UP Newsletter February 2011

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University of the Philippines Community Newspaper Volume X X xII Number 2

Diliman, Quezon City

febrUARY 2011

Read UP Newsletter online at http://www.up.edu.ph/upnewsletter.php

New UP President assumes office

Top: Outgoing UP President Emerlinda R. Roman looks on as President Pascual holds up the University mace, the symbol of the authority of the UP Presidency, during the turnover ceremony held at Quezon Hall. (Right) UP President Pascual takes his oath before President Benigno S. Aquino III at Malacañan Palace on Feb. 1.

Right photo courtesy of Malacañang Photo Bureau

Finance expert Alfredo Pascual be-came the 20th president of the University of the Philippines (UP) today during a simple but historic turnover ceremony at the Quezon Hall in the UP Diliman campus when outgoing UP President Emerlinda Roman turned over the symbolic UP Mace to Pascual.

He will serve as President until February 9, 2017.

The UP Board of Regents, the highest governing body of the University, selected him from among 11 nominees last De-cember 3.

Pascual’s assumption of the UP

Presi-dency comes in the heels of the increasing public demand for higher education, increasing education costs and diminishing state subsidies for state universities and colleges (SUCs).

As a democratically-elected President who did not come from inside the UP academic community, Pascual brings to UP new perspectives on managing higher education institutions, financing higher education and the role of UP as a national university in the development of the country.

In his vision paper, Pascual stressed the critical role of getting the commit-

ment of the national government to underwrite the cost of UP education to maintain democratic access to UP edu-cation. In his vision of making UP a great university, he also upholds the value of financial sustainability.

“A great university is a model for good governance to the country it serves. The UP leadership must observe the principles of democratic governance based on collegiality, representation, transparency, predictability and accountability,” Pascual said.

Pascual who has a Master in Business Administration (MBA) degree from UP

President Pascual’s turnover speech 10 February 2011, Quezon Hall, UP Diliman, Quezon City

Mapagpala at mapagpalayang umaga sa inyong lahat. Binabati ko ang mga miyembro ng Lupon ng Rehente, si Pangulong Emerlinda Roman, mga dating rehente, mga dating Pangulo ng pinakamamahal nating unibersidad, mga dati at kasalukuyang opisyal ng UP, kaguruan, kawani, estudyante, ang aking mga kaibigan, kamag-anak at miyembro ng pamilya.

Ladies and gentlemen.

First and foremost, let me thank all those who have given me their trust and confidence. Thank you for this opportunity to serve our beloved Alma Mater.

It will be an honor for me to build upon the legacy of UP’s past leaders.

My predecessors have done much in setting the stage for the second

century of UP’s existence. We take note, in particular, the contributions of my immediate pre-decessor, the first and, so far, only woman to be at the helm of our University. Presi-dent Roman pushed the envelope for research in science and technology. The other accomplishments were described in her valedictory speech and these we do recognize.

Under my administration, our plans and programs will be guided by the vision statement that accompanied my acceptance of nomination for the UP presidency. That vision will mark our path for the next six years.

What is that vision? We want to see

UP as a GREAT university in the 21st century: · A university that takes a leadership role in the development of the country, while anchored on academic excellence. · A university that has a strong research capability, supported by an expanded graduate program, unshackled by sectarian constraints or commercial interests, and geared to addressing societal problems. · A university that has excellent faculty and staff working in an environment which inspires outstanding (Continued on page 2)

has made a name for himself in the AsiaPacific region as a development banker and educator. For 19 years until 2008, he worked at the Asian Development Bank where he pursued pioneering projects and institution-building initiatives.

Before working at ADB, Pascual was an invest-ment banker and also taught at UP, Asian Institute of Management and Ateneo de Manila University.

He was lead convener of the Automated Election System (AES) Watch which monitored the preparation for and conduct of the country’s 2010 elections. He was elected president of

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President Pascual’s turnover speech (Continued from page 1)

performance and high productivity, and provides decent compensation and equitable benefits. · A university that recruits students from among the best and brightest and provides them affordable tertiary education. · A university that prepares its students for successful careers and responsible citizenship in a globalized world. · A university that takes a quantum leap in the physical development of its campuses and their technological infrastructure for teaching, research, and administration · A university that achieves financial sustainability by generating needed resources and managing costs efficiently, while preserving its public character. · A university that is a model for good governance to the country it serves.

My vision for UP as a great university is anchored on the UP charter of 2008, which declares UP as the national university of the country. The new charter mandates UP to perform a leadership role in higher education and national development. UP is expected to serve and lead as a graduate university, as a research university, as a public service university, and as a regional and global university. As the first President to be elected under the 2008 charter, I intend to fully utilize the enabling provisions of the charter in realizing my vision for UP. To help me bear the weight of the UP Presidency will be a team of accomplished UP professors who will serve as my Vice Presidents. For the record, I have not worked with, nor am I personally close to, any one of my designated Vice Presidents.

But the basis of our relationship going forward is clear. I expect them to share my vision. I require their loyalty not to me as a person but to our shared vision of remaking our beloved University.

At this point let me introduce quickly the men and women who will constitute my team: 1. Vice President for Academic Affairs: Dr. Gisela Concepcion, Marine Science Institute 2.Vice President for Administration: Dr. Maragtas Amante, SOLAIR 3. Vice President for Development: Dr. Elvira Zamora, College of Business Administration 4. Vice President for Legal Affairs: Atty. Danilo Concepcion, College of Law 5. Vice President for Planning and Finance: Dr. Lisa Grace Bersales, School of Statistics 6. Vice President for Public Affairs: Dr. Prospero de Vera III, NCPAG 7. Secretary of the University and the Board of Regents: Dr. Lilian de las Llagas, College of Public Health, UP Manila To continue with my talk, allow me to share further thoughts on some key points of our vision for UP. On relevance. As the national university, UP must give paramount consi-deration to national concerns. UP has a historic commitment of service to the Fili-pino nation. We shall continue to provide a fertile ground on which to nurture and harness the creative

and innovative talents of our people in science and the arts. In the 21st century, we shall also help the country become a significant and positive player in global society through innovation.

UP must be heard and seen by the nation. Our experts in various units of the University have already been doing excel-lent work in addressing policy issues and getting their voices heard.

We shall institu-tionalize a system by which our experts can provide a multidisciplinary approach to problem solving and policy making.

On research. To be able to truly im-pact national development, UP must upgrade its research and development (R&D) capability, building it up from its existing and promising centers of excellence. Through R&D, we shall work to find innovative solutions to problems of the country, our people and our indus-tries, and introduce technologybased pro-ducts to create new industries that can spur job creation.

