Finance and Resource Generation

  • rosalesThe Administration and Finance Division of the Batangas State University provides a broad range of financial and administrative services to students, faculty, staff and other university stakeholders. The Division strives to deliver all of its services with efficiency and dynamism and in the best interests of the University. Major service units of the division include: Administration, Medical/Dental, Finance, Facility Management, Auxiliary, and Information and Communication. Information on these units and others are available through the links provided here. All units within Administration and Finance are committed to the development, implementation and continuous improvement of policies, procedures and services that are guided by the mission statement and core values of the University.

    By working collaboratively and individually, the division seeks to provide financial and administrative expertise to campus administrators and other key officials of the University in a prompt professional manner. It seeks to provide a climate conducive to the personal and professional development of all employees and one that ensures ethical standards and integrity in all endeavors. It is firmly committed to ensuring the success of the University.

    We hope that your visit to our Division, whether it be through this web site or on campus is informative and helpful. We will endeavor to keep information as current as possible, including information about projects in progress. If you have any questions or would like additional information, please contact one of our offices. We welcome any suggestions or ideas for improving our ability to serve.

    Thank you for visiting!

    Sincerely,

    Atty. Luzviminda C. Catapang-Rosales, CPA
    Vice President for Finance & Resource Generation

  • Service Mission
    The shared mission of the Administration and Finance Division is to provide proficient management of human, physical and fiscal resources to advance and support the mission of the Batangas State University. It is to support the academic, research, extension, production and public service activities of the University by providing effective and efficient financial and administrative services to the university community while ensuring compliance with applicable laws, regulations and policies.
    Guiding Principles

    Generally, we are guided by the “Ethical Standards for Public Officials and Employees”. Specifically, the following principles provide the foundation for all that we do.

    Customer Service

    We will dedicate our attention and best efforts to delivering services with distinction to all customers: students, faculty, employees and community. Collaboration and teamwork will be utilized to continually improve our services. Integrity Honesty, trustworthiness, administrative/fiscal accountability, and dependability will steer our actions.
    Professionalism
    We will recognize the importance of people and opinions; value good work; enhance everyone’s skills and abilities; provide avenue for professional development; and encourage a balance between work and life.
    Innovation
    We will encourage new ideas to foster improvement, embrace creative solutions that are aimed at eliminating obstacles and achieving excellent public service.

    Projects and Activities

    The Administration and Finance Division strives to complete the following on-going and proposed activities:

    Workload Assessment

    This is an activity initiated by the Office of the Vice President for Administration and Finance having observed a significant increase in the number of contractual personnel and job order workers in recent years coupled with anecdotal information of workload imbalance and a record of unfulfilled requests for additional staff by various academic and administrative units in the University.

    Purpose and Objectives:

    Workload Assessment will enable us to identify problems and key gaps in administrative staffing and services across the system and specify the management action required to further improve operational performance. Completion of workload assessment would allow us to:

    1. Review the current job assignments within the existing staff to maximize workflow and efficiencies;
    2. Review procedures to eliminate unnecessary bureaucracy;
    3. Provide objective assessments of the number of staff required to meet operational requirements, how those staff can be deployed to maximize their effectiveness, and the management systems or specific actions to ensure accountable and efficient staff management;
    4. Determine reasonable workload consistent with the staff level of appointment and salary,
    5. Plan for modifications and/or introduction of new employment scheme and salary range consistent with fair and proper consideration of workloads;
    6. Ensure that all staff have the necessary resources and support to adequately manage their workload;
    7. Determine the necessity for additional positions and/or to upgrade existing positions;
    8. Provide information to the management in formulating new policies and deciding organizational changes and needs; and
    9. Integrate assessment data into strategic planning.
    Procedure:

    A workload assessment form is distributed for accomplishment of all non-teaching staff, faculty members with administrative duties, clerical workers under job order scheme, janitorial and skilled workers under agency. After completion and submission, the Office of the Vice President for Administration and Finance shall conduct further assessment and analysis then make the necessary recommendation to the University President.

