DEPARTMENT OF FOREIGN AFFAIRS KAGAWARAN NG UGNAYANG PANLABAS DEPARTMENT ORDER NO._ 23-2018 2018 Department of Foreign Affairs’ Quality Management System Manual Section 1. Legal Basis In compliance with Executive Order No. 605, series of 2007 which provides for the adoption of the ISO 9001 Quality Management Systems, a Department of Foreign Affairs Quality Manual is hereby created to provide the scope and structure of the DFA Quality Management System (DFA-QMS) including the policies needed to assure quality in the provision of its products and services. Section 2. Purpose: Adoption of ISO 9001 Standard The DFA plans, implements, documents, and assesses work activities for continual improvement in line with the adoption of a Quality Management System (QMS). The DFA ensures that its work products, services, and decisions respond to the requirements of its clients, and that resources and processes are aligned with the DFA's strategic directions. The provisions in this Department Order is periodically reviewed to ensure alignment with the clauses of the ISO 9001 standard Section 3. Scope and Exclusion of the DFA-QMS. The ISO 9001:2015 Quality Management System applies to the DFA-QMS. This covers the operations and procedures of Offices that provide core services and the Offices that provide support to these core services. The Quality Management Representative (QMR) has the authority to expand the scope of the DFA-QMS to encompass other offices and/or processes. In the event that such inclusions are made in the future, the provisions of this manual shall be automatically adapted and applied as far as practicable. This year's scope covers the following: 1. Consular services at OCA DFA-ASEANA, Parafiaque City and DFA NCR West in SM City, Manila; 2. Assistance-to-Nationals (ATN) walk-in service of the Office of the Undersecretary for Migrant Workers’ Affairs at the DFA Main Office, Roxas Blvd., Pasay City; and 3. Management and support processes to consular and ATN services located at the DFA Main Office, Roxas Blvd., Pasay City. Page 1 of 39 2330 Roxas Bivd., Pasay City. 1300 Philippines Tel, No, 834 - 4000 wwww.fa.gov.phThe DFA-QM excludes ISO 9001:2015 requirements on clause 8.3 Design and Development for the authentication and passport processes which are implemented in accordance with the DFA's policies, and internationally-recognized formats and therefore is not customized per client requirement. Section 4. Context of the Organization 44, DFA Profile The Department of Foreign Affairs (DFA) began when President Emilio Aguinaldo appointed Apolinario Mabini as the Republic's first Secretary of Foreign Affairs on 23 June 1898. The DFA was among the first government departments created following the establishment of the First Philippine Republic. The Philippines underwent colonial rule under the United States from 1898 to 1946, and Japanese occupation from 1942 to 1944. The country regained independence, including full control of foreign affairs and diplomatic matters, on 4 July 1946. Commonwealth Act No. 732 was passed creating the Department of Foreign Affairs. Shortly thereafter, on 16 September 1946, President Manuel Roxas issued Executive Order No. 18 providing for the organization and operation of the DFA and the Foreign Service. The main tasks of the DFA then were to assist in post-war rehabilitation, formulate policies for investment promotion, and establish diplomatic relations with other countries. The DFA’s role and responsibilities have evolved over the years. Most Filipinos presently associate the DFA with the issuance of passports and the extension of authentication services both here and in its network abroad of 60 embassies, 21 consulates general and 4 missions to international organizations. In order to make consular services more accessible to the Filipino public, the DFA has established around 30 consular offices (COs) as of November 2018. More significantly, the DFA is entrusted with crafting, coordinating and implementing Philippine foreign policy to advance the interests of the Philippines and the Filipino people in the world community. It discharges its duties through the following fundamental poticy pillars: 1. Contribution to the preservation and enhancement of national security, including the protection of territorial integrity and national sovereignty; 2. Promotion of economic security, while ensuring inclusive growth and sustainable development; and 3. Protection of the rights and promotion of the welfare and interest of Filipinos overseas, recognizing them as partners in national development. Page 2 of 396e 40 ¢ obeq ‘SUSOU TOUS NOFUOS ‘ONY SEOUIO lavunsnco TwxoDa Piso NANTON SsounOsta NYHAH, RAVLRYOAS BILL JO OUI ‘Jenuey suojesedg 5.2010 ay Jo yoee UI pue jeyog ,seehojdwig Uj Ul BIqeI/EAe S| ¥4Q eu} JO euNjoNs BUOHOUNY y “WAC Sty JO eaNjons jeuopeEZ|Uebio penoidde-~ag eu} S| SILL aumjonas jeuonezueBig “zy4.2.1. Function of Offices Office of the Secretary | Exercises supervision and control over all the DFA functions and activities; promulgates rules and regulations necessary in carrying out the DFA’s objectives, policies, plans, programs, and projects; and delegates authority to officers | and employees on the performance of any function. Principal Offices | Office of Treaties and Legal Affairs Provides legal advice and assistance to the Secretary of Foreign Affairs (SFA) on matters concerning the interpretation and application of Philippine laws and regulations and relevant international agreements; provides assistance and support to relevant offices in the negotiation of treaties, conventions and international agreements; and assists the Board of Foreign Service Administration in the investigation and prosecution of administrative cases involving the DFA’s personnel. Office of Policy Planning and Coordination Coordinates the corporate planning process, including the crafting of the Strategic Plan, and implementation of performance management systems; undertakes strategic studies and coordinates with other offices on emerging and cross- cutting issues; and provides relevant policy advice to the SFA. Internal Audit Service Evaluates the achievement of Internal control objectives and ensures the DFA’s compliance with laws, rules and regulations by utilizing internal auditing methods; and oversees Internal Quality Audit activities. Foreign Service | Posts Implements the Philippine foreign policy in its diplomatic and consular jurisdiction; assists the Home Office Page 40f 38in formulating, planning, organizing and evaluating Philippine foreign policy vis-&-vis the local law of foreign countries and international organizations to which itis accredited; and prepares a set of clearly defined goals and objectives, | particular to the Philippines’ relations with the receiving state. Support Units Department Legislative Liaison Unit Attends to the foreign service-related needs of the members of Congress; and submits reports, as necessary. Intelligence and Security Unit Ensures the overall security of the DFA Main Building, the Office of Consular Affairs in ASEANA (OCA DFA-ASEANA), and Consular Offices (COs); conducts background checks on newly-hired personnel and service suppliers; and oversees the performance of the contracted security agency, with reference to the deployed security guards and equipment’ machinery. Attached Agencies Foreign Service Institute Designs and conducts training programs appropriate to the needs of the DFA’s personnel, and personnel of other government agencies who are about to be assigned abroad; and undertakes independent research on issues relevant to international relations and foreign policy, as well as, policy studies in aid of foreign policy formulation, management, and evaluation. Technical Cooperation Council of the Philippines Coordinates and implements various cooperation schemes between the Philippines and other developing countries. UNESCO National Commission Coordinates with the DFA on matters relating to the United Nations Page 5 of 39Educational, Scientific, and Cultural Organization (UNESCO) programs, and the