ISO 9001:2008 Certified CIP/4045/08/06/579 QUALITY MANUAL · ISO 9001:2008 Certified 1....

QUALITY MANUAL

Code : QM Revision No. : 5 Effectivity: 28 April 2014 Page: 1 of 36

THIS DOCUMENT WHEN PRINTED IS AN UNCONTROLLED COPY. ENSURE THAT THE PRINTED COPY BEING USED IS THE CURRENT VERSION BY CHECKING

THE EFFECTIVITY DATE OF THE CONTROLLED COPY IN THE DAP FILE SERVER/ WEBSITE.

development academy of the philippines ISO 9001:2008 Certified CIP/4045/08/06/579

TABLE OF CONTENTS PAGE NO.

1.0 Introduction 3

2.0 DAP Profile 3-5

2.1 Mandate 3

2.2 DAP Vision 4

2.3 DAP Mission 4

2.4 DAP Core Values 4

2.5 Customers 4

2.6 Programs 5

2.7 Facilities 5

2.8 DAP Organizational Structure 5

3.0 General Descriptions of the Groups 5-19

3.1 Office of the President 5

3.2 Internal Audit Services 10

3.3 Programs Operations Group 10

3.4 Graduate School of Public and Development Management 15

3.5 Support Operations Group 17

4.0 Quality Management System 20-22

4.1 Quality Management System Model 20

4.2 Scope and Application 21

4.3 Documentation Structure 21

4.4 Quality Manual Amendment 22

4.5 Confidentiality and Distribution 22

5.0 Management Responsibility 23-28

5.1 Management Commitment 23

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5.2 Quality Management System Planning 24

5.3 Quality Management Structure 24

5.4 Responsibility and Authority 25

5.5 Management Review 28

6.0 Resource Management 29-30

6.1 Human Resource Management 29

6.2 Infrastructure Management 30

6.3 Work Environment 30

7.0 Overview of Quality Procedures 30-33

7.1 Document Control 30

7.2 Records Control 30

7.3 Control of Non-Conformity 31

7.4 Corrective and Preventive Action 31

7.5 Internal Quality Audit 32

7.6 Purchasing 33

8.0 DAP Business Process and Project Management System 33-35

8.1 Project Conceptualization and Development 35

8.2 Project Negotiation and Contracting 35

8.3 Project Mobilization (Pre-Implementation Activities) 35

8.4 Project Implementation 35

8.5 Project Closure 35

9.0 Measurement Analysis, and Improvement 35-36

9.1 Monitoring and Measurement 35

9.2 Data Analysis and Improvement 36

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1. INTRODUCTION

The DAP Quality Manual (QM) defines and clarifies policies, systems and procedures adopted to implement and continuously improve the Academy’s Quality Management System.

The QM, together with associated documents mentioned hereto, aims to:

1.1. Describe the basic elements of the QMS of DAP and to serve as reference in its implementation and continual improvement;

1.2. Inform the Academy’s internal and external stakeholders and enable them to observe and implement the quality system that is being maintained at DAP; and,

1.3. Serve as reference and guide for all personnel and make them familiar with and appreciate the DAP QMS.

2. DAP PROFILE

The Development Academy of the Philippines is a government-owned and controlled corporation established in 1973 with original charter created by Presidential Decree 205, amended by Presidential Decree 1061 and further amended by Executive Order 288.

The Academy is an entirely self-financing institution. It finances its operations through the programs and projects it contracts with its customers.

2.1. Mandate

As stated in Section 1, Presidential Decree 205, dated 07 June 1973, DAP’s mandate is:

2.1.1. “To foster and support the development forces at work in the nation’s 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;

2.1.2. To promote, carry on and conduct scientific, inter-disciplinary and policy-oriented research education, training, consultancy, and publication in the broad fields of economics, public administration, and the political and social sciences, generally, involving the study, determination, interpretation, and publication of economic, political, and social facts and principles bearing upon development problems of local, national, or international significance; and,

2.1.3. To discharge a regional role in initiating and catalyzing exchange of ideas and expertise on development activities in the region of Asia and the Pacific.”

QUALITY MANUAL

Code : QM Revision No. : 7 Effectivity: 3 July 2014 Page: 4 of 36

THIS DOCUMENT WHEN PRINTED IS AN UNCONTROLLED COPY. ENSURE THAT THE PRINTED COPY BEING USED IS THE CURRENT VERSION BY CHECKING THE EFFECTIVITY DATE OF THE CONTROLLED

COPY IN THE DAP FILE SERVER/ WEBSITE.


2.2. Vision

The DAP envisions to be an internationally recognized institution producing Top-notch Public Managers, as well as Innovative and Strategic Research in Public Sector Effectivity and enhancing National Productivity.

2.3. Mission

The DAP shall develop transformative leaders, innovative ideas, and synergistic solutions to make the public sector more effective and efficient. In particular, it shall:

2.3.1. Train senior government officials to be highly effective;

2.3.2. Conduct strategic and innovative research in public sector efficiency and effectivity including fostering organizational innovations;

2.3.3. Provide technical assistance along the lines of public sector efficiency and productivity; and,

2.3.4. Serve as nexus for catalyzing the exchange of ideas and expertise in productivity and development in Asia and the Pacific.

The Academy fulfills its mandate through its core competencies in Training and Education, Outreach and Consulting, and Strategic Research / Studies toward the fulfillment of its two-pronged relevance thrusts of Accountable Governance and National Productivity and Competitiveness.

2.4. Core Values

The DAP believes that the three most important aspects of culture and identity which govern actions and strategies as an organization are: integrity (ethical, transparency and credibility), professionalism (accountability, commitment and excellence), and innovation (path finder, trailblazer and think-tank). The Academy regards people as the most important asset of the organization and since the customer is its lifeblood, it believes that the customer is the focus of its attention.

The Academy’s core purpose is to help partners excel in serving others by enabling the institution of cutting-edge capacity building and developmental solutions.

As a development institution, the Academy aspires to deliver the highest performance level that will make its stakeholders proud of its achievements.

2.5. Customers

DAP’s customers include national line agencies (NLAS), local government units (LGUs), constitutional bodies, legislature, judiciary and government corporations.

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Other customers include international organizations and funding institutions, private firms including small and medium enterprises, non-government organizations, and the academe.

2.6. Programs

The DAP’s projects and programs are conceptualized around the following program thrusts:

2.6.1. National Productivity and Competitiveness

2.6.2. Accountable Governance

2.7. Facilities

The DAP’s main office is located in Ortigas Center in Pasig City, Metro Manila. It also has office facilities in Davao City, Mindanao.

It’s main office in Pasig City is a six-storey building with conference and office facilities. It also has a facility in Tagaytay City, the DAP Conference Center, which is ideal for residential trainings, seminars and workshops as well as for rest and recreation activities.

