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Dean's Inaugural Message(2015)

The Shared Journey Continues
Our Compass: The Spirit of Service
The Dean’s Second Inaugural Address
UP College of Medicine
5 October 2015

Agnes D. Mejia, M.D.

Three years ago, I spoke before this same community about what I called our shared journey of enrichment. I also outlined the roadmap charted by my management team, based on strategic guidelines that I believed would bring us closer to achieving the College’s mission of “excellence and leadership in community-oriented medical education, research and service, using the primary health care approach, intended especially for the underserved.”

My view of the Dean’s role — I said then and I reiterate now — is that of an enabler. This essentially means that we’re all in this together, and my job is to empower each of you to do yours in a manner that would efficiently and coherently contribute to the attainment of our common goals.

Toward this end, it has been vital for me to focus on what is realistically possible within each area of UPCM operations — taking care, on one hand, to preclude frustration on the ground and, on the other hand, to seize untapped opportunities or underutilized resources that can catapult us to a higher plane.

We have become all too used to resigning ourselves to our limitations as part of a state university perennially lacking in budgetary support. The imperative to break that ‘make-do’ culture, as I will explain later, has prompted me to bring on board team members with special skills, innovative ideas, and/or extensive networks — to augment or complement what I bring to the table. This illustrates the point that empowerment is a radial force: everyone in this hall has something to contribute, based on your unique talents and circumstances. By doing our share as individuals and as subteams, we empower others — be they peers, subordinates, students or patients — thereby enriching one another and collectively pushing our College forward.

Today, thanks to the splendid work of my management team and the staunch support of the rest of the UPCM community, we gather here to celebrate the achievement of milestones over the past three years in our shared journey. With the kind indulgence of those among you who are familiar with much of what I am about to report, allow me to summarize the gains we have achieved together in our roadmap since 2012.

Milestones in Our Journey

At the outset, let me proudly declare that, by the end of the first year of ‘Part One’ of our journey, we had accomplished at least 80% of our targets.

1. Undergraduate program

We have made significant progress in enhancing our core medical curriculum and in equipping our undergraduates with the tools — both fundamental and technological — to serve the community with greater relevance.

In Academic Year 2012-2013, we completed the Internal Academic Assessment & Development program led by Assoc Dean Coralie Dimacali, to lay the groundwork for curricular and faculty refinements. This was complemented two years later, when 123 UPCM faculty identified learning outcomes — as introduced, demonstrated, practiced on all College levels —and drafted a curricular map along the lines of Outcome-Based Education.

The flagship program of my administration, the National Center for Health Care Quality and Patient Safety, was launched in the same year, thanks to the deep groundwork provided by Associate Dean Armand Crisostomo.

This multi-dimensional program is meant, among others, to empower our students in a number of ways. Already, we have expanded the Clinical Skills Simulation Laboratory, under Dr. Lanie Nicodemus, and is now being fully utilized. Also as part of the program, we have secured initial funding of PhP1.2 million a year, enabling us to upload all syllabi in the UP Virtual Learning Environment (UVLe) with the able supervision of Dr Iris Isip Tan, head of MIU. This jumpstarted the virtualization of medical education, which kicked into full gear last school year.

Academic Year 2013-14 saw the inclusion of Acta Medica Philippina, the National Health Science Journal, in Scopus, the world’s largest database of mostly peer-reviewed journals. A year later, we completed the refurbishing of the Resource and Learning Center (RLC) inside the medical library at a total investment cost of PhP13.1 million — thanks to the support of the Mu Sigma Phi fraternity, UPCM Class 1989, and the Department of Clinical Epidemiology. Equipped with robust cabling and soon, wireless connections, software and hardware — including 80 Mac Mini computers — the RLC is designed to evolve into a world-class learning resource facility.

Both initiatives have made authoritative and relevant information more readily and quickly accessible to our students as they fulfill their academic requirements.

All these efforts on the academic front helped the College obtain re-accreditation for the highest level, Level IV by the Philippine Accrediting Association of Schools, Colleges and Universities (PAASCU) in October 2014. Over the next five years, this would formally and objectively assure prospective students of UPCM that our College offers top-notch medical education.