Our faculty members produce research and creative outputs in the natural and social sciences, humanities, and the arts. We shall have a program to communicate these outputs in an

accessible language. This will facilitate their easy application by our people and industries. In addition, we shall protect the intellectual properties coming out of our laboratories and facilitate technology transfers that will yield fair economic benefits to our researchers and the University.

On our faculty and staff. UP must recruit, maintain and develop the best academic staff. Through incentives and professional development programs, we shall entice our best graduates and the best graduates of other great universities in the country to commit themselves to pro-fessional careers in the University.

Our personnel are a precious resource of the University. We shall observe employment terms that are fair to all categories of staff. In due course, we shall review the principle and practice behind the UP compensation system.

The review will emphasize the links between producti-vity, equity, motivation and improvements in compensation, especially the non-cash components, such as housing and health-care.

Performance-based incentives will also be explored.

On our students. Surely, UP

must admit only the best high school graduates in the Philippines. But as the national university, UP must also take steps to adopt an inclusive policy that democratizes admission. We shall work with local political leaders in preparing top high school graduates in provincial areas to compete for UP admission.

Much as UP is badly in need of funds, raising tuition fees in our undergraduate and research programs will not be our default solution. Our students must remain as Iskolar ng Bayan – enjoying an excellent but affordable tertiary education in a public university.

Sometimes qualified students are forced to forego a UP education because of financial inadequacy. We shall do our best to prevent this. We shall strengthen our scholarship and financial assistance programs to provide adequate and timely need-based support.

With globalization, our graduates will be working in a fast-changing world in the age of information. Through curricular reviews, we shall ensure that our students develop the capacity for critical thinking; for continued learning; and for effectively dealing with ambiguity, complexity and uncertainty.

In addition, as the national university, UP must also prepare its graduates for leadership roles in the country or in their respective disciplines and professions.

We shall ensure that our curricula and teaching methods are designed appropriately to respond to these needs.

A strengthened general education program should enable our students to develop broader perspec-tives and a cross-disciplinary orientation, sound ethical standards, the values of good citizenship and, hopefully, a strong bias for serving the country.

On financial sustainability. For UP, financial sustainability is a serious concern given the need to modernize its campuses, retain talents in its faculty, and achieve a world-class research university status. Under the 2008 charter, for instance, UP may get out of the ambit of the Salary Standardization Law and fix competitive salaries for its faculty.

But for us to do this, we must be sure of a reliable inflow of extra funds, beyond our annual budget, to sustain the increased funding require-ments.

For this we need to build up sizeable endowment funds and/or implement sufficient revenue-generating activities.

To illustrate, for us to provide our close to 4,000 faculty members an extra pay of just P100,000 annually on average, we need a commercial venture that provides an annual income of P400 million or an endowment fund with a corpus of no less than P8 billion (assuming a 5% annual return). In reality, we need multiples of the illustrative amounts given.

On generating funds. Many say the problem is availability of fund sources. That is true in some sense. But we have to look also at what we present for funding. My banking experience tells me that good, bankable projects seldom have problems getting funded.

We shall thus exert efforts to formulate our projects and(Continued programs on very well page 7)

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U.P. Newsletter 3

Remaking a Great University: st 1 UP in the 21 Century A Vision Statement for the University of the Philippines

by Alfredo E. Pascual

Many of us remember UP as a great university, the best in the country, and a respected center of learning in Asia. Over the recent years, however, comparative surveys of world universities have jolted us into realizing that UP’s preeminent position as an institution of higher learning has faded. The Times Higher EducationQS World University Rankings, for instance, placed UP at 262nd in 2009.

This was some improvement from 276th in 2008 and 398th in 2007 but still way too low for comfort. Worse, these rankings have positioned UP as just the second best university in the Philippines since the time it became a ‘centenarian’ in 2008.2 While we may question the validity and value of the rankings based on their heavy emphasis on research publication in refereed interna-tional journals, the comparison has been made. Now, in this age of global compe-titiveness, the perception of UP as a university must inevitably include its posi-tion relative to others in the country and the world.

While these reports must have been demoralizing for some, UP has conti-nued, in typical fashion, to discuss possible directions for moving forward. In May 2009, a UP System conference was convened on the theme “The Challenge of Being a National University: Towards UP’s Second Century.” By that time, about a year had passed since the enactment of the new UP Charter of 2008 that declared UP as the country’s national university and the peak of the Centennial celebration that featured lectures by university insiders and invited guests on UP’s past and future.

More significantly, the conference was held about a year also prior to the start of search and election of a new UP President. The insights generated at the conference into the issues and dilemmas facing UP at present should certainly help inform the plans and programs of a candidate aspiring to lead UP for the next six years.

Reading through a synthesis of the conference proceedings, I was struck by an observation that the same issues came up at this conference again as those tackled in three earlier faculty conferences held in 1995, 1996, and 1997.3 It seems that these soul-searching questions have been percolating through the UP community for the past decade and a half, waiting to be brought to a satisfactory resolution. I am sure the incumbent UP leadership has begun to take heed of the options and recommendations identified at the conference. Still, I believe that the next UP President must finally confront these issues and decisively choose where to bring UP in the coming years. While this has to be done to achieve the missions imposed upon it by its new Charter, UP must also ensure that it retains its relevance in today’s globalizing world where production and distribution is

driven by new knowledge being created at an ever accelerating pace.

In the face of the formidable challenges attending these goals, there is an opportunity to remake UP as a great university in the 21st century.

A great university takes a leadership role in the national development of country that nurtures it. UP as the national university must give paramount consideration to national concerns. UP should pursue its teaching, research and extension service functions not only within the framework of its many academic disciplines but more so in the context of national development needs that are ever changing and becoming increasingly complex. UP has a historic commitment of service to the Filipino nation. In the 21st century, this must include efforts to help the country become a significant and positive player in global society.

UP must heard and seen by the nation. Problems faced by the country often remain unsolved because they are not properly defined. The University should institutionalize a system by which its experts can participate in framing these problems and provide a multi-disciplinary approach in finding solutions. UP should take part in public debates on national issues so as to raise the level of discussion and provide a well-reasoned basis for policy decision.

A great university is anchored on academic excellence. UP must strengthen its tradition of excellence in teaching (disseminating knowledge), research (creating knowledge) and exten-sion service (applying knowledge).

Academic excellence means the pursuit of knowledge in an atmosphere that encoura-ges learning while demanding high levels of performance. It means the creation of new knowledge through research that passes stringent peer review.

