WELFARE ENHANCEMENT PROGRAM: The overarching principle
President Adel A. Tamano's short stewardship of PLM saw various critical enhancements into the very core of the University's operations and the well-being of its various stakeholders that make up the University.

As Atty. Tamano has aptly put it, "A leader must walk in the shoes of those he leads. A leader disconnected from his stakeholders will be ineffective." Out of his seemingly endless efforts at getting himself into the grassroots by keeping himself abreast with what is on the ground, he learned in PLM that “leadership is empathy.” Out of this lesson on leadership, he was able to take a picture of where the University is and what his constituents are in need of. By walking around the campus every time he is in the university, he is able to see first-hand what needs his attention and what is left undone. “I want the community to know I am a hands-on (president), that I know what is happening,” says President Tamano.

Unbridled in his desire to bring innovations with great impact to the University which will offshoot to a lasting change, he instantly rolled his sleeves up and buckled down to work to translate into reality the master plan that he, as the main architect, has conceived. With the best interests of the University and its stakeholders as his guidepost, he was never waylaid at all, for he knew that his heart was to follow what was right for him to do as the leader and manager of a 11-000 strong constituency.

More popularly known by his constituents as the "Legacy Program," Tamano outlined his Welfare Enhancement Program that includes the tri-focal components of:
"Benefits enhancement program" that puts premium on the value of the contributions of its internal stakeholders (scholars, faculty and staff) to service excellence
"Facilities enhancement program" that infused structural and facilities enhancements
"Technology enhancement program" that made use of modern technology in engendering a visible and lasting impact to the improvement of University operations.

These three (3) component programs perfectly weave together and complement each other to form the overarching Welfare Enhancement Program.

Complementing these legacy projects are policy formulation and refinements that fermented the current operations, as well as enhancements of current internal systems, and institutionalization thereof, that will conduce to better operations. Among many others, these include the: (1) rigid adherence to procedures prescribed by the new Procurement Act and amendments thereto, as this insures and insulates the University against the malady of “tong-pats;” (2) designation of Deans with fixed terms, and respect thereto by the Management just like their permanent counterparts (chiefs and directors), to engender academic freedom and as a confidence-building measure; and (3) segregation of the various payroll systems on a per unit/office/college basis.

In many immeasurable ways, the PLM community acknowledged that Adel Tamano brought a lasting impact to the University. He is indeed a leader on his own right.