As the world hurtles with the upscaling changes in local and global academic market, MSU-IIT gives full attention to excel in providing quality education in the areas of Mindanao. As a chartered campus, it has given rise to new opportunities and concomitant challenges.

Under the Mindanao State University System (MSUS) Code of Governance, Article 105.1, Chapter 9, provides among others, for the creation in each autonomous unit of the Office of the Vice Chancellor for Planning and Development, “subject to the size and level of institutional development of the campus.” This office shall be responsible to the Chancellor “in the supervision and conduct of all campus planning and development efforts.” Evidently, the Institute has long been entitled to such an office, especially in view of the need in the Institute for better implementation, monitoring and assessments of its numerous programs, projects, and policies, as well as for more quality assurance initiatives and proactive planning and development efforts.

As with any successful educational program, MSU-IIT has involved a number of levels of planning, development, implementation, monitoring, assessments of its numerous programs, projects, policies, improved quality assurance initiatives and other development efforts. With its present scenario to “respond effectively to changing needs and conditions of the nation through a system of educational planning and evaluation,” thoughtful planning provides MSU-IIT constituents actively involvement in the educational with enterprise some measure of control over the future.

This, then, paves way to the issuance of a Special Order No. 527 Series of 2007 wherein the Office of the Chancellor, MSU-IIT created a Task Force to study the possible creation of an Office of the Vice Chancellor for Planning and Development (OVCPD). The Office is expected to have strategic planning as well as monitoring and evaluation in line with its mandates. Added to these functions, the Office targets its strategic priorities as marshalled in the following items:

STRATEGIC PRIORITY 1 Develop responsive and realistic institute plans in accordance with the Institute’s Charter
STRATEGIC PRIORITY 2 Formulate enhanced and responsive policy development and advocacy
STRATEGIC PRIORITY 3 Submit timely reports and other provisions to the requiring agency (DBM, CSC, CHED)
STRATEGIC PRIORITY 4 Advice the Chancellor on quality issues in the Institute Monitor the professional development of Institute Personnel

At present, OVCPD continues to grow and realize its targets. As an Office, its indication of growth and development is anchored on its mandate along with its sub-offices like the Institutional Planning and Development Services Office (IPDSO), Quality Assurance Management Services Office (QuAMSO) and the Office of International Affairs (OIA).

Prof. Feliciano B. Alagao, Ph.D.

Prof. Feliciano B. Alagao, Ph.D.
Vice Chancellor for Planning and Development

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