    Expected Date of Completion: May 15, 2009

    Installation of Performance Management System Office Performance Evaluation System (PMS-OPES)

    In accordance with CSC Memorandum Circular No. 7, s. 2007 as amended by CSC Memorandum Circular No. 1 s. of 2009, a Work Plan for the installation of the (PMS-OPES) of the University is prepared and submitted to the Office of the University President. PMS Key Players and Groups were identified with no less than Dr. Nora. L. Magnaye, the University President as PMS Champion.

    Objectives:

    1. To align individual performance goals with the University’s strategic goals/vision;
    2. to ensure organizational effectiveness by cascading college/division/unit accountabilities to the various levels of the University’s hierarchy;
    3. to have performance management linked to other HR systems; and
    4. to link the University’s overall performance to the Organizational Performance Indicator Framework (OPIF), to the University’s Strategic Plan, and to the Medium-term Philippine Development Plan.
    Tentative Program of Activities (February 2009-January 2010)
    Activities Unit/Team Responsible Where Timeline
    Senior Officials’ meeting on installation of PMS-OPES Office of the President/VPAF Nursing Amphi-theater BSU, Main Campus I February 06, 2009
    Issuance of memorandum identifying and creating the PMS Key Players and Groups respectively for the installation of PMS-OPES Office of the President

    Memorandum Order No. 9 Series of 2009

    February 10, 2009
    Submission of the BSU PMS Key Payers and Groups Office of the President CSC Field Office, Batangas City February 12, 2009
    Inquiry with the CSC regarding request for briefing/orientation on the installation of the PMS-OPES PMS-OPES Secretariat as per Memo No. 9 CSC Field Office, Batangas City February 13, 2009
    Submission of request for briefing/orientation on PMS-OPES PMS-OPES Secretariat CSC Field Office, Batangas City March 03, 2009
    Planning Meeting of Key Players and Groups Committee Heads; Secretariat BSU, Main Campus I Not later than March 6, 2009
    Preparation of Budget for the installation of PMS-OPES Office of the VPAF, Committee Heads; Secretariat BSU, Main Campus I Not later than March 06, 2009
    Approval of Budget of PMS-OPES Office of the VPAF; Office of the President; PMS-OPES Secretariat BSU, Main Campus I Not later than March 10, 2009
    Preparation for the briefing/orientation on PMS-OPES

    1. Follow-up request
    2. Look for venue and confirmation of the same
    3. Purchase of supplies and materials
    4. Preparation of hand-outs/materials or presentation for orientation/briefing
    5. Notice to key players and groups of PMS-OPES
    6. Transportation for the participants and CSC PMS facilitators
    Secretariat; Office of the VPAF BSU, Main Campus I From March 10, 2009 to April 15, 2009
    Orientation/Briefing on PMS-OPES Secretariat; Office of the VPAF

    CSC PMS Facilitators

    At the chosen venue; as suggested by the CSC PMS facilitators it should be outside the University to ensure complete participation of key players and groups;

    Venue: Galilie Place, Barangay San Sebastian, Mataas na Kahoy, Lipa City

    April 16-17, 2009
    Formulate general policies and guidelines in the installation of PMS-OPES in consultation with the members of the BOR PMS Champion (University President) Vice Presidents; Calibration Committee; Secretariat BSU, Main Campus I April 18-30, 2009
    Crafting the OPES Reference Table for units/divisions/colleges PMS –OPES Measurement Development Team (MDT); Secretariat BSU, Main Campus II May 1-15, 2009

    Every Friday 6:00-10:00 pm

    Pilot testing the OPES Reference Table PMS –OPES Measurement Development Team (MDT); Secretariat BSU-Main Campus I on different occupational/ functional groups May 16-20, 2009
    Evaluation and review of the OPES Reference Table PMS-OPES Calibration Committee; Secretariat BSU, Main Campus II May 21-31, 2009
    Discussion with the MDT of the PMS-OPES Reference Table PMS-OPES Calibration Committee; Secretariat; PMS –OPES Measurement Development Team (MDT> BSU, Main Campus II May 29, 2009
    Refinement of the PMS-OPES Reference Table PMS-OPES Calibration Committee; Secretariat BSU, Main Campus II June 1-5, 2009
    Re-evaluation and finalization of the PMS-OPES Reference Table PMS-OPES Calibration Committee; MDT; Secretariat BSU, Main Campus II June 6-10, 2009
    Establishment/institution of a Performance Evaluation System based on the PMS-OPES developed PMS-OPES Calibration Committee; MDT; Secretariat, HRMO BSU, Main Campus II June 11-20, 2009
    Presentation to the Administrative Council of the new Performance Evaluation System based on the PMS-OPES developed Office of the President; Calibration Committee; Secretariat BSU, Main Campus II June 22, 2009
    Recommendation of the Administrative Council for approval of the new Performance Evaluation System based on the PMS-OPES Office of the President BSU, Main Campus II June 22, 2009
    Approval of the new Performance Evaluation System based on the PMS-OPES Office of the President; BOR; Secretariat BSU, Main Campus II Tentative date: June 22/23, 2009
    Information dissemination on the approved new Performance Evaluation System based on the PMS-OPES through a forum/assembly Office of the VPAF; HRMO; Secretariat BSU, Main Campus II June 29, 2009
    Pilot installation/ implementation of the new Performance Evaluation System based on the PMS-OPES HRMO; all units/divisions/colleges concerned University-wide July 01-December 31, 2009
    Evaluation of the pilot installation/ implementation Calibration committee; HRMO; Secretariat BSU, Main Campus I December 2009
    Full and actual implementation of the new Performance Evaluation System based on the PMS-OPES HRMO; all units/divisions/colleges concerned University-wide January 2010 onwards

    ESTIMATED BUDGET: PHP 360,000.00

    Proposed Adoption of Austerity Measures

    Pursuant to Administrative Order 103, which directs the continued adoption of austerity measures in the government and as part of the University’s prudent fiscal management, a ‘Proposed Austerity Measures’ is submitted to the office of the President for consideration and approval. Part of the suggested action is to submit the ‘Proposed Austerity Measures’ for review by other officials concerned for improvement and acceptability.

    1. Rationale

      Administrative Order 103, which directs the continued adoption of austerity measures in the government, remains in force. In pursuance thereof and as part of the University’s prudent fiscal management, all colleges/campuses/divisions/units, regardless of funding source of their operation should be mandated to continuously adopt austerity measures. Henceforth, specific austerity measures must be identified and its adoption reiterated.

    2. Basic Principles

      Heads of offices, officials and employees shall be guided by the following principles as the basis for making decisions in compliance with the said order and prudent fiscal management policy.

      2.1 Austerity measures shall be levied principally on the general overheads related to the administration of colleges/campuses/division/units.

      2.2 Austerity measures should not compromise the safety or health of students, faculty, employees, or the general public in our campuses or offices.

      2.3 Austerity measures should cover all areas of the University, provided that the academic mission and integrity of programs must remain a priority and no such measure could lower the quality of our best programs and essential functions.

    3. Specific Measures

      In accordance with A.O. 103 the following austerity measures shall be adopted:

      3.1 Attendance to trainings, seminars and workshops are to be prioritized and limited to only those deemed most essential to the effective implementation of academic programs and performance of administrative duties.

      3.2 In-house training, seminars and workshops are to be prioritized and training organizers to submit training programs to the budget office for funding and the University President for approval.

      3.3 Expansion of organizational unit and/or the creation of positions shall be allowed only under the “scrap and build” mode. No additional position shall be created unless a serious disruption in the functioning of the University would otherwise result. Faculty and academic non-teaching positions would be created only when it can be demonstrated that these positions are vital in the performance of a critical task or whose service is vital to the conduct of specialized research, projects or activities. New academic programs would be created only when it can be determined that these programs will help the University sustain its financial viability and strengthen its academic operation.

      3.4 Anniversary celebrations and other similar events shall be allowed but with minimum of expenditure. Sports and cultural competitions within the University and among schools/SUCs shall be allowed chargeable against athletic and cultural fees.

