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CHAPTER I

PROBLEM AND ITS BACKGROUND

Introduction

The process of project implementation involving successful development and

introduction of projects in the organization, presents an ongoing challenge for project managers

and administrators. The project implementation process is complex, usually requiring

simultaneous attention to a wide variety of human, budgetary, and technical variables. As a

result, the organizational project manager is faced with a difficult job characterized by role

overload, frenetic activity, fragmentation, and superficiality. Often the typical project manager

has responsibility for successful project outcomes without sufficient power, budget, or people

to handle all of its elements essential for projects success. In addition, projects are often

initiated in the context of a turbulent, unpredictable, and dynamic environment. Consequently,

the project manager would be well served by more information about those specific factors

critical to project success. The project manager requires the necessary tools to help him or her

focus attention on important areas and set differential priorities across different project

elements. If it can be demonstrated that a set of factors under the project manager's control can

have a significant impact on project implementation success, the project manager will be better

able to effectively deal with the many demands created by his job, channeling his energy more

efficiently in attempting to successfully implement the project under development.


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It has been recognized over the last 30 years that project management is an efficient tool

to handle novel or complex activities. Avots has suggested that it is more efficient than

traditional methods of management, such as the practice of functional divisions in a formal

hierarchical organization, for handling such situations. The process of bringing new projects on

stream into the market imposes demands on established organizations and necessitates different

management techniques from those required to maintain day-to-day operations. In such

circumstances, where companies have a finite, unique and unfamiliar undertaking, the

techniques of project management can be successfully implemented. These undertakings would

call for more and faster decision making techniques than possible in a normal operation and

making the right choices will be critical to company success. The use of project management

has become associated with such novel complex problems, which are inevitably called a

project. Consequently the success of project management has often been associated with the

final outcome of the project. Over time it has been shown that project management and project

success are not necessarily directly related. The objectives of both project management and the

project are different and the control of time, cost and progress, which are often the project

management objectives, should not be confused with measuring project success. Also,

experience has shown that it is possible to achieve a successful project even when management

has failed and vice versa. There are many examples of projects which were relatively successful

despite not being completed on time, or being over budget.


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Importance of the Study

The result of the investigation aims to determine the Comparative Study of

Project Implementation by selected State University and Colleges in MIMAROPA Region as

basis for the development of strategic Plan of action to promote Good Governance. As to

provide an overview of the same to help universities identify their strength and weaknesses.

This likewise provides the academic administrators clearer knowledge and perception on the

government main thrust and serves as an opener to important changes or revisions in this fast

changing world. This likewise improves institutional understanding of the role of selected State

universities and Colleges in region IV-B and the Achievement of its Mission and Vision and

tailor university governance arrangement to meet specific needs.

To the university Administration, the result of this investigation will help the said

administration in putting up appropriate, effective integrated measures that play a very helpful

role in guiding all players towards the realization of real essence of the principle of good

governance and accountability.

For the academic managers, this study would provide a baseline data to better

understand the need to guide the university in delivering quality services to the primary

stakeholder of the higher education institutions since they are generally entrusted to people who

man the academe for their care and safe keeping. This likewise provides the academic

managers additional valuable insights into the existing areas of strengths and weaknesses of

their administrative behaviors. The information may serve as bases for decision making when


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they carry out their managerial functions, identify problems of the learners to attain the

academic vision of transforming society towards sustainable development.

For the university professors (second parents), the investigation will give them accurate,

relevant and material information in the process of imparting substantial knowledge to their

respective clientele.

Students will also benefit from this investigation since this will provide transparent

information of the university in all facets of operations and likewise show them a clear mirror

as they are being prepared for the real society. This study therefore will basically guide them so

that they will pursue the proper way of governing after their quest for better education in their

respective universities. The researcher will suggest and explore implications and

recommendations.

The respondents are the center of the research because ultimately they develop the

awareness of themselves, strength, and weaknesses for the implementation and

institutionalization of the principle of good governance and accountability by continually

summarizing and reflecting upon what they are learning school, and community.

To the researcher himself, the result of this study would satisfy his curiosity

concerning good governance among selected higher education institutions in the region and be


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able to assess the factors that would significantly contribute to the realization of the said

principle. For further research, result of this investigation will be used as related study by other

researchers.

Methodology

Statement of the Problem

This study aims to determine the Comparative Study of Project Implementation by

selected State Universities and Colleges in the MIMAROPA Region as basis for the

Development of Strategic Plan of action to promote Good Governance. This likewise provides

new insights, on how the State University and Colleges implement their Project, and provide

clearer knowledge and understanding that contribute to the success or failure of projects

implementation. It also shows the relationship between the adoption of good practice during

implementation and the resultant level of success attributed to the operational systems.

Specifically, it sought answers to the following research questions:

1. What is the Profile of selected State Universities and Colleges in the MIMAROPA region

in terms of :

a.

Student population;


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b. Employees and Faculty Population;

c. Academic Programs;

d. Length of existence;

e. Location?

2. What are the programs and projects implemented by State Universities and Colleges during

the past five years with specifications, description, and cost?

3. Which of these State Universities and Colleges programs and projects are implemented and

those which are not?

4. What are the factors affecting the non-implementation of programs and projects?

5. What strategic plan of action will be developed to prevent failures in program and

completion?


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Conceptual Framework

Figure 1

These conceptual models assistance to administrator in managing the implementation of

the project or more specifically assessing the nature and extent and resolving implementation

problems. This study proposes a project-risk assessment methodology which could assist the

project implementer in this determination, pointing out the need for development of relevant

implementation strategies directed at increasing the chances of successful implementation.

Specifically, learning lessons out of past in handling projects that reduce the chances of

successful implementation.

Learning Lessons out

of past experiences in

handling Projects

Good Governance:

Selected State Universities

and Colleges Interests

Strategic plan of

action to promote

good governance

Corrective measuresBarriers

Factors forFailures

Inhibitors

Factors for

success

Drivers

(Prerequisite

Enablers

(Essentials)

PROCESS

INPUT OUTPUT


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This study emphasizes further that knowledge of Administrators of selected State

Universities and Colleges play a critical role in furthering government-funded projects for the

successful project implementation. It implies that project should be considered in these three

perspectives; the performance (outcomes) is related to time at which the outcome is available;

the cost which entails in achieving the outcome and the resources used in project

implementation. It can be mentioned that the efficient relatedness of them will enable an

organization to achieve its specific targets. The above mention dimensions elaborate that for

achieving any specific target, the three important factors that is time, cost and performance

should be a predominant in project management processes. Therefore efforts must be directed

towards the most efficient and effective planning, implementation and monitoring processes to

achieve the targets to promote good governance.

The concept of good governance aims at incorporating the insights from the literature

on selected universities and colleges into the analysis of accountability. It is contended that the

working of universities and the like add not only resources to the classic repertoire of electoral

and constitutional institutions for controlling the government but also can, on occasion,

compensate for many of the built-in deficits of those mechanism. Good governance, make a

crucial contribution in the enforcement in the rule of Law (perussotti and Smulovist 2005: 9-

10)


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Scope and Delimitations of the Study

This study was delimited in terms of Problem, Locale, Population, and Duration.

Problem- The study will focus on Project implementation by selected State University

and Colleges in the MIMAROPA region; Basis for the development of Plan of action to

promote Good Governance. Specifically State University and Colleges project implementation

from FY 2009-2013.

Locale- The researcher will undertake this study at selected State University and

Colleges in the province, namely Palawan State University, Western Philippine University, and

Mindoro State College of Agriculture and Technology.

