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i

UPDATED TABLE OF REFERENCE FOR FY 2021

Updated February 2021

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ii

VISION

A globally recognized University upholding excellence amidst rich cultural heritage.

MISSION

Produce employable graduates who are morally upright, socially and culturally responsible professionals through quality, relevant, and innovative instruction, research, extension, and resource generation.

CORE VALUES:

1. Excellence—IFSU’s strong commitment to achieve superior quality outputs and services in the areas of instruction, research, extension, resource generation,

and administration

2. Faith—IFSU’s strong belief and faith that there is GOD Almighty who guides the University in all its undertakings and endeavors. This also mirrors the

University’s community members’ trust and confidence for each other toward harmonious living.

3. Integrity—IFSU’s adherence to moral and ethical values; conformity to principle-driven service in the pursuit of the University vision, mission and goals.

4. Service—IFSU’s recognition that the essence of its existence is to serve its clienteles and stakeholders for the common good.

5. Creativity—IFSU’s commitment to create and nurture a teaching and learning environment that encourages innovation, dynamism and resourcefulness in the

pursuit to be globally recognized amidst rich cultural heritage. This includes provision of opportunities for critical thinking, problem-solving, communication and collaboration.

6. Cultural-sensitivity—IFSU’s commitment to preserve the rich cultural heritage of the province and the region.

GOALS

Goal 1 - Academic Excellence

Objectives:

1. To assure the quality of programs to achieve 71% - 100% accredited programs.

2. To ensure effective student lifecycle management and career development to achieve 50% of graduates that are employed (2 years prior)

3. To provide unique and lifelong learning experience in the entire student life cycle to attain 70% passing rate of fist-time takers in board examinations.

4. To integrate internalization perspective towards global connectedness to increase the number of international students by 5% and international partners by 5%.

5. To strengthen student welfare services for a successful academic formation of students with 90% students who rate services as satisfactory or higher.

6. To intensify conservation of the rich cultural heritage in the academic programs integrating IKSP in related courses and establishment of an IKSP center.

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iii Goal 2 - Strong research leadership and culture

Objectives:

1. To establish a strong brand and strengthen image building of IFSU as a research leader in the academic sector achieving a total of 29 research outputs in the last three years utilized by the industry or by other beneficiaries.

2. To intensify conduct of research and dissemination of RD outputs to increase percentage of faculty members who: actively pursue research by 12% every 3 years’ period who produce technologies for commercialization or livelihood improvement by 10%, and whose research work resulted in an extension program by 10%.

3. To intensify conservation of the rich cultural heritage.

Goal 3 - Sustainable extension and community Engagement

Objectives:

1. To package and transfer knowledge and technologies relevant to the needs of clientele achieving a 95% satisfaction rating from clients of extension services.

2. To create a widely shared organizational culture that encourages, promotes, and rewards extension and community engagements with 30 of faculty and 100 of students as volunteers annually.

3. To establish/strengthen/sustain linkages with LGUs, industries, and other organizations/stakeholders for resource sharing, extension program, and service complementation with increased number of active partnership by 20%.

Goal 4 - Excellent public service and good governance

Objectives:

1. To ensure efficient, transparent, and accountable delivery of administrative services with 95% client satisfaction rating in all Administrative offices and achieve the Good Governance Conditions requirements set by the Inter-Agency Task Force per A.O. 25.

2. To forge strong network system and resource-sharing through collaborative activities conducted regularly.

3. To strengthen the university’s local and international visibility.

4. To enhance efficiency in resource generation and mobilization to increase the percentage of the total net income by 10% in 2019 and 20% annually from 2020.

5. To upgrade the competence and capabilities of human resources achieving 15% permanent faculty and staff attending relevant learning and development activity and attaining Level III status in the PRIME-HRM evaluation.

6. To technologize frontline services and other services of the University with an integrated system 100% operational.

7. To ensure a clean, green, safe, and GAD-responsive University environment implementing 100% of relevant government laws and ordinances.

8. To intensify conservation of the rich cultural heritage integrating culture in the administrative and support services.

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iv

TABLE OF REFERENCE FOR

DELIVERY, SERVICE UNITS AND INDIVDUAL EMPLOYEES FOR STRATEGIC PRIORITY AND SUPPORT FUNCTIONS

Effective FY-2021

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5

TABLE OF REFERENCE

I. INTRODUCTION

This Table of Reference was updated in accordance to the 8-Year Strategic Plan 2019 – 2026 of the University. This is part of the Strategic Performance Management System (SPMS) of the University. The SPMS of the university follows the Results-based Performance Management System (RBPMS). The RBPMS uses a comprehensive framework that cuts across several performance management levels. It defines various level of achievements from individual then to the bureau and the organizational level.

Through the RBPMS, individual employee can see him/herself in the work plan to achieve societal goal.

As a general rule, this Table of Reference shall be the basis of the performance indicators to be used in the performance target setting for the OPCR and IPCR of units and the employees, respectively.

II. DEFINITION OF TERMS

1. Strategic Priority Functions (SPF)- 40% are functions identified as strategic priorities of the University as identified in its major goals in Instruction, Research Development, Extension and Training, Resource Generation, and Administration and Governance. A core and support function may be considered strategic priority function if they are directly affecting the strategic goals of the University.

2. Core Functions (CF)-40% are functions performed by the DUs and SUs which are inherent in its mandate. For individual employees, core functions are those that are assigned by virtue of their positions as identified as their duties and responsibilities provided for in their position/designation. Core functions are always in support of the University’s goals, mission and vision.

