University of the Philippines Los Baños

I. Agency mandate, vision, mission and list of officials

II. Annual Financial Reports

III. DBM Approved Budget and Targets (only for current year)

IV. Projects, Programs and Activities, Beneficiaries and Status of Implementation(For GAA-Funding only)

V. Annual Procurement Plan 2016

A. 1st supplemental APP for Research

B. 1st supplemental APP GAA


D. 2016 APP

E. UPLB PMR (Jan-June 2016)

VI. Quality Management System Certified by International Certifying Body or Agency Operations Manual

A. Certificate of Accreditation

B. Quality Assurance Certificates from the ASEAN University Network (AUN) for Academic Programs

VII. System Ranking Delivery Units and Individuals



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(in compliance with Republic Act No. 9485-Anti Red Tape Act of 2007 and CSC Memorandum Circular No. 12 series of 2008)


The University of the Philippines is envisioned as the national university, a public and secular institution of higher learning and a community of scholars dedicated to the search for truth and knowledge as well as the development of future leaders


  1. Lead in setting academic standards and initiating innovations in Teaching, Research and Faculty Development in Philosophy, the Arts and Humanities, the Social Sciences, the Professions and Engineering, Natural Sciences, Mathematics, and Technology; and maintain Centers of Excellence in such disciplines and professions;
  2. Serve as a graduate university by providing advanced studies and specialization for scholars, scientists, writers, artists, and professionals, especially those who serve on the faculty of state and private colleges and universities;
  3. Serve as a research university in various fields of expertise and specialization by conducting basic and applied research and development, and promoting research in various colleges and universities, and contributing to the dissemination and application of knowledge;
  4. Lead as a public service university by providing various forms of community, public, and volunteer service, as well as scholarly and technical assistance to the government, the private sector, and civil society while maintaining its standards of excellence;
  5. Protect and promote the professional and economic rights and welfare of its academic and non-academic personnel;
  6. Provide opportunities for training and learning in leadership, responsible citizenship, and the development of democratic values, institutions and practice through academic and non-academic programs, including sports and the enhancement of nationalism and national identity;
  7. Serve as a regional and global university in cooperation with international and scientific unions, networks of universities, scholarly and professional associations in the asia – pacific region and around the world; and
  8. Provide democratic governance in the university based on collegiality, representation, accountability, transparency and active participation of its constituents and promote the holding of fora for students, faculty, research, extension and professional staff (REPS), administrative staff and alumni to discuss non-academic issues affecting the university.

