This paper is an attempt to address the problems that Cavite State University Naic Branch are facing : drop in enrollment, a drop in passing in licensure examinations, job competitiveness of graduates and university instructors' qualifications.

1. 1
Page1
A Strategic Plan for Cavite State University
Naic Branch
Prepared by
Necitas N. Nekoodast
Strategic Planning and Management
Professor: Dr. Rupido

2. 2
Page2
Foreword
This paper is an attempt at preparing and designing a strategic plan for Cavite State University Naic Branch and is part of the
requirements in Strategic Planning and Management Course under the tutelage of Dr. Rupido. It is aimed at formulating its
future course of action so as to achieve the identified goals of the institution. Patterned on and inspired by the long-term
strategic plan of the entire Cavite State University system, this term paper hopes to place the Naic campus in the right track
by providing coordinated efforts and optimizing the use of resources.
A brief history of the Campus will be given and the external and internal assessments will ensue. The assessments are in the
form of data as given in the annual reports and will not be segregated. Quite obvious from these reports, the strengths of the
CvSU-Naic branch can be gleaned from the number of successful graduates, the results of licensure examinations to a certain
extent, the most noteworthy of which is the 100% passing rate in the 2013 LET examination, and the topnotcher in the
Fisheries board examination in October, 2012. The faculty members as well as the students have been involved in varied
projects and research relevant to the departments they are in, many of which have been completed and some in the process of
completion.
On the other hand, the writer of this paper has noted the dwindling registration and the deplorable condition of many of its
facilities. A few development plans have been designed for the campus in the past, but, unfortunately, many aspects of the
plan have not been realized, either due to lack of funding or they are much too ambitious! One of these was the projected
enrolment in the 2002-2007 Development Plan in which a 4500-enrolment was envisioned. The highest number of
registrants attained for the campus was 2,598 recorded for the 1st semester of the AY 2007-2008. From then onwards, there
has been a downward trend. The latest figure is 1,540 recorded for the 1st semester of AY 2013-2014.
Regarding the number of graduating students, the figures presented in the annual reports mentioned above were 684 in AY
2008-2009 2nd semester and 579 in AY 2011-2012.
The suggested plan that will be designed in this paper is made after a thorough analysis and assessments – both internal and
external – of the campus’s capabilities, strengths, weaknesses and resources. A comparison will be made regarding the
number of enrollees in the various curricular offerings from year 2009 up until 2014 (1st semester). However, no data was
available for the academic year 2012-2013.
Toeing the system’s vision and mission, and hoping to achieve its goals and objectives, this paper will delineate the
necessary measures, assessments and diagnosis, a plan of action, and will make an attempt to list some suggested steps to
translate the plan into action.
Cavite State University, Naic Branch, is nestled at the Naic coastal barangay of Bucana. Naic is situated in the western part
of Cavite province and bounded in the south by the towns of Indang, Silang, Tagaytay and Alfonso, in the east by Tanza,
General Trias and Rosario, and in the west by Ternate, Maragondon and Magallanes.
Naic has it share in the economic development of Cavite and has served as a point of commercial convergence among the
lowland and upland towns of Cavite, and the municipalities of Las Pinas, Paranaque, part of Manila, Batangas and Laguna.
It has maintained its role as the rice granary of the province and is one of the leading supplier of fish and fishery products not

3. 3
Page3
only in the province but also in nearby provinces and Metro Manila. Naic is also quite known as a tourist spot with its eleven
beach resorts and is a favourite retreat hangout of holidaymakers.
Being the focal point of novel economic activity in Cavite, Naic and its nearby towns are fast changing its economic
landscape. Investors are pouring in vast amounts of capital to develop an Aqua Park, an amusement center, commercial
centers and a Children’s Park along the coastal areas.
Moreover, and what many may be unaware of, is the fact that Naic has recently become a venue for learning institutions,
which have recently proliferated in its downtown area and the vicinity. One of the most attended educational hub is Cavite
State University branch in Bucana, a barangay along the coast of the town.
A Brief History
1961 Established as Cavite School of Fisheries (CSF) through RA No. 2661
Opened First Year High School in the Old Municipal Bldg of Naic
1969 Converted to Cavite College of Fisheries (CCF) through RA No. 5714
1994-1997 Considered as BTVE (TESDA) Institution
1997 Included among the CHED Supervised Institutions; became one of the Founding Members of
Philippine Association of CHED-Supervised Institutions (PACSI)
2001 Integrated into the Cavite State University System
VISION
The premier university in historic Cavite recognized for excellence in the development of globally competitive and morally
upright individuals.
MISSION
Cavite State University shall provide excellent, equitable and relevant educational opportunities in the Arts, Sciences and
Technology through quality instruction and responsive research and development endeavors. It shall produce professional,
skilled and morally upright individuals for global competitiveness.
GOALS
CvSU-Naic shall endeavor to achieve the following goals:
1. produce technically competent and scientifically oriented graduates imbued with strong entrepreneurial spirit; possess
strong social consciousness; and guided by positive values and high ethical standards;
2. conduct relevant research and development activities along fisheries, education, business, information technology,
arts and sciences that would contribute to sustainable development in its service;
3. implement effective training and outreach programs that emphasize self-help, critical thinking and life-long learning;
4. manage fishery and other enterprise projects to promote economically viable and environment-friendly approaches
and techniques; and
5. establish strong linkage with non-governmental organizations, other government entities and the basic sector for the
realization of common goals.
ORGANIZATIONAL STRUCTURE

