QMS Generic Manual For SUCs

GENERIC MANUAL ON
ISO 9001:2015-ALIGNED
QUALITY MANAGEMENT SYSTEM FOR
STATE
UNIVERSITIES
AND
COLLEGES
Generic Manual on ISO 9001:2015-Aligned Quality Management System
for State Universities and Colleges
Copyright @ 2020 by Development Academy of the Philippines
All rights reserved
Cover and Manual Design: Mariel R. Mañibo
The information provided in this document are from the writers.

It does not necessarily state or reflect the views of the Academy and its collaborators.
This publication, once printed, is considered uncontrolled and may be used only for reference.
Latest version of this document is available online.
No part of this publication may be reproduced, sold, stored, or transmitted in any form.
Published by
Development Academy of the Philippines
through the Productivity and Development Center
Government Quality Management Program
Development Academy of the Philippines

DAP Building, San Miguel Avenue, Ortigas Center, Pasig City
Tel. (02) 8631 09 21 | (02) 8631 21 37
Website: www.dap.edu.ph
E-mail: gqmpo@dap.edu.ph
PRODUCTIVITY
AND
DEVELOPMENT CENTER
The Contributors:
Rizal Technological University | Aklan State University | Southern Philippines Agri-Business

and Marine and Aquatic School of Technology | University of Southeastern Philippines
| Zamboanga State College of Marine Sciences and Technology | Ilocos Sur Polytechnic
State College | Kalinga State University | Nueva Ecija University of Science and Technology
| Camarines Norte State College | Pampanga State Agricultural University | Partido State
University | Occidental Mindoro State College | Samar State University | Northwest Samar
State University | Catanduanes State University | Cavite State University | Guimaras State
College | Tarlac State University | Iloilo State College of Fisheries | Philippine State College
of Aeronautics | Sultan Kudarat State University | Eastern Visayas State University | Davao del
Norte State College | Siquijor State College
Technical Writers
Jogina S. Mendiola
Racquel M. Barbecho
Consultants
Ronald Armin F. Ocampo
Ralph Sherwin Corpuz
Project Team
Evangeline M. Macariola
Leanne Kym Jane J. Lozañes
Adrian A. Ramirez
Philip Jourdan E. Olimpiada
Mariel R. Mañibo
Arianne P. Flores
Arnel C. Nuñez
Aileen A. Ricohermoso
Raymond L. Agcaoili
Angela C. Vargas
Copyeditor
Joanne Liezl Q. Nuque
PREFACE
The Need for QMS in State Universities and Colleges
Education has always been the topmost priority of the government as it is regarded as an important
mechanism for the country’s development. Education provides opportunities for people to become
productive citizens and support themselves as well as their families. Thus, the government ensures that
Filipinos get quality, accessible, and equitable education through supportive policies for basic and higher
education. The prioritization for education is evidenced by the increasing annual appropriations and
beneficial policy issuances like free tuition in all state universities and colleges (SUCs). There are about
114 SUCs all over the country that are fully funded by the national government which include national,
region-wide and province-wide colleges and universities system, and specialized schools.
SUCs, along with other higher education institutions (HEIs) such as private and locally funded colleges
and universities, are designed to prepare future generations for productive lives and endow them with
skills that enable them to continue learning. These institutions nurture a nation-building platform
by providing education and training that fuels innovation, investment, and competitiveness. At the
same time, HEIs, according to the United Nations Educational, Scientific and Cultural Organization
(UNESCO), should promote innovation in content and methods, which can assure enhanced access to
higher education while still preserving its quality and relevance to social requirements.
Thus, with the goal to develop a culture of quality education among HEIs in the country, the
management of academic and administrative processes asserts the need to achieve this goal and vision
through the establishment of Quality Management System (QMS) in SUCs. ISO 9001:2015 QMS lays
out the requirements for what the institution must do to meet the students’ and other stakeholders’
needs and expectations. Establishing QMS in SUCs can help agencies achieve excellence by enabling its
management and employees to constantly improve their processes to satisfy expectations of its students
and other stakeholders.
Some of the perceived benefits of QMS in HEIs are the following:
• Standardized process and systems make student transactions faster and easier, and ensure
consistent controls for the curriculum development and teaching-learning process;
• QMS documentation helps in achieving compliance with local and international accreditations
of the institution;
• Students can be effectively and efficiently educated, trained, and assessed for competence with
all the quality control and assurance mechanisms in place and in accordance with internationally
agreed standards;
Purpose of this QMS Manual
This QMS Manual is prepared for the purpose of interpreting the ISO 9001:2015 Standards for
establishing, implementing, and sustaining the QMS for SUCs.
SUCs (as well as HEIs that are funded and ran by the national government) can use this Manual to
facilitate the documentation of information necessary for their QMS. This Manual may also be adopted
by locally-funded schools, colleges, and universities given that the nature and structure of these HEIs
are similar.
Using this QMS Manual
This QMS Manual is designed to provide generic and customizable content for all types and sizes of
SUCs for instant adoption. To use this Manual, use the following guidelines:
A. The layout of the Manual can easily be adopted by simply replicating the file.
B. In the header, take note of the following guidelines:
• Place the approved logo of the SUC in the “SUC Logo” part and ensure consistency of the
logo used in all sections of the QMS Manual.
Name of SUC Revision No. 0

Quality Management System Manual Effective Date
Section 1. Introduction Page No. 1 of 2
This Quality Management System (QMS) Manual of the College/University is created in support of
its higher education mandate, that is, to offer quality programs that meet national and international
standards for disciplines/professions, that are aligned and consistent with the institution’s vision,
mission, and goals demonstrated by exceptional learning and service outcomes and the development
of a culture of quality.
• Change “Name of College/University” to the actual name of the SUC.

• The “Revision No.” refers to the number of times that the document has been revised. This
may serve as a good reference to ensure that the document is updated.
• “Effective date” refers to the reckoning date of QMS implementation.
• The Manual is divided into several sections to make revisions easier. By doing this,
revisions can be done by section, and not the entire manual. This also means that each
section should start with page 1.
C. At the bottom part of the last page of each section, indicate the signatories. At a minimum, there
should be a “Prepared by” and “Approved by.”
Prepared by: Approved by:
NAME NAME
QMS Leader SUC President
Usually, the QMS Leader prepares the QMS Manual with the help of the QMS Core Team.
The QMS Leader is the designated member of management that oversees the establishment,
implementation, and evaluation of the QMS in the whole of the College/University. The name
of the SUC President should be indicated in “Approved by.”
D. The contents of each section can be easily customized by simply doing the following:
• Change “College/University” and “SUC” into the name of the College/University or its
acronym;
• Change Section 2 or the College/University Profile;
• Change or remove practices, documents, records, controls and other items that may not
be applicable to the SUC;
• Change the names of offices, departments or units in blue italics font; and/or
• Remove other items that may be deemed unfit for the SUC.
E. Sample forms and templates as well as sample contents of documented information are provided
in the body of each section or in annexes to aid in the preparation of specific documents of the
College/University.
F. “NOTES” contained in boxes may be found in the sections of the QMS Manual which provides
guidance or special instructions that may be considered in customizing the manual. Remember
to delete or exclude these notes when lifting the contents.
A. College/University History
NOTE 2.1
A short background or history of the College/University may be included in the QMS Manual
to establish the context of the institution. It will help the readers learn more about the historical
milestones and how the College/University came to be where and what it is now.
G. Upon completing the customization of the QMS Manual, present and discuss it with the key
officers and staff, incorporate revisions, finalize, and seek approval of the relevant authorities
within the SUC.
H. As the QMS Manual for the SUC is being developed and customized, it would help the writers
if a copy of the ISO 9000:2015 and ISO 9001:2015 standards, including relevant reference
documents (e.g., issuances from oversight agencies, internal policies/guidelines, standard
operating procedures (SOP), work instructions, among others, are readily available as references.
Overview of the Manual Sections
Each section of the QMS Manual has a specific purpose. It ensures that the College/University QMS
is extensively described for its intended users. The users, who will be reviewing these documents prior
to the conduct of certification and surveillance audit, may be College/University management and
employees as well as external auditors.
Section 1.0 Introduction - This section provides the purpose and applicability of the QMS Manual.
This also defines the controls needed to ensure appropriate identification and traceability of document;
formatting and media; and, review and approval for suitability and adequacy.
Section 2.0 College/University Profile - This section is an overview of the College/University to
provide the readers the right perspective of its nature of business, overarching goals and policies, and
the organizational structure it operates on. It may also refer to the organizational context of the College/
University. Note, however, that the College/University may opt to delete this section and instead utilize
an existing Operations Manual when describing or presenting the profile of the College/University.
Section 3.0 Terms and Definitions - This section is included to ensure that terms, technical or
conventional, are appropriately used and interpreted in the context of the College/University. The
definitions indicated here are customized on how the terms are used with intent by the College/University.
Section 4.0 College/University and its Context - This section refers to the specific translation of the
requirements of ISO 9001:2015 Clause 4.0 into the context of the College/University. It tends to clearly
describe how the College/University identifies its internal and external issues as well as the issues related
to its relevant stakeholders. It also includes the description of the QMS scope of the College/University
which shows the high-level process model identifying all the processes covered by the established QMS
and their interface to deliver the expected outputs and desired outcomes of the College/University.
Furthermore, this section also mentions the ISO 9001:2015 requirement(s) that is/are not applicable in
the established College’s/University’s QMS, if there is/are any, and the justification for such. Note that
the non-applicability of a requirement may only be accepted if the College/University does not perform
such process, e.g., see Notes of Section 4.0.
Section 5.0 Leadership and Governance - This section translates the ISO 9001:2015 Clause 5.0 into
the context of College/University. It describes how the College/University management demonstrates
its commitment to the establishment, implementation, and sustenance of the established QMS. This
section also shows the College/University Quality Policy.
Section 6.0 Management and System Planning - This section describes how the College/University
performs its planning based on the requirements of ISO 9001:2015 Clause 6.0. The planning activity
includes: (a) identifying risks and opportunities from the identified internal, external and customer-
related issues; (b) planning to address the identified risks and opportunities; (c) implementing and
evaluating the effectiveness of actions taken; (d) setting quality objectives and planning to achieve
desired outputs and results, and (e) planning of changes that could affect the QMS.
Section 7.0 Management System Support - This section describes all the processes that provide support
services for the provision of higher education, research, and extension services. Practices on how support
services are delivered effectively and efficiently to internal and external clients and the responsible units/
offices are generally identified and described in this section. Note that additional support services may
be provided, as may be appropriate to the College/University. Subtitles of the sections should reflect the
actual name of the processes used by the College/University.
Section 8.0 Provision of Higher Education, Research, and Extension Products and Services - This
section gives an overview of the processes performed by the College/University in the delivery of
higher education, research, and extension services. It is designed to include how the College/University
addresses the specific requirements of ISO 9001:2015 Clause 8.0. All the controls needed to effectively
and efficiently perform the said services are described in this section to serve as a guide to employees.
The College/University may need to make necessary revisions to remove those that do not apply to their
context and/or add current practices. This section, however, is better supported by College’s/University’s
Operations Manual, CHED memorandum orders, and other University policies/guidelines which are
usually used as the main reference of the employees in the performance of their tasks.
Section 9.0 QMS Performance Evaluation - This section is all about the monitoring and measurement
mechanisms of the College/University to ensure that process performance is properly checked and
assessed at all stages. It has considered the specific requirements of ISO 9001:2015 Clause 9.0 to ensure
that required evaluation processes are adopted and implemented by the College/University. Description
of the processes as well as responsible units, are clearly defined in this section. Note that additional
performance evaluation activities, as practiced by the College/University, may be included in this section.
Section 10.0 Improvement - This section describes the specific requirements of ISO 9001:2015 Clause
10.0, which is the need to take corrective action for the detected nonconformities during the operations
as well as from the performance evaluation. It also describes how the College/University properly reports
the nonconformities, takes action/s to address them, and monitors and evaluates the effectiveness of the
actions taken. It may also include the description of improvement activities being undertaken by the
College/University.
Section 1.0 - Introduction 01
Section 2.0 - College/University Profile 02
2.1 - College/University History

2.2 - Mandate
2.3 - Vision, Mission, and Core Values
2.4 - Organizational Structure
2.5 - Functional Description
Section 3.0 - Definition of Terms 09
Section 4.0 - College/University and its Context 15
4.1 - Understanding the College/University and its Context

4.2 - Understanding the Needs and Expectations of Relevant Stakeholders
4.3 - Scope of the College’s/University’s QMS
4.4 - College’s/University’s QMS and its Process
TABLE OF CONTENTS
Section 5.0 - Leadership and Governance 19
5.1 - Demonstration of Leadership and Governance

5.2 - Focus on Students and Relevant Stakeholders
5.3 - Quality Policy
5.4 - Organizational Roles, Responsibilities, and Authorities
Section 6.0 - Management System Planning 22
6.1 - Addressing Risks and Opportunities

6.2 - Management System Objectives
6.3 - Planning of Changes
Section 7.0 - Management System Support 26
7.1 - Management System Resources

7.2 - Control of Monitoring and Measuring Resources
7.3 - Management of Organizational Knowledge
7.4 - Management of Documented Information
Section 8.0 - Provision of Higher Education, Research, 36
and Extension Services
8.1 - Operational Planning and Control