Population-This study involvedselected university officials, the record of their past

implemented programs and projects.Interview and questionnaire will be distributed to get the

sample from selected university. To do this, the researcherutilizeddata collection instruments

and methods (preferably a mix of descriptive and qualitative approaches)

Duration-This study started in august 2013 and will be completed by March 2014.


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Definitions of Terms

To provide the reader with clearer view of understanding of this study, the following

terms were operationally and technically defined.

Projects- generally involve large, expensive, unique, or high risk undertakings which

have to be completed by a certain date, for a certain amount of money, within some expected

level.

Good governance- is, among other things, participatory, transparent and accountable. It

is also effective and equitable, and it promotes the rule of law. It ensures that political, social

and economic priorities are based on broad consensus in society and that the voices of the

poorest and the most vulnerable are heard in decision-making over the allocation of

development resources.

Accountability- is interpreted as the code of conduct and performance and a set of

standards to be utilized to access government performance. This corpus of literature

emphasized that accountability being a political principle is the monopoly of the state and its

various institutions. It is also became an essential component of the good governance


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Projects Implementation This refers to the processes being observed by the selected State

Universities and Colleges in Region IVB in executing their plans in terms of infrastructure.

Strategic Plan This is technically referred to the approaches being applied by the

selected State Universities and Colleges in Region IV B to cope with the principles of good

governance and accountability.

Student PopulationThis refers to the number of the primary university and colleges

clientele who are officially enrolled form school year 2009-2010 to school year 2013-2014.

Faculty and Staff PopulationThis refers to the number of secondary stakeholder of the

selected State Universities and Colleges in Region IV B which range from administrators to

rank and file and from permanent to contractual.

Length of ExistenceThis refers to the number of years in service of the selected State

Universities and Colleges in Region IVB.

Project Description and Specification This refers to the projects plans, standard technical

description and program of works. This is also one among the major considerations for the

bidding process.


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Project CostThis refers to the corresponding amount/budget of the all projects of the

selected State Universities and Colleges which includes materials, labor, and other expenses

such as value added tax, professional fees, etc.

Flow Chart of the Research Process

Figure 2

Project Implementation by Selected SUCs

Official Documents

Strate ic Plan of Action

Promote Good Governance

Assess Previous

Studies/ Theories

/ Literature

Interview of

Key Informants

National Interests

Research

Program 1

Research

Program 2

Research

Program 3

FEEDBACK

OUTCOME

OUTPUTS

PROCESS

INPUTS


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CHAPTER II

REVIEW OF RELATED STUDIES AND LITERATURE

This study presented relevant studies taken from some books, journals, internet, that

helped reinforced this research.

Review on Related Studies

Local

Offering academic programs for the every State University and college is something

that needs critical and well scrutinized plans to ensure its relevance to the needs of the

community and parallel to international standard so that everything will be in placed which in

the end will exactly benefit the stakeholders. This is in accordance with the calls that tertiary

education must be of great help in the development of the country as major stakeholders in the

promotion of countrys national interest. One among the pillars of academic programs is

substantiated physical facilities to ensure that the objectives of programs are attained. To make

the latter fully operational and substantiated its implementation must be in accordance with the

standard set by government rules and regulations.

One among the most significant factors that needs to be taken into accounts in the

implementation of government projects is the fundamental principles and the legal system as

mandated in Republic Act 9184, in fact, In the convention, the parties agreed that each State


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Party shall, in accordance with the fundamental principles of its legal system, develop and

implement or maintain effective, coordinated anti-corruption policies that promote the

participation of society and reflect the principles of the rule of law, proper management of

public affairs and public property, integrity, transparency and accountability. (Chapter II,

Article 5) On the public sector:

They also added that each State Party shall, where appropriate and in accordance with

the fundamental principles of its legal system, endeavor to adopt, maintain and strengthen

systems for the recruitment, hiring, retention, promotion and retirement of civil servants and

where appropriate, other non-elected public officials, that are based on the principles of

efficiency, transparency and objective criteria such as merit, equity, and aptitude. (Chapter II,

Article 7) On codes of conduct for public officials: In order to fight corruption, each State

Party shall promote inter alia, integrity, honesty and responsibility among its public officials, in

accordance with the fundamental principles of its legal system. (Chapter II , Article 8) on the

private sector.

The principles which have specific reference to preventing corruption involving both

the private and government sectors as far as implementation of projects are concerned are

embedded in the enumeration of recommended measures. First is the promotion of cooperation

between law enforcement agencies and relevant private entities. Second thing is, promoting the

development of standards and procedures designed to safeguard the integrity of relevant private

entities, including codes of conduct for the correct honorable and proper performance of the

activities of business and all relevant professions and the prevention of conflicts of interest, and


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the promotion of the use of good commercial practices among businesses and in the contractual

relations of businesses with the State and Promoting transparency among private entities,

including, where appropriate, measures regarding the identity of legal and natural persons

involved in the establishment and management of corporate entities.

According to The Victorian Auditor-General (2012), they stated in their

Implementation of School Infrastructure Programs of the Victorian Government of School

that a university must develop and document a comprehensive long-term asset strategy

encompassing plans to address lack or surplus buildings at schools. They further added that a

review on the assets maintenance funding model is needed to make sure that schools are

adequately supported in maintaining buildings throughout their life cycles. They indicated that

the physical environment in which people learn has positive effects on the learning outcomes of

every individual. They cited that positive changes would occur on the students only if the

students are learning in new or upgraded facilities and there is a suitable thermal comfort,

acoustic and natural light. The facility design could also support effective teaching, learning

and the delivery of a modern curriculum. With regard to the proved outcomes, they further

suggest that it could be sustained if quality is preserved through effective maintenance

programs.

A strategy to be developed for a program must not only be for short term goal of

implementation. It should also view the future maintenance or the support of the programs to

further sustain the effectiveness of the project.


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In various surveys conducted by the Social Weather Station, three of the four top

government activities where corruption was perceived to be rampant are activities in

procurement, namely the building of roads, providing textbooks to students in public schools,

and purchasing of office supplies and equipment. The only non-procurement-related activity is

the collection of taxes. And in a more recent survey, people believed that 30-50 percent of

funds for procurement are lost to corruption. The reason why corruption is rampant in

procurement in the Philippines is because it is a high reward low risk venture.

The Philippines used to have numerous laws and provisions regarding the

procuring of goods and services, which had led to the inefficiency of the process. The World

Bank, in the Country Procurement Assessment Report, specifically described Philippine laws

on procurement as dysfunctional because of multiple laws, rules and regulations, which,

while adhering to the principles of competition and transparency, are inefficient and prone to

abuse. In this regard, the Government of the Philippines passed a new law in 2002, Republic

Act No. 9184, that standardizes government procurement in the country.

Ramon V. Del Rosario, Sr. Center for Corporate Responsibility was officially launched

in July 2000 as a research and program center of the Asian Institute of Management. The main

thrust of the Center is the management of corporate citizenship relative to the competitiveness

of corporations and their impact on society. The Center promotes corporate responsibility

through case-writing, research, survey research, investigative research, program development,

executive education training and conferences. Two of the major challenges that the Center

faces are to engage firms and industries in Asia in Corporate Responsibility as a core business


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strategy, and to expand Corporate Responsibility as fundamental to doing business in a

globalized economy. In the course of the Centers research, it has been determined that

Corporate Social Responsibility and Corporate Governance go hand-in hand in the

development of the corporations social network. Various researches in both areas, including

their impact and relevance to Asian corporations and societies, have been undertaken. This

knowledge has been infused into the curriculum of the programs of the Asian Institute of

Management through the development of case studies, original research, training and surveys.