2.8. Organizational Structure

3. GENERAL DESCRIPTION OF GROUPS

3.1. Office of the President (OP)

The OP provides overall leadership and direction to the Academy for it to achieve overall goals and objectives. The OP’s specific functions include:

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3.1.1. Periodic review and redefinition of the overall thrusts, directions and goals of the Academy;

3.1.2. Exercise of administrative, technical, operational and functional supervision and control over all groups and units of the Academy; and

3.1.3. Formulation, issuance of and monitoring of the implementation of policies and guidelines in ensuring the Academy’s viability, internal efficiency, professional credibility, and continuing relevance.

The OP likewise provides the necessary staff work and support to the Academy’s Board of Trustees, as well as initiates and monitors the implementation of Board Decisions.

3.1.4. International Relations, Innovation, Strategic Convergence Initiatives and Partnership (IRISCIP)

The IRISCIP is the international relations and marketing group of the Academy. Its functions include:

3.1.4.1. Initiating and coordinating policy and strategy formulation and implementation to develop and advance international relations and strategic partnership in support of the Academy’s mission and vision and its efforts on idea generation, product/program development/implementation and resources generation;

3.1.4.2. Initiating and coordinating the development and enhancement of the Academy’s strategies for promoting innovation in support of its vision and mission;

3.1.4.3. Facilitating the development of the innovation programs of the Academy in coordination and partnership with internal (Academy groups/centers) and external (former DAPpers, graduates, academe with practitioners, etc.) expertise and stakeholders;

3.1.4.4. Leading and coordinating efforts in adapting/implementing institutional strategies for developing and managing strategic convergence initiatives and partnerships with relevant organizations and stakeholder groups to support the Academy’s innovation program and strategic business development;

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3.1.4.5. Establishing, maintaining and strengthening harmonious and mutually beneficial relationships with international organizations, such as the Asian Productivity Organization (APO) and its National Productivity Organizations (NPOs), the United Nation agencies, donor institutions of developed countries, International Relations Office or IRO (when relating and referring to other international organizations);

3.1.4.6. Coordinating inter- and intra-Academy efforts to develop and implement the National Productivity Agenda as the APO’s Philippine NPO; and

3.1.4.7. Establishing, maintaining and strengthening mutually beneficial relationships and institutional partnerships with the Philippine Center for Environmental Protection Sustainable Development Inc, (PCEPSDI), Philippine Council for Sustainable Development (PCSD), National Competitiveness Council (NCC), Philippine Quality & Productivity Movement (PQPM), Center for Philippine Futuristic Studies & Management Inc. (CPFSMI), Philippine CeC Academy (PCA) and such other institutions relevant to DAP.

3.1.4.8. Asian Productivity and Liaison Office (APOLO). The APOLO liaises with the Asian Productivity Organization (APO) Secretariat in Tokyo in line with the Philippine Government commitments as member of the Asian Productivity Organization, with APO member organizations, and with potential partners in other parts of Asia and the Pacific, specifically, the Office for International Cooperation.

3.1.5. Corporate Affairs Group (CAG). The CAG provides the needed completed staff work for the Office of the President with respect to business and product development, institutional partnership development, resource generation, institutional marketing, corporate communications, corporate/ strategic/ business/ operations planning, operations monitoring and evaluation, management information systems and idea generation.

The CAG supervises and coordinates the operations of the following offices: Business Development and Resource Generation Office (BDRGO), Council of Fellows (COF), Corporate Marketing and Communications Office (CMCO), and the Corporate Operations and Strategy Management Office (COSMO).

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3.1.5.1. Business Development and Resource Generation Office (BDRGO)

The BDRGO is responsible for identifying project opportunities which are not covered by the existing groups and centers, and developing such opportunities into financially viable areas of interventions for the Academy. Its functions include:

01. Scanning the external environment for relevant trends and developments that will provide opportunities for the Academy to develop new areas for intervention;

02. Analyzing opportunities and determining priority areas which are aligned with the Academy’s focus and mandate;

03. Designing and developing appropriate programs and projects;

04. Generating the required resources to pilot test and enhance new programs and projects; and,

05. Establishing the financial sustainability mechanism for such programs and projects.

3.1.5.2. Council of Fellows (COF)

The COF is the idea generation mechanism of the Academy. It is:

01. responsible for generating and facilitating the development and dissemination of new, trailblazing, pioneering, innovative, value-adding and creative ideas, concepts, plans, programs and/or interventions designed “to address development problems of local, national or international significance, to foster and support the development forces at work in the nation’s economy; as well as,

02. enable the Academy to 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.”

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3.1.5.3. Corporate Marketing and Communications Office (CMCO)

The CMCO is the marketing and communications arm of the Academy. Its functions include:

01. Developing an institutional and integrated marketing and promotions plan;

02. Assisting the centers in the conduct of market sensing and intelligence activities to help define the Academy’s future directions and provide inputs to planning sessions;

03. Overseeing external relations and institutional networking initiatives and activities (including institutional events and affiliations);

04. Handling all matters relating to corporate communications, including the management of information for uploading to the Academy’s website and other media;

05. Managing the Academy’s promotional and marketing publications;

06. Ensuring the strict observance of all protocol relating to DAP’s visual identity marks by all personnel and offices; and

07. Acting as the Academy’s InfoDesk in-charge of all hotlines, textlines, emergency lines, etc.

3.1.5.4. Corporate Operations and Strategy Management Office (COSMO)

The COSMO is the planning, monitoring, policy making and information management center of the Academy. It is responsible for ensuring the effective implementation and realization of the Academy’s goals consistent with its mandate, vision, mission and core values. Its functions include:

Strategy Management

01. Coordinating institutional planning activities namely: strategic planning and operations planning;

02. Formulating mechanisms for and setting-up corporate performance standards; and,

03. Monitoring and evaluating performance targets periodically.

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Information Management

04. Developing an integrated information systems plan for the Academy; and,

05. Administering and managing the Academy’s information technology (IT) facilities, and resources.

3.2. INTERNAL AUDIT SERVICES (IAS)

Pursuant to the Administrative Code of 1987, and as reiterated in the National Guidelines on Internal Control System (NGICS), the functions of the IAS include:

3.2.1. Advising the Board of Trustees (BoT) through the Audit Committee, on all matters relating to management control and operations audit;

3.2.2. Conducting management and operations audit of the Academy functions, programs, projects, activities with outputs, and determine the degree of compliance with their mandate, policies, government regulations, established objectives, systems and procedures/processes and contractual obligations;

3.2.3. Reviewing and appraising systems and procedures, organizational structures, asset management practices, financial and management records, reports, and performance standards of the Academy offices;

3.2.4. Analyzing and evaluating management deficiencies and assist top management by recommending realistic courses of action; and

3.2.5. Performing such other related duties and responsibilities as maybe assigned or delegated by the BoT or as required by law.

3.3. Programs Operations Group (POG). The POG is the lead for the Academy’s technical excellence and resource centers on good governance, productivity-led economic development, sustainable human development and knowledge management for development.