8.2 - Requirements for Education, Research, and Extension Products and Services
8.3 - Curriculum Design and Development
8.4 - Development of Syllabus and Instruction Materials
8.5 - Student Admission and Registration
8.6 - Management of Learning
8.7 - Research and Development
8.8 - Extension
8.9 - Provision of Education Products and Services
8.10- Promotion and Conferment of Degree
8.11- Control of Educational Nonconforming Outputs
Section 9.0 - QMS Performance Evaluation 47
9.1 - Monitoring, Measurement, Analysis, and Evaluation

9.2 - Students and Other Stakeholders Feedback Management
9.3 - Internal Quality Audit
9.4 - Management Review
TABLE OF CONTENTS
Section 10.0 - Improvement 51
10.1 - Improvement of the College/University

10.2 - Nonconformity and Corrective Action
Annexes 53
A. List of Needs and Expectations of Relevant Stakeholders

B. Risk and Opportunity Register
C. Request for Action
Revision No. 0
Name of SUC
College/University
Logo
Section 1. Introduction
Page No. 1 of 1
This QMS Manual of the College/University is created in support of its higher education mandate:
to offer quality programs that meet national and international standards for disciplines/professions.
This Manual is aligned and consistent with the institution’s vision, mission, and goals, demonstrated by
exceptional learning and service outcomes and the development of a culture of quality.
This Manual is designed to document existing mechanisms, procedures, and processes. It aims to
facilitate and ensure that quality, however it is defined and measured by the College/University, is
delivered to students and other stakeholders. It also documents the complex structure and design of the
College’s/University’s QMS, interconnected processes, and the operational arrangements which support
the quality assurance activities and academic standards. It gives an outline of the key processes with
reference to policies and procedures that compromise the College’s/University’s QMS, and provides
a holistic and integrative view of the quality management of its activities. It is an articulation of the
College’s/University’s commitment to quality and continual improvement.
It is intended to be used by all the units of the College/University as it also defines and clarifies policies,
systems, and procedures adopted to implement and continually improve the College’s/University’s QMS.
Likewise, it serves as a reference and guide for College/University personnel to familiarize themselves
with the College’s/University’s QMS. The manual shall aid them not just in appreciating the system, but
also to guide them in decision-making and taking necessary courses of action.
This QMS Manual is a controlled document, thus, the review, revision, and re-issuance of such and other
relevant procedures is facilitated through an established process. Revision and re-issuance is reflected
when there is a change in the: scope of the QMS; management and/or organizational structure; and,
operational process scopes such as introduction of new procedures and policies.
Controlled copies of this QMS Manual are issued to authorized copyholders identified by the responsible
unit for safekeeping and prompt updating of necessary revisions.
NOTE 1.1 The College/University may indicate the campuses covered by its QMS to define
the scope and applicability of the policies and guidelines set forth.
Additional information such as the management’s reason for establishing the QMS
and its expected outcomes may also be added here.
NAME NAME
1
Revision No. 0
Name of SUC
College/University
Logo
Section 2. College/University Profile
Page No. 1 of 7
2.1 COLLEGE/UNIVERSITY PROFILE
NOTE 2.1 A brief background or history of the College/University may be included in the
QMS Manual to establish the context of the organization. It will help the readers
learn more about the historical milestones and how the College/University came
to be and what it is now. Description of the products and services offered may be
included and its expected outcomes may also be added here.
2.2 MANDATE
NOTE 2.2 The College’s/University’s mandate will help set the tone of its QMS. It will ensure
that the scope of the QMS is within the core mandate of the College/University.
2.3 VISION, MISSION, AND CORE VALUES
NOTE 2.3 The College’s/University’s vision and mission statements are usually part of the
QMS Manual. This helps the users know the long-term goals of the organization
and ensure the compatibility of the QMS policies and objectives with these goals.
The core values can also help the users better understand the essential values upheld
by the organization.
2.4 ORGANIZATIONAL STRUCTURE
NOTE 2.4 Putting the organizational structure in the QMS Manual is crucial. It shows the
completeness of the scope and coverage of the QMS. Thus, ensure to present the
updated and functional structure of the College/University.
The structure should show offices, departments, or units, NOT names and pictures
of heads and employees. Such structural form will reduce the frequency of revisions
when there are changes in College/University officers and staff. Also, responsible
units are usually more useful and reliable than responsible persons.
2
Revision No. 0
Name of SUC
College/University
Logo
Page No. 2 of 7
Sample SUC Organizational Structure
Board of Regents
Board Secretary
Executive Council
Administrative Council President
Academic Council
Research, Extension and Planning & Development Office
Training Council
Office of the Vice-

President for Research, Office of the Vice-President
Extension and Training for Administration and
Office of the
Finance
Vice-President for
Academic Affairs
• Research Institutes, • Human Resource

Centers and Units and Development
• Colleges/Institutes Office
• Innovation and
• Office of Student • Central Records
Technology Support
Affairs Office Property and
Office
• College/University Procurement Office
• Journal Publication
Library • General Services
• Extension Services
• Office of the College/ • Financial
• Continuing
University Registrar Management Office
Education and
• National Service • Production
Training Services
Training Program and Business
Enterprises
Office of the Campus

Director
Campus Colleges/
Institutes and
Support Units
3
Revision No. 0
Name of SUC
College/University
Logo
Page No. 3 of 7
2.5 FUNCTIONAL DESCRIPTION
NOTE 2.5 A complete list of the functional description of the departments/units listed in the
organizational structure should be enumerated in this QMS Manual. This will
serve as a reference for the users on the responsibilities of offices with respect to the
processes covered by the QMS.
Should the College/University not have a clear description of duties and

responsibilities, this will be an excellent opportunity to discuss and clarify the roles
of each unit or department.
Sample Functional Description of a College/University
BOARD OF REGENTS
The composition and qualifications of the members of the Board of Regents (BOR), unless
otherwise superseded by a more recent law or decree to that effect, shall follow those specified in
the law that created the College/University.
The university BOR is composed of the following:
• Chairperson of the Commission on Higher Education (CHED) as chairperson;

• President of the University as vice chairperson;
• Chairperson of the Committee on Education, Arts and Culture of the House of Representatives
as a member;
• Regional Director of the National Economic Development Authority (NEDA), where the
main campus of the University is located, as a member;
• President of Faculty Association as a member;
• President of the Federation of Student Councils of the University as a member;
• President of the Federation of Alumni Associations of the University as a member; and,
• Two prominent citizens of the province who have distinguished themselves in their profession
or fields of specialization of the University as members.
The BOR promulgates and implements policies in accordance with the declared state policies on
education and other pertinent provisions of the Philippine Constitution on education, science and
technology, arts, culture and sports as well as the standards and thrusts of the CHED.
4
Revision No. 0
Name of SUC
College/University
Logo
Page No. 4 of 7
The terms of office of the members are in accordance with the provisions of Republic Act No. 8292,
otherwise known as the “Higher Education Modernization Act of 1997” and the Revised Manual
of Operations, which was approved per BOR Resolution.
OFFICE OF THE UNIVERSITY PRESIDENT
The University President takes care of the overall administration and supervision of the University.
The President carries out the general policies laid down by the BOR and has the power to act within
the limits of said general policies and in accordance with the specific duties and responsibilities.
The University Executive Council is composed of the University President as chairperson and
vice presidents as members, and it reviews policy recommendations emanating from the middle-
level units before endorsement to the BOR.
The University Academic Council is composed of the University President as chairperson and
all the members of the instructional staff with the rank not lower than Assistant Professors as
members. The university librarian, the registrar, and the other officials of equal rank, whose
duties and responsibilities relate to the academic affairs of the University, are non-voting members
of the Academic Council. The Academic Council has the power to review and recommend the
curricular offerings and rules of discipline of the College/University for appropriate action of the
Board. It specifies the requirements for the admission of students as well as for graduation and the
conferment of degrees subject to review/approval of the Board through the President.
The University Research and Extension Council is an advisory body composed of the Vice-
President for Research and Extension (R&E) as chairperson; the Director of Research as vice-
chairperson; Director for Extension as secretary; and, R&E center directors, college deans, campus
administrators, Head of Publications Office, and Head of Intellectual Property Management
Office, as regular members. The council also consists of specialists representing the different
commodity focus of the University. They come from the University pool of experts and act as
associate members.
The University Administrative Council is composed of the University President as chairperson,

and the vice presidents, deans of colleges, and directors of equal rank as members. Its duty is to
review and recommend to the BOT/BOR policies governing the administration, management,
and development planning of the College/University for appropriate action.
The Planning and Development Office assists the University President in planning and developing
programs of the University.
5
Revision No. 0
Name of SUC
College/University
Logo
Page No. 5 of 7
OFFICE OF THE VICE PRESIDENT FOR ACADEMIC AFFAIRS
The Vice President for Academic Affairs (VPAA) provides leadership and direction in all academic
and related programs of the University: (a) curriculum and instruction; (b)student affairs; and (c)
coordination of academic programs, sports, and recreation activities. The office also represents
the University on matters of academic nature with appropriate agencies, bodies or offices when
so designated by the University President. The office also exercises general supervision over all
colleges, institutes, and other academic related service offices.
Colleges/Institutes are specifically responsible for the delivery of academic services to the students.
This includes curriculum development, management of learning, and program evaluation.
The Deans acts as the presiding officer and counsellor of the faculty of their college, institute
or personnel of the Department under them. The Deans have ultimate accountability for their
colleges’ sound management of resources: fiscal, facilities, and human. They are responsible for
collegiate planning, including alignment of plans for educational, research, and other activities in
their colleges.
Office of Student Affairs implements policies, guidelines, rules, and regulations on student
organizations, activities, programs, conduct, and discipline; supports student success, enhancement
of student growth; and, development through programs, projects, and activities.
College/University Library may be attached to a college or the University; serves students in

scholarly pursuits; aids faculty research; and, serves as a repository for the institution’s history,
such as storing dissertations and university publications.
Office of the College/University Registrar processes registration requests, schedules classes and
maintains class lists, enforces the rules for entering or leaving classes, and keeps a permanent
record of grades and marks.
National Service Training Program promotes the role of the youth in nation-building and
encourages the youth to become civic and/or military leaders and volunteers who could be called
upon by the nation in cases their services are needed.
OFFICE OF THE VICE PRESIDENT FOR RESEARCH AND EXTENSION
The Vice President for Research and Extension (VPRE) provides leadership and direction in
planning of research and extension programs of the University; coordinates with other units of the
University and with other government and private research and extension institutions for effective
program implementation; and, represents the University on matters relevant to its research and
extension functions when designated by the University President.
6
Revision No. 0
Name of SUC
College/University
Logo
Page No. 6 of 7
Research Institutes, Centers, and Units enable interaction among faculty, scholars, students, and
industry to enhance research opportunities, academic excellence, real-world problem solving, and
knowledge creation and dissemination; prepares and approves research proposals; conducts and
monitors the progress of research activities; and, approves and disseminates research publications.
Innovation and Technology Support Office fosters creation of intellectual property in the
College/University, particularly in invention and utility models; supports micro, small, and
medium Enterprises (MSMEs) in the community through technical assistance to MSMEs and
local inventors as regards trademark and patent searches as well as drafting of patent, utility model,
and industrial design documents.
Journal Publication Office provides support to the College/University in publishing its researches,
studies and dissertations; and provides standards on official publications of the College/University.
Extension Services responds to the (a) social needs or provides the social services needed to
combat social and economic ills of the community; (b) develops knowledge needed and applies
useful knowledge in the solution of the community’s major problems; (c) initiates, catalyzes, and
sustains the development of various communities, using experience and available resources; (d)
creates a more favorable, true to life teaching-learning experience for students and for the College/
University to bring to the community its expertise and resources; and, (e) includes provision of
training, techno-demo services as well as information and support services to client sectors to
improve their technical, business, and social capabilities.
Continuing Education and Training Services organizes activities for the community in the fields
that have gained importance on the improvement of individuals toward career building, improving
professional knowledge and skills, achieving new skills, and supplying individual development
needs.
OFFICE OF THE VICE PRESIDENT FOR ADMINISTR ATION AND FINANCE
The Vice President for Administration and Finance (VPAF) assists the University President in the
general supervision and management of administrative, support, financial management services,
human resource development, general maintenance and support services, health care, and security
services.
Human Resource and Development Office develops and administers a comprehensive Human
Resource Management Plan, which includes recruitment, selection, promotion, separation,
welfare and benefits, training, and other personnel actions and transactions.
7
Revision No. 0
Name of SUC
College/University
Logo
Page No. 7 of 7
Central Records Office manages the safekeeping of records and the College/University issuances,
internal and external communications, archiving and disposal of records, and recommending and
implementing records management policies in compliance with the rules and regulations of the
National Archives of the Philippines (NAP).
Property and Procurement Office develops and administers a comprehensive plan of systematic
management of procurement and acquisition of supplies and materials, healthcare equipment,
vehicles, services, infrastructures, work and other required logistics for the effective and efficient
delivery of quality services. It also receives, stores, issues and conducts inventory of supplies,
materials and equipment, and disposes unserviceable/condemned College/University properties.
General Services includes services such as: (a) engineering, maintenance, housekeeping, and
security; (b) prepares and implements comprehensive preventive and corrective maintenance
plans; and (c) supervises the effective delivery of support services.
Financial Management Office covers accounting, budget, billing and claims, and cash management
units. It directs and coordinates the systematic recording of all financial transactions, preparation
of financial statements and relevant reports, maintenance and safekeeping of books of accounts,
consolidation and preparation of the budget proposal, work and financial/operational plans as
well as directs, controls and ensures the proper disbursement and collection transactions of the
College/University.
Production and Business Enterprises involves the various income-generating activities of the
College/University to supplement the meager budget of the institution while supporting the
provision of the instruction, research, and extension functions.
NAME NAME
8
Revision No. 0
Name of SUC
College/University
Logo
Section 3. Definition of Terms
Page No. 1 of 6
The College/University adopts the following terms and definitions within its QMS Manual. Where no
definition is provided, the College/University adopts the definitions provided in ISO 9000:2015 Quality
Management – Fundamentals and Vocabulary.
Accreditation - a process for assessing and upgrading the educational quality of HEIs and programs
through self-evaluation and peer judgment. [Note: CHED acknowledges the existence of the National
Network of Quality Accrediting Agencies (NNQAA), now made up of Accrediting Agency of Chartered
Colleges and Universities of the Philippines (AACCUP) and the Association of Local Colleges and
Universities Commission on Accreditation (ALCUCOA).
Annual Procurement Plan (APP) – requisite document that the College/University must prepare
to reflect the necessary information on the entire procurement activities for goods and services, and
infrastructure to be procured or undertaken within the calendar year.
Bids and Awards Committee (BAC) – designated organic office within the College/University to
monitor procurement activities and discharge functions mandated through the Republic Act No. 9184.
Calibration - an activity conducted to verify or control quality through comparison of measurement

