ABOUT CEDO
CEDO’s former name was Economic Enterprise of the University (EEU) 2003, later on it has been reconfigured in June 3, 2006 by the Board of Regents to become the Corporate Enterprise Development Office (CEDO) with an expanded mandate in line with the corporation in USeP. The CEDO generated income that would eventually lead to the attainment of fiscal autonomy and the flexibility in fund administration, thus, facilitating the required infrastructure improvement and personnel development.
The University of Southeastern Philippines envisioned to be a modern state university at the cutting edge of academic excellence and at the forefront of research and development which provides harmonious and conducive atmosphere for faculty, staff and students, develop and attain their potential, and an active participant in the promotion of the well being and welfare of the community and society.
To vigorously pursue a sustainable economic enterprises program for the University of Southeastern Philippines utilizing its resources and developing entrepreneurial capabilities of faculty, staff and students and other development partners.
To effectively and efficiently operate and manage income producing projects of the University and to serve as a model in entrepreneurial programs.
- To manage and supervise all income generating projects (IGP’s) by harnessing the University resources, facilities and expertise;
- To catalyze and complement the instructional, research, extension and development programs of the University;
- To provide production, processing, and marketing models to farmers, SCUs and other institutions;
- To provide quality products to faculty, staff and students at reasonable prices.
- To provide faculty and staff additional opportunities to augment their income and venue for students to earn while they learn;
- To assist in the livelihood programs of the government, and;
- To hasten the attainment of fiscal autonomy of the University.
The university as an academic institution, performs the three basic functions – instruction, research and extension. Currently, because of financial difficulty and the desire to improve its basic function, production is now a major thrust of the university.
CEDO’s former name was Economic Enterprise of the University (EEU) 2003, later on it has been reconfigured in June 3, 2006 by the Board of Regents to become the Corporate Enterprise Development Office (CEDO) with an expanded mandate in line with the corporation in USeP. The CEDO generated income that would eventually lead to the attainment of fiscal autonomy and the flexibility in fund administration, thus, facilitating the required infrastructure improvement and personnel development.
As of today, only the Production Manager oversees the CEDO with four (4) personnels making the office functional and serviceable to its clientele.
The Income Generating Projects (IGP) shall also generate employment opportunities for people in the service areas and for students who are willing to participate in its operations. Aside from the financial remuneration, the students learn in project management under government – run system, enhancing their entrepreneurial capabilities that would better prepare them for their livelihood after graduation.
To effectively operate the program and its projects, the CEDO personnel have to embody six core values.
1.Commitment
This is commitment to the project, working even beyond the official time.
2.Honesty
This value is important because the project personnel handles money and saleable commodities.
3.Innovativeness
The USeP management should always have new strategies on how to improve project/services output and minimize costs of operations.
4.Resourcefulness
This pertains to the ability of CEDO Personnel to source out funds for projects/services operations, including his own personal resources to be reimbursed from CEDO funds.
5.Productiveness
This implies that the projects/services should be viable with the resources efficiently and effectively utilized.
6.Services
This core value implies that the CEDO should share its experiences and expertise to other SUC’s (State University and Colleges), private, entrepreneurs, and other development partners. Its foremost consideration however, is the welfare of the university constituents.
The CEDO has seven major interrelated thrust as follows:
- Project development
- Food Production strategies
- Faculty, Staff, and Student welfare
- Augment financial and manpower needs of different colleges and units of the university
- Laboratory for entrepreneurial education in agriculture and other areas/field of interest
- Services and facility rentals
To effectively operate the program and its projects, the CEDO personnel have to embody six core values.
1.Commitment
This is commitment to the project, working even beyond the official time.
2.Honesty
This value is important because the project personnel handles money and saleable commodities.
3.Innovativeness
The USeP management should always have new strategies on how to improve project/services output and minimize costs of operations.
4.Resourcefulness
This pertains to the ability of CEDO Personnel to source out funds for projects/services operations, including his own personal resources to be reimbursed from CEDO funds.
5.Productiveness
This implies that the projects/services should be viable with the resources efficiently and effectively utilized.
6.Services
This core value implies that the CEDO should share its experiences and expertise to other SUC’s (State University and Colleges), private, entrepreneurs, and other development partners. Its foremost consideration however, is the welfare of the university constituents.
The CEDO has seven major interrelated thrust as follows:
- Project development
- Food Production strategies
- Faculty, Staff, and Student welfare
- Augment financial and manpower needs of different colleges and units of the university
- Laboratory for entrepreneurial education in agriculture and other areas/field of interest
- Services and facility rentals
The CEDO in Obrero campus shall be under the University President. It is headed by a director with a Production Manager for Obrero campus with the following functions.
- To determine priorities in any IGP’s and to develop/promote such projects according to acceptable investment criteria;
- To make the projects available as a venue for instruction, research, extension, and development consistent university policies and programs;
- To set performance objectives and standards, development strategies and to review, scrutinize, evaluate management plans, operating and financial reports;
- To formulate, rules, procedures, and regulations to govern repetitive/routine activities as a guide to decision-making concerning funds, property, and resources in accordance to auditing and accounting procedures;
- To recommend the construction, improvement, establishment, and repair of its facilities, machinery, and equipments, the acquisition of supplies, materials, equipments and other resources necessary to achieve the objectives;
- To recommend to the University President the appointment/designation of lower level personnel and dismissal of the same for cause after due process;
- To monitor and disseminate information to units, persons, and instrumentality on matters relating to income generating projects;
- To promote sense of responsibility, accountability, harmonious camaraderie, cooperation, and linkages for the smooth functioning of all units;
- To prepare, recommend for approval and implement an incentive scheme for all CEDO personnel and support staff;
- To submit semi-annual reports to the University President regarding the operations of the income generating projects; and
- To perform other functions related to the achievement of the goals herein stated as well as those delegated by the University President.
