UP and MSU Tawi-Tawi TCTO forge 5-year strategic partnership

21 October 2025 | Written by: Percy Dahe | UP Media and Communication Office

From left: Assistant Vice President for Digital Governance Elvira Lapuz, UP President Angelo Jimenez, MSU-TCTO Chancellor Mary Joyce Guinto-Sali, and MSU-System Regent Gracita Jacinto-Ali are all smiles as Jimenez and Guinto-Sali shake hands. Photo by Misael Bacani, UPS-MCO.

PRESS RELEASE – The University of the Philippines formalized its partnership with the farthest constituent university of the Mindanao State University System — the MSU-Tawi-Tawi College of Technology and Oceanography — with the signing of a memorandum of understanding on Oct. 15 at Quezon Hall, UP Diliman.

The MOU outlines areas of cooperation, including joint academic programs, technical consulting and assistance in engineering projects, mutual capacity building for information infrastructure, training and seminars on the Internet of Things, faculty and student exchanges, research projects, curriculum co-development, and initiatives on digital transformation and digital literacy.

UP President Angelo Jimenez reaffirmed the university’s long-standing interest in the Bangsamoro Autonomous Region in Muslim Mindanao, particularly its potential for collaboration and UP’s responsibility to the environment and local communities. “We want to enter into this agreement as equal partners…. This [MOU] is not charity. This is justice. This is equity. This is the national university.”

MSU-TCTO Chancellor Mary Joyce Guinto-Sali expressed her gratitude and appreciation for the partnership opportunity. “With honor, service, and excellence, this UP-MSU partnership will ultimately make a meaningful, positive difference for Mindanao, Sulu, and the Sulu Archipelago, by creating opportunities and transforming lives.”

The MOU establishes a five-year strategic partnership between UP and MSU-TCTO. It shall take effect unless otherwise determined with a written agreement by both parties.

MSU-TCTO Chancellor Mary Joyce Guinto-Sali signs the memorandum of understanding. Photo by Misael Bacani, UPS-MCO

From left: UP officials, Office of the President Head Executive Assistant Karlo Miguel Abunda, Assistant Vice President for Academic Affairs Percival Almoro, Assistant Vice President for Digital Governance Elvira Lapuz, Vice President for Research and Innovation Joel Joseph Marciano, and President Angelo Jimenez with MSU officials, MSU-TCTO Chancellor Mary Joyce Guinto-Sali, MSU Regent Gracita Jacinto-Ali, Chief of Staff Alnasol Sali, Professor Clarissa Derramas, and Office of Continuing Education and Extension Services Director Araniza Diansuy. Photo by Misael Bacani, UPS-MCO.

UP Assistant Vice President for Academic Affairs Percival Almoro (left) and Vice President for Research and Innovation Joel Joseph Marciano (right), listen to Guinto-Sali’s message. Photo by Misael Bacani, UPS-MCO.

UP President Angelo Jimenez during the discussion and exchange of ideas at the signing of the memorandum of understanding between UP and MSU-TCTO. Photo by Misael Bacani, UPS-MCO

MSU-TCTO Professor Clarissa Derramas takes a selfie with UP President Angelo Jimenez after the signing of a memorandum of understanding. Photo by Misael Bacani, UPS-MCO.

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	GATE 1	GATE 2	GATE 3	GATE 4	GATE 5
Capacity Building	Gate 1 — Skills & Needs Identified: Key skill gaps identified, priority training areas listed, and staff growth paths mapped.	Gate 2 — Training Started: Ongoing training/mentoring aligned with projects; cross-team learning encouraged.	Gate 3 — Skills Applied: Staff applying skills in real projects (dashboards, automations, reports) across functions.	Gate 4 — Knowledge Shared: Complete documentation, identified backup personnel, and active internal coaching.	Gate 5 — Capability Sustained: Teams lead initiatives independently with reduced reliance on external support.
Information Systems Development	Gate 1 — Needs & Scope Defined: Validated user needs, mapped workflows, and prioritized requirements.	Gate 2 — Prototype Developed: Interactive prototype tested, user feedback collected, and security/integration reviewed.	Gate 3 — System Ready for Deployment: Testing finalized, training/documentation prepared, and support mechanisms ready.	Gate 4 — System Deployed to Production: Production launch monitored, operations stabilized, and go-live support active.	Gate 5 — Continuous Improvement: Active user feedback collection driving continuous system enhancements.
Infrastructure Development	Gate 1 — Assessment & Planning: Current infrastructure assessed, risks/gaps identified, and security needs planned.	Gate 2 — Core Infrastructure Deployed: Hardware, network, and cloud resources installed with baseline cybersecurity active.	Gate 3 — Stable Operations: Reliable system performance, verified backup/recovery, and active incident response.	Gate 4 — Scalability & Resilience: Multi-campus infrastructure support, high-availability mechanisms, and automation active.	Gate 5 — Adaptive Infrastructure: Rapid deployment support, optimized resource usage, and ongoing security hardening.
Data Governance	Gate 1 — Governance Structure Set: Defined roles/responsibilities, mapped priority datasets, and drafted initial standards.	Gate 2 — Standards & Compliance Defined: Metadata and privacy standards set; documented workflows and DPO coordination active.	Gate 3 — Governance Operational: Embedded governance workflows, active archival/repository projects, and data quality checks.	Gate 4 — Systemwide Adoption: Shared data standards used across multiple CUs with governed data reporting dashboards.	Gate 5 — Data-Driven Operations: Automated compliance monitoring, data-backed decision-making, and continuous governance updates.
Policies & Guidelines	Gate 1 — Policy Needs Identified: Assessed policy gaps/requirements, defined scope, and consulted key stakeholders.	Gate 2 — Drafting & Review: Draft policies prepared, technical/legal reviews	Gate 3 — Approval & Rollout: Policies formally approved, orientations released, and compliance expectations communicated.	Gate 4 — Operational Adoption: Policies embedded into daily workflows, active monitoring, and validated audit readiness.	Gate 5 — Continuous Updating: Regular policy reviews incorporating user feedback, emerging technologies, and new risks.
Organizational Enhancements	Gate 1 — Roles & Processes Clarified: Functions defined, workflow bottlenecks identified, and coordination mechanisms set.	Gate 2 — Processes Improved: Key workflows standardized into digital-first processes, reducing manual steps.	Gate 3 — Collaboration Strengthened: Active cross-unit coordination, operational shared reporting, and normalized feedback loops.	Gate 4 — Performance Integrated: Metrics embedded into daily operations, active quality management, and integrated risk management.	Gate 5 — Adaptive Operations: Autonomous team operations driven by data-informed decisions and continuous improvement.
SUCs, Government & Industry Collaborations	Gate 1 — Partnerships Identified: Mapped priority partners, identified shared needs, and defined collaboration goals.	Gate 2 — Pilot Collaboration Started: Initiated formal agreements (MOAs), launched pilot activities, and activated coordination.	Gate 3 — Shared Operations Active: Joint training/projects running, shared resources utilized, and communities of practice set.	Gate 4 — Expanded Collaboration: Shared systems adopted across multi-institution networks yielding measurable gains.	Gate 5 — Sustainable Partnership Network: Operational long-term partnerships supporting resilient and scalable joint innovation.

UP and MSU Tawi-Tawi TCTO forge 5-year strategic partnership

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