The AIM-Hills Governance Center was launched in September 2003. The Center seeks to

promote good governance across the private, public and civic sectors by addressing

institutional sources of corruption, and promoting transparency and accountability within and

among these sectors. The Center studies governance issues and norms in the corporate and

public sectors. It examines the links between corporate governance and national governance,

and the causes and consequences of poor governance. It facilitates dialogues to help build

coalitions and formulate anti-corruption and governance reform agendas, including the

development of benchmarks, monitoring and evaluation systems. In all of its endeavors, the

Hills Center aims to:

Nurture mutually reinforcing working relationships with professional associations,

governments, civil society organizations, and research institutions dedicated to supporting and

promoting good governance;

Build partnerships to ensure full involvement of major stakeholders, and identify

strategic entry points for intervention and collaboration;


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Help create an enabling environment for building consensus, coordinating and sharing

expertise, and facilitating further policy dialogue on good governance; and

Disseminate best practices and raise awareness among stakeholders.

As far the logical definition of corruption is concerned, the World Bank defines

corruption as the abuse of public office for private gain. The Handbook on Fighting

Corruption developed by the Office of Democracy and Governance of the U.S. Agency for

International Development (USAID) shares the World Bank definition. The World Bank

further explains: Public office is abused for private gain when an official accepts, solicits, or

extorts a bribe. It is also abused when private agents actively offer bribes to circumvent public

policies and processes for competitive advantage and profit (Coronel, 2002).

The above definition is acknowledged in Transparency Internationals Source Book

authored by Jeremy Pope entitled, Confronting Corruption: The Elements of a National

Integrity System. The Source Book further explains that corruption involves behavior on the

part of officials in the public sector, whether politicians or civil servants, in which they

improperly and unlawfully enrich themselves, or those close to them, by misuse of the power

entrusted to them.

In addition, this concept of corruption, however, has since evolved. Consider the

following contexts: in a situation involving corruption, government officials and employees

were viewed as culprits and private individuals, while businesses as victims. It is now

recognized that corruption takes place with the tacit.


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Cooperation of both parties, which are equally to blame for corruption, David Kang, in

Crony Capitalism: Corruption and Development in South Korea and the Philippines, a

comparative analysis of business dealings with the government, illustrates an underlying

tension in the relationship. On one hand is a top-down predatory state illustrated by a

government strong enough to protect property rights as well as confiscate the wealth of its

citizens. On the other hand is a bottom-up interest group wherein market dominance by

powerful business groups overwhelms the ability of the state to contain and channel their

demands. Corruption thus should be seen as the product of a system jointly put in place and

sustained by the government and the private sector.

The Transparency International Source Book observes that with the wave of

privatization and the transfer of traditional state functions to the private sector, the government

and private sector now share the accountability associated to the provision of public goods. In

many cases, government accountability is significantly diminished.

The definition of corruption should thus include corrupt conduct in the private sector

outside as well as within its interface with the public service conduct that nonetheless has

negative consequences.

Susan Rose-Ackerman, in her book entitled, Corruption and Government: Causes,

Consequences, and Reforms, states that the study of corruption focuses on the tension between

self-seeking behavior and public values.


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This statement precisely identifies the two common elements in the definitions of

corruption provided, namely, personal or private gain, and sacrifice of public benefit. The third

element, indicated in the Transparency International Source Book, is the misuse of entrusted

power. It should be mentioned that the relevant Philippine statute, Republic Act No. 3019 or

the Anti-Graft and Corrupt Practices Act, stops short of giving a precise definition of

corruption. However, the acts it classifies to be corrupt have the three above-mentioned

elements.

In the broader context, corruption refers to the personal or private gain that could be

acquired by either public officials and employees or private entities. The public includes a

broad range of participants, such as civil society, taxpayers, shareholders, or the consumers.

Power is entrusted topersons through popular election, political or civil service appointment,

election by shareholders, or appointment by the management of a private company. Corruption

can occur regardless of the means of gaining power.

Therefore, it is maintained that corruption has evolved as a concept that has acquired a

universal definition, notwithstanding cultural contexts. By recognizing the extent of corruption

in society, all sectors and entities would benefit and contribute in the improvement of business

and social environment.

Perverse incentives-These refer to low salaries and rewards for performance, unstable

security of employment, and the lack of professionalism in the public service, all of which

encourage self-serving rather than public-serving behavior.


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Related to the presence of perverse incentives, poverty is regarded as the main cause of

corruption. While it seems reasonably straightforward to accept this assertion, the

Transparency International Source Book points out otherwise: If poverty were the cause of

corruption, then it would be hard to explain why rich, wealthy countries are beset by scandals

very few of which involve anyone who might be categorized as being poor or in need.

It would also virtually equate poverty with dishonesty which is a concept vehemently

attacked by a number of critics, who see this alleged linkage as being little short of a blanket

defamation of the poor. Nor can it be said that those who manipulate banking systems,

producing non-performing loans and conducting insider deals with deposits made by an

unsuspecting public are exactly poverty-stricken. Corruption is therefore a double-edged sword

it can emerge from wealth and abundance, or it can emerge from the lack of it.

On one hand, ethics are driven by morals, values, and attitudes, which are determined

by culture. Compliance, on the other hand, is driven by responses to incentives and penalties

embodied in laws and regulations. When an entity makes the decision to engage in or to avoid

corruption, it does so consciously or subconsciously through the consideration of ethics-based

and compliance-based factors.

Foreign

To further substantiate the investigation, the researcher added some foreign related

studies on the context of negative practices in the government service particularly in execution

of the programs and projects in fact good execution cannot overcome the shortcomings of a bad


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strategy or a poor strategic planning effort according to Hrebiniak, (2006). His claims are

supported by Allio (2005) when he said that several studies mention the fact that the kind of

strategy that is developed (Alexander, 1985; Allio, 2005) and the actual process of strategy

formulation, namely, how a strategy is developed (Kim & Mauborgne, 1991, 1993; Singh,

1998) will influence the effect of implementation. Alexander (1985) believes that the need to

start with a formulated strategy that involves a good idea or concept is mentioned most often in

helping promote successful implementation. As Allio notes, good implementation naturally

starts with good strategic input: the soup is only as good as the ingredients (Allio,2005).

This implies that before a university implements a program or reformation, they must

come up with a formulated strategy or specific guidelines that could best promote successful

implementation. This will also give an assurance of a good start to implement a decent one.

Built in to the execution of government programs and projects Kim & Mauborgne

(1991), mentioned that the procedural justice of the strategy formulation process ultimately

affects the commitment, trust, and social harmony as well as the outcome satisfaction of

managers in subsidiaries. Procedural justice provides a potentially useful but still unexplored

way to mobilize a multinationals global network of subsidiaries. They further pointed out that

a subsidiarys top managers want an open process, that is consistent and fair, and that allows

for their input to be heard. In the presence of a so-called due (or open) process, subsidiary

managers are motivated to implement global strategies. They feel a strong sense of

organizational commitment, trust in head office management, and social harmony with their


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head office counterparts. In the absence of such a due and fair process, the effect may be the

opposite from the intended one.

This suggests that formulation of strategy for a certain program must not come from one

person or two only. It must be deliberately discussed by the team for the suggestions of the

members and to further discuss the loopholes of the program and to promote transparency of

the administrators which also promotes good governance. Doing this thing is a good start for a

good governance by being open to any kind of programs for implementation and to

successfully end it.