best ways and means by which educational, scientific, and cultural developments could be fully utilized by the Philippines; and serves as the liaison unit between UNESCO and the DFA. Undersecretary for Administration Line Offices | Office of Financial Management Services Conducts financial planning and budget preparation; oversees the DFA's general accounting services; and ensures compliance to accounting and auditing rules and regulations. Human Resource Management Office Manages human resources, career development, benefits and welfare, and grievance cases against personnel; and oversees the operations of the Philippine honorary consular system and the accreditation and deployment of service attaches in FSPs. Office of Asset Management and Support Services Oversees building maintenance, engineering, property inventory and disposal, support services, and transportation services, as well as, the storekeeping of accountable forms and issuances; maintains and manages the DFA's information technology, information management systems, electronic communications, general records, archives, and delivery of diplomatic pouch; manages and monitors the Building Fund, contracts, overseas properties, and projects. Office of Protocol Handles preparations for inbound State and official visits, and reception and send-off of foreign Page 6 of 39dignitaries arriving in and departing from the Philippines; coordinates official visits of Philippine officials to other countries, and assists in the day-to-day activities of the SFA; ensures proper observance and enforcement of all formalities, courtesies and facilities provided for by the Vienna Conventions on Diplomatic and Consular Relations, and other conventions and agreements; and oversees functions hosted by the SFA and Undersecretaries. Undersecretary for Civilian Security and Consular Concerns: Line Offices Office of Consular Affairs, (Oversees the issuance of Philippine passports and visas; manages civil registry-related services and the safekeeping, management and disposition of consular records; and handles the authentication of documents issued in the Philippines for use abroad, and the authentication by FSPs of documents issued abroad for use in the Philippines. The Office of Consular Affairs is responsible for the management of the DFA’s consular offices which provide consular services to Fil the Philippines. Overseas Absentee Voting Secretariat Directs, coordinates, and oversees the DFA’s participation in the implementation of the Overseas Absentee Voting Law. Undersecretary for Migrant Workers’ Affairs Line Office Office of Migrant Workers’ Affairs Coordinates with various government agencies and sectors of civil society to deliver timely assistance to distressed Filipino nationals and their Page 7 of 39families; and manages matters pertaining to assistance to nationals and development and implementation of policies relating to concems, welfare needs, and general interests of all overseas Filipinos particularly overseas workers and their families. Undersecretary for Policy Line Offices Office of Asia and Pacific Affairs ‘Oversees the Philippines’ bilateral relations, including the formulation of policies and conduct of engagement initiatives with countries in Asia and the Pacific Islands, in coordination with other Philippine government agencies and stakeholders. | Office of Middle East and African Affairs ‘Oversees the Philippines’ bilateral relations, including the formulation of policies and conduct of engagement initiatives with countries in the Middle East and Africa, in coordination with other Philippine government agencies and stakeholders. Office of European Affairs Oversees the Philippines’ bilateral relations, including the formulation of policies and conduct of engagement initiatives with European countries and the European Union (EU), in coordination with other Philippine government agencies and stakeholders; and coordinates the Philippines’ participation in the Asia Europe Meeting (ASEM Office of American Affairs ‘Oversees the Philippines’ bilateral relations, including the formulation of policies and conduct of engagement initiatives with countries in the ‘Americas, Canada, Mexico, and the Caribbean Islands, in coordination with other Philippine government. Page 8 of 39‘agencies and stakeholders; and coordinates the Philippines’ participation in the Forum for East Asia-Latin America Cooperation (FEALAC). Office of ASEAN Affairs Ensures full implementation of institutional provisions within the ASEAN Charter; coordinates and prepares for Philippine participation in the ASEAN Summit and ASEAN Coordinating Council (ACC); plans and implements political and security initiatives, and participates in relevant meetings under ASEAN to promote regional peace and stability; ensures compliance to the objectives and frameworks of the ASEAN Economic Community (AEC) and ASEAN Socio-Cultural Community {ASCC); and coordinates the Philippines’ participation in ASEAN Dialogue Partner meetings and initiatives. Office of United Nations and Other International Organizations Manages Philippine participation and negotiations in the United Nations and other international organizations ‘on global issues concerning the economy, environment, society and culture, and peace and security. Maritime and Ocean Affairs Office Handles issues and matters concerning national maritime policy, national territory and conflicting territorial claims, maritime zones, jurisdictions and border delimitation, extended continental shelves, international maritime dispute settlements, and most importantly, the West Philippine Sea issue, including the arbitration case filed by the Philippines before the Page 9 of 39[Permanent Court of Arbitration; oversees issues and matters concerning marine environmental protection, marine scientific research, and maritime safety and security (including monitoring, contro! and surveillance of piracy, sea robbery and terrorism); and ensures compliance to the regulations of the International Maritime Organization. Undersecretary for International Economic Relations Line Office Office of International Economic Relations Formulates Philippine policies and positions on international economic concerns and oversees participation to Free Trade Agreements (FTAs), Economic Partnership Agreements (EPAs), Asia-Pacific Economic Cooperation (APEC) and the World Trade Organization (WTO); and conducts economic intelligence in coordination with Partner Government Agencies (PGAs) and stakeholders for the implementation of existing economic agreements and arrangements to enhance foreign direct investments (FDIs), promote trade, and boost tourism. Undersecretary for Strat tegic Communications and Research Line Office Office of Strategic Communications and Research Formulate a comprehensive, responsive, and forward-looking public diplomacy program and oversee its effective implementation by the Department; coordinate with the Office of the Secretary and other offices of the Department and other agencies of the government, especially the Office of the Presidential Spokesperson and the Presidential Communications Operations Office, on messaging, Page 10 of 39information sharing and other matters related to the effective and timely dissemination of correct and accurate information to target audiences in the Philippines and abroad; and formulate, design, and implement a dynamic, innovative and responsive cultural diplomacy program aimed at promoting and enhancing the image, culture and identity of the Philippines abroad, in support of Philippine independent foreign policy objectives, 43. Mission, Vi 4.3.1. Mission To promote and protect Philippine interests in the global community yn, Core Values 4.3.2. Vision A resilient foreign service for a strong Philippines 4.3.3. Core Values Patriotism Integrity Professionalism Excellence Service 4.4. Internal and External Issues The following internal and external issues affect the efficient delivery of services in accordance with the DFA’s mandate: INTERNAL STRENGTHS WEAKNESSES PEOPLE 1. Competent and T. Ratio of