It also means the effective application of research results in addressing societal problems and integration of all aspects of academic activities.

A great university has a highly recognized research function. To be able to truly impact national development, UP must upgrade its research and development (R&D) capability, building it up from its existing and promising cen-ters of excellence. Through R&D, UP should work to find novel solutions to the country’s problems and introduce tech-nology-based products and services that can create new industries. It should also support the strengthening of Philippine industries in areas that enhance efficiency, productivity, and global competitiveness.

Crucial to achieving this is an expanded graduate program. Also important is an environment that guarantees academic freedom, unshackled by sectarian constraints or commercial interests.

Incentives are now awarded to faculty researchers who pass the metric of the international scientific community for scholarly competence and get published in ISI/peer-reviewed journals. Such incentives must continue as they contribute to knowledge creation while helping UP improve its standing in the league of world universities. However, UP must give equal recognition to research and other outputs in the arts that, although not a global prio-rity, are nonetheless significant contributions to knowledge in these fields and relevant to the social, cultural, and economic deve-lopment of our nation.

A great university has excellent faculty and staff. UP must recruit, maintain and develop the best academic staff. It must entice its best graduates and the best graduates of other great universities in the country to commit themselves to professional careers in the University. At the same time, it should enrich the mix of its faculty, and research and extension staff by developing programs for attracting carefully selected international scholars on a visiting status or other workable arrangements. It should provide the environment which motivates faculty

and staff towards excellent performance and high productivity.

Since its faculty and staff are the most precious resource of the University, UP must observe employment/compensation terms that are fair to all categories of staff. All personnel, whether faculty or staff, have the same need for basic social services (e.g., medical care) and should be provided with similar and equitable benefit packages. Incentive programs should be set up to reward outstanding faculty and staff performance.

A great university recruits students from among the best and brightest in the community it serves. Surely, UP must admit only the best high school graduates in the Philippines. But as the national university, UP must also take steps to democratize admission.

An inclusive policy should make it be possible for col-lege applicants with a disadvantaged high school background to be considered for admission. In addition, no qualified stu-dents should forego a UP education simply because of financial reasons. Scho-larships and financial assistance programs should be in place for need-based support.

A great university prepares its students for successful careers and responsible citizenship. With globalization, graduates will be working in a fast-changing world in the age of information. UP must impart to its students not just technical information that will likely be obsolete by the time they graduate. UP must develop in the students the capacity for critical thinking; for conti-nued learning; and for effectively dealing with ambiguity, complexity and uncertainty.

This requires skills in problem solving, including the ability to gather and process relevant information, and to work with others who can contribute to finding solutions.

In addition, as the national university, UP must also prepare its graduates for leadership roles in their respective disciplines and professions, if not in

(Continued on page 8)

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THE PRESIDENT’S MEN AND WOMEN

Prof. Gisela Padilla-Concepcion, Ph.D. Vice-President for Academic Affairs Vice-President Gisela Padilla-Concepcion is not only known for her expertise in biomolecular and biomedical science, but also for her science advocacies. She is also considered as a champion of volunta-rism and is very active in the campaign to increase awareness in the importance of marine life to society.

Graduating in 1995 as the Most Outstanding Ph. D. g raduate in Chemistry of her batch, Vice President Padilla-Concepcion also finished her bachelor’s degree in Chemistry cum laude, and master’s degree in Biochemistry at the University of the Philippines. She started working in UP as an instructor in the Department of Chemistry of UP Los Baños in 1975. The following year, she transferred to UP Diliman, eventually becoming an assistant professor. In 1989, she began her research on bioactive compounds from marine sponges. Her interest in marine life was further deepened when she became a University Researcher at the Marine Science Institute (MSI). She later became a professor at the UP MSI. From 1997 to 1999, Padilla-Concepcion was President of the Philippine Society of Biochemistry and Molecular Biology. In 2004, in an effort to strike interest and attract more people to the sciences, she initiated and became the Editor of Star Science, a weekly science column in the Business Section of the Philippine Star. She also founded and is co-Editor of the ISI-listed Philippine Science Letters online free access journal.

Since 2006, Padilla-Concepcion has organized and led the PhilippineAmerican Academy of Science and Engineering (PAASE) campaign to increase govern-ment support for science and technology in the country. This resulted in the first allocation of P500 million for the National Science Complex and of P200 million for M.S. and Ph.D. scholarships in the sciences. In 2010, she was elected Vice President of the PAASE. She is the currently its President.

In 2007, Padilla-Concepcion chaired the Office of Special Initiatives for the Advancement of the Sciences, under the Office of the Dean of Science, where she was actively involved in the promotion of various programs in the college, as well attracting individuals and groups willing to invest in the sciences. She would also chair the Bio-Physico-Chemical Techno Incubation Core Facility of the National Science Complex, operated by the College of Science in UP Diliman.

For her various efforts in scientific research and in the promotion of the sciences, appreciation of marine life, and involvements in protecting marine life, Padilla-Concepcion was chosen as the 2010 honoree for Outstanding Achievement in Science and Technology of the Philippine Development (Ayala) Foundation USA. A year before that, she was given the Paz and Severino Koh Lec-tureship Award in Science by the PAASE. She also received the 2008 Centennial UP Alumni Association (UPAA) Outstanding

Award for Science and Technology; the 2007 National Research Council of the Philippines (NRCP) Achievement Award in Chemistry; the 2006 Gregorio Y. Zara Award for Basic Research; the 2006 NAST -LELEDFI Award for Outstanding Research in Tropical Medicine; the 2005 Philippine Society for Biochemistry and Molecular Biology (PSBMB) Research Award, and the 2002 Dr. Eusebio Y. Garcia Recognition Award for Molecular Biology & Molecular Pathology by the NRCP. Vice-President Padilla-Concepcion was inducted as Academician in the National Academy of Science and Technology (NAST) in 2008. She was cited for her “outstanding contributions and accom-plishments in the field of marine natural products as team leader of various research projects to

discover novel marine com-pounds with anticancer, antibacterial, antituberculosis, antimalarial, anti-inflam-matory and immunosuppressant properties; for her pioneering efforts to identify the cellular and molecular targets of these compounds to develop targeted drug delivery systems and demonstrate efficacy in animal models; for her studies on the biochemistry of cancer and certain infectious diseases, for mentoring graduate students and research associates and imbuing them with the passion to pursue scientific research; for her inspiring leadership in the campaign to promote and increase government support for Science and Technology in the country.”

