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Chapter I

INTRODUCTION

As time passes, technology continuously reaches its peak. And for the

past few years promising innovation arises that leads to the development and

advancement of todays technology, giving birth to some systems that make our

communication easier and faster.

Communication as a form of exchanging information is one of the primary

needs in businesses, public service as well as personal applications. Many types

of communication systems became popular and are widely used, one of which is

the triple-play service in which voice, video and data are provided over a single

broadband connection. A so called quadruple-play service sometimes

humorously referred as The Fantastic Four of communication is gaining

popularity; it is a modification of triple-play service with the addition of WiFi which

connect electronic devices wirelessly to exchange data over a computer network.

As a desire to achieve flexible system, wireless communication is being

converged with other technologies. It will be possible that anyone would never

need to be wired to get any communication services, anywhere, even at home

with fast, reliable and flexible service.

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OBJECTIVES

To design a communication system layout in Development Academy of

the Philippines (DAP) that will package a quadruple play network for the

company with the following services:

Voice

Data

Video

Wireless LAN

To show substantial structured cabling design for the network.

To provide the distribution of internet and telephone access for all

departments and users in DAP.

To offer a secure and reliable wireless internet access.

To ensure the security of the campus by the use of CCTV cameras.

To provide a design computation.

To gain a profound understanding about the quadruple play network.

SIGNIFICANCE OF THE STUDY

The Electronics and Communication Engineering students are tasked to

develop a structural cabling network in the Development Academy of the

Philippines that will provide a platform under the convergence of voice, data,

video and wireless connection through a fascinating advancement of Quadruple

Play Network. The plan will propose to the company for the enhancement of their

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existing network. And with this, they will be able to attain a concrete and reliable

system of communication for the smooth operation of the company.

In the essence of the subject Communication System, the proponents will

enhance their ability by applying the knowledge they learned in the Rizal

Technological University. This will give them the advantage to be familiar with the

diverse parameters such as principles, equipment, terms, protocols, etc., relevant

to the design. In fact, the ground will serve as a stepping stone for them to be

ready in case they chose to enter on this kind of job in the near future as an

Electronic Engineer.

SCOPE AND DELIMITATION

Scopes:

Horizontal Cabling Systems

Horizontal cabling must be designed to accommodate diverse user

applications, including voice, data, video and wireless communications.

Backbone Planning

Backbone cabling should be designed and installed to satisfy an entire site

planning period or anticipated life cycle.

Telecommunications Room (TR) Design

A properly designed TR includes an HC (FD) that provides a floor-serving

distribution facility for horizontal cabling.

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Data Center Design

The definition of a data center is a building or portion of a building whose

primary function is to house a computer room and its support areas.

Wireless System Design

One of the most important steps to ensure a successful wireless

implementation is to develop a solid design prior to implementation. Wireless

equipment, frequencies, bandwidth capabilities, expandability, areas of

coverage, and other factors determine the selection of the best solution.

Cabling System

Measure and dimension of cables and wires are considered to provide a

standard transmission of important parameters.

Design Computation

The design will be more efficient as computation of different parameters

regarding transmission and reception of the system requirement.

Redundant Systems

Providing redundant cross-connect areas and pathways that are physically

separated can increase the reliability of the telecommunications

infrastructure. It is necessary for used to ensure the operation in case of any

failure in the system.

Equipment Consideration

Specification of all equipment, devices, cables and connectors used in the

design are relevant to make required connections.

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Delimitation:

1. Existing network layout is disregarded.

2. Mechanical, Electrical, Plumbing and other support structures that are not

necessary in the design.

3. Configuration of network devices and equipment are not included.

4. Costing of equipment and services needed including the estimated return

of investment (ROI).

5. Existence of other network in the area that may interfere and

affect the operation of the system is not taken into

consideration.

