QUALITY MANUAL - University of Eastern Philippines

Effectivity Date: July 20, 2018 Document Code: UEP-M-22QAU-001 Version No.: v1 of 38 This document is a sole property of the UNIVERSITY OF EASTERN PHILIPPINES (UEP).

The original copy of this document is with the Documented Information Controller/Records Office. Any disclosure, reproduction or use is strictly prohibited except with permission from UEP.

QUALITY MANUAL



Table of Contents

1. INTRODUCTION ......................................................................................... 4

2. TERMS, ABBREVIATIONS AND DEFINITIONS ........................................ 4

2.1 TERMS AND DEFINITIONS ............................................................................ 4

2.2 ABBREVIATIONS ......................................................................................... 6

3. OUR UNIVERSITY ...................................................................................... 7

2.1 MANDATE ................................................................................................ 13

2.2 MISSION ................................................................................................. 13

2.3 VISION .................................................................................................... 13

2.4 CORE VALUES ......................................................................................... 14

4. CONTEXT OF THE ORGANIZATION ....................................................... 14

4.1 UNDERSTANDING THE ORGANIZATION AND ITS CONTEXT .............................. 14

4.2 UNDERSTANDING THE NEEDS AND EXPECTATIONS OF INTERESTED PARTIES .. 14

4.3 DETERMINING THE SCOPE OF THE QUALITY MANAGEMENT SYSTEM ............... 15

4.4 QUALITY MANAGEMENT SYSTEM AND ITS PROCESSES .................................. 16

5. LEADERSHIP ............................................................................................ 18

5.1 LEADERSHIP AND COMMITMENT ................................................................. 18

5.1.1 Customer focus ................................................................................. 19

5.2 QUALITY POLICY ...................................................................................... 19

5.3 ORGANIZATIONAL ROLES, RESPONSIBILITIES AND AUTHORITIES .................. 19

6. PLANNING ................................................................................................ 22

6.1 ACTIONS TO ADDRESS RISKS AND OPPORTUNITIES ...................................... 22

6.2 QUALITY OBJECTIVES AND PLANNING TO ACHIEVE THEM .............................. 23

6.3 PLANNING OF CHANGES ............................................................................ 23

7. SUPPORT ................................................................................................. 23

7.1. RESOURCES ........................................................................................... 23

7.1.2 HUMAN RESOURCES ............................................................................. 24

7.1.3 INFRASTRUCTURE ................................................................................. 24

7.1.4 ENVIRONMENT FOR THE OPERATION OF PROCESSES ................................ 24

7.1.5 MONITORING AND MEASURING RESOURCES ............................................. 24

7.1.5.1 Measurement traceability ................................................................ 24

7.1.6 ORGANIZATIONAL KNOWLEDGE .............................................................. 25

7.2 COMPETENCY.......................................................................................... 25

7.3 AWARENESS ........................................................................................... 26



7.4 COMMUNICATION ..................................................................................... 26

7.5 DOCUMENTED INFORMATION ..................................................................... 28

7.5.1 Creating, updating and controlling documented information .............. 29

8. OPERATION.............................................................................................. 32

8.1 Operational planning and control .......................................................... 32

8.2 Requirements for services ..................................................................... 33

8.3 Design and development of services..................................................... 34

8.4 Control of externally provided processes and services ......................... 35

8.5 Service provision ................................................................................... 35

8.6 Control of nonconforming outputs ......................................................... 36

9. PERFORMANCE EVALUATION ............................................................... 36

9.1 MONITORING, MEASUREMENT, ANALYSIS AND EVALUATION .......................... 36

9.1.1 General .............................................................................................. 36

9.1.2 Customer satisfaction ......................................................................... 36

9.2 INTERNAL AUDIT ...................................................................................... 36

9.3 MANAGEMENT REVIEW ............................................................................. 37

10. IMPROVEMENT ...................................................................................... 37

11. REFERENCES ........................................................................................ 38



1. INTRODUCTION