Top 21 services in UPLB

A. Compliance to the Transparency Seal Provision
[iceaccordion theme="simple"]
[accordionslide title="  1. Agency Mandates and Functions, Officials and Contact Information"]a. The UP Charter
b. University of the Philippines Citizen’s Charter
c. Officials and Contact Information
d. Official Telephone Directory[/accordionslide][accordionslide title="  2. Statement of Allotments, Obligations and Balances for 2011, 2012, 2013"]a. 2013: General Fund | Revolving Fund - Superseded by Joint Circular 2013-1 (COA-DBM). (Please refer to FARs)
b. 2012: General Fund | Revolving Fund
c. 2011:General Fund|Revolving Fund[/accordionslide][accordionslide title="  3. Financial Accountability Reports (FARs) for 2013, 2014"]   a. 2014
   a.1 FAR 1 | FAR 1-A | FAR 1-B (December 31)
   a.2 FAR 2 |FAR 2-A(December 31)
   a.3 Summary of Prior Year’s Obligations, Disbursements and Unpaid Prior Years' Obligations  (June 30)
   a.4 Summary Report of Disbursements  (June 30)
b. 2013
   b.1 Statement of Appropriations, Allotments, Obligations, Disbursements and Balances:Fund 101 | Fund 164
   b.2 List of ABM/SAROs and Sub-Allotment Release Orders: Fund 101 | Fund 164
   b.3 Detailed Statement of Current Year's Obligations, Disbursements and Unpaid Obligations:Fund 101 | Fund 164
   b.4 Summary of Prior Year’s Obligations, Disbursements and Unpaid Prior Years' Obligations: Fund 101
   b.5 Summary Report of Disbursements: Fund 101
   b.6 Due and Demandables as of December:FAR 3
   b.7 Financial Report of Operations: General Fund
c. 2012
   c.1 Financial Report of Operations:
General Fund
d. 2011
   d.1 Financial Report of Operations: General Fund
e. 2011-2013
   e.1 Financial Report of Operations: General Fund | Revolving Fund
[accordionslide title="  4. Approved Budget for 2014, MFO Targets, Major Programs and Accomplishments"]a. 2014
   a.1 Internal Operating Budget
   a.2 MFO Budget Matrix
   a.3 MFO Form A | MFO Form A1
   a.4 MFO Form B
b. 2013
   b.1 MFO Form A and Form A1
   b.2 MFO Form B
   b.3 Physical Plan
c. 2012
   c.1 Physical Plan
d. Statement of Disbursement and Income for the Years 2011, 2012, 2013[/accordionslide][accordionslide title="  5. Program/Project Beneficiaries "]a. Program/Project Beneficiaries as identified in Special Provisions in the Agency Budget for 2013
b. UPLB Projects according to KRAs (2014-2015[/accordionslide][accordionslide title="  6. Annual Procurement Plans"]a. 2015
b. 2014
c. 2013
d. 2012
e. 2011[/accordionslide][accordionslide title="B. Compliance to the Anti-Red Tape Act of 2007"]1. Accounting Office Citizen's Charter
2. Budget Management Office (BMO) Citizen's Charter
3. Business Affairs Office (BAO) Citizen's Charter
4. Cashier's Office Citizen's Charter
5. College of Agriculture (CA) Citizen's Charter
6. College of Arts and Sciences (CAS) - OCS Citizen's Charter
7. College of Development Communication (CDC) Citizen's Charter
8. College of Economics and Management (CEM) - OCS Citizen's Charter
9. College of Engineering and Agro-Industrial Technology (CEAT) - OCS Citizen's Charter
10. College of Forestry and Natural Resources (CFNR) - OCS Citizen's Charter
11. College of Human Ecology (CHE) - OCS Citizen's Charter
12. College of Veterinary Medicine (CVM) Citizen's Charter
13. Graduate School (GS) Citizen's Charter
14. Human Resource Development Office (HRDO) Citizen's Charter
15. Information Technology Center (ITC) Citizen's Charter
16. Office of Student Affairs (OSA) Citizen's Charter
17. Office of the University Registrar (OUR) Citizen's Charter
18. Supply and Property Management Office (SPMO) Citizen's Charter
19. University Health Service (UHS) Citizen's Charter
20. University Library Citizen's Charter
21. University Police Force (UPF) Citizen's Charter[/accordionslide][accordionslide title="C. Compliance to SALN Submission/Filing"]1. Certification of Compliance with SALN(November 26, 2014)
2. Certification of Compliance with SALN (July 2014)[/accordionslide][accordionslide title="D. Compliance to PhilGEPS Posting"]1. Certificate of PhilGEPS compliance for Posting 2014
2. Certificate of PhilGEPS compliance for Posting 2013
3. Results of Bid Opportunities and Awards Notices posted at PhilGEPS website[/accordionslide][accordionslide title="E. Report on Ageing of Cash Advances"]1. Status of Unliquidated Cash Advances - Travel and Supplies - General Fund (June 30, 2014)
2. Status of Unliquidated Cash Advances - Travel and Supplies - Special Revolving Fund (June 30, 2014)
3. Status of Unliquidated Cash Advances - Travel and Supplies - Trust Project Fund (June 30, 2014)[/accordionslide]

F rom the very beginning, the University of the Philippines was conceived, designed, and destined to be the country’s National University—where the best and the brightest minds are honed and trained, and where nuggets of crude, unpolished ideas are carefully uncovered, and painstakingly transformed into golden bundles of knowledge and technologies, that serve as building blocks for national development, and keys to promoting human welfare.

Shining through from journey’s beginnings and beyond

From its humble beginnings in the 1900s, and through the many challenging decades past, which include the pre- and post war years, and up to the present, we witnessed the greatness of UPLB in varying levels and differing degrees. That history, our common history, will bear that our glorious past was indeed crowned with many breakthroughs in research, and trailblazing leadership in agriculture, veterinary medicine, and forestry education.

Our pioneering programs in these fields, dictated early the standards of excellence in agriculture, veterinary medicine and forestry education that were, and still are the models and norms of colleges and universities offering the same programs nationwide. These programs have produced many of the finest professionals, academicians, scientists, government officials, and administrators who have distinguished themselves in various parts of the country and the world.

In recent years, the younger programs in engineering, environmental science, development communication, economics and management, policy and governance, human ecology, computer science, and basic sciences in keeping with UPLB’s tradition of leadership and excellence had gained growing recognition and respect across the country and beyond. Many of these programs became models for universities in the Philippines and in the Southeast Asian region; and served as the training ground of scientists and professionals who transformed into leaders in their own home institutions.

