1. What is your vision for Silliman in the next 5 years? The next 10, 20, 50 years?
Dr. MacArthur F. Corsino: Our vision for Silliman in next five years and beyond: A top Christian university poised at the cutting edge of international academic excellence, with a studentry that is the cream of the country in knowledge, expertise, skills, and an intense dedication to an ethic of hard work and industry, and characterized by a faith in God steeled through a deep acquaintance with the Holy Bible.
Dr. Betty Cernol-McCann: Via, Veritas, Vita for the nation, Asia, and the rest of the world. I envision Silliman education to continue to be a positive influence in the development of our country, and in the region of Asia.
Over the next decades, Silliman education would be a viable education of choice in Asia, and the rest of the world.
Dr. Efren N. Padilla: To create a culture at Silliman University dedicated to a progressive liberal thought that is ethically-inspired, theoretically-informed, empirically-grounded, culturally-acquainted, civically-engaged, and architecturally-signified.
Dr. Betsy Joy Bustamante-Tan: If elected president of Silliman University, my personal vision and mission for Silliman University are:
Vision: Silliman University is the leading Christian institution that develops the whole being of a person while mindful of the needs of society and the environment.
Mission: 1.Educating whole persons to strengthen their competence, national consciousness, and ethical moorings; 2. Upgrading our human capital to enhance the ability of Silliman University to build a national consciousness rooted on history, culture and the arts; and our indigenous Filipino traditions, morals and clinical values; 3. Infusing faith-based principles and values in all areas of learning in Faith, Instruction, Research, Extension to improve the well-being of society and the environment; 4. Widening our reach, course offerings, and services that foster a global outlook; and 5. Embracing the promotion of modern digital technologies to improve FIRE.
Dr. Beulah Rose R. Torres: My mission for Silliman is to internationalize the tri-function (instruction, research and extension) of the University, and to incorporate into the academic environment the Bible-based Christian values and principles.
Internationalization should pave the way to my vision for Silliman to be a world-class Christian university committed to holistically transform the individuals in the global community through competent and committed leaders.
2. How will Silliman compete with schools in the ASEAN?
Dr. MacArthur F. Corsino: Silliman can compete with schools in the ASEAN region though an internationalization program that enables linkage to the ASEAN University Network, and connects to universities, foundations, and other institutions in other regions of the world.
Our diplomatic and consular Posts worldwide, with whom I have contact, can help us achieve this endeavor.
Dr. Betty Cernol-McCann: Higher education among ASEAN-member nations is primarily located in an economic rationale, via trading of goods and services. Harmonizing higher education in the ASEAN region still entails a lot of preparatory work in such areas as quality assurance, credit transfer systems, or even admission requirements and criteria for graduation.
Silliman University, however, has already a good number of students from Indonesia and Myanmar, for example. The University has trained from these ASEAN countries Nursing educators, church ministers, marine biologists, ethnomusicologists, among others. I have seen this developed during my stint at the United Board for Christian Higher Education in Asia.
In the days ahead, the continued entry to ASEAN higher education should be one more of collaboration than competition with colleges and universities in the region. At the institutional level, collaboration can be in the area of faculty training and scholarships. Faculty exchange, collaborative research, teaching skills enhancement, and the like can be worked on for mutual advantage.
In the end, this collaboration can promote student mobility, student intake, placement of graduates, and enhance context-based quality assurance and professional standards in the region.
With complex political intricacies and deep socio-cultural variations across countries in Asia, having a defined program of academic collaboration cognizant of each country’s human resource development needs, will redound to mutual economic, political, social and cultural enrichment.
Dr. Efren N. Padilla: We don’t. Our playing field is the world. As it is, our graduates are in all four corners of the globe, so to speak.
Dr. Betsy Joy Bustamante-Tan: (My answers to Questions 2 to 9 are capsulized in the Strategic Plan for SY 2018-2022 that, if elected President, will be submitted to the Board of Trustees for approval. The plan is titled Managing the Risks and Challenges of the Education Industry: A Proposal to Advance and Strengthen Silliman University.