This Quality Manual intends to benefit existing and new employees and internal customers of University of Eastern Philippines (UEP). This is structured to detail compliance to ISO 9001:2015 standards. The activity within the scope is applicable to the provision of instruction, research, extension and production services. The control of this Quality Manual includes preparation by the QMS Core Team in collaboration with the all the University units, reviewed by the QMS Chairperson, endorsed by the University Administrative Council, approved by the Board of Regents (BOR). The QMS Core Team through the Quality Assurance Unit (QAU) has the responsibility to control, revise and update to ensure its applicability. This manual is controlled with document name, code, version, effectivity date and control seal. Copies issued within the University shall bear “Controlled Copy” stamp. Soft copies are stored in a centralized website or database within the network with appropriate access rights. Users of this manual include the Top Management composed of the President, Vice Presidents, Executive Directors, Deans, and Head of departments or units within the University. This manual can be used for training of employees. The heads of each University units are responsible for the dissemination of this manual to their team. Requests from customers, certification body and other interested parties shall be with the permission of the President only.

It is therefore expected that this Quality Manual shall be constantly updated based on the ISO 9001:2015 standards, appropriate laws, University policies, relevant changes in the organization, applicability, and best practice, if any. Redistribution therefore is expected, as applicable.

2. TERMS, ABBREVIATIONS AND DEFINITIONS

Operative terms, abbreviations and definitions are as follows:

2.1 Terms and Definitions

Legal requirement. These include both statutory and regulatory obligations Access. It can imply a decision regarding the permission to view the documented information only. Or the permission and authority to view and change the documented information. Applicable actions. These are actions that can include the provision of training to, the mentoring of, or the reassignment of currently employed persons; or hiring or contacting of competent persons. Customer’s property. This include materials components, tools and equipment



necessary to ensure conformity to requirements. Documented Information. These are information determined by the University as necessary for the effectiveness of the quality management system. External issues. These are issues arising from legal, technological, competitive market, cultural, social and economic environments whether international, national, regional or local. External sources of knowledge. These include standards, academia, conferences; gathering knowledge from customers or external providers. Improvement. It can include correction, corrective action, continual improvement, breakthrough, change, innovation and re-organization. Infrastructure. These include buildings and associated facilities; equipment including hardware and software; transportation resources; and information and communication technologies. Internal issues. These are issues related to values, culture, knowledge and performance of the organization. Internal sources of knowledge. It includes intellectual property knowledge gained from experience; lessons learned from failures and successful projects; capturing and sharing undocumented knowledge and experience; the result of improvements in processes, products and services Issues. These include positive and negative factors or conditions for consideration. Monitoring customer’s perception. It includes customer surveys, customer feedback on delivered products and services, meetings with customers, market-share analysis, compliments, warranty claims and dealer reports. Opportunities. These may include adoption of new practices, launching new products, opening new curricular programs, addressing new customers, building partnerships, using new technology and other desirable and viable possibilities to address the organization’s or its customer’s needs. Options to address risks. It include avoiding risk, taking risk in order to pursue an opportunity, eliminating the risk source, changing the likelihood or consequences, sharing the risk or retaining risk by informed decisions. Organizational knowledge. It includes knowledge specific to the organization; it is generally gained by experience. It is information that is used and shared to achieve the organization’s objectives.



Plan-Do-Check-Act. The Plan: establish the objectives of the system and its processes, and the resources needed to deliver results in accordance with customer’s requirements and the organization’s policies and identify and address risks and opportunities. The Do: implement what was planned. The Check: monitor and (where applicable) measure processes and the resulting products and services against policies, objectives, requirements and planned activities, and report the results. The Act: take actions to improve performance, as necessary. Post-delivery activities. It include actions under warranty provisions, contractual obligations such as maintenance services, and supplementary services such as recycling or final disposal. Preservation. It includes identification, handling, contamination control, packaging, storage, transmission or transportation and protection. Quality. This refers to the degree to which a set of inherent characteristics of an object fulfills requirements. Quality Management System. A strategic decision for UEP to help improve its overall performance and provide a sound basis for sustainable development initiatives. Risk. Effects of uncertainty Risk-based thinking. Enables the University to determine the factors that could cause its processes and its quality management system to deviate from the planned results, to put in place preventive controls to minimize negative effects and to maximize use of opportunities as they arise.