Each unit under the Programs Operations Group functions as a technical excellence center by:

Nurturing thematic programs; Continuously developing and adapting state-of-the-art and value-adding

approaches and technologies; and, Maintaining and projecting the Academy’s track record and expertise in the

field of governance, quality and competitiveness, sustainable human development and knowledge management.

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3.3.1. Office of the Group Head for Program Operations Group (POG)

The Office of the Senior Vice-President for Programs is responsible for:

3.3.1.1. Ensuring that the strategic directions and relevance thrusts of the Academy along governance, knowledge management, quality and competitiveness, and sustainable human development are translated into thematic programs and projects;

3.3.1.2. Developing market linkages and promotes products and services of the Group;

3.3.1.3. Providing overall direction and administrative supervision of the Group; and,

3.3.1.4. Establishing and maintaining the financial viability of the Group.

3.3.2. Public Management Development Program (PMDP)-Program Management Office.

The PMPD-Program Management Office (PMDP-PMO) is the designated implementing arm of the national government's career executive service development program within the Academy. The PMDP-PMO is tasked with the training of senior government executives or those in the third and highest level of the bureaucracy and their successors.

The PMDP-PMO’s functions include:

3.3.2.1. Promoting the program and advocating participation in the program;

3.3.2.2. Recruiting and admitting participants to the program;

3.3.2.3. Developing the curriculum;

3.3.2.4. Mobilizing the faculty;

3.3.2.5. Conducting the training proper;

3.3.2.6. Developing and managing learning resources;

3.3.2.7. Managing graduation and students’ records; and

3.3.2.8. Monitoring and evaluating the conduct of each of the four classes opened annually.

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3.3.3. Center for Governance (CFG). The Center for Governance (CFG) is the Academy’s technical excellence and resource center on political and administrative governance. CFG supports the development and implementation of public policies and programs that promote transparent and accountable governance and administration, observance of the rule of law, effective delivery of government’s mandate, sound enforcement of government regulations, control of corruption, and citizen voice and participation. It is composed of the following offices:

3.3.3.1. AO 25 Technical Secretariat

Through Administrative Order No. 25, the DAP was mandated to be Technical Secretariat and Resource Institution of the Inter-Agency Task Force on the Harmonization of National Government Performance Monitoring, Information and Reporting System. As such, it coordinates all activities and tasks related to the design and implementation of the Results Based Performance Management System (RBPMS) which is used as basis for determining entitlement to performance-based allowances, incentives, or compensation of government personnel.

3.3.3.2. Autonomous Region in Muslim Mindanao (ARMM) and

Bangsamoro Program Office (ABPO)

The Autonomous Region in Muslim Mindanao (ARMM) and Bangsamoro Program Office (ABPO) contributes to the comprehensive capacity development program of the ARMM regional government and the prospective Bangsamoro government through the conceptualization, development, and management of projects towards strengthening administrative governance and building a culture of excellence, transparency, and accountability.

3.3.3.3. Local Governance and Development Office (LGDO)

The Local Governance and Development Office (LGDO) provides capacity building interventions to local government units to promote: sustainable economic development; participatory development, implementation, monitoring and evaluation of local development plans, budgets and policies; and transparent, accountable and efficient delivery of social services.

3.3.3.4. Operations Management Office (OMO)

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The Operations Management Office (OMO) provides assistance to public sector organizations that enables them to perform their key management functions, namely: planning, leading, organizing, directing, controlling and problem solving. It also delivers public corporate governance seminars for governing board members of GOCCs.

3.3.3.5. Policy Research Office (PRO)

The Policy Research Office (PRO) aids policy makers and decision makers in shaping and evaluating public policy and programs. It conducts policy analysis, evaluations and impact assessments, as well as other studies in pursuit of development and good governance. It also promotes evidence-based decision-making through capacity-building and research-driven technical assistance.

3.3.4. Center for Quality and Competitiveness (CQC). The Center for Quality

and Competitiveness is the technical excellence and resource center on Quality and Productivity improvement approaches and strategies to help organizations achieve performance excellence and strengthen competitiveness to promote productivity-driven economic growth.

The Center provides services on value chain productivity, total quality management, productivity measurement and analysis, and sectoral productivity enhancement. It is composed of the following divisions:

3.3.4.1. Agriculture Productivity Enhancement Division (AGRIPED)

The Agriculture Productivity Enhancement Division (AGRIPED) exists to integrate and intensify the application of quality and productivity systems throughout the agro-industry’s value chain. It seeks to broaden the adoption of existing and new approaches for enhancing agricultural productivity though institutional networking, disseminating information on agricultural productivity, product standards and market linkages and capability building.

3.3.4.2. Service Quality Division (SQD)

The Service Quality Division (SQD) is tasked to promote the adoption of productivity and quality improvement approaches for the public sector through the institutionalization of structure, mechanisms and standards to implement the provisions of Executive Order No. 605 otherwise known as the Government Quality Management Program (GQMP). Also, the SQD serves as the Secretariat of the Government

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Quality Management Committee and as the lead in advocacy and capability building activities of the GQMP.

3.3.4.3. Industry Competitiveness Division (ICD)

The Industry Competitiveness Division (ICD) is tasked to promote, develop capacities, and provide technical assistance on Quality & Productivity for the Industry, Micro, Small and Medium Enterprises (MSMEs) in partnership with relevant government agencies and support business organizations. Also, the ICD administers the Philippine Quality Award (PQA) for the public sector and provides benchmarking and business excellence related services.

3.3.5. Center for Knowledge Management (CKM). The CKM is the Academy’s technical excellence and resource center on harnessing the creative capacity of human resources and leveraging knowledge (intellectual capital) for development. It is composed of the following offices:

3.3.5.1. Human Capital Development Office (HCDO) The HCDO pursues the development of human resources to support a knowledge-based organization. It is responsible for the adaptation of new approaches for capability-building that incorporates management of learning processes and strategies for building and sustaining a knowledge-sharing culture within organizations.

3.3.5.2. Knowledge and Information Management Office (KIMO). The KIMO aims to promote the concept of learning communities and drive innovation through effective use of knowledge. It is responsible for adapting and pilot-testing KM technologies and approaches, development and management of cost-effective IT and knowledge solutions, and integration of KM to enhance organizational effectiveness.

3.3.6. Center for Sustainable Human Development (CSHD). The CSHD is the technical resource center on sustainable development, supporting institutions to promote environmental management and community development, including energy efficiency, climate change resiliency and health equity. It is composed of the following:

3.3.6.1. Environmental Management Office (EMO). The EMO designs and implements programs and project on natural resources management, including waste management, monitoring and evaluation of environment-related projects and green productivity.

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3.3.6.2. Health Program Office (HPO). The HP designs and implements programs and projects on health equity, sustainability of health facilities, training on health and other related interventions.

3.3.6.3. Energy Program Office (EPO). The Energy Program designs and implements programs and projects on energy management, energy efficiency and conservation, including energy policy and security.

