Page 11 - ADMINISTRATIVE MANUAL

11

7. Relentlessly pursue academic excellence through a continuing and invigorating
accreditation system towards the establishment of Centers of Excellence and Centers of
Development.

a) All academic programs must meet the minimum standards set by proper technical panels
(e.g. TPAE) in terms of curricula, faculty, equipment, facilities, etc.;
b) All academic programs to be eventually accredited by proper accrediting bodies;
c) Clear-cut policy guidelines on internal Accreditation and set directions and targets for
institutional/Campus accreditation;
d) Pooled potential COE/COD Funds to be diverted to accreditation of programs to be called
Accreditation Support Fund;
e) Evaluate impact of fund support given to potential COE/COD colleges;
f) Aggressive self-survey of all programs which have not yet been evaluated/accredited;
g) Regular monitoring of accreditation as a continuous process;
h) Moratorium on the offering of new courses/academic programs unless and until the
minimum requirements are first met, particularly on the number of full time faculty and
basic equipment;
i) Review of course offerings of colleges and evaluate their appropriateness in a college.
Misplaced course offerings affect the Staff Development of the faculty in a college as well
as the accreditation of such curricular program;
j) Faculty mainstreaming so that faculty members will be properly aligned to an appropriate
college. Teachers handling purely G.E. subjects should belong to Arts and Sciences.
k) Colleges to initiate the holding of regional for trainings, conferences in cooperation with
other institutions and organizations for accreditation and SUC leveling; and
l) Faculty publication in referred journals at all levels, particularly, in international and
national journals and publications to improve accreditation and SUC leveling status.

8. Encourage involvement in resource sharing between and among SUCs in the Region,
including consortia programs in instruction, research and extension.

a) Strengthening of existing linkages with SUCs in the region;
b) Establishment of viable new consortia with SUCs in the region;
c) Consortia in the holding of national and regional for trainings, seminars and conferences.

9. Put in place a strong and expanded University Internal Audit System Office.
a) Establishment of the Internal Audit System Unit in the Office of Management and
Development directly under the Office of the President to review, evaluate and monitor
University operations in terms of management policies, systems and procedures,
management controls as well as fund management (budget, fund generation and fund
utilization) to ensure efficient administration;
b) The IAS will have a Management Analyst and a Financial Analyst to carry out the
functions; and
c) It will come up with measures to improve the operations of the University.

10. Strategize the internalization of the Vision, Mission, Goals and Objectives of the University
among all its constituents and stakeholders so that everyone can substantially contribute
to their attainment.

a) All faculty and employees must know and understand the VMGO of the University and
devise ways and means of contributing to their attainment that could be manifested in their
work performance, work ethic and individual and collective behaviors as members of the
University family;
b) Strengthen the HRMO for more efficiency and productivity of all employees;
c) Massive information, education and communication campaign to propagate and promote
the VMGO of the University among its alumni, patrons and benefactors and the people in
the communities in its service area so that they could help in their attainment.