available service-oriented personnel to office ideal personnel staffing pattem 2. Personnel with diverse | 2. Insufficient institutional backgrounds and memory competencies: age, 3, Ratio of available relevant gender, abilities, etc trainings to personnel position/responsibilities RESOURCES 7. Sufficiency of supplies | 1. Lack of storage and work and equipment spaces Page 11 of 39INTERNAL STRENGTHS WEAKNESSES 2. Availability of 2. Old building requires information constant structure repair management systems and maintenance IDEAS/ T. Initiatives to transfer 7. Need to improve INNOVATION from paper to soft file capability to widen 2. Ability to identify development of computer means to improve applications/ systems office systems MARKETING 7. Social media presence | 1. Need to accelerate 2. Infomercial for institutional branding information 2. Need to improve dissemination employee branding 3._ Social inclusion policy OPERATIONS 1. Institutionalized 1. Need to strengthen processes through knowledge management Operations Manuals 2. Procurement process FINANCE 1. Strong representation 7. Regular review of funding from executive and priorities legistative branches EXTERNAL OPPORTUNITIES THREATS POLITICAL 7. International 1. Undue Political Regulations and Intervention / External Standards interferences 2. Diplomatic Relations 2. Unclear & inconsistent 3. Clear and consistent policy pronouncement on Administration's Administration's Thrusts Thrusts and Priorities and Priorities 4. International Political 3. International Political Security Situation Security Situation 5. Supportive political intervention 6. Legislative Agenda ECONOMIC 7. Purchasing Power 7, Budget Appropriation (eg. expansion of the | 2. Protectionism middle class, etc.) 3. Industrialization 2. Globalization 4. Urbanization 3. Regional Integration 6, Foreign Exchange 4. Trade Liberalization 6. Inflation Rate Page 12 of 39EXTERNAL ‘OPPORTUNITIES THREATS: %. Budget Appropriation 7. Growth in the Travel 6. Growth in the Travel Industry Industry 8. Globalization 7. Urbanization 8. Overseas Employment SOCIAL 1. Migration 1. Migration 2. Right to Travel 2. Overseas Employment 3. Social Media 3. Social Media 4. Urbanization 4, Urbanization 5. Strong sense of 5. Public Image Community and family values 6. Good relationship with stakeholders 7. Public Image TECHNOLOGICAL | _1. Cybersecurity 7. Possible Systems Breach 2. Internet of Things 2. New Computer Virus 3. Data Privacy 3, Rapid advances in 4, Advances in technology Automation 5. Availability of Web Services 6. Systems Integration LEGAL 1. Intellectual Property 1. Contracts and Obligations 2. Applicable Laws and 2. Compliance with Policies Oversight Agencies 3. Contracts and 3. Local and International Obligations Law, Customs, and 4, Compliance with Practices Oversight Agencies 4. Legislation 5. Mandates 6. Treaties and Conventions 7. Local and International Law, Customs, and Practices LL 8. Legislation Page 13 of 39EXTERNAL OPPORTUNITIES THREATS ENVIRONMENTAL T. Accessibility of Home Office and Consular Offices 2. Neighboring States 3. Safety and Security 4, Peace and Order 7. Natural and Manmade Calamities 2. Neighboring States 3. Public Health and Sanitation 4. Climate Change 4.5. Interested Parties The following are the interested parties and relevant requirements that have significant impact in the operations of the DFA. When applicable, the DFA manages its relevant interested parties through memorandum of agreement and contract review, performance evaluation, and feedback analysis. Interested Parties Requirements Documented Information/ Monitoring Tool Filipino Nationals Accurate information and timely release of consular documents Quality Passport APEC Business Card Assistance to overseas Filipinos and Next-of-Kin Courteous personnel Ability to provide clear and concise information on the DFA's services Comfortable and secure facilities Security of client’s documents and personal data Database/s Monitoring tools Annual Reports Communication records, primers, brochures, online presence (i.e. content of the DFA website where releases, news from FSPs, statements and advisories are posted) Page 14 of 39Clear, coherent, and relevant information on Philippine foreign policy Institutional Partners (Executive, Legislative, Judicial) Conduct regular briefings for Congress (Senate and House of Representatives) Provision of requested data and services Database Records and Correspondence Assistance for constituents Oversight Agencies | Reports Records of meetings/ (e.g. CSC, DBM, OP, coordination COA) Assistance Compliance to requirements and recommendations: Provision of information (i.e. briefings on the needs peculiar to the conduct of foreign affairs in terms of policy implementation and operations) Documentation of support and assistance provided Partner Agencies (e.g. LTO, NBI, PSA, DOLE) Accreditation of documents Provision of accurate data and efficient services Compliance with requirements Training Records of meetings/ coordination Correspondence Records of trainings (if applicable) Local Government Units and Other government entities Mobile passport services ! Timely and efficient service and assistance Accurate and comprehensive data and information Communication records and database Data on processed passports/mobile service Page 15 of 39Clear and open communication Records of meetings/ coordination Correspondence Givil Society Organizations Clear and open communication Transparency Records of meetings Foreign State Agencies Prompt response and accurate information Communication records and database Agreements Records of meetings Foreign Nationals Vessel and aircraft passage Visa issuance Prompt response and accurate information Communication records and database DFA and FSP websites Accredited Travel Agencies Visa issuance Prompt response and accurate information DFA and FSPs' websites Travel advisory Recruitment Agencies Assistance in acquiring information on case developments Transparency Communication records and database Media Provision of ciear and accurate responses to questions Accessibility to information Open dialogue and transparency Online presence ‘Communication records and database DFA website and social media accounts Page 16 of 39Netizens and bloggers Provision of clear and accurate responses to questions Online presence and timely feedback Communication records and database FAQs DFA website and social media accounts Suppliers/Service Providers Contract Clear instructions and open ‘communication Timely release of payment Terms of Reference Records of meetings Communication records and database Auxiliary services (e.g. mall owners) Memorandum of Agreement Open communication and transparency Records of meetings/ coordination DFA Multipurpose Memorandum of Agreement Memorandum of Agreement Cooperative Clear and open Records of meetings communication Personnel Career development Annual Training Needs and Training Adequate and timely release of salary Contracts and employment papers Benefits Coaching and mentoring Open communication Data Privacy Assessment Human Resource Information System Financial Management Notification System Internal feedback Page 17 of 39Supportive policies from management Consistent and fair implementation of policies Safe and conducive workplace Wellness Programs Meritocracy-based promotion Dependents of DFA _ | Benefits Department issuances Employees PDOS and Re-integration Database seminars Retirees Benefits Department issuances | Database Employee Clear and open Records of meetings Organizations communication Transparency Top Management Complete Staff Work and Evidence-based Responses Accomplishment reports Recommendations in | addressing problems OPCRF Annual Reports } Correspondence records Page 18 of 3946. Co Process Map Passpor Saves || Aimee nora Serves + Rega Passport 1 Bits Ppa sin ws ognatene Sonar oe, 1 Sitige rama Papa tesa 2 ee ‘GatSocety + ible enn oRacare were ed Tg + Pate Donen 1 Parting 1 Rontotng we evaueson == TupnoweueaT not On anne pry Asat Ron Page 19 of 39Section 5. Leadership Quality Management Representative (QMR) The QMR is the SFA, as the Head of the Agency. However, upon the SFA's discretion, he/she may designate the responsibility to Undersecretary/ies. The 5.1. 