With regard to the people involved in implementation of any program or project, several

studies treat institutional relationships among different units/ departments and different strategy

levels as a significant factor that affects the outcome of strategy implementation (Walker &

Ruekert, 1987; as supported by Gupta(1987), Slater & Olson(2001), Chimhanzi (2004), and

Chimhanzi & Morgan, 2005). They further discussed that a bad relationship among the

members in the organization may lead to a negative outcome of the project or worse corruption.

On the other hand, (Aladjem & Borman, 2006; Desimone, 2002) reveal research

suggests that a principals leadership in the process of implementation can also hinder the

implementation process. As discussed previously, research demonstrates higher levels of

program implementation when principals encourage stakeholder buy-in early in the model

adoption process.


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This entails that an established rapport among the members of the group could affect the

effective implementation of the program. The one in charged in the implementation of the

project must develop good relationship and embolden every member of the deciding body to

actively participate for the successful implementation.

In the process of adapting models for the implementation of projects stakeholders

involvement is a complicated task; while voting was the most commonly used principal

practice during a schools selection of a reform model, this practice is not associated with high

levels of teacher buy-in as mentioned by Aladjem & Borman, (2006).To plan a model without

consulting major stakeholders would slower the attainment of the plan objectives. This claimed

is supported by Vernez & Goldhaber, (2006) in their case study conducted in 12 elementary

schools, they found principals who choose a reform model without consulting teachers,

students or parents had difficulty getting these key stakeholders to support the implementation

of the model. This case study found that three elementary schools implementing the

Accelerated Schools model proved to be the best examples of the ways principals can play a

positive leadership role. In part, this was due to the models gradual three-year program

implementation process. In the first stage of this process, key stakeholders serve on steering

committees that assess current conditions at their school and create action plans (Vernez &

Goldhaber, 2006). This study also found that new curriculum and teaching techniques were

more likely to be implemented by individual teachers when principals actively monitored

teaching practices.


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To further enlighten the readers of this manuscript, the researcher cited that corruption is

like a virus that spares no one. Corruption affects governments and bureaucracies, businesses,

and individual citizens, as well as the international community. Corruption is a cancer that

weakens the organs and institutions of society. This is supported by former President of the

World Bank, James Wolfensohn stated in the World Bank Annual Meeting in 1996 We need

to address transparency, accountability and institutional capacity. And lets not mince words:

we need to deal with the cancer of corruption.

Corruption has deleterious effects on economic performance. Various empirical studies

have shown that countries that are more corrupt have lower rates of economic growth and per

capita income. Corruption deters investments, reduces tax collection and the productivity of

public expenditures, and distorts the allocation of resources. Corruption, such as the payment of

bribes, acts like an additional tax that raises the cost of doing business, and also the uncertainty

and risk of doing business.

The parties involved in a corrupt transaction do not have guarantees or protection from the

state in case of default or abuse by one party. Michael Johnston, in Unpredictable Rules,

Dishonest Competition, and Corruption: Cost for Development and Good Governance points

out that when a firm pays a bribe, it puts itself outside the protection of the law and has no

recourse in the event of default by the other party. It also creates evidence of criminality that

officials can use to extort further payments.


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Johnston further points out that corruption improves efficiency by cutting through red

tape and bureaucratic delays. This is based on the assumption that there is only a finite amount

of red tape in the system. On the contrary, corruption can worsen red tape and bureaucratic

delays, as it induces officials to contrive more ways of delaying transactions to extract more

bribes. According to Susan Rose-Ackerman, in The Political Economy of Corruption and

Consequences, corruption is also harmful to competition and efficiency. It creates an uneven

playing field: allowing inefficient firms to operate while building roadblocks to efficient

companies. These problems are compounded by poor selection and implementation of

government programs and projects. Project choices are determined not on the basis of

economic and social rates of return but with respect to the amount of corruption paybacks.

Consequently, the allocation of government expenditures tends to be biased towards military

expenditures at the expense of education and health expenses.

Corruption is also associated with poor quality of public infrastructures. Kofi Annan,

United Nations Secretary-General highlights, Corruption hurts the poor disproportionately by

diverting funds intended for development, undermining a governments ability to provide basic

services, feeding inequality and injustice, and discouraging foreign investment and aid.

The above statement is widely manifested in the countrys experience and is exactly

tangent to the study.


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Related Literature

Local

In the context of the responsibility in the implementation of state universities and

Colleges projects the concepts launched by Ramon V. Del Rosario, Sr in the 2000 as the Center

for Corporate Responsibility as a research and program center of the Asian Institute of

Management would be of great help if considered. The main thrust of the Center is the

management of corporate citizenship relative to the competitiveness of corporations and their

impact on society. The Center promotes corporate responsibility through case-writing,

research, survey research, investigative research, program development, executive education

training and conferences. Two of the major challenges that the Center faces are to engage firms

and industries in Asia in Corporate Responsibility as a core business strategy, and to expand

Corporate Responsibility as fundamental to doing business in a globalized economy. In the

course of the Centers research, it has been determined that Corporate Social Responsibility

and Corporate Governance go hand-in hand in the development of the corporations social

network. Various researches in both areas, including their impact and relevance to Asian

corporations and societies, have been undertaken. This knowledge has been infused into the

curriculum of the programs of the Asian Institute of Management through the development of

case studies, original research, training and surveys. The AIM-Hills Governance Center was

launched in September 2003. The Center seeks to promote good governance across the private,

public and civic sectors by addressing institutional sources of corruption, and promoting


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transparency and accountability within and among these sectors. The Center studies governance

issues and norms in the corporate and public sectors. It examines the links betweencorporate

governance and national governance, and the causes and consequences of poor governance. It

facilitates dialogues to help build coalitions and formulate anti-corruption and governance

reform agendas, including the development of benchmarks, monitoring and evaluation systems.

In all of its endeavors, the Hills Center aims to:

Nurture mutually reinforcing working relationships with professional associations,

governments, civil society organizations, and research institutions dedicated to supporting and

promoting good governance;

Build partnerships to ensure full involvement of major stakeholders, and identify

strategic entry points for intervention and collaboration;

Help create an enabling environment for building consensus, coordinating and sharing

expertise, and facilitating further policy dialogue on good governance; and Disseminate best

practices and raise awareness among stakeholders.

This suggests that state colleges and universities should adhere to the highly accepted

principles in the implementations of the infrastructure projects so that the principles of good

governance and accountability in all undertaking related thereto are observed and the objectives

are attained.


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As far the logical definition of corruption is concerned, the World Bank defines

corruption as the abuse of public office for private gain. The Handbook on Fighting

Corruption developed by the Office of Democracy and Governance of the U.S. Agency for

International Development (USAID) shares the World Bank definition. The World Bank

further explains: Public office is abused for private gain when an official accepts, solicits, or

extorts a bribe. It is also abused when private agents actively offer bribes to circumvent public

policies and processes for competitive advantage and profit (Coronel, 2002).

The above definition is acknowledged in Transparency Internationals Source Book

authored by Jeremy Pope entitled, Confronting Corruption: The Elements of a National

Integrity System. The source further explains that corruption involves behavior on the part of

officials in the public sector, whether politicians or civil servants, in which they improperly and

unlawfully enrich themselves, or those close to them, by misuse of the power entrusted to

them.

In addition, this concept of corruption, however, has since evolved. Consider the

following contexts: in a situation involving corruption, government officials and employees

were viewed as culprits and private individuals, while businesses as victims. It is now

recognized that corruption takes place with the tacit.

This serves as mirror for the academic administrators who are in-charge in planning and

implementation of state universities and colleges as far as the projects are concerned. This is to


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make sure that the implementation will stay away from malpractices, inconsistencies and any

other practices in conformity to objectives of the implementation.