values delivered by a device/equipment under test with those of a calibration standard of known accuracy
measuring equipment.
Civil Service Commission (CSC) – an oversight agency that administers and enforces rules and
regulations for the hiring, promotion, and other matters relating to government employees.
Client satisfaction survey – a methodology to measure how the students and other relevant interested
parties feel about the College/University or their experience with the College/University.
Commission on Audit (COA) – an oversight agency that has the power, authority, and duty to examine,
audit, and settle all accounts pertaining to the revenue and receipts of and expenditures or uses of funds
and property of government offices.
Commission on Higher Education (CHED) – a government agency in charge of promoting relevant

and quality higher education, ensuring access to quality higher education, and guaranteeing and
protecting academic freedom for continuing intellectual growth, advancement of learning and research,
development of responsible and effective leadership, education of high level professionals, and
enrichment of historical and cultural heritages.
Conformity (C) - fulfillment of a requirement, i.e., College/University policy, documented procedure,

statutory and regulatory requirements as well as client requirements.
9
Revision No. 0
Name of SUC
College/University
Logo
Page No. 2 of 6
Consequence (as risk and opportunity criterion) – degree of impact of the identified risk or opportunity
to the attainment of the College’s/University’s objectives and enhancement of student satisfaction, if not
treated or pursued, respectively.
Continual improvement – a recurring activity or effort to improve products, services, and processes to
help increase College’s/University’s ability to fulfill requirements and enhance satisfaction of relevant
stakeholders.
Control – any measure or action that directs or influences the process toward effectiveness and
efficiency; includes any policy, procedure, practice, process, technology, device or method that modifies
or manages processes.
Controlled documents – documents that are official and updated, and the distribution and maintenance
of such are managed by the responsible unit for safekeeping and prompt updating.
Corrective action – an action taken on a detected nonconformity to address the system failures and
prevent its recurrence. It is usually recorded in a Request for Action form.
Department of Budget and Management (DBM) – an oversight agency that monitors the sound,
efficient, and effective management and utilization of government resources.
Document – documented information maintained by the College/University; contains policies,

procedures, instructions, and reference information.
Document Custodian – designated personnel or unit of the College/University that is tasked to manage
the generated documents and records.
Documented information – information required to be maintained and retained by the College/

University and the medium upon which it is contained, e.g., manuals, procedures, College/University
policies, student records, etc.
Educational Product – tangible or intangible goods used in pedagogical support of an educational

service and can either be physical or digital. This may include textbooks, workbooks, worksheets, online
courses, study guides, among others, and may be produced by students.
Educational Service – process that supports acquisition and development of students’ competence
through teaching, learning, or research.
Executive Order No. 02 s. 2016 Freedom of Information Bill – requires all executive departments,
agencies, bureaus, and offices to disclose public records, contracts, transactions, and any information
requested by a member of the public, except for matters affecting national security and other information
that fall under the inventory of exceptions.
10
Revision No. 0
Name of SUC
College/University
Logo
Page No. 3 of 6
External documents – issuances, specifications, requirements, and other documented information from
other government agencies, suppliers, and system standards which are not created within the College/
University.
Higher Education Institution (HEI) – a level of education that is provided by universities, vocational

universities, community colleges, liberal arts colleges, institutes of technology, and other collegiate-
level institutions, such as vocational schools, trade schools, and career colleges, that award academic
degrees or professional certifications.
Internal documents – policies, guidelines, memo, and other documented information internally
generated/originated within the College/University.
Internal Quality Audit (IQA) – systematic, independent, and documented process for obtaining audit
evidence and evaluating it objectively to determine the extent to which the audit criteria are fulfilled.
IQA team – a mobilized team within the College/University to conduct the audit or perform the audit
program.
Likelihood (as risk and opportunity criterion) – the probability of occurrence of the risk, when not
addressed, or opportunity, when pursued.
Management review – a regular formal meeting of management to assess the performance of QMS.
Masterlist of documents – register of documents containing information like title, code, originator,
effective date, and the like, maintained by the Document Custodian.
Monitoring and measuring resources – resources needed by the College/University to provide evidence
of conformity of product or services to determined requirements, e.g., admission exams, aptitude tests,
etc.
National Archives of the Philippines (NAP) – a government agency that guarantees the preservation and
accessibility of public documents and records through its formulation and implementation of a records
management and archival administration program for the efficient creation, utilization, maintenance,
retention, preservation, conservation, and disposal of public records including the adoption of security
measures and vital records protection program for the government.
Needs and expectations – the feelings, needs, and ideas that the College/University students or clients
have towards specific products or services provided by the College/University.
Nonconformity (NC) – non-fulfillment of a requirement, i.e., College/University policy, documented

procedure, statutory, and regulatory requirements as well as client requirements.
11
Revision No. 0
Name of SUC
College/University
Logo
Page No. 4 of 6
Obsolete copy – documented information that is outdated and for archiving.
Office/Division Performance Commitment Review (O/DPCR) – a performance evaluation tool that

all heads of offices accomplish; must officially identify and declare the targets for the rating period and
be in accordance with the overall strategy map and commitments of the College/University.
On-the-job training – a hands-on method of teaching the skills, knowledge, and competencies needed
for employees to perform a specific job within the workplace; employees learn in the environment where
they will need to practice the knowledge and skills obtained during training.
Opportunities – set of circumstances that can lead to the adoption of new practices, launching of new
products and services, addressing new clients and other desirable and viable possibilities to meet the
College’s/University’s needs.
Organizational knowledge – knowledge specific to the organization generally gained through

experience which is used and shared to achieve the objectives of the College/University. Organizational
knowledge may include intellectual property, lessons learned from failures and successes, or the results
of improvements, or externally from conferences, customer knowledge, or supplier knowledge.
Performance targets – the desired level of performance as measured by indicators that represent success
in achieving College/University outcomes.
Process - set of interrelated or interacting activities that use inputs to deliver an intended result, e.g.,
delivery of higher education services is a process with a set of interacting activities performed by
authorized departments or units and personnel to ensure quality education.
Process map – planning and management tool that visually describes the interaction of processes in the
College/University.
Quality management system – management system to direct and control an organization with regard
to quality.
Quality objectives – result to be achieved by the College/University; can be strategic, tactical, or

operational.
Quality policy – intentions and directions of the College/University with regard to the quality of its
management system.
Records – documented information retained by the College/University; provides evidence of

implementation of the QMS.
12
Revision No. 0
Name of SUC
College/University
Logo
Page No. 5 of 6
Records disposition schedule - documents the major records series (including electronic records) related
to the activities of each office, identifies temporary and permanent records, and provides mandatory
instructions for the retention and disposition (retirement or destruction) of each record series based on
its temporary or permanent status.
Relevant interested parties – the term used by ISO 9001:2015 which refers to persons or organizations
that can affect, be affected by, or perceive itself to be affected by the College’s/University’s decision or
activity; also refers to stakeholders. For the purpose of this Manual, the term stakeholder will be used.
Republic Act No. 9184 or Government Procurement Reform Act – prescribes the necessary rules
and regulations for the modernization, standardization, and regulation of the procurement activities of
government offices.
Request for action (RFA) form – the tool used to document the audit findings, and the corresponding
root causes, corrective action plans, and results of the implementation of the corrective action plans.
Risk – effect of uncertainty on objectives; often described by an event, a change in circumstance or a

consequence; characterized and measured in terms of its consequence and likelihood or occurrence.
Risk analysis - a process that is used to understand the nature, sources, and causes of the identified
risks and to estimate the level of risks; used to study consequences and likelihood, and to examine the
controls that currently exist.
Risk and opportunity register – the documented information used to review and monitor the context
of the College/University and its corresponding risks, opportunities, and treatment or action plan.
SWOT analysis - (strengths, weaknesses, opportunities and threats analysis) a framework for identifying
and analyzing the internal and external factors that can have an impact on the viability of a College’s/
University’s performance and client satisfaction.
Statutory and regulatory requirements – obligatory requirements specified by an authority and

mandated by a legislative body.
Top management – person or group of people who direct and control the College/University; usually
refers to Executive, Administrative or Academic Councils.
Treatment plan – the plan of action to mitigate risks and take advantage of opportunities.
13
Revision No. 0
Name of SUC
College/University
Logo
Page No. 6 of 6
Validation of processes – collection and evaluation of data prior to delivery of products and services to
establish evidence that the process as well as the product or service are capable of delivering its intended
results.
NAME NAME
14
Revision No. 0
Name of SUC
College/University
Logo
Section 4. College/University and its Context
Page No. 1 of 4
4.1 UNDERSTANDING THE COLLEGE/UNIVERSITY AND ITS CONTEXT
In determining the College’s/University’s strategic direction, the College/University reviews and analyses
key aspects of its mandate. This component involves understanding internal and external issues and the
needs and expectations of relevant stakeholders.
The College/University understands the relevance of internal and external issues relating to its operational
processes and how these can affect its purpose and strategic direction. Thus, at the strategic level, SWOT
analysis and PESTLE (political, economic, social, technological, legal and environmental) analysis,
among others, are used to identify relevant internal and external issues. Understanding the internal
context can be facilitated by considering issues related to values, culture, knowledge, and performance
of the College/University while the external context can be facilitated by considering issues arising
from legal, technological, competitive, market, cultural, social, and economic environments, whether
international, national, regional or local. The output from this analysis is made evident as input to the
consideration of risks and opportunities, including the actions taken as necessary to address them.
4.2 UNDERSTANDING THE NEEDS AND EXPECTATIONS OF RELEVANT STAKEHOLDERS
The College/University clearly understands its relevant stakeholders, which include students, students’
parents and family, College/University management and staff, industries, suppliers, and other key
external stakeholders. Through analysis, the needs and expectations of these relevant stakeholders
are listed in Annex A – List of Needs and Expectations of Relevant Stakeholders, are identified and
considered during planning activities.
4.3 SCOPE OF THE COLLEGE’S/UNIVERSITY ‘S QMS
The scope of the College/University is determined and defined in a manner that helps the College/
University meet the requirements and the intended results of the system. The scope is based on the
analysis of internal and external issues, and the needs and expectations of the relevant stakeholders in
consideration of the services given by the College/University.
A sample scope statement is given below:
The scope of College’s/University’s QMS is the Provision of Higher Education (Curriculum

Development, Admission and Registration, Management of Learning, Promotion/Conferment
of Degree), Research and Extension Services, and its management and support processes.
The College/University claims no exclusions from the requirements of the ISO 9001:2015 Standard.
15
Revision No. 0
Name of SUC
College/University
Logo
Page No. 2 of 4
4.4 COLLEGE’S/UNIVERSITY ’S QMS AND ITS PROCESSES
The College/University determines the processes needed for the effective implementation of the QMS
and adopts a process approach while considering the Plan-Do-Check-Act (PDCA) cycle.
The College/University high-level process map, Figure 1, is divided into three groups of processes,
namely:
• Management Processes - those needed for oversight and governance of College’s/University’s

QMS.
• Operations Processes - are needed to realize the planned activities in performing processes and
allow College/University to deliver the intent of the output of the operations, i.e., provision of
higher education services.
• Support Processes - needed to manage the resources necessary to ensure the satisfactory
performance of the provision of higher education services.
With appropriate controls over the external providers of products, services, and processes, these three
groups of processes are synergized to transform the students’ and relevant stakeholders’ needs and
expectations into their satisfaction. This synergy is operationalized through the College’s/University’s
education and other services to meet its performance targets.
College/University utilizes procedures and process flow charts to provide the process owners and
external relevant stakeholders of the instructions and requirements of its different activities. These are
documented to substantiate inputs and outputs as well as to provide support for the achievement of
quality compliance, as planned.
16
Internal and External Issues
Logo
Management Processes
Leadership & Management System Performance Continual