5.2. QMR: 5.1.1. 5.1.2. 5.1.3. 5.1.4. 5.1.5. 5.1.6. 5.1.7. 5.1.8. Oversees the establishment, documentation, and effective implementation of the QMS; Communicates the DFA Quality Policy across the organization and interested parties, as well as the importance of meeting customer needs and requirements; Promotes risk-based thinking in overseeing the effectiveness of the QMS. Risk-based thinking may be defined as a systematic approach to identify, and thus, avoid the risk rather than merely preventing its recurrence. Acts as a liaison with external parties on matters relating to QMS: Ensures the establishment and proper implementation of procedures for Internal Quality Audit (IQA) and Corrective Actions; Reviews QMS performance reports for continual improvement; Oversees the conduct of regular Management Review meetings; and Leads opening and closing meeting of the third-party audit. Top Management Commitment The DFA Top Management is composed of the Secretary, Undersecretaries and Heads of Offices, and are responsible for the following: 5.2.1. 5.2.2. 5.2.3. 5.24. 5.2.6. 5.2.7. 5.2.8. 5.2.9. Establishes the policies, guidelines, and processes and procedures required in the conduct of activities and operations of the DFA; Determines and provides necessary resources and ensures their adequate availability; Leads the establishment, implementation, and monitoring of the DFA-QMS with the goal of sustaining an ISO 9001 certification; Ensures that the QMS processes are planned, implemented, and monitored to meet the organization's set Quality Plan and Objectives (QPOs) and ISO 9001 requirements: Guarantees that the effectiveness and integrity of the QMS is maintained when changes are implemented by advocating risk-based thinking; Ensures that the established QPOs are consistent with the DFA Quality Policy, meets the requirements for processes and services, and improves the quality system and office performance; and Oversees the conduct of regular Management Review meetings. Reports QMS performance to QMR for review and continual improvement. Page 20 of 395.3. QMS Core Team Responsibilities and Authorities The QMS Core Team ensures that the annual QMS-related activities are planned and implemented accordingly; requirements for maintaining and retaining documented information are established and monitored; and, best practices are identified, documented, and shared. To ensure continuity in the DFA-QMS, offices are required to designate a suitable replacement for any member of the core team who will be assigned abroad or transferred to another office, or is due for separation from the DFA, as validated by the office of the Undersecretary for Administration. Outgoing core team members are required to include their QMS-related duties and responsibilities and unfinished projects in their turnover report. In addition, the outgoing core team member should conduct a one-on-one QMS orientation with the incoming core team member with particular focus on turnover of QMS duties and responsibilities. To further enhance awareness of personnel on the DFA-QMS, members of the core team, upon foreign assignment, are tasked to cascade/undertake echo seminar on QMS principles and concepts at Post and Consular Offices. The DFA selects representatives of various ranks from offices and issues Office Orders composed of the duly-appointed Quality Management Representative/s (QMRYs), Deputy QMR’s, Risk Management Team, Quality Workplace Team, Training and Advocacy Team, Knowledge Management Team, QMS Internal Audit ‘Team, and QMS Secretariat. 5.3.1. Deputy Quality Management Representative 5.3.1.1. Assists the QMR in performing assigned duties and responsibilities; and 5.3.1.2. Assumes the responsibilities of the QMR in his or her absence. 5.3.2. Risk Management Team 5.3.2.1. Performs oversight function in ensuring that the established risk controls and related activities are consistently implemented; 5.3.2.2. Plans and coordinates effective and efficient use of risk control tools; and 5.3.2.3. Ensures that risk-elated information are maintained and retained. Page 21 of 395.3.3. Quality Workplace Team 5.3.3.1. 5.3.3.2. 5.3.3.3. Ensures a conducive work environment necessary in achieving conformity to service requirements; Ensures consistent implementation of the 5S program (Sort, Systematize, Sweep, Standardize, and Self-discipline); and Monitors and assesses workplace cleanliness, orderliness, and safety. 5.3.4, Training and Advocacy Team 5.3.4.1. 5.3.4.2. 5.3.4.3. Provides administrative support in terms of training and advocacy in the successful implementation and sustenance of the QMS; Plans and coordinates effective deployment and efficient use of resources of the project, in-line with training and advocacy activities; and Plans and coordinates echoing/cascading sessions on QMS- related training. 5.3.5. Knowledge and Documented Information Management Team 5.3.5.1 5.3.5.2. 5.3.5.3. 5.3.5.4. 5.3.5.5. 5.3.5.6. Ensures proper documentation of changes and revisions in documents; Ensures availability of relevant versions of applicable documents at points of use; Ensures documents remain legible and readily identifiable and retrievable; Prevents the unintended use of obsolete documents; and, Ensures controls are established for identification, storage, protection, retrieval, retention time and disposition of records; and The designated DFA Document Controller has the following responsibilities: 5.3.5.6.1. Oversees the implementation of the procedures of documented information; 5.3.5.6.2. Coordinates with offices’ Document Control Coordinator; 5.3.5.6.3. Monitors the revision of Operations Manuals; 5.3.5.6.4. Consolidates offices’ Document Master List and List of Externally-Sourced Documents, updated semi-annually or as necessary, and; 5.3.5.6.5. Updates and maintains the following forms: » Document Master List = Revision History Worksheet Page 22 of 395.4. 5.5. * List of Externally-Sourced Documents. = Document Review Form * Distribution/Retrieval List 5.3.6. QMS Internal Quality Audit Team 5.3.6.1. Determines the conformance of QMS to the planned arrangements and to the requirements of ISO 9001; 5.3.6.2. Monitors whether the QMS is effectively implemented and maintained; 5.3.6.3. Provides input to management review regarding the results of audits; and, 5.3.6.4. Keeps track of the implementation of the corrective and preventive actions for nonconformance raised during audits. 5.3.7. QMS Secretariat 5.3.7.1. Provides administrative and technical support to successfully implement the QMS, from systems development to third party certification; 5.3.7.2. Facilitates the delivery of specific outputs in-line with the QMS; and, 5.3.7.3. Plans and coordinates effective deployment and efficient use of human, financial, and other physical resources for the QMS. Recognition Core team members, who have actively participated in trainings and adequately performed their QMS responsibilities, shall be given merit elther through promotability score or placement. Accountabil Failure to participate in QMS activities or neglect of core team members in the delivery of their QMS responsibilities will be dealt with accordingly: 5.3.1. First reminder — Upon the third (3) instance of non-participation, a written reminder of QMS responsibilities will be sent to the personnel: 5.3.2. Second reminder — Upon the sixth (6) instance of non-participation, a written warning will be sent to the personnel requiring them to provide a written explanation addressed to the Quality Management Representative, reviewed and signed by the personnel's Head of Office; and 5.3.3, Third reminder — Upon the ninth (9) instance of non-participation, personnel shall be replaced in the Core Team roster, issued a Request for Action, and will have a record on their 201 file. Page 23 of 385.6. Quality Policy DFA QUALITY POLICY ‘The Department of Foreign Affairs, as the prime agency of government