Southern Leyte State University
Mandate
The basic purpose of the establishment of the Southern Leyte State University is clearly stated in section 2 of
R.A 9261 to wit;
Section 2. General Mandate. The University shall primarily provide advanced education, higher technological,
professional instruction and training in trade, fishery, agriculture, forestry, science, education, commerce, engineering and related courses. It shall also undertake research and extension services, and provide progressive
leadership in its areas of specialization.
The tri-fold functions of teaching (instruction), research and extension services, as envisioned by the Philippine Higher Education, is one of the major functions of the university. In addition, the highlighted word such as
training refer to the responsibility of the institution of providing a venue where academic learning be put into
actual productive practice while developing the person’s moral and spiritual potential (Philippine National Development Plan).
The expanded areas of discipline to be provided by the University matches with the mission of the Philippine
Higher Education in its task to offer programs and services that meet the demands of an industrializing economy
thus producing professional manpower and entrepreneurs. This opportunity will complement the provincial and
regional plans regarding manpower requirement and the establishment of small and medium enterprises for its
sustainable growth and development.
The phrase “progressive leadership in its areas of specialization” comprises two important components. The
former refer to the necessity to attain “excellence” in all services that the university is mandated to deliver and
the latter emphasizes the need to gain expertise in one distinct program specialization among the disciplines stipulated in section 2 of the charter. This provision is in concurrence with one of the goals of the Commission on
Higher Education in promoting efficiency and effectiveness as one of the concrete standards for excellence.
(Long-Term Higher Education Development Plan, 2001-2010)
Philosophy
As an academic institution, SLSU exists as an advocate of quality education along these four-fold complementary functions: instruction, research, extension and production. The institution is concerned of the intellectual
and personal growth of every individual for him to become a competent professional and a productive entrepreneur.
As a development arm of the region, SLSU is responsive to the needs of the province and region as a reservoir
of human resource capable of sustaining the manpower requirements of industries, government and private establishments, and a potential source of future technology inventions and innovations.
As a social institution, SLSU provides an environment that insures access to higher education by the marginalized sector of society, and to utilize the resources of the university efficiently and effectively towards the delivery of these services with full accountability to the people, to the community and to the nation.
As an advocate of academic freedom, SLSU establishes collaborative relationships between the faculty, administrative personnel, students and the general public, both within and outside the University, in recognition that all
academic efforts require intellectual freedom and a climate that encourages free and open exchange of ideas.
SLSU Five-Year Development Plan (2009-2014)
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University Vision and Mission Statements
Vision
The Southern Leyte State University shall be a globally competitive and values-motivated institution
for social transformation.
Mission
SLSU is dedicated to produce agents of change imbued with core values of competence, commitment,
and spirituality and uphold excellence in instruction, research, extension, and production for sustainable socio-economic growth and development
Development Goals (2009-2014)
In line with the previous development plan, the new blue print for action of the Southern Leyte State
University shall continually focus on systemic organizational reforms and key objectives that will elevate the institution’s identity to become globally competitive in the delivery of its mandated functions
and respond to internal and external demands and challenges of a changing educational environment.
Also, the institution shall exist to uphold the need of a values-motivated curriculum, environment and
studentry to contribute in the positive transformation and development of the society in particular and
the country in general.
Subsequent performance targets are aligned with the qualitative and quantitative result and figures envisioned by the agency, thus, the Development Goals are focused on these criteria and limitations:
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The performance of the university as a system composed of the five campuses of its respective mandated functions (instruction, research, extension ) considering its strengths and weaknesses
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The revenue generation capability of the university in relation to its vast potential both human and
natural resources which will be the secondary source in the physical and operational development of
the university
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The performance of its delivery and support systems of the university operation which will be efficient and effective for client’s satisfaction
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The policies, standards and guidelines of the university that must be formulated for the next five
years including personnel mechanisms, operation and security manuals, among others
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The commitment of each campus and the university to submit for program and institutional accreditation, respectively
The objectives, which is the operational definitions of the goals will be formulated and a number of university-wide strategies will be employed to achieve them . Corresponding to each goal, the performance
indicators shall be identified with specific targets to be achieved within a span of five years which may
be adjusted based on the monitored progress achieved at a given time frame.
The university shall cope with and respond to the changes of both internal and external factors and shall
pursue global competitiveness through these goals of development for the next five years.
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GOAL 1: Uphold Quality Instruction
Objectives:
 Provide more opportunities for professional leadership through advance education and training
and strengthen the faculty development program to raise the educational qualification of the
teachers in the field of their specialization;
 Maintain a satisfactory university passing percentage in licensure examinations
 Provide quality instruction consistent with the local and foreign manpower requirement and integrate the core values of competence, commitment and spirituality in instruction
 Submit all programs of the university for accreditation by recognized accrediting agency to
gauge the performance level of the university particularly on the delivery of instruction services;
 Provide instructional facilities, equipments and materials to complement the teaching innovativeness and methods of teachers; (see Priority Projects in Goal 5)
 Employ innovative pedagogical methods and approaches that continually engage students in
meta-cognitive processes for lifelong learning.
