1. The President’s 15-Point Agenda 1. To conduct institutional and program evaluation studies, the findings of which could serve as bases for:
a. Reorganization (structural and functional);
b. Identification of Colleges and Units where the University enjoys comparative advantage and thus maximize their strength;
c. Phase out some programs and introduce new programs in accordance with regional and national priorities.
2. To enhance the absorptive capacity of the University both in manpower and physical resources thru: a. Aggressive faculty and staff development through the opportunities offered by available programs, locally and abroad; b. Provisions of academic- support facilities, e.g. library collections, audio-visual equipment, laboratory equipment, computer hardware and softwares, classroom equipment and buildings for some colleges and units and student dormitories.
3. To enhance the sense of scholarship and academic excellence among faculty, research staff and extension personnel by providing support for research activities, consultancy services and short-term training programs.
4. To institutionalise a rational and stringent admission policy in all the units of the University without sacrificing equity and accessibility to higher education.
5. To uphold a leadership committed to academic excellence, to the highest standards of scholarship, to academic freedom and to student activism within the framework of the University Code and relevant laws of the land.
6. To engage in constant dialogue with the constituents of the University for consensus building in decision- making without mitigating the authority and accountability of the President of the University. For this purpose, “Kapihan sa WMSU” will be institutionalized.
7. To adhere to the principle of transparency in terms of overall management and fiscal responsibility and accountability.
8. To consider resource-generation as the primary task of the President of the University by doing the following:
a. Work for an increased subsidy for the University by providing the necessary inputs to the Budget Rationalization Scheme for State Universities and Colleges (SUCs);
b. Work for a budgeting system for SUCs that would consider more allocation for SUCs situated in lagging regions in order to narrow the disparity among regions and SUCs.
c. Work for networking and consortia with other agencies that could provide grants for faculty and student exchange, faculty scholarship , research grants and related suport;
d. Work closely with Department of Budget Management (DBM ) and the House of Representatives for possible support from the members of Congress.
9. To work for the institutionalization of an ORGANIZATIONAL CULTURE that is desirable and along ethical and moral standards, other than just excellence in the academe.
10. To work for the installation of a computerized MANAGEMENT INFORMATION SYSTEM along fiscal management, personnel management, supplies and equipment, student records and the provision of the hardware and the development of the software required.
11. To constantly relate with the community, to political and business leaders, the alumni, benefactors and parents for their support to the University.
12. To establish the University’s linkages with Information Technology networks like the Internet and other allied information systems.
13. To vigorously pursue and support extension programs with the clientele coming from the disadvantaged sectors of society.
14. That leadership should take a closer look at the following:
a. How the diploma programs of some colleges and the ladderized curricula of some programs can be made more relevant in the light of emerging values like global competitiveness;
b. How values education and computer education could be integrated in all programs and courses.
c. How teaching effectiveness, not just efficiency, could be factored into the promotion scheme of the faculty;
d. How to reduce the ratio of part-time members of the faculty vis-à-vis the regular faculty by absorbing them into the regular plantilla;
e. How to increase the number of scholarship slots for deserving but poor students in all the units of the University.
15. Finally, work for the amendment of the Charter of the University by categorically making the WMSU as the Regional University for Western Mindanao. Once accomplished, it will pose no legal impediments in the establishment of satellite units and colleges anywhere in the region. It would likewise provide the vehicle for an increased budgeet that could be utilized for a bigger university campus site which is envisioned to be residential in nature similar to the University of the Philippines and Mindanao State University.
The agenda items are neither exclusive of each other. By means of PERT/CPM, the University leadership would be able to identify which among these courses of action need immediate attention and which could be addressed on a long term basis. Offhand, resource-generation could be the central focus since it permeates all programs of the University, while the lack of it would substantially hamper this vision for development.