responsible for the conduct of Philippine foreign policy, commits to effectively and efficiently deliver foreign policy, diplomatic, and consular and assistance-to-nationals services that are responsive to the needs of our stakeholders here and abroad. We, at the DFA, shall continually uphold the principles of good governance, improve our quality management system, and adhere to the highest standards of professionalism. AKAN PETER S. CAYETANO: Secretary of Foreign Affairs & Date aprovoe: OCT 27 2947 5.6.1. Communicating the Quality Policy ‘Top Management regularly reviews the suitability of the DFA Quality Policy. Itis communicated to personnel and interested parties through the following means: 5.6.1.1. Reciting during flag-raising ceremony; 5.6.1.2. Posting in conspicuous areas within the DFA's premises; and 5.6.1.3. Uploading in the DFA website. Section 6. Planning Top Management monitors and periodically assesses the performance of offices to ensure that the overall strategic plan Is being met. In accordance with the CSC-mandated Strategic Performance Management System, the DFA measures performance achievement against projects and activities that are aligned with the set objectives and targets. 6.1. Objectives and Targets Formulation and Assessment 6.1.1. Strategic Pian, Annual Business Plan (ABP), and Office Performance Commitment and Review Form (OPCRF) The Strategic Plan is formulated by the DFA top management, and approved by the Secretary of Foreign Affairs through the strategic planning process which Page 24 of 396.2. includes a stocktaking survey of the implementation of the previous Plan, the conduct of environmental and organizational scans, regional consultation meetings and stakeholder consultations, the actual drafting of the plan, and a strategic planning conference. The Office of the Secretary, together with the Supervising Offices headed by the Undersecretaries, and their respective supervised line offices, plan and implement the Department's policies and objectives. Each office/unit in the DFA Main Office and the Foreign Service Posts designates a Planning Officer who, in consultation with the head of Office/Post, drafts the Office/Post Annual Business Plan which is aligned with the Strategic Plan. The ABP provides details on the organizational and environmental scans, risk and opportunities assessment, the programs, activities, and projects (PAPs) and strategies for their implementation, and the resources needed. PAP targets (outputs) and milestones (outcomes) are also included in the ABP. The Supervising Offices monitor and evaluate the performance of their supervised line Offices through the quarterly submission of the Office Performance Commitment and Review Form (OPCRF). The OPCRF contains the performance indicators and corresponding targets as set in the ABP, and is updated quarterly by each offica/unit to reflect accomplishments vis-a-vis the targets. 6.1.2. Individual Performance Commitment and Review Form (IPCRF) IPCRF targets, objectives, and expected outputs are determined, at the start of the rating period, by the supervising officer and personnel being rated. The result of the performance evaluation, as part of mentoring and coaching, is discussed with the personnel. Accomplished IPCRFs are submitted to HRMO, where results are incorporated in the individual's personnel file (201 file). 6.1.3. Quality Plan and Objectives (QPOs) Established QPOs are anchored to the DFA Quality Policy for continual improvement, measurable, and reviewed regularly using the Plan-Do-Check-Act (PDCA) cycle. Oversight offices review the achievement of set targets of their line offices, semi-annually. Risks and Opportunities Assessment Offices conduct risks and opportunities assessment taking into consideration the context of the organization, internal and external issues, the requirements of relevant interested parties or stakeholders, output product, and services extended by the DFA. Page 25 of 39When planning for the DFA-QMS, the PRIMOF-PESTLE-SWOT analyses are used to determine the risks and opportunities that need to be addressed in order to: 6.2.1. Identify risks and its potential impact; 6.2.2. Assure that the DFA-QMS achieves its’ stated and intended results; 6.2.3. Enhance desirable outputs; 6.2.4. Prevent, or reduce, undesired outputs; and 6.2.5. Achieve improvement. Offices identify action plans by using the PDCA cycle; these plans are evaluated on their effectiveness in reducing or eliminating identified risks. Process owners shall practice the requirements in the Department Order on Risks and Opportunities Assessment. Section 7. Support TA. Resources The DFA ensures that resource needs are provided to properly implement, maintain, and continually improve the DFA-QMS. Capabilities of, and constraints on, existing intemal resources, as well as the specific needs obtained from external providers, are periodically reviewed by offices for reporting to the Top Management. 7.1.4, Human Resources Management 7.4.4.4. Recruitment The Human Resource Management Office (HRMO) and the Board of Foreign Service Examinations (BFSE) are tasked with the recruitment, appointment, development, promotion, and rotation of officers and staff in the DFA, which are based on the provisions of Republic Act No. 7157 (RA 7187), otherwise known as The Philippine Foreign Service Act of 1991 and Civil Service Commission (CSC) regulations. Information on vacancies is disseminated through job postings on the DFA website and in the premises of the main building and consular offices, during career fairs, online portals, and by publication in local newspapers For the recruitment of officers, rank-and-file, and contractual positions, Qualification Standards and competencies identified by the Department (core, leadership, and functional) relevant to the position are followed. Other relevant skills or qualifications (law degree, accountancy license, etc.) required in certain positions has to be specified. The personnel recruitment Page 26 of 39process involves written examinations and a series of interviews with HRMO and the requesting office. Practical test/s may be administered by the requesting office, if necessary. The Board of Foreign Service Examinations, pursuant to the provision of the RA 7157 and the Revised Administrative Code of 1987, is tasked to recruit candidates for appointment to the position of Foreign Service Officer, Class VV, Applicants for the Foreign Service Officer examination must be knowledgeable in the economic, political and social condition of the Philippines, and must possess not only facility in oral and written communications but the personality traits essential to the performance of the duties of Foreign Service Officers. They must also be willing and able to accept assignments to any post where their services may be required. Applicants are required to pass the five (5) sequential parts of the FSO Examination (Qualifying Test, Preliminary Interview, Written Test, Psychological Test and Oral Test) within the prescribed time frame in order to be considered eligible for appointment to the position of Foreign Service Officer Class IV. 7.1.4.2. Competence, Awareness, and Training The Recruitment and Learning and Development Sections of HRMO regularly update the competency requirements for the various positions in the DFA based on the approved job profiles, duties and responsibilities, and training needs analysis. The DFA, through the HRMO-PRMD Learning and Development Section and in cooperation with the Foreign Service Institute (FSI), organizes regular training and re-tooling sessions for its personnel. Evaluation of the effectiveness of said training sessions is done through: 7.1.1.2.1, The accomplishment of feedback forms by newly-trained personnel; 7.1.1.2.2. An assessment exam at the end of the training - the Highly Technical Consultant (HTC) hired for a particular training/seminar undertakes the evaluation or assessment of participants at the end of the training: 7.1.1.2, The Strategic Performance Management System (SPMS) as mandated by the Civil Service Commission, which Page 27 of 3971.2. 