MCU HISTORY O Manila Central University traces its beginnings in 1903 when a small group of educators organized a private review class at Liceo de Manila for pharmacy board examination aspirants. O The success of the review resulted to more students wanting to join the sessions and this brought about the establishment of Escuela de Farmacia del Liceo de Manila in 1904. The school, housed in Rizal Avenue in Manila, was the first private institution operated by Filipinos in the country. O Enrollment grew rapidly and to cope with the increasing demand, Escuela de Farmacia absorbed some of its outstanding graduates as teachers. In 1910, 1908 graduate. Atty. Filemon D. Tanchoco was invited to join the institution as teacher and administrator. O In 1915, Manila College of Pharmacy was born. As enrollment further increased, a new site was acquired and a building constructed at the corner of Oroquieta and Fugoso Streets in Zurbaran, Manila. O The College was authorized to confer the degree of graduate Pharmacy and Doctor of Pharmacy by 1917. Then again, an increasing enrollment led to the purchase of a lot at the corner of Mayhaligue and Felix Huertas Streets and the construction of a new building in 1926. O The College of Dentistry was opened in 1929 and the school was renamed Manila College of Pharmacy and Dentistry. High School classes started in 1940 at the three-story building in Mayhaligue. O The College operated remarkably until war shut it down in 1941. The school was ravaged during the Japanese occupation to a point where only the bare structure of its buildings remained. O In 1945, mustering all their savings and energy, Atty. Tanchoco and his wife Purificacion Gallego Tanchoco reopened the school. At that time, some of the original incorporators have passed away or moved on to other interests. O The following year, the school’s Board of Trustees reorganized. Atty. Tanchoco became the chairman and the school was renamed Manila Central Colleges. Mrs. Tanchoco also began actively participating in the school’s management. O In addition to Pharmacy and Dentistry, the school at that time offered Liberal Arts, Education, Commerce, Business Administration and Post Graduate courses in Pharmacy. In 1947, the College of Medicine opened. O The Tanchocos were at the forefront of the school’s expeditious growth with Mrs. Tanchoco credited for spearheading the development of the Medicine and Nursing programs. She led the construction of the MCU Hospital and acquisition of advanced equipment. O With a diversity of courses, Manila Central Colleges was granted a university status, thus becoming Manila Central University in 1948. Atty. Tanchoco became the first MCU President. O A year later, MCU inaugurated its nearly 10-hectare campus in Caloocan. Expansion and development projects for the colleges continued to meet the educational demands of the time. O Additional school buildings and support facilities were constructed in the 1960s. It was also during this time that the College of Optometry, Medical Technology, Midwifery, High and Grade School and Kindergarten levels were opened. O Atty. Tanchoco dutifully served as president of the University until his passing in 1963. His wife, Mrs. Purificacion Gallego Tanchoco succeeded him and was formally installed as the second president on October 23, 1964. O O O The doctoral programs were opened in 1992 and two years later, the College of Physical Therapy began. Mrs. Tanchoco served as president until 1994 and was succeeded by Dr. Lualhati Tanchoco Gonzalez. Dr. Gonzalez continued her parents’ legacy and spearheaded MCU’s growth. In 1996, all the colleges, departments and facilities moved to the Caloocan campus. O On August 2003, the Department of Computer Studies was established. The same year, MCU was granted a deregulated status by the Commission on Higher Education giving MCU the privilege to prescribe curricular programs to achieve global competence. O The year 2004 marked the centennial anniversary of MCU. The MCU administration saw the 100th year as an opportunity to undergo organizational restructuring. O Dr. Aristotle T. Malabanan’s appointment as the fourth president of MCU in 2009 coincides with the institution’s 105th anniversary. His academic and management prowess and firm resolve to further develop MCU benefited all of its stakeholders especially the students, faculty members and employees. O In 2015, a review of the MCU Vision, Mission, Institutional Philosophy and Values was conducted. O On February 15, 2017, the MCU Board of Trustees led by its Chairperson, Mrs. Luningning T. Estanislao, approved the revisions as recommended by MCU President, Dr. Aristotle T. Malabanan. O On January 30, 2018, the MCU Board of Trustees elected Mrs. Luningning T. Estanislao as President of MCU. Mrs. Estanislao will hold the positions of President and Chief Operating Officer of MCU concurrent with her position as Chairman of the Board and Chief Executive Officer. O In the same meeting, the MCU Board also elected Dr. Crisostomo T. Malabanan as a Member of the Board of Trustees of MCU effective January 30, 2018. VISION Sustain the leadership of MCU / in health science professional programs // through holistic education, / technology-based instruction and research // responsive to the needs of the country, / region and the growing global village. Mission Develop students to be well-rounded individuals / more human, / more humane, / equipped with adequate knowledge and skills, // and imbued with desirable personal traits, / love of country and sense of public service // and to