UPLB: One University, One Goal, One Destiny Rex Victor O.

Cruz
A vision is not a vision unless it says yes to some ideas and no to others, it is a reason to get out of bed in the morning and come to work excited! -- Gifford Pinchot From the very beginning, the University of the Philippines was conceived, designed and destined to be the countrys National University - where the best and the brightest minds are honed and trained, and where nuggets of crude, unpolished ideas are carefully uncovered, and painstakingly transformed into golden bundles of knowledge and technologies, that serve as building blocks for national development, and keys to promoting human welfare.

Shining through from journeys beginnings and beyond From its humble beginnings in the 1900s, and through the many challenging decades past, which include the pre- and post war years, and up to the present, we witnessed the greatness of UPLB in varying levels and differing degrees. That history, our common history, will bear that our glorious past was indeed crowned with many breakthroughs in research, and trailblazing leadership in agriculture, veterinary medicine and forestry education. Our pioneering programs in these fields, dictated early the standards of excellence in agriculture, veterinary medicine and forestry education that were, and still are the models and norms of colleges and universities offering the same programs nationwide. These programs have produced many of the finest professionals, academicians, scientists, government officials and administrators that have distinguished themselves in various parts of the country and the world. In recent years, the younger programs in engineering, environmental science, development communication, economics and management, policy and governance, human ecology, computer science and basic sciences in keeping with UPLBs tradition of leadership and excellence had gained growing recognition and respect across the country and beyond. Many of these programs became models for universities in the Philippines and in the Southeast Asian region; and became the training ground of scientists and professionals who became leaders in their own home institutions. As early as in 1929, UPLB had etched its distinctive marks of excellence and leadership in scientific knowledge and technology generation in many fields. Foremost of these were off-season flowering of mangoes, alternative energy development, development of high-yielding, pest and disease resistant varieties of diverse crops, design of innovative farm machinery for small farmers, (e.g., flatbed dryer that revolutionized drying of farm produce). UPLB also led in the development of systems for selective forest harvesting, establishment and management of tree plantation and agroforestry practice, production of biofertilizers (e.g., BIO-N, Mycovam and Mycogro), development of postharvest technologies that enhance the quality and longevity of farm produce and the production of animal vaccine (i.e.,P. multocida). The Bee Program and the program on composting and development of inoculants are likewise examples of recent pioneering efforts that gained wide acclaim for their scientific and economic values.

Integrated and interdisciplinary programs and development approaches to human and environmental management that became precursors of similar programs developed in many universities in the country and in the region were also pioneered by UPLB. This includes the BIDANI for improving the nutritional status of Filipinos, biotechnology applications in agriculture, forestry and environmental protection, agroecosystem analysis, bioinformatics and systems biology, assisted natural regeneration and rapid/participatory rural systems appraisal.

Destiny as a National University Through those challenging decades, we saw greatness as UPLBs long-held tradition. This tradition will continue into the new millennium of our existence as the marching order to be the national university is now formally enshrined in the halls of jurisprudence that beckons us to fall in behind the call to UP as the national university, a public and secular institution of higher learning, and a community of scholars dedicated to the search for truth and knowledge as well as the development of future leaders to perform its unique and distinctive leadership in higher education and development (RA 9500 UP Charter 2008). This mandated task is, and certainly will be, as daunting and as challenging as ever. To make UP as the true national university, it has to grow further, strive harder and better, to be a genuine public service university, a relevant research university, and an ever growing graduate university. The biggest challenge lies in taking UPLB to the higher levels. To scale greater heights, UPLB must constantly innovate, sustain pioneering leadership, re-engineer and create programs and institutions that are relevant and responsive as ever to the mounting complexities of problems and opportunities associated with the increasing population, urbanization, industrialization, globalization, scarcity and degradation of the natural resources and the environment, and food security and safety, amidst the increasing threats and risks due to climate change. For UPLB being a graduate university means taking on the challenge of expanding capabilities to provide advanced studies and specialization to increasing number of enrolees in various graduate degree programs. The Ad Hoc Committee on Strategic Review of UPLBs Human Resources recommended that the UPLB graduate student population in 2030 should constitute 20% of the total UPLB student population (envisioned to be 25,000 at that time). Of this number, 40% are supposed to be enrolled in the PhD programs and 60% in Masters programs. Further, it is recommended that about 20 percent of the graduate student population should be international students. As a research university UPLB will need to sustain its commitment to basic and applied research and development and to the promotion of the application of knowledge and technologies it develops in addressing complex development and environmental concerns. This will call for investments on reinforcing the capability to embark on transdisciplinary and integrative studies by sustaining the modernization of research facilities and developing appropriate mechanisms for increased collaboration among UPLB units and between UPLB and other national and international universities and research institutions. Being a public service university UPLB will need to produce more appropriately skilled and value-laden graduates in various fields of arts, natural and social sciences, and engineering who will facilitate and guide the multifaceted processes of development and environmental protection. It will need to work

more closely with the national and local government, the private sector, the local communities and the civil society organizations as provider of up to date and reliable information, knowledge, technologies and expert advice to facilitate the attainment of their development goals.