College/University
Governance Planning Evaluation Improvement
Targets
Performance
Operational Processes
Provision of Higher Education, Research, and Extension Services
Management Research &

of Learning Development Extension
Curriculum
Development • Teaching- • Proposal • Proposal
Learning Development Development Promotion/
• Conduct of Conferment
Process • Implementation of Degrees
Needs and
Admission &
Expectations
Name of SUC
• Monitoring Research • Evaluation

Registration
Satisfaction
of Student • Patent • Completion

Progress Registration
• Assessment • Production
Student & Relevant Stakeholders
Student & Relevant Stakeholders

Quality Management System Manual
Support Processes
Figure 1. Sample College/University Process Map
Human Resource Physical Plan & Procurement & Management of

Management Engineering Services Property Management Documented Information
Page No.
External & Business

Revision No.
Higher
Student Services Financial Management

Effective Date
Services
Affairs
Education
0
17
3 of 4
Externally-Provided Products, Services, and Processes

Revision No. 0
Name of SUC
College/University
Logo
Page No. 4 of 4
A. Management Processes
The College/University, through its planning activities, sets directions, policies, and work and
financial plans for the operations to perform and deliver the desired outputs and outcomes. It also
implements regular monitoring, review and evaluation of the effectiveness of its QMS through
management reviews, internal audit, monitoring of students and relevant stakeholders’ satisfaction,
among others. Based on the results of the review and evaluation, appropriate performance coaching
is performed. This can be done through corrective actions, risk management, and process and system
improvement.
B. Operational Processes
The College’s/University’s operational processes refer to the provision of higher education services
such as curriculum development, admission and enrollment, management of learning, research, and
development, extension, and promotion/conferment of degree.
To ensure holistic, relevant, and quality education services, concerned units and/or departments
are responsibe for setting controls for the students and relevant stakeholders’ requirements and
operational inputs, College/University processes, and educational services and products.
C. Support Processes
The support processes provide the necessary administrative and logistical support to the operations
for the effective delivery of higher education services. Support processes include human resource
management, physical plant and engineering services, procurement and property management,
student services, financial management, and management of documented information.
NOTE 4.1 The process map may be changed based on how the College/University interprets
its processes. Terms commonly used in the College/University may be utilized.
There is a need to ensure that all key processes performed by all departments and
units are included in the process map. Sub-processes need not be included. Instead,
they may be defined in the respective sections of this QMS Manual and/or in the
Operations Manuals and documented procedures.
NAME NAME
18
Revision No. 0
Name of SUC
College/University
Logo
Section 5. Leadership and Governance
Page No. 1 of 3
5.1 DEMONSTR ATION OF LEADERSHIP AND GOVERNANCE
The top management provides evidence of its leadership and commitment to the development,
implementation, and continual improvement of the QMS through the following:
• active involvement in the establishment, implementation, and evaluation of the QMS

• establishment of the quality policy and quality objectives, i.e., Office/Division Performance
Commitment Review (OPCR)
• integration of the College’s/University’s QMS with its operations, promotion of the process
approach, and risk-based thinking
• provision of appropriate and adequate resources, and dissemination of the importance of
conformance to requirements
• ensuring achievement of the intended results of its QMS
• creating a work environment that encourages the College/University personnel to contribute to
the effectiveness of QMS
• encouraging continual improvement and providing support to all the members of the institution.
NOTE 5.1 The top management of the College/University may refer to Executive, Academic,
Research and Extension, and Administrative Councils.
NOTE 5.2 The quality objectives may be defined as the Balanced Scorecard, or other
planning documents (e.g., work and financial plans, specifying the performance
targets of the College/University for the year).
5.2 FOCUS ON STUDENTS AND OTHER RELEVANT INTERESTED PARTIES
The College/University management ensures that the aim of enhancing client satisfaction is achieved.
This can be done by meeting students’ and other relevant interested parties’ needs and expectations
while complying with determined statutory and regulatory requirements. Regular, open, and effective
communication with students and other relevant stakeholders can also help accomplish this aim.
Examples of these mechanisms would be the conduct of a Client Satisfaction Survey and the presence of
a Guidance and Counseling Office. These can help ensure that complaints and issues of the students and
other relevant stakeholders are addressed adequately.
19
Revision No. 0
Name of SUC
College/University
Logo
Page No. 2 of 3
5.3 QUALITY POLICY
The College/University establishes and maintains the quality policy as depicted in Figure 2 of this
Manual. It ensures the satisfaction of its students and other relevant stakeholders, statutory and
regulatory, and College’s/University’s requirements relative to the educational products and services
provided. The College’s/University’s top management is responsible for ensuring that the quality policy
is appropriate to the College’s/University’s mandate and in providing a framework for the establishment
and review of quality objectives and goals. This policy is communicated to ensure that it is understood
at all levels of the institution. Comprehension of the Quality Policy is verified through, but not limited
to, internal quality audits, management reviews, and during conduct of meetings.
Figure 2. Sample Quality Policy
The College/University Quality Policy
We are committed to providing excellent higher education services to our students to produce
globally competitive graduates and the highest satisfaction of our stakeholders.
We shall provide responsive, relevant, innovative, and transformative academic, research, extension,
and production programs and services. We commit to comply with applicable requirements and
continuously review and improve our quality management system.
NAME
SUC President
NOTE 5.3 The Quality Policy in this QMS Manual may be signed by the College/University
President. It may also be printed as a separate document that may be approved
and issued earlier than the approval and issuance of this QMS Manual, for early
dissemination and implementation.
5.4 ORGANIZATIONAL ROLES, RESPONSIBILITIES, AND AUTHORITIES
The responsibilities and authorities of all personnel and functions within the College/University are
defined in the issued special orders/personnel orders, functional/organizational charts, job/position
descriptions, and manuals and work procedures. Although some authority may be delegated, the overall
responsibility and accountability of the QMS, including the management of changes as may be needed,
remain with the top management.
20
Revision No. 0
Name of SUC
College/University
Logo
Page No. 3 of 3
The top management also assigns relevant roles in relation to the QMS in order to ensure effectiveness
and the achievement of intended results. Additionally, the top management should effectively relay the
functions of the personnel of the College/University. Effective communication enables the personnel to
make decisions and effect change to the area and/or processes to which they are assigned/appointed.
NAME NAME
21
Revision No. 0
Name of SUC
College/University
Logo
Section 6. Management System Planning
Page No. 1 of 4
6.1 ADDRESSING RISKS AND OPPORTUNITIES
The College/University considers risks and opportunities when taking actions within the QMS and when
implementing or improving the system. Risks and opportunities are identified as part of understanding
the internal and external issues (identified in Section 4A) that are of concern to the College/University
and its students and other relevant stakeholders (identified in Section 4B) throughout and all other
activities of the QMS.
Risks and opportunities are managed and documented using a Risk and Opportunity Register (ROR,
refer to Annex B). The ROR defines how risks and opportunities are managed: minimizing the risks’
likelihood and impact, and improving opportunities’ likelihood and benefits.
Each department/unit prepares the ROR. The likelihood and levels are analyzed through the identification
of the benefits of opportunities and the severity of impact of risks. Corresponding treatment plans
should be identified, implemented, monitored, and evaluated regularly. The results of the evaluation
of the effectiveness of the actions taken to address risks and opportunities are discussed during the
Management Review.
The following are the information indicated in the Risk and Opportunity Register:
• Risk/Opportunity Description - Taking into consideration Section 4A and Section 4B, define
risk/opportunity area, a brief description of risk/opportunity event, and its consequences. What
can go wrong (risk) or what can happen that is beneficial to the institution (opportunity)? What
are the impacts/consequences if it does go wrong (risk) or if it is pursued (opportunity)?
• Risk/Opportunity Causes - Describe the risk/opportunity event cause/s. What would cause it to
go wrong? Or for the opportunity to happen?
• Current Controls/Situation – Describe any existing policy, procedure, practice, or mechanism
that acts to minimize the risk or maximize the opportunity. What is in place now that reduces the
likelihood of this risk occurring or its impact if it does occur? What is in place now that increases
the likelihood of this opportunity occurring
• Likelihood – Rate the level of the likelihood of occurrence of the identified risk/opportunity from
1 to 5 based on the appropriate criteria below. How likely is this risk/opportunity to occur?
• Consequence – Rate the level of consequence from 1 to 5 based on the appropriate criteria below.
How significant would the impact/consequence of this risk/opportunity be if it occurs?
• Risk/Opportunity Magnitude – Multiply the rating for Likelihood and Consequence. The
product, based on the criteria below, is used to determine whether the risk or opportunity level is
high, medium, or low, and the corresponding level of action to be taken.
• Treatment Plan – Describe the actions to be undertaken for those risks/opportunities requiring
further treatment, as indicated in the criteria set forth.
22
Revision No. 0
Name of SUC
College/University
Logo
Page No. 2 of 4
• Responsible – Identify the office, department, or unit responsible for implementing the treatment
plan.
• Target Date – Define the target date of implementation of the treatment plan.
• Risk/Opportunity Rating After Treatment – Evaluate the risk/opportunity after completion
of the treatment plan by reassessing using the criteria for the likelihood of occurrence and
consequence.
The College/University uses the following criteria in analyzing the likelihood of occurrence:
Rate Likelihood/Risk Likelihood/Opportunity
Not known to happen No chance of success

Rare 1 within the next 12 months
Low 1-25% chance of success

2 Low occurrence of once a year within the next 12 months
Known to happen, 26-50% chance of success
Medium 3 occurrence of 1 per quarter within the next 12 months
Very likely to happen, 51-75% chance of success
High 4 occurrence of more than one per quarter within the next 12 months
Highly likely to happen, >75% success within
Very High 5 occurrence of once per month the next 12 months
While, for analyzing the consequence of risks and opportunities, the following criteria are used:
Rate Risk (Negative Consequence) Opportunity
Minimal (no customer complaint) No perceived value for

Insignificant 1 or no impact improvement and sustainability
Minor impact (noticeable effect, Pursuing the opportunity will slightly

Minor 2 minor customer complaint) improve QMS and sustainability
Moderate impact (customer Pursuing the opportunity will

Significant 3 complaints resulting in claim) considerably improve QMS and
sustainability
Major impact (catastrophic, recall,
4 fatality, costly compensation, legal Pursuing the opportunity will highly
Major/Beneficial improve QMS and sustainability
action) alternatives available
Major impact (catastrophic, recall, Pursuing the opportunity
Catastrophic/ 5 will greatly improve QMS
Highly Beneficial fatality, costly compensation, legal
action) no alternatives available and sustainability
23
Revision No. 0
Name of SUC
College/University
Logo
Page No. 3 of 4
In light of the likelihood and impact, risks and opportunities are rated through the following for the
criteria of action:
Rare 1 2 3 4 5
Low 2 4 6 8 10
LIKELIHOOD
Medium 3 6 9 12 15
High 4 8 12 16 20
Very High 5 10 15 20 25
Major/ Catastrophic/
Insignificant Minor Significant Highly Beneficial
Beneficial
CONSEQUENCE
The following criteria for action serve as guide for management’s decision on risk and opportunity
management:
Risk/ Management’s Decision

Opportunity Opportunity
Rating Risk Opportunity
Take immediate appropriate Pursue the opportunity
10 - 25 High action to eliminate the risk
More frequent monitoring of May consider pursuing the