3. Support Functions (SF)-20% are functions performed by the Office/employee in support of the achievement of the goals of the University or other offices/employees but are not directly identified as its/his core functions. These may be added functions which when not performed may affect the performance of the other office/employee.

For this year, appropriate weight is allocated per function.

Note: CSC Memorandum Circular No. 6, s. 2012, p. 7 (Guidelines on the Establishment of Agency SPMS) provides that, “Unless the work output of a particular duty has been assigned pre-set standards by management, its standards shall be agreed upon by the supervisors and the ratees”. Thus, performance standards for functions performed by employees that are not found in this Table of Reference shall be set and agreed upon by the supervisor and the employee.

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6 III. ACRONYMS

1. AACCUP – Accrediting Agency for Chartered Colleges and Universities in the Philippines

2. ACADCO – Academic Council

3. ADCO – Administrative Council

4. AEP – Advanced Education Program

5. APP – Annual Procurement Plan

6. BAC – Bids and Awards Committee

7. BOR – Board of Regent

8. CED – Campus Executive Directors

9. CAE – College of Advanced Education

10. CHED-COPC – Commission on Higher Education – Certificate of Program Compliance

11. CODETE – College of Open Distance Education and Transnational Education

12. COE/COD - Center of Excellence/Center of Development

13. DAA – Department of Alumni Affairs

14. DAS – Department of Administrative Services

15. DCD – Department of Capacity Development

16. DCPIA – Department of Communication, Public and International Affairs

17. DEPC – Department of Environmental Protection and Conservation

18. DET – Department of Extension and Training

19. DFS – Department of Finance Services

20. DFS-BS - Department of Finance Services-Budget Section

21. DGS – Department of General Services

22. DHRD – Department of Human Resources and Development

23. DISD – Department of Infrastructure and Site Development

24. DLS – Department of Library Services

25. DNSTP-Department of National Service Training Program

26. DPIM – Department of Planning and Information Management

27. DQuA – Department of Quality Assurance

28. DRAS – Department of Registrar and Admission Services

29. DRD – Department of Research and Development

30. DRRM – Department of Risk Reduction and Management

31. DSCA – Department of Socio-cultural Affairs

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7 32. DSD – Department of Sports Development

33. DSSD – Department of Student Services and Development

34. DU – Delivery Unit

35. EP – Extension Program

36. GADRRC – Gender and Development, Research Resource Center

37. GASS – General Administration and Support Services

38. GFPS – GAD Focal Point System

39. HDU – Head of Delivery Unit

40. HEP – Higher Education Program

41. HSU – Head of Service Unit

42. IAS – Internal Audit Services

43. IATF – Inter-Agency Task Force

44. ICT – Information and Communication Technology

45. IRT-GIAHS – Ifugao Rice Terraces - Globally Important Agricultural Heritage System

46. KRA – Key Results Area

47. NBC – National Budget Circular

48. OCED – Office of the Campus Executive Director

49. OP – Office President

50. OP-EA – Office of the President – Executive Assistant

51. OUBS – Office of the University and Board Secretary

52. OVPA – Office of the Vice President for Administration

53. OVPAA – Office of the Vice President for Academic Affairs

54. OVPPFRG – Office of the Vice President for Planning, Finance and Resource Generation

55. OVPRDET – Office of the Vice President for Research and Development, Extension and Training

56. PPP – Program Performance Profile

57. RP – Research Program

58. STO – Support to Operations

59. SU – Service Unit

60. ICO- Internal Control Unit

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8 GOAL 1: ACADEMIC EXCELLENCE

Organizational Outcome:

Relevant and quality tertiary education ensured to achieve inclusive growth and access of deserving but poor students to quality tertiary education increased Advanced Education

KRA & Objective University Performance Indicator

OPCR-DELIVERY UNITS OPCR-SERVICE UNITS INDIVIDUAL

Performance Indicator Responsible Unit

Performance Indicator Responsible Unit

Performance Indicator

Responsible Individual KRA 1 – Quality

Programs Objective 1. To assure quality of programs

Percentage of undergraduate and graduate programs granted with accreditation

Percentage of undergraduate and graduate programs granted with accreditation

OVPAA, OP, OCED

Percentage of undergraduate and graduate programs granted with accreditation

DQuA, Colleges

No. of proposed/

revised policies/

guidelines/ PPAs to assure quality of programs No of policies/

guidelines/ PPAS implemented to ensure quality of programs in the univ/campus No. of PPAs

conducted to ensure quality of programs in the college

Other PIs for employee (Refer to 2019 TOR)

VPAA, CEDs

DQUA,OP personnel, CED

Deans, Chairpersons, Assigned Faculty Assigned Faculty Percentage of

undergraduate and graduate programs granted with COPC by CHED

Percentage of undergraduate and graduate programs granted with COPC by CHED

OVPAA, OP, OCED

Percentage of undergraduate and graduate programs granted with COPC by CHED

DQuA, Colleges

No. of program(s) with COE/COD

No. of program(s) with COE/COD

OVPAA, OP, OCED

Percentage of

programs granted with COD/COE

DQuA, Colleges No. of Programs Certified

a. Regional/National b. International

No. of Programs Certified

a. Regional/National b. International

OVPAA, OP, OCED

No. of Programs Certified

a. Regional/National b. International

DQuA, Colleges

KRA 2 – Quality Graduates Objective: To ensure effective student lifecycle management and