4. 4
Page4
CURRICULAR OFFERINGS
 Post Baccalaureate:
1. Certificate of Professional Education
2. Baccalaureate
3. BS Fisheries
4. Bachelor of Secondary Education
5. Bachelor of Elementary Education
6. BS Hotel and Restaurant Management
7. BS Business Management
8. BS Computer Science
9. BS Information Technology
10. BS Office Administration
 Pre-Baccalaureate:
1. Associate in Hotel and Restaurant Management
 Post-Secondary:
1. Basic Seaman Training Course
2. Associate in Computer Technology
 Secondary:
1. Laboratory High School (Science Curriculum)
INTERNAL and EXTERNAL ASSESSMENTS
In drafting a strategic plan, internal as well as external assessments are major steps towards evaluating the performance of an
educational unit because it is imperative to gain a thorough knowledge of the internal and external conditions of a unit. A
well-rounded assessment clarifies the unit’s strengths and weaknesses at different levels of analysis. Conducting an internal
analysis of a unit is tantamount to a comprehensive medical check-up inclusive of multi-levels of diagnosis.
This assessment will be carried out in several levels starting with an assessment of
Performance outputs and outcomes (Performance Indicators)
The OUTPUTS are the products or services that the educational unit produces or delivers. The OUTCOMES are the desired
end results identified by the organizational unit to serve as a guide for evaluating the overall performance of the unit.
ENROLMENT

5. 5
Page5
First Semester 2013-2014
Management
STUDENT SCHOLARSHIPS
Student Assistantship 6

6. 6
Page6
TOTAL 163
FACULTY PROFILE
FACULTY PROFILE BY EDUCATIONAL ATTAINMENT

7. 7
Page7
STUDENT ORGANIZATIONS
Eco-Society
Young Educators’ Society
CvSU – Naic Lifters
The New Wave
The New Wave – Dalampasigan
Business Students’ Guild (BSG)
Fishery Science Society (FSS)
Hotel and Restaurant Management Society (HRMS)
Department of Information Technology Student Organization (DITSO)
Student Body Organization (SBO)
Central Student Government (CSG)
Christian Brotherhood International (CBI)
CvSU-Naic Mountaineering Club
Society of Talented and Entertaining Performers (STEP)
Young Managers Organization (YMO)
Office Administration Society
AWARDS AND RECOGNITION

8. 8
Page8
BEST EXTENSION PAPER
NAIC FISH SANCTUARY
1. Pawikan Conservation Project
2. Adopt a Library Program
3. Mangrove Reforestation
4. Aquasilviculture

9. 9
Page9
5. ICare (I Can Actively Restore the Environment)
ELECTRICITY AND WATER SYSTEM INSTALLATION On-going
CEMENTING OF ROAD PATH On-going
INSTALLATION OF AUTOMATED WEATHER STATION On-going
1. Excellence
2. Best and Brightest
3. Client Responsiveness
4. Researchand Development
5. Internationalization
6. Facility Development
7. Resource Generation
INTERNAL and EXTERNAL ASSESSMENTS of the CAMPUS
Outputs and Outcomes in the years 2012, 2011, 2010, and 2009
Curriculum and Instruction (2012)
(Source: CvSU-Naic Annual Report 2012)
Academic Programs
Thirteen (13) academic programs were offered in the campus for the AY2012-2013, which included the following courses:
One Post-Baccalaureate Certificate Program
Certificate in Professional Education (CPE)
Eight (8) Baccalaureate Programs
Bachelor of Science in Fisheries (BSF)
Bachelor of Science in Secondary Education (BSED)
Bachelor of Science in Elementary Education (BEED)
Bachelor of Science in Hotel and Restaurant Management (BSHRM)
Bachelor of Science in Business Management (BSBM)
Bachelor of Science in Computer Science (BSCS)
Bachelor of Science in Information Technology (BSIT)
Bachelor of Science in Office Administration (BSOA)
Three (#) Non-degree Programs
Associate in Hotel and Restaurant Management (AHRM)
Associate in Computer Technology (ACT)
Basic Seaman Training Course (BSTC)
One (1) Laboratory Science High School Program

10. 10
Page10
Below in Table 1 is shown the distribution of academic Programs by levels.
Level Total Number of Academic Programs
Post-Baccalaureate Certificate 1
Undergraduate Degree 8
Undergraduate Non-Degree 3
Science High School 1
Total 13
Accreditation Status
Six (6) programs were submitted for the evaluation by the Accrediting Agency of Chartered Colleges and Universities of the
Philippines, Inc. (AACCUP) last September 19-21, 2012. The programs were:
Teacher Education Department (TED)-Secondary for Level 2;
BS in Fisheries for Level 2;
TED- Elementary for Level 1;
BS in Computer Science for Level 1;
BS in Information Technology for Level 1;; and
BS in Business Management for Level 1.
The AACCUP accreditors carried out a document evaluation, interviews with the faculty members, staff and students and
also inspected the Mabolo annex. After their three-day visit, all the programs successfully received the recognition for the
level they bid for and the campus is continuously striving for the challenge of upholding quality standard of education.
Below is shown the Accreditation Status of different programs per Department:
CURRICULAR PROGRAM Level
Fisheries and Marine Science Department
Bachelor of Science in Fisheries
Level 2 Re-accredited
Teacher Education Department
Bachelor of Secondary Education
Bachelor of Elementary Education
Level 2 Re-accredited
Level 1 Accredited
Management and Hospitality Department
Bachelor of Science in Hotel and Restaurant
Management
Bachelor of Science in Business Management
Level 1 Accredited
Level 1 Accredited
Information Technology Department
Bachelor of Science in Computer Science
Bachelor of Science in Information Technology
Level 1 Accredited
Level 1 Accredited
3. Performance in Licensure Examinations.
CvSU Naic garnered 42.5% and 100% batch performance for secondary and elementary levels respectively in the recently
concluded Licensure Examinations for Teachers held in September 2012. 2012 also marked a milestone in the academic
program of the campus when Veverlyn E. Samadan, a cum laude BSF graduate led the examination passers wit a percentage
score of 83.00% and was a topnotcher in the Fisheries Technologists Licensure Examination held last October 19, 2012.
Table 3 below shows the Batch Performance of CvSU Naic in Licensure Examination for Professional Teachers and
Fisheries Technologists:
Programs Type of Examination CvSU Passing Rates (%) National Passing Rates
Bachelor of Science in
Fisheries
Fisheries Technologists
Licensure Examination
October 2012 – 16.7% 25.27%
Bachelor of Secondary Licensure Examination September 2012 – 43.50%