6. Legal permits and licenses are not considered.

DEFINITION OF TERMS

Chapter II

COMPANY PROFILE

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The Development Academy of the Philippines (DAP) is a government

owned and controlled corporation mandated to:

1) Generate pioneering, value-adding, synergistic ideas, concepts, principles,

techniques and technologies addressing development problems of local,

national and international significance;

2) Capacitating individuals and development stakeholder organizations in

government, the private sector, civil society, academe, and international

organizations to perform their respective roles and mandates in development

more efficiently and effectively; and

3) Promote partnerships and facilitate the integration of policies, plans, programs,

and systems towards a holistic perspective, through the conduct of training,

education, policy/action-oriented researches, consulting/technical assistance,

and publications in good governance and productivity improvement.

BEGINNINGS

The beginnings of the Development Academy of the Philippines (DAP)

started with the story of two men who got together on a rainy afternoon in

Tagaytay City. It was on the February 1, 1973 when freshly retired Education

Secretary Onofre D. Corpuz and then Development Bank of the Philippines

(DBP) Chairman Leonides S. Virata motored to Tagaytay City after having a

hearty fiesta lunch in Silang, Cavite.

Chairman Virata showed Dr. Corpuz the site of the DBP training facility

started by the latters predecessor, Gregorio S. Licaros, whose obsession was to

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construct buildings wherever he has been at. Since Chairman Virata did not

want the training center to be exclusively for DBP, he asked Dr. Corpuz for ideas

on how best to maximize the use of the facility.

It was five months after the declaration of Martial Law. If the military had

the Philippine Military Academy (PMA) as their school for their officers, maybe

there ought to be a development-oriented academy for the civilian

bureaucracy. There was a lot of thinking and talk about development, the need

for a generation of leaders with new development perspectives, and the need for

new technologies to support development programs. Dr. Corpuz suggested the

creation of an institution to provide all these. The idea captured the interest of

Chairman Virata and both of them agreed to work for its realization.

Dr. Corpuz assembled a team of young professionals, headed by Horacio

Boy R. Morales, who went through many lengthy discussions in his office at the

Mirasol Building in front of the Philippine General Hospital where they came up

with the concept, organization and programs of what later became the DAP.

Chairman Virata, on the other hand, discussed the idea and convinced the heads

of government financial institutions (GFIs) about the soundness of the venture.

And so on May 11, 1973, DBP Chairman Leonides S. Virata, National

Economic and Development Authority (NEDA) Director-General Gerardo P.

Sicat, Social Security System (SSS) Administrator Gilberto Teodoro, Central

Bank of the Philippines Governor Gregorio S. Licaros, Government Service

Insurance System (GSIS) President and General-Manager Roman Cruz, Jr., and

Philippine National Bank (PNB) President Panfilo O. Domingo signed a

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Memorandum of Agreement (MOA) wherein they agreed to establish the

Development Academy of the Philippines (DAP) as their joint project.

The aforementioned GFIs, which eventually became the Founding

Institutions of DAP, agreed that: 1) they would participate in the governance of

the DAP, as well as provide annual financial contributions for the initial

operations of DAP, and create a DAP Endowment Fund; 2) DBP would complete

the construction of the training center in Tagaytay and make available to the DAP

the full use of the said facility (which later on was donated to DAP); 3) NEDA

would make available to DAP the use of the equipment, facilities/budgetary, and

other resources of its Productivity and Development Center (PDC) and transfer to

DAP the functions of PDC, including its role as the implementing agency of the

Asian Productivity Organization (APO) for the Philippines.

With this, the proponents of the establishment of the DAP went to see the

President of the Philippines who, after having seen the value of the idea, signed

and issued Presidential Decree No. 205 on June 7, 1973 formally creating the

DAP. Three weeks after, the President of the Philippines traveled to the newly

constructed training facility in Tagaytay City on June 23, 1973, to formally

inaugurate what is now the Development Academy of the Philippines.

ENABLING LAWS

The following enabling laws created DAP and provided the institution with certain

mandates:

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Presidential Decree No. 205, dated June 7, 1973, created DAP and provided

for its original Charter

Presidential Decree No. 1061, dated December 9, 1976, which included an

additional member in the DAP Board of Trustees

Executive Order 288, dated July 25, 1987, which reorganized the DAP Board

of Trustees into its present composition

Note the Presidential Decrees have the force of law since there was no

legislature at that time and that the President of the Philippines exercised both

executive and legislative functions. Executive Order 288 also had the force of law

because it was done under the Freedom Constitution when the President of the

Philippines exercised both executive and legislative functions for a short period of

time.