These words aptly summarize the efforts and accomplishments of the new Vice President for Academic Affairs, making her the most qualified person to be at the helm of the university’s academic

Prof. Lisa Grace S. Bersales, Ph.D. Vice-President for Planning and Finance

“I try my best to be ‘task- and technology-efficient’ but at the same time, ‘people-focused and cultureoriented,’ “ said the newly-installed VicePresident for Planning and Finance Lisa Grace S. Bersales, quoting F. Landa Jocano’s Management by Culture: Fine-Tuning Modern Management to Filipino Culture when asked about her management style in an interview with the UP Newsletter.

Books are said to have influenced her traits as an administrator. Aside from Jocano’s book, she cited The One Minute Manager by Kenneth Blanchard and Spencer Johnson, The 7 Habits of Highly Effective People by Stephen R. Covey, The Purpose Driven Life by Rick Warren, and the most important for her, the Bible.

Bersales, a professor who has been with the UP Diliman (UPD) School of Statistics for almost 30 years, is counting on her administrative

experience—both as former director for graduate studies and as former dean—as she takes on the bigger role of helping manage the UP System.

During her term as dean, she moved for the change of name from Statistical Center to the School of Statistics to pro-perly reflect its status as a degreegranting unit. It was also at this time that the School transferred to its own building and was recognized as a Center of Excellence by the Commission on Higher Education (CHED)—the only one in its field so far.

To get acquainted with the position she now holds, she met with former Vice- President for Planning and Finance Edgar Atanacio to “discuss the concerns of the office and the important activities [it] does on a regular basis.” Bersales also studied documents that traced the budgeting process being employed by the UP System.

Prior to assuming the post, she told the UP Newsletter that her first order of business was to report to UP President Alfredo E. Pascual and coordinate with the other members of the executive staff.

Meeting with her team at the Office of the Vice-President for Planning and Finance (OVPPF) came next.

“Ensuring that the pace of work of the OVPPF continues smoothly and properly is the best start I can give [Presi-dent Pascual].” She added that any project or plan the OVPPF will carry out is in support of the president’s programs—a huge part of which is coming up with much-needed finances to support UP’s activities, commensurate to its status as the National University.

Bersales earned her undergraduate and graduate degrees in Statistics from the University—finishing her bachelor’s degree, cum laude, in 1978; her M.S. in 1981; and her Ph.D. in 1989.

She is a member of the UPD Oversight Committee on Admission. She also headed the UPD Committee to Review Graduate Tuition (2007-2008) and the UPD Cluster Curriculum Committee (2008). She was a member of the UPD Curriculum Committee (2001-2007) and the UPD Committee to Review Fresh-man Admission (2004).

Aside from her committee work in the University, Bersales was also involved in various government agency commit-tees such as the Commission on Higher Education (CHED) Technical Commit-tee in Mathematics (2008) and the Com-mittee to Review the Philippine Statistical System (2007).

She has been a member of the Technical Committee on Poverty Statistics since January 2004 and chair/technical con-sultant of the Technical Committee and Technical Working Group to Oversee the Seasonal Adjustment for Philippine Time Series from January 1994 to April 1995 and from January 1997 to the present.

When she is not teaching or doing committee work, she undertakes various research projects. Her most recent researches are the Mid-Term Review of the Mindanao Rural Development Program 2 for the Department of Agriculture, the Evaluation of the Criteria for Minimum Wage Fixing: Some Empirical Evidences for the National Wages and Productivity Commission, the Basic Education Resources Survey for the Department of Education, the 2009 Consumer Finance Survey for the Bangko Sentral ng Pilipinas, the 2009 Baseline Study on Commercial Sexual Exploita-tion of Minors for the International Justice Mission, and different projects for United Laboratories.

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U.P. Newsletter 5

Prof. Maragtas S.V. Amante, Ph.D. Vice-President for Administration

The incoming Vice-President for Administration is actually an industrial relations expert. UP School of Labor and Industrial Relations (SOLAIR) professor and former Dean Maragtas S.V. Amante was tapped to identify strategies and find solutions to issues and concerns facing the university’s human resources, compensa-tion, benefits and labor-management relations, among others.

UP has around 14,000 position items, of which 4,000 are faculty, 1,200 are REPS and 8,760 are administrative items (inclu-ding those of the Philippine General Hos-pital).

Amante is deeply immersed in the UP personnel situation. As an advocate of sound and productive employment relations, he helped organize the AllUP Workers Union and the All-UP Academic Employees Union and became an officer of these unions from 1988 to 1997 and 2003 to 2006, respectively. He was SOLAIR dean from 1999 to 2001.

It was not hard for President Alfredo Pascual to convince Amante to join his executive staff. Amante had read Pascual’s vision paper and regarded it as a standout. “One very luminous line in his paper said it all: ‘[A great university] should provide the environment which motivates faculty

and staff toward excellent performance and high productivity.’ This is the key principle in sound and effective employ-ment relations and human resource management—my fields of specialization,” Amante says.

He recognizes the significant achievements made by previous UP officials but “significant gaps and tensions exist,” so they need to be addressed. Among these is the perceived neglect of administrative staff in terms of benefits compared to the ones given to the faculty. It may be recalled that Pascual’s vision paper argued for equitable benefit packages for both faculty and administrative staff.

Amante also cites the problems of factionalism, turfing, and in-breeding in personnel decisions which dampen per-sonnel motivation and productivity.

Com-pounding these problems are news about budget cuts and unaddressed issues involving Commission on Audit reports. “Shirking, absenteeism, stress and bad health are some of the negative manifest-ations of these conflicts,” Amante says.

“The goal now is to restore trust, and restart dialogues with sincerity to produce results in better performance,” he adds. At the same time, he believes that “prero-gatives—whether as a UP official, faculty or staff member, union leader or mem-ber—are all subordinate to the public interest and the laws of the land.”

He speaks of a plan to tap IT and the interface of OVPA with all concerned units and offices. “Records for personnel, administrative services, and utilities moni-toring in the various campuses are still disconnected, a needless legacy of campus autonomy.”

Amante envisions full connectivity in administrative support for UP campuses, with provisions for tele-conferencing and video communications. He will

work for paperless transactions and a digitalized information system to promote transparency, good governance and democratic governance.

“I have observed closely the operation of teamwork systems in Japanese and Korean national universities, supported by information sharing, formal and informal communications. Faculty and staff are paid well, with enough incentive and funds for them to concentrate on research and innovation,” Amante explains.

Aside from making it efficient, equi-tably and maximally compensated and properly motivated, Amante also envisions a “green” administration which involves achieving capacity to measure and reduce the carbon footprint of administrative services and gradually reducing reliance on traditional energy sources. “The OVPA will interface with the Office of the Vice-President for Development and the various CU offices and units to promote and achieve a system of green energy cam-puses.”