enable them to participate intelligently and actively / in community and national development efforts, // through competent instruction, / immersion, / research / and quality assurance initiatives. VALUES Prudence Perseverance Resiliency Integrity Nurturing Teamwork INSTITUTIONAL PHILOSOPHY As an institution of higher learning dedicated to academic excellence, MCU believes that men and women value what is good search truth and knowledge and strive to acquire a scientific mind and faculty of wise judgement. Aligned to these convictions, MCU is committed to pursue relevant programs of studies to develop men and women to attain maturity in the ability to use scientific problem solving methods of inquiry to deepen their aesthetic sensitivity; to be committed and responsible participants in productive activities of society; to select and live by noble standards of value governing the choices of conduct to have personal considerateness and attitude towards their dealings in life; and to value encounters beyond their material experiences and existence. Prior to 1980’s To graduate men and women, more human, more humane, more intelligent, with adequate skills and imbued with social consciousness of such sensitivity as to impel them to bring to bear their knowledge in the improvement of their communities and the development of the nation. MISSION Post 1980 Post 2000 To develop responsive leadership in education, training, research and community service in various health sciences geared to the development if high quality health care and professional services as well as development of other basic sciences in support of this mission. As an educational institution, we develop well-rounded individuals through competent instruction and research in the acquisition of desirable personal traits and adequate knowledge and skills that will enable them to participate intelligently in community and national development efforts and imbue them with love of country and a sense of public service. 2017 Develop students to be wellrounded individuals more human, more humane, equipped with adequate knowledge and skills, and imbued with desirable personal traits, love of country and sense of public service and to enable them to participate intelligently and actively in community and national development efforts, through competent instruction, immersion, and research and quality assurance initiatives. Explanation of the elements Develop students to be well-rounded individuals, more human, and more humane equipped with adequate knowledge and skills... Well-rounded refers to awareness of the issues and concerns regarding the practice of their professions as well as those of allied professions and are capable and willing to adapt accordingly. They are aware and have innate confidence in their capabilities. Human and humane are the human qualities of having compassion, personal considerateness and mutual respect towards others. It is maintaining harmonious relations among the stakeholders of the university community through mutual cooperation and understanding. Explanation of the elements …and imbued with desirable traits, love of country and sense of public service, to enable them to participate intelligently and actively in community and national development efforts Through MCU education they will be able to select and live by noble standards of their profession and humankind. Just like the founder FDT who expressed indebtedness to his countrymen for his modest achievement and success as an educator, we, the people who comprise the MCU community should also have that sense of gratitude for the graces that we receive expressed through service,to improve the lives of others and country. To be an active participant and not be passive in national and development efforts. Instill in its student the true meaning of nationalism as opposed to super-nationalism (makes the youth narrow-minded and intolerant) Explanation of the elements ...through competent instruction, immersion, research and quality assurance initiatives. In developing the student the university shall help them toward maturity by providing an institutional climate that will foster learning through: goals and outcomes-based instruction (instruction); foster social consciousness through socio-civic immersion (immersion); pursuit of knowledge guided by principles and procedures for methodical recognition and formulation of a problem, collection of data through observation and experimentation and the formulation and testing of hypotheses and ethical methods of inquiry in conducting researches (research). The university shall generally adhere to these guiding principles and practices: hiring of competent (prudent) teachers, instructors, professors and administrators; religious tolerance in order to develop among its students independent thinking and a well-balanced sense of morality; “individual freedom” is not absolute and should also encompass regard for firm rules of correctness and maintaining legal and moral restraint VISION Post 2000 2017 To sustain the leadership of MCU as an educational institution in the health science and professional programs whose graduates are exposed to holistic education and technology-based instruction and research and responsive to the needs of the growing global village. Sustain our leadership of MCU in health science professional programs through holistic education, technology-based instruction and research responsive to the needs of the country, region and the growing global village. Explanation of the elements Sustain the leadership of MCU in health