11. 11
Page11
Education for Teachers 42.50%
March 2012 – 12.00%
24.85%
Bachelor of Elementary
Education
Licensure Examination
for Teachers
September 2012 –
80.00%
March 2012 – 100%
49.29%
42.46%
2. STUDENT PROFILE
A. Enrolment
A total of 1,729 students, including four (4) foreigners, enrolled in the various programs of the campus in the
first semester of AY 2012-2013. However, this number dropped in the second semester of the same school year. Table 4
below gives the enrolment profile of the campus for the year under review for the different curricular programs:
Curricular Program First Semester Second Semester
Certificate in Professional Education 23 24
Bachelor of Science in Fisheries 97 86
Bachelor of Secondary Education 117 109
Bachelor of Elementary Education 35 35
Bachelor of Science in Business
Management 388 374
Bachelor of Science in Hotel and
Restaurant Management 172 155
Bachelor of Science in Computer
Science 78 64
Bachelor of Science in Information
Technology 165 140
Bachelor of Science in Office
Administration 27 29
Associate in Hotel and Restaurant
Management 155 134
Associate in Computer Technology 289 252
Basic Seaman Training Course 60 60
Laboratory High School 123 123
Total 1729 1585
B. GRADUATES
A total of 579 students, 1 for Mid-year and 578 for year-end were recorded for AY 2011-2012, while 8 students finished
their programs during the Mid-year graduation of the academic year 2012-2013. An itemized list of graduates per
department is shown in Table 5 below.
Table 5: Total Number of Graduates per Department, AY 2011-2012 to AY 2012-2013
Curricular program Number of graduates
AY 2012-2013 AY 2012-2013 (Mid-year)
Certificate in Professional
Education 12
Bachelor of Science in Fisheries 1
Bachelor of Secondary Education 9
Bachelor of Elementary

12. 12
Page12
Education 3
Bachelor of Science in Business
Management 61 1
Bachelor of Science in Hotel and
Restaurant Management 30 4
Bachelor of Science in Computer
Science 17
Bachelor of Science in
Information Technology 21
Bachelor of Science in Office
Administration 47
Associate in Computer
Secretarial 5
Associate in Hotel and Restaurant
Management 127 2
Associate in Computer
Technology 137
Basic Seaman Training Course 76 1
Laboratory High School 33
Total 579 8
c. SCHOLARSHIP
Different scholarships and financial grants from various stakeholders aid students in their financial needs through
the efforts of the Office of Students’ Affairs (OSA). The distribution of CvSU-NC scholars by type of scholarship is
presented in Table 6 below:
Table 6: Distribution of CvSU scholars by type of Scholarship
Campus Academic
Scholarship
Financial
Assistance
Government
Scholarship
Provincial
Scholarship
Service
Scholarship
Private
Scholarship
CvSU Naic 1st
Sem
2nd
Sem
1st
Sem
2nd
Sem
1st
Sem
2nd
Sem
1st
Sem
2nd
Sem
1st
Sem
2nd
Sem
1st
Sem
2nd
Sem
No. of
Scholars 7 23 11 11 1106 614 15 15 12 38 17 17
FACULTY PROFILE
Sixty-nine (69) members comprise the CvSU-Naic faculty. Three (4%) of the faculty are PhD/EdD graduates,
5 (7%)s are pursuing their PhD/EdD degrees, 12 (17%) are MA/MS holders, 45 (65%) have MA/MS units while
5(7%) are BS/BA graduates.
Faculty Members by Educational Attainment
PhD Units
PhD/EdD
BS/BA
MA/MS
MA/MS
units