Before assuming his post at the Office of the Vice-President for Administration (OVPA), Amante was a professor at the College of Economics and Business Administration of Hanyang University Erica Campus in Ansan City, South Korea. He was doing research and teaching on strategic human resource manag ement and org anizational behavior. Prior to this, he applied for early retirement from UP where he had more than 20 years expe-rience in teaching, research and consultancy work in the areas of industrial relations, economics of human resources, and compensation.

Amante’s research, publications and advocacy promote the interdisciplinary approach using the tools of the social sciences, law and management to

promote decent work and identify innovative resolutions to issues in employment relations. His consultancy work benefits various stakeholders in industrial relations. The focus of his recent research is on business and labor issues in East Asia, as well as on Filipino seafarers.

While President Alfredo E. Pascual is an expert in finance and management, Amante will provide suppor t in industrial relations and human resource develop-ment. Amante’s expertise is known locally and internationally. He had consultancy work with various companies, employers groups, and the International Labor Organization. From 2002 to 2007, Amante was a consultant and facilitator of the ASEAN Secretariat on the ASEAN Program on Industrial Relations.

Amante graduated with a Bachelor of Arts in Economics from the UP School of Economics in 1983. He was among the first recipients of the COCOFED scholarship grant in Silliman University where he studied from 1975 to 1979. After graduation in 1983, he was recruited into the staff of the UP SOLAIR. In 1986, he was granted an Asia Foundation fellowship to pursue a master’s degree in policy economics from the University of Illinois in Urbana Champaign. His interest in Japa-nese human resource development led him to pursue doctoral studies in Japan under the Mombusho (Japanese Ministry of Edu-cation) Fellowship Grant.

He earned his Ph.D. degree in 1993 from Keio Univer-sity in Tokyo. In 1994, he became research fellow at the Japan Institute of Labor.

From 2002 to 2004, he was a research fellow at the Seafarers’ International Re-search Centre (SIRC) in Cardiff

Prof. Elvira A. Zamora, DBA Vice-President for Development From being the first woman Dean of the UP Diliman College of Business Administration, as well as consultant and project leader of various development projects, Dr. Elvira A. Zamora is taking on a new challenge – that of working with UP President Alfredo E. Pascual and his executive team as the newly-appointed Vice-President for Development.

“I feel challenged [about the work],” says Zamora. “Even before I took over, I was already meeting with the people involved, like former Vice-President Armin B. Sarthou, and I already knew at the time that the job won’t be easy.

I think the main charge for all of us Vice-Presidents is to pick up from and sustain whatever [our predecessors] have accomplished, then add on to these accomplishments.”

The job, according to Zamora, will involve extensive networking with individuals and sectors within the UP System, and with external stakeholders including the alumni and potential investors. “The main role of my office

and the offices under me would be to find new sources of revenue, specifically by looking at how existing resources of the University could be optimally utilized.”

Another responsibility of the Office of the Vice-President for Development is to ensure and enhance the interconnectedness of all the University’s constituent units (CUs). “That will probably be one of our major projects—how to ensure connectedness in order to create a central or shared database so that decision-making would be quicker.”

Just like the other Vice-Presidents, Zamora knows the need for seamless coordination and mutual support among the members of President Pascual’s execu-tive team. “Most of the things we plan to do we cannot do by ourselves.

I have to work closely with the VicePresident for Legal Affairs, with the Vice-President of Administration, with the Budget Office, with the Office of the Secretary of the University, with Public Affairs and especially with Academic

Affairs. Team work is definitely a must.”

Zamora is well-prepared for the job due to her training, experience and exper-tise in management education, specifically in the fields of project management, operations management, management of innovation, management of emerging technologies, operations research/manage-ment science and technology-based entrepreneurship.

She earned her Bachelor of Science in Business Administration deg-ree in 1976, her Master of Business Administration degree in 1981 and her Doctor of Business Administration degree in 1989, all from the UP College of Business Administration. She also completed the Manufacturing Executive Program of the Michigan Business School (Hong Kong Training Center) through the Department of Science and Technology (DOST) Engineering and Science Education Pro-gram. She also trained under the Faculty Development Program under the UP-RDBA/ADSGM

supported by the Canadian International Development Agency. She was involved in the Exchange Program in Japanese Management and International Relations of the Institute for International Studies and Training in Japan.

Besides the deanship of the UP Col-lege of Business Administration from August 1, 1998 to July 31, 2001, Zamora also served as Director of the UP Diliman Technology Management (Continued on page 7)

6 U.P. Newsletter

febrUARY 2011

Prof.

J. Prospero E. de Vera, DPA Vice-President for Public Affairs

“The new perspective of [my office] is a redefinition of what `public’ means,” said Dr. J. Prospero “Popoy” De Vera, the new UP Vice-President for Public Affairs. “We have to examine how we relate to the internal and external publics of the University: from the UP community, other universities, our national leaders and the rest of the world.”

De Vera has spent the past three decades in the policy arena while working in the legislative branch in the Philippine government and in the United States of America. He has served as executive assist-ant, chief-of-staff, senior consultant and senior adviser to Senate President Aquilino Pimentel Jr.; Senate Presidents Protempore Sotero Laurel, Leticia Ramos-Shahani and Juan Flavier; Senators Gregorio Honasan and Ramon Magsaysay, Jr,; and Rep. Consuelo Puyat-Reyes from the 8th to the 14th Congress.

De Vera is internationally recognized as a political analyst and opinion maker, having been quoted extensively not only by major dailies in the country like Inq.Net The Philippine Daily Inquirer, Manila Bulletin, Business World, Business Mirror, Philippine Star, ABS-CBN Online, Sun Star, Graphic, Newsbreak and all major television stations. His views have also been quoted by the international networks like Time, Fortune, Reuters, Associated Press, El Figaro, Al Jazeera, Bangkok Post, Arab News, Financial Times, China Daily, Khaleej Times, Vietnam Express, Gulf Times and Voice of America News.

Aside from his political savvy, De Vera is also recognized for his expertise in policy making. He served as Executive Director of the Congressional Commission on Agricultural Modernization (AGRICOM) that later produced the Agriculture and Fisheries Modernization Act (AFMA). President Ramos and President Macapa-galArroyo made de Vera a member or adviser of the Philippine delegations to the 1994 UN International Conference on Population and Development held in Cairo, the 1995 UN World Summit on Social Development held in Copenhagen, the 1996 UN World Food Summit in Rome and the 2002 UN Special Session

on Children in New York. He left the Philippines in 1990 as a Fulbright-Hays Visiting Scholar at the University of Southern California and CSU-Sacramento.While in the US, de Vera worked in the California State Assembly and was the first Filipino recipient of the Cali-fornia State Legislature Resolution com-mending his work at the State capitol.