As early as in 1929, UPLB had etched its distinctive marks of excellence and leadership in scientific knowledge and technology generation in many fields. Foremost of these were offseason flowering of mangoes; alternative energy development; development of high-yielding, pest and disease resistant varieties of diverse crops; and design of innovative farm machinery for small farmers (e.g., flatbed dryer that revolutionized drying of farm produce). UPLB also led in the development of systems for selective forest harvesting; establishment and management of tree plantation and agroforestry practice; production of biofertilizers (e.g., BIO-N, MycoVam, and Mycogroe), development of postharvest technologies that enhance the quality and longevity of farm produce; and the production of animal vaccine (i.e., P. multocida). The Bee Program and the program on composting and development of inoculants are likewise examples of recent pioneering efforts that gained wide acclaim for their scientific and economic values.

Integrated and interdisciplinary programs and development approaches to human and environmental management that became precursors of similar programs developed in many universities in the country and in the region were also pioneered by UPLB. These include the Barangay Integrated Development Approach for Nutrition Improvement (BIDANI) for improving the nutritional status of Filipinos; biotechnology applications in agriculture, forestry, and environmental protection; agroecosystem analysis; bioinformatics and systems biology; assisted natural regeneration; and rapid/participatory rural systems appraisal.

Destiny as a National University

Through those challenging decades, we saw greatness as UPLB’s long-held tradition. This tradition will continue into the new millennium of our existence as the marching order to be the national university is now formally enshrined in the halls of jurisprudence that beckons us to fall in behind the call to U.P. “as the national university, a public and secular institution of higher learning, and a community of scholars dedicated to the search for truth and knowledge as well as the development of future leaders to perform its unique and distinctive leadership in higher education and development” (RA 9500 – U.P. Charter 2008).

This mandated task is, and certainly will be, as daunting and as challenging as ever. To make U.P. as the true national university, it has to grow further, strive harder and better, to be a genuine public service university, a relevant research university, and an ever growing graduate university. The biggest challenge lies in taking UPLB to higher levels. To scale greater heights, UPLB must constantly innovate, sustain pioneering leadership, and re-engineer and create programs and institutions that are relevant and responsive as ever to the mounting complexities of problems and opportunities. These problems and opportunities are associated with the increasing population, urbanization, industrialization, globalization, scarcity, and degradation of natural resources and the environment, and food security and safety, amidst the increasing threats and risks due to climate change.

To make U.P. as the true national university, it has to grow further, strive harder and better, to be a genuine public service university, a relevant research university, and an ever growing graduate university.

For UPLB, being a graduate university means taking on the challenge of expanding capabilities to provide advanced studies and specialization to increasing number of enrollees in various graduate degree programs. The Ad Hoc Committee on Strategic Review of UPLB’s Human Resources recommended that the UPLB graduate student population in 2030 should constitute 20 percent of the total UPLB student population (envisioned to be 25,000 at that time). Of this number, 40 percent are supposed to be enrolled in the PhD programs and 60 percent in the Master’s programs. Further, it is recommended that about 20 percent of the graduate student population should be international students.

As a research university, UPLB will need to sustain its commitment to basic and applied research and development, and to promote the application of knowledge and technologies it develops in addressing complex development and environmental concerns. This will call for investments on reinforcing the capability to embark on transdisciplinary and integrative studies by sustaining the modernization of research facilities, and developing appropriate mechanisms for increased collaboration among UPLB units and between UPLB and other national and international universities and research institutions.

Being a public service university, UPLB will need to produce more appropriately skilled and value-laden graduates in various fields of arts, natural and social sciences, and engineering who will facilitate and guide the multifaceted processes of development and environmental protection. It will need to work more closely with the national and local government, the private sector, the local communities, and the civil society organizations as provider of up-to-date and reliable information, knowledge, technologies, and expert advice to facilitate the attainment of their development goals.

The journey is arduous; the road is winding and long

We must laud the achievements and gains of past administrators, who did a great job to make UPLB a better graduate, research, and public service university despite the extreme limitations in resources that chronically plagued U.P. This, in a way, puts our administration in a good position to sustain the thriving programs and to launch new programs toward realizing the vision for UPLB amid the difficulties and challenges associated with rapidly changing social, political, and environmental landscapes.

Nonetheless the road ahead for UPLB remains replete with daunting barriers invariably related to financial deficiency that is magnified by the huge expectations on what UPLB must become in the future.

I am honored to take UPLB in a journey along the road where the old and the new converge. A road that will take us where we will be able to build on the gains of the past chancellors and at the same time where we can capture the vast opportunities for breaking new grounds and laying the foundation for achieving higher goals. In doing these, we will continue to adhere to the highest standards of academic freedom and excellence, good governance, nationalism, morality and ethics, and intellectual honesty. In the next three years, we will keep our sights fixed on the above vision as we together carry out strategic actions that will pave the way to the realization of our vision.