2. Return Service Obligation Program

In 2012, I cited the urgency of preparing the members of Class 2014 for the rollout of the Return Service Obligation Program (RSOP), which they (with their parents’ consent) committed to upon entering the College. Toward this end, we made it our priority to make refinements in the program to facilitate its implementation. On July 29, 2013, we secured the approval of the Board of Regents for our recommended program amendment. We subsequently set the preparatory systems in place and updated the Handbook on the Return Service Obligation Program of the UPCM to spell out the program’s implementing rules and regulations.

Last year, with Dr. Anthony Cordero and Dr Randy Abdulla, we rolled out “Kamusta Na Bayan”, the RSOP and Regionalization tracking system commissioned by UPCM in 2010, just before our 2014 graduates were deployed. To be integrated with the UP Manila-wide RSOP tracking system, “Kamusta Na Bayan” is designed to make sure that the program is carried out effectively, even in remote areas of the country. Beyond ensuring our graduates’ adherence to the terms of their contracts, the system is meant to identify challenges and problems in the field and how to address them. By now, batch 2014 had uploaded their databases to the system and we are completing batch 2015.

On a parallel track, we have also updated the Primer on the Regionalization Program for the guidance of UPCM graduates who have expressed their intention to serve their home regions as physicians. Two years earlier, an escrow account with DBP had been established to tighten the financial arrangements of the program.

Let me reiterate what I said during my first inaugural address: the RSOP and the Regionalization Program are prime vehicles for pursuing the mission of our College. Their success will help correct the imbalance in the geographic distribution of health professionals, bringing the nation closer to the goal of universal health care, and will constitute the best repayment to Filipino taxpayers who subsidize our students’ education.

In spite of our thorough preparations in carrying out both programs from end to end, I have no illusions that the challenge of keeping our graduates faithful to the terms of their contracts remains very formidable. Past experience in the Regionalization antecedent programs shows that there were students who reneged and still have not paid the peso equivalent of their obligations to this day. In the last two years of implementation of the RSOP, it is not uncommon to encounter a few students who would rather pay than serve.

This is symptomatic of the dire health services picture in the Philippines and much of Southeast Asia and the developing world. As one study in Lancet in 2011 puts it, these countries “face persistent challenges in deployment (and retention) of doctors, nurses, and midwives to rural and remote areas, resulting in a high degree of inequality in the distribution of the health workforce (particularly doctors) across provinces and regions. Many countries are also having difficulty retaining staff in the public sector, with potentially adverse implications for the availability of services for the poor and near-poor populations, who tend to be less likely to use private formal providers.”2

“Low-income countries face common problems of health-worker density and distribution due to low production capacity, restricted capacity for employment of graduates, and low pay in the public sector, ”the study states further. “But use of health services is also low, as a result of poor-quality services, financial barriers, and cultural factors.”2 This vicious cycle is all too familiar to us.

In my view, healthcare delivery in the Philippines is too doctor-centric. It goes without saying that UPCM cannot assume the burden of delivering health care to the entire nation. Our graduates comprise only 7% of the yearly Board passers. I think that all state universities should have a return service program. But even that would not suffice; in the first place, the government should enhance its absorptive capacity to keep health professionals in the municipalities. The Department of Health’s Doctors to the Barrios Program, for instance, has a retention rate of only 18%. Evidently, all major stakeholders in the health sector, have to collaborate on a holistic approach, spanning national health policy innovation to effective service delivery at the local level, to address this complex problem.


Patient safety, I disclosed three years ago, would be the College’s main research agenda.

Hence, the College’s research programs got a tremendous boost with the establishment of the National Center for Health Care Quality and Patient Safety. Through the Center, UPCM last year obtained a PhP64.7-million grant from the Department of Science and Technology and the Philippine Council for Health Research and Development to fund basic science studies and facilities’ modernization. Already the program is supporting researches that would yield, among many others, an enhanced safety profile of essential herbal medicines, like sampung halamang gamot, metabolomic databases, and new methods for cadaveric preservation to enable safer capacity-building strategies for future health professionals.

The modernization of the RLC also enabled our Department of Clinical Epidemiology to provide a venue for undergraduate students with a keen interest in research-oriented courses.

In AY 2013-2014, for the first time, the College itself funded faculty-initiated researches on patient safety for PhP2.2M. Through the initiative of Dr. Ruchie Caro, together with Drs. Aning Javier, Noel Juban and Armand Crisostomo we have concluded four very practical researches, which can be the basis for break-through health policies and practices. These papers are ready for publication: vehicular accidents, falls, medication errors and medical simulation of intubation.