5-9 Medium opportunity
performance/complaints
1-4 Low No action required No action required
The College/University should update the Risk and Opportunity Register where its last column indicates
the reassessment of the risk and opportunity after completing the implementation of the treatment plan.
If the risk rating gets lower and the opportunity rating remains high or even gets higher, it means that
the treatment plan is effective. Otherwise, the College/University EXECOM should review the Register
and take subsequent appropriate action.
24
Revision No. 0
Name of SUC
College/University
Logo
Page No. 4 of 4
6.2 MANAGEMENT SYSTEMS OBJECTIVES
Quality objectives are measurable targets for improving operational performance to ensure process
conformity and client satisfaction. The College/University adopts the Strategic Performance Management
System (SPMS) as a framework.
SPMS is a mechanism that links personnel performance with the performance of the institution. It
ensures that the personnel achieves the objectives set by the institution. The institution, on the other
hand, achieves the objectives that it has set as its strategic plan.
Each process has at least one objective. Each objective is then supported by at least one “metric” or key
performance indicator (KPI). The indicators are then measured to determine the process’ ability to meet
the quality objective. The setting of targets and monitoring of accomplishments are documented in the
Office/Division Performance Commitment Report (OPCR/DPCR) of each office.
The Top Management establishes these objectives through personnel involvement (e.g., meetings,
general assemblies, etc.) and monitors such within the framework of management reviews. The Top
Management may revise objectives, issue corrective action request, or take other appropriate action to
address issues. The status of the quality objectives is retained as documented information
6.3 PLANNING OF CHANGES
The College/University prepares transition plans, project work plans, and the like, whenever needed, to
ensure that operations of the College/University are not affected in times of management and operational
changes.
NAME NAME
25
Revision No. 0
Name of SUC
College/University
Logo
Section 7. Management System Support
Page No. 1 of 10
7.1 MANAGEMENT SYSTEMS RESOURCES
Top Management determines and provides the resources needed to implement and maintain the
College’s/University’s QMS, continually improve its effectiveness, and meet students and other relevant
stakeholders’ requirements. The resource requirements for the implementation, management, and
continual improvement of the QMS and activities necessary to address stakeholders’ satisfaction are
defined in the various planning documents, documented procedures, and process flow charts.
Resource allocation is done in consideration of the capability and constraints on existing internal
resources as well as needs related to students and other relevant stakeholders’ requirements. Resources
and resource allocation are assessed during the Management Review.
A. Human Resource Management
The College/University, through the Human Resource and Development Office (HRDO), develops
policies and procedures for a comprehensive human resource system, the core components of
which include recruitment, selection, and placement; learning and development; performance
management; and, benefits and wellness.
1. Recruitment, Selection, and Placement
The College’s/University’s recruitment, selection, and placement processes, in compliance to the

minimum requirements of the Civil Service Commission, ensure that qualified personnel, that
can deliver and support the delivery of the programs offered, are provided. Qualifications and
competencies of personnel include academic degrees, employment history, specialized courses or
certificates, and in-service/external training with a conducted evaluation of training effectiveness.
2. Learning and Development
The College/University ensures that the teaching and non-teaching personnel are competent in
providing quality curriculum and instruction to the students.
The College/University assesses the competencies of teaching and non-teaching staff periodically

through the competency-based training needs analysis (TNA) and performance evaluation of
personnel. The competency-based TNA provides an overview of the current level of competency,
skill, or knowledge in one or more areas, and comparisons and contrasts with the required
competency standard established for positions within the institution. The performance evaluation
of the personnel, i.e., IPCR identifies personnel competency gaps based on their performance.
26
Revision No. 0
Name of SUC
College/University
Logo
Page No. 2 of 10
The results of assessments are used in the preparation of the annual learning and development
(L&D) plan. The plan contains the human resource development interventions such as in-
house and externally provided technical and behavioral training courses, education programs,
coaching and mentoring, on-the-job training, and other formal and informal interventions for
each employee. The plan also includes the conduct of the regular programs such as orientation
for new employees, values orientation, stress and time management courses, team building
workshops, among others. Supervision and monitoring are conducted to ensure the effective
implementation of the L&D Plan.
The evaluation of the L&D interventions is done through the training evaluation form
accomplished by the participating personnel. The evaluation measures whether the course
objectives have been met, the course is appropriate and relevant to the job of the participants,
the methodology and resource persons are effective, and the training venue and other training
logistics are appropriate. Furthermore, the immediate supervisor evaluates the effectiveness of
the course in improving the personnel performance concerning the course attended. The result
of these evaluation mechanisms is used to continually improve the type of L&D interventions
provided to the personnel.
3. Performance Management
Employee performance is critical to the achievement of the College’s/University’s goals and

objectives. Top Management promotes the pursuit of excellence at all levels within the College/
University and encourages the use of personal initiative and creativity. The College’s/University’s
performance management system, i.e., the IPCR, is intended to support this philosophy and
ensures that all employees can contribute to their full potential.
4. Rewards and Recognition
The College/University provides rewards and recognition as well as welfare and benefit schemes
to keep the personnel motivation high, improve their camaraderie, ensure their health and safety,
and promote personnel satisfaction. These include the recognition and incentive award system
through Programs on Awards and Incentives for Service Excellence (PRAISE), regular team
building activities, facilities such as gym, employee quarters, medical clinics, health and wellness
programs for employees, annual physical examination, and College/University celebrations such
as founding anniversary, Christmas/yearend party, among others.
B. Infrastructure Management
The College/University, through the General Services Office (GSO), ensures the provision and
maintenance of adequate, safe, and sanitary infrastructure to efficiently deliver higher education,
research, and extension services.
27
Revision No. 0
Name of SUC
College/University
Logo
Page No. 3 of 10
1. Equipment and Facilities
The College/University ensures that infrastructures, equipment, and facilities such as buildings,
classrooms, laboratories, workspaces, and associated utilities, such as air conditioning units and
generator sets, are appropriately and properly maintained, and compliant to applicable local,
national, and/or international standards, codes, and regulations to provide a safe and conducive
environment.
2. Information Technology
The College/University maintains an IT infrastructure which includes computers, network, and

database systems for the faculty, staff, and students. To ensure availability of IT infrastructure,
preventive, and corrective maintenance activities such as scheduled data back-up, hardware
cleaning, software virus scanning, monitoring of job requests, and feedback mechanisms, are all
in place.
3. Service Vehicles
The College/University ensures the serviceability and road worthiness of its service vehicles
through the regular conduct of preventive maintenance such as change oil, daily monitoring of
fuel, oil, gauges, and other accessories. In case of breakdown, a corrective maintenance activity
is in place.
4. Housekeeping
The College/University maintains a clean, sanitary, and safe environment for its students and
personnel. It ensures the cleaning, sanitation, and disinfection of comfort rooms, laboratories,
and all assigned areas, and implements proper waste management practices in compliance with
Presidential Decree 856: Sanitation Code of the Philippines, Ecological Solid Waste Management
Act of 2000, and other applicable laws.
5. Security and Disaster Risk Management
The College/University ensures that peace and order is maintained by enforcing rules and
regulations within its premises.
A disaster risk management plan is prepared, implemented, and monitored to prevent/mitigate

the impact of natural/human-made disasters such as flood, earthquakes, climate change and
noise, among others, in compliance with Republic Act No. 10121 (An Act Strengthening the
Philippine Disaster Risk Reduction and Management System).
28
Revision No. 0
Name of SUC
College/University
Logo
Page No. 4 of 10
C. Financial Management
The College/University ensures that a system facilitating accountability, continual improvement and
refinement of financial plans, safeguarding of assets and appropriate use of accounting standards for
timely, complete, and accurate financial reporting is in place. It also ensures prudent and effective
use of financial resources and application of internal controls at all levels and recommends measures
for management control improvement in compliance with the National Government Accounting
System (NGAS), Government Accounting and Auditing Manual (GAAM), and applicable DBM
circulars.
The Finance Service also safeguards assets of the organization through strict compliance with the
NGAS and GAAM.
D. Procurement Of Goods And Services
The College/University ensures that procurement of goods and services conform to the specified
requirements of the institution. Criteria for evaluation, selection, monitoring of performance, and
performance evaluation of suppliers are in place and in accordance with Republic Act No. 9184:
Government Procurement Reform Act and other regulatory and statutory requirements.
1. Bidding Process
The College/University evaluates and selects suppliers and service providers based on their
ability to supply goods or services in accordance with its requirements. The results of evaluations
and necessary follow up actions are recorded and maintained.
Other alternative modes of procurement such as shopping, negotiated procurement, and the
like, are resorted to, in case of failed biddings and emergency purposes. Petty Cash Fund is also
established for the purpose of the procurement of emergency products and goods.
2. Purchasing of Goods and Services
Procurement is initiated with a Purchase Request (PR) from the end-users to be approved by
relevant authorities. Purchasing documents contain information describing the goods or services
to be purchased, including the following requirements:
• Approval of product/service, procedures, processes, and equipment;

• Qualification/specification of product/service; and,
• Quality management system requirements.
29
Revision No. 0
Name of SUC
College/University
Logo
Page No. 5 of 10
A Purchase Order (PO) is prepared for the availability of fund certification. The approved PO is
sent to suppliers. The items ordered are delivered, received, and inspected to verify conformance
to specifications.
Where it is proposed either by the College/University management or its stakeholders, to

perform verification activities at the suppliers’ presence, the intended verification arrangements
and method of goods or services release, are clearly specified in the purchasing information.
Issuances are based on the request from the end-users. Recording of these transactions is made
and reflected in a documented information.
E. Student Services
1. Student development
The College/University recognizes the importance of student learning and engagement. To

address this, various activities and functions, including student orientation, academic/personal
support and referrals, student policies, student advocacy/grievances, student organizations,
student training and development programs, interest groups, and graduation activities, are being
organized or implemented.
a. Guidance and counseling
The College/University provides a comprehensive range of professional services that are

confidential, accessible, student-focused, campus-based, and collaborative. These include
assessment/diagnosis, counseling, crisis intervention, case management, and management of
peer support. An arm of the Guidance and Counseling Unit is the Career Development Unit.
b. Career development
The College/University ensures the professional development of its students through

interventions such as development of current students for the transition into the world of
work, placement services for current students requiring industry training, and graduate
placement services.
The professional development of students is a two-pronged approach. Focus should be given

to both career and personal development through professional development workshops and
the application of both technical and non-technical skills to the workplace through industry
training.
30
Revision No. 0
Name of SUC
College/University
Logo
Page No. 6 of 10
c. Library
The College/University maintains a library that supports the mission of teaching, learning,
research, and service. This is reflected in the library’s collection, which includes required
textbooks as well as supplemental reading for the core programs being offered.
The Library periodically adds to its collection and resources through acquisition processes,
which may be initiated by the faculty and staff or by the library staff to fulfill a need for
additional resources. The library also houses the database of on-going and finished research
projects.
d. Sports, culture, and wellness
The College/University provides and maintains a working and learning environment that
includes sports, cultural, and wellness programs (e.g., sportsfest and leagues) and facilities
(e.g., basketball courts, soccer field, etc.) to contribute to the holistic development and well-
being of its stakeholders.
e. Medical and dental services
The College/University provides adequate medical and dental services to the students, faculty,
and staff to ensure their physical well-being. Annual physical examinations are conducted to
ensure that students, faculty, and staff are physically fit in performing their tasks.
The College/University Infirmary complies with all medical/dental protocols, policies, and
procedures issued by relevant oversight agencies, authorities, and associations.
F. Income Generation
The College/University ensures that research and extension outputs, with potential technological and
industrial applications, are marketed to entities with the capability to provide capital and produce
such outputs commercially through contracts and license agreements. These are referred to as
income-generating projects (IGPs) and provide aid in mobilizing resources and generating schemes
that augment the College’s/University’s resources to fill in the budgetary gaps. IGPs may include
manufacturing of garments, agribusiness, metal and wood fabrication, food services, training and
conference facilities, housing and hostel, commercial business services, and printing/reproduction.
31
Revision No. 0
Name of SUC
College/University
Logo
Page No. 7 of 10
7.2 CONTROL OF MONITORING AND MEASURING RESOURCES
The College/University determines and provides the resources needed for monitoring or measuring
to verify the conformity of educational products and services being offered by the College/University.
The tools used include test papers, rubrics, instruments, testing and monitoring software/systems, and
laboratory equipment.
When measurement traceability is a requirement, monitoring or measuring resources are calibrated,

verified, or adjusted, at periodic intervals or prior to use. Where applicable, these resources are properly
identified to determine the status and safeguarded from adjustments, damage, and deterioration.
7.3 MANAGEMENT OF ORGANIZATIONAL KNOWLEDGE
The College/University advocates that organizational knowledge is a resource for the College/
University to support the QMS processes and to ensure the conformity of products and services.
Organizational knowledge includes those that are gained from internal and external sources. Internal
sources of organizational knowledge are, but not limited to, the following: learning documents, student
records, lessons learned from successes and failures in instruction, feedback from subject matter
experts, intellectual property, and knowledge gained from experience. External sources, on the other
hand, include standards (as indicated in statutory and regulatory issuances), academe, conferences, or
information gathered from students or other relevant stakeholders in the form of feedback.
These knowledge are maintained and shared through posting in the College/University website, minutes
of meetings, re-echoing sessions, and compilation of materials gained from conferences, seminars, and
trainings attended, fora on sharing of best practices, research colloquia, and documentation of work
procedures, standards, and manuals.
When addressing needs and trends, the College/University considers its current knowledge and
determines how to acquire or access the necessary additional knowledge.
7.4 MANAGEMENT OF DOCUMENTED INFORMATION
The College/University consistently monitors all essential documents and data affecting the processes
within the scope of its QMS. This is done to ensure the availability, suitability for use, and the protection
of crucial information.
A. Control of Documents
The documented information that is retained for the effective operations of the College/University
includes documents that are plans, guides, and instructional by nature. Examples of these are internal
and external documents such as memorandum orders, special orders, plans, manuals, service
manuals, standard operating procedures, flowcharts, guidelines, registers/matrices, and issuances
as well as memorandum circulars from oversight agencies.
32
Revision No. 0
Name of SUC
College/University
Logo
Page No. 8 of 10
Documents created by an appropriate subject matter expert/process owner are usually in soft files
and sent to appropriate approver/s for review and approval. Original releases of documents are given
a revision indicator of “0.”
Draft files are reviewed by the immediate supervisor of the originating office, department, or unit to
ensure completeness and suitability. Any issues on the document are resolved prior to endorsement
for approval of the next higher relevant authority. Once the document is approved, it is forwarded
to the Document Custodian (DC). The DC is designated to manage the process of creation, review,
distribution, use, and revision of College’s/University’s QMS documents. A Local Document
Custodian (LDC) is also designated to facilitate the same process within offices, departments, or
units.
The DC or LDC maintains a compilation of hardcopy versions of documents. Any obsolete or