 Utilize research outputs related to instruction
 Strengthen faculty engagement in research and extension programs/activities
 Systematize and rationalize program offerings to advocate complementation among SLSU campuses, government, and private counterparts
 Increase the production of Instructional Materials (IMs) to complement teaching and learning
Qualitative and Quantitative Performance Indicators:
 Faculty with Master degrees
 Faculty with Doctorate degrees
 Faculty sent to Trainings and Seminars
 Faculty Scholarship
 Faculty Financial Assistance
 Performance in Licensure Exams
 Production of Competent Graduates
 Accreditation of Programs
 Faculty engagement in RDE activities
 Rationalized New Program Offerings
 Production of Instructional Materials
Units of Measure:
 Number of Teachers with Master degrees
 Number of Teachers with Doctorate degrees
 Number of Teachers sent to Trainings and Seminars
 Number of Faculty Scholars
 Number of Faculty given Financial assistance
 Passing Percentage in Licensure Exams
 Number of competent Graduates
 Number and Type of Accreditation
 Number of faculty engaged in RDE activities
 Number of rationalized new program offerings
 Number of Instructional Materials
GOAL 2: Explore and Sustain Diverse, Commendable and Responsive RDE programs
Objectives:
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Explore and develop R & D/E programs
Strengthen Research & Extension capabilities of faculty, staff and students
To involve faculty and staff in the implementation of Extension
Programs/Projects/Activities (PPA’s)
Upgrade RDE equipment and facilities
Provide competent research staff per campus
Provide Technical Support for Invention, innovation, and product development
Publication of Research and Extension Outputs
Dissemination of Research and Extension outputs
Sustain responsive extension programs
Forging partnerships and collaboration with SMEs and other institutions
Commercialization of research outputs
Qualitative and Quantitative Performance Indicators:
 Development of RDE Programs
 Research Capability of Faculty and Staff
 Faculty involvement in RDE PPA’s
 Publication of RDE papers
 Dissemination of RDE outputs
 Sustainability of Extension Programs
 RDE Linkages and SME collaboration
 Commercialization of Research output
 RDE Beneficiaries
 Innovations and Inventions
 Acquisition of Research Equipment
Units of Measure:
 Number of R & D/E Programs Developed
 Number of F/S to engage in Research and Extension
 Number of F/S to attend In-house Reviews/Trainings
 Number of RDE Papers Published
 Number of RDE outputs Disseminated
 Number of Sustainable Extension Programs
 Number of RDE Linkages and SME collaboration
 Number of Commercialized Research output
 Number of Beneficiaries
 Number of Innovations and Inventions
 Amount of RDE Acquisition
GOAL 3: Intensify Production Capability
Objectives:
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Train project managers and coordinators on the basic skills in accounting, theories and application of project management.
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Develop partnership with government and private establishments to engage in feasible business
ventures;
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Increase institutional Income and profits through existing and proposed IGPs.
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Promote, encourage and support the goals of production among students and employees by employing theories and skills learned in the classroom to actual profitable business endeavor;
Qualitative and Quantitative Performance Indicators:
 Project Management Capability of IGP Personnel
 Business Partnership with Establishments
 Institutional Income
 IGP Income
 Students and Employees involvement in IGP
Units of Measure:
 Number and Nature of Trainings
 Number of MOA Perfected
 Institutional Income generated
 IGP Net Income Generated
 Number of students and employees involved in
IGP
GOAL 4: Responsive and Responsible Student Services
Objectives:
 Provide scholarships and assistance to needy but deserving students
 Encourage the students to express their individuality through progressive guidance
and follow- up.
 Provide primary health care and wellness program for the student populace.
 Develop physically and mentally fit socially cultured, value-laden students and leaders
 Strengthen alumni and community relations
 Provide Training workshop on leadership and campus journalism
 Enhance Library and Dormitory Services
 Facilitate employability of graduates
Qualitative and Quantitative Performance Indicators:
 Student Scholarship
 Student Financial Assistance
 Guidance Counseling Services
 Medical/Dental Services
 Library Services
 Alumni Relations
Units of Measure:
 Number of Student Scholars
 Number of students to avail of Financial Assistance
 Number and % of students to avail of Guidance Counseling Services
 Number and % of students for Medical/Dental Services
 Amount budgeted for Library Services
 Percentage of active Alumni membership and involvement
GOAL 5: Model of Efficient and Effective Support and Delivery Systems
Objectives:
 Formulate and implement Civil Service Commission mandated personnel mechanisms
 Provide efficient and effective support services through well-directed and coordinated transaction processes and procedures
 Upgrade educational and behavioral qualities of administrative personnel
 Institutionalize Gender and Development Program
 Sustain candor and harmonious relationships among employees
 Implement priority projects
Qualitative and Quantitative Performance Indicators:
 Implementation of Civil Service Mechanisms
 Implementation of Transaction Processes and Procedures
 Educational Qualification of Staff
 Staff Scholarship and Financial Assistance
 Conduct of Values and Personality Development Seminars
 Physical Development
Units of Measure:
 Number of Personnel Mechanisms implemented
 Number of Transaction Processes implemented
 Number of Staff with Masters Degrees
 Number of Staff with Doctorate Degrees
 Number of Staff granted Scholarships/Assistance
 Number of Staff to attend Trainings
 Number of Values and Personality Development Seminars conducted
 Amount budgeted for Physical Development