These PEOs are supported by Program Outcomes (POs), which identify specific skills and knowledge students must demonstrate upon graduation. The POs of the BSCpE program include solving complex engineering problems, designing systems and experiments, engaging in ethical practice, functioning in multidisciplinary teams, and applying modern engineering tools. These outcomes are consistent with CHED guidelines and the Washington Accord graduate attributes for engineering education.
Each PO is further broken down into Course Outcomes (COs). Faculty members prepare curriculum maps that establish the contribution of each course to specific POs. Based on this mapping, syllabi are crafted with clearly stated learning outcomes, instructional strategies, performance indicators, and aligned assessment tools.
Course design and delivery are grounded in the OBE principle of constructive alignment—ensuring that teaching strategies, learning activities, and assessment methods are explicitly designed to support the achievement of outcomes. Each syllabus follows an outcome-based format that defines desired competencies per unit, identifies performance indicators, and specifies both formative and summative assessment methods.
Assessment is conducted at multiple levels. Direct assessment methods include performance-based tasks such as laboratory work, design projects, and exams. Indirect assessments, including exit surveys, alumni tracer studies, employer feedback, and focus group discussions, are used to gather holistic data on student achievement.
All PSU engineering programs, including BS Civil Engineering, BS Electrical Engineering, BS Mechanical Engineering, and BS Computer Engineering, are granted Certificates of Program Compliance (COPCs) by the Commission on Higher Education (CHED). These certifications affirm that the programs meet the minimum requirements for learning outcomes, facilities, faculty qualifications, and delivery standards.
Copies of the curriculum with contents noted from CHED, as well as the four programs’ Certificates of Compliance, are available upon request.
Formulation, Periodic Review, and Deployment of Vision, Mission, and Strategic Goals (VMGs)
- Provide the formal mechanisms for the formulation, assessment and periodic review of the vision, mission and strategic goals of the HEI corresponding to the changing development needs of the country and or the region. Discuss how the VMGs and strategic goals and plans are constantly reviewed against the changing needs. Show evidence such as but not limited to minutes of meetings, reports from the strategic planning, and the strategic goals and framework, approaches, and output that support the narrative.
Pangasinan State University (PSU) institutionalizes a robust and participatory process in the formulation, assessment, and periodic review of its Vision, Mission, and Strategic Goals (VMGs). This is carried out through annual strategic activities and formal planning mechanisms that ensure alignment with national development plans, regional needs, international academic trends, and stakeholder expectations.
Institutional Planning Process and Development of the Strategic Development Plan (SDP)
The preparation of Pangasinan State University’s Strategic Development Plan (SDP) follows a structured and systematized process grounded on quality assurance principles, stakeholder participation, and alignment with national development frameworks. The process is governed by documented procedures as outlined in the University’s Planning Process Manual (PM-PSU-02-PF-02), which ensures that planning efforts are consistent with the PSU Vision, Mission, and Goals (VMGO), the Philippine Development Plan, and policies from CHED and DBM.
Initiation and Alignment
The planning cycle begins with a review of the University’s institutional VMGO to ensure contextual alignment with emerging educational, economic, and societal priorities. This step is facilitated by the Management Committee (ManCom), university officials, and campus representatives. Re-examination of the VMGO ensures that the upcoming strategic plan remains relevant and forward-looking.
Environmental Scanning and Performance Analysis
Following the VMGO review, the Planning Office coordinates a university-wide environmental scanning activity that includes SWOT analysis and institutional performance review. This diagnostic step identifies strengths, gaps, and opportunities that inform the formulation of updated strategic priorities. It is undertaken collaboratively by the Planning Office, CEDs, and unit heads, allowing localized data to inform system-wide planning.
Goal Formulation and Stakeholder Participation
Strategic goals and development directions are then drafted based on the results of the situational analysis. These are refined through participatory processes, with active input from faculty, staff, administrators, and other university personnel. The emphasis is on securing meaningful engagement at every stage of action plan development to ensure that operational realities are factored into strategic projections.
Drafting and Critiquing the Action Plan
All units are required to prepare their respective action plans, which are reviewed for compliance with prescribed content and format. The Planning Director evaluates completeness and adherence to templates before consolidating them into a unified strategic plan.
Review, Approval, and Integration
The draft SDP is presented to the Administrative Council for deliberation. If endorsed, it is forwarded to the Board of Regents (BOR) for final approval. Any feedback or conditionalities raised by the BOR are formally addressed and integrated into the revised plan.
Where applicable, the SDP is also presented to external partners such as the National Economic and Development Authority (NEDA) Regional Office and the Provincial Planning Office to solicit alignment and technical validation. This external engagement ensures that PSU’s institutional directions support broader regional development thrusts.
Cascading, Implementation, and Monitoring
Once approved, the Strategic Development Plan is cascaded to campuses, colleges, and administrative units. Each unit then crafts its Campus Operational Plan (COPlan) and Annual Operational Plan (OPlan) to align with the institutional strategies. The implementation of these plans is monitored by the Monitoring and Evaluation (M&E) Director using key performance indicators and periodic performance reports.
A dedicated GAP analysis and scorecard evaluation are conducted at regular intervals to measure attainment and inform midterm corrections. Findings are presented to the Administrative Council and serve as evidence for recalibrating targets and resourcing priorities.
Integration with Annual and Campus Planning
The SDP is operationalized annually through the University Operational Plan (UOP) and Campus Operational Plans (COP), ensuring vertical and horizontal alignment between long-term goals and yearly targets. The operational plans define the Major Final Outputs (MFOs), performance targets, and required resources per unit. Planning documents undergo validation by the Planning Office and are subject to consolidation, review, and acceptance by the Administrative Council.
At the core of this process is the annual Planning Conference (PLANCON), which serves as the university’s primary venue for evaluating institutional performance, assessing the responsiveness of existing VMGOs, and recalibrating priorities. PLANCON is conducted at the university level and cascaded down to all campuses. For instance, PLANCON 2025 was convened to set goals for 2026 in alignment with PSU’s mandate and evolving institutional challenges, while PLANCON 2023 emphasized internationalization and innovation as strategic focus areas. These sessions integrate feedback from university executives, academic units, and external partners.
This planning and review process is embedded within PSU’s established strategic management system, as detailed in the university’s Performance Excellence (PQA) framework. Through PLANCON and other regular mechanisms, performance is evaluated using the Balanced Scorecard (BSC), Annual Operational Plan (AOP), and ISO 21001-aligned quality assurance systems. These ensure that targets are not only set but also measured and monitored through concrete KPIs, cascading the university’s objectives down to the unit and individual levels via individual performance commitments and regular gap analyses.
Campuses also conduct their own Campus Management Review (CMR) meetings to assess quality management systems and review campus performance based on customer satisfaction, conformance to ISO 21001 standards, audit results, non-conformities, and corrective actions. These reviews ensure that institutional strategies are responsive to both internal and external conditions, fostering a culture of accountability and continuous improvement across the university.
Furthermore, the development of the Faculty Development Program (FDP) 2024–2028 exemplifies the integration of PSU’s strategic goals in campus-level planning. The FDP was developed through a series of writeshops, planning meetings, data gathering, and validation activities. It was grounded in the strategic development plan and involved the systematic collection of faculty competency profiles, performance indicators, and professional development needs. This collaborative process demonstrates how PSU’s institutional objectives are translated into concrete opportunities for professional growth, ensuring alignment with both the university’s mandate and evolving educational demands.