Percentage of graduates (2 years prior) that are employed

Percentage of graduates (2 years prior) that are employed

OVPAA, OP, OCED

Percentage of graduates (2 years prior) that are employed

DAA, Colleges

No of proposed/

revised policies/

guidelines or PPAs to ensure quality of graduates leading to

VPAA,CEDs

(9)

9 career

development

increase in employment rate No. of

policies/guidelines/

PPAs implemented to ensure high

employability of graduates (in univ/

campus/college) Completed Tracer Study in all programs of the University

Director DAA, CED, Deans

DAA, Deans, Alumni Chairperson, Assigned Faculty KRA 3 Quality

Faculty and Students Objective 3. To provide unique and lifelong learning experience in the entire student life cycle

Percentage of first-time licensure examination takers that pass the licensure exam

Percentage of first- time licensure examination takers that pass the licensure exam

OVPAA, OP, OCED

Percentage of first- time licensure examination takers that pass the licensure exam

DQuA, Colleges

No. of proposed/

revised policies/

guidelines or PPAs submitted to improve the quality of faculty and students No. of policies/

guidelines/ PPAs implemented to increase/improve:

a. Licensure examination b. Enrolment in

Priority

Courses/research programs

c. IM Approved

VPAA,CEDs

OP Staff, DQUA, CEDs, Deans Percentage of

undergraduate student population enrolled in CHED-identified and RDC- identified priority

courses/ programs

Percentage of

undergraduate student population enrolled in CHED-identified and RDC-identified priority courses/ programs

OVPAA, CEDs

Percentage of

undergraduate student population enrolled in CHED-identified and RDC-identified priority courses/ programs

DRAS, Colleges

Percentage of graduate student population enrolled in research degree programs

Percentage of graduate students enrolled in research degree programs

OVPAA, OCED

Percentage of graduate student population enrolled in research degree programs

DRAS, CAE

No of IMs approved No of IMs approved OVPAA, OP, CEDs

No of IMs approved DQUA Colleges

(10)

10 Percentage of faculty

who are doctorate degree holders

Percentage of faculty who are doctorate degree holders

OVPAA, CEDs

Percentage of faculty who are doctorate degree holders

Colleges d. Faculty with doctorate degree No of PPAs conducted to ensure quality of faculty and students (in licensure

examination, enrolment, IM approval, and doctorate degree holders)

Director, Deans, Chairpersons, Assigned Faculty

KRA 4. Globally- competitive Students Objective 4. To integrate

internationalization perspective

towards global connectedness

% of students involved in inter-country mobility

% of students involved in inter-country mobility

OVPAA, CEDs

% of students involved in inter-country mobility

DCD, Colleges

No. of

proposed/revised policies/guidelines/

PPAs to ensure globally competitive students

No. of PPAs

conducted to ensure globally competitive students in the univ/campus/college

% of students assisted/monitored for inter-country mobility

VPAA, CEDs

DCD, CEDs Deans

DCD

KRA 5. Modernized Facilities and Quality Students Services

Objective 5. To strengthen student

Percentage of clients who rated services as

satisfactory using the client’s feedback form

Percentage of clients who rated services as satisfactory using the client’s feedback form

OVPAA, OCED

Percentage of clients who rated services as satisfactory using the client’s feedback form

All Student Services Units and Colleges

No. of

proposed/revised policies/ guidelines or PPAs to ensure modernize facilities

VPAA, CEDs

(11)

11 welfare services for

a successful academic formation of students

and quality services for students

No. of PPAs conducted in the campus/ colleges/

AOR

No. of monitoring and evaluation activity/ies to ensure good or better rating of clients in AOR

Director, CEDs, Deans

Directors, CEDs, Deans

KRA 6. Culturally- sensitive

Graduates Objective 6. To integrate Indigenous Knowledge, Systems, and Practices (IKSP) in the academic programs to intensify

conservation of the rich cultural heritage

No. of cultural activities conducted

No. of cultural activities conducted

OVPAA, OCED

No. of cultural activities conducted

DSCA, Colleges

No. of proposed policies/guidelines/

PPAs submitted to ensure culturally sensitive graduates No. of subjects geared towards cultural heritage included in the course syllabi in the campus/ college No. of cultural PPAs conducted to intensify conservation of rich cultural heritage

VPAA, CEDs

CEDs, Deans

& Faculty assigned to cater the PI

Director, CEDs, Deans

Note: CSC Memorandum Circular No. 6, s. 2012, p. 7 (Guidelines on the Establishment of Agency SPMS) provides that, “Unless the work output of a particular duty has been assigned pre-set standards by management, its standards shall be agreed upon by the supervisors and the ratees”. Thus, performance standards for functions performed by employees that are not found in this Table of Reference or in the 2019 TOR shall be set and agreed upon by the supervisor and the employee.

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12 GOAL 2 - STRONG RESEARCH LEADERSHIP AND CULTURE

Organizational Outcome: Higher education research improved to promote economic productivity and innovation.