superseded hardcopies, except for the master copy of these documents, are filed separately as
obsolete document file and later follows the disposition controls as specified by the NAP. The DC
also maintains a computer folder for the latest soft copy versions of the document in the College/
University server. This file set is on a server, subject to data backup. The DC places new or revised
documents into this folder, setting each file’s permission to “Read Only,” or converting the released
versions to a non-editable file format. Any previous soft versions are then moved to a separate folder
identified for obsolete documents which are kept for historical/reference purposes.
The DC maintains a Masterlist of Documents that serves as directory of official released documents
indicating the current versions of all documents.
Controls for the effective distribution of documents apply to documents that are of internal and
external origin. Controlled documents are available via the Intranet for all College/University
employees. The DC maintains a distribution list of controlled hardcopy documents. The DC affixes
a signature on hardcopy documents to identify the officially distributed documents.
Documents are reviewed by the original author or another subject matter expert or College/
University management every three years or as necessary. The DC ensures re-evaluation is conducted
and that documents are updated, if required. The DC maintains a record of document re-evaluations
to identify when documents are due. If a document requires updating, the changes are made, and a
new version is issued.
Any changes to documents that require interested parties’ review and approval are submitted
accordingly, and not implemented until such approval is obtained. If document changes require
interested parties’ approval prior to implementation, this is obtained in writing. When processes are
changed, the appropriate documentation is updated. Internal Quality Audit confirms the effectiveness
of these changes.
33
Revision No. 0
Name of SUC
College/University
Logo
Page No. 9 of 10
For external documents such as standards or third party specifications, the DC obtains the latest
version of the document and maintains it on the College/University server (for electronic versions)
or in the compilation of controlled external documents (for hard copies).
Forms are photocopied by end-users, as needed. Process owners are responsible for creating,
updating, and using forms in their areas. A softcopy of each approved form is sent to the DC for
inclusion in the document control area of the Intranet and in the Masterlist of Documents.
B. Control of Records
The College/University clearly defines its policies for the identification, storage, protection, retrieval,
retention, and disposition of documented information it keeps.
These retained documented information or records refer to the evidence of implementation,

conformity with requirements, effective operation of the College’s/University’s QMS. Examples of
these include accomplished forms, reports, obsolete documents, logbooks, and the like. Responsibility
for such managing records lie within each office, department, or units. However, it is the Records
Unit that manages the student records and implements the policies of NAP in the College/University.
1. Storage and protection
Storage methods are identified depending on the type of record. Softcopy records and data are
stored in the server or computers with encryptions. Records of electronic media are subject to
periodic backups. The IT Unit is responsible for the backup documents stored in the server.
Hardcopy records are stored in suitable cabinets to prevent damage or deterioration. All entries
by hand on hardcopy forms are made using permanent ink. Furthermore, these records are
maintained confidential, legible, readily identifiable, and retrievable.
2. Request for retrieval
Availability and issuance of records requested by interested parties are guided by the College’s/
University’s Manual on Freedom of Information as required by Executive Order No. 02 s. 2016:
Freedom of Information Bill. Unauthorized access to these records, unless approved by authorities
of the College/University, is strictly prohibited.
3. Retention and disposition
Records are retained based on the retention schedule prescribed by the NAP. Archived records
are stored in-house as well as offsite in a controlled environment to protect them from damage
or deterioration.
34
Revision No. 0
Name of SUC
College/University
Logo
Page No. 10 of 10
Records that are discarded after the retention period shall also follow the disposition methods
prescribed by the NAP.
NAME NAME
35
College/University Quality Management System Manual Effective Date
Logo
Section 8. Provision of Higher Education,
Research, and Extension Products and Services Page No. 1 of 11
8.1 OPER ATIONAL PLANNING AND CONTROL
The College/University continuously assures the quality of education, research, and extension products
and services provided and delivered to students by planning, implementing, and controlling the
processes; and, implementing the actions to address identified risks and opportunities to meet the set
objectives. This is evident in the design, development, and delivery of higher education services that
cover curriculum development, student admission and registration, management of learning, research
and development, extension, and promotion or conferment of degree.
During operational planning, the College/University considers information related to its context: its
current resources and capabilities, education, research, extension products and service requirements,
and acceptance criteria as well as the need for external providers such as consultants, subject matter
experts, and suppliers.
The College/University plans the design, development, and expected outcomes of the education,
research, and extension products and services by:
• identifying and utilizing innovative instructional pedagogies with corresponding evaluation and
management system;
• articulating the instructional design and development with student requirements and other
relevant stakeholders;
• aligning subject matter expertise and skills of the faculty with quality instructional equipment,
facilities, and laboratories by means of instructional design, and research and extension outputs;
• designing the scheme to manage the instructional process for the assessment and evaluation of
students at various stages;
• standardizing the performance criteria and verification of the same for the successful completion
of the Academic-Instruction and Academic/Non-Academic Support Process towards the awarding
of College/University degrees as well as Research, Development, and Extension (RDE) processes
and services/products geared towards utilization;
• developing the College/University RDE agenda to support the regional and national RDE Agenda;
• developing research proposals as well as extension program and project plans in accordance with
the College/University RDE agenda; and,
• implementing, monitoring, and evaluating RDE programs and projects.
36
Logo
8.2 REQUIREMENTS FOR THE PRODUCTS AND SERVICES
A. Communication with Students and Other Relevant Stakeholders
The College/University, at the start or prior to the delivery of education, research, and extension
products and services, communicates to the students and other relevant stakeholders and, where
appropriate, verifies their understanding of:
• the purpose/s, format, and content of the education, research, and extension products and
services being provided, including the instruments and criteria to be used for evaluation;
• the commitments, responsibilities, and expectations placed on the students, researchers,
extension workers, and other relevant stakeholders;
• the means by which the learning achieved and assessed will be recognized and retained as
documented information;
• the methods to be used in case of dissatisfaction or disagreement among stakeholders;
• who will support learning evaluation, and how it will be supported;
• any costs involved, such as tuition fees, examination fees, and the purchase of learning
materials; and,
• any pre-requisites such as required skills, qualifications, and professional experience.
Effective means of communication with the students and their parents/guardians include, but
not limited to, information brochure, website, telephone, email facility, bulletin boards, posters,
social media, the conduct of meetings, distribution of notifications and other pertinent documents,
communication through the student council, and conduct of less formal meetings with the President.
For research and extension, effective communication with industry partners, proponents,
beneficiaries, and project teams include in-house reviews/consultations, publication of journals,
newsletters, use of social media (website, FB, Twitter, etc.) and mass media (local news TV, radio,
etc.), obtaining feedback (positive and negative) from students and other stakeholders, and conduct of
RDE forum, among others.
B. Determination of Requirements Related to the Products and Services
The College/University ensures that the requirements for the offering of education, research, and
extension products and services are defined, including:
• those required by prospective employers, like the industries, education institutions,

government offices, among others;
• those resulting from needs analysis that are performed to determine requirements of (current
and potential future) students and other relevant stakeholders;
• applicable statutory and regulatory requirements, such as CHED, DBM, COA, health, and
safety requirements;
37
Logo
• those resulting from research;

• those resulting from regional, national, international demands and developments;
• those specified by the College/University; and,
• guidance from the BOR.
These requirements are reviewed to ensure that the College/University is capable of meeting
the defined requirements. For research and extension, the College/University adopts a contract
management process which aids in determining the requirements of products and services to be
offered to clients. This is done through memorandum of agreement/memorandum of understanding,
terms of reference and contracts, approved research/extension proposals, RDE Council agreements,
among others, that spell out the capabilities in meeting the requirements.
C. Changes to Requirements for the Products and Services
Whenever requirements for education, research, and extension products and services are changed,
the College/University ensures that applicable documented information are amended and approved.
Moreover, relevant stakeholders are made aware of the changes in these requirements. Documented
information is also retained to serve as evidence of the actions taken to ensure that these changes to
requirements are authorized and communicated.
8.3 CURRICULUM DESIGN AND DEVELOPMENT
The College/University ensures that a process for the design, administration, and delivery of a rigorous
and coherent curriculum to meet requirements of students and other relevant stakeholders, is conducted
in accordance with CHED memorandum orders (CMO). It is expected that students conferred with
degrees have the capability to become productive citizens who will continually contribute to the rapidly
changing global and societal needs. The conduct of a review facilitates curriculum development and
approval, ensures alignment between the designed, delivered, and assessed curriculum, and evaluates
the effectiveness of the curriculum.
For new or significant changes in curricular programs, the College/University ensures the translation of
student and other relevant stakeholders’ needs and requirements into detailed design outputs. Drawing
out the details helps address the designs’ performance, reliability, maintainability, and testability issues.
It also helps ensure compliance with regulatory and statutory requirements.
This detail-oriented process ensures that:
A. planning is conducted, considering the nature, duration, and complexity of the activities and
the need for involvement of students and other relevant stakeholders in the process;
B. input requirements are captured, considering the potential consequences of failure due to the
nature of educational products and services;
38
Logo
C. reviews, verification, and validation are conducted to guarantee that:

• learning outcomes are consistent with the scope of the course or program:
• learning activities are suitable to the method of educational delivery:
• all resources necessary to successfully complete the learning activities are defined; and,
• adequate opportunities are included in the learning design for students to take an active
role in creating the learning process and for formative assessment and feedback;
D. outputs are created under controlled conditions; and,
E. changes are made in a controlled manner.
The College/University ensures that all pertinent documented information, such as CMOs and policies,
standards, and guidelines (PSG), on the changes in the curricular programs and syllabi, are properly
disseminated to students and other relevant stakeholders.
8.4 DEVELOPMENT OF SYLLABUS AND INSTRUCTIONAL MATERIALS
The College/University ensures that a syllabus and instructional materials development process is
undertaken in order to improve, upgrade, or innovate instructional materials used. The syllabus is a
documented information of the course content, goals, and elements that serves as a guide for the faculty
during the management of learning. It also helps the students to be aware of the kind of teaching and
learning they can expect in the class. The faculty members prepare and update a well-structured syllabus
for each course they handle every start of the semester. Inputs in the preparation of the syllabus include
the course curriculum, relevant references, among others.
In teaching, it must also be acknowledged that students are unique individuals. Thus, instructional
materials, prepared by faculty members, are based on the types of students. Important factors considered
in constructing effective instructional materials include diverse user interests, abilities, backgrounds,
cultures, languages, and maturity levels. The materials used by the faculty ensure to support, enrich, and
extend the College’s/University’s curriculum, and encourage informational, educational and recreational
reading, viewing, and listening.
Instructional materials used by the faculty include textbooks, presentations, handouts, and other
teaching instruments and materials. These materials are determined and used to improve the students’
knowledge, abilities, and skills, monitor their assimilation of information, and contribute to their overall
development and upbringing.
Effectiveness of instructional materials is evaluated during and after the delivery of instruction using the
following criteria:
• Content – alignment with curriculum and standards, and is current, valid and reliable
39
Logo
• Equity and accessibility – materials are durable, easily stored, transported, and are universally
accessible.
• Appropriateness – appropriateness to the subject matter and students’ capacities
• Presentation – comprehensiveness and alignment of components; and ease of use and durability
of materials
• Learning – motivational strategies, active participation of students
• Cost – not expensive
8.5 STUDENT ADMISSION AND REGISTR ATION
The College/University ensures that an efficient and effective admission and registration process is in
place.
Admission is the processing of students’ qualification requirements. Admission procedures are