De Vera is also currently the Director of the UP NCPAG Center for Policy and Executive Development and a Professor of Public Administration at UP Diliman.

He was a Senior Fulbright Visiting Professor/Fellow at the Johns Hopkins University in Baltimore, Maryland in 2000 and 2001. He finished both his B.A. Histor y and Doctor of Public Administration degrees at UP Diliman.

“The administration of UP President Alfredo Pascual has captured the imagination of a lot of people, especially the alum-ni. The fact that he came from outside the UP academic community is exciting because there are expectations

that he will bring in not only his financial expertise but an objective perspective to look at UP from a distance and institute new ways of looking at things” said de Vera.

De Vera plans to execute what UP President Pascual said in his vision statement, which is primarily to strengthen alumni relations, to improve the informa-tion systems of the University and to ex-pand UP’s network to its different publics.

In strengthening alumni relations, his first order of business is to make the UP Alumni Association (UPAA) and the UP Office of Alumni Relations (OAR) work closely together in a seamless partnership. This is in line with his objective of touching base with alumni here and abroad and to make them actively participate in the Uni-versity not only through financial support, but by tapping the alumni’s expertise and services for UP’s projects.

As for the information aspect under the UP Office of the Vice-President for Public Affairs, de Vera wants to reassess the current information system and create a communication

plan to effectively project what UP to its various publics. In line with UP President Pascual’s definition of UP as a great university, part of the work that de Vera will do is to make sure that all publics will understand the branding of UP. This will be done by ensuring that information about UP’s faculty, research, development projects, and its contibution to national deve-lopment, national issues and are well disse-minated, making the university visible and recognized in the country and beyond.

To do this, de Vera first wants to improve the UP Newsletter and the UP Forum, two publications under the UP System Information Office (UP SIO).

Changes in the publications include making the UP Newsletter bilingual to further ensure that it will be accessible to UP’s internal public, among others.

A new UP website with improved design, content and functionality will also be launched under the new administration.

De Vera also plans to strengthen media relations and networking, as well as build up the information offices in

Prof. Lilian A. de las Llagas, “We must converge to make UP the greatest National University,” said Dr. Lilian de las Llagas, the new Secretary of the University and the Board of Regents.

De las Llagas holds the title Centennial Professor and teaches at the Dep-artment of Parasitology of the UP Manila College of Public Health. An outstanding teacher and researcher, she also serves as Director of the Institute of Health Policy Development Studies, National Institute of Health in UP Manila.

Her invention “Mosquito Repellant Lotion from Atis Leaves” was issued a patent in 2007. She won Second Prize at the UP Manila First Invertor/Inventors Fair in 1994. She introduced a Mosquito Lar-vicide in 1998 made from Avocado.

Dr. H. Takaoka from the Department of Infectious Disease Control of OITA Medical University, Hasama Oita, Japan named a black fly species Similium morof lilianae in honor of her significant contribu-tions in the field of Medical Parasitology and Entomology.

De las Llagas’ background is in medical entomology and health law. She is involved in project development and management, strategic planning, needs assessment, capacity-building, teaching and monitoring, and the development and implementation of training and extension programs. She earned her B.S. degree in Hygiene from UP and her M.S. degree in Tropical Medicine at Mahidol University Bangkok, Thailand.

She studied Medical Entomology at the University Sains Malay-sia where she earned her Ph.D. as a World Health Organization (WHO) fellow. She completed her Ll.B. studies at the Philippine Christian University in 2003.

Working with the UP College of Law, she completed projects on the

enforce-ment of the anti-smoking law. She is work-ing on an upcoming enforcement study on the Magna Cara of Public Health. Together with other professionals involved in the Health Law Group, de las Llagas produced a book on Health Laws of the Philippines.

She worked as a consultant for various local organizations, including the Depart-ment of Health (DOH), Department of Science and Technology (DOST), House of Representatives, Philippine National Red Cross and Center of Health Develop-ment Metro Manila. She was editor and contributor of the Manual of Procedures for the Dengue Prevention and Control Program of the Center of Health Development and has contributed to numerous prestigious scien-tific journals including The Philippine Entomologist, an ISI-listed journal.

She was visiting professor at the School of Public Health, Boston University; and the Dengue Consultant of the Ministry of Public Health, Guangxi Province, China. She was organizer of the Sixth International Conference on Emerging Infections in the Pacific Rim co-hosted with the Philippines by Japan and the United States of America.

She is co-founder of the Federation of Asian Parasi-tologists based in Chiba University, Japan. She recently led the national launching of the OvicidalLarvicidal Trap System against Dengue Mosquitos – a project with the DOST and the DOH. She has delivered scientific papers in local and international fora. And since her works were published in many scientific journals, it is not surprising that UP had given her an International Publication Award.

Her contributions to the community and in the field of Family Health Empowerment against Philippine Malaria and Dengue Control have been locally and internationally acknowledged. She was named “Outstanding Community Exten-sion Service” for her “Project for Integ-rated Community Based on Human Resource Development.”

Despite her busy schedule, she is involved in the acti-vities of the Secular Order of Discalced Carmelites where she is a tertiary member.

De las Llagas’ management experience is an advantage as she becomes Sec-retary of the University and the Board of Regents. She describes her leadership style as “focused, integrative and open.” She intends to develop projects that will be aligned with the blueprint of the University President

(Continued on page 7)

febrUARY 2011

U.P. Newsletter 7

Prof. Elvira Prof. Danilo L. Concepcion, Ll.M. Vice-President for Legal Affairs A. Zamora

(Continued from page 5)

Center from Januar y 1, 1997 to December 31, 1999, and as Chair of the UP CBA’s Department of Business Administration from October 1989 to December 1996. She currently serves as consultant for the Business Processing Association of the Philippines and the Science and Technology Institute.

She is a member of the UP Diliman Committee on Scholarships and Financial Assistance. She is also a member of the Editorial Advisory Board of the Journal of Future Business School in Kolkata, India, and of the Gadjah Mada Internation-al Journal of Business of Yogyakarta, Indo-nesia. She is associate editor of the Journal of Asia Entrepreneurship and Sustainability, a member of the Asia Pacific Roundtable on Cleaner Production and a member of the Board of Editors of the St. Paul University Quezon City Research Journal.