In the broader context, corruption refers to the personal or private gain that could be

acquired by either public officials and employees or private entities. The public includes a

broad range of participants, such as civil society, taxpayers, shareholders, or the consumers.

Power is entrusted to persons through popular election, political or civil service appointment,

election by shareholders, or appointment by the management of a private company.

The state universities and colleges are not excuse from the above scenario since

corruption can occur regardless of the means of gaining power.

Therefore, it is maintained that corruption has evolved as a concept that has acquired a

universal definition, notwithstanding cultural contexts. By recognizing the extent of corruption

in society, all sectors and entities would benefit and contribute in the improvement of the

learning institutions and its social environment.

Related to the presence of perverse incentives, poverty is regarded as the main cause of

corruption. While it seems reasonably straightforward to accept this assertion, the

Transparency principles pointed out otherwise: If poverty were the cause of corruption, then it

would be hard to explain why rich, wealthy countries are beset by scandals very few of which

involve anyone who might be categorized as being poor or in need.

Therefore, this study would probably contribute and support to the idea that grafters and

corruptors do not necessary come from the poor families or poor countries nor poor academic


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administrators and hopes to enlighten present and future academic managers about the real and

essential university programs and projects and as to why powers are entrusted to them.

It would also virtually equate poverty with dishonesty which is a concept vehemently

attacked by a number of critics, who see this alleged linkage as being little short of a blanket

defamation of the poor. Nor can it be said that those who manipulate banking systems,

producing non-performing loans and conducting insider deals with deposits made by an

unsuspecting public are exactly poverty-stricken. Corruption is therefore a double-edged sword

it can emerge from wealth and abundance, or it can emerge from the lack of it.

On one hand, ethics are driven by morals, values, and attitudes, which are determined

by culture. Compliance, on the other hand, is driven by responses to incentives and penalties

embodied in laws and regulations. When an entity makes the decision to engage in or to avoid

corruption, it does so consciously or subconsciously through the consideration of ethics-based

and compliance-based factors. A policymaking body or regulatory agency with an anti-

corruption mandate studies these same factors when it designs an anti-corruption program.

Corruption is like a virus that spares no one. Corruption affects governments and

bureaucracies, businesses, and individual citizens, as well as the international community.

Corruption is a cancer that weakens the organs and institutions of society. We need to address

transparency, accountability and institutional capacity. And lets not mince words: we need to

deal with the cancer of corruption.


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The above statement clearly inculcates the very insignificance effects of corruptions in

the government in general and in the state universities and colleges in particular that if not

prevented will be considered as an octopus whose tentacles can easily penetrate down to the

lowest level of personnel involve in the implementation of programs and projects.

One thing more, corruption has deleterious effects on economic performance. Various

empirical studies have shown that countries that are more corrupt have lower rates of economic

growth and per capita income. Corruption deters investments, reduces tax collection and the

productivity of public expenditures, and distorts the allocation of resources. Corruption, such as

the payment of bribes, acts like an additional tax that raises the cost of doing business, and also

the uncertainty and risk of doing business.

The parties involved in a corrupt transaction do not have guarantees or protection from

the state in case of default or abuse by one party. Michael Johnston, in Unpredictable Rules,

Dishonest Competition, and Corruption: Cost for Development and Good Governance points

out that when a firm pays a bribe, it puts itself outside the protection of the law and has no

recourse in the event of default by the other party. It also creates evidence of criminality that

officials can use to extort further payments.

The Philippines used to have numerous laws and provisions regarding the procuring of

goods and services, which had led to the inefficiency of the process. The World Bank, in the

Country Procurement Assessment Report, specifically described Philippine laws on

procurement as dysfunctional because of multiple laws, rules and regulations, which, while


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adhering to the principles of competition and transparency, are inefficient and prone to abuse.

In this regard, the Government of the Philippines passed a new law in 2002, Republic Act No.

9184, that standardizes government procurement in the country.

Foreign

Offering academic programs for the every State University and college is something

that needs critical and well scrutinized plans to ensure its relevance to the needs of the

community and parallel to international standard so that everything will be in placed which in

the end will exactly benefit the stakeholders. This is in accordance with the calls that tertiary

education must be of great help in the development of the country as major stakeholders in the

promotion of countrys national interest. One among the pillars of academic programs is

substantiated physical facilities to ensure that the objectives of programs are attained. To make

the latter fully operational and substantiated its implementation must be in accordance with the

standard set by government rules and regulations.

Good execution cannot overcome the shortcomings of a bad strategy or a poor

strategic planning effort (Hrebiniak, 2006). His claims are supported by Allio (2005) when he

said that several studies mention the fact that the kind of strategy that is developed (Alexander,

1985; Allio, 2005) and the actual process of strategy formulation, namely, how a strategy is

developed (Kim &Mauborgne, 1991, 1993; Singh, 1998) will influence the effect of

implementation. Alexander (1985) believes that the need to start with a formulated strategy that

involves a good idea or concept is mentioned most often in helping promote successful


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implementation. As Allio notes, good implementation naturally starts with good strategic input:

the soup is only as good as the ingredients (Allio, 2005).

This implies that before a university implements a program or reformation, they must come

up with a formulated strategy or specific guidelines that could best promote successful

implementation. This will also give an assurance of a good start to implement a decent one.

Kim & Mauborgne (1991), mentioned that the procedural justice of the strategy

formulation process ultimately affects the commitment, trust, and social harmony as well as the

outcome satisfaction of managers in subsidiaries. Procedural justice provides a potentially

useful but still unexplored way to mobilize a multinationals global network of subsidiaries.

They further pointed out that a subsidiarys top managers want an open process, that is

consistent and fair, and that allows for their input to be heard. In the presence of a so-called due

(or open) process, subsidiary managers are motivated to implement global strategies. They feel

a strong sense of organizational commitment, trust in head office management, and social

harmony with their head office counterparts. In the absence of such a due and fair process, the

effect may be the opposite from the intended one.

This suggests that formulation of strategy for a certain program must not come from one

person or two only. It must be deliberately discussed by the team for the suggestions of the

members and to further discuss the loopholes of the program and to promote transparency of

the administrators which also promotes good governance. Doing this thing is a good start for a


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good governance by being open to any kind of programs for implementation and to

successfully end it.

With regard to the people involved in implementation of any program or project, several

studies treat institutional relationships among different units/ departments and different strategy

levels as a significant factor that affects the outcome of strategy implementation (Walker

&Ruekert, 1987; as supported by Gupta(1987), Slater & Olson(2001), Chimhanzi(2004), and

Chimhanzi & Morgan, 2005). They further discussed that a bad relationship among the

members in the organization may lead to a negative outcome of the project or worse corruption.

On the other hand, (Aladjem & Borman, 2006; Desimone, 2002) reveal research

suggests that a principals leadership in the process of implementation can also hinder the

implementation process. As discussed previously, research demonstrates higher levels of

program implementation when principals encourage stakeholder buy-in early in the model

adoption process.

This entails that an established rapport among the members of the group could affect the

effective implementation of the program. The one in charged in the implementation of the

project must develop good relationship and embolden every member of the deciding body to

actively participate for the successful implementation.