undertaken by the student-applicant, where documentary requirements are submitted and the College/
University admission test is taken. It ensures that students are guided and placed in programs suited to
their intellectual ability and interest.
Registration is the process of student enrolment. It ensures that students are qualified to advance to their
program and student records are accurate, updated, and safely kept. The registration process is being
done either by student-applicants who passed the College/University admission test in order to become
bona fide students or by those who have been previously enrolled in the College/University.
8.6 MANAGEMENT OF LEARNING
The College/University prioritizes student learning and ensures that pedagogies and learning styles of
the students are considered to equip them for transitioning to employment.
A. Teaching-Learning Process
Classroom instruction includes the methods and strategies used by the faculty members to deliver
knowledge and skills to students effectively. Faculty members utilize the approved well-structured
course syllabi as a guide and employ useful instructional materials, which includes outcomes-based
learning methodologies and strategies as well as off-campus activities.
B. Monitoring of Student Progress
Students’ attendance as well as their progress in learning through quizzes, exercises, and mentoring
activities are regularly checked. Faculty members ensure to provide close monitoring of the students’
learning to ensure that intended outcomes are achieved.
40
Logo
C. Assessment of Learning
Long or periodic exams are facilitated by the faculty members to comprehensively assess the
effectiveness of the delivery of instruction and the methodologies used. Appropriate actions are
implemented as a result of the assessment. Student feedback is also captured through mentoring and
constant communication with the students.
8.7 RESEARCH AND DEVELOPMENT
The College/University provides direction in the implementation of research and development programs
to contribute to regional and national development. Faculty members play a major role in maintaining
a vibrant research culture and productive research process in the College/University. The Office of
Extension and Training Services is tasked to implement extension and training policies and programs.
A. Research Proposal Development
Research involves a series of planned activities undertaken to obtain valid, reliable, objective,
and verifiable answers to problems. The conduct of research employs the method of observation,
documentation, and inquiry, or other acceptable approaches within the scientific function of the
College/University. As such, researchers, whether individuals or teams, are encouraged and given
opportunities and supported to pursue researches in their areas of competence.
Topics and projects that are aligned with the approved College’s/University’s RDE agenda, directed
towards the improvement of the socio-economic conditions in the region, and aimed at improving
the quality of life, are prioritized.
The Research, Extension, and Training Council reviews and approves research proposals of the
faculty research researches and ensures their alignment to the College’s/University’s RDE agenda for
funding and implementation.
B. Conduct of Research
In conducting research, data or information are gathered, analyzed, and evaluated to arrive at answers
that allow the researchers to make independent judgments to answer the research questions or test
inferences. The research activities include actual data gathering in the field, community immersion,
and experimentation based on their detailed plan.
Research project reports, journal articles, and other related research works are developed to
document the results of the research. These research outputs may serve as inputs to developing
extension proposals.
41
Logo
C. Publication of Reseach
The College/University ensures that all researches conducted are shared within and outside the
College/University. Faculty researchers are required to publish their work in research journals and/
or present their work in local and international conferences/fora/symposia.
D. Registration of Intellectual Property Assets
Intellectual property assets produced by the College/University personnel shall be governed by the
institution’s intellectual property policy. As a government institution serving the public interest, the
College/University-owned technologies, creations, and inventions are made available for public use
when granted rights under existing intellectual property regimes.
This is consistent with the mandate of the College/University to transfer and disseminate appropriate
technologies except for valid reasons that would prevent such a case. In all cases, public access to
College/University intellectual property rights is subject to the rights of innovators, creators, and
inventors.
8.8 EXTENSION
The College/University extension programs and services are implemented through community
development programs. These are designed with the goal of alleviating poverty, reducing illiteracy,
increasing security of livelihood, promoting health and wellness, strengthening governance that
sustains human development, and protecting and conserving the environment to contribute to regional
development. These services being implemented in the immediate community surrounding the
College/University and neighboring provinces are focused on capability building through the conduct
of livelihood skills training and education, technical assistance and advisories, and the transfer of
technology to members of the communities in need.
A. Program/Project Proposal Development
The approval of extension proposals anchors on the program development process that outlines key
concepts, types, and characteristics and goals of the program and is based on the decision of the RDE
Council. The College/University ensures that extension proposals are aligned with the approved
RDE agenda and directed to uplift the quality of life of the Filipinos in the region. This is achieved
through the development of realistic and doable plans and programs that would complement those
of other stakeholders in addressing the problems and needs of community/ies
B. Program/Project Implementation
The College/University sees to it that appropriate methods and materials are utilized during the
actual delivery of the program where interaction, commitment, and good relationships among
stakeholders and implementers are established to ensure its sustainability.
42
Logo
Periodic internal assessments are done to guide the direction of the project operation and to identify
issues confronting the project staff and the client partners. Monitoring allows the project management
to know the status of the field operations as a basis for re-directing the development strategies and
techniques for the succeeding months or year.
C. Program/Project Evaluation
A summative evaluation and follow-up activities are undertaken. A summative evaluation is

conducted at the end of the training by the management staff and participants. It aims to determine
the following: attainment of the training objective; the relevance, usefulness, and importance of
the topics to the participants; appropriateness of the methods; the performance of the participants,
resource persons, and training management staff; and, comparison of actual outputs and desired
outputs. The results of the evaluation serve as guide or basis for the subsequent activities.
An Evaluation Team conducts regular visits to experimental sites for field evaluation. These visits
will allow them to discuss with the extension implementers/proponents the progress of project
implementation. A follow-up is undertaken to see what changes in behavior took place as a result
of the program. The tangible results of the training program, in terms of various factors, should be
determined.
D. Project/Program Completion
Terminal reports and publications are major outputs of the extension implementer that are submitted
for every completed program/project. Scientific productivity, in the form of intellectual contributions
to the advancement of science and ultimately communicated in written form, is fundamentally
important to the College/University.
8.9 CONTROL OF DELIVERY OF EDUCATIONAL PRODUCTS AND SERVICES
The College/University service provision is planned, documented, and executed under controlled
conditions.
A. Validation of Processes for Educational Products and Services
The College/University validates critical steps of the processes involved in the provision of higher
education services, including its expected results. The provision of services may not be completely
verified upon delivery of the services. Process validation activities may include the following:
• review and approval of the curriculum;

• accreditation of the programs;
• membership in SUC associations;
• graduate exit survey/interview;
43
Logo
• graduate tracer study;

• review for licensure examinations;
• mock exams for licensure examinations;
• issuance of referrals for possible job opportunities;
• marketing of research outputs with potential technological and industrial application; and,
• patentable and copyrightable works produced.
B. Identification and Traceability
The College/University controls and records the unique identification of the students and other
relevant interested parties by way of:
• collecting, verifying, storing, and preserving original certificates and the accomplished
application form of each student in a personal file;
• issuing permanent student number and faculty number;
• scheduling of classes and room utilization;
• using unique course codes for classes;
• loading of faculty;
• maintaining attendance sheets of students;
• keeping class records;
• filing of accountability clearance both for students and personnel;
• compiling the records of courses taken and the grades obtained by the students in the College/
University evaluation sheet;
• uploading of grades earned in every subject to the student’s records using account number in
the database and in the transcript of records;
• where applicable, keeping records of the study and employment paths of those who graduate
or complete a course or program; and,
• research/extension proposal numbers.
C. Care of Property Belonging to Students and Other Relevant Stakeholders
The College/University exercises care over student, client, and supplier properties while under its
control or use. These properties include student records and academic information, student research
and other study outputs, rented equipment from suppliers, donated books and other materials,
among others. Upon receipt, such properties are identified, verified, protected, and safeguarded. If
such property is lost, damaged or otherwise found to be unfit for use, it is reported to the student or
supplier and is properly recorded.
Student and client intellectual property and client furnished data are identified, maintained, and
preserved to prevent accidental loss, damage, or inappropriate use.
44
Logo
D. Handling of Students and their Records
The College/University guarantees the security and safety of the students and other relevant
interested parties while inside its premises and promotes their well-being by:
• safekeeping of student records;

• ensuring the safety of the physical facilities;
• maintaining law and order within the campus;
• providing health, especially emergency, services;
• offering guidance and counseling services;
• ensuring proper hygiene and sanitation in the cafeteria and food stalls within the College/
University; and,
• safeguarding the integrity of the assessment and evaluation tools.
E. Post-Delivery Activities
The College/University conducts post-delivery activities, which include, but not limited to the
following:
• collaborating with a review center in preparation for the licensure examination;

• conducting enhancement seminar in preparation for the licensure examination;
• undertaking tracer studies to determine the employability of graduates;
• issuing referrals and facilitating job fair within the campus for possible job opportunities;
• integration of employers’ feedback mechanism;
• utilizing employers’ feedback for enhancement of existing curriculum and improvement of
the delivery of instruction; and,
• research/extension program evaluation and/or impact assessment.
The extent of these post-delivery activities is determined in consideration of any or more of the
following:
• client requirements, including feedback;

• statutory and regulatory requirements; and,
• risks associated with the conduct of post-delivery activities.
F. Control of Changes
The College/University reviews and controls both planned and unplanned changes in the processes
for the provision of educational products and services, as necessary, to ensure continuing conformity
with all requirements. Records describing the results of the review, the personnel authorizing the
change, and any necessary actions arising from the review are maintained.
45
Logo
8.10 PROMOTION AND CONFERMENT OF DEGREE
The College/University guarantees that only qualified students are admitted to the program. The
retention policies in every program are also enforced for the students to advance to the next level. The
student must also meet the prescribed requirements of the curricular program such as the conduct of
research, field studies, and on-the-job training. Records, such as the certificate of completion, portfolio,
narrative reports, daily time records, and the performance evaluation of students, are maintained and
retained.
The College/University ensures that the students are equipped with knowledge, skills, and competence
as manifested by the satisfactory compliance with all the requirements of their curricular program.
Evaluation and assessments are undertaken at appropriate stages to verify that the curricular program
requirements are met before the conferment of degrees.
Compliance with the aforementioned requirements warrants the conferment of the degree to the
graduates.
8.11 CONTROL OF NONCONFORMING OUTPUTS
The College/University identifies nonconforming outputs in education, research, and extension as

“output provided to students and other relevant stakeholders, which is found not to conform with
requirements.” These nonconforming outputs may be detected or identified at any time by anyone
within the institution.
When nonconforming output is detected or identified by the College/University personnel, it is

documented and sent to the respective relevant authority for review and initial confirmation of the
nonconformity.
The College/University deals with nonconforming outputs in the following ways:
• correction;
• segregation, containment, return or suspension of provision of products and services;
• informing the student or other relevant interested parties; and,
• obtaining authorization for acceptance under concession.
Once nonconforming outputs are corrected, conformity to the requirements are verified.
NAME NAME
46
Revision No. 0
Name of SUC
College/University
Logo
Section 9. QMS Performance Evaluation
Page No. 1 of 4
9.1 MONITORING, MEASUREMENT, ANALYSIS, AND EVALUATION
The College/University effectively measures its performance through the duly approved monitoring and
evaluation system. The data collected from monitoring, measurement, analyses, and evaluation are used
for the continual improvement of its systems and procedures.
The College/University identifies specific and customized tools to be used in the monitoring and
evaluation of processes that will determine the achievement of planned results. If these are not achieved,
correction and corrective actions are identified and implemented, as necessary.
The following tools are utilized in monitoring and measuring performance:
• office/division performance commitment review

• operational plan
• project procurement management plan
• work and financial plan
• performance evaluation system
• college/department accomplishment report
• financial statement report
• inventory of supplies
• graduation statistics
• licensure examination passing rates
• student movement statistics
• accreditation report
• faculty evaluation report
The College/University analyzes and evaluates data as bases for the improvement of the QMS. The data
include, but are not limited to, the following: student and stakeholder feedback; process monitoring
reports; internal quality audit reports; management reports; and educational product and service
nonconformity reports. As applicable, graphs, trend analysis, among others, are the tools used for data
analysis.
9.2 STUDENTS’ AND OTHER RELEVANT STAKEHOLDERS’ FEEDBACK MANAGEMENT
Feedback from students and other relevant stakeholders is crucial to the College/University as its
educational products and services are directed at them. Thus, their perception of the quality of these
products and services are highly valued by the College/University. Concerned units and colleges obtain
student feedback through available mechanisms, such as:
• faculty evaluation by students;

• student and other relevant stakeholder satisfaction survey;
47
Revision No. 0
Name of SUC
College/University
Logo
Page No. 2 of 4
• exit interview of out-going students;

• focus group discussion with selected students;
• regular dialogue with student organizations; and,
• College/University President’s report.
These activities aim to measure and monitor the performance of the College/University in terms of
meeting the relevant stakeholders’ requirements and expectations. These are also conducted to survey
the current and future development concerns as they are relevant in defining and aligning the College’s/
University’s plans and programs. Thus, results are analyzed and evaluated, and necessary actions are
taken accordingly.
A complaint is considered a nonconformity. This is documented and issued to the concerned college
or department for proper action as complaints are received. The implementation of the correction and
corrective actions is monitored to ensure that all complaints are properly attended to and addressed.
9.3 INTERNAL QUALITY AUDIT
The College/University conducts annual Internal Quality Audit (IQA) to evaluate the processes’
conformity with the requirements of ISO 9001 and the requirements of the institution; and, determine
the effectiveness of its QMS.
A. Managing the IQA
An IQA Team is established to manage IQA activities. However, a pool of auditors coming from
different offices, departments, and units is mobilized to compose the IQA Team. They are identified
and trained to ensure that they are capable of conducting and carrying out the audit. The selection
and assignment of IQA Teams consider objectivity and impartiality of the audit process. Thus, the
auditors do not audit the processes within their respective offices, department, or unit.
B. Planning and Conducting the Audit
An Audit Program is established to arrange the audits for the entire College/University. The plan is
communicated to the College/University containing the audit criteria and scope for the conduct of the
IQA and is initiated through an opening meeting with the Head of the College or Department to be
audited. Direct observation of the processes, interviews with relevant persons, and the examination
of documented information are some of the usual audit methods used.
48
Revision No. 0
Name of SUC
College/University
Logo
Page No. 3 of 4
C. Reporting the Audit Results
After the IQA is completed, the results are documented, reported, and issued to the heads of the
offices, departments, and units. Based on these results, appropriate correction and corrective actions
are necessary for nonconformity findings. These are documented, implemented, monitored, and
evaluated for effectiveness.
The identification of opportunities for improvement in the QMS adds value to the conduct of the IQA.
Since this is part of the report, it can provide the college or department heads with the information
to decide if it is appropriate to initiate action for improvement. The results of the IQA are used as
inputs to the Management Review.
D. Monitoring and Verification of Actions Taken on Audit Findings
The IQA Team monitors and verifies the implementation of correction and corrective actions
determined by the heads of the concerned offices, departments, and units. The verification may be
done through a follow-up audit or during the next audit cycle. This verification may also include
evaluation of effectiveness of the actions taken, i.e., prevention of recurrence of nonconformity, an
improvement on the performance, and the like.
9.4 MANAGEMENT REVIEW
The College/University top management reviews the QMS at regular intervals within the year to ensure
its continuing suitability, adequacy, and effectiveness. The review includes assessing opportunities for
improvement and the need for changes to the QMS, including the quality policy and quality objectives.
This is carried out in one of the management meetings.
A. Initiating the Management Review
The College/University top management ensures that a notice of meeting is prepared and distributed
to all concerned prior to the date of the review. The concerned process owners ensure that reports of
accomplishments are prepared and submitted for review.
The College/University top management officially calls the meeting to order upon determination of
the quorum of all notified attendees.
B. Agenda of the Management Review
The review covers the following inputs:
• status of actions from previous management reviews;