In addition, this year, the College APC made it a requirement for each new faculty recruit to come up with a research agenda that would be aligned with his/her department’s thrust and with the College’s academic programs on health care quality and patient safety. Funding assistance will come from the Dean’s office.

In preparation for the surge in studies, the Research Implementation and Development Office (RIDO) has beefed up its capabilities and now offers a wide range of services, ranging from the assignment of protocol advisers or biostatisticians to the provision of grants and editorial or publication assistance.

4. Faculty

Three years ago, I pointed out that only 39% of our faculty members have plantilla positions. The majority consists of Clinical Associate Professors (popularly known as WOCs, short for our colleagues who teach without compensation). This phenomenon has evolved over nearly four decades, since UP Manila in 1976 first broached the idea of recruiting clinical faculty to teach without pay to artificially plug the fiscal gap created by the grossly inadequate UPCM allotment from the Department of Budget and Management (DBM). As the years rolled by, the College expanded its curriculum and enrolment base, as UP reshaped itself to be a service and research university as well. Despite the obvious need for more faculty to take on the bigger teaching, service and research load, the DBM allocation for the College remained as meager as ever. There were no new items given, only items vacated by the retirees with nearly 300 WOCs waiting for plantilla. In principle, I believe that academic excellence comes at a cost, and we should be willing to pay the price if we are to sustain our esteemed stature as a College. In my view, therefore, the malignant imbalance in the composition of our faculty, perpetuating the unconscionable harnessing of topnotch intellectual labor and clinical expertise for free, simply has to be excised within every legal means at our disposal.

The first opportunity to find an ‘out-of-the-box’ solution to this problem came in 2012 in the form of the trust fund built out of the incremental tuition fee adjustment. Since faculty enhancement covered 50% of the entire trust fund allocation, I saw this as a source for incentives to our WOCs who are performing the same tasks — even more, in some cases — as our regular faculty.

To be fair, the College awarded incentives in the form of honoraria to both the WOCs and regular faculty for their performance in Academic Year 2012-2013.

In addition, 14 faculty grants and 34 travel grants were awarded to selected faculty between 2012 and 2014.

Another way of circumventing the chronic shortfall in faculty funding has been the establishment of Professorial Chairs through external endowments. By June 2014, 66 Professorial Chairs had been awarded, with the University of the Philippines Medical Alumni Society in America (UPMASA) accounting for 35% of the total.

We also made an effort to facilitate the award of merit promotions to deserving faculty. Toward this end, Dr. Salome Vios, our College Secretary, and Dr. Madeleine Sumpaico, Associate Dean for Faculty and Students, and with Dang Austero assisted me in devising a consultative process for expeditiously and judiciously selecting candidates and awardees. While abiding by the criteria set by the UPM Academic Personnel and Fellowship Committee (APFC), we formulated five categories for the guidance of the College in recommendations and deliberations along this
line. Our recommendations were approved by the system with the able guidance of Dr. Joey Lapena, then vice chancellor for administration. Five elevated for appeal were also approved.

Meanwhile, the College — invoking the ‘UP or OUT’ principle — took up the cudgels for five of our faculty deemed by the College APC to have complied with the requirements for tenure, notwithstanding questions raised by the APFC. Three faculty destined to be “out” have been approved for tenure. One is still awaiting but I’m sure will be tenured.

5. Postgraduate courses

In AY 2012-2013, the office of the associate dean for academic development conducted a review of the MD PhD curriculum and revised the criteria for admission to the program to enhance alignment with the thrust of the College.

The Postgraduate Institute of Medicine (PGIM) under Dr. Leni Fernandez reviewed all the masteral and PhD courses offered and sought out reasons for the non-performance of some and the success of a few.

The Bioethics graduate program got a boost with the establishment of the UPCM-Bioethics Unit of UNESCO in the Philippines in AY 2013-2014. This development has made it more feasible to push for the enrolment of faculty members from each department in this substantively vital area of study.

In the same vein, the completion of the RLC has opened up opportunities for masteral studies in Medical Informatics (as well as Clinical Epidemiology).