In the process of adapting models for the implementation of projects stakeholders

involvement is a complicated task; while voting was the most commonly used principal

practice during a schools selection of a reform model, this practice is not associated with high


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levels of teacher buy-in as mentioned by Aladjem&Borman, (2006).To plan a model without

consulting major stakeholders would slower the attainment of the plan objectives. This claimed

is supported by Vernez & Goldhaber, (2006) in their case study conducted in 12 elementary

schools, they found principals who choose a reform model without consulting teachers,

students or parents had difficulty getting these key stakeholders to support the implementation

of the model. This case study found that three elementary schools implementing the

Accelerated Schools model proved to be the best examples of the ways principals can play a

positive leadership role. In part, this was due to the models gradual three-year program

implementation process. In the first stage of this process, key stakeholders serve on steering

committees that assess current conditions at their school and create action plans (Vernez &

Goldhaber, 2006). This study also found that new curriculum and teaching techniques were

more likely to be implemented by individual teachers when principals actively monitored

teaching practices.

According to The Victorian Auditor-General (2012), they stated in their

Implementation of School Infrastructure Programs of the Victorian Government of School

that a university must develop and document a comprehensive long-term asset strategy

encompassing plans to address lack or surplus buildings at schools. They further added that a

review on the assets maintenance funding model is needed to make sure that schools are

adequately supported in maintaining buildings throughout their life cycles. They indicated that

the physical environment in which people learn has positive effects on the learning outcomes of

every individual. They cited that positive changes would occur on the students only if the


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students are learning in new or upgraded facilities and there is a suitable thermal comfort,

acoustic and natural light. The facility design could also support effective teaching, learning

and the delivery of a modern curriculum. With regard to the proved out comes, they further

suggest that it could be sustained if quality is preserved through effective maintenance

programs.

A strategy to be developed for a program must not only be for short term goal of

implementation. It should also view the future maintenance or the support of the programs to

further sustain the effectiveness of the project.

To further substantiate the investigation, the researcher added some foreign related

literatures on the context of negative practices in the government service from the United

Nations Convention against Corruption particularly on preventive anti-corruption policies and

practices.

Johnston (2000), further points out that corruption improves efficiency by cutting

through red tape and bureaucratic delays. This is based on the assumption that there is only a

finite amount of red tape in the system. On the contrary, corruption can worsen red tape and

bureaucratic delays, as it induces officials to contrive more ways of delaying transactions to

extract more bribes. According to Susan Rose-Ackerman, in The Political Economy of

Corruption and Consequences, corruption is also harmful to competition and efficiency. It

creates an uneven playing field: allowing inefficient firms to operate while building roadblocks

to efficient companies. These problems are compounded by poor selection and


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implementation of government programs and projects. Project choices are determined not on

the basis of economic and social rates of return but with respect to the amount of corruption

paybacks. Consequently, the allocation of government expenditures tends to be biased towards

military expenditures at the expense of education and health expenses.

Corruption is also associated with poor quality of public infrastructures. Kofi Annan,

United Nations Secretary-General highlights, Corruption hurts the poor disproportionately by

diverting funds intended for development, undermining a governments ability to provide basic

services, feeding inequality and injustice, and discouraging foreign investment and aid.

As in many business transactions, corruption has a demand side and a supply side. The

demand side refers to those in the government sector who can provide undue advantage or rents

in exchange for certain payments. The supply side pertains to those in the private sector seeking

and willing to pay to get undue advantage or rents from the government.

Corruption is also present in the government procurement, in fact, in various surveys

conducted by the Social Weather Station of the Philippines, three of the four top government

activities where corruption was perceived to be rampant are activities in procurement, namely

the building of roads, providing textbooks to students in public schools, and purchasing of

office supplies and equipment. The only non-procurement-related activity is the collection of

taxes. And in a more recent survey, people believed that 30-50 percent of funds for

procurement are lost to corruption. The reason why corruption is rampant in procurement in

the Philippines is because it is a high reward low risk venture.


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In the convention, the parties agreed that each State Party shall, in accordance with the

fundamental principles of its legal system, develop and implement or maintain effective,

coordinated anti-corruption policies that promote the participation of society and reflect the

principles of the rule of law, proper management of public affairs and public property,

integrity, transparency and accountability. (Chapter II, Article 5) On the public sector:

They also added that each State Party shall, where appropriate and in accordance with

the fundamental principles of its legal system, endeavor to adopt, maintain and strengthen

systems for the recruitment, hiring, retention, promotion and retirement of civil servants and

where appropriate, other non-elected public officials, that are based on the principles of

efficiency, transparency and objective criteria such as merit, equity, and aptitude. (Chapter II,

Article 7) On codes of conduct for public officials: In order to fight corruption, each State

Party shall promoteinter alia, integrity, honesty and responsibility among its public officials, in

accordance withthe fundamental principles of its legal system. (Chapter II, Article 8) on the

private sector,

The principles which have specific reference to preventing corruption involving the

private sector are embedded in the enumeration of recommended measures. First is the

promotion of cooperation between law enforcement agencies and relevant private entities.

Second thing is, promoting the development of standards and procedures designed to safeguard

the integrity of relevant private entities, including codes of conduct for the correct honorable

and proper performance of the activities of business and all relevant professions and the

prevention of conflicts of interest, and the promotion of the use of good commercial practices


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among businesses and in the contractual relations of businesses with the State and Promoting

transparency among private entities, including, where appropriate, measures regarding the

identity of legal and natural persons involved in the establishment and management of

corporate entities.

Integrity, Transparency and Accountability in Public Administration: Recent Trends,

Regional and International Developments and Issues (Elia ArmstrongAugust 2005) United

Nations offers a unique vantage point from which to view developments in public

administrations around the globe. The consensus of its membership on the state of and

directions for public administration sets international norms as follows: 1.) International

cooperation among many of the 191 Member States allow the Secretariat to keep a finger on

the pulse of developments around the world. The concepts of integrity, transparency and

accountability have been identified by the UN countries, collectively and individually, as part

of the founding principles of public administration; 2.) As such, these principles need to be

espoused and seen to be practiced by the leadership within the UN System and in all member

countries. In public administration, integrityrefers to honesty or trustworthiness in the

discharge of official duties, serving as an antithesis to corruption or the abuse of office

Transparency refers to unfettered access by the public to timely and reliable information on

decisions and performance in the public sector .Accountability refers to the obligation on the

part of public officials to report on the usage of public resources and answerability for failing to

meet stated performance objectives.


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In the abstract, for the UNs own administration, integrity has been defined as include,

but: The consensus is expressed in the General Assembly (GA) resolutions on Administration

and Development Public A/RES/49/136 of 1994, A/RES/50/225 of 1996, A/RES/53/201 of

1999, A/RES/56/213 of 2002, A/RES/57/277 of 2002 and A/RES/58/231 of 2004; The UN

Charter states, The paramount consideration in the employment of the (UN) staff shall be

the necessity of securing the highest standards of efficiency, competence and integrity.

(Article 101) In addition, many Member States identify integrity transparency and

accountability among core values or founding principles for their public administrations in their

constitutions and relevant laws. Not limited to probity, impartiality, fairness, honesty and

truthfulness."

The need for transparency, though not defined explicitly, has been implied in the

founding documents. More recently, the Organization has acknowledged the need to foster

more transparency in access to information, procurement and senior level recruitment.

Highlighting the importance of accountability for performance, a sampling of the

member countries turns up many abstract aspirations. For instance, in Yemen, to uphold

integrity, public servants must neither solicit nor accept anything from their fellow citizens to

perform their duties, thus creating a climate of confidence in them and in the public service as a

whole.

In South Africa, transparency must be fostered by providing the public with timely,

accessible and accurate information.


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In the United Kingdom, accountability is a standard of publ ic life, where holders of

public office are accountable for their decisions and actions to the public and must submit

themselves to whatever scrutiny is appropriate to their offices.