science and professional programs Why do we say, “sustain the leadership”? MCU having existed for more than a century, pioneered in many of its initiatives as an institution in health science and professional programs. Among their achievements are as follows: • MCU was the first School of Pharmacy established and run by Filipinos (1904) • One of the oldest post-revolution schools of higher learning in the country • Graduated the great majority of women pharmacists in the country • The first women who graduated as professionals (pharmacists) were from MCU. • First educational institution that offered Filipino women the opportunity to take professional careers • Manila College of Pharmacy produced prominent pharmacists • First Graduate School of Business Administration (1947-1948). One of its kind Concentrated in the field of scientific management. • Pioneered the establishment of one of the most unique and one of the best Graduate Pharmacy Laboratory in Southeast Asia as cited by well-known publications Pharmacy International and American Journal of Pharmacy sometime in 1948. • Newspapers gave due credit to College of Medicine for their “better” if not the “best” preparation and training of its graduates in all aspects. • Policy of “self-improvement” (resource improvement) Explanation of the elements …responsive to the needs of the country, region and the growing global village. Education that is relevant and responsive to the current and emerging competency requirements of their professions in the country, region and the world. Note that this last phrase emphasizes the order of priority the institution shall respond to the said needs. That it should first respond to the needs of the country before it considers external territories and boundaries. PRUDENCE V a l u e s Critical mental discernment and a keen practical sense of judgment when gathering, integrating and evaluating pertinent information before executing a decision as well as managing one’s activities. • • • • • • • • • Considers the pros and cons before making a decision Check if proposed action satisfies the need Consider the interests of the organization and the people who will be affected by the decision Involve and inform the right people Consider the short and long term impact Consider alternatives and options Render decisions that improve or resolve problems Using knowledge to create understanding and enlightenment not to oppress and intimidate. Consider potential problems as a consequence of a decision PERSEVERANCE V a l u e s Unwavering pursuit of excellence in people, processes and programs for the advancement and progress of the institution. • Continuously seek ways to improve the present status • Consistency of results and quality of outputs • Rigorous monitoring and review • Going the “extra mile” • Working with and through people to achieve results • Taking pride in your work • Leading by example • Expanding the circle of influence • Understanding the performance standards and measures of the institution and complying with them RESILIENCY V a l u e s Ability to recognize, understand, and appropriately respond to challenges posed by constant and disruptive changes in the institutional environment and develop appropriate and calibrated responses consistent with the university’s VMOS. • • • • • • • Adapts and gradually develops the relevant competency required in the course of changes in job requirements, scope and levels. Can adjust from one job priority to another as required by internal and external demands. Listening and receptiveness to customer concerns as a key skill to continuous improvement. Align responses towards overall improvement. Deal effectively with diverse individuals and groups who have different cultural, social and economic backgrounds Unshaken by new or unexpected situations Dealing appropriately, skillfully and promptly with new and difficult situations instead of readily adjusting and adapting. Ability to transcend traditional ideas, rules, patterns, relationships, and create meaningful new ideas, forms, methods, interpretations, with originality, progressiveness, or imagination. INTEGRITY V a l u e s Adherence to moral and ethical principles and soundness of moral character. Trustworthy, honest and demonstrates humility. Lives with honor at all times and demonstrates grit amidst deceit and dishonesty. • Stand by your commitments • Ability to make enlightened choices that sets clear parameters for what one will and will not do. • Doing something for the greater good of the organization, or society, ahead of self-interest. • “Belief that they can do what they claim can do (competence), they do what they say will do (character), share information honestly and openly (communication) • Concerned more about “what is right” rather than “who is right”. • Trustworthy and ability to discern and keep confidential information. • A role model; truthful and honest in actions and behavior. • Set high standards and don’t compromise • Holds oneself accountable for all his/her actions • Full, accurate information in reports • Values others, their time, money and efforts • Maintain social, ethical and organizational norms in job-related activities • Personal accountability for his/her work and responsibility NURTURING V a l u e s Foster an environment of care and attention that will enable people to grow, develop and acquire desirable human traits. • Sensitivity towards the needs of others • Always seek for understanding when faced with conflict, disagreements and difficult situations during people interaction. • Receptive to novel ideas and thinking to the extent that it will not compromise institutional standards and human morals. • Motivate and encourage others to achieve and go beyond their “existing” selves. • Always pursue human learning and development. • Accommodating, willingly and patiently shares knowledge and experience during learning situations. TEAMWORK V a l u e s Cooperative or coordinated effort to work efficiently and to be mutually responsible in producing an output in response to a common goal or shared priority. The output of which is greater than the sum of the individual inputs. • Consistently propose and build on ideas; proactively seeks and shares information; listens with heart and mind; always test for understanding; use constructive disagreement and fruitful friction to avoid groupthink, conformity and compromise. • Inclusiveness • Mutual respect • Ability to build and mend relationships through management ofpeople and their perceptions of how they are being treated. • Acknowledge the importance of diversity in opinions and ideas as a means to enrich the perspectives of an issue or a problem. • Voice personal opinions tactfully • Show a win-win state of mind and a willingness to arrive at a mutually beneficial compromise. • Promotes harmony to maximize the output of the team, through encouragement, rotating leadership as conditions change, and sacrificing personally to provide help unconditionally to team members experiencing difficulty. TEAMWORK V a l u e s • Show respect for each other, to prove no single person thinks he or she has all the answers, and to minimize the promotion of self-interests • Cooperation/collaboration with a strong focus on results • Invest emotionally by caring for and about each other as human beings, by being both teachers and leaders, by “having each other’s backs”. • Getting things done through people or involving others, building consensus and influencing, as opposed to coercing, others when deliberating on a decision. • Share knowledge, resources, etc., to reach common goals, without being asked • Work toward solutions, not more problems • Disclose specific sources of information when stating an opinion MISSION Develop students to be well-rounded individuals who are more human, more humane, equipped with adequate knowledge and skills, and imbued with desirable personal traits, love of country and sense of public service and enable them to participate intelligently and actively in community and national development efforts through competent instruction, immersion, research and quality assurance assurance initiatives initiatives. quality ISO COE/ COD Accredita tion ISA 2017-2021 ISO 9001:2015 ISA AUTONOMOUS UNIVERSITY CENTER OF EXCELLENCE PACUCOA PAASCU Accreditations What is accreditation? O Accreditation ensures a basic level of quality in the education you receive from an institution. O It also ensures your degrees will be recognized for the true achievements they are. O It is the job of an accreditation organization to review colleges, universities, and other institutions of higher education to guarantee quality and improvement efforts. Why accreditation matters to: Students: - Accreditation ensures that the university is continuously reviewed and meets nationally endorsed standards Programs and institutions - The university is eligible to participate in government assistance programs Industry, Government & the World - Verifies that the educational experience meets the standard BS Biology BS Psychology Level III Requirements Philosophy and Objectives 2. Faculty 3. Instruction 4. Laboratory 5. Research 6. Library 7. Student Services 8. Physical Plant 9. Community 10. Organization and Administration 1. Board Exam Level Average Board Passing Percentage vs the National Passing Average No of years to compute Candidate Status 60% 3 years Level I Accredited Status 75% 3 years Level II Reaccredited Status 90% 4 years Level III Reaccredited Status 100% 5 years Benefits O O O O O O O full administrative deregulation financial deregulation in terms of setting of tuition and other fees and charges; authority to revise the curriculum without CHED approval provided that CHED and PRC minimum requirements and guidelines are complied with; and; authority to graduate students without prior approval of CHED for special order; priority in the awards of grants/subsidies or funding assistance from CHED. authority to offer new courses allied to existing level III courses without need for prior approval; and privilege to offer new graduate programs, open learning/distance education; and privilege to offer extension classes and to participate in transnational education. Quality Assurance: all those planned or systematic actions necessary to provide adequate confidence that a product or service will satisfy given needs Making sure that Quality is what it should be QUALITY POLICY MCU is committed to produce competent and dedicated professionals imbued with the university core values as stated in its program educational objectives and desired student outcomes by research for continual improvement. THE DIRECTIONS AS REGARDS TO QA Responsibility of the MCU Community O Shared values and commitments of all communities involved (academics, administrative and support staff, students, parents, stakeholders) O Protection and improvement of the quality of the educational offered O Internal quality assurance mechanisms O Fair information to public Quality is not any single thing but an aura, an atmosphere, An overpowering feeling that MCU IS DOING EVERYTHING WITH EXCELLENCE Q WELCOME TO THE MCU FAMILY!