2.2 Abbreviations

(Other than those mentioned under section 7.5.1) ISO - International Organization for Standardization PDCA - Plan, Do, Check and Act (pls see page ix of the ISO 9001:2015) QMS – Quality Management System CHED – Commission on Higher Education AACCUP – Accrediting Agency of Chartered Colleges and Universities in the Philippines CAFNR – College of Agriculture, Fisheries, and Natural Resources CAC – College of Arts and Communication CBA – College of Business Administration CoE – College of Engineering COED – College of Education CL – College of Law CNAHS – College of Nursing and Allied Health Sciences CS – College of Science

https://www.iso.org/home.html



CVM – College of Veterinary Medicine UEPLES – UEP Laboratory Elementary School UEPLHS – UEP Laboratory High School UEP LC – UEP Laoang Campus UEP PRMC – UEP Pedro Rebadulla Memorial Campus GS – Graduate Studies MIS – Management Information System UPMAO – University Publication Media Affairs Office SIT – Samar Institute of Technology HEIs – Higher Education Institutions IGPs – Income Generating Projects OP – Office of the President VP – Vice President BOM – Board of Management BOR – Board of Regents 3. OUR UNIVERSITY

Three and a half kilometers east of Catarman, the capital town of Northern Samar, the University of Eastern Philippines nestles on a reservation of 516 hectares of verdant plains, forested hills, and rice fields along shores awash by the Pacific. The first and oldest university in the Visayas, began as the Catarman Farm School (CFS) in September 1918. Its establishment was in line with the new American government’s educational policy to put up elementary schools in every municipality and an agricultural school in each province.

It is to the credit of Governor Clodualdo Lucero of the then still undivided Samar that Catarman was selected as the site of the farm school He, it was who proposed to and got the approval of the provincial board to open the CFS. Catarman was chosen because of its accessibility by land and water transportation, its central location and vast rice granaries in Catubig and Gandara, and land owners who were willing to donate to the school some portions of their lands. Most importantly, the municipality could put up the fifteen thousand pesos, (Php15, 000), a princely amount then, to start the school’s operation. Besides, Governor Lucero’s brother, Severino, was the municipal treasurer of Catarman so it would be easy for them to talk over the school’s financial matters.

Forty-two intermediate pupils transferred from the Catarman Elementary School comprised the first batch of pupils. They were given secondary-level training patterned after that of the Central Luzon Agricultural School, now the Central Luzon State University (CLSU), in Munoz, Nueva Ecija.

The pioneering principal was Washington A. Wiren, a B.A. graduate of Maine State College, USA. Though he had no formal training in agriculture, he was hardworking. Around 5’9 in height and 56, he was formal, dignified, and given to wearing a necktie at work. He and his wife enjoyed friendly visits to chat in Spanish with Flavia Simon of Cawayan with whom he executed on 10



July 1923, a written promise of the sale of some 16 hectares of land between the farm school and Cawayan in the amount of Php4, 000 or an annual payment in kind of 45 cavans of palay at the end of each harvest season until the land is fully paid.

As the school built or acquired the needed facilities, the initial fund put up was rapidly being depleted. It therefore became imperative for the national government to assist in its operation. In 1919, through the representation of the illustrious Assemblyman Pedro K. Mendiola of Catarman, the national government doubled the financial support of the provincial government. This change in funding changed the status of the school from municipal-provincial to insular-provincial. Consequently, the CFS became the Catarman Agricultural School (CAS) offering a two-year secondary curriculum in agriculture.

The inauguration of the CAS was documented by a traveler published in Eco de Samar y Leyte on 18 April 1923 as replete with resplendent activities.

The University’s forerunner changed names in accordance with its funding scheme. Thus:

1918 – CFS – Municipal - Provincial 1919 – 1925 CAS – Insular - Provincial 1925 - 1950 – CAHS – National - Provincial 1951 – 1956 – CNAHS – Completely National

When Wiren left Catarman in 1924 to open the Baybay Agricultural

School, now the Visayas State University (VSU), a succession of Filipino graduates from American agricultural schools followed.