KRA &

Objective

University Performance Indicator

OPCR-DELIVERY UNITS OPCR-SERVICE UNITS INDIVIDUAL

Performance Indicator Responsible Unit

Performance Indicator Responsible Unit

Performance Indicator

Responsible Individual KRA 1. Strong

Research Brand and Image Objective 1. To establish a strong brand and strengthen image building of IFSU as a research leader achieving a total of 29 research outputs in the last 3 years utilized by the industry or by other

beneficiaries

No. of proposed/

revised policies/

guidelines or PPAs to establish a strong brand and image of IFSU in research and development Monitor and evaluate

accomplishment by univ/campus/

college

VPRDET, RD, CED, Dean

Director, CED, Chairperson, Dean

Number of RD outputs in the last 3 years utilized by the industry or by other

beneficiaries

Number of RD outputs in the last 3 years utilized by the industry or by other

beneficiaries

OVPRDET, OCED

Number of RD outputs in the last 3 years utilized by the industry or by other

beneficiaries

RD, Colleges, GIAHS

No. of PPAs conducted to utilize/

commercialize RD outputs

Directors, CEDs, Deans, Faculty assigned

Number of research outputs completed within the year

Number of research outputs completed within the year

OVPRDET, OCED

Number of research outputs completed within the year

RD, College, GIAHS, SWK, GAD, EYE CENTER

% of approved research proposals completed within the year in the college/campus

CEDs, Deans, Research Coordinator

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13

% of approved research proposals completed within the year

Faculty

Percentage of research outputs published in internationally research journals and CHED accredited Journals

Percentage of research outputs published (such as Elsevier Scopus, Thomson Reuters Journals, and CHED accredited Journals

OVPRDET, OCED

Percentage of research outputs published (such

as Elsevier Scopus, Thomson Reuters Journals, and CHED accredited Journals

RD, College, GIAHS, SWK

% of funded research published

Faculty

No. of research centers established

No. of research centers established

OVPRDET, OCED

No. of research centers established

RD, GIAHS No. of proposals submitted to establish research center

RD personnel

No. of externally-funded researches

No. of externally- funded researches

OVPRDET, OCED

No. of externally- funded researches

RD, Colleges No. of proposals submitted for funding

RD personnel, Faculty assigned No. of inventions

patented/copyrighted

No. of inventions patented/copyrighted

OVPRDET, OCED

No. of inventions patented/copyrighted

RD, Colleges No. of research output endorsed for patenting/copyright No. of research output submitted for patenting/ UM/

copyright

No. of research output assisted for patenting/ UM/

copyright

CEDs, Dean

Faculty assigned

RD personnel

No. of citations No. of citations OVPRDET, OCED

No. of citations RD, Colleges No. of citations of research

publication

Faculty assigned

(14)

14

No. of research assisted to gain citation

RD personnel

No. of technology-based research outputs

No. of technology- based research outputs

OVPRDET, OCED

No. of technology- based research outputs

RD, Colleges No. of research conducted with technology-based output

No. of technology- based research assisted

Faculty assigned

RD personnel

No. of researches presented

No. of researches presented

OVPRDET, OCED

No. of researches presented

RD, Colleges No. of research presented

No. of research assisted for presentation

Faculty assigned

RD personnel

KRA & Objective University Performance Indicator

OPCR-DELIVERY UNITS OPCR-SERVICE UNITS INDIVIDUAL

Performance Indicator

Responsible Unit

Performance Indicator

Responsible Unit

Performance Indicator

Responsible Individual KRA 2. Quality

Research Outputs Objective 2. To intensify conduct of research and dissemination of RD outputs to increase percentage of faculty members:

Percentage of graduate school faculty engaged in research work applied in any of the following:

No. of policies/PPAs proposed/conducted to improve

engagement of faculty in a, b,c,d No. of faculty endorsed to pursue advanced research degree

VPRDET

CED, Dean

(a)

Pursuing advanced

research degree programs (Ph.D.)

Percentage of graduate school faculty engaged in research work applied in any of the

following:

VPRDET, OCED

Percentage of graduate school faculty engaged in research work applied in any of the

following:

CAE

(15)

15

• Who actively pursue research by 12% every 3 years period

• Who produce technologies for commercialization or livelihood improvement by 10%, and

• Whose research work resulted in an extension program by 10%.

a.Pursuing advanced research degree programs (Ph.D.)

(a) Pursuing advanced research degree programs (Ph.D.)

No. of research study for:

a)commercialization of technology produced, b)conduct of extension program No. of monitoring activities to ensure:

1. faculty pursuing advanced research studies

2.faculty conducting research

3.faculty who will commercialize their technology

4.faculty conducting extension program

Assigned faculty

RD personnel - univ CED-College Dean-faculty b. Actively

publishing within the last (3) years

(investigative research, basic and applied scientific research, policy research, social science research) or

b. Actively publishing within the last (3) years (investigative research, basic and applied scientific research, policy research, social science research) or

VPRDET, OCED

(b) Actively publishing within the last (3) years (investigative research, basic and applied scientific research, policy research, social science research) or

CAE

(c)Producing technologies for commercialization or livelihood improvement

(c)Producing technologies for commercialization or livelihood improvement

VPRDET, OCED

(c)Producing technologies for commercialization or livelihood improvement

CAE

(d)Whose research work resulted in an extension program

(d)Whose research work resulted in an extension program

VPRDET, OCED

(d)Whose research work resulted in an extension program

CAE

KRA & Objective University Performance Indicator

OPCR-DELIVERY UNITS OPCR-SERVICE UNITS INDIVIDUAL

Performance Indicator

Responsible Unit

Performance Indicator

Responsible Unit

Performance Indicator

Responsible Individual KRA 3. Conservation

of the Cultural Heritage through Research

Objective 3. To intensify

conservation of the rich cultural heritage

No. of IK research centers established

No. of IK research centers established

VPRDET OCED

No. of IK research centers established

GIAHS, Colleges

No. of proposals to establish IK centers to conserve rich cultural heritage

No. of PPAs conducted by IK centers

VP, Director,

GIAHS personnel

(16)

16

Note: CSC Memorandum Circular No. 6, s. 2012, p. 7 (Guidelines on the Establishment of Agency SPMS) provides that, “Unless the work output of a particular duty has been assigned pre-set standards by management, its standards shall be agreed upon by the supervisors and the ratees”. Thus, performance standards for functions performed by employees that are not found in this Table of Reference or in the 2019 TOR shall be set and agreed upon by the supervisor and the employee.