      3.5 Reduction of at least ten percent (10%) in maintenance and other operating expenses (MOOE), more specifically in the consumption of fuel, water, office supplies, electricity and other utilities, through the following energy and utility conservation measure:

      3.5.1 No air conditioning before 8:30 am or after 5:00 pm. Air conditioners are to be shut down during lunch break (12:00-1:00); in case of classrooms when no classes are held. This excludes offices where no other form of ventilation is available.

      3.5.2 Lights are to be shut off whenever offices are vacant or classrooms not in use and during lunch hours.

      3.5.3 Students should not be allowed to use airconditioned classroom as study area. They should be advised to use the library and other designated areas for the purpose.

      3.5.4 Computers and other equipment must be turned- off when not in use.

      3.5.5 Maintenance and Security personnel are to move around hourly to turn off unnecessary lights and air conditioners in unoccupied offices/vacant classrooms and check all toilets for running water and/or leaks which are to be repaired immediately.

      3.5.6 Inter-office memo and papers of a non-confidential nature shall use recycled paper (i.e. used paper) provided that the used paper shall also be of non-confidential content.

      3.5.7 Overtime of non-teaching staff shall be compensated through time/days off or compensatory overtime credits (COC), in accordance with guidelines jointly issued by the Department of Budget and Management (DBM) and the Civil Service Commission (CSC). When adequate savings is available at the end of the year unutilized COC may be paid.

      3.5.8 The authority to render overtime shall be date and task-specific. Accomplishment report must be submitted after each authorized overtime work.

      3.5.9 Use of university vehicles must be limited to pre-approved travel and request for use of vehicle be filed three days before actual travel to synchronize itineraries and maximize number of passengers per trip ticket.

      3.5.10 Issuance and use of computer inks/toners to be monitored by the supply office through submission of empty cartridges prior to issuing new ones.

      3.5.11 Determine the viability of using the ‘conversion ink technology’ or refilling method in lieu of purchasing new ink cartridges/toners.

      3.5.12 Determine the viability of using Voice Over Internet Protocol (VOIP) in lieu of landline phone as means of communication.

      3.6 Strict prioritization of purchase of equipment and other capital expenditures.

      3.7 Realignment and use of savings to fund essential and priority programs of the University, especially those in pursuit of the academic mission of the University.

      3.8 Undertake a thorough review and evaluation of all ongoing research, extension, academic programs and employment schemes to determine their continued relevance and identify a more effective mode of delivery, structure and process.

    Proposed Security and Public Safety Policies and Guidelines

    Campus security and safety at the Batangas State University is a combined effort among administration, faculty, staff and students. It is our desire to create and promote an open environment that encourages learning and freedom among all who come to the University.

    With this in mind, the University is committed to providing a ‘Security and Public Safety Policies and Guidelines’ to be implemented and administered by our competent, trained and professional security group using updated procedures to ensure a reasonably secure and safe campus for all members of our University community.

    Purpose

    To formulate and recommend policies and guidelines that would ensure security and safety of university property and premises; regulate and control the access, identification and movements of students, faculty and employees, visitors and vehicles while inside the campus and within university premises; consider other preventive measures for total protection of the entire University- its members and stakeholders, facilities and properties.

    Expected Date of Completion: June 30, 2009

    A Review of the University Administration and Finance Operation

    While in recent years the Administration and Finance Division has made significant strides towards improved operational efficiency and enhanced service levels in many respects, there are other opportunities for developing collaborative administrative and finance services within the University system.

    The proposed review shall contain two distinct elements: a review of the organizational structure and design of the Administration and Finance Division; and a review of all administration and finance-related support services across the University.

    Scope and Objectives:

    The major objectives of this proposed review are to:

    1. Identify opportunities to improve the efficiency, effectiveness, and coordination of the administration and finance functions among the campuses;
    2. Seek opportunities to reduce the overall cost of administration and finance activities throughout the University;
    3. Identify areas where similar support services, common practices, or common use of technology suggest an opportunity to consolidate, centralize, outsource, or otherwise deploy a new and cost-effective model for the delivery of services.