Thus at the abstract level, these principles are co-dependent. Integrity, by requiring that

public interest be paramount, provides the basis for transparency and accountability.

Transparency without accountability becomes meaningless and makes a mockery of sound

public administration. .

In the context of Integrity, Transparency and Accountability in Public Administration

having the necessary information and transparency and accountability without integrity may

not end up serving the public interest. Concretely, these concepts can be translated into an

ethics infrastructure or a national integrity system of mutually reinforcing legislative standards,

institutional structures and administrative procedures that ensure that public servants will put

the interest of the public above their own. The Organization for Economic Cooperation and

Development (OECD) concept of an ethics infrastructure is a set of rules, institutions and

practices that are in place to guide, manage and enforce good conduct in the public sector. It is

composed of mutually reinforcing functions and elements to achieve the necessary coherence

and synergy to support an environment to encourage high standards of behavior. The

transparency International (TI) concept of a national integrity system describes the key

institutions integral to combating corruption. The nine pillars of the system include the

executive, civil society, private sector, champion of reform, judiciary, enforcement agencies,


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media, watchdog agencies, and parliament. They affect the three spheres of rule of law,

sustainable development and quality of life. More immediately, these principles can translate

into improved lives of the poor and vulnerable. Then can assist daily actions for achieving

internationally agreed-upon goals such as the outcomes of major UN conferences and summits,

including the Millennium Development Goals (MDGs). The MDGs are the concrete targets set

by the international community in 2000 to halve world poverty by 2015.

The eight goals include: eradicating extreme poverty and hunger, achieving universal

primary education, promoting gender equality and empowering women, reducing child

mortality, improving maternal health, Distribution of resources, and policy gaps. Included

among governance weaknesses are the issues of trust in government that provides social

cohesion and the existence of a national ethos and commonly shared core values. A service

oriented public sector, basic to meeting the MDGs, depends on the integrity, transparency and

accountability of public institutions. In the rest of this Discussion Paper, I identify some

emerging issues around safeguarding integrity, transparency and accountability in public

administrations around the world. In doing so, I will very briefly highlight some recent trends

in the integrity, transparency and accountability movement and broadly describe some

developments at the regional and international levels, focusing more on those initiatives in

which the UN has been more directly involved.

The values of integrity, transparency and accountability in public administrations have

enjoyed resurgence within the past three decades or so. Sound public administration involves

public trust. Citizens expect public servants to serve the public interest with fairness and to


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manage public resources properly on a daily basis. Fair and reliable public services and

predictable decision-making inspire public trust and create a level playing field for businesses

thus contributing to well-functioning markets and economic growth. The integrity,

transparencyand accountability of public administrations are a prerequisite to and underpin

Integrity, Transparency and Accountability in Public Administration, trust, as a keystone of

good governance.

Corruption and maladministration in this context could be seen as not only individual

act but also the result of systemic failure and indication of weak governance. Publicized

corruption and administrative failure cases have had a major negative impact on trust in public

decision making. Since the end of the Cold War, the world has witnessed spreading

democratization, a shift in balance between the state and market forces as more countries seek

to integrate into global capitalism, and changes in social mores that inevitably accompany such

political and economic transformations.

Finally, authors of both local and international published and unpublished manuscripts

vary in their respective findings as far as the processes in the implementation of government

projects and the observance of good governance are concerned. This study therefore hopes to

add new insight to the controversy.


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Research Locale

The researcher conducted this investigation in three State Universities and State College

namely: Palawan State University located in Puerto Princesa City, Western Philippine

University located in the Municipality of Aborlan, Province of Palawan and Mindoro State

College of Agriculture and Technology, Province of Mindoro.

Population of the Study

The investigation involved the Vice President for Administration and Finance,

University/College Registrar and Human Resource Management Officer of the selected State

Universities and State College.Table 1 shows the names of the universities and the number of

administrators.

Table 1

Population/Sample of public University/Colleges

NAME OF UNIVERSITY/COLLEGE No.of Administrators

Palawan State UniversityWestern Philippine University

Mindoro State College of Agriculture and Technology

44

4

TOTAL 12

Instrumentation

The research instruments utilized in gathering data were survey questionnaires

consisting of three parts. The first part is intended for the Vice President for Administration and

Finance, the second part is intended for University/College Registrar and while the last part


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was designed for Human Resources Management Officer of the selected State Universities and

a State College.

These questionnaires were designed to extract the respondents views and line of

thinking with due regards to their meaningful feelings and showed the extent to which they

believe how strong their feelings are on the execution of good governance and the principle of

accountability.

Date Gathering Procedure

A letter of request to conduct this study was forwarded to the Dean of the

Graduate School of San Sebastian College-Recoletos, through the recommendation of the

researchers adviser. Upon his approval of the research title, the researcher sent a letter to the

presidents of the Palawan State University, Western Philippines University and Mindoro State

College of Agriculture and Technology. Upon their approval, the researcher sent a letter

request to administer the questionnaires. Immediately upon approval, a set of questionnaires

were administered to the Vice Presidents for Administration and Finance, Registrar and Human

Resource Management Officer of the said Universities and College.

In answering the questionnaires, respondents were given enough time to ensure the

reliability and substance of their responses.


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Statistical Tools Used

The statistical tools that were utilized in order to gather, analyze and interpret data were

the following: Summation and Mean. These were utilized to determine the number of student

and faculty and staff populace.

1. Mean

, where n = sample size out of a given

population


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CHAPTER IV

PROFILE OF SELECTED STATE UNIVERSITIES AND COLLEGES IN THE

MIMAROPA REGION

This chapter presents the student populations, faculty and staff, academic programs of

the three State Universities and State College in Region IV-B namely: Palawan State

University, Western Philippines University and Mindoro State College of Agriculture and

Technology.

Palawan State University Student Population

Table 1.1a shows the student populace of Palawan State University in the last five

succeeding years from school year 2009-2010 to 2013-2014.

Table 1.1a

Palawan State University Student Population (2009-2013)

School Year Male Female Total

2009-2010 6,064 9,610 15,674

2010-2011 6,536 9,610 16,146

2011-2012 6,424 9,322 15,746

2012-2013 7,402 10,682 18,094

2013-2014 9,303 12,770 22,073

TOTAL35,729 51,994

87,733MEAN 7,145.80 10,398.80 17,546.70

Source: Registrar of Palawan State University

It can be gleaned from the table above that Palawan State University student population

except for school year 2011-2012 is continuously increasing with an average of seventeen

thousand five hundred forty six and seventy. (17,546.70). This implies that despite the


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existence of various higher institutions both public and private in the province, the said

university has a valued corporate image - the fact the populace of the province are patronizing

it programs.

Western Philippines Universities Student Population

Table 1.2a shows the student populace of Western Philippines University in the last five

succeeding years from school year 2009-2010 to 2013-2014.

Table 1.2a

Western Philippines University Student Population (2009-2013)


2009-2010 3,278 3,151 6,429

2010-2011 3,785 3,54 7,325

2011-2012 3,872 3,971 7,843

2012-2013 3,371 3,951 7,322

2013-2014 3,509 4,078 7,587

TOTAL 17,815 18,691 36,506

MEAN 3563.00 3738.20 7,301.20

Source: Registrar of Western Philippines University

The Table shows that school year 2009-2010 marks as the lowest in terms of enrollees

while school year 2011-2012 has the highest. On the average, western Philippine University

has a population of seven thousand three one and twenty (7,301.20) student populace only. This

would probably due to the geographical proximity or location where it is approximately

seventy four (74) kilometers away from the lone City of Puerto Princesa and limited academic

programs offering.