6. Students

A total of 122 students were awarded scholarships from various donors, led by UPMASA, UPMF, UPCM and local alumni. From 2012 to 2014, the College also gave travel grants to 14 students. In addition, student subsidies were granted for clinical rotation and for close to Php 1 million in laboratory fees in Biochemistry, Pharmacology and Physiology.

Reimbursement for expenses in LU3 and LU4, as well as our students’ research and extra-curricular activities, was likewise subsidized by the College.

As I mentioned in 2012, my hope is that we can tap our students to develop novel ways of — and help provide policy guidelines for — harnessing information technology and social networking to facilitate collaboration in their academic and extra-curricular work in the College.

7. Alumni

At this juncture, I would like to reiterate my profound thanks to our alumni for their all-out support to our programs — including, as I will explain, major initiatives down the road.

With the artistic talent of Dr. Pipo Bundoc, we have systematized the mobilization of both the UP Medical Alumni Society (UPMAS) and UPMASA, as well as other potential benefactors, through the production of brochures and videos.

Beyond tapping our alumni’s generosity in terms of sharing financial resources, I look forward to deepening our partnership with them, possibly through mentorship arrangements aligned with our RSOP and Regionalization Program.

8. Stakeholder Relations & Communications

The College has also made an effort to enhance stakeholder relations through regular communications. UPCM Newsletter, our official publication, under Dr. Kiko Tranquilino, keeps our broad community informed on College programs and activities. This is complemented by our official website, under Dr. Eric Bandola, which we have re-established after catching up on a 10-year backlog. The site still needs a lot of work in terms of updating and enrichment of content, for example, of faculty profiles, under the supervision of a website manager that we intend to hire this year.

The College also hosts a general assembly twice a year, primarily as a venue for continuing dialogue with students.

9. International Linkages

We have created an office of international linkages under Dr. Ester Penserga. Its initial focus is on student and faculty exchange programs. For instance, we have sent out some of our faculty to observe clinical skills simulation in Akita University; a study on mental health in disaster areas in Tohoku University; modern cadaver technology in the University of Virginia; and academic practices in the ASEAN medical school network.

UPCM also hosted a group of US high school students, who underwent a 2-week Medical Immersion Program, in partnership with Future Docs, Youth Futures International, PGH, and Global Coalition for Humanitarian Efforts-Philippines.

Last June 23-24, 2015, UPCM hosted the 4th ASEAN DEANS SUMMIT. This meeting was meant to foster mutual exchange among the 10 ASEAN State Universities, hoping to harmonize medical education in preparation for the ASEAN Globalization.

10. Administrative Staff

The UPCM administrative staff has been undergoing realignment over the past three years. Since some are assigned to posts that they were not hired or trained for, we have had to reshuffle certain staffing assignments.

In addition, we have been conducting numerous workshops and trainings on areas like risk analysis and decision making, basic life support, best HR practices, and change management for administrative staff as part of their ‘Winning Hearts and Minds’ program under Dr Sally Vios and Prof Nina Carandang. Some staff were also recommended for promotion, based on their 3-year performance record.

Overall, we have established a staffing policy, based on qualifications and not on affiliations, following strict guidelines.

Moving Forward

In sum, we have instituted policies, innovations, and program reviews and rollouts since 2012. In the next three years, we will build on these gains and initiatives, particularly in the areas of patient safety, faculty compensation and development, and administrative staff development.

In addition, we will be placing a lot of emphasis on infrastructure, academic leadership, and our admissions policy.

1. Infrastructure

The immediate focus on infrastructure is driven by two imperatives.

First is the need to break the dissonance between excellent students and faculty and the dismal state of our classrooms, labs and resource centers. I find it hard to accept the implicit premise that upgrading decrepit facilities need not be a priority, since our capacity to overcome these handicaps over many decades seems to have spurred creativity and resourcefulness, enriching a unique culture of excellence. I would rather post the argument that the high level of performance of our students and faculty can be taken to even greater heights, given a more conducive physical environment.

In his landmark book, The Tipping Point, Malcolm Gladwell wrote extensively about the ‘Power of Context’ largely in terms of how a crime ‘epidemic’ can be halted and reversed by focusing on a few environmental details. He cited the experience of the New York City government in stemming rampant criminal activity by simply scrubbing graffiti and rounding up fare-beaters in the subway system.

