Goal V: Good Governance

Bulacan State University is at the threshold of dynamic change as it seeks its rightful place in the evolving Philippine higher education along the backdrop of globalizing education and knowledge, innovation-driven national and global economy. Rising above the challenges of a relevant, excellent university contributing to the attainment of a sustainable and equitable development of the region and country, it is poised to transform itself to global prominence in instruction, pioneering research and responsive community engagements. The development of highly competent, ethical and service-oriented graduates contributing to national development shall serve as the hallmark of excellent academic programs of Bulacan State University.

Cognizant of the organizational function of good governance, it shall redefine the organizational structures, administrative processes and policies to maximize its institutional capacity to realize its vision and mission of excellence and service. It lays down the development of a coherent internal environment which advance efficiency, promote effective allocation of resources, and enhance transparency and accountabilities.

Subgoal I: Equity to All Officials and Personnel

Anchored on collaborative and participatory procedures of governance, conduct of quarterly meetings of stakeholders and shall form part of administrative procedures of the university. A two-way system of feedback mechanism will be put in place where smooth flow of effective communication characterize coordination of all offices and personnel at all levels toward achievement of a common goal.

Open and meaningful consultations shall serve as conduit of identifying and satisfying the needs of the academic community. Capacity building for each member of the academic community from all positions and offices shall form part of university development program. Attendance to trainings, conferences, local and abroad, provision for scholarships promote equity and empower the community to perform assigned tasks. Good performance of all officials and rank and file of personnel shall be emphasized and recognized through a system of rewards and incentives.

Subgoal II: Transparency and Accountability

Leadership in all offices will be measured not only in its capacity to perform its assigned tasks but also in its exercise of accountability and transparency. University officials with discretionary powers will be made accountable through a system of checks and balances guided by the values of integrity and ethical behavior.

Dissemination of vital information to stakeholders will be made through open communication. Display of flowcharts and posting of citizen charter in all processing areas will be effected where reporting of performance and operations shall engage all stakeholders in transparency. Stakeholders shall be capacitated to the letters and spirit of procurement law through the conduct of periodic seminars.

Within the ambit of the Procurement Act (R.A. 9184) procurement system and procedures shall be improved for efficiency in terms of time and savings. It is expected that 10 percent savings shall be realized, beginning from 2016, from an improved system of observing the procurement law. Transparency in procurement will be enhanced by increasing the number of observer to five.

Subgoal III: Advocated Participative Governance

Vital decisions on all aspects of the university's operations with perceived impact to the academic community and external stakeholders shall undergo a process of collaboration. No voice will be unheard wherein all stakeholders- students, faculty members, officials and community, will take part in forging vital decision in many aspects of the university operation and activities. Implementation of programs and budget preparation shall be a product of partnership and agreement. While the pursuance of the interest and thrusts of the university rests on officials of the university, external stakeholders shall partner with the university in crafting development programs in the realization of its mission and vision. A broad-based mechanism shall be implemented to ensure that consultation and collaboration is achieved.

The university anchors its realization of its vision of an excellent and relevant university to a well-defined organizational structure as foundation of good governance. Decisions and programs are translated to concrete actions through a well-defined organization where responsibilities, accountabilities and directions are set. Thus, organizational set-up of the university engages the administration to monitor the implementation of recommendations of participative governance as they bear on the performance of the university.

The university is as strong as its members comprising its organization. Participative governance is to be strengthened where it provides the avenue in the development of shared vision toward a synergized direction. Involvement of members of the organization in crafting the university vision and mission, in formulation of development programs, and in their implementation results to forceful commitment and cooperation.

Corollary to the institutionalization of good governance, submission of the university to a system of accreditation such as International Organization for Standardization (ISO), Institutional Sustainability Assessment and Regional Quality Assessment Team (RQUAT that will establish coherence, efficacious operation and a culture of excellence.