7.1.3. involves performance assessment of personnel through the Individual Performance Commitment and Review Form (IPCRF), coaching and monitoring of personne! work performance; and 7.1.1.2.4. If necessary, referral of appropriate personnel to HRMO for other interventions. HRMO addresses the gap between the current competencies of an incumbent and the necessary competencies required by the position based on the results of the job competency analysis The Training and Advocacy QMS Team, in coordination with HRMO and FSI, organizes awareness sessions on QMS. Records of personnel education, training, skills, and experience are consolidated at the Records Management Section (RMS) of HRMO. The RMS maintains the 201 files of each personnel which contain documents pertaining to their educational background, skills, work experience, and trainings. This information is stored and may be accessed in the Human Resource Information System (HRIS), which is also maintained by RMS. Information may be retrieved upon request of authorized individuals with notice to and consent from the personnel concerned. Financial Management OFMS ensures financial resources and reports are completely provided and collection services are rendered in an accurate and timely manner, by strictly adhering to the government's budgeting, accounting, and financial auditing rules and regulations. OFMS assigns its personnel to man the cashier in consular offices as well as during mobile passporting. Consular offices are in the process of implementing the e-payment system to supplement the cashiering process. Legal Services Management OTLA provides timely and accurate legal service, advice, and opinion to the DFA by reviewing contracts, treaties, agreements, and other legal documents, as well as in drafting the DFA’s regulations and policies. OTLA also handles any legal proceedings or cases in which the DFA is involved. Page 28 of 39714. TAS. Safety and Security Management ISU is in charge of ensuring the safety of both the DFA employees and clients by contracting the services of a security agency to provide security guards 24 hours a day, 7 days a week in all the DFA’s facilities, The security guards also have the responsibility to maintain order inside the premises. Consular offices within SM Supermalls are provided with additional security, especially against fixers, unauthorized travel/recruitment/placement agency representatives and other individuals out to victimize passport applicants. Asset Management OAMSS ensures that premises are furnished with support service facilities and equipment, and maintained by an in-house bullding management team and assisted by outsourced personnel. 7.4.54. Facilities and Work Environment (5S) To ensure continuous operation, OAMSS-PPMD is responsible for the upkeep and regular preventive maintenance conducted on the DFA’s facilities which include, among others, owned and leased buildings, workspaces, and common spaces, such as the auditorium, covered court, lobby, and parking plaza. The DFA adopts the 5S methodology in organizing and managing its work environment to guarantee the unimpeded flow of operations, and account for the comfort and safety of internal and extemal clients. Also, the DFA complies with accepted health and safety standards. An appropriate policy and management structure is in place to ensure compliance with these standards in the areas of temperature control, humidity control, cleanliness, sanitation, and lighting, among others. 7.4.5.2. Information Technology Management In relation to Information and Communication Technology (ICT) systems, OAMSS-ITCRD is responsible for the following: 7.1.5.2.1. Plan, direct and oversee Information and Communication Technology (ICT) programs and activities, All other ICT- related projects shall be coordinated with OAMSS-ITCRD; Page 29 of 39xv Manage, monitor and maintain the Department's Computer Network Infrastructure (DFA-CNI), both at the DFA Home Office and OCA DFA-ASEANA, and the Secured Communications Network (SCN) connections in Foreign Service Posts and Consular Offices; 7.15.23, Install, upgrade, modify, delete or configure any hardware or software in the DFA-CNI; 7.1.8.2.4, Install, configure, maintain and provide technical support for the Department's computer systems in the DFA Home Office. OCA DFA-ASEANA computer systems will be handled by OCA-PITS. However, OCA-PITS can seek the assistance of OAMSS-ITCRD for complex computer systems issues; 7.1.5.2.5. Manage and maintain the telephone systems in the DFA Home Office and OCA DFA-ASEANA; 7.1.8.2.6, Co-manage, monitor, and maintain the DFA website alongside concerned Home Office units. OCA ASEANA- PITS is responsible for the maintenance of the OCA website: 7.1.5.2.7. Serve as the Computer Emergency and Response Team, through the Cybersecurity Operations Center (CSOC) of OAMSS-ITCRD; and 7.15.28. Test and evaluate new programs, databases and applications that are to be used by the DFA, which may include programs, databases and applications that are developed by OCA-PITS, OCA-OFMS-IT, and other offices. 7.1.5.3. Real Estate Property OAMSS-Overseas & Regional Properties and Contract Management Division (ORP-CMD) is responsible for the acquisition, disposal, and renovation of real properties of the DFA. 7.1.5.4. Office Supplies and Equipment Located at the basement of the DFA main building, the Supplies Receiving Section of OAMSS-PPMD maintains a supplies central warehouse for the main office, OCA DFA-ASEANA, and consular offices. Offices monitor and control the utilization of office supplies through a ledger system. Page 30 of 397.2. The Engineering and Maintenance Section (EMS) of OAMSS-PPMD is responsible for ensuring the continuous operations of bullding equipment in the DFA main building and OCA DFA-ASEANA, such as, among others, elevator/escalator, air-conditioning/cooling, emergency power, plumbing, sewerage treatment plant (STP), lighting, and fire-fighting systems. As stipulated under the Memorandum of Agreement (MOA) with mall owners, consular offices are provided with equipment and maintenance services by the mall management. 7.1.5.5. General Services Management The DFA maintains the upkeep of the following auxiliary services: . Dental/Medical Clinic (managed by HRMO) . Day Care Center (managed by HRMO) 7.1.8.5.3. Cafeteria/Canteon/Catering services [operated by the DFA Multipurpose Cooperative Inc. (OFAMPC!)], . Parking areas (managed by OAMSS) . Landscaping services (managed by OAMSS) 7.1.6. Procurement Management The procurement procedure of the DFA abides by the provisions mandated by Republic Act No. 9184 (R.A. No. 9184), also known as the Government Procurement Reform Act, dated 22 July 2002. The control of the procurement process is established by having all purchase requests (PRs) or memorandum requests (MRs) pass through an established approval process starting with the end-user (i.e. OCA DFA-ASEANA) and passing through the technical clearing houses, namely, OAMSS-PPMD, OFMS and the Bids and Awards Committee (BAC) Secretariat in UA for offices in the Home Office, and BAC Secretariat in OCA for consular procurements. Internal and External Communication Management Top Management ensures that appropriate communication processes are established within the DFA and the effectiveness of QMS is assessed. Communication is facilitated through, but not limited to, the following: 7.2.1. Issuances, such as, Office Orders, memoranda, and internal routing slips; 7.2.2. Notices for meetings; 7.2.3. Designated e-mails per office/unit; 7.2.4. Bulletin board and website postings; 7.2.5. Availability of telephone lines; 7.2.6. Paging system; 7.2.7. Employees Information Portal and Knowledge Management System; and Page 31 of 397.3. 