3.3.6.4. Community Development Program Office (CDPO). The CDP designs and implements programs and projects on poverty reduction, enterprise development, livelihood generation and rural development.

3.3.7. DAP sa Mindanao (DSM). The DSM is the implementing arm of the Academy’s program thrusts in Mindanao. Its functions include:

3.3.7.1. Building partnerships and promoting the Academy’s programs to enhance the Academy’s visibility and facilitate access to resources and technical expertise;

3.3.7.2. Collaborating with the region’s key stakeholders;

3.3.7.3. Identifying, designing, conceptualizing and developing projects related to local legislation, agro-industry and enterprise development, integrated community development, institution development, peace and prosperity and other development thrusts in the region; and,

3.3.7.4. Project implementation.

3.4. Graduate School of Public and Development Management (GSPDM). The GSPDM is the Academy’s center for learning for graduate education options in public and development management. The GSPDM offers creative ways in developing capabilities in managing change, reforming institutions, and addressing human resource problems that influence complex development and governance concerns. Its primary function is building and sustaining, through professional education, a strategic partnership of committed, competent, and responsive development managers from the public, private and NGO sectors who shall empower the people towards their attainment of a better quality of life.

GSPDM is composed of three (3) institutes, namely: Institute of Public Management (IPM), Institute of Productivity and Quality (IPQ) and Knowledge Resource Institute (KRI), which develop and offer public courses and executive

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learning programs in public management, productivity and quality, and governance.

3.4.1. Institute of Public Management (IPM). The IPM is the Academy’s center for graduate education in public management with an aim to develop a critical mass of individuals who will ensure continuity of policy and programs in the bureaucracy and focus on real, current and anticipated development issues. The Institute’s main function is the administration of the Master in Public Management (MPM) program, a major vehicle of the Academy in its continuing efforts to build individual capacities in professional public management. The MPM bolsters the Academy’s efforts to provide a comprehensive yet practical and long-term program within the fields of public and development management.

In turn, the MPM functions to instill in its graduates core skills in analyzing, communicating and learning, personal commitment to public service career, strong leadership, the abilities to formulate a vision of government/public service, and to combine analytic skills with advocacy achievement.

3.4.2. Institute of Productivity and Quality (IPQ). The IPQ is the Academy’s center for graduate education on productivity and quality management. The institute aims to build world-class and competitive workforce by creating a critical mass of Productivity and Quality practitioners in key sectors of the economy.

The Institute’s key function is the administration of the Executive Development Program leading to the Master’s Degree in Productivity and Quality Management, and the Organizational Effectiveness Program, which provides short term-training courses to individuals who aspire to develop and upgrade their knowledge, attitudes, and skills in Productivity and Quality.

3.4.3. Knowledge Resource Institute (KRI). The KRI is the Academy’s center for the continuing development and study of the graduate degrees offered by its school, as well as the development of learning procedures and resources in keeping it relevant and consistent with the Academy’s vision, mission and core values. Its specific functions include:

3.4.3.1. Periodic reviewing and revising of the objectives, design, and the core, major, and other courses of GSPDM’s graduate degree programs, for approval by the DAP Academic Council;

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3.4.3.2. Conceptualizing and designing of new graduate degree programs and/or majors for existing graduate degree programs;

3.4.3.3. Designing, testing and encouraging the use of innovative learning procedures for GSPDM’s graduate degree programs;

3.4.3.4. Planning, producing, designing, and publishing case studies, research papers, articles, stories, brochures, and other materials for use as learning tools for the GSPDM’s graduate degree programs, as well as for marketing purposes and public relations; and,

3.4.3.5. Creating content for information, as well as marketing purposes via the GSPDM website.

3.5. Support Operations Group (SOG). The SOG is the Academy’s center for administrative, financial, logistical and human resource support for its operations. Its functions include:

Supervising the support services to the Academy;

Supervising facilities and asset management; and,

Monitoring the organizational performance measures of the Academy.

The SOG is composed of two centers, namely:

3.5.1. Support Services Center (SSC). The SSC is responsible for the delivery of administrative, finance and HR support for the entire Academy, as well as relating with external oversight agencies as an integrated and unified support service. The SSC is the supervising center for the Academy’s personnel management and human resource development; procurement management and administration of centrally managed-resources/consumables/supplies such property-management within the ambit of government auditing, rules and regulations as well as its finance administration. The sub-units of SSC are as follows:

3.5.1.1. Finance & Administrative Office (FAO). The FAO assists in the achievement of strategic thrusts by providing administrative and financial services to the Academy executive management and operating units. FAO is also in-charge of relating with oversight agencies such as Commission on Audit (COA), Department of Budget and Management (DBM), Department of Finance (DoF), Bureau of Internal Revenue (BIR), Government Service Insurance System (GSIS), Home Development Mutual Fund (HDMF), Philippine health

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Insurance Corp. (PhilHealth), and other oversight/regulatory bodies of the Government.

01. The Finance Section of FAO is responsible for [a] accounting; [b] budget allocation; and [c] management reporting (including project financial performance); and [d] treasury services.

02. The Administrative Section of FAO takes charge of all corporate administrative logistical matters, including: [a] procurement/ purchasing; [b] property management (inventory management of plant, property and equipment as well as supplies and materials); and, [c] other related services concerning handling, accumulation and disposal of unserviceable assets/government properties.

3.5.1.2. Human Resource Management and Development Office (HRMDO). The HRMDO assists in the achievement of the Academy’s strategic thrusts, performance goals and objectives by ensuring adequacy of human resource with the right competencies to deliver development products and services. It also administers personnel-concerns to ascertain well-being while at work. The HRMDO is responsible for:

01. Recruitment, selection and placement;

02. Employees performance appraisal;

03. Salaries, benefits, awards & incentives;

04. Career tracking;

05. Employee welfare/wellness/well-being;

06. HR records maintenance;

07. Training and development; and,

08. HR policy-formulation, design and implementation.

3.6. Asset Management Center (AMC). The AMC is the Academy’s center mandated with the management of its physical assets, as a major player of the in the Academy’s business model towards self-sustaining organization.

It functions to provide support to the DAP’s core business through the provision of needed facilities for its various training and capacity building programs, as well as generate surplus from asset/facilities-based business, or profit. AMC also generates revenues from which the corporate-wide administrative/support costs of the Academy are drawn.

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The two profit generating centers under AMC are the DAP Conference Center (DAPCC) facilities in Tagaytay City; and, the Conference & Office Center Facilities (COCF) in Pasig City.

DAP Conference Center (DAPCC).

3.6.1. The DAPCC provides services and facilities for both residential and non-residential trainings, conferences and team building activities. Its services include recreational facilities, lodging, food and beverage, and business center services to both group and individual walk-in customers;

3.6.2. DAPCC continually improves its facilities and services to provide a conducive learning environment for all its customers, whether internal or external;

3.6.3. DAPCC has two operating units, namely: the [1] Rooms and Facilities Services (RFS), and the [2] Food and Beverage Services (FBS). These units are supported by the Engineering & Maintenance Services (EMS) under the technical supervision of the DAP’s Engineering Office based in Pasig City, and administrative guidance/control of the designated DAPCC Director.

