Beruflich Dokumente
Kultur Dokumente
Confronting the
challenges
Development of the Universitys Eight-Year
Strategic Plan, specifically in the areas of
Accreditation, Curricular Updating, Faculty
Development, and Institutional Conformity to
national and international standards.
actively advocate for Service-Learning which has
now been successfully institutionalized across
the different disciplines in the University.
DELIVERY OF
HAVING A VIBRANT & SOUND
GOOD EDUCATION
INSTITUTIONAL LIFE
Good curriculum
Sound Vision, Mission & Goals
Good faculty & staff Sustainable budgetary infrastructure
Good facilities
Solid funding & financial infrastructu
Good alumni (outcomes)
Supportive friends
Objective Planning
Base plans on VMGs
Use most current data
Do multi-level and participatory
assessment of strengths, weaknesses,
opportunities & threats
Systematic Planning
Include the points of view (and stakes of):
Students
Faculty & Staff
Administrators
Alumni & Friends
Board
Regulations & regulatory agencies
Sympathetic Planning
Identify whats to be done (objectively,
systematically, clearly)
Anticipate what gains & pains might be incurred by:
Students
Parents
Faculty & staff
Administrators
Alumni & friends
Board
Public
Gaining Support
Keep high levels of:
Transparency
Accountability
Participatory Leadership & Decision-Making
Predictability
Students
Parents
Faculty & staff
Administrators
Alumni & friends
Board
Regulatory agencies
SWOT
Strategic
Frequent
Frequent
Frequent
of Risks
Plan
review of economy & markets
review of global & national situation
identification of changing landscape
Institutional
Legal & Regulatory
Political
Social & Cultural
Fiscal & Financial
Physical & Environmental
Planning Ahead
Systematically
Anticipate curricular changes: anticipatory re-
Planning Ahead
Sympathetically
Estimated (& shown) the anticipated costs to Silliman of
the K-16 reform (About 750M pesos from 2016-2020)
Clearly laid out the risks to Silliman: financial, institutional,
legal
Developed a basket of strategies to lower the risks
On
On
On
On
On
Gaining Support
Created a University Leadership Council
Widened our discussion & decision communities & circles
Kept a schedule of frequent reporting (web, others) to the Board,
alumni, parents, and friends (donors & supporters)
Kept being involved in institutional bodies, linkages, public affairs
Kept a predictable response to complaints & discipline cases
Improved compliance to regulations on faculty credentials
Intensified efforts to have a neat & safe campus-wide landscape
Strengthened our student recruitment, selection & retention
system (including harmonizing inter-unit grading protocols)
Strengthened systems for serving the needs of our alumni
Open the university for joint ventures & co-investments
Silliman envisions . . .
Genuine quality Christian education as a
result
of an interaction of experiences from at least
five venues:
the classroom,
the Church,
the cultural center,
the (athletic) court, and
the community.
The Classroom
The classroom is a major component of the
"second home" of students.
Teaching at Silliman is made to challenge
students to question prevailing concepts
and theories, and find meaning in them in
their day to day activities.
Important to Silliman University is a
mentoring system that walks students
through the learning process of life.
The Church
Christian faith is foundational to Silliman education.
Various activities for faith nurture, education, worship,
fellowship, and service are in store for Silliman
students all year round.
The Community
DAGHANG SALAMAT
THANK YOU.