7.2.8. General assemblies. Documented Information Management 7.3.4. Level 1: P The DFA's Declaration of Policy is provided in Title |, Section 3 of Republic Act No. 7457, otherwise known as the Philippine Foreign Service Act of 1991. The DFA adopts rules and regulations in the form of Department Orders, Office Orders, Foreign Service Circulars, Department Circulars, Home Office Circulars, and other Department issuances which are all accessible through the Central Records Database System (CRDS). The DFA Quality Manual, communicated through a Department Order, serves as the primary systems manual for function-specific processes and procedures in the DFA. It consists of the DFA Quality Policy, hierarchy of systems, and monitoring measures, as well as practices and approaches that guide personnel in the conduct of processes. 7.3.2. Level 2: Operations Manual The Operations Manual, at all levels and units of the DFA, aims to streamline existing operations. It increases client satisfaction by eliminating irregularities in the system by promoting accountability and transparency among personnel, as can be referred to from the required sections it contains. 7.3.3. Level 3: Files/Records Records serve as evidence of implementation of planned arrangements. The DFA maintains records through the following means: 7.3.3.1. OCA DFA-Aseana secures all consular records ([.e. filled-out application forms, authentication records, civil registry reports, etc.) until these consular records reach its retention period, as stipulated in the DFA's Records Disposition Schedule (RDS). Consular documents are disposed of in compliance with RDS; and 7.3.3.2. OAMSS safeguards policies, and certified true coples of administrative and legal documents. Each office has a record database and filing system for all of its accomplished forms, incoming and outgoing communications, reports, and briefing papers, among others. Page 32 of 39TA. 7.3.4. Control of Documented Information The DFA implements a procedure for the creation, revision, approval, and issuance of documented Information. The guidelines for this procedure defines the process for: 734A 73.4.2. 7.3.4.3. 7.3.4.4, 7.3.4.5. 7.34.6. Drafting of documents for the approval of the signatory; Routing and reviewing through qualified persons and approving of documents prior to release; Ensuring that relevant versions of applicable documents are available at points of use; Ensuring that documents remain legible and easily identifiable; Ensuring that documents of external origin are identified and their distribution controlled; and Preventing the unintended use of obsolete documents and applying suitable identification to them if they are retained for any purpose. The DFA also implements a procedure for the identification, collection, indexing, access, filing, storage, maintenance, and disposition of documented information. The guidelines for this procedure defines the process for ensuring that: 7.3.4.7. 7.3.4.8. 7.3.4.9. 7.3.4.10. 7.3.4.11. 7.34.12. Records are indexed and grouped to facilitate their retrieval; Cabinets, folders, computer discs, and other storage media containing records are clearly labelled with identification of their content; Records are normally stored by the same office that initially established them; Records are stored in secured, dry, and clean areas and cabinets are provided; Electronic records are regularly backed up. Records and documents are stored only in authorized computer drives and designated locations: and Records are retained and/or disposed in compliance with the Implementing Rules and Regulation of the Republic Act No. 9470, also known as The National Archives of the Philippines Act of 2007. Monitoring and Measuring Resources The DFA monitors and measures its quality performance and delivery of service against feedbacks received from clients. Evaluation and analysis of results are used as basis in applying corrections, conducting root cause analyses, and Page 33 of 397.5. planning for corrective actions. Suitable methods are applied to ensure controls in procedures are in place. 7.4.1. OAMSS-PPMD maintains the Property and Inventory Management Information System (PIMIS), which includes a masterlist of tools that require calibration before use. 7.4.2, OAMSS-ITCRD is responsible in ensuring the maintenance of the temperature and accessibility to the IT server room. 7.4.3, Processes in OCA DFA-ASEANA which require the use of any calibration tool is included in the contract with the DFA's service provider. Consular offices do not maintain any measurement device in the normal conduct of its operations. Organizational Knowledge To ensure the retention of acquired knowledge in the DFA, both the Knowledge Management Program and its corresponding system are maintained by OPPC. Individual offices identify knowledge acquired in the course of performing their mandate, ensure that these are retained and documented, and are made available to qualified personnel when necessary. Section 8. Operations 8.1. 8.2. Planning and Control The DFA plans, implements, and controls the processes needed to meet the requirements for the provision of services, and to implement planned actions by: 8.1.1. Determining required documents and information from clients; 8.1.2. Establishing clear guidelines and processes to ensure complete staff work; 8.1.3. Determining and ensuring availability of resources needed to achieve conformity to service requirements; 8.1.4. Identification and monitoring of controls within set processes and procedures; and 8.1.5. Determining, maintaining and retaining documented information t. 8.1.5.1. Have evidence that the processes have been carried out according to the set procedures/ policies or as stated in the manual; 8.1.5.2. Demonstrate the conformity of offices to their established requirements. Client Communication To effectively communicate with clients of the DFA, the method, means, and venues are as follows: Page 34 of 398.3, 8.4, 8.5. 8.2.1. Public advisories on changes in requirements, documents, schedule, and other information through the DFA website; 8.2.2. The DFA Consular Hotline and e-mail to respond to queries and complaints; 8.2.3. Client feedback through a customer satisfaction survey; 8.2.4. Information, education, and communication materials; and 8.2.5. Social media platform such as Facebook and Twitter; as monitored by OSCR. Determining, Reviewing and Changing Service Requirements In determining client requirements, the DFA ensures that: 8.3.1. Changes are communicated to the public prior to implementation of plans; 8.3.2. Updated list of requirements are made available in the website, and other conspicuous areas within the DFA’s premises; and 8.3.3. Changes are retained through documented information. 8.3.4, Documents are retained when changes to requirements are made Release of Services The DFA ensures that requirements needed prior to release of services are documented and performed according to policies and regulations. Documented information is retained in the release of services, which include evidences of conformity to stated procedures, and traceability to responsible person/s. Control of Nonconforming Outputs The DFA retains documented information, through a database, on the description of a nonconformity to set procedures and requirements, actions taken during and after the occurrence of nonconformity, and identification of the authority deciding the action in respect to the nonconforming service. Section 9. Performance Evaluation 9.1. Monitoring, Measurement, Analysis, and Evaluation The DFA evaluates the performance and effectiveness of the DFA-QMS by monitoring the achievement of offices’ stated objectives, targets, and plans; results of which are discussed during the Management Review. 