Center for Office Conference and Facilities (COCF)

3.6.4. The COCF is the office in charge of managing the DAP building in Pasig City. It provides and manages all office spaces and the related support services such as housekeeping, engineering, and transportation/shuttling services. The COCF is also responsible for managing the rental of office and conference spaces to external customers. Aside from this primary function, the COCF manages the canteen operations, which caters to conference and training facility customers and walk-in guests, as well as auxiliary services such as video-documentation, photocopying, lamination and bookbinding.

Facilities Marketing and Sales Office (FMSO)

3.6.5. The FMSO is the marketing and sales arm of AMC for the Pasig and Tagaytay facilities. This office’s functions include market research and development, and revenue generation from booking and reservation of facilities.

Administrative Management Support Office (AMSO)

3.6.6. The AMSO provides direct financial and administrative support to the operating units of DAPCC, Tagaytay through human resource management, property management and motorpool dispatching in coordination with DAP head office in Pasig. AMSO also provides financial management support to COCF in DAP Pasig.

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4. QUALITY MANAGEMENT SYSTEM

4.1. Quality Management System Model

The DAP as a government corporation operates like a business entity. Since DAP implements projects for its customers, the project management is viewed as interacting activities, which needs systematic management. Hence, a process-based quality management system model as suggested by the ISO has been adopted.

The model (Figure 1) shows two interacting processes. First, the “internal processes” covers the activities to: [a] communicate the importance of meeting customer requirements and expectations; [b] define the management responsibility; [c] provide adequate resources to implement the QMS; [d] implement project management system; and, [e] monitor, analyze and continually improve the management systems to meet and exceed customer expectations.

The second covers the “external processes.” It shows the processes for: [a] determining customer requirements, designing and implementing projects in line with customer requirements and expectations; and [b] determining customer satisfaction and communicating with customers about the Academy’s service offerings.

Information derived from the customers is used for the continual improvement of both processes. Figure 1 shows the graphical representation of the processes.

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FIGURE 1:

CONTINUAL IMPROVEMENT OF DAP QUALITY

MANAGEMENT SYSTEM

Measurement, Analysis and

Improvement

Satisfaction

Management

Responsibility

Resource

Management

PROJECT

MANAGEMENT

MANAGEMENT

INPUTS

CU

ST

OM

ER

S

Requirements SERVICES

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4.2. Scope and Application

This Quality Manual applies to the DAP’s Quality Management System and covers the Project Management System, specifically within the POG, the GSPDM, DAP offices in Pasig City and Davao City, and the DAP Conference Center in Tagaytay City.

It contains the basic policies, objectives and guidelines set by DAP as regards to the different elements which can be implemented as a tool for exceeding internal and external customers’ expectations.

It explains in detail the QMS from project development and planning of an expressed need by customer to project closure and evaluation. Also, it ensures the availability of information on the procedures in the entire project management system.

The ISO 9001:2008 Standards have been adopted by the Academy and are being implemented to serve as the foundation of the quest to attain quality as a way of life in the Academy.

Conformity to specific requirements pertaining to the control of monitoring and measuring equipment, as stated in ISO Clause 7.6 is excluded in the DAP’s QMS since the said activity is not applicable to the Academy’s project management system.

4.3. Documentation Structure

The DAP QMS is designed to assure consistency in meeting the customer’s needs and expectations through the actual performance of the documented processes, procedures, work instructions and support policies, systems and procedures.

The DAP Quality Management System is described in the following documents:

Figure 2: DAP-QMS

Level 1

QUALITY MANUAL

QU

A

L

I

T

Y MANUAL

Level 2

PROCEDURES & WORK INSTRUCTIONS MANUAL (PAWIM)

QUA

LITY MANUAL

Level 3

POLICIES & GUIDELINES (INTERNAL & EXTERNAL)

QUALITY MANUAL

Level 3

QUALITY RECORDS QUALITY

MANUAL

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Level 1: Quality Manual – The Quality Manual is the highest level of Quality Management System documentation. It contains the quality policy, organizational structure, resource management, and specific policies for business process and quality control and improvement.

Level 2: Procedures and Work Instruction Manual (PAWIM) – The PAWIM is the operational guide on what the Academy does and how it achieves stated policies. It also provides guidance on how to communicate and perform various activities. The PAWIM also includes work instructions that describe the detailed series of steps in performing routine activities. The Academy has two PAWIMs: one for Project Management and another for Conference and Facilities Management.

Level 3: Policies and Guidelines (Internal and External) – The Policies and Guidelines include records of Academy issuances such as Memorandum Circulars, Office Orders and Special Orders. It also includes Executive Orders and Memorandum Circulars issued by the Office of the President of the Philippines and/or particular oversight agencies which are relevant to the Academy’s operations and should be complied with.

Level 4: Quality Records – The Quality Records include records providing evidence of conformity to the established procedures and work instructions, as well as the DAP’s QMS.

4.4. Quality Manual Amendment

The introduction of new procedures or services may necessitate amendments to existing Quality Manual and relevant procedures.

A re-issue of this Quality Manual shall be reflected only when there is:

01. Change in the scope of certification;

02. Change in the management and/or organizational structure; and,

03. Change in the core business process.

Requests or suggestions shall be made in writing using the Document Feedback Form to the Quality Management Representative for his/her consideration to ensure that such changes are reflected in the manual.

4.5. Confidentiality and Distribution

The Quality Manual and its related documents are treated as confidential and shall not be brought outside DAP premises without prior authorization from the QMR.

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All QMS documents shall be in electronic copy and shall be made available to all personnel through the intranet/DAP server. Details are provided in the Document Control Procedure (QP-01).

Any attempt to alter any document shall be dealt with accordingly.

5. MANAGEMENT RESPONSIBILITY

5.1. Management Commitment

The Top Management recognizes the importance of understanding, meeting, and enhancing customer requirements. As such, the following Statement of Policy on Quality is established for the purpose:

Quality Policy

“THE HIGHEST SATISFACTION OF OUR CUSTOMERS IS OUR COMMITMENT.

WE ARE COMMITTED TO PROVIDING RESPONSIVE, INNOVATIVE, VALUE-ADDING

AND STRATEGIC KNOWLEDGE AND SOLUTIONS FOR DEVELOPMENT.

WE STRIVE FOR EXCELLENCE AND TO MAKE A DIFFERENCE THROUGH GOOD

GOVERNANCE AND PRODUCTIVITY.

WE ADHERE TO HIGH PROFESSIONAL AND ETHICAL STANDARDS, AND WE ARE

COMMITTED TO COMPLY WITH THE REQUIREMENTS AND CONTINUALLY

IMPROVE THE EFFECTIVENESS OF OUR QUALITY MANAGEMENT SYSTEM.”

This is captured in our slogan:

“Serbisyo nami’y para sa inyo Kalidad nami’y dahil sa inyo

Sa pag-unlad nami’y kaisa kayo.”

To uphold this commitment, we shall:

Live out our mission, vision and core values;

Align our individual and group performance with overall Academy directions;

Promote the use of knowledge-based learning and information in decision-making;

Create mechanisms for innovation and continual improvement;

Celebrate team and individual growth; and,

Provide an environment conducive to individuals to develop a sense of accountability and responsibility.

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5.2. Quality Management System Planning

The Academy’s strategic and operational plans are the results of the annual corporate planning process. This is the venue where the strategic thrusts of the Academy are defined, commitments are obtained, and resource requirements are determined. Objectives and targets are set at appropriate levels but specific quality objectives are defined using operational and project level planning.

Prior to the conduct of corporate planning activities, the various operating units conduct pre-planning activities to assess performance, gather information on customer and stakeholder requirements and expectations, and review and align future directions. The outputs of the planning process include, among others, strategies for business and operational improvement, pursuit of DAP mandates, product or service innovation and for enhancing customer-focused services.

To oversee the Academy’s Quality Planning activities, the DAP will constitute a Quality Planning Committee with the following functions:

5.2.1. Set the strategic directions of the Academy and formulate the Academy’s Strategic Plan;

5.2.2. Determine group responsibilities in the implementation of the Strategic Plan;

5.2.3. Prioritize Academy agenda for Operations Planning;

5.2.4. Ensure the establishment of Quality Improvement Plans and report the Integrated Quality Plan; and,

5.2.5. Monitor the attainment of targets or organizational units and report progress of attainment in relation to the overall targets.

5.3. Quality Management Structure

The Academy has established the structure for total quality management as shown below:

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5.4. Responsibility and Authority

The specific roles and responsibilities of each unit in the Academy’s quality management structure are as follows:

5.4.1. Quality Council (MANCOM)

5.4.1.1. Establishes, reviews and maintains the quality policy of the Academy;

5.4.1.2. Ensures that quality objectives are relevant and aligned to the functions of the core business operations of the Academy;

5.4.1.3. Ensures the allocation of needed resources to support the implementation of the DAP QMS;

5.4.1.4. Defines the responsibilities and authorities of each function in the organization;

5.4.1.5. Plans and reviews the effectiveness of the DAP QMS, Quality Policy and Quality Objectives, and monitors the implementation of improvement action plans;

5.4.1.6. Introduces mechanisms or programs to promote and improve ISO/QMS; and,

5.4.1.7. Ensures the establishment and effective deployment of

FIGURE 3: DAP QUALITY MANAGEMENT STRUCTURE

QUALITY COUNCIL <Mancom>

QUALITY MANAGEMENT REPRESENTATIVE

DEPUTY QMR <Programs>

DEPUTY QMR

<School>

DEPUTY QMR

<Support>

SECRETARIAT

DAP-ISO CORE TEAM

TRAINING &

EDUCATION

COMMITTEE

DOCUMENTS &

RECORDS

CONTROL

COMMITTEE

INTERNAL

QUALITY

AUDIT

COMMITTEE

QUALITY

PLANNING

COMMITTEE

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communications mechanisms.

5.4.2. Quality Management Representative (QMR)

5.4.2.1. Ensures the effective implementation and maintenance of the established QMS;

5.4.2.2. Reports to the top management the performance of quality management systems, its effectiveness, and areas for further improvement;

5.4.2.3. Ensures the promotion of awareness of meeting customer requirements within the relevant scope of the DAP-QMS; and,

5.4.2.4. Liaises with external parties on matters relating to the DAP QMS.

5.4.3. Deputy QMR (Programs, School and Support)

5.4.3.1. Ensures the effective planning, implementation, maintenance and continual improvement of the established QMS in their respective groups;

5.4.3.2. Assists the QMR in performing assigned duties and responsibilities; and,

5.4.3.3. Assumes responsibility of the QMR in his / her absence.

5.4.4. ISO Core Team

The ISO Core Team is the group tasked with overseeing and sustaining the Academy’s Quality Management System as an ISO-certified organization.

5.4.5. Training and Education Committee

5.4.5.1. Ensures that concerned DAP employees are aware of their roles and responsibilities relative to the attainment of the Academy’s goals and objectives;

5.4.5.2. Reviews the results of the competency evaluation conducted for employees performing functions that affect product or service quality;

5.4.5.3. Facilitates conduct of appropriate HR interventions to enhance their capabilities;

5.4.5.4. Monitors and evaluates the effectiveness of HR actions taken; and,

5.4.5.5. Ensures that records of education, training, skill and experience are maintained accordingly.

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5.4.6. Document and Records Control Committee

5.4.6.1. Establishes, documents, implements and maintains a procedure for the control of documents and records;

5.4.6.2. Maintains the master copies and master list of the Quality Manual and PAWIM, as well as, the master list of externally-generated documents and references;

5.4.6.3. Ensures that current versions of relevant documents are available at point of use;

5.4.6.4. Prevents unintended use of obsolete documents, as well as, the unauthorized use of relevant documents and records;

5.4.6.5. Ensure the traceability of documents;

5.4.6.6. Coordinates enhancement of the Records Management System; and,

5.4.6.7. Closely coordinates with Center / Unit Heads on all matters concerning records management, specifically on records generated from the project management process.

5.4.7. Internal Quality Audit Committee

5.4.7.1. Prepares, coordinates, and implements the audit plan;

5.4.7.2. Identifies the necessary resources for managing the audit plan;

5.4.7.3. Provides inputs during management review regarding audit findings; and,

5.4.7.4. Monitors and maintains records of implementation of corrective and preventive actions for non-conformance found during audits.

5.4.8. Quality Planning Committee

5.4.8.1. Set the strategic directions of the Academy and formulate the Academy’s Strategic Plan;

5.4.8.2. Determine group responsibilities in the implementation of the Strategic Plan;

5.4.8.3. Prioritize Academy agenda for Operations Planning;

5.4.8.4. Ensure the establishment of Quality Improvement Plans and report the Integrated Quality Plan; and,

5.4.8.5. Monitor the attainment of targets or organizational units and report progress of attainment in relation to the overall targets.

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5.4.9. ISO Secretariat

5.4.9.1. Provides information and technical support to the QMR in overseeing the implementation and maintenance of the DAP-QMS;

5.4.9.2. Coordinates with the ISO Committees and Deputy QMRs all matters of concern with regard to the DAP-QMS;

5.4.9.3. Coordinates with the Certifying Body all matters of concern with regard to the ISO 9001:2008 Certification of the DAP-QMS; and,

5.4.9.4. Ensures the documentation of ISO Core Team Meetings, Management Review, and other meetings called by the QMR.

5.5. Management Review

The review of the established quality management system is conducted at least once a year and/or whenever deemed necessary by the QMR or the Deputy QMRs to ensure continuing stability and effectiveness of the system in satisfying the requirements of customers and other stakeholders.

The review may cover, but will not be limited to, the following agenda items:

5.5.1. Matters arising from the previous management review meeting;

5.5.2. Reporting of attainment of quality and functional objectives;

5.5.3. Review of the quality policy;

5.5.4. Results of internal and external quality audits;

5.5.5. Customer feedback and satisfaction results;

5.5.6. Group/unit performance and product / service conformity;

5.5.7. Status of corrective and preventive actions;

5.5.8. Changes that could affect the quality management system;

5.5.9. Overall assessment / evaluation of the quality management system; and,

5.5.10. Actions taken on recommendations for improvement.

Likewise, to sustain the Academy’s QMS efforts, quality concerns are made part of the agenda of the regular Management Committee (MANCOM) meetings.

The MANCOM Secretariat provides support to the management review meetings. In coordination with the QMR and /or the Deputy QMR, the MANCOM Secretariat:

01. Prepares and distributes agenda to all concerned; 02. Records and documents proceedings;

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03. Monitors agreements and actions to be taken; and, 04. Provides all concerned with the minutes of meetings.

6. RESOURCE MANAGEMENT

6.1. Human Resource Management. The Academy believes that human resources are its greatest assets. To ensure that the staff are equipped with the necessary knowledge and skills required to efficiently perform their functions, the Human Resource Management Development Office (HRMDO) has established and maintained procedures to ensure that personnel performing their functions are competent on the basis of education, training and/or experience. As such, the HRMDO maintains the records in undertaking the following functions:

6.1.1. Determining the capability building needs of personnel performing work affecting product/service quality;

6.1.2. Organizing seminars and training courses to meet the identified needs;

6.1.3. Evaluating the effectiveness of HRD interventions;

6.1.4. Orienting the personnel on their roles and responsibilities as they affect achievement of objectives; and,

6.1.5. Facilitating the placement of qualified personnel to meet the capacity requirements of operations.

It is the commitment of the Academy to provide its staff with the proper training for the constant improvement of their knowledge, skills, managerial acumen and attitude on activities related to the quality system. This is in recognition that the behavior and performance of every individual directly impacts on the quality of services provided. Training Needs Analysis (TNA) shall be conducted as demanded by organizational changes.

The training of personnel includes both formal and informal modes: coaching, on-the-job training, cross-posting, courses conducted by HRMDO and other Operating Centers within the Academy, Asian Productivity Organization courses, Grants and Scholarships Programs. It also includes orientation and cascading sessions conducted by the ISO Core Team.

Recruitment and screening is handled by HRMDO based on a candidate’s training, skills and education. Processing of a candidate’s employment is based on the recommendation of the Center/Office after interviewing the applicant.

Appropriate records of academic qualifications and training are maintained for all personnel by the HRMDO.

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6.2. Infrastructure Management. It is the policy of the Academy to determine, provide and maintain the infrastructure needed to produce products and deliver services required by the customers. This infrastructure includes workstations, training/conference facilities and equipment, meeting rooms, customer receiving areas, library, transportation service, computer and internet/intranet facilities, project management and other software, storage facilities and areas for auxiliary services such as photocopying, parking, canteen services, etc.

6.3. Work Environment. It is the policy of the Academy to promote the well-being,

satisfaction and motivation of its officers and staff with the objective of establishing a quality work-life balance to enable them to work more effectively and efficiently. This is achieved by providing them a work environment that:

6.3.1. promotes teamwork through sharing of project learning/technologies, inter-center collaborations, and,

6.3.2. is conducive for working and learning by defining workstations, and formulating and observing quality workplace standards.

7. OVERVIEW OF QUALITY PROCEDURES

7.1. Document Control

DAP has established and maintains a documented procedure for creation / revision, approval, and issuance of the QM and PAWIM. The Document Control Procedure (QP-01) provides for an organized monitoring, distribution, maintenance and updating of procedures and work instructions within the said manuals.

All documents included in the QMS are reviewed and approved for adequacy by authorized personnel prior to use. A revision history, which indicates the current revision status of documents is maintained by the Document Controller and shall be made available to all. This will prevent the use of incorrect, valid or obsolete documents. Only the latest issues of documents are available at locations where business process operations are performed. Obsolete documents are identified, retrieved, and properly disposed of, retaining only the obsolete original copy document.

Any change in the QMS after its initial approval and issue are subjected to the document change procedure in QP-01 Control of Documents.

7.2. Records Control

The Academy has established and maintains documented procedures for identification, collection, indexing, access, filing, storage, maintenance and disposition of quality records. The procedures are incorporated in QP-02 Control of Records Procedure.

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All centers, offices, units maintain relevant quality records to demonstrate achievement of the required quality and effective operation of the quality system.

Quality records are legible and stored and retained, in such a way that they are readily retrievable, in storage facilities that provide a suitable environment to prevent damage, deterioration, or loss.

Retention periods of quality records are established, recorded and maintained in accordance with the National Archives of the Philippines (NAP) Records Disposition Schedule.

7.3. Control of Non-Conformity

DAP has established and maintains a documented procedure to ensure that a product/or service that does not conform to specified requirements is prevented from delivery to the customer.

DAP QP-03 Control of Nonconformity procedure, provides for the identification, evaluation, disposition and recording of nonconforming products and services and for notification to the offices concerned.

The responsibility for review and disposition on nonconforming product and/or service is indicated in the Control of Nonconformity Matrix.

Nonconforming product and/or service are reviewed in accordance with documented procedures and may be reworked.

If a product and/or a service does not conform to the Terms of Reference or to the agreed output as set forth during the contracting process, the Managing Directors together with the Project Managers should be able to make the necessary corrective measures.

7.4. Corrective and Preventive Action

The DAP has established, implements, and maintains a documented procedure for corrective and preventive actions in order to efficiently and adequately address non-conformities and eliminate the causes of actual or potential non-conformities in the QMS based on Internal Quality Audit reports, third party audit reports, etc. and in its products and services.

DAP-QP-03 Corrective and Preventive Action procedure includes:

7.4.1. effective handling of customer complaints;

7.4.2. investigating the causes of non-conformities and recording the results of such investigations;

7.4.3. determining the corrective actions needed to eliminate the causes of non-conformities;

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7.4.4. determining the steps needed to deal with any potential problem requiring preventive actions;

7.4.5. formulation, application, and implementation of controls to ensure the implementation of corrective and preventive actions and its effectivity;

7.4.6. recording changes in procedures resulting from corrective actions;

7.4.7. use of appropriate information such as audit results, quality records, service reports and customer complaints to detect, analyze and eliminate potential causes of non-conformities; and,

7.4.8. ensuring that relevant information on actions taken is submitted for management review.

7.5. Internal Quality Audit (IQA)

The Academy has established, implements, and maintains a documented procedure to verify whether quality activities and related results comply with planned arrangements, and to determine the effectiveness of the quality management system. The IQA procedure is established in DAP-QP-04.