13. 13
Page13
Basic Education Information CvSU-Naic for the AY 2010-2011
(Source: CvSU-Naic Annual Report 2010)
Curriculum and Instruction
For this year, a total of 13 academic programs were offered in the Campus. These included:
One (1) Post-Baccalaureate Certificate Program (Certificate in Professional Education, CPE)
Eight (8) Baccalaureate Programs:
Bachelor of Science in Fisheries
Bachelor of Secondary Education (BSED)
Bachelor of Elementary Education (BEED)
Bachelor of Science in Hotel and Restaurant Management (BSHRM)
Bachelor of Science in Business Management (BSBM)
Bachelor of Science in Computer Science (BSCS)
Bachelor of Science in Information Technology (BSIT)
Bachelor of Science in Office Administration (BSOA)
One (1) Pre-Baccalaureate Program (Associate in Hotel and Restaurant Management, AHRM)
Two (2) Post-Secondary Programs
Associate in Computer Technology (ACT)
Basic Seaman Training Course (BSTC)
One (1) Laboratory High School Program
Enrolment
Student enrolment was 607 for summer classes, 2170 and 1845 for the first and second semesters of AY 2010-2011,
respectively. Compared to the previous year enrolment, these figures showed a 14.98% decrease. The present data marked a
drop of 11.79% and 9.66% for the first and second semesters respectively.
Table 7: Student Enrolment per Curricular Program, AY 2010-2011
Curricular Program Term
Summer 2010 1st Semester 2nd Semester
Certificate in Professional Education - 25 27
BS Education 23 88 88
BS Elementary Education 6 39 41
BS Fisheries 7 89 62
BS Hotel and Restaurant Management 38 198 188
BS Business Management 81 343 313
BS Computer Science 21 86 84
BS Information Technology 75 213 204
BS Office Administration 62 131 88
Associate in Hotel and Restaurant
Management 125 367 309
Associate in Computer Technology 169 363 345
Basic Seaman Training Course - 99 96
Laboratory High School - 129 129
Total 607 2170 1974
Table 8 shows student enrolment by year level for AY 2010-2011. The figures show a decreasing trend from first to fourth
year at college level.
Table 8: Student Enrolment by Year Level for AY 2010-2011
Curricular Program 1st Semester 2nd Semester
1st 2nd 3rd 4th 1st 2nd 3rd 4th
Certificate in -

14. 14
Page14
Professional Education 25 - - - 27 - - -
BS Education 23 30 11 24 22 30 12 24
Bachelor in Elem Educ 11 18 3 7 13 18 3 7
BS in Fisheries 46 33 3 7 27 27 2 6
BS Hotel and Restaurant
Management
45 49 36 68 40 45 27 55
BS Business
Management
102 84 85 72 84 79 81 69
BS Computer Science 21 20 24 21 17 19 23 25
BS Information Tech 41 44 61 67 38 41 59 66
BS Office Administration 60 30 41 0 20 28 39 1
Associate in Hotel and
Restaurant Management 197 170 0 0 167 142 0 0
Associate in Computer
Technology 156 207 0 0 162 183 0 0
Basic Seaman Training 99 0 0 0 96 0 0 0
Laboratory High School - - - - - - - -
TOTAL 864 709 297 300 716 612 246 253
Scholarships
For the year 2010, approximately 982 students received scholarship grants from twenty three (23) benefactors. Table 9
summarizes the scholarship grants and the number of recipients per scholarship.
There were six (6) additional government scholarships granted to CvSU-Naic students. Scholarship grants from the
Department of Agrarian Reform (DAR) are primarily awarded to those whose parents or grandparents are beneficiaries of
agrarian reform. Underprivileged but deserving students are the main recipients of Gov. Juanito Victor C. Remulla
Scholarship Program. Naic resident students are given priority in the scholarship programs of Mayor Strike Revilla, Local
Government Unit of Naic, and BANAT Partylist Members of Kabataan sa LARangan ng Pag-arTE, Pag-Sayaw at Pag-Awit
(KALARTESA) also enjoy scholarship benefits from LGU-Naic scholarship fund.
San Miguel Yamamura Corporation and Mrs. Corazon R. Arenas & Family were two new private groups who have shared
their resources with a former child labourer and some intellectually capable but financially challenged Bachelor of Science in
Business Management (BSBM) students, respectively.
Table 9 : Scholarship Programs 1st SemesterAY 2010-2011
Scholarship Program No. of Recipients
Entrance Scholarship 3
Academic Scholarship 21
Merit Scholarship in Fisheries and Teacher Education Programs
(Cong. Jesus Crispin C. Remulla) 51
Private Scholarship
Jacksonville, Florida, USA 1
San Miguel Yamamura Corporation 1
Agape 2
Shoreline Kabalikat sa Kaunlaran, Inc. 5
CCF-Multi-Purpose Cooperative 1
Mrs. Corazon R. Arenas & Family 7
5. Student Assistantship 10
6. Government Scholarships
Cong. Jesus Crispin C. Remulla 300
Gov. Juanito Victor C. Remulla 4

15. 15
Page15
RA 7160 31
RA 7687 Science and Technology- DOST 2
BFAR 1
DAR 2
DND-CHED-PASUC 1
RA 7696-PVAO 1
7. CvSU Scholarship Privilege 2
8. Service Scholarship 16
Total 461
In the second semester of the same academic year, the number of scholarship recipients was 521 as there were additional
scholarship benefactors.
Graduates
Seven hundred and twenty-three students graduated from different program offerings this year, a 3.14% increase compared
to that of the previous year, 2009. The table below shows the number of graduates for 2009 and 2010.
Table 10: A Comparison of CvSU- Naic Graduates by Program for the years 2009 and 2010.
Program 2009 2010
Certificate in Professional Education 14 20
BS Fisheries 12 6
Bachelor of Secondary Education 6 17
Bachelor of Elementary Education 15 10
BS Hotel and Restaurant Management 37 58
BS Business Management 66 56
BS Office Administration 25 39
BS Computer Science 21 26
BS Information Technology 65 50
Associate in Health and Science Education 28 --
Associate in Hotel and Restaurant Management 164 3
Associate in Computer Secretarial -- 99
Associate in Computer Technology 161 224
Basic Seaman Training Course 61 76
Laboratory of School 26 31
TOTAL 701 723
Percentage Increase +3.14
Performance in Licensure Examinations
The graduates of BS Fisheries program recorded a 33.33% passing percentage. Two out of the fifteen (15) examinees were
among the topnotchers, ranking fourth and tenth in the national ratings.
In the Licensure Examination for Teachers (LET) held in April 2010, the Campus garnered 66.67% and 25% for BEED and
BSEd, respectively. For the LET slated in September of the same year, the results were 37.5% for BEED and 55.5% for
BSEd.
Accreditation
In its bid to achieve quality and excellence in its curricular programs, the Campus submitted itself for accreditation
voluntarily. During the year under review, five (5) programs were evaluated by the Accrediting Agency of Chartered
Colleges and Universities of the Philippines (AACCUP). Of the programs submitted for accreditation, BS Hotel and
Restaurant Management received Level 1 (Accredited) Status. The other four (4) programs namely Bachelor of Elementary
Education, Bachelor of Science in Business Management (BSBM), BS in Computer Science (BSCS) and BS in Information