GOAL 3 – SUSTAINABLE EXTENSION AND COMMUNITY ENGAGEMENT Organizational Outcome: Community engagement increased KRA & Objective University

Performance Indicator

OPCR-DELIVERY UNITS OPCR-SERVICE UNITS INDIVIDUAL

Performance Indicator

Responsible Unit

Performance Indicator

Responsible Unit

Performance Indicator

Responsible Individual KRA 1. Relevant Extension

Activities

Objective 1. To package and transfer knowledge and technologies relevant to the needs of clientele achieving a 95% satisfaction rating from clients of extension services

No. of proposed/

revised policies/

guidelines or PPAs to establish relevant extension activities

Monitor and evaluate

accomplishment by univ/campus/

college

VPRDET, DET

Director, CED, Chairperson, Dean

No. of technology- business incubation center

No. of technology- business incubation center

OVPRDET, OCED

No. of technology- business incubation center

DET No. of TBIs

established No. of PPAs conducted to ensure the number of:

-adopters -viable demo projects

- research outputs commercialized

DET, Assigned faculty DET Director

and Staff No. of adopters No. of adopters OVPRDET,

OCED

No. of adopters DET No. of viable

demonstration projects (with IRR) to be established (new)

No. of viable demonstration projects (with IRR) to be established (new)

OVPRDET, OCED

No. of viable demonstration projects (with IRR) to be established (new)

DET

No. of research outputs

No. of research outputs

OVPRDET, OCED

No. of research outputs

DET, GIAHS, SWK

(17)

17 commercialized

(new)

commercialized (new)

commercialized (new)

Other PIs refer to 2019 TOR

Assigned personnel No. of technology

packaged (new)

No. of technology packaged (new)

OVPRDET, OCED

No. of technology packaged (new)

DET, GIAHS, SWK, GAD KRA 2. Volunteer Faculty

and Students

Objective 2. To create a widely shared

organizational culture that encourages, promotes, and rewards extension and community engagements with 30 of faculty and 100 of students as volunteers annually

Number of trainees weighted by the length of training

Number of trainees weighted by the length of training

OVPRDET, OCED

Number of trainees weighted by the length of training

DET, College, GIAHS, SWK, EYE CENTER

No. of proposed policies/guidelines/

PPAs to encourage culture of

volunteerism from faculty and

students

No. of proposed/

endorsed trainings or extension programs in the campus/college No. of trainings conducted No. of extension programs implemented

OVPRDET, DET

CEDs, Deans

Assigned Faculty Assigned

Faculty Number of

extension programs organized and supported

consistent with the SUC's mandated and priority programs

Number of

extension programs organized and supported

consistent with the SUC's mandated and priority programs

OVPRDET, OCED

Number of

extension programs organized and supported

consistent with the SUC's mandated and priority programs

DET, College, Eye Center

Percentage of beneficiaries who rate the training course/s and advisory services as satisfactory or higher in terms of quality and relevance

Percentage of beneficiaries who rate the training course/s and advisory services as satisfactory or higher in terms of quality and relevance

OVPRDET, OCED

Percentage of beneficiaries who rate the training course/s and advisory services as satisfactory or higher in terms of quality and relevance

DET, College, GIAHS, SWK, EYE CENTER

KRA 3. Active Linkages Objective 3. To

establish/strengthen/sustain linkages with LGUs,

industries, and other organizations/stakeholders for resource sharing, extension program, and service complementation

Number of active partnerships with LGUs, industries, NGOs, NGAs, SMEs, and other

stakeholders as a result of extension activities

Number of active partnerships with LGUs, industries, NGOs, NGAs, SMEs, and other

stakeholders as a result of extension activities

OVPRDET, OCED

Number of active partnerships with LGUs, industries, NGOs, NGAs, SMEs, and other

stakeholders as a result of extension activities

DET, Eye Center, GIAHS, Colleges

No. of policies/

guidelines/ PPAs proposed to ensure active linkages

No. of MOAs/PPAs for linkages or partnership

OVPRDET, DET

DET, CEDs, Deans

(18)

18 with increased number of

active partners by 20%

Note: CSC Memorandum Circular No. 6, s. 2012, p. 7 (Guidelines on the Establishment of Agency SPMS) provides that, “Unless the work output of a particular duty has been assigned pre-set standards by management, its standards shall be agreed upon by the supervisors and the ratees”. Thus, performance standards for functions performed by employees that are not found in this Table of Reference or in the 2019 TOR shall be set and agreed upon by the supervisor and the employee.