The journey is arduous; the road is winding and long We must laud the achievements and gains of past administrations, especially, of the outgoing administration led by Chancellor Rey Velasco, who did a great job to make UPLB a better graduate, research and public service university, despite the extreme limitations in resources that chronically plagued UP. This, in a way, puts the next administration in a good position to sustain the thriving programs and to launch new programs toward realizing the vision for UPLB amid the difficulties and challenges associated with the rapidly changing social, political and environmental landscapes. Nonetheless the road ahead for UPLB remains replete with daunting barriers invariably related to financial deficiency that is magnified by the huge expectations on what UPLB must become in the future. As the saying goes the work is cut out for the next chancellor. On October 31 this year, UPLB will again be at a crossroad from where the new chancellor will lead us to the road that in his best judgment will most likely lead us to new heights of success. Should I be given the golden opportunity to serve as the next UPLB Chancellor, I will be honoured to take UPLB in a journey along the road where the old and the new converge. A road that will take us where we will be able to build on the gains of the past chancellors and at the same time where we can capture the vast opportunities for breaking new grounds and laying the foundation for achieving higher goals. In doing these, we will continue to adhere to the highest standards of academic freedom and excellence, good governance, nationalism, morality and ethics and intellectual honesty. In the next three years we will keep our sights fixed on the above vision as we together carry out strategic actions that will pave the way to the realization of our vision. God willing, my leadership will be focused on creating an environment that will inspire, unite and empower UPLB students, faculty, REPS and administrative personnel as one community committed to the goals and mandates of a national university. I intend to do this through my five (5) Point Thematic Action Agenda: 1. Governance for Growth and Unity

What matters about this university cannot be put into simple slogans; it is a process, a way of doing things and dealing with people. Work closely, provide inputs, and help the UP President craft the implementing rules and regulations (IRR) for RA 9500 in order to unleash the potential of the UP Charter to facilitate policy and institutional reforms necessary to keep in tune with the mandates of a national university. Particularly we will engage in developing:

o alternative and equitable admission process to enhance the access of indigenous peoples, poor and deserving students of public high schools and students from depressed areas to UP programs and services;

strategies for the sustainable, optimal and most profitable use of Makiling Forest Reserve, land grants and other real properties of UP;
o o mechanisms for quicker and more direct delivery of technical assistance, expert services, information and technology to national and local governments, local communities, private sector and the civil society.

Set in place mechanisms for regular meeting with the UPLB Executive and Management Committee (at least monthly) to discuss and identify existing as well as emerging problems and provide prompt solutions on issues affecting the administration and operation of UPLB.
Democratize governance by allowing student representation in the UPLB ExeCom and other related committees and conducting regular consultation, dialogues and forum with students

Promote transparency in university transactions and democratized formulation of university policies affecting university students, administrative staff, REPS and faculty Create a multi-sectoral UPLB Environment cum Green Development Committee (chaired by the Chancellor) to come up with the comprehensive UPLB Land Use and Development Plan, scheme for greater efficiency in the use of energy and water for units and buildings, and strategies to enhance the level of safety and security on campus while minimizing cost. Conduct operations evaluation of vital campus service offices (Campus Planning and Development Office, UPLB Police Force, Supply and Property Management Office, UPLB Legal Office, UPLB Health Service, Office of Student Affairs, Office of International Linkages, Office of Public Relations, Alumni Relations Office) to improve the quality and efficiency of the delivery of services, reduce response time, and build a dependable institutional memory for each of these offices. Improve the environmental management of the University by supporting facilities aimed to manage the different types of by-products of its operation, especially solids and wastewater; and to create a committee tasked to perform this daunting task. This will form part of the field laboratory of some students in related disciplines. Improve the efficiency of, and sharing in the use of existing classrooms and laboratory facilities and facilitate greater sharing of faculty members between colleges (e.g., creation of centralized research facilities and a Central Instrument Center)

2.