The first Filipino principal was from Bicol, Dr. Felipe O. Cevallos, author of the first book on Horticulture for Philippine Schools. Dr. Cevallos was succeeded by Pedro Montellano as CAHS principal, then by Sabino Q. Ami, who opened the secondary Home Economics course in 1930. After Ami, came Agapito Buenaventura and later Eulogio Acuna who was the principal when World War II broke out in 1941. Acuna was executed by the enemy forces when he refused to turn over to them the school’s rice granary.

The CAHS became a military training ground for the guerilla forces and

was briefly, an encampment of the Japanese forces. As such, the school’s property were damaged beyond repair.

When the school reopened in 1945, some teachers of the Catarman Elementary School were borrowed while waiting for the Bureau of Education to send in teachers. The first postwar principal was Valentin Acebron of Laoang. Severino Santos followed him. Next came a series of officers-in-charge starting with Roque Pacariem. When he left on an American scholarship, officers-in-charge took over, among whom was Arcadio Sacaguing. The last known OIC was Nemesio Tejero Sr.



Greater plans were afoot for the school. In 1951, Representative Agripino Escareal of Bobon with Senate President Jose Avelino Sr. of Calbayog worked to complete the nationalization of the school, thus renaming it the Catarman National Agricultural High School (CNAHS).

Destiny was still at work in favor of the school. On 24 June 1956 barely five years after CNAHS, Congressman Eladio T. Balite of Bobon authored the bill that President Ramon Magsaysay signed into law – RA – 1434, converting the CNAHS into the Samar Institute of Technology (SIT) the first state college in the Visayas and the fourth technical state college established in the country.

It had often been said that the only redeeming feature of the slumbering giant that was the Samar Island then was the SIT. Its first and only President was Lt. Col. Emeterio Asinas of Catubig. A military man, disciplined, principled, quick to anger and just as quick to forgive. He was back as the executive of the school which he once served as a CAHS English Teacher right after he returned from studies in the U.S.A. What President Asinas was and SIT were discipline and industry.

Vistages of the Asinas era remain in the University chapel and the RAB (ROSALES, ASINAS, BALITE) Amphitheatre – UEP’s Centre for Culture and Pageantry, hewn from the mountain by every SITean, from the President to the faculty, employees, and students – monuments to his grit and pioneering spirit and the glory that was SIT.

Through a bill authored by Samar’s staunch advocate of progress, Congressman Eladio T. Balite, R.A. No. 4126 elevated SIT into a University. Prof. Toribio G. Sorio of Bobon became the OIC after Asinas’ retirement.

On 24 January 1966, Dr. Narciso N. Pepito of Lilo-an, Cebu assumed office as the first UEP President. Research-oriented, he encouraged the faculty to conduct research, go for advance degrees and brought in PhD’s. He revamped the organizational set-up by grouping the curricular programs under their appropriate college where before the overall supervision was vested in a Dean of Instruction. From a flat rate of P 10.00/semester tuition, he initiated charging by units – Php 3.00/unit.

He opened the high performing College Preparatory High School (CPHS) which produced topnotchers in the first and subsequent National College Entrance Examination (NCEE). Tuition was Php 60/year in contrast with that of the Secondary Agricultural High School which was Php 20/year.

Before Pres. Pepito’s successor was named, UEP’s Head Executive Assistant, Atty. Sergio Gelera of Catarman, become the OIC. He got the titles for the land grants of the provincial government and opened the Graduate School in the 1st semester of S.Y. 1976-77 with 43 pioneering Master’s students.



In 1978, 60 years after the farm school opened, a lady President was appointed. Dr. Aurora B. Merida of Bobon, UEP BOR secretary became, the 2nd University President. Her time was when the Northern Samar Integrated Rural Development Project (NSIRDP) took place and UEP allowed the use of two hectares of land for the Philippine-Australian Village housing the Australian technocrats and their families.

Linkages with outside agencies took the form of allowing hectares of land for these agencies’ use. A Housing Committee was designated to meet the rising problem of informal settlers. A highlight of her presidency was when she represented UEP in the International Association of University Presidents in Costa Rica. Between the end of Pres. Merida’s term and the appointment of the next president, the CBA Dean Gerardo Delorino became the OIC. Dr. Delorino made the College of Arts and Sciences a University College and effected the departmentalization of programs.