9.1.1. Client Satisfaction (Feedback Forms) The DFA frontline services make use of feedback forms to monitor client perceptions and evaluate the degree to which needs and expectations have been fulfilled. Results of feedback are assessed and evaluated by process owners in order to identify appropriate measures that could improve delivery of services. For Page 35 of 399.2. benchmarking purposes, offices retain documentation for feedbacks that required either analysis or investigation, as well as the procedure/s for correction. Audit 9.2.1. Compliance Audit (Process Audit) ~ Compliance audits occur through the following: 9.2.1.1. The Commission on Audit (COA) examines, audits, and settles all accounts pertaining to the revenue, and receipts of, and expenditures or uses of funds and property, owned or held in trust, by, of pertaining to, the Government; 9.2.1.2. IAS performs a comprehensive audit of the DFA’s operations, in accordance with the Government Accounting Manual; and 9.2.1.3. Personnel and interested parties of the DFA, who are able to identify nonconforming product and services, as well as lapses in processes and procedures, are able to issue Requests for Action (RFAs) to assist in improving the system. A detailed guideline on the issuance of a process-based RFA is reflected in a corresponding Department Order. 9.2.2. Internal Quality Audit IAS conducts internal quality audits (IQA) at planned Intervals to determine whether the DFA-QMS: 9.2.2.1. Conforms with the requirements of the ISO 9001 standard and the QMS requirements established by the DFA; and 9.2.2.2. _ \s effectively implemented and sustained. ‘An audit program is prepared before the end of a calendar year and disseminated to concemed offices within January of the succeeding year. The IQA activity, including the scope and criteria, is guided by an audit plan which is issued preferably a month prior to the conduct of audit. A documented procedure is established to define the responsibilities and requirements in planning and conducting audits, establishing and maintaining records, and reporting results. Top Management ensures that corrective actions are taken without undue delay to eliminate detected nonconformities and their causes. Follow-up activities are conducted to verify the effectiveness of corrective actions. A detailed guideline on the conduct of an IQA is reflected in a corresponding Department Order. Page 36 of 399.3, 9.2.3, Third-Party Audit An external audit is conducted by a third-party certifying body to verify conformance of the DFA-QMS to the ISO 9001 standard and set requirements. Management Review Top Management and the QMS Core Team conduct Management Review meetings to support the effective implementation of the DFA-QMS. The goal of MR is to assess and subsequently provide the resources needed to sustain the QMS, as well as addressing, if not exceeding, client requirements. The MR is undertaken semi-annually or whenever necessary as deemed by Top Management or the QMR. The review will evaluate the continued suitability and effectiveness of the DFA-QMS and assess its continued compliance with statutory and regulatory requirements and the ISO 9001 standard. It will also cover the performance of the core processes and support services, as well as improvement measures. 9.3.1. Review Input The inputs to management review include information on, but not limited, to the following: 9.3.1.1 Status of actions from previous MR; 9.3.1.2 Changes in the extemal and internal issues that are relevant to the DFA-QMS; 9.3.1.3 Information on the performance and effectiveness of the DFA- QMS, including trends in: 9.3.1.3.1 Client satisfaction and feedback from relevant interested parties; 9.3.1.3.2. Extent to which quality objectives, targets, and plans and have been met; 9.3.1.3.3 Process performance and conformity of products and services; 9.3.1.3.4 Nonconformities and corrective actions; 9.3.1.3.5 Monitoring and measurement results; 9.3.1.3.6 Internal and external audit results; and 9.3.1.3.7 Performance of external providers (Job Contracts, Consultants, Resource Person, Suppliers, Service Provider, Experts and Service Providers). 9.3.1.4 Adequacy of resources; 9.3.1.5 Effectiveness of actions taken to address risks and opportunities; Page 37 of 399.3.1.6 Suitability of the Quality Policy; 9.3.1.7 Changes affecting the DFA-QMS (if any); and 9.3.1.8 Opportunities for improvement. 9.3.2, Review Output Outputs of the MR shall include decisions and actions related to: 9.3.2.1. Opportunities for improvement; 9.3.2.2. Any need for changes to the DFA-QMS; and 9.3.2.3. Resource needs. Section 10. Continual Improvement The DFA shall continually improve the suitability, adequacy and effectiveness of the DFA- QMS through the results of process analysis and evaluation, outputs from Management Review, and by determining whether there are needs or opportunities that may be addressed as part of continual improvement. 40.1. Nonconformity and Corrective Action When a nonconformity ocours, including any arising from complaints, the DFA conducts the following: 10.1.1. Takes action to control, address, and correct detected nonconformities; 10.1.2. Evaluates the need for action to eliminate the cause/s of nonconformity, in order to prevent recurrence or occurence in other procedures; 10.1.3. Review the appropriateness and effectiveness of long-term) corrective actions taken; 10.1.4. Updates the risks and opportunities registry, if necessary; and 10.1.5. Makes changes to the DFA-QMS, if necessary; and 10.1.6. Retains documented information as evidence of nature of nonconformity, effectivity of actions taken, and results of corrective actions. Section 11. Quality Amendment and Issuance The Quality Manual shall be amended in consideration of the following: 11.4. Change in Regulations and Policies Proper research is necessary for any change or amendment that may be introduced to this Quality Manual, subject to the approval of Top Management; 14.2. Change in Technology ‘Any change in technology or in the manner of how the core processes are conducted shall be properly documented and incorporated in this manual in the form of a written amendment; Page 38 of 39414.3. Change in Standards This Quality Manual conforms to the ISO 9001:2015 International Standards. Duly- appointed personnel must ensure the continual improvement and conformity of this Manual to currently-established international standards and procedures. Section 12. QMS-Related Guidelines Guidelines on documented information, internal quality audit, nonconformity and corrective actions, client feedback program, and risks and opportunities assessment will be issued in separate policies to support the implementation of QMS. Section 13. Separability Clause If any section or part of this Department Order is declared contrary to law or unconstitutional by a competent authority, the remaining sections or parts hereof shall remain in full force and effect. Section 14. Repealing Clause This Department order repeals Department Order No. 14-2017, Department of Foreign Affairs Quality Management System Manual, dated 11 December 2017; and Department Order No. 01-2018, Amendment to Department Order No 14-2017, dated 05 January 2018. All other Department Orders, Circulars, and Regulations, or parts thereof, which are inconsistent with any of the provisions of this Order are hereby repealed or amended accordingly. Section 15. Effectivity This Department Order shall take effect after fifteen (15) days from the date of its deposit with the Office of National Administrative Register (ONAR) of the UP Law Center. CLEA (OCSIN, JR. DEC 07 2018 Secretary of Foreign Affairs Pasay City, Page 39 of 39DEPARTMENT OF FOREIGN AFFAIRS KAGAWARAN NG UGNAYANG PANLABAS OFFICE OF ASSET MANAGEMENT AND SUPPORT SERVICES 07 December 2018 Re: Department Order No. 23 ~ 2018 Madam, | am pleased to inform you that the Department of Foreign Affairs recently adopted Department Order No. 23-2018 dated 07 December 2018 entitled "2018 Department of Foreign Affairs’ Quality Management System Manual’ In this regard, | am pleased to deposit with the Office of the National Administrative Register, University of the Philippines Law Center, three (3) certified true copies of Department Order No. 23-2018. Very truly yours, For the Secretary of Foreign Affairs: MEDAR; |ACARAIG Agsistght Secretary ATTY. FLORDELIZA C. VARGAS-TRINIDAD Director Office of the National Administrative Register University of the Philippines Law Center Diliman, Quezon City Enclosures: As stated. Communication - 33/7/2018 2330 Roxas Blud,, Pasay City, 1300 Philippines SBSSTLA, SANIOSE Tel, No, 834 - 4000 12/1/agie s:09:59 aageeek GAMss-L-2018-48