We will continue to adhere to the highest standards of academic freedom and excellence, good governance, nationalism, morality and ethics, and intellectual honesty.

God willing, my leadership will focus on creating an environment that will inspire, unite, and empower UPLB students, faculty, REPS, and administrative personnel as one community committed to the goals and mandates of a national university. I intend to do this through my Five (5) Point Thematic Action Agenda.

What matters about this university cannot be put into simple slogans; it is a process, a way of doing things and dealing with people.

We will...

  • Work closely, provide inputs, and help the U.P. President craft the implementing rules and regulations (IRR) for RA 9500 in order to unleash the potential of the U.P. Charter to facilitate policy and institutional reforms necessary to keep in tune with the mandates of a national university. Particularly, we will engage in developing:
    • “alternative and equitable admission process to enhance the access of indigenous peoples, poor and deserving students of public high schools and students from depressed areas to U.P. programs and services”;
    • strategies for the sustainable, optimal, and most profitable use of Makiling Forest Reserve, land grants, and other real properties of U.P.
    • mechanisms for quicker and more direct delivery of technical assistance, expert services, and information and technology to national and local governments, local communities, the private sector, and the civil society.
  • Set in place mechanisms for regular meeting with the UPLB Executive and Management Committee (at least monthly) to discuss and identify existing as well as emerging problems and provide prompt solutions on issues affecting the administration and operation of UPLB.
  • Democratize governance by allowing student representation in the UPLB ExeCom and other related committees and by conducting regular consultation, dialogues, and fora with students.
  • Promote transparency in university transactions and democratize the formulation of university policies affecting university students, administrative staff, REPS, and faculty.
  • Create a multi-sectoral UPLB Environment cum Green Development Committee (chaired by the Chancellor) to come up with the following: a Comprehensive UPLB Land Use and Development Plan; scheme for greater efficiency in the use of energy and water for units and buildings; and strategies to enhance the level of safety and security on campus while minimizing cost.
  • Conduct operations evaluation of vital campus service offices (Campus Planning and Development Office, UPLB Police Force, Supply and Property Management Office, UPLB Legal Office, UPLB Health Service, Office of Student Affairs, Office of Institutional Linkages, Office of Public Relations, Office of Alumni Relations) to improve the quality and efficiency of the delivery of services, reduce response time, and build a dependable institutional memory for each of these offices.
  • Improve the environmental management of the University by supporting facilities aimed to manage the different types of byproducts of its operation, especially solids and wastewater; and to create a committee tasked to perform this daunting task. This will form part of the field laboratory of some students in related disciplines.
  • Improve the efficiency of, and sharing in the use of existing classrooms and laboratory facilities and facilitate greater sharing of faculty members among colleges (e.g., creation of centralized research facilities and a Central Instrument Center)

We will...

  • Provide sustained support to the UPLB Growth Programs (i.e., food and nutrition security and safety, INREM, climate change and human aggravated disasters, energy systems, biotechnology, ICT, engineering, basic sciences, education and human development, culture and arts, and development and governance). These will serve as platforms for increasing scientific productivity, strengthening basic sciences, developing innovative and transdisciplinary curricular and RDE programs, and building a common bond that transcends disciplinary divides, sectoral interests and biases, and competition for limited resources. Such platforms and results promote greater integration and synergy of programs and foster collaboration among various disciplines and colleges.
  • Refine the existing merit promotion system for faculty, REPS, and administrative staff with the aim of improving the ability of a unit to accomplish its stated mission and the morale and productivity of its staff.
  • Invest in the upgrading of existing facilities and development of new research and teaching facilities for transdisciplinary programs, such as the following:
    • Food and Nutrition Security and Food Safety Laboratory
    • U.P. Rural High School Teaching Laboratory
    • Geomatics, Bioinformatics, and Computer Applications Laboratory
    • Renewable Energy Development Laboratory
    • Makiling Forest-Laguna Lake Landscape Laboratory
    • Livelihood and Enterprise Development Laboratory
    • Climate Change and Disaster Risk Reduction Laboratory
    • Land Grants Facilities for Integrated Natural Resources and Environmental Management
  • Explore possibilities on how to increase off-campus (or even offshore) offering of more graduate programs for professionals who cannot leave the job market, building up on three existing off- campus offerings as follows: Master in Information Technology (MIT) for DOST, Master of Management - major in Development Management (MMDM) for the former Philippine Tourism Authority (PTA), and Master in Development Management and Governance (MDMG) for Card-MRI, LGU of Cabuyao, and DILG).