    Expected Date of Completion: December 2009
    We will promote better communication and understanding of university finances and administrative policies and procedures; ensure compliance with existing laws, rules and regulations; and safeguards university assets while eliminating wastage to the maximum extent possible.
    People
    We will develop and implement strategies for making the University an ‘equal opportunity employer’ with an engaged, inspired and competent workforce.
    Environment
    We will ensure the safety of students, faculty, employees and visitors alike. We will be environmentally responsible.
    Economy and Efficiency
    We will develop and implement strategies that result in maximization of financial, physical and human resources for use at the University and within our division.
    Change
    We will continually evaluate, how we work, what services we provide, and how well we provide those services to ensure value is provided to the University and other administrative units and to ensure that the educational and service experiences are enhanced by interaction with our people.

    Goals

    Our primary goals are to:
    Ensure that the university’s administrative and financial structure provides the most effective and efficient support for the academic, research, extension programs.
    Continuously improve the services we provide to students, faculty, employees and other stakeholders.
    Seek the greatest advantage in the application of technology in budget, financial reporting, procurement and supply management, human resources and professional development, records keeping and management.
    Maintain a quality workforce and work environment.
    Strengthen fiscal and administrative control measures with attention to involvement and understanding of key officials and other major players.
    Ensure financial viability and sustainability of university operation.

    Functions and Services

    The Administration and Finance Division serves the university community in all matters relating to budget and financial planning, cash management, accounting records and processes, procurement and supply management, income generating projects, facilities management services, space management planning and allocation, motorpool, records keeping and management, human resource management and development, campus safety and security, medical and dental services, information and communication services and other related services.

    Our employees can be found working university-wide. We work for the repair and maintenance of the University’s facilities and grounds; provide a safe and secure environment through our security force; ensure prompt payment of salaries and other employee benefits; provide an efficient and reliable internet access and communication facilities that help ensure an enriching educational and work experience; work to attract and retain a highly talented workforce; prepare financial statements and management reports; responsible for tax compliance and disbursement of funds; conduct training and employee orientation programs and provide other equally important high-quality administrative and technical support.

    Service Standards
    Communications be open, friendly, honest, accurate, concise
    Explain processes and procedures required of our functions to our customers/clients
    Inform new customers/clients as to expectations and service requirements
    Follow up and follow through with customers/clients
    Demonstrate a service attitude and mentality
    Operate with a “whatever it takes” attitude to get job done in a consistently timely manner.
    Provide an alternative solution when circumstance so requires.
    Treat each other with dignity and respect
    Be sensitive to the workload of others and renders mutual assistance when necessary
    Be a doer of our tasks, learner of our superior’s tasks, and a teacher to co-workers of our own tasks.

  • Projects and Activities
    The Administration and Finance Division strives to complete the following on-going and proposed activities:

    Workload Assessment
    This is an activity initiated by the Office of the Vice President for Administration and Finance having observed a significant increase in the number of contractual personnel and job order workers in recent years coupled with anecdotal information of workload imbalance and a record of unfulfilled requests for additional staff by various academic and administrative units in the University.

    Purpose and Objectives:

    Workload Assessment will enable us to identify problems and key gaps in administrative staffing and services across the system and specify the management action required to further improve operational performance. Completion of workload assessment would allow us to:

    Review the current job assignments within the existing staff to maximize workflow and efficiencies;
    Review procedures to eliminate unnecessary bureaucracy;
    Provide objective assessments of the number of staff required to meet operational requirements, how those staff can be deployed to maximize their effectiveness, and the management systems or specific actions to ensure accountable and efficient staff management;
    Determine reasonable workload consistent with the staff level of appointment and salary,
    Plan for modifications and/or introduction of new employment scheme and salary range consistent with fair and proper consideration of workloads;
    Ensure that all staff have the necessary resources and support to adequately manage their workload;
    Determine the necessity for additional positions and/or to upgrade existing positions;
    Provide information to the management in formulating new policies and deciding organizational changes and needs; and
    Integrate assessment data into strategic planning.
    Procedure:
    A workload assessment form is distributed for accomplishment of all non-teaching staff, faculty members with administrative duties, clerical workers under job order scheme, janitorial and skilled workers under agency. After completion and submission, the Office of the Vice President for Administration and Finance shall conduct further assessment and analysis then make the necessary recommendation to the University President.

