91¿ì»îÁÖ

Vice Chancellor Message

Becoming a Research University embraces diverse challenges in instruction, research, community extension and production in the part of a certain pedagogy. Au courant to the needs of the communities, MSU-ILIGAN INSTITUTE OF TECHNOLOGY serves as a paragon for academic excellence and a catalyst for peace and development in Mindanao. Tagged with the Institute’s vision and mission is the birth of the Office of the Vice Chancellor for Strategic Initiatives (OVCPD). The Office provides enhanced analytics to support institutional decisions, greater coordination between planning and budgeting functions, and transparent and strategic resource-allocation processes.

For the past years, OVCPD worked for the same advocacies to strengthen the Institute’s quadruple functions and its thrusts. The Office plays a vital role in planning institutional development and sound financial management practices. That is, to focus on making strategic changes to the processes for the development and implementation of the Institute budget; enhance the Campus Physical Planning processes, utilize the technical working group (TWG) for thought leadership and strategic directions; and provide analytical support for the establishment of the short-and-long term plans. Such commitment to the Institute undeniably deserves great attention to respond to the global demands.

Moving forward, the Office with the full support of IIT constituents promotes free flow export of services and professional mobility. Our Institute organizational structure and its functions and operations will be aligned to provide for the intermediate term needs of campus. So that the Institute can fully operate within its mandate, a ROADMAP should be given utmost priority to set and boost directional plans to whatever framework the Institute tries to achieve and accomplish. Moreover, the Institute Roadmap will improve productivity and profession’s access to regional or global opportunities through innovations beyond their routine functions - independent of the national budget. Part of its challenges is to create and propose ancillary income generating programs (IGPs) with our counterparts across campus, and external stakeholders to enhance and sustain knowledge-infrastructure.

Meanwhile, the Philippines having a provisional signatory status in Washington Accord deputizes the Philippine Technological Council (PPC), a local Engineering Accreditation Board. Grabbing this opportune, the two (2) submitted academic programs of Chemical Engineering and Electronics and Communication Engineering had its accreditation visit, thus, result is still pending. In terms of international linkages, 91¿ì»îÁÖ is an active member of the ASEAN University Network – Southeast Asia, Engineering Education Development Network (AUN SEED-Net), the only school in the Philippines which is a member of Asia Technological Universities Network (ATU-Net), and others. Such endeavors are indelible marks responsive towards internationalization. Yet, to be a part of the international bandwagon and to augment our financial limits, the Institute is now operating its endowment fund which most universities are doing. This endowment definitely supports our continuing plans and services and other undertakings beneficial to the Institute, students, community-stakeholders.

At the same time, we need to draw clear lines of authority, and management responsibility focusing on analytical support for the Chancellor's high priorities, create and publish researches and facilitate dialogues on these agenda across campus.

As a flagship campus of science and technology, it is imperative that the Institute’s short and long-term plans should be responsive to the local and global needs. Also, it requires the continued commitment, excellence, teamwork, integrity and accountability in facing all possible challenges beyond our limited capabilities and resource allocation.