I think that the ‘Power of Context’ can be just as effective in raising levels of positive behavior as it has proven to be in turning around a negative trend. If we have managed to excel in spite of substandard facilities, can you imagine how much better we can be if we worked in classrooms, labs and libraries with state-of-the-art equipment? The launch of our modernized RLC is the first big step in that direction.

A top-class learning and working environment can enhance not just academic performance but the self-esteem of our core stakeholders as well. It would also lend credibility and respectability to our institution and our programs among our partners. When we had the Dean’s Complex refurbished, for instance, it was not for mere cosmetic purposes; essentially, I wanted my management team and core staff to take pride in their work and to project the College in the best possible light among our visitors and external publics. After we modernize or upgrade the rest of our campus, only then can we go full-blast in promoting international exchange programs and other initiatives.

From a more pragmatic perspective, we owe it to Filipino taxpayers to improve, preserve, and protect the College’s physical assets. That is why we have had to invest in mundane requisites such as termite control, soil testing, building repairs and the like.

The second imperative involves proper timing. Infrastructure projects are, by nature, ‘slow-burn’ due to the need to raise massive funds beforehand and to the bureaucratic government procurement process. This is why the centerpiece of our infrastructure program — the conversion of this old BSLR building into the modern-story UPCM Academic Center — could only be launched during my second term as Dean.

Our biggest infrastructure project will require PhP220 million for the building and furnishings. These financial requirements will be covered by donations, largely from UPMAS, UPMASA and from various UPCM Classes, which have been persuaded to make their respective jubilee projects and legacies converge on the completion of various segments and aspects of the new UPCM Academic Center. Alumni have donated in behalf of their families. We have tapped corporate donors through Dr.Reggie Macalintal-Canlas and Dr. Espie Cabral.

A large part of the credit for our momentum in mobilizing support for big-ticket projects like this should go to Dr. Rody Sy, head of our Resource Generation Office, and Dr. Melfred Hernandez, his assistant, for expanding our reach to networks like UPCM Filipino-Chinese alumni and to sympathetic celebrities and for introducing novel ways of raising funds. Last August, for example, fund-raising for the Academic Center hit a high note when some of the Philippines’ top singing talents, led by Ms. Lea Salonga, agreed to perform gratis in a concert entitled, “SOAP Opera ng Buhay Ko”, as their generous contribution to our efforts. We gained a net profit of nearly PhP7M. Last June 25, the first Asean Patient Safety Congress organized by UPCM under Dr. Armand Crisostomo in collaboration with the Colleges of Nursing and Pharmacy gathered more than a thousand attendees and gained a net profit of at least PhP1.2M. For the Academic Center, we have achieved 70% of our target in just 3 months,

We are aiming for the groundbreaking of the UPCM Academic Center in January 2016 to give way to the ardent request of UPMAS to keep BSLR for its homecoming event this December. Hopefully, the Center will be completed by 2017. Next among the infrastructure priorities is the renovation of Salcedo and Calderon Halls.

2. Academic Leadership

These past three years have seen our College being governed in an objective, transparent and focused manner. I knew it will be hard. But I also knew it will be good.

Within the management team, we have set aside our personal biases to commit ourselves fully to advancement of the institution. We have nurtured a relationship of mutual trust in which I allow members of the team to create the roadmap for our journey, based on my strategic guidelines and our subsequent deliberations and consensus. They are free to design their own programs, as long as the component details are consistent with our roadmap.

At the end of each year, I review the progress of each program to check how much has been accomplished. The results of this review are made public to the rest of the UPCM community to keep everyone abreast of our progress in this shared journey.

We have also sustained our focus in terms of strategic direction.

When the College registers a 100% passing rate in the Board exams, as we did in the most recent one, there always arises the danger of being sucked into the competition frenzy among medical schools, now numbering 41 in all. While Board passing rate is important, it should not be the main parameter for ranking or evaluating a medical school. What I can say is that proving ourselves in the face of competition is not the UPCM’s reason for being. We just do our best to fulfill our mandate: to serve the Filipino people through our return service and regionalization programs, our research investigation, and our models of teaching. After all, no other medical school, not even among state universities, is actively promoting return service, despite the dire need for it. To be true to our mission, UPCM should urge our faculty and alumni to assist the low-performing schools rather than to teach in well-established institutions.

This underscores the value of our faculty and College Council and of academic leadership in general.