16. 16
Page16
Technology (BSIT) had passed in the preliminary survey visits and subsequently awarded Candidate Status. BSEd and BSF,
granted Level 1 status in the September 2009 survey as well as BSHRM program were to be the subjects of a second survey
towards Level 2 in 2011. BEEd, BSBM, BSIT, and BSCS would be subjected to Level 1 accreditation, also in 2011.
Researchand Extension Activities
The newly formulated and approved research, development and extension (RDE) thrusts of the Campus on mudcrabs (Scylla
app.) and shall be along the following areas:
Resources Sustainability and Habitat Management
Capability and Skills Enhancement
Design and Development Projects
Educational Innovation and Improvisation
Livelihood and Entrepreneurship Development
Technology Generation and Competitiveness
Policy-Oriented Research Focusing on Quality, Excellence and Relevance
With this development, research activities are encouraged to be designed and geared towards the commodity research thrust.
FACULTY RESEARCH PROJECTS/EXTENSION PROJECTS
The entire CvSU Naic Campus embraces the task of engaging in research as one of the trifocal functions of teachers
in a University System; hence the faculty members in the different departments have proposed a list of research studies,
some of which were outputs of the seminar-workshop on Writing Winning Research Proposals conducted on April 26, 2010.
Eleven (11) research proposals were submitted during the year, nine (9) were focused on the mudcrab, one on climate change
impact on coastal areas of Naic and the other was CvSU – Naic, Faculty and Staff Information System. The writer could not
obtain information on whether these proposals went beyond the proposal stage into actual study.
The faculty members of CvSU – Naic were also involved in three (3) on-going extension activities. These were as
follows:
1. Naic Fish Sanctuary Project (NFS): a community-based coastal resource management project implemented by
CvSU in partnership with several government institutions, non-governmental and people’s organization in Naic,
Cavite. The establishment of the fish sanctuary was an effort to curb the continuing decline in fish catch and the
worsening economic condition of the fisher folks. The Campus administrator and several faculty and staff of the
Campus were directly involved in carrying out various activities of the project. The first public consultation
regarding the Naic Fish Sanctuary (NFS), named “Konsultasyong Bayan”, was conducted at Bancaan Covered Cort
on August 13, 2010.
2. Adopt – A – Library Project is an extension Activity of the Teacher Education Department in Barangay Bagong
Karsada, Naic, Cavite. It is aimed at supporting the educational thrust of the barangay to uplift children’s literacy,
particularly, at helping children fill the gap in basic education in the 3Rs.
3. G4G in IHV: Kabuhayan, Kapaligiran, Karunungan at Kompyuter: is an integrated program which is aimed at
empowering Indang Habitat Village (IHV) homepartners for development and self-reliance. Specifically, it desires to
train them to become entrepreneurs, practice environment protection and restoration measures; be proficient in the
use of computers and use information technology and other acquired knowledge and skills for self- and community
advancement.
The Campus also participated in the Annual Agency In-House Review both for Research and Extension at CvSU Severino de
las Alas Campus and four faculty members presented four papers for Research, while a large number of other completed and
on-going papers were reviewed for Extension.
The succeeding years, 2011, 2012, and 2013 were periods of bustling academic activities for both the faculty
members and students as well in Research and Extension Projects.
Below in Table 7, are some of performance indicators in terms of output of the Campus at a glance.
Table 7: Basic Education Statistics of CvSU-Naic
Academic Year 2007-
2008
2008-
2009
2009-
2010
2010-2011 2011-2012 2012-
2013
2013-
2014