The life of the University continues to be defined in four areas: Christian Witness, Academic Excellence, Excellence in Governance, Relevance and Reach. Each one of these areas is distinct from the other; yet complimentary and representative of key priority areas that define the direction of such life to operationalize targets outlined in the strategic plan.
Dr. Beulah Rose R. Torres: We aim to produce graduates who are globally-competitive, committed, and Christ-centered. They should go out of the portals ready to live as productive global citizens and ethical leaders. They will be change agents who will make a difference in the lives of the individuals of their respective communities. With an internationalized curriculum, faculty and research — only the mindset of the University’s top management can limit the fulfillment of this dream (that should transpire within the framework of Christian education).
3. How will you improve the programs and curricular offerings at Silliman to make them more relevant to Industry?
Dr. MacArthur F. Corsino: Our curricula and programs under K-12 must be geared toward a basic education and college subjects that stress developing strength in science, technology, mathematics, technical skills, language expertise, and vocational necessities and industry-geared research. But the needs of industry are but a means to a larger goal: inclusive growth for all sectors of the entire society.
Dr. Betty Cernol-McCann: At present, programs and curricular offerings at Silliman meet the standards of the professional fields as could be gleaned from results of licensure examinations.
In keeping with the University’s continued pursuit of excellence, all programs need to exceed the minimum standards set forth by professional bodies such as those in Nursing, Education, Medicine, Engineering, Law, and the like. In the fields where there are no board examinations, the standards of good practice among the best of their peers must be attained, if not outdone.
As a clear demonstration of the University’s mothering the Earth, all the programs and offerings must forcefully convince their publics of the ways they pursue environmental integrity and stewardship. The University has consistently been into environmental programs but it is high time to tell our story and share our brand of education in a concerted fashion.
Dr. Efren N. Padilla: (Watch my presentation on Monday, Nov. 7 at Luce Auditorium.) Just to give you a glimpse, definitely pedagogical, professional, and infrastructural upgrades.
Dr. Betsy Joy Bustamante-Tan: To ensure excellence in education, accelerate the full implementation of the K plus 12 Program and its parallel programs in Higher Education in key areas of instruction, research, extension, and service learning; while advancing the establishment of centers of development and excellence among all colleges, schools, and institutes in the University.
Offer relevant but competitive courses needed by global industries, and organizations (private, public, or non-profit) for the well-being of our society and the environment.
Embrace e-learning advancements and other digital technologies to strengthen academic delivery systems in Instruction, Enrolment and Services, Faculty and Student Exchanges, Research, Extension, and Service Learning.
Dr. Beulah Rose R. Torres: One way is to infuse the international, intercultural, and global dimension into the curriculum to prepare our students for functional global literacy needed by the industry.
For example, tangible research outcomes (e.g. innovations, inventions) generated out of our productive partnerships should benefit our industry and international community as a whole. Another is to consult with top companies in various industries to find out what they need in terms of new hirees.
4. What kind of faculty will you want to work with?
Dr. MacArthur F. Corsino: We envision a faculty fully- equipped with the needed doctoral degrees, and dedicated to analytical thinking, problem solving, and a capability to link expertise with solutions to community, national and global problems.
For example, saving forests on Mt. Talinis may have implications on environmental well-being and climate change globally.
Dr. Betty Cernol-McCann: Those who view teaching, research, and community service as interrelated functions, not as silos, and who then actively seek ways to integrate research and service into their teaching. There are innovative teaching methodologies and classroom approaches that willing and able faculty members can apply.
Dr. Efren N. Padilla: Since I was an undergraduate student at Silliman, and until now as a professor at California State University at East Bay, I have been a romantic. Like the classical thinkers, the university life or the academic life is and always will be the life of the mind for me. It should not be a tambayan for teleseryes. We have enough of that from ABS-CBN or GMA7.