MANDATE

Section 1 of the DAP Charter states that the purposes of DAP are:

1. Foster and support developmental forces at work in the nations economy

through selective human resources development programs, research, data-

collection and information services, to the end that optimization of wealth may

be achieved in a manner congruent with the maximization of public security

and welfare;

2. Promote, carry on and conduct scientific, interdisciplinary and policy-oriented

research, education , training , consultancy and publication in the board fields

of economics, public administration and political sciences, generally involving

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the study, determination, interpretation and publication of economic, political

and social facts and principles bearing upon development problems of local,

national and international significance; and

3. Discharge a regional role in initiating and catalyzing exchange of ideas and

expertise on development activities in the region of Asia and the Far East.

In other words, its core purpose is to help development partners (its development

stakeholders/clients) excel in serving others better by enabling the

institutionalization of cutting-edge capacity building and development solutions.

CORPORATE POWERS

Section 2 of the DAP Charter states that, to fulfill its purposes, the DAP shall

have the following powers:

1. To adopt, alter, and use a corporate seal;

2. To take and hold in bequest, devise, gift, purchase, or lease, either absolutely

or in trust for any of its purposes, any property, real or personal, without

limitation as to amount or value; convey such property and to invest and

reinvest any principla, and deal with and expend the income and principal of

the said Academy in such manner as will best promote its objectives;

3. To collect, receive, and maintain a fund or funds, by subscription or otherwise,

and to apply the income and principal thereof to the promotion of its aims and

purposes hereinbefore set out;

4. To contract any obligation, or enter into any agreement necessary or

incidental to the proper management of its corporate powers; and, in general;

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5. To carry on any activity and to have and exercise all of the powers conferred

by the laws upon private or government acts and things herein set forth to the

same extent as juridical persons could do, and in any part of the world, as

principal, factor, agent or otherwise, alone or in syndicate or otherwise in

conjunction with any person, entity, partnership, association or corporation,

domestic or foreign.

MISSION

Its mission is to: enhance capacities of agencies of government in fulfilling their

mandates of serving the citizenry; foster and support synergy among the

development forces at work in nation-building; and, catalze and promote

exchange of innovative ideas and expertise on development in the Philippines

and Asia.

VISION

The DAP envisions itself as the foremost catalyst of transformational change

towards effective governance and productivity for sustainable development.

ROLES

The key roles of DAP are those of being a: 1) Change Catalyst (Think Tank);

2)Capacity Builder (Training & Education); and 3)Partnership Builder (Policy,

Programs, Process, Systems Developer & Integrator),

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SERVICES

The services that DAP offers to do fulfill its mandate and roles include:

1) Training;

2) Education;

3) Policy/Action-Oriented Research;

4) Consulting/Technical Assistance; and

5) Publications.

CORE VALUES

The Core Values of DAP guiding its officers and staff are:

1) Integrity (Ethical, Transparency, and Credibility);

2) Professionalism (Accountability, Commitment, and Excellence); and

3) Innovation (Path Finder, Trail Blazer, and Think Tank).

ORGANIZATION

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FIGURE 1: DAP Organizational Chart.

FINANCES

The DAP is a self-sustaining organization and does not receive regular

budget from government. It generates 50% of its revenues from various projects

and services it offers to its clients and 40% from the use of its building and

conference facilities both in Pasig and Tagaytay; and 10% from interest income,

occasional grants and donations. DAP receives occasional subsidy from the

General Appropriations Act (GAA) only for specific purposes.

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COSTUMERS/CLIENTS

The DAP implements projects particularly for government such as

National Government Agencies, Local Government Units, Government Owned

and Controlled Corporations, Constitutional Bodies, the Legislative and the

Judicial Branches of Government. It also undertakes projects for the Private

Sector; Small and Medium Enterprises (SMEs), Non-Government Organization,

as well as international donor agencies and the academe.