IQAs are conducted on a regular basis as scheduled in the annual Audit Plan, and can only be performed by trained auditors who are independent from the area under audit. Results of audits are maintained by the IQA Team.

The non-conformities found during the audit are reported to the QMR, along with the monitoring of corresponding Corrective Action and Prevention Action (CAPA). The Center/Unit/Office Head shall ensure the timeliness and effectiveness of the identified CAPA, while the IQA Team shall verify if such actions were indeed effective. Effectiveness of actions are reported to the Management.

7.6. Purchasing

The nature of the Academy’s project operations may require use of goods or services done by others to meet customer requirements. As such, the Academy has established and implements a policy and procedure to ensure that purchased goods and services conform to the Academy’s requirements and in accordance with the relevant regulations on such as Republic Act 9184, otherwise known as the GPRA, Government Procurement Reform Act (Reference: Implementing Rules & Regulations of RA 9184).

The purchasing information is provided through the prescribed Purchase Request (PR) form for the procurement of goods and services. The PR-form contains, as appropriate, the following information:

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Concept Development 01. CONCEPT DEVELOPMENT 02. PROPOSAL WRITING

03. ESTIMATING PROJECT COST 04. PROPOSAL REVIEW

05. PRESENTATION TO CUSTOMER

Contracting

01. PROPOSAL REVIEW 02. NEGOTIATION 03. CONTRACTING

04. MOA PERFECTION

Closure

01. EVALUATION 02. REPORT PREPARATION 03. CLOSING OF ACCOUNTS 04. CLIENT DISENGAGEMENT

05. TURN-OVER

Implementation

01. EXECUTION OF ACTIVITIES 02. MONITORING AND CONTROL 03. DOCUMENTATION

Project Mobilization 01. PIP PREPARATION

02. TASKING 03. DESIGNATION OF PROJECT TEAM 04. INCEPTION REPORT PREPARATION

05. RESOURCE MOBILIZATION

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Figure 4: DAP PROJECT MANAGEMENT SYSTEM

Specification requirements for the approval of goods and services;

Specification requirements for the qualifications of personnel; and,

Quality management systems requirements.

The responsible personnel reviews the adequacy of specified purchasing / outsourcing requirements prior to the approval and processing of requests. Prior to acceptance, purchasing personnel evaluates the purchased products against the specified requirements and when appropriate, secures acceptance by the End-User, or its authorized representative. The necessary evaluation, selection and re-evaluation of the performance of the supplier and the purchased goods and services are performed by responsible personnel.

8. DAP BUSINESS PROCESS AND PROJECT MANAGEMENT SYSTEM

The DAP Project Management System covers the different stages of the project from conceptualization, contracting, implementation and closure. Each stage of project management consists of sub-activities that may be undertaken to meet the requirements of the subsequent activities. The start and end of the stages may overlap depending upon the nature of the project and the requirements of customers.

Figure 4 shows that graphical representation of the interfaces and interrelationships of the stages of DAP Project Management System.

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The DAP Service Process Model (Figure 5) revolves around the satisfaction of its customers, the key consideration for its programs and services. DAP derives inputs for its programs from its various customers, and its major final outputs, in terms of programs and services go back to its customers. At its very core is the project management process and all its components. This process is in a continuous feedback loop with the Academy’s support processes, engendering constant improvement.

Figure 5:

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8.1. Project Conceptualization and Development

The Project Conceptualization and Development stage covers the identification of necessary intervention in response to a customer request / need. The process includes activities starting from the determination of customer needs and ends with the acceptance of the proposed intervention by the customer. (Reference: WI-01)

8.2. Project Negotiation and Contracting

This stage of the project begins once the customer indicates initial acceptance of the proposal. It involves discussions and clarification of the project’s Terms of Reference including output specifications, institutional responsibilities and other conditions to meet the requirements for the approval of the Memorandum of Agreement or a particular project contract. (Reference: WI-02)

8.3. Project Mobilization (Pre-Implementation Activities)

Once the project contract is perfected, the start-up activities of the project can be initiated. This stage entails the formation and internal authorization of the project team. Detailed Project Implementation Plan (PIP) preparation, tasking, preparation of inception report (as appropriate) and resource mobilization are among the key activities involved. (Reference: WI-03)

8.4. Project Implementation

The Project Implementation involves various activities to carry out the project plan and meet the deliverables of the project. Other than the execution of activities to deliver the project outputs, this stage also involves procurement of project inputs (goods or services), conduct of monitoring activities, and output evaluation and documentation. This stage may end once the expected outputs of the project are met or satisfied. (Reference:WI-04)

8.5. Project Closure

This entails the final set of activities to evaluate the entire project, prepare completion report, settle financial accounts (accrual of revenue and expenses), clear the DAP of its obligations from the customer and turn-over the project documentation including the lessons learned as reference for future similar undertakings.(Reference: DAP-WI-05)

9. MEASUREMENT, ANALYSIS AND IMPROVEMENT

9.1. Monitoring and Measurement

As a mechanism to measure the performance of the established Quality Management System, the DAP monitors the implementation of both the project management system and the conference and facilities management system through the periodic conduct of Internal Quality Audits (as defined under QP-04).

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Likewise, to monitor the product / service outcomes in terms of meeting the customer requirements and expectations at different stages of the project, periodic gathering of customer feedback and perception are conducted through any of the following approaches:

9.1.1. Customer Satisfaction Survey. The determination of customer satisfaction is designed to measure and monitor performance of the DAP’s products and services in terms of meeting the customer requirements and expectations. Results of the survey are examined during the management reviews where improvement actions are identified for implementation accordingly.

9.1.2. Review of Customer Feedback. In training-related projects, course evaluation including speaker evaluation is done at the end of the course. Results of evaluations are used to improve/enhance the conduct of similar course in the future. The gathering of customer feedback during project implementation and evaluation are used to ensure that customer’s acceptance of project outputs is satisfactory.

Likewise, project monitoring is done on a monthly basis to keep track of project performance in terms of accomplishments, timeliness, and financial accrual (revenue and disbursements).

As required under Republic Act 9485 also known as the Anti-Red Tape Act (ARTA), customer feedback are also gathered through the Public Assistance Desk (PAD).

Users of DAP Tagaytay and Pasig facilities give their comments and suggestions by filling out the customer feedback form, the results of which are used to improve the delivery of service.

9.2. Data Analysis and Improvement

The DAP uses applicable statistical techniques and tools to establish, control and verify process capability and characteristics. Data on customer satisfaction survey, conformity to product and process requirements and supplier performance are analyzed on a regular basis.

Graphs, diagrams, trend analysis and variance analysis are the most common tools used for data analysis depending on the information needs of management.

Continual improvement is a permanent objective of DAP. As such, various inputs are considered for continual improvement such as quality policy, objectives, audit findings, analysis of performance data, corrective and preventive actions and performance review meetings.

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