I’d like to work closely with the likes of Dr. Angel Alcala, the late Dr. Edith and Edilberto Tiempo, Dr. Levi Oracion, Dr. Jacinto, Dr. and Mrs. Harry Pak, Dr. Proceso Udarbe, the late Dr. Lacar — professors who I had the chance to get exposed to at Silliman. They all have impeccable academic degrees, research and publication, and pedagogical gifts.
It’ll be a world-class university, if I just have 10 Dr. Alcalas or Dr. Tiempos, or Dr. Oracions, or Dr. Jacintos, Dr. Paks…Well, there’s no harm in dreaming or wishing about it, right?
Dr. Betsy Joy Bustamante-Tan: Strengthen knowledge service delivery system to add value to the human capital of the university.
Recruit, develop & retain world-class Human Capital.
Invite distinguished faculty and other professionals as visiting lecturers and adjunct professors to augment the human capital of our organization.
Encourage faculty and staff to continuously embrace life-long learning along with modern technology to keep FIRE alive in the hearts & minds of all stake holders in the University.
Dr. Beulah Rose R. Torres: I want to work with teachers with ‘global mindset’ — those who are open to change required by this globalized world. Intensive and extensive faculty development initiatives can address this type of faculty.
Dr. MacArthur F. Corsino: The faculty and staff must be granted opportunities for maximum possible linkage with other universities, especially those in ASEAN and elsewhere abroad under the principles of global connectivity. The faculty must be duly-compensated, and afforded appropriate rank-promotion, health benefits, social security, etc. Advancement and benefits must be equitable and based on merit and performance.
Dr. Betty Cernol-McCann: Benefits and compensation package for faculty and staff have been regularly reviewed with appropriate bodies in the University. In principle, my administration will be open to added benefits within the limits of the financial capacity of the institution.
Dr. Efren N. Padilla: My heart says, what is competitive with Ateneo, De La Salle, or U.P. Diliman. But for now, what is legally-required, and what the University can afford.
Dr. Betsy Joy Bustamante-Tan: Includes legally-mandated benefits, and what the University can afford based on its financial resources. The University cannot give what it does not have or can afford. But it will continue striving to give the best financial package or economic benefits that can be mutually-agreed upon in the CBA negotiations. The most important consideration is the sustainability of what is given through the years.
Dr. Beulah Rose R. Torres: The involvement of the faculty in setting goals and outcomes for internationalization is important. Hence, reflective of the University’s Strategic Plan are plans, incentives, and activities towards internationalization that the faculty themselves will benefit.
Dr. MacArthur F. Corsino: Silliman Church must remain central to all aspects of university life. In an age of addiction, corruption, immorality and vice, the Church must lead in molding a Silliman student armed with integrity, incorruptibility, and virtue through a more personal absorption into mind and heart, of Christ’s message in the Bible.
Dr. Betty Cernol-McCann: The Silliman University Church is crucial to the life and teaching ministry of the University. Its programs and services should animate the spiritual care and nurture of students, faculty and staff of all creeds and faith orientations. I would like to see the Silliman Church working closely with campus-based churches in other parts of our country, in Asia, and the rest of the world. These interactions could inform one another in crafting programs and strategies that could best proclaim the Gospel in the midst of contemporary realities among campus constituents.
Dr. Efren N. Padilla: This is a very important dimension of our academic life — the ethical life–that is, the life of being respectful and tolerant of others.
During my days at Silliman, Dr. Pak discouraged me from joining the frat life. He wanted me to be active in Silliman Church. To the dismay of those who aggressively recruited me, I ended up leading the CYF group, singing in various choral groups, and sharing devotions in the various dorms and cottages.
When I returned to Silliman after finishing my Ph.D. at Michigan State University as a Fulbright-Hays scholar to serve as dean of the Graduate School, I also served simultaneously as director of the Youth at Silliman Church. Unfortunately, I only stayed for a year before accepting a teaching position at California State University.
Dr. Betsy Joy Bustamante-Tan: Strengthen faculty and staff involvement in all religious activities.
Reinforce students’ participation in church and church-related activities that nurture our Christian faith.