GOAL 4: EXCELLENT PUBLIC SERVICE AND GOOD GOVERNANCE

KRA &

Objective

University Performance Indicator

OPCR-DELIVERY UNITS OPCR-SERVICE UNITS INDIVIDUAL

Performance Indicator

Responsible Unit

Performance Indicator

Responsible Unit Performance Indicator

Responsible Individual KRA 1 – Good

Governance To ensure efficient, transparent and

accountable delivery of administrative services with 95% client satisfaction rating in all administrative offices

Maintain Good Governance Conditions per IATF Memo Circular:

a.Timely update of the following:

- Transparency Seal - Philgeps Posting - Citizens Charter b. ISO Certified

c. Attained required target:

-BAR (GAA targets) - FAR (100% BUR) -COA (30% of full implementation of prior year’s audit

recommendation)

- Early procurement (50%) d. Timely submission of Procurement requirements

- APP - APCPI

- Early procurement

Maintain Good Governance Conditions per IATF Memo Circular:

a.Timely update of the following:

- Transparency Seal

- Philgeps Posting - Citizens Charter b. ISO Certified c. Attained required target:

-COA (30% of full implementation of prior year’s audit recommendation) - Early procurement (50%)

d. Timely submission of Procurement requirements

- APP - APCPI

OP, OVPA, OVPPFRG

Maintain good governance conditions as per area of

responsibility in the required IATF Circular such as:

a.Timely update of the following:

- Transparency Seal

- Philgeps Posting - Citizens

Charter b. ISO Certified c. Attained required target:

- FAR (100% BUR) -COA (30% of full implementation of prior year’s audit recommendation)

Directors under OP, OVPA and OVPFRG in- charge of the IATF condition

DPIM BAC DHRD and frontline offices DQUA,

DFS ICU

BAC

No. of

policies/guideli nes proposed to intensify good governance systems and practices in the University in relation to the following reports:

- FAR

- Financial Plan - ISO

Certification - BAR

- System of Ranking - APP - Citizen’s

Charter - SALN - FOI - COA

OP, OVPA OVPFRG

(19)

19 e. Complied the

requirements of the ff:

- SALN -FOI

- Early

procurement e. Complied the requirements of the ff:

- SALN -FOI

Compliance of required good

governance conditions in the campus

Note: BUR- Obligation BUR-

Disbursement

CEDs

VPs, OP, OCEDs VPPFRG

- Early procurement (50%)

d. Timely submission of Procurement requirements

- APP - APCPI - Early

procurement e. Timely

submission of the requirements of the ff:

- SALN -FOI

Compliance of good governance

conditions in the college

MOOE:

Obligation- Disbursement CO:

Obligation- Disbursement

BAC

HRD In-charge Colleges

All departments DFS

DISD, OCED(with CO)

DFS

Conduct of required PPAS to ensure satisfaction of the good governance conditions such as:

- sustainability of ISO

certification - Timely conduct of procurement procedure - Update Citizen’s Charter

- M&E activities to ensure GAA targets are met - Comply and update Philgeps Posting

Monitor Timely submission of required reports Prepare complete, accurate and

Directors under OP, OVPA and OVPFRG & CEDs

DQUA

-Concerned offices

DHRD and all frontline offices

DPIM BAC

OP/VPs-monitor Directors&

CED-Monitor Deans

Directors/Deans – Monitor

personnel

(20)

20

submit timely report (Quan,Qual, timeliness) Timely Update of

1.Transparency Seal

2. Citizen’s Charter 3. Philgeps Posting

Personnel In- charge DPIM

DHRD & frontline offices

BAC

% Client Satisfaction Rating % of Client Satisfied with services via the client feedback evaluation form

OP, OVPPFRG, OVPRDET, OCED

% of Client Satisfied with services via the client feedback evaluation form

All Service Units, Colleges

% of Client Satisfied with services via the client feedback form

All personnel

KRA &

Objective

University Performance Indicator

OPCR-DELIVERY UNITS OPCR-SERVICE UNITS INDIVIDUAL

Performance Indicator

Responsible Unit

Performance Indicator Responsible Unit

Performance Indicator

Responsible Individual KRA 2 –

Strong Network System and Resource- Sharing Objective: To strengthen the university’s local and international

funds/resource

outsourced in support to instruction, research, extension, resource generation, and administration as a result of

networking/linkaging with local and international organizations

funds/resource outsourced in support

to instruction, research, extension, resource generation, and administration as

a result of networking/linkaging

with local and international organizations

OP, OVPA, OVPPFRG OCEDs

funds/resource outsourced in support to instruction, research,

extension, resource generation, and administration as a result of networking/

linkaging with local and international organizations

Directors assigned Deans assigned

No. of PPAs proposed to ensure strong network system and resource sharing in AOR No. of proposals submitted to funding agencies

VPPFRG,

Directors, CEDs, Deans, Assigned personnel

Personnel assigned

(21)

21 visibility

KRA &

Objective

University Performance Indicator

OPCR-DELIVERY UNITS OPCR-SERVICE UNITS INDIVIDUAL

Performance Indicator Responsible Unit

Performance Indicator Responsible Unit

Performance Indicator

Responsible Individual KRA 3 –

Improved Visibility in the Local and International Environment Objective: To strengthen the university’s local and international visibility

No. of policies/

guidelines or PPAs proposed/

amended to improve visibility of the university in the local and

international environment

OP,VP, Directors

No. of mandated service with ISO certification

No. of mandated procedures with ISO certification

OP,OVPA No. of mandated procedures with ISO certification

DQuA, DAS No. of PPAs conducted to ensure

sustainability of ISO certification

No. of monitoring activities with ISO certification

Director, Head of Service Units,

Head of Committees

DQUA

No. of proposals submitted to improve local and international visibility

No. of proposals submitted to improve local and international visibility

OP, OCED No. of new

programs/activities approved &

implemented

proposals to improve local and international visibility

DCPIA, College

Conduct PPAs to improve local and international visibility

Monitor conduct of PPAs

Director, Deans

OP Personnel assigned

(22)

