The University of Baguio continues to strengthen its commitment to institutional excellence, quality, sustainability, and continuous improvement through a Management Development Program (MDP) on Energy Management System, First Quarter Management Review, and Readiness for the Next CHED Autonomous Status Cycle, held on October 5, 2026, at the UB Centennial Hall.
The event gathered thirty-nine (39) university leaders and key staff, led by University President Dr. Javier Herminio D. Bautista, for a full day focused on professional development, institutional evaluation, management updates, and strategic planning. Beyond presentations, the event allowed the university to assess current performance, strengthen management systems, address areas needing improvement, and align efforts toward ongoing quality and excellence. Giving importance to institutional initiatives aimed at leadership, improvement, and transformation through these key areas:
- CORE (Catalysts in Organization Reform and Empowerment)
- SUMMIT (Strategic University Management for Mobilizing Institutional Transformation)
- OPTIMIZE (Organizational Preparedness Through Integrated Management Insight, Zeroing in on Effectiveness)
Together, these initiatives provide complementary approaches to strengthening people, improving systems, aligning institutional directions, and ensuring that plans and management decisions lead to meaningful results.
Strengthening Energy Management Through Capacity Building
The program began with an MDP Echo Seminar on the Energy Management System (EMS) facilitated by Engr. Bernard Abaya, Campus Planning and Development Office (CPDO) Director. The session highlighted the importance of strengthening energy awareness, promoting efficient energy use, and integrating energy management practices into the university’s operations and decision-making processes. It gave participants a broader understanding of how responsible energy consumption, efficiency measures, monitoring, and continuous improvement can support institutional sustainability and operational effectiveness.
As a capacity-building activity, the session supports CORE by equipping institutional leaders and personnel with knowledge and practices that can contribute to organizational improvement, responsible resource utilization, and sustainable institutional operations. It likewise reinforces the university’s commitment to improving operational efficiency while promoting responsible management of energy resources.
Reviewing Sustainability Performance and Opportunities for Improvement
This was followed by a post-evaluation of the University’s UI GreenMetric 2026 journey, presented by Dr. Antonio Mangaliag, Dean of the School of Liberal Arts and Teacher Education (STELA). The session provided an opportunity to review UB’s sustainability efforts, reflect on areas already strengthened, and identify opportunities for further improvement. The team connected sustainability metrics using institutional data, performance indicators, and assessment results to guide future priorities and improvement initiatives.
The First Quarter Management Review provided updates, direction, and opportunities for management to assess institutional performance. The sessions included the following:
- Educational Organization Management Representative (EOMR) Time with Dr. Janice Kaylyn K. Lonogan
- President’s Time with Dr. Javier Herminio D. Bautista
- Full Stack Developer Updates and a Q&A with Mr. Justin Marcus C. Andrada
- A presentation by Accounting Staff member Hearthy B. Halog for Director Jonald Aglosos on the newly introduced process for checking the budget component of the SY 2026–2027 Operational Plans
The discussions underscored SUMMIT’s focus on effective university management by connecting institutional goals, strategies, systems, resources, and leadership choices. It highlighted the importance of using integrated information, data, and management insights to assess the effectiveness of institutional processes and ensure resources are allocated appropriately to achieve desired results.
In particular, the newly introduced operational plan budget-checking process strengthens the connection between institutional priorities and resource allocation. This ensures that the planned activities, indicators, targets, budgets, and expected results are aligned and supported by appropriate resources. This supports more informed decision-making and strengthens accountability in implementing institutional plans.
The next session shifted from institutional updates to focused action through the Readiness Session for the Next CHED Autonomous Status Cycle, facilitated by the Quality Assurance Office (QAO) Team. Participants were encouraged to examine actual accomplishments and evidence, identify gaps, and determine areas requiring further strengthening. The review focused on the three major areas identified in CMO No. 15, s. 2025: Commitment to Program Excellence; Excellence in Instruction, Scholarly Works, and Community Engagements; and Institutional Quality and Excellence.
Alt Text: University of Baguio’s management members and esteemed leaders at the Q1 management review for 2026
This readiness review strongly reflects the OPTIMIZE key area, moving institutional preparation beyond document collection toward a more integrated assessment of performance, evidence, preparedness, and effectiveness. It also supports SUMMIT by ensuring management decisions and institutional priorities align with the university’s long-term direction and readiness for external evaluation.
At the same time, the CORE key area reflects the shared responsibility of academic and administrative leaders to address identified gaps and improve their respective systems. Institutional reform becomes more sustainable when offices are not merely directed to comply but are empowered to understand their roles, strengthen their processes, and contribute to university-wide improvement.
Overall, UB’s emphasis on strengthening institutional capacity and continuously improving its systems adheres to the United Nations’ Sustainable Development Goals (SDGs):
- Sustainable Development Goal 4: Quality Education – having leadership development, management review, institutional assessment, and quality assurance necessary to support quality instruction, scholarly work, and community engagement
- Sustainable Development Goal 16: Peace, Justice and Strong Institutions – reinforcing institutional processes grounded in accountability, evidence, review, transparency, and informed decision-making. Looking beyond document availability, examine the university’s actual performance, identify gaps, and determine appropriate actions for improvement.
- Sustainable Development Goal 17: Partnerships for the Goals – institutional improvement that requires collaboration across different functions for institutional efforts to support common goals
Ultimately, the value of the activity extends beyond the discussions held during the program. Its impact will be seen in the actions taken afterward. This includes how identified gaps are addressed, evidence is strengthened, resources are better allocated and aligned, and institutional commitments are translated into measurable results.
Through initiatives such as CORE, SUMMIT, OPTIMIZE, the MDP, Management Review, and institutional readiness assessment, the university’s management continues to foster a culture of quality, sustainability, collaboration, accountability, and continuous improvement as it advances its continuing journey toward institutional excellence and transformation.
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Written by: Katrine Dumling and Kate Jamaica Nanao, QAO Staff
Article enhancement by Gabriel Madriaga