Most of our faculty members are clinicians; only some have administrative responsibilities. The next few years will see the retirement of many of our peers, prodding us to look seriously at training our younger faculty members to gradually assume leadership roles. This is why we have instituted succession development, whereby faculty members can use departmental leadership posts to prepare themselves for higher positions such as Assistant to the Dean, Associate Dean, or even College Dean.

According to an international source: “Serving in informal roles is a ‘necessary if not sufficient’ segue into academic administration for emergent leaders. The faculty in this study recognized that each formal and informal leadership role they had played had enhanced their leadership skills and inspired many of them to reconsider their skepticism about becoming administrators.”

But the far bigger challenge is how to motivate our leader - grade faculty members to aspire for such positions. Our situation in UPCM seems to reflect a global phenomenon:

With many baby boomers preparing to retire, higher education is facing an anticipated shortage of academic administrators. Compounding this challenge, many mid-career faculty are reluctant to fill these important positions, concerned that academic leadership is incompatible with work-life balance, that it detracts from their commitments to research and teaching, and that it is tantamount to "going to the dark side."

What is critical is the infusion of the spirit of service in all aspects of College operations. This entails making everyone in our faculty realize that the vocation of healing does not stop at the level of individual patients. This is why we do extensive community service. This is why we are keen on ensuring the success of our RSOP and Regionalization program.

Academic leadership should be viewed from the same prism. As a faculty member, one takes part in the noble task of honing possibly an entire generation of future UP-bred Filipino physicians. This is undeniably an excellent way of rendering service to the nation. But, when one embraces a role in giving shape to policies, processes and practices that would make the College an even better vehicle for the professional and ethical formation of present and future generations of doctors, it becomes clear that one has entered an even higher plane of service.

The power of a broad service orientation in institutions like ours is immense and almost mystical. As one writer puts it metaphorically:

Like mortar between bricks, service is paramount to stabilizing and sustaining our structures. It is also the intersecting point between all the bricks. The bricks sit in isolation, separated from one another by the mortar. The bricks need the mortar, and the mortar needs the bricks. They are interdependent; the presence of one without the other results in structural instability and weakness.


The spirit of service should permeate the College’s admissions policy as well.

At the moment, our criteria for accepting candidates to our medical program are heavily skewed toward their academic credentials. For example, in AY 2014-15, 79.2% of those admitted to the UPCM graduated from their baccalaureate courses with honors: eight summa cum laude; 42 magna cum laude; 49 cum laude. There is no question that our curricular regimen demands very sharp minds. But is there a way we can balance this out by gauging the depth of empathy with our people in their hearts?

This is very difficult to do, and I have appointed a commission, headed by Dr. Heizel Manapat-Reyes, to study how our admissions policy can best be refined along these lines. Their recommendations had been presented for the first time in the College Council last Sept. 8. Once the policy is finalized, we hope to be able to seek its approval by the Board of Regents within 2016.

At this point, we do not know how exactly our admissions policy will be redefined. What we do know is this: A cadre of our graduates fanning out to the provinces to serve our marginalized countrymen in fulfillment of their return service or regionalization commitments — and going beyond the call of obligation — would be the ultimate measure of success of our College.

Peering at the three-year horizon before us in our continuing journey of enrichment, we may wonder if we can realistically achieve our objectives amid what appears to be a maze of long-overdue priorities. Well, wonder no more. Let us confidently march forward together with our guiding compass — the spirit of service.

Thank you and good morning.


1. ChurnrurtaiKanchanachitra et al, “Health in Southeast Asia (5th in a Series): Human resources for health in southeast Asia: shortages, distributional challenges, and international trade in health services”, The Lancet, Vol. 377, Feb. 26, 2011, p. 778.

2. Ibid, p. 769.

3. Malcolm Gladwell, The Tipping Point (How Little Things Can Make a Big
Difference), NY: Little, Brown and Company, 2000), pp. 140-151.

4. Deborah DeZure, Allyn Shaw and Julie Rojewski, “Cultivating the Next Generation of Academic Leaders: Implications for Administrators and Faculty”, Change, (The Magazine of Higher Learning), Jan-Feb 2014.

5. Ibid.

6. Bradley J. Cardinal, “Service vs. Serve-Us: What Will Your Legacy Be?”, Journal of Physical Education, Recreation & Dance, (2013) 84:5, 4-6.

Dean's inaugural message 1 (2012)

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