17. 17
Page17
Number of teachers 87 86 68 61 69 69
Performance
Indicators:
*Gross Enrolment 2598/2265 2540/2349 2460/2185 2170/1974 1842/1729 1729/1585 1540+
*Number of
Graduates
684 723 732 579 8++ ?
Licensure/Board
Exams:
*LET Elementary 6(42.86%) 2(66.67%)
3(37.5%)
3(50.0%)
0 (0.00%)
100.00%
LET Secondary 2(50%) 1(25.0%)
10(55.56%
12(63.16%
2(28.57%)
42.50%
BSFisheries Board
Exams
5 (33.33% 0(0.00%) 16.67%
+For AY 2013-2014, the gross enrolment rate for the first semester was recorded at 1540. No data was available for enrolment for the seco nd
semester.
++Mid-year graduation
Observations
As observed from the data just presented, CvSU – Naic campus is experiencing varied upheavals in its various activities that
it is involved in and/or is planning to get involved in. It has achieved some of the objectives it has set for itself based on its
vision and mission. Firstly, it has produced quite a number of successful students in its various curricular programs;
secondly, its faculty members are quite qualified enough in terms of academic competency in transferring knowledge.
Moreover, its very active faculty members are also involved in various research and development activities and ventures.
They have presented a large number of papers regarding research, development and extension programs in the fields of
science, arts and technology some of which have been completed and many others are on-going.
On the other hand, the much needed facilities need improvement and the funds necessary for research proposals are quite
hard or late in coming and this is the reason why many of the projects have not been completed. The Campus is also facing a
downtrend in enrolment rate, drop-out rate and cohort survival rate. Fewer students have enrolled during the 2013-2014
academic year and the Campus has experienced an all-time low in enrolment rate. Naturally, the number of faculty members
and graduates has also dwindled. Some quarters blame this on the recent tuition fee hikes and the higher admission grades
required of the applicants. Still some others speculated that there are now more tertiary level institutions in Naic and the
vicinity posing more competition and competitive tuition fees.
The Campus has of late embarked upon a strategic development plan for the period covering the years from 2012 till 2020.
This is in line with the CvSU’s vision of making it a global university and qualifying for the envisaged Asia Integration for
ASEAN members, that will be operational in 2015.
I. STRATEGIES, OBJECTIVES AND TARGETS
I.1 ASSUMPTIONS OF THE FUTURE
Cavite has emerged as a hub of modernization of the country having recorded the highest and the fastes
growth rate with 48.8 billion pesos worth of investment from 628 multi-national corporations occupying 21 fully
operational industrial estates, mostly in Cavite’s Export Processing Zone (EPZA). The provincial government has set
four important thrusts which have direct implications to CvSU’s programs and these are the following:
 Livelihood and Entrepreneurship Development
 Tourism Development
 Responsive Education and Manpower Development
 Sustainable Agriculture Development including Marine Life and Aquaculture Development
The provincial development plan places great emphasis on these targeted areas of development as evidenced by on-
going development projects all over the province including Naic, where CvSU-Naic is located.

18. 18
Page18
Naic, being located in one of the nodal points of tourism of Cavite, the Ternate-Maragondon-Naic triad, is
envisioned to be one of the future weekend destinations of local and foreign tourists, beachcombers and sun lovers for
their fantastic beaches and resorts with their pristine beauty, unpolluted sea breeze without having to be burdened by
travel woes of long distances away from Manila. Naic is only about an hour drive from the metropolis.
Naic now boasts of a McDonald branch, which recently opened to the delight of its residents, in addition to
the Jolibee franchised fast food chain, which was established several years back and Pure Gold hypermarket is
rumoured to be opening soon, and of course, not to be overlooked is the three 7-11 branches in downtown Naic.
On the more humanitarian side, Naic is also the host municipality to several hundred families comprising the
Freedom Ville, a group of informal migrants relocated from Manila Coastal Road. This rapid increase in migration
means a corresponding increase in population and workforce and services to be offered by the area; in fact, the youth
of Freedom Ville adds up to the clientele of CvSU-Naic campus.
The impact of the complex, accelerated changes in the social and economic trends in the external environment
is something to reckon with and implicated in this is CvSU-Naic campus, which has to take bolder measures to
expand its programs. Courses on food servicing, Fisheries and Allied Sciences and Education have to be
strengthened and expanded. Tourism-related courses (e.g. Beach Resort Management, Culinary, etc.) have to be
developed and offered to meet the demands of the influx of local, national as well as international tourists to the area.
In the not so distant future, the campus has to address this tremendous change in the economic climate. Being
one of only public educational institution in the municipality, it will surely have a vital role to play in the
development of both middle-level, technical and professional labor force within its service area. It has to do its share
in addressing the present government thrusts by offering relevant curricular programs, upgrade leadership roles,
perform quality research and sound extension activities.
The following strategic plans in line with the Campus’s seven point agenda have been envisioned to address
the targets of the provincial development plan, Asian Integration, the vision set for the campus and its mission, and
achieve the immediate goals and objectives and targets of the campus, in particular, the dwindling enrolment rate,
drop-out rate and cohort survival rate.
Strategic Plans in Line with Cavite State University Naic Seven-Point Agenda
2012-2020
Curriculum and Instruction
Major Development Agenda: Budgetary Requirements
1. Quality and Relevance of Instruction: The key activity areas are: PHP (thousand)
 Improvement of passing rates in Licensure/Board Examinations 80
 Evaluation and accreditation of all degree programs 140
 Establishment of Center of Development (COD) in the field of fisheries 500
 Setting and achieving program standards 100
 Enhancement of e-learning and bi-modal teaching --
 Development of instructional materials 200
 Improvement of the capability and competence of faculty members 400
 Streamlining academic curricula using more focused methods --A
 Increasing enrolment of various programs --
 Standardization of course syllabus 10
 Inviting lecturers, resource speakers, experts from different fields 30
2. Best and Brightest: the key activity areas are:
Attracting the best and brightest students and offering them better learning opportunities 500
Harnessing students’ skills to excel in different fields 20
Recruiting, retaining and developing the best and brightest faculty members 10
Upgrading competency of faculty members 80
Sponsoring faculty recognition 16
3. Internationalization: The Key Activity Areas are:

19. 19
Page19
Establishing linkage with local and international OJT centers for students 40
Sending graduating students to IPPTs abroad 16
Reviving linkages with PNSVA/KOICA 4
Attracting foreign students --
Sending faculty members to international trainings 100
Job Placement: The Key Activity Areas are:
Increasing hiring rates of graduates in different industries and institutions 10
Improving strategies for assistance to graduates 10
Adopting employment assistance program 10
ResearchCapability: The Key Activity Areas are:
Attending research forums, conferences, and trainings 10
Preparing research proposals 800
Conducting faculty researches based in various disciplines based on identified
research agenda 100
Relationship with and services to the community
Conducting needs assessment analyses 15
Conducting relevant outreach activities based on identified extension agenda 50
Management of resources
Generating Resource from outside agencies and other stakeholders 10
Developing/Improving different facilities in the campus based on
recommendations of AACCUP accreditors 800
Establishing income-generating projects per department 50
Operationalizing LAN-based library 100
TOTAL 4311
J. STRATEGY IMPLEMENTATION to Meet the VMOKRAPI set
At the implementation stage, the following has been drafted and suggested to pursue the set targets for further quality
improvement in its programs, which in turn will lead to higher registration rates, retention rates, and cohort survival rates and
increase the number of graduates as well as decrease the drop-out rates.
The table below presents a set of targets and vision for the next four years.
Key Areas of Concern Person/s Involved Strategies
1. Quality Instruction
a. 100% passing in Licensure/Board
Exams;
b. 80% employment of graduates two
years after graduation
c. Produce more topnotchers by 2016;
d. Continuous Accreditation of
Programs;
e. Student Assistance Program.
Dean, Director for
Curriculum & Instruction,
Instructors, Professors
 Continuous evaluation and revision of different
curricula
 Integrate current concern in Higher Education
 Integrate current concern in research, development
and extension
 Strengthen and update teaching strategies
 Observe minimum teaching hours
 Review course syllabus/outline
 Update reports on student progress/activities
 Provide new and relevant learning materials
 Administer pre-board Examination
 Conduct oral assessment of board takers
 Review previous test materials
 Provide incentives for teachers
 Support students’ learning activities
 Implement scholarship programs
 Implement work for tuition programs
 Adopt modern teaching methodologies
 Resource, outsource, create and find markets for
complete projects
2. Excellence in Research and
Extension
a. Center for development in
Fisheries and Marine Sciences
Dean, Director for
Research and Extension;
Research Staff, Professors
and Instructors
 Enhance Research and Extension Capability of
Faculty and Staff;
 Conduct seminars on R & E;
 Expose R & E staff to various research activities

20. 20
Page20
 Conduct inter-agency visits
 Provide more fund for R&E activities
 Provide incentives for R&E staff in the form of
honorarium
 Develop research facilities
 Procure/subscribe to research journals, etc.
3. Best and Brightest Program
a. 40% of honor graduates by 2016
b. Hiring of honor graduates and
board topnotchers
c. Improved proportion of staff’s
educational qualification
d. Trainings/seminars – local and
overseas
Dean; Director for
Administrative and Support
Services; Office of
Students’ Affairs
 Enhance course advocacy
 Inter-school competition and visits
 Provide incentives to students by socializing tuition
fees or giving discounts to top graduate enrolees
 Recognize student achievement through mass
media
 Network with other local and international agencies
for training consortia
4. Linkage with multinational
companies/blue chips
corporations
Dean; Director for
Curriculum and Instruction;
External Affairs Office
 Expose faculty and students to modern industry
facilities and practices;
 Review and revise curriculum to fit industry
requirements
5. Internationalization
a. Attract foreign students and experts
(ASEAN)
b. Linkage with foreign universities /
agencies
Dean; Director for
Administrative Support
Services; Professors;
Instructors
 Invite students from other countries to enrol in the
university
 Send hand-outs, leaflets, brochures and other
informational materials to target schools
 Construct own website
 Subscribe to Internet
 Advertise using trimedia networks
 Tap alumni assistance abroad for advocacy
 Invite/request more expert volunteers
 Invite/request foreign assisted projects from
ASEAN member countries
6. Client Responsiveness
a. Community assistance Program
b. Student Counselling/Advising
Dean; Administrative
Support Services; Office of
Student Affairs
 Organize PTA for Lab. HS and College
departments
 Provide quality service to all Internal and external
clients
 Install office direction signage and other
information about the Campus
 Install facilities access way for clients with
disabilities
 Provide visitors comfortable hall and holding area
 Establish information and complaints desk
 Establish Client Assistance Center
In the implementation stage of the proposed Strategic Development Plan for CvSU-Naic, the following programs, projects
and activities are suggested for the campus to pursue.
K. Programs, ProjectsandActivities
1. Staff Development Program
 Professional and Personal Competency Enhancement
a. Sponsor seminar/workshop series with faculty earning graduate units;
b. Sponsor familiarization tour/campus tour and on-site exposure to different colleges/universities;
c. Carry out regular training course for faculty members along specific areas of concern;
d. Conduct in-service
e. training for both faculty and staff
f. Interact with personalities in various fields for professional/personal growth through well-managed faculty meetings
2. Academic Scholarship
 Provide scholarship grants to assist faculty to pursue graduate course;
 Network with local and foreign institutions for possible consortia in training faculty members
3. Establishment of a robust partnership between University and Community
 Expand linkages with parents and other community agencies
 Involve faculty in Community Outreach Programs
4. Students Development
 Academic Performance Level Improvement
a. Emphasize creative thinking
b. Adopt modern teaching methodologies

21. 21
Page21
c. Administer departmental examinations
d. Provide students with completed updated syllabi
 Democratization of Access to Education
a. Provide more scholarship programs
b. Initiate the Work for Tuition Scheme
 Maximization of Students’ Participation in Leadership Training, Co-curricular Activities and Moral Values
Development
a. Revitalize co-curricular leadership programs
b. Conduct small group meetings to thresh out issues
c. Affiliate with professional organizations
d. Sponsor symposia, lectures, conventions
e. Hold/Participate in annual leadership training seminars
 Provision of more opportunities for talented students to express their creativity and innovativeness
a. Active participation in art and literary contests, speech competitions, sports competitions, and inter-college quiz
b. Conduct special awareness programs through outreach activities
5. Curriculum Development Program
 Curriculum Review and Revision
a. Review and revise curricular content in line with the present thrusts of the society/government
b. Regularize proper consultation with subject experts and stakeholders on sequencing of curriculum content
 Acquisition, Organization and Production of Curricular Materials
a. Prioritize purchase of textbooks and other support/instructional materials
b. Pursue Item Banking Project in all learning areas
 Prepare Curricula Offerings for Accreditation
a. Prepare necessary documents
b. Coordinate with all units of the campus
 Study the feasibility of offering additional courses such as
a. Beach Resort and Restaurant Management
b. Bachelor of Science in Marine Transportation
c. Stationary Marine Engineering
d. Courses on English Proficiency (in all four skills of speaking, listening, reading and writing)
e. Associate in Culinary Arts
6. Physical Facilities Development Program
 Educational Facilities Improvement
a. Expand/Improve the following:
1. Administration Building
2. Library
3. Campus canteen
4. Beverage management center/vending machines
5. Function room for catering services
6. Study areas for students equipped with technological facilities
7. Chemistry laboratory facilities
8. Fish Processing Laboratory Room
 Repair and maintenance of educational facilities and equipment
 Maximum utilization of extant facilities
 Procurement of necessary equipment for office use
 Educational Facilities Development
a. Development of the Mabolo Campus into a Marine Biological Research Center
b. Resource Generation
c. Networking with other institutional organizations
7. Research, Development and Extension Programs

22. 22
Page22
 Research Development
a. Establishment of a Research Center
b. Conducting research along the area of aquaculture, post-harvest technology in line with RDE Agenda of the
Campus
c. Generate income from research activities
 Extension Program
a. Technology verification – initiate and conduct technology verification activities in fisheries by field testing to
determine their economic and commercial validity
b. Technology Dissemination – package and prepare extension materials for dissemination
c. Networking – link with other local and international research institutions
8. Production
 Establishment of income-generating projects
a. Tilapia culture in tanks
b. Bagoong and Patis Production
c. Mini Beach Resort
 Manage property rentals services
a. Faculty housing
b. Catering paraphernalias
c. Graduation gowns (toga)
d. Concessions
K. FinancialRequirements
Financial Projection for the years 2014 – 2018
(PhP’ 000)
Program/Projects /Expenses 2014 2015 2016 2017 2018
Personnel Services 15,400 10,940 18,634 20,497.4 22,547.14
Maintenance & Other Operating
Expenses
2,064 2,476.8 2,972.16 3,566.592 3,923.25
Capital Expenditures
 Furniture & Fixtures
 Equipment
 Building & other
Structures
1,000
1,000
3,000
1,150
1.150
3,000
1.172
1,172
4,320
1.348
1,348
5,184
1,550
1,150
6,220.8
Cost of Staff Development
Program 200 240 288 345.6 414.72
Cost of Curricular Improvement
200 240 288 345.6 414.72
Cost of Additional Library
Holdings 200 240 288 345.6 414.72
Total Appropriations 23,064 26,036.8 29,134.2 33,980.8 37,036.4
NB: The assumptions are that
1. 10% increase in Personnel Services is allotted each year.
2. 15% annual increase is allotted for Furniture & Fixtures and Equipment Expenses.
3. 20% annual increase is allotted for MOOE, Cost of Staff Development Program,and Improvement of Library Holdings.
M. Implementation Stage Strategy
This strategic plan for CvSU Naic Campus will be implemented during a five-year course at the end of which, it is hoped that
between eighty – ninety percent of the goals and objectives inspired and drafted based on its Vision and Mission will have
been achieved.
Firstly, the plan will be presented to the administrative and academic council of the campus for future implementation.
Thereafter, each operational unit will be mandated to prepare an annual action plan in support of this medium term plan.

23. 23
Page23
As the usual practice, he plan will be presented and discussed with the faculty and staff, students, stakeholders and the
community to orient them of the new direction the Campus will be taking and enjoin the cooperation of everone
towards the accomplishment of its endeavors.
Subsequently, the CvSU main administration can now allot its budget to various projects and programs that the Naic Campus
has prepared to and planned to achieve. Aside from this, linkaging with the local government officials, non-
government units and other private individuals offers a good opportunity for sourcing of funds to augment its
capacity in funding its programs and projects.
Moreover, there should be a maximum utilization of campus resources, both human and non-human. The campus, in order
to attain its target must re-organize and re-assess its physical, manpower and financial resources. Available areas for
production have to be tapped. All IGPs should be evaluated and redirected towards sustainable production outputs.
The resources could generate funds to finance several aspects of campus development.
By year 2018, it is expected that almost all of its targets envisioned in this strategic plan will have been attained. This will be
made possible if and only if all those involved join hands as one team working and making concerted efforts.
N. Monitoring and Evaluating
The period of implementation envisioned in this strategic plan if 2014 – 2018 ,during which a continuous project monitoring
and evaluation will be devised to ensure the effective implementation of the programs/projects/activities. The
predetermined targets will be broken down into smaller targets for ease of monitoring and evaluation. As
previously mentioned, action plans will be made by each operational unit in order hat the implementation will
have a clear basis for monitoring and evaluation of each program or project.
A review of objectives and targets for every given year shall be done to make certain that the plans are integrated into the
master network. Revision and redirection will be done to meet the demands of the period.
Inspection and assessment of the projects will be carried out by each specific unit to marshal the implementation of on-going
programs and projects. Management and control shall be applied to assure level of accomplishments and
setbacks. Revision and refocusing will be done whenever found necessary.
Unit heads will be required to submit and present periodical reports and feedbacks, actual inspection and observation reports
of the programs/projects supported with timetables, charts, graphs and other devices.