    Expected Date of Completion: May 15, 2009

    Installation of Performance Management System Office Performance Evaluation System (PMS-OPES)
    In accordance with CSC Memorandum Circular No. 7, s. 2007 as amended by CSC Memorandum Circular No. 1 s. of 2009, a Work Plan for the installation of the (PMS-OPES) of the University is prepared and submitted to the Office of the University President. PMS Key Players and Groups were identified with no less than Dr. Nora. L. Magnaye, the University President as PMS Champion.

    Objectives:

    To align individual performance goals with the University’s strategic goals/vision;
    to ensure organizational effectiveness by cascading college/division/unit accountabilities to the various levels of the University’s hierarchy;
    to have performance management linked to other HR systems; and
    to link the University’s overall performance to the Organizational Performance Indicator Framework (OPIF), to the University’s Strategic Plan, and to the Medium-term Philippine Development Plan.
    Tentative Program of Activities (February 2009-January 2010)
    Activities Unit/Team Responsible Where Timeline
    Senior Officials’ meeting on installation of PMS-OPES Office of the President/VPAF Nursing Amphi-theater BSU, Main Campus I February 06, 2009
    Issuance of memorandum identifying and creating the PMS Key Players and Groups respectively for the installation of PMS-OPES Office of the President

    Memorandum Order No. 9 Series of 2009 February 10, 2009
    Submission of the BSU PMS Key Payers and Groups Office of the President CSC Field Office, Batangas City February 12, 2009
    Inquiry with the CSC regarding request for briefing/orientation on the installation of the PMS-OPES PMS-OPES Secretariat as per Memo No. 9 CSC Field Office, Batangas City February 13, 2009
    Submission of request for briefing/orientation on PMS-OPES PMS-OPES Secretariat CSC Field Office, Batangas City March 03, 2009
    Planning Meeting of Key Players and Groups Committee Heads; Secretariat BSU, Main Campus I Not later than March 6, 2009
    Preparation of Budget for the installation of PMS-OPES Office of the VPAF, Committee Heads; Secretariat BSU, Main Campus I Not later than March 06, 2009
    Approval of Budget of PMS-OPES Office of the VPAF; Office of the President; PMS-OPES Secretariat BSU, Main Campus I Not later than March 10, 2009
    Preparation for the briefing/orientation on PMS-OPES
    Follow-up request
    Look for venue and confirmation of the same
    Purchase of supplies and materials
    Preparation of hand-outs/materials or presentation for orientation/briefing
    Notice to key players and groups of PMS-OPES
    Transportation for the participants and CSC PMS facilitators
    Secretariat; Office of the VPAF BSU, Main Campus I From March 10, 2009 to April 15, 2009
    Orientation/Briefing on PMS-OPES Secretariat; Office of the VPAF

    CSC PMS Facilitators At the chosen venue; as suggested by the CSC PMS facilitators it should be outside the University to ensure complete participation of key players and groups;

    Venue: Galilie Place, Barangay San Sebastian, Mataas na Kahoy, Lipa City April 16-17, 2009
    Formulate general policies and guidelines in the installation of PMS-OPES in consultation with the members of the BOR PMS Champion (University President) Vice Presidents; Calibration Committee; Secretariat BSU, Main Campus I April 18-30, 2009
    Crafting the OPES Reference Table for units/divisions/colleges PMS –OPES Measurement Development Team (MDT); Secretariat BSU, Main Campus II May 1-15, 2009

    Every Friday 6:00-10:00 pm
    Pilot testing the OPES Reference Table PMS –OPES Measurement Development Team (MDT); Secretariat BSU-Main Campus I on different occupational/ functional groups May 16-20, 2009
    Evaluation and review of the OPES Reference Table PMS-OPES Calibration Committee; Secretariat BSU, Main Campus II May 21-31, 2009
    Discussion with the MDT of the PMS-OPES Reference Table PMS-OPES Calibration Committee; Secretariat; PMS –OPES Measurement Development Team (MDT> BSU, Main Campus II May 29, 2009
    Refinement of the PMS-OPES Reference Table PMS-OPES Calibration Committee; Secretariat BSU, Main Campus II June 1-5, 2009
    Re-evaluation and finalization of the PMS-OPES Reference Table PMS-OPES Calibration Committee; MDT; Secretariat BSU, Main Campus II June 6-10, 2009
    Establishment/institution of a Performance Evaluation System based on the PMS-OPES developed PMS-OPES Calibration Committee; MDT; Secretariat, HRMO BSU, Main Campus II June 11-20, 2009
    Presentation to the Administrative Council of the new Performance Evaluation System based on the PMS-OPES developed Office of the President; Calibration Committee; Secretariat BSU, Main Campus II June 22, 2009
    Recommendation of the Administrative Council for approval of the new Performance Evaluation System based on the PMS-OPES Office of the President BSU, Main Campus II June 22, 2009
    Approval of the new Performance Evaluation System based on the PMS-OPES Office of the President; BOR; Secretariat BSU, Main Campus II Tentative date: June 22/23, 2009
    Information dissemination on the approved new Performance Evaluation System based on the PMS-OPES through a forum/assembly Office of the VPAF; HRMO; Secretariat BSU, Main Campus II June 29, 2009
    Pilot installation/ implementation of the new Performance Evaluation System based on the PMS-OPES HRMO; all units/divisions/colleges concerned University-wide July 01-December 31, 2009
    Evaluation of the pilot installation/ implementation Calibration committee; HRMO; Secretariat BSU, Main Campus I December 2009
    Full and actual implementation of the new Performance Evaluation System based on the PMS-OPES HRMO; all units/divisions/colleges concerned University-wide January 2010 onwards
    ESTIMATED BUDGET: PHP 360,000.00

    Proposed Adoption of Austerity Measures
    Pursuant to Administrative Order 103, which directs the continued adoption of austerity measures in the government and as part of the University’s prudent fiscal management, a ‘Proposed Austerity Measures’ is submitted to the office of the President for consideration and approval. Part of the suggested action is to submit the ‘Proposed Austerity Measures’ for review by other officials concerned for improvement and acceptability.

    Rationale

    Administrative Order 103, which directs the continued adoption of austerity measures in the government, remains in force. In pursuance thereof and as part of the University’s prudent fiscal management, all colleges/campuses/divisions/units, regardless of funding source of their operation should be mandated to continuously adopt austerity measures. Henceforth, specific austerity measures must be identified and its adoption reiterated.
    Basic Principles

    Heads of offices, officials and employees shall be guided by the following principles as the basis for making decisions in compliance with the said order and prudent fiscal management policy.

    2.1 Austerity measures shall be levied principally on the general overheads related to the administration of colleges/campuses/division/units.

    2.2 Austerity measures should not compromise the safety or health of students, faculty, employees, or the general public in our campuses or offices.

    2.3 Austerity measures should cover all areas of the University, provided that the academic mission and integrity of programs must remain a priority and no such measure could lower the quality of our best programs and essential functions.
    Specific Measures

    In accordance with A.O. 103 the following austerity measures shall be adopted:

    3.1 Attendance to trainings, seminars and workshops are to be prioritized and limited to only those deemed most essential to the effective implementation of academic programs and performance of administrative duties.

    3.2 In-house training, seminars and workshops are to be prioritized and training organizers to submit training programs to the budget office for funding and the University President for approval.

    3.3 Expansion of organizational unit and/or the creation of positions shall be allowed only under the “scrap and build” mode. No additional position shall be created unless a serious disruption in the functioning of the University would otherwise result. Faculty and academic non-teaching positions would be created only when it can be demonstrated that these positions are vital in the performance of a critical task or whose service is vital to the conduct of specialized research, projects or activities. New academic programs would be created only when it can be determined that these programs will help the University sustain its financial viability and strengthen its academic operation.

    3.4 Anniversary celebrations and other similar events shall be allowed but with minimum of expenditure. Sports and cultural competitions within the University and among schools/SUCs shall be allowed chargeable against athletic and cultural fees.