Innovation and Transdisciplinary Programs for Excellence, Collaboration and Integration

Provide sustained support to the UPLB Growth Programs (i.e., Food and Nutrition Security and Safety, INREM, Climate Change and Human Aggravated Disasters, Energy Systems, Biotechnology, ICT, Engineering, Basic Sciences, Education and Human Development, Culture and Arts, and

Development and Governance) as platforms for increasing scientific productivity, for strengthening basic sciences, developing innovative and transdisciplinary curricular and RDE programs, and building a common bond that transcends disciplinary divides, sectoral interests and biases, and competition for limited resources in order to promote greater integration and synergy of programs and foster collaboration amongst various disciplines and colleges. Refine the existing merit promotion system for faculty, REPS and administrative staff with the aim of improving the ability of a unit to accomplish its stated mission and improving staff morale and productivity
Invest in the upgrading of existing and development of new research and teaching facilities for transdisciplinary programs, e.g.: Food and Nutrition Security and Food Safety Laboratory

UP Rural High School Teaching Laboratory Geomatics, Bioinformatics and Computer Applications Laboratory Renewable Energy Development Laboratory Makiling Forest-Laguna Lake Landscape Laboratory and Enterprise Development Laboratory Climate Change and Disaster Risk Reduction Laboratory Land Grants Facilities for Integrated Natural Resources and Environmental Management

Explore possibilities on how to increase off campus (or even off shore) offering of more graduate programs for professionals who cannot leave the job market, building up on three existing off- campus offering (e.g., MIT for DOST, MMDM for PTA, and MDMG for Card-MRI, LGU of Cabuyao and DILG) 3. Resource Generation for Productivity and Sustainability

Create a Resource Generation Office to be spearheaded by the Office of the Vice Chancellor for Administration with active participation of University Services Management Office, UPLB Foundation, Inc., Office of International Linkages, Alumni Relations Office, Land Grant Management Office, Makiling Center for Mountain Ecosystems, Animal Hospital and other concerned offices primarily tasked to develop (and implement) strategies to capture opportunities for generating income from UPLB assets (i.e., physical, technological and human) and mobilizing resources from outside sources.

Explore the establishment of ONE STOP SHOPS for marketing all UPLB products (foods, seeds, seedlings, wildlings, plants, books, and souvenir items, including short courses and training programs)
Explore the opportunities in engaging the private sector in establishing income generating projects from UPLBs natural assets (i.e., ecotourism, plantation development, etc)

4.

Enhancing Support Systems for Empowerment and Inspiration

For Students
Develop a system for assisting students find decent and affordable accommodation (e.g., regulatory measure to ensure quality and safe accommodation in and off campus, infrastructure improvement, steady water supply to dormitories, explore different modalities for student housing)

Develop an effective system for helping UP students who are unable to receive their stipends in due time especially at the start of a semester (i.e., enhance the benefits from student loan facilities)

Conduct an assessment of the STFAP implementation at UPLB Continue to improve the facilities at the Student Union Building for students activities

In consultation with the students, craft a Cultural and Sports Development Program that will benefit the majority while searching for funds to support Varsity Teams that will be the icons of UPLB

Initiate the institutionalization of Student Health and Accident Insurance

Enhance the UP Graduate Mentoring and Apprenticeship Program (GMAP), including its coverage, by increasing number of grants and benefits to make it more attractive to deserving graduate students.

Improve online registration system to meet the enrolment needs of students

For Staff Increase support services (e.g., enhance the capability of the UPLB University Health Service to handle emergency cases and to perform diagnostics tests, improvement of infrastructure and waste disposal systems)

Explore opportunities to set in place mechanisms to augment income of low-salaried personnel Explore development of low cost housing in partnership with private sector Set up financial assistance program for faculty and staff development Explore options for an expanded but affordable health and wellness insurance coverage

5.

Extending the Reach of UPLB for Visibility, Partnership and Nation-Building

Institutionalize a system for proactive and deliberate advocacy, participation in, and influence on the formulation of science-based policies that promote sustainable development, good governance, resilient communities and vibrant economy.
Provide substantive support to the deliberate involvement and leadership in national and international scientific, educational and professional forums, networks and associations.

 Development of off-campus learning, research and extension centers for quicker demonstration, dissemination and adoption of new technologies and protocols (in collaboration with LGUs, corporate sector and other academic and learning institutions)

Explore opportunities for more tangible collaborations with international partners particularly other universities, SEARCA, IRRI, ICRAF, World Fish, ACB, etc
Pursue greater collaboration with DA, DAR, DENR, DSWD, DOLE, DPWH, DEPED, DILG, DOST, CCC, DOH and other national government agencies to address food and nutrition security, poverty reduction, environment protection, biodiversity conservation, climate change, human settlements development and other priority concerns

Enhance/upgrade UPLB Websites and other related portals of information about UPLB

Enhance network with the end-users and media, both local, regional and national, to ensure that our knowledge products are communicated to the greater public.

Final Words Former Princeton President Samuel Davies made his mark as a scholar and patriot that became a traditional exhortation of the university's succeeding presidents. I quote Whatever be your place, imbibe and cherish a public spirit. Serve your generation. What a fitting reminder for us that the real essence of UPLB as a national university is defined by our individual and collective commitment and willingness to work together and serve the Filipino people. Hence, my vision for UPLB: ONE UNIVERSITY, ONE GOAL, ONE DESTINY.