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Mindoro State College of Agriculture and Agriculture

Data in Table 1.3a reveals the student population of Mindoro State College of

Agriculture in the past five succeeding years.

Table 1.3a

Mindoro State College of Agriculture and Technology (2009-2013)


2009-2010 201 260 461

2010-2011 225 359 584

2011-2012 270 382 652

2012-2013 302 413 715

2013-2014 388 589 977

TOTAL 3,389

MEAN 677.8

Source: Registrar of Mindoro State College of Agriculture and Technology

Mindoro State College of Agriculture and Technology has an average of six hundred

seventy seven and eight (677.8) student populace and its population increases gradually. The

gradual increase may be brought by the confinement to limited academic program offering the

fact the institution offers specialized agricultural courses.

Summary of Student Population of the State Universities and Colleges

Table 1.4ain the next page reveals the summarized figure of the student population in

the three selected state universities and a state college.


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Table 1.4a

Summary of Student Population from School Year

20092010 to School Year 2013-2014

State Universities

and Colleges

2009-

2010

2010-

2011

2011-

2012

2012-

2013

2013-

2014

Total Mean Rank

Palawan State

University

15,674 16,146 15,746 18,094 22,073 87,733 17,546.7 1

Western PhilippinesUniversity

6,429 7,325 7,843 7,322 7,587 36,506 7,301.2 2

Mindoro StateCollege of

Agriculture andTechnology

461 584 652 715 977 3,389 677.8 3

In terms of student population in the five succeeding school years, Palawan State

University ranks first with the total of eighty seven thousand, seven hundred twenty three

(87,723), and with the mean of seventeen thousand, five hundred forty six and seven

(17,546.7). Followed by Western Philippines University with thirty six thousand, five hundred

six (36,506), and mean of seven thousand three hundred one and two (7,301.2). Mindoro State

College of Agriculture and Technology got the lowest number of student populace with three

thousand, three hundred eighty eight (3,389) with an average of six hundred seventy seven and

eight (677.8).

This implies that in the span of five succeeding years, student population of the three

state universities and college (subject of the study) are continuously increasing. This further

implies that the great number of students brings more income on the part of the Universities


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and Colleges which lead a bigger chance of putting up more projects. This supports the data

that Palawan State University got the highest number in terms of projects implemented.

Faculty and Staff Population of Palawan State University

Table 1.1b below shows the detailed number of faculty and staff of Palawan State

University in the last five succeeding years.

Table 1.1b

Number of Faculty and Staff of Palawan State University

School Year Faculty Staff Total

2009-2010 500 407 907

2010-2011 587 453 1,040

2011-2012 512 455 967

2012-2013 550 495 1,045

2013-2014 559 465 1,024TOTAL 2,708 2,275 4,983

MEAN 541.60 455.00 996.6

Source: HRM Office of Palawan State University

It can be gleaned from the table that Palawan State University population except for

school year 2011-2012 is constantly increasing with an average of nine hundred, ninety six and

six. (996.6).This accommodates the figure in the increase in student population of the

university as presented in Table 1.4a.

Faculty and Staff Population of Western Philippine University

Table 1.3b in the next page show the detailed number of faculty and staff Western

Philippines University in the last five succeeding years.


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Table 1.2b

Western Philippines University Faculty and Staff Population


2009-2010 178 103 281

2010-2011 178 103 281

2011-2012 181 98 279

2012-2013 185 101 286

2013-2014 185 101 286TOTAL 907 506 1,413

MEAN 181.4 101.2 282.6

Source: HRM Office of Western Philippines University

It can be gleaned from the above table that the faculty and staff population of Western

Philippines University has an average of two hundred eighty two and six (282.6). The presented

number of faculty and staff corresponds to the increase of student populace of the university.

(see Tables 1.1a,1.2a & 1.3a)

Faculty and Staff Population of Mindoro State College of Agriculture and Technology

Table 1.3b reveals the detailed number of faculty and staff of the Mindoro State College

of Agriculture and Technology.


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Table 1.3b

Mindoro State College of Agriculture and Technology Faculty and Staff


2009-2010 39 35 74

2010-2011 52 33 85

2011-2012 52 41 93

2012-2013 53 40 93

2013-2014 53 41 94TOTAL 249 190 439

MEAN 49.8 38 87.8

Source: HRM Office of Mindoro State College of Agriculture and Technology

As shown in the above table, faculty and staff population of Mindoro State college of

Agriculture and Technology has an average of eighty seven and eight (87.8). The presented

number of faculty and staff corresponds to the increase of student populace of the university as

presented in Table 1.3.

Academic Programs of Palawan State University

Academic programs of three universities and one college in the MIMAROPA Region is

presented in Table 1.1c, 1.2c and 1.3c respectively.

The data reveals that the Palawan State University has Forty Eight (48) Programs. Nine

(9) of which are Graduate Programs with level two accreditation. Thirty One (31) are

Baccalaureate Degrees and 11 of which are with accredited status of level 1, level 2 and level 3.

However, six of its programs are Certificate/Diploma Courses.


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Table 1.1c

Academic Programs of Palawan State University

Palawan State University Courses Offering Year Opened

Bachelor of Laws 1stSem. SY 1993-1994

Doctor of Education 1stSem, SY 1992-1993

Master of Arts in Education Summer 1973

Master of Arts in Literature 1st

Sem. SY 1984-1995

Master of Arts in Management 1stSem, SY 1983-1984

Master of Arts in Teaching 1stSem, SY 1981-1982

Master of Science in Environmental Management 1sSem, SY 2001-2002

Master in Education 1sSem, SY 2009-2010

Master in Public Administration 1sSem, SY 1983-1984

Diploma in Language Teaching 1sSem, SY 2002-2003

Diploma in Social Science Teaching 1stSem, SY 2005-2006

Diploma in Teaching 1stSem, SY 2002-2003

Master of Science in Nursing Summer 2010

Graduate Diploma in Cultural Education Summer 2012

Bachelor of Arts 1stSem, SY 2005-2006

Bachelor of Arts in Mass Communication 1st

Sem, SY 1980-1981Bachelor of Arts in Political Science 1

stSem, SY 2005-2006

Bachelor of Science in Criminology 1stSem, SY 2010-2011

Bachelor of Science in Psychology 1stSem, SY 1994-1995

Bachelor of Science in Social Work 1sSem, SY 2004-2005

Bachelor of Science in Accountancy 1sSem, SY 1990-1991

Bachelor in Business Administration 1sSem, SY 1981-1982

Bachelor of Science in Entrepreneurship 1sSem, SY 1992-1993

Bachelor of Science in Public Administration 1stSem, SY 2004-2005

Bachelor of Science in Aeronautical Engineering 1stSem, SY 2009-2010

Bachelor of Science in Architecture 1stSem, SY 1981-1982

Bachelor of Science in Civil Engineering 1stSem, SY 1982-1983Bachelor of Science in Electrical Engineering 1

stSem, SY 1981-1982

Bachelor of Science in Mechanical Engineering 1stSem, SY 1981-1982

Bachelor of Science in Petroleum Engineering 1stSem, SY 1995-1996

Bachelor of Science in Hospitality Management 1stSem, SY 1995-1996

Bachelor of Science in Tourism Management 1stSem, SY 1995-1996

Bachelor of Science in Nursing 1sSem, SY 2003-2004

Bachelor of Science in Agriculture 1sSem, SY 2010-2011

Bachelor of Science in Biology 1sSem, SY 1991-1992

Bachelor of Science in Computer Science 1sSem, SY 1995-1996


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Bachelor of Science in Environmental Science 1sSem, SY 1995-1996