    3.5 Reduction of at least ten percent (10%) in maintenance and other operating expenses (MOOE), more specifically in the consumption of fuel, water, office supplies, electricity and other utilities, through the following energy and utility conservation measure:

    3.5.1 No air conditioning before 8:30 am or after 5:00 pm. Air conditioners are to be shut down during lunch break (12:00-1:00); in case of classrooms when no classes are held. This excludes offices where no other form of ventilation is available.

    3.5.2 Lights are to be shut off whenever offices are vacant or classrooms not in use and during lunch hours.

    3.5.3 Students should not be allowed to use airconditioned classroom as study area. They should be advised to use the library and other designated areas for the purpose.

    3.5.4 Computers and other equipment must be turned- off when not in use.

    3.5.5 Maintenance and Security personnel are to move around hourly to turn off unnecessary lights and air conditioners in unoccupied offices/vacant classrooms and check all toilets for running water and/or leaks which are to be repaired immediately.

    3.5.6 Inter-office memo and papers of a non-confidential nature shall use recycled paper (i.e. used paper) provided that the used paper shall also be of non-confidential content.

    3.5.7 Overtime of non-teaching staff shall be compensated through time/days off or compensatory overtime credits (COC), in accordance with guidelines jointly issued by the Department of Budget and Management (DBM) and the Civil Service Commission (CSC). When adequate savings is available at the end of the year unutilized COC may be paid.

    3.5.8 The authority to render overtime shall be date and task-specific. Accomplishment report must be submitted after each authorized overtime work.

    3.5.9 Use of university vehicles must be limited to pre-approved travel and request for use of vehicle be filed three days before actual travel to synchronize itineraries and maximize number of passengers per trip ticket.

    3.5.10 Issuance and use of computer inks/toners to be monitored by the supply office through submission of empty cartridges prior to issuing new ones.

    3.5.11 Determine the viability of using the ‘conversion ink technology’ or refilling method in lieu of purchasing new ink cartridges/toners.

    3.5.12 Determine the viability of using Voice Over Internet Protocol (VOIP) in lieu of landline phone as means of communication.

    3.6 Strict prioritization of purchase of equipment and other capital expenditures.

    3.7 Realignment and use of savings to fund essential and priority programs of the University, especially those in pursuit of the academic mission of the University.

    3.8 Undertake a thorough review and evaluation of all ongoing research, extension, academic programs and employment schemes to determine their continued relevance and identify a more effective mode of delivery, structure and process.
    Proposed Security and Public Safety Policies and Guidelines
    Campus security and safety at the Batangas State University is a combined effort among administration, faculty, staff and students. It is our desire to create and promote an open environment that encourages learning and freedom among all who come to the University.

    With this in mind, the University is committed to providing a ‘Security and Public Safety Policies and Guidelines’ to be implemented and administered by our competent, trained and professional security group using updated procedures to ensure a reasonably secure and safe campus for all members of our University community.

    Purpose

    To formulate and recommend policies and guidelines that would ensure security and safety of university property and premises; regulate and control the access, identification and movements of students, faculty and employees, visitors and vehicles while inside the campus and within university premises; consider other preventive measures for total protection of the entire University- its members and stakeholders, facilities and properties.

    Expected Date of Completion: June 30, 2009

    A Review of the University Administration and Finance Operation
    While in recent years the Administration and Finance Division has made significant strides towards improved operational efficiency and enhanced service levels in many respects, there are other opportunities for developing collaborative administrative and finance services within the University system.

    The proposed review shall contain two distinct elements: a review of the organizational structure and design of the Administration and Finance Division; and a review of all administration and finance-related support services across the University.

    Scope and Objectives:

    The major objectives of this proposed review are to:

    Identify opportunities to improve the efficiency, effectiveness, and coordination of the administration and finance functions among the campuses;
    Seek opportunities to reduce the overall cost of administration and finance activities throughout the University;
    Identify areas where similar support services, common practices, or common use of technology suggest an opportunity to consolidate, centralize, outsource, or otherwise deploy a new and cost-effective model for the delivery of services.
    Expected Date of Completion: December 2009