• changes in external and internal issues that are relevant to the QMS;
49
Revision No. 0
Name of SUC
College/University
Logo
Page No. 4 of 4
• student and other relevant stakeholders satisfaction and feedback;

• extent to which quality objectives have been met;
• process performance and conformity of educational products and services;
• monitoring and measurement results;
• nonconformities and corrective actions;
• audit results;
• performance of external providers;
• adequacy of resources;
• effectiveness of actions taken to address risks and opportunities; and,
• opportunities for improvement.
C. Documenting the Management Review
The College/University top management ensures that the proceedings such as decisions/actions
regarding the improvement of the quality management systems and products/services related
to customer requirements, and decisions/actions regarding resource needs, among others, are
documented.
The minutes of the meeting is prepared, approved, and distributed to all concerned.
D. Addressing Issues and Concerns
For any identified problems and/or issues, the concerned process owners ensure that appropriate
correction and/or corrective action are taken, the status of which are reported in the next Management
Review and regular top management meetings.
NAME NAME
50
Revision No. 0
Name of SUC
College/University
Logo
Section 10. Improvement
Page No. 1 of 2
10.1 IMPROVEMENT OF THE COLLEGE/UNIVERSITY
Continual improvement of the College/University is its permanent objective. As such, various inputs
are considered for continual improvement such as the Quality Policy, quality objectives, audit findings,
analysis of performance data, corrective actions, and management reviews.
The College/University ensures that improvement actions are implemented through improvement
activities within existing processes and services. Activities such as benchmarking, implementation
of new projects and programs, the introduction of new processes and services, and the use of new
technologies and innovation in the academe contribute to the improvement of the College/University.
As such, these may result in changes in the policies and procedures, adjustment in performance targets,
and reassessment of risks and opportunities.
10.2 NONCONFORMITY AND CORRECTIVE ACTION
The College/University takes necessary actions to address nonconformities detected during operations,
as a result of the IQA and Management Reviews, and as gathered from students’ and other relevant
stakeholders’ feedback. All nonconformities are documented and issued to the concerned college or
department for proper response, monitoring, implementation, and evaluation.
Upon receipt of the documented nonconformity, the college or department head identifies concerned
personnel who may need to be involved in corrective action planning. Coordination is established since
the nonconformity may potentially involve other concerned units.
When the need for corrective action is established, the concerned office, department, or unit conducts
a root cause analysis. Thus, identifying root causes and eliminating them prevents the recurrence of the
nonconformity. Methods for identifying the root causes of the nonconformities include the “five whys”
method, cause and effect diagram, and the like. From the root causes identified, appropriate corrective
actions are determined and planned for proper implementation. The corrective action plan includes the
activities, resources, responsibilities, and timelines needed to implement the identified solution.
The top management collectively reviews corrective actions. Depending on the nature of the solution
and the associated nonconformity, monitoring, and review continue after implementation, after which,
the corrective action is deemed completed.
The college or department head then reviews the effectiveness of any corrective action by confirming,
through objective evidence, that the actions/corrections have been implemented or taken. As a result,
the recurrence of nonconformities has been prevented or that the process performance has improved.
51
Revision No. 0
Name of SUC
College/University
Logo
Section 10. Improvement
Page No. 2 of 2
After the review of corrective actions, the College/University considers whether there are risks or
opportunities that have not been determined previously, or if the actions for risks and opportunities
were not effectively addressed. Updates are made on the Risk and Opportunity Registers.
NAME NAME
52
Revision No. 0
Name of SUC
Logo Annex A: List of Needs and Expectations
of Relevant Stakeholders Page No. 1 of 2
External Relevant Stakeholders
Needs and Persons Accountable

in meeting the Monitoring
Stakeholders Expectations Strategies
Requirements
Students • Updated curriculum • College Dean • Review/revision

• Use of innovative teaching • Program Chairs of curriculum
materials • Faculty • Class
• Competent faculty observation
• Functional and adequate • Faculty
facilities evaluation
• Fun and fulfilling learning
experience
Suppliers and • Clear requirements/ • Administrative • Purchase

Service specifications Services orders
Providers • Open communication • End-Users • Supplier
• Timely processing of monitoring
payment and evaluation
• Feedback on performance mechanisms
Oversight • Timely submission of • College Dean • CMOs

Agencies: reports • Program Chairs • Memo schedule
• CHED • Complete and accurate • Registrar • DPCR
• PRC reports • Administrative
• COA • Compliance to statutory and Services
• DBM regulatory requirements • Finance Services
• CSC
• AACCUP
Community • Student readiness for OJT/ • College Dean • Student
and Industry Internship • Program Chairs monitoring
Partners • Socially responsible students • Student Affairs report/s
Professional • Communication on CPD • College Dean • HR monitoring

Associations requirements • Program Chairs • Program
• Availability of data • HR monitoring
• Cooperation and
participation on relevant
activities
53
Revision No. 0
Name of SUC
Logo Annex A: List of Needs and Expectations
of Relevant Stakeholders Page No. 2 of 2
Internal Relevant Stakeholders
Needs and Persons Accountable

in meeting the Monitoring
Stakeholders Expectations Strategies
Requirements
Faculty and • Professional development • Top Management • Faculty

Employees • Clear strategic directions • College Dean development
• Incentives • Program Chairs program
• Functional and adequate • HR • OPCR
facilities • Administrative
Services
College/ • Supportive and performing • College Dean • IPCR

University staff • Program Chairs • OPCR
Management • Accurate and timely • HR
submission of reports
54
Risk/
Risk/ Risk/ Current R /O Opportunity
Type Likelihood Consequence Treatment/ Opportunity Target
Logo
Opportunity Opportunity Controls/ Rating Responsible Rating after
Description (R /O) Causes (L) (C) Pursuit Action Plan Date Treatment
Situation (LxC)
L I R/O Rating
1 Poor teaching 3
College/University
Low R Method of 3 9 a. Reassesses teaching College Deans Nov. 30,

passing metholodogy teaching Medium methods, identify best 2019
rate in depends on the practices and impose the use
licensure Lack of instructors/ of methodologies through a
exams supplemental professors policy or integration in the
support to syllabi
students prior to Graduates get
exams their review b. Close monitoring and
from an external evaluation of teaching
provider effectiveness
2 Low em- R Lack of deaman Consultation 4 3 12 a. Invite companies for job Student Affairs Dec. 15,
ployment- from industries with the High fair 2019
ability on the field of industries on
of the study curriculum b. Refer high performing
graduates development students to companies
Too much
competition Partnerhsip c. Provide list of companies
with industries to students.
for the student’s
internship
Name of SUC
3 New O New Partnerships 3 3 9 a. Network with the Office of the Dec. 15,
industries partnerships with existing Medium industries and explore Vice-President 2019
spurring for curriculum industries partnerships for Research,
in the development, Extension and
commu- internship of b. Forge MOU with Training
nity students and industries
employement of
Annex B: Risk and Opportunity Register
graduates
Quality Management System Manual
4 Call for O Fund source University- 3 3 9 a. Assign a qualified team Office of the TBD
research for research funded research Medium Vice-President
proposals activities b. Submit proposals based on for Research,
from Contracted the DOST timelines Extension and
DOST research Training
Page No.

Revision No.
Effective Date
NAME NAME
Department Head SUC President
0
55
1 of 1
Revision No. 0
Name of SUC
College/University
Logo
Annex C: Request for Action
Page No. 1 of 1
Section 1 - Details of Nonconformity (To be accomplished by the Auditor/Initiator)
Date Issued: References: RFA Number:

(manuals, procedures, policies, ISO clauses, etc.)
Occurring in other offices? Yes No
Auditor/ Provide details:
Initiator:
Signature over printed name
Details: (As a result of) Office:

Internal Quality Audit Nonconforming Outputs Others (Pls. specify)
Complaints Non-Attainment of Targets
Noted by: Issued to: (Office Head)

Signature over printed name Signature over printed name
Description of Nonconformity: (Include criteria and evidence)
Acknowledged by:
Section 2 - Necessary Action (s) (To be accomplished by the Auditee/Process Owners)
Correction: Target Completion Date:
Root Cause Analysis: Analyzed by:
Describe the necessary Corrective Action(s):
Approved by: Target Completion Date:

Section 3 - Verification of Implementation and Effectiveness (To be accomplished by the Inititator)
Results of Action(s) Taken Remarks
Verified by: Verification Date:

Acknowledged by: Next Verification Date:
Results of Action(s) Taken Remarks
Verified by: Verification Date:

Acknowledged by: Next Verification Date:
56
PRODUCTIVITY
AND DEVELOPMENT
CENTER
DEVELOPMENT ACADEMY OF THE PHILIPPINES

Productivity and Development Center
DAP Building, San Miguel Avenue, Ortigas Center, Pasig City
www.dap.edu.ph | gqmpo@dap.edu.ph
(02) 8631 09 21 loc. 171 or (02) 8631 21 37
DEVELOPMENT ACADEMY OF THE PHILIPPINES

QMS Generic Manual For SUCs

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

QMS Generic Manual For SUCs

Uploaded by

Copyright:

Available Formats

GENERIC MANUAL ON

Cover and Manual Design: Mariel R. Mañibo

The information provided in this document are from the writers.

Development Academy of the Philippines

Rizal Technological University | Aklan State University | Southern Philippines Agri-Business

The Need for QMS in State Universities and Colleges

Some of the perceived benefits of QMS in HEIs are the following:

Purpose of this QMS Manual

Name of SUC Revision No. 0

• Change “Name of College/University” to the actual name of the SUC.

Prepared by: Approved by:

Overview of the Manual Sections

Section 2.0 - College/University Profile 02

2.1 - College/University History

Section 3.0 - Definition of Terms 09

Section 4.0 - College/University and its Context 15

4.1 - Understanding the College/University and its Context

5.1 - Demonstration of Leadership and Governance

Section 6.0 - Management System Planning 22

6.1 - Addressing Risks and Opportunities

Section 7.0 - Management System Support 26

7.1 - Management System Resources

8.1 - Operational Planning and Control

Section 9.0 - QMS Performance Evaluation 47

9.1 - Monitoring, Measurement, Analysis, and Evaluation

10.1 - Improvement of the College/University

A. List of Needs and Expectations of Relevant Stakeholders

Prepared by: Approved by:

2.1 COLLEGE/UNIVERSITY PROFILE

2.3 VISION, MISSION, AND CORE VALUES

2.4 ORGANIZATIONAL STRUCTURE

Sample SUC Organizational Structure

Office of the Vice-

• Research Institutes, • Human Resource

Office of the Campus

2.5 FUNCTIONAL DESCRIPTION

Should the College/University not have a clear description of duties and

Sample Functional Description of a College/University

The university BOR is composed of the following:

• Chairperson of the Commission on Higher Education (CHED) as chairperson;

OFFICE OF THE UNIVERSITY PRESIDENT

The University Administrative Council is composed of the University President as chairperson,

OFFICE OF THE VICE PRESIDENT FOR ACADEMIC AFFAIRS

College/University Library may be attached to a college or the University; serves students in

OFFICE OF THE VICE PRESIDENT FOR RESEARCH AND EXTENSION

OFFICE OF THE VICE PRESIDENT FOR ADMINISTR ATION AND FINANCE

Prepared by: Approved by:

Calibration - an activity conducted to verify or control quality through comparison of measurement

Commission on Higher Education (CHED) – a government agency in charge of promoting relevant

Conformity (C) - fulfillment of a requirement, i.e., College/University policy, documented procedure,

Document – documented information maintained by the College/University; contains policies,

Documented information – information required to be maintained and retained by the College/

Educational Product – tangible or intangible goods used in pedagogical support of an educational

Higher Education Institution (HEI) – a level of education that is provided by universities, vocational

Nonconformity (NC) – non-fulfillment of a requirement, i.e., College/University policy, documented

Obsolete copy – documented information that is outdated and for archiving.

Office/Division Performance Commitment Review (O/DPCR) – a performance evaluation tool that

Organizational knowledge – knowledge specific to the organization generally gained through

Quality objectives – result to be achieved by the College/University; can be strategic, tactical, or

Records – documented information retained by the College/University; provides evidence of

Risk – effect of uncertainty on objectives; often described by an event, a change in circumstance or a

Statutory and regulatory requirements – obligatory requirements specified by an authority and

Prepared by: Approved by: