15-16 October 2026
Heads of Offices and staff under the Benguet State University-Administrative and Finance Sector as well as the Offices under the Office of the University President conducted their Performance Review for Fiscal Year 2026 and Operational Planning for 2027–2028 at Santiago Cove, Ilocos Sur. Within the two-day activity, the participants assessed their accomplishments, addressed implementation gaps, and established realistic operational plans aligned with the university’s strategic directions.
In his opening message, VP for Administration and Finance Richard H. Kinnud emphasized the importance of the workshop as a strategic planning review that goes beyond compliance-driven paperwork. He specified the need to establish realistic and executable operational goals for 2027, strengthen shared ownership among offices, address audit findings and resource gaps, and improve service delivery across the university.
The workshop opened with a review of the university’s Vision, Mission, Goals, and Objectives (VMGO) and Strategic Plan 2025–2030, providing a common framework for evaluating performance and aligning the plans of the different offices and units.
Participants reviewed the accomplishments of the Administrative and Finance Sector and offices under the Office of the President for 2025 and 2026. Discussions also covered university monitoring and evaluation, the integration of Continuous Quality Improvement (CQI) into operational plans, and the findings of internal and quality management audits.
During the presentation of the Division Performance Commitment and Review (DPCR) documents, directors and heads of offices presented their targets, success indicators, and other performance commitments. Representatives from other offices contributed suggestions, raised questions, and shared ideas to improve the proposed commitments, strengthen coordination among offices, and facilitate smoother administrative processes.
The discussions highlighted the interdependence of university offices, recognizing that the effective implementation of one office’s plans often relies on the support, resources, and processes of others. The discussions surfaced the importance of collaboration and alignment in ensuring that individual office targets contribute to the university’s broader institutional goals.
Doreen I. Allasiw reinforced this interconnectedness in her synthesis of Day 1 through an analogy drawn from the rice terraces. Like the interconnected water channels that sustain the terraces, university offices must work together and maintain functional connections to achieve shared outcomes. The analogy reflected the workshop’s planning framework, which illustrated how foundational resources, people, and experiences support initiatives across sectors, ultimately contributing to desired outcomes and future plans.
Focused group discussions followed through Day 2 concentrating on catch-up planning for the 2026 DPCRs. Sector groups identified measures to address performance gaps and presented their proposed catch-up plans, with feedback from participants helping refine the next steps.
Furthermore, participants revisited the previous day’s highlights and key agreements before presenting their proposed operational plans in relation to the university’s VMGO and Strategic Plan 2025–2030. Sectoral discussions and planning workshops further supported the refinement of targets, initiatives, and proposed activities.
The workshop also addressed special management concerns and institutional planning requirements for 2027, including the administrative, training and development, and repair and maintenance calendars; the scheduling of meetings and major institutional activities; and proposed allocations for meals during meetings and institutional activities.
Participants then worked on integrating and aligning sectoral plans with the 2027 institutional calendars and corresponding resource requirements. The proposed plans and calendars were subsequently scheduled for review, consolidation, and consideration for adoption by the General Administrative and Finance Committee (GAFC).
The workshop concluded with a synthesis of agreements, key decisions, and commitments, as well as the identification of next steps toward implementing the proposed operational plans.