She has published papers on techno-logy management, technology education and training, and operations management in Philippine industries, among others, in respected publications like the Philippine Review of Economics and Business, Philippine Management Review, Asia Pacific Management Review and Journal of Operations Research.

She has been a full-time faculty member of the UP CBA for the past 31 years. She teaches one undergraduate class, one MBA class and one class at the TMC this semester, which coupled with her work as VP for Development means a tight schedule at least for the remainder of the semester. “It will be a challenge of time management,” she admits, “but after that, I’ll revise my schedule so I can focus on the work here. I’m required to just teach one course a year at my college, and at the TMC I have already committed to teaching one course a year, so I’ll have more time [after this semester].”

If she is not working, Zamora, a resident of Area 2, UP Campus, spends time with her husband and visits her mo-ther, her three sisters and their families.

When asked about her outlook for the next six years, Zamora relates an experience she had during the February 10 turnover and inauguration ceremony.

“While President Roman delivered her valedictory speech, I was thinking that six years from now, that person is going to be President Pascual. He’s going to enumerate his accomplishments, so I have to make a contribution to that speech. That was what was playing in my mind.”

With all her credentials and qualifications, for Zamora the most important qualities she brings to the job are her sin-cerity and ability not just to work hard, but to work smart. “I tell my students, ‘don’t think of it as working hard. Think of it as working smart.’

And in fact, if you like your job, then it’s not work at all. You should enjoy what you do.” And while it might be a little too soon for her to enjoy her work as Vice-President of Development, she adds with a smile: “I plan to enjoy it, so

Atty. Danilo L. Concepcion or ‘Danicon’ has been an achiever even before college. He was high school valedictorian at De La Salle-Araneta in 1974 where he had won awards for leadership, community development and journalism.

Four years later, he finished his Bachelor of Science degree in Agricultural Engineer-ing (BSAE) from the same university, graduating summa cum laude. Not only did he finish as a national scholar, but he also became a topnotcher in the Agricultural Engineers’ State Board Examination in 1979.

While studying engineering, he was elected member of the Interim Batasang Pambansa as representative of the youth sector where he served from 1978 to 1984.

After graduating with highest honors from his Engineering program, Concepcion studied what would soon become his consuming passion—law. Concepcion graduated cum laude from the University of the Philippines College of Law in 1983. He was a consistent dean’s lister while working for his Bachelor of Laws degree. He also fully immersed himself in his college’s culture of excellence, becoming Lord Chancellor of the Order of the Purple Feather, the Honour Society of Law Students.

It comes as no surprise that he became a topnotcher in the bar examination.

After serving in a big Makati law office, he went to London as a Chevening scholar. The Chevening scholarship is

awarded by the British Government to distinguished men and women who are motivated to be-come leaders within 10 years of their scho-larship. He finished his Master of Laws in 1987 at the Queen Mary College of the University of London and attended a special summer course in International Law of the Sea at Oxford University.

In 1996 he served as Associate Com-missioner of the Securities and Exchange Commission (SEC) and Chief of Staff of the Chief Presidential Legal Counsel. After this, Atty. Concepcion returned to De La Salle-Araneta, on loan from UP, to become its President from 2000 to 2002.

Upon his return to UP, he became Associate Dean of the UP College of Law from 2002 to 2006. At the same time, he was Head of the UP Law Center where he was also Director of the Institute of Judicial Administration.

Atty. Concepcion’s public service extends to the mass media. He is currently heard on DZMM’s Usapang de Campanilla, with Atty. Claire Castro and Ms. Rosel Manahan from Monday to Friday, 8:30 p.m. to 9:30 p.m. It is a program where people can get straightforward answers to complicated legal questions. Formerly known as Compañero y Compañera, the program has been providing legal services since 1996.

In addition to his tireless service through the mass media, he is Knight

Commander of the Order of the Knights of Rizal, and President of the Kapisanan ng Migranteng Pilipino. He is also a member of the Phi Kappa Phi International Honor Society and a Legal Officer of the Phi-lippine Society of Agricultural Engineers.

As Vice-President for Leg al

President Pascual’s turnover speech

(Continued from page

in order to attract funders, be they the government and its agencies, donors, investors, corporate organizations, or international institutions.

The new charter provides for 150% tax deductibility of donations to UP. In an era of rigorous tax enforcement, this incentive can serve as a material inducement to prospective donors.

On government funding. UP needs a long-term funding commitment from the government over and above what is currently being allotted to it annually. We shall try to get this commitment by preparing a long term strategic development plan that builds the case of UP as a key player in national development.

On development of idle properties. As a land grant university, UP has around 18,000 hectares of idle lands most-ly from government. We shall pursue the development of these assets in partnership with the private sector to generate extra revenues for UP. Such partnerships for com-mercialization of assets should be dis-tinguished from commercialization of edu-cation, which is not at all acceptable. We shall observe proper safeguards to maxi-mize the financial gains of UP from its assets. These

extra revenues should not replace, in whole or in part, the annual appropriations provided to UP by the national government as assured in the 2008 charter.

On our alumni. Our alumni are an untapped resource for funds and expertise. We shall strengthen our alumni relations in a seamless cooperation with the UP Alumni Association. We shall make our alumni feel they are valued members of the UP community. We shall not scrimp in giving our alumni achievers due recog-nition. Our goal is to promote among our alumni a culture of giving back to the University.

On efficient administration. It is one thing to raise funds; it is another to use funds efficiently. UP must ensure that wasteful expenditures are checked and administrative processes (such as procure-ment and hiring) are expedited. The use of information and communications tech-nology (ICT) to reduce voluminous paperwork will be a key to achieving administrative efficiency.

There are oppor-tunities to also save on power bills, while transforming UP into a “green” zone. We shall also implement

Prof. Lilian A. de las Llagas, Ph.D.

productivity improve-ments among staff through the creative use of technology and regular training for honing skills and changing mind-sets.

On democratic governance. We shall observe the principles of democratic governance based on collegiality, representation, transparency, predictability, and accountability. In the management of funds and other resources entrusted to the University, responsible stewardship and ethical conduct shall additionally charac-terize good governance.

The work ahead will not be easy, given the eclectic character of the University and the administrative and financial challenges we face. But with the faculty, research and administrative staff, students, and alumni joining hands with us to move the University forward, I am sure we will make much headway with our vision.

The Office of the President will keep its communication lines open to the UP community. I would love to hear your views, comments and suggestions.