Support all church programs to ensure sustainability in strengthening our Christian faith.
Integrate Bible reflections for dormitory residents.
Re-establish the Church Research Center for community-based research projects of the Divinity School.
Magnify faculty, staff, students, and alumni participation in Galilean Fellowships.
Widen participation in jail and hospital visits – including prayer vigils.
Connect the scriptures to classroom instructions and students’ theses and dissertations.
With the academe, intensify church-community projects for service learning activities.
Dr. Beulah Rose R. Torres: The role of Silliman Church is to introduce, strengthen, and entrench the Christian faith intro the fabric of every being in this community. Its aim is not to convert its faculty, staff and students into the beliefs and views of a Presbyterian Church. Christianity is not a religion. Rather, Christianity is a ‘relationship’.
Silliman respects ‘religious tolerance’. I will uphold this. I will respect other students’ individual religious outlook and opinions, but my vision is for every student to hear the Word of God through our curriculum and church-sponsored activities, and most of all, through the formation of more Bible study groups in which one can learn more about important truths about God and His character.
The Bible says ‘Faith comes by hearing and hearing by the Word of God.’ (Romans 10:17) Small groups allow students to engage and study the Bible in a more intimate, caring and informal atmosphere.
Dr. MacArthur F. Corsino: The Alumni, especially abroad, many of whom I met or addressed as Philippine Consul General and Ambassador, can help in the internationalization of the University, in securing funding sources, and in recruiting students under the K-12 concept. We must conduct regular linkages with them and, in the Silliman spirit, appraise them of the needs as well as thrusts of the University.
Dr. Betty Cernol-McCann: Alumni involvement is crucial to Silliman’s reach and relevance. There must be a reliable, effective, and updated communication channel that will keep the graduates abreast with the affairs of the University. Successful graduates in various fields can be good resources for the continued delivery of improved programs. Some may be tapped to form part of an advisory board that will help shape or reshape curricular offerings and services. Alumni are our best allies supportive of our continued growth and leadership in higher education. As such, a structure and mechanism should be in place to effectively harness this potential.
Dr. Efren N. Padilla: There are two areas where I’d like the alumni and friends to pursue: their personal marketing and recruitment for our university as well as assistance in the outsourcing of funds for The Greater Silliman University Master Plan that I plan to develop, design, and implement incorporating the Main Campus, Ticao Farm, Silliman Farm, and Pamplona Farm.
As a planner, it is not my practice to encourage people to contribute without a supporting plan. Here’s what guides me: A plan without an action is a dream. An action without a plan is a nightmare.
Tap worldwide alumni networks to support human capital development donor and scholarship programs for faculty & staff as well as for intelligent but financially-challenged students.
Persuade alumni participation in all academic programs that strengthen excellence in instruction, research, extension, and service learning.
Dr. Beulah Rose R. Torres: The alumni is a great resource for my dream to expand and solidify our internationalization efforts. More than financial assistance, the value of the alumni come from their collective experiences, expertise, and established network. The alumni are willling to be tapped. The University must not waste these valuable resources.
Dr. MacArthur F. Corsino: The financial viability of Silliman will depend on several factors: good governance in administration of the University and handling of funds, careful budgeting, and cost-saving measures, appropriate tuition rates, increasing enrolment especially of foreign students or students from Middle East Philippine Schools, tapping more opportunities for increased funding through rented properties and through university auxiliary operations, and possible funding from national and international sources.
Dr. Betty Cernol-McCann: Good stewardship procedure and financial sustainability measures must be closely maintained. Sound fiscal management, investment opportunities, and some business ventures could help defray the cost of running our University operation. It would help if we meet projected student enrolments.
Dr. Efren N. Padilla: I wish to thank President Ben Malayang who worked very hard to put the University’s financial situation in good footing. I wish to learn from him, too. Like President Malayang, I’d like to maintain the zero-based budgeting. From zero-base, it’s fresh budget every year where every line item must be approved. I am not a fan of the traditional incrementalist approach that justifies variances based on the assumption that the “baseline” is automatically approved.