22 No. of institutional

awards given by

reputable organizations

Note: Performance indicators for Delivery units, Service Units and Individuals cover all the PIs in the Higher Education Program, Advance Education Program, Research, Extension and Administrative. Hence, assigned SUs and Individual will

indicate it in their OPCR/IPCR SUC Rank (IFSU vs.

other SUCs)

Higher by 2 notches from year 2018

SUC Rank (IFSU vs. other SUCs)

Higher by 2 notches from year 2018

OP SUC Rank (IFSU vs.

other SUCs)

Higher by 2 notches from year 2018

DQUA No. of PPAs conducted to ensure higher rank as compared from 2018 rank

Personnel of Assigned Unit

SUC Leveling (by CHED) SUC Leveling (by CHED) Head of SUC Leveling Committee

SUC Leveling (by CHED) Secretariat of Committee

and Dept involved

No. of PPAs conducted in relation to SUC Leveling

Timely submission of documents

SUC Leveling Committee

Members

All Involved Units

KRA &

Objective

University Performance Indicator

OPCR-DELIVERY UNITS OPCR-SERVICE UNITS INDIVIDUAL

Performance Indicator Responsible Unit

Performance Indicator Responsible Unit

Performance Indicator

Responsible Individual KRA 4 –

Increased Income from IGP

Objective: To enhance efficiency in resource generation and

mobilization

Increase of total net income from IGP by 10% annually

Increase of total net income from IGP by 10%

annually

OVPPFRG, OCED

Increase of total net income from IGP by 10%

annually

DIGP, Campus IGP Chair

No. of approved proposals/policies/

PPAs to increase IGP

No. of PPAs proposed to increase income from IGP

VPPFRG, DIGP

Director, CED, IGP Manager

% of internally generated income to total subsidy (income from IGP/GAA)

% of internally generated income to total subsidy

OVPPFRG % of internally generated income to total subsidy

DIGP, DFS

(23)

23 KRA &

Objective

University Performance Indicator

OPCR-DELIVERY UNITS OPCR-SERVICE UNITS INDIVIDUAL

Performance Indicator Responsible Unit

Performance Indicator Responsible Unit

Performance Indicator

Responsible Individual KRA 5 –

Quality Human Resources Objective: To upgrade the competencies and

capabilities of human resources

No. of Area passed for Level II Status in PRIME- HRM (Areas: RSP, PM, L&D, R&R)

- 4(ALL AREAS)

No. of Area passed for Level II Status in PRIME- HRM (Areas: RSP, PM, L&D, R&R)

OVPA No. of Area passed for Level II Status in PRIME- HRM (Areas: RSP, PM, L&D, R&R)

DHRD No. of

policies/PPAs submitted to upgrade the quality of human resource No. of PPAs

implemented to upgrade the competencies and capabilities of human resources

OVPA, DHRD

Director and Personnel In- charge

1 % of plantilla faculty members with Ph.D. in the field of specialization earned from the national university, the top 1,000 universities based on world ranking, or in programs with at least level III accreditation or COE/COD status, in the last three years

% of plantilla faculty members with Ph.D. in the field of specialization earned from the national university, the top 1,000 universities based on world ranking, or in programs with at least level III accreditation or COE/COD status, in the last three years

OVPA, OCED

% of plantilla faculty members with Ph.D. in the field of specialization earned from the national university, the top 1,000 universities based on world ranking, or in programs with at least level III accreditation or COE/COD status, in the last three years

DHRD Deans/

Program Chair

% of faculty

members endorsed to enroll in the top national university, the top 1,000 universities based on world ranking, or in programs with at least level III accreditation or COE/COD status, in the last three years

DHRD/OCED/

Deans

(24)

24 Relevant training hours

attended by the faculty and staff members including attendance to conferences/trainings

a. International

b. Regional/National

Relevant training hours attended by the faculty and staff members including attendance to conferences/trainings

a. International b. Regional/National

OVPA, OCED

Relevant training hours attended by the faculty and staff members including attendance to conferences/trainings

a. International b. Regional/National

Deans Colleges

% of faculty/staff endorsed for SWT No. of SWTs attended

CEDs, Deans, Directors All personnel

KRA &

Objective

University Performance Indicator

OPCR-DELIVERY UNITS OPCR-SERVICE UNITS INDIVIDUAL

Performance Indicator Responsible Unit

Performance Indicator Responsible Unit

Performance Indicator

Responsible Individual KRA 6 –

TechDev Objective: To technologize front line services and other services of the

University

No. of policies/PPAs submitted to

technologize services

VPA, VPPFRG, OCED

% of end-users using the priority information systems developed per year

% of end-users using the priority information systems

developed per year

VPPFRG % of end-users using the priority information systems

developed per year

ICT Section No. of systems developed No. of monitoring activities conducted

Programmers/ ICT personnel ICT Section Head/

Chairperson

% of software licensed/copyrighted

a.Operating Systems (OS)

b.Microsoft Office

% of software licensed/copyrighted a. Operating Systems (OS) b.Microsoft Office

VPPFRG, OCED

% of software licensed/copyrighted a.Operating Systems (OS)

b. Microsoft Office

ICT Section, Frontline

Services

No. of computers with licensed/

copyrighted OS and Microsoft Office No. of monitored computers with licensed software

ICT In-charge of College/Campus

ICT Section personnel

% of new facilities completed

% of new facilities completed

OVPA, OCED

% of new facilities completed

DISD, Colleges

No. of M&E activities to ensure

achievement of targets

DISD, DGSO, CEDs, personnel

assigned

(25)

