History

Updated as of 09 February 2017

 

History of the Office

At its 791st Meeting held on 21 January 1970, the Board of Regents approved the reorganization of the central administration of the University, the first of a series of reorganization proposals submitted by the President. This was pursuant to the authority given to him/her to by the BOR to “make a thorough study of the operations, organization, and structure of the University to enable him to determine the improvements that could be introduced” during the BOR’s 779th Meeting held on 31 January 1969. This reorganization effort officially formed the Office of the Vice President for Development and Public Affairs (OVPDPA). The OVPDPA was directly responsible for the planning and funding of development projects and expansion of the University and for promoting closer relations with the Government, the alumni, the foundations, the private sector, and the general public. OVPDPA had direct supervision and control of the following offices:

 

  • Development Planning Office
    The Development Planning Office was responsible for the preparation of development plans of the University, coordinated the updating and revision of the five-year plans of various units and the development plans of the various campuses. of the University

 

  • Public Affairs Office
    The Public Affairs Office was responsible for promoting contacts and liaison with Malacañang, Congress, and other offices of the Government, the private groups, external institutions, and the general public for the purpose of informing them of plans, progress, and activities in the University, and soliciting their support for more adequate funding of University activities and developmental projects.

 

  • Grants and Endowments Office
    The Grants and Endowments Office was responsible for maintaining and promoting contacts with the foundations and other sources of grants and endowments. It solicited and administered grants and endowments to the University, and coordinated the grants and endowments given to the colleges or units.

 


 

On 20 November 1972, the BOR was authorized by Malacañang to establish a System of autonomous units by virtue of Presidential Decree No. 58. At its 943rd Meeting, the BOR directed the President of the University to undertake an overall review of the operations of UP. UP President Edgardo J. Angara issued Administrative Order No. 58 on 18 August 1981 creating the Management Review Committee to conduct an appraisal and audit of the organization and management functions of the University for the purpose of bringing about progressive, effective, economical, coordinated, and simplified organization and management operations appropriate to a multi-campus University. This committee submitted their recommendations at the BOR’s 953rd (29 July 1982), 954th (12 October 1982), and 956th (17 December 1982) Meetings which were approved as well. On 23 March 1983, President Angara issued Executive Order No. 4 which implemented the previously BOR approved reorganization recommendations. The OVPDPA was restructured into two offices: the Office of the Vice President for Planning and Finance (OVPPF), and the Office Vice President for Public Affairs. OVPPF was directly responsible for the planning of, and generating of funds for development programs and projects of the University. The Vice President for Planning and Finance acted as Liaison Officer between the University, the Office of Budget and Management, the Commission on Audit, the Bureau of the Treasury and the Ministry of Public Works and Highways. OVPPF performed the following functions:

 

  1. To prepare and maintain a development plan for the University of the Philippines and its campuses;
  2. To conduct studies to assess the physical, manpower, financial and organization/management requirements for implementing development plans and projects of the System; and
  3. To assist the President in the formulation of financial and fiscal policies, plans and programs for generating funds and expenditure of funds for University programs and projects.

 

The following shall be under the supervision of the Vice-President for Planning and Finance:

 

  • Program Development Staff;
    The Program Development Staff assisted in the preparation and updating of the development plan for the University of the Philippines and the autonomous units and in institutionalizing a participative planning process in the University

 

  • Management Information System;
    The Management Information System assisted the line units in the design, specifications, and initial implementation of the various information sub-systems with a view towards having a responsive, coordinated, and integrated information system of the University of the Philippines

 

  • University Computer Center;
    The University Computer Center provided mainframe computing activities, technical services, and software suited for the academic and administrative requirements of the University. It also developed and maintained, with the cooperation of other academic and administrative units of the University, a program to promote the expanded and more efficient use of computers within the University

 

  • Resource Generation Staff;
    The Resource Generation Staff formulated and recommended policies, guidelines, and proposals to generate resources for the University of the Philippines and the autonomous units. It also designed, monitored, and implemented with and/or through appropriate University units, programs and projects for securing donations, grants, endowments, operating revenues, and other resources

 

  • Controllership and Budget Staff;
    The Controllership and Budget Staff conceptualized and translated into monetary terms approved plans for the University; designed, reviewed and evaluated fiscal and management control systems and procedures and ensured their implementation. It also helped ensure that all resources of the University of the Philippines are used efficiently and effectively.

 

  • Land Grants Office;
    The Land Grants Office and the Basilan Land Grant continued to operate until arrangements for the lease or the sale of the Basilan Land Grant was executed.

 

  • Basilan Land Grant

 


 

At its 1071st Meeting held on 03 November 1993, the BOR approved the reorganization of the President’s Executive Staff, hence splitting the Office of the Vice President for Planning and Finance into two: the Office of the Vice President for Administration and Finance and the Office of the Vice President for Planning and Development (OVPPD). The OVPPD took charge of long-range planning for and generation of funds for development programs and projects of the University.

At its 1134th meeting held on 26 August 1999, the Board of Regents approved the reorganization of the Office of the Vice President for Planning and Development and created the Office of the Vice President for Development (OVPD). OVPD’s mandate was likewise revised to reflect the following:

 

  1. Develop and implement programs for expanding the financial endowment of the University through donations and grants;
  2. Identify, initiate, and implement income-generating activities for the University;
  3. Coordinate with autonomous universities in pursuit of opportunities for resource generation; and
  4. Perform all other functions or projects as may be assigned by the President.

 

 


 

 

In July 2009, OVPD proposed the following Guidelines for General Development Strategies which were approved by the President’s Advisory Council (PAC) at its meeting held in Baguio on 14 August 2009:

 

  • Interconnectedness
    The different constituent universities (CUs) should be fully digitally connected to each other, with operable connections to other universities and colleges so as to promote UP’s mandate of “teaching the teachers.” For the purpose, multimedia learning centers can be set up in other colleges all over the country through which these colleges will get updated feeds from the University in the form of easily digested modules in all areas of learning. The University’s reach will be further extended by satellite Internet feeds that would allow penetration into even the remotest parts of the archipelago.

 

  • Development of Real Estate Assets
    The University will, with the help of government; the alumni; and the private sector, convert unproductive real estate holdings into resource-generating assets, decreasing dependence upon government subsidy to just under 25% of its funding requirements. Assets such as the Sierra Madre and Mindanao land grants should be made fully productive with agroforest plantations in some portions to fortify University finances. Other areas rich in biodiversity will serve the University’s teaching and research functions. In all CUs, assets closer to campus will be further developed with the construction of more academic buildings and support facilities, housing for faculty, staff and students, and science and technology centers.

 

  • Revenue from Intellectual Property
    Intellectual property should also be a major source of revenue for the University. Processes shall be put in place which shall greatly enhance the full realization of the income potential of the inventions and patents borne out of the efforts of our many faculty members who are involved in research development.

 

  • Creative Management Structures
    In light of RA 9500 or “An Act to Strengthen the University of the Philippines as the National University,” officially known as the University of the Philippines Charter of 2008, there may be opportunities for the University to put together private management groups (perhaps wholly owned subsidiaries or foundations) that can manage some of the University’s resources. The institution of such entities may make possible private sector-level compensation packages for the manager (composed mostly of UP faculty in limited practice). This would have the effect of freeing up huge amounts of creative entrepreneurial talent already present within the University.