Surfing the Silliman homepage, I found that most of the income of the University is still from tuition (P433 million supporting mostly salaries/wages of a P319-million payroll). At a current ratio of payroll/tuition income, we allocate about 73 cents per peso to salary and wages (P319 million í· 433 million = 0.73). I’d like to “rightsize” and raise a competitive and sustainable payroll ratio without imposing, if possible, more financial burden to our students and parents.
I also found that the University’s total current liabilities exceed total current assets. In terms of the University’s current ratio, we have a current asset of 68 cents per peso current liability (P239 million total current assets í· P349 total current liabilities = 0.68). I like to target higher than a 1:1 ratio.
However, there are two principles I adhere to when making financial decisions for the university: Don’t spend what you don’t have, and don’t invest what you can’t afford to lose.
Dr. Betsy Joy Bustamante-Tan: Offer courses that generate high revenues and residual income for the University:
Senior high school, Higher learning education courses, Technical and vocational skills development, Leadership education programs, Other certificate programs
Introduce innovative tuition schemes.
Launch cost-effective development programs that increase student enrolment.
Widen the University’s reach & offerings to seize advancement opportunities in digital technologies and globalization.
Pursue calibrated cost reduction measures that add value to the organization.
Strengthen donor programs to improve support for University-wide development programs.
Expand auxiliary product lines and services.
Develop new enterprises.
Improve productivity of land and other assets.
Dr. Beulah Rose R. Torres: Careful planning is important to ensure financial viability of Silliman even beyond my term if ever I will be selected to lead this University. At present, I think we basically rely on tuition, grants, donors and gifts to augment income. We will collectively explore other sources of income, e.g. from alumni donations, research grants, scholarships, business partners. We can boost our income by upgrading the services of our farms and cafeteria. We can organize internal procedures needed to sustain operations, I would like Silliman to adopt a quality management system useful in directing and governing the University in a systematic and transparent manner. ISO 9001:2008 is an example of QMS. It is designed to continually improve performance while addressing the needs of interested parties
Dr. MacArthur F. Corsino: The Religious Life Emphasis Month should be continued and expanded if possible, with focus on enabling students to more personally imbibe the depth of Christ’s teachings. The issue to be reviewed is traffic congestion, to be resolved in coordination with City authorities.
Just because achievements in some areas have been made is not a reason to slow down efforts. I would like to do away with the tendency to sit on one’s laurels or to bask on reflected glory. There is more work waiting to be done.
Dr. Efren N. Padilla: I am deeply concerned of the future of our University. Nostalgia is good but too much of it forgets that there is a tomorrow. I like to give our University a fighting chance in the world — its future must be a Silliman University that is innovative, agile, and quick to turn around.
Dr. Betsy Joy Bustamante-Tan: The activities I find to be traditions at Silliman includes the Galilean Fellowship and church-community projects. These two need to be continued. Thus, we continue magnifying faculty, staff, students, and alumni participation in Galilean fellowships. We continue intensifying church-community projects in collaboration with the academe for service-learning activities.
The biggest issue I would want to see is the attitude to embrace change as an opportunity, rather than a problem.
Dr. Beulah Rose R. Torres: I want to keep the long-held tradition and mission of the University which is ‘to infuse into its academic learning the Christian faith anchored on the Gospel of Jesus Christ. This is an important practice because Christian faith in Jesus Christ promises strength and tranquility amidst volatility and ambiguity, characteristic of this globalized world.
Branding is one of the biggest challenges we face as a University. They say that branding is what people say about you when you are not in the room.
Among other superlatives, they say that Silliman is a reputable University that produces globally-competitive and confident graduates. The question is: ‘Is this true?’ More than the ‘truth’ that this brand promises our clientele, is the concern about how to upgrade, sustain and deliver this brand.
We will create an Integrated Marketing Communications campaign that will tap the best talents among our students working with our alumni who are experts in advertising and marketing communications. The campaign should be a collaborative, community-building enterprise.