We will...

  • Strengthen the Resource Generation Office of the Office of the Vice Chancellor for Planning and Development (OVCPD) with active participation of the Business Affairs Office of the Office of the Vice Chancellor for Community Affairs (OVCCA), UPLB Foundation, Inc., Office of Institutional Linkages, Office of Alumni Relations, Land Grant Management Office, Makiling Center for Mountain Ecosystems, Companion Animal Hospital, and other concerned offices primarily tasked to develop (and implement) strategies to capture opportunities for generating income from UPLB assets (i.e., physical, technological, and human) and mobilizing resources from outside sources.
  • Explore the establishment of One-stop shops for marketing all UPLB products (foods, seeds, seedlings, wildlings, plants, books, and souvenir items, including short courses and training programs).
  • Explore the opportunities in engaging the private sector in establishing income-generating projects from UPLB’s natural assets (i.e., ecotourism, plantation development, etc.). 

For students, we will...

  • Develop a system for assisting students find decent and affordable accommodation (e.g., regulatory measure to ensure quality and safe accommodation in and off campus, infrastructure improvement, steady water supply to dormitories, and different modalities for student housing),
  • Develop an effective system for helping U.P. students who are unable to receive their stipends in due time especially at the start of a semester (i.e., enhance the benefits from student loan facilities),
  • Conduct an assessment of the implementation of the Socialized Tuition and Financial Assistance Program (STFAP) in UPLB, > Continue to improve the facilities at the Student Union Building for student activities,
  • In consultation with the students, craft a Cultural and Sports Development Program that will benefit the majority while searching for funds to support varsity teams that will be the icons of UPLB > Initiate the institutionalization of a Student Health and Accident Insurance,
  • Enhance the U.P. Graduate Mentoring and Apprenticeship Program (GMAP), including its coverage, by increasing the number of grants and benefits to make it more attractive to deserving graduate students.
  • Improve the online registration system to meet the enrolment needs of students.

For the staff, we will...

  • Increase support services (e.g., enhance the capability of the UPLB University Health Service to handle emergency cases and to perform diagnostic tests, improve infrastructure and waste disposal systems).
  • Explore opportunities to set in place mechanisms to augment income of low-salaried personnel.
  • Explore development of low-cost housing in partnership with the private sector.
  • Set up financial assistance program for faculty and staff development.
  • Explore options for an expanded but affordable health and wellness insurance coverage.

We will...

  • Institutionalize a system for proactive and deliberate advocacy, participation in, and influence on the formulation of science-based policies that promote sustainable development, good governance, resilient communities, and a vibrant economy.
  • Provide substantive support to the deliberate involvement and leadership in national and international scientific, educational, and professional forums, networks, and associations.
  • Develop off-campus learning, research, and extension centers for quicker demonstration, dissemination, and adoption of new technologies, and protocols (in collaboration with LGUs, the corporate sector, and other academic and learning institutions).
  • Explore opportunities for more tangible collaborations with international partners particularly other universities, Southeast Asian Regional Center for Graduate Study and Research in Agriculture (SEARCA), International Rice Research Institute (IRRI), International Centre for Research in Agroforestry (ICRAF), World Fish, ASEAN Centre for Biodiversity (ACB), etc. 

We will...

  • Pursue greater collaboration with the Department of Agriculture (DA), Department of Agrarian Reform (DAR), Department of Environment and Natural Resources (DENR), Department of Social Welfare and Development (DSWD), Department of Labor and Employment (DOLE), Department of Public Works and Highways (DPWH), Department of Education (DepEd), Department of Interior and Local Government (DILG), Department of Science and Technology (DOST), Department of Health (DOH), and other national government agencies to address food and nutrition security, poverty reduction, environment protection, biodiversity conservation, climate change, human settlements development, and other priority concerns.
  • Enhance/upgrade UPLB websites and other related portals of information about UPLB.
  • Enhance network with the end-users and media — local, regional, and national — to ensure that our knowledge products are communicated to the public. 

Samuel Davies in his baccalaureate address to the graduating class of Princeton College in 1760 popularized a quotation that became a traditional exhortation of all succeeding presidents of Princeton University during its commencement exercises.

I quote, “Whatever be your place, imbibe and cherish a public spirit, serve your generation.” Indeed what an apt reminder for all of us that the essence of UPLB as a national university is being and will be defined by our individual commitment to be of service to our country in whatever position we are in and by our willingness to work together as one university pursuing one goal toward a common destiny.