In closing, let me paraphrase the song Tagumpay Nating Lahat: Together, let us reach out to the highest star. Our

(Continued from page 6)

whom she hopes will “protect the best interests of UP.” The Office of the Secretary of the Uni-versity (OSU) is the hub and repository of information which must be available and accessible. Among De las Llagas plans are to update inventory, archive and digitize records with the help of a competent staff. “The staff of the OSU must be responsible and accountable. Their good performance is necessary in our mission to make UP a great university,” she said. She believes that the staff must be focused adding that frequent process

8 U.P. Newsletter

febrUARY 2011

Remaking a Great University: UP in the 21st Century (Continued from page 3)

the country. UP’s curricula and teaching methods should be designed to respond to these needs. A strengthened general education program should enable students to develop broader perspectives and a cross-disciplinary orientation, sound ethical standards, the values of good citizenship and, hopefully, a strong bias for serving the country.

A great university is financially sustainable. For the UP System, financial sustainability is a continuing serious concern. The new Charter charges UP to perform a leadership role in higher educa-tion and national development.

UP is ex-pected to serve and lead as a graduate uni-versity, as a research university, as a public service university and as a regional and global university all at the same time. Yet, the commitment of the national govern-ment under the Charter “to fund the conti-nued growth, operation and maintenance of the national university through annual appropriations” has barely taken care of current operational costs and incremental improvements. Not enough funds are being appropriated annually to meet the rising cost of a quality UP education, much less to sustain capital expenditures for upgrading the university facilities.

To enable UP to undertake its missions to the fullest and remake it as a great university in the 21st century, a quantum leap is needed in the physical development of U.P. campuses and their technological infrastructure for teaching and research. Budget allocations negotiated annually may not yield the funding for the necessary capital expenditures. UP needs a longterm funding commitment from the government above what is currently being allotted to it annually. To get this commit-ment, the UP leadership should prepare a 10-year strategic development plan that convincingly builds the case of UP as being key to national development.

This plan will be used as the basis for negotiating an in-crease in the level of annual appropriations for UP. In funding the plan implementa-tion, one possible source that can be explored is the corporate income tax, among others. A certain

percentage of this tax may be earmarked during, say, the next 10 years to seed the UP modernization fund. The government may also be asked to tap international development agencies for funding specific components of the plan.

To supplement direct government funding, UP must intensify efforts to generate support from alumni as well as other donors and philanthropic sources.

The tax incentive provision of the Charter can be used to attract donations for UP from Philippine-based donors.

But the fund raising efforts should be international in scope. Arrangements should be made for foreign donors to course their dona-tions through UPlinked foundations, like in the US, for tax-saving purposes. The objective is to build up an endowment fund that will help sustain UP financially.

The University must also continue with vigor the programs to establish linkages and pursue partnerships with government agencies, private enterprises, and foreign institutions, par ticularly for research and development activities. Funding from such linkages can supplement the annual budget appropriations. It is important to note that these programs should be driven by UP’s own research agenda. Some mechanism, such as the Research Endowment Fund, should be maintained and augmented to enable UP to undertake research projects that are of vital importance to the Uni-versity and the country but which may not by themselves attract external funding.

UP has holdings of over 20,000 hec-tares of land which may be used to generate extra funds to meet the University’s needs. Transformation of these assets into pro-ductive uses is already being done by UP and other great universities elsewhere, through partnerships with the private sector. Such partnerships for commerciali-zation of assets should be distinguished from commercialization of education, which is not at all acceptable. Safeguards must, of course, be in place (e.g., adequate planning of asset uses and competitive selection of business partners) to

maximize the financial gains of UP from such com-mercial ventures. In addition, the injunction in the Charter must be observed that funds generated from the University’s properties “shall not be meant to replace, in whole or in part, the annual appropria-tions provided by the national government to the national university.”

While various sources of funding will be tapped, UP must ensure that there are no wasteful expenditures.

The cost of running the University should be well managed. UP should clearly identify the real costs of activities across its campuses, rigorously monitor expenditures, and avoid costly inefficiencies and duplications. UP should also implement productivity improvements through the creative use of technology and train/retrain staff on a continuing basis to hone their skills.

A top priority for UP is to keep to the minimum the tuition costs borne by students and parents. UP must maintain an excellent but affordable tertiary education for qualified students from the mass of our people. For equity reasons, UP must preserve its public character. The commitment of

the national government to underwrite the cost of a UP education is critical.

Without adequate public funding, it will be difficult to assure that tuition fee increases can be held in check indefinitely.

UP must be a university where students earn their degrees as Iskolar ng Bayan regardless of the economic status of their family. UP graduates must feel an obliga-tion to serve the people in return. We do not want a situation in which only children of financially able families can make it to UP. The profile of the UP studentry must approximate the socio-economic distribu-tion of the Philippine population, about 70% of which belongs to the lower and lowermiddle income classes.

A great university is a model for good governance to the country it serves. The UP leadership must observe the principles of democratic governance based on collegiality, representation, trans-parency, predictability, and accountability. The practice of good governance should be an ongoing commitment. When contemplating significant policy changes which have wide and far-reaching effects, the UP leadership should go through a (Footnotes) 1 Originally written in August 2010 and updated in January 2011.

2 Ateneo de Manila University was ranked by THE-QS 234th in 2009, 254th in 2008 and 451st in 2007.

3 In the 2009 U.P. System Conference: a Synthesis

by Dr. Maria Cynthia Rose B. Bautista published in The Forum of May-June 2010 (Vol. 11 Issue 3), it says that the subject conference “resonates with the themes of three other system-wide faculty conferences held more than a decade ago–Values and U.P. Education (1995); U.P. in the Service of the Nation (1996); and Globalization, Nationalism, and U.P. (1997). The synthesis further points out, “Those of us who attended the previous conferences noted that this conference

U.P. Newsletter prof. danilo ARAÑA arao Editor-in-Chief francis paolo quina Managing Editor camille dela rosa, andre encarnacion, CEleste anne castillo llaneta, jo. florendo b. lontoc, KIM Quilinguing, Arlyn VCD P. Romualdo, Bernice p. varona Writers Bong Arboleda, misael bacani, Jun Madrid Photographers Rod P. Fajardo III Layout obet eugenio Editorial Assistant Tom Maglaya Circulation The U.P. Newsletter is a monthly publication of the UP System Information Office, Office of the Vice-President for Public Affairs. We welcome contributions from the faculty, non-academic staff, REPS and students.

Please send your contributions to: The Editor U.P. Newsletter Mezzanine Floor, Quezon Hall, UP Diliman, Quezon City 926-1572, 436-7537 e-mail: upnewsletter@up.edu.ph upsio@up.edu.ph