25

% of existing facilities refurbished/ upgraded

% of existing facilities refurbished/ upgraded

OVPA, OCED

% of existing facilities upgraded/refurbished

DISD, DGSO, Colleges

Timely submission and approval of request for upgrade/

refurbishment Monitor

implementation of project

VPs, Directors, CEDs, Deans

Directors and personnel In- charge

KRA & Objective University

Performance Indicator

OPCR-DELIVERY UNITS OPCR-SERVICE UNITS INDIVIDUAL

Performance Indicator Responsible Unit

Performance Indicator Responsible Unit

Performance Indicator

Responsible Individual KRA 7 – Clean,

Green, Safe, and GAD-Responsive University Environment Objective: To ensure a clean, green, safe, and GAD-responsive University environment

No. of policies/PPAs submitted to ensure Clean, Safe and GAD-

Responsive Environment

VPA, VPPFRG, OCED

% of infrastructure/

facilities granted certification from evaluating bodies (e.g.

building permit, sanitary permit, etc.)

% of infrastructure/

facilities granted certification from evaluating bodies (e.g.

building permit, sanitary permit, etc.)

OVPA, OVPPFRG,

OCED

% of infrastructure/

facilities granted certification from evaluating bodies (e.g.

building permit, sanitary permit, etc.)

DISD, DAS- Infirmary, DEPC, DRRM

No. of certification sought from evaluating bodies

Director, CEDs, Assigned

personnel

% of GAD-attributed fund implemented in:

a) Higher Education Program

b) Advanced Education Program

c) Research Program Extension Program

% of GAD-attributed fund implemented in:

a) Higher Education Program

b) Advanced Education Program

c) Research Program Extension Program

OP, OVPPFRG, OVPA, OVPAA, OVPRDET, OCED

% of GAD-attributed fund implemented in:

a) Higher Education Program

b) Advanced Education Program

c) Research Program Extension Program d) General Administration

All Service Units and Colleges

No. of

Endorsed/Proposed GAD Attributed PPA Conduct of GAD Attributed PPA Monitor GAD Attributed PPA

VPs, CED,

Director

Assigned Personnel GAD Director &

Chairperson

(26)

26 d) General

Administration and Support Services (GASS)

d) General Administration and Support Services (GASS)

and Support Services

(GASS) implemented Other PIs to be

cascaded by GAD No. of DRRM-related

activities implemented in:

a) Higher Education Program

b) Advanced Education Program

c) Research Program Extension Program d) General

Administration and Support Services

No. of DRRM-related activities implemented in:

a) Higher Education Program

b) Advanced Education Program

c) Research Program Extension Program d) General Administration and Support Services (GASS)

OP, OVPPFRG, OVPA, OVPAA, OVPRDET, OCED

No. of DRRM-related activities in Higher Education Program, Advanced Education Program, Research Program, Extension Program, and General Administration and Support Services (GASS)

DRRM Colleges

No. of DRRM PPAs Endorsed/Proposed Conduct of DRRM PPAs

Monitor conduct of DRRM activities

CED, Director DRRM In-Charge Assigned

Personnel Director,

DRRM In-Charge

No. of EPC**-related activities implemented in:

a) Higher Education Program

b) Advanced Education Program

c) Research Program Extension Program d) General

Administration and Support Services (GASS)

**Environmental Protection and Conservation

No. of EPC**-related activities implemented in:

a) Higher Education Program

b) Advanced Education Program

c) Research Program Extension Program d) General Administration and Support Services (GASS)

**Environmental Protection and Conservation

OVPPFRG No. of EPC**-related activities implemented in:

a) Higher Education Program

b) Advanced Education Program

c) Research Program Extension Program d) General Administration and Support Services (GASS)

**Environmental Protection and

Conservation

DEPC No. of EPC PPAs Endorsed/Proposed

No. of PPAs Conducted

% of EPC area monitored

CVPPFRG, Director

DRRM In-Charge Assigned

Personnel Director, Personnel Assigned (Special Projects)

(27)

27 KRA 8 –

Conservation of the Cultural Heritage Objective:

To intensify

conservation of the rich cultural

heritage integrating culture in the administrative and support services

No. of administrative functions/PPA that promote the conservation of the Ifugao culture per administrative department

No. of administrative PPAs that promote the conservation of the Ifugao culture per administrative department

OP, OVPPFRG, OVPA, OCED

No. of administrative functions/PPA that promote the conservation of the Ifugao culture per administrative

department

Assigned Department /College per Division and

Campus

No. of PPAs

endorsed/proposed to conserve Ifugao culture

Conduct PPAs in relation to conservation of Ifugao culture

Director, CEDs

Assigned personnel

Note: CSC Memorandum Circular No. 6, s. 2012, p. 7 (Guidelines on the Establishment of Agency SPMS) provides that, “Unless the work output of a particular duty has been assigned pre-set standards by management, its standards shall be agreed upon by the supervisors and the ratees”. Thus, performance standards for functions performed by employees that are not found in this Table of Reference or in the 2019 TOR shall be set and agreed upon by the supervisor and the employee.

REFERENCES:

CSC Memorandum Circular No., s.2012,” Guidelines in the Establishment and Implementation of Agency Strategic Performance System”

IFSU Strategic Plan 2019-2026, BOR approved January 2019

IFSU Strategic Performance Management System, Updated 2015

PREXC Briefer. www.dbm.gov.ph.

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28

Mga Sanggunian

NAUUGNAY NA DOKUMENTO

Fidelity to the Council demands maintaining the momentum of renewal at the periphery, so that the local churches become a “sacrament of salvation” and complete the Council’s unwritten