In 1985, Dr. Andres F. Celestino of Nueva Ecija who married a Samarena became the 3rd UEP President. His one consuming passion was real high quality education informed by research, effective teachers, and selective admission and retention.

Curricular offerings were revised to conform to the requirements of their appropriate technical panels. The faculty-student ratio then was 1:21. He put in place the Institute for Agricultural and Rural Development (IARD) and the NSIRDP-ADAB-funded NORSARC. In the early part of the Aquino administration, after the EDSA People Power Revolution in 1986, the UEP’s Practice House was chosen as the site of peace talks between the CPP-NPA-NDF and the government panel.

At the end of the project, the NSIRDP equipped the University’s Crop and Livestock Diagnostic Laboratory with sophisticated equipment which were added to the Php1.5 million worth of Biology laboratory and scientific equipment purchased by the University. It also turned over its duck dispersal program and the residences of the Australian nationals to the school.

Pres. Celestino’s term ended abruptly when he was gunned down by unidentified men while he was at his office table working on the afternoon of 5 April 1990.

Stunned by the President’s assassination in broad daylight, UEP was gently led out of the gloom by Dr. Leonor A. Ong Sotto, Vice President for Academic Affairs, who continued Pres. Celestino’s projects in her characteristic firm manner, then represented the UEP in its maiden appearance in the Japan Conference of the Association of Asian Agricultural Colleges and Universities (AAACU).

On 24 November 1990, an alumnus from Lavezares N. Samar who believes in win-win solutions to problems returned to become the University’s



4th president and the school’s, the 5th. President Pedro D. Destura’s battlecry was expanded educational opportunities in a comprehensive University and wider spheres of extension service. His brainchild- the award-winning Agricultural Productivity Enhancement Program for Samar Island (APEPSI) received initial funding from then Philippine President Fidel V. Ramos.

For technical and seedling assistance, Technology Dissemination Terminals (TDT) were strategically established in the province to help farmers improve their harvest. With Pres. Destura, the UEP hosted national events like the national conventions of the ACAP and SUCTEA, the 1998 National Rover Moot and the 1995 National Boy Scouts Executive Board Meeting. It also hosted the 1990 Visayas Regional Jamboree.

UEP was chosen as a Learning Center for Distance Education by the UP Open University (UPOU) and the DOST named the school as the Regional Science Teaching Center (RSTC) to train elementary and secondary level teachers in Science and Mathematics. Two CHED-supervised institutions, the Laoang National Trade School and the Pedro Rebadulla Memorial College were added to UEP to become its satellite campuses, now named UEP Laoang and UEP PRMC.

His term (Nov. 1990 – Feb. 2007) the longest for a UEP executive, is replete with infrastructure projects and buildings which changed the University’s skyline.

A lady OIC from Bicol took Pres. Destura’s place when he retired. Dr. Milagros S. Esparrago, 63, was CHED-sent to the University on 11 February 2007 on the basis of UEP BOR Resolution No. 2-a, S. 2007, to take charge of some services and issues affecting the University affairs pending appointment of a new president. On secondment from CHEDRO V where she was chief Education Program Specialist, she brought a wealth of experience to her functions as UEP officer-in-charge.

The 5th President of the University Atty. Mar P. De Asis of Catubig, the second alumnus to occupy the post, was passionate about making his Alma Mater count among the prestigious Philippine HEI’s known internationally for delivery of quality service.

With him at the helm, resource generation rose to fever pitch. The IGP’s, coupled with prudent spending enabled the school to expand its scholarship program and complete some infrastructure subjects. Research was reinvigorated and the results were presented and discussed in International forums, earning linkages with ASEAN HEI’s.

The first and so far the only international seminar held in UEP, “International Migration and Cultural Adaptation” was co-sponsored by the University and the Catholic University of Daegu, South Korea.



Extension services centered on literacy, nutrition, local governance and traffic safety education among others. Left on the wayside after Pres. Asinas’ term, Pres. De Asis rehabilitated the White Beach Resort to make it a flagship IGP. With a freshwater swimming pool and overnight stay facilities it is the biggest resort in the province in terms of area and guests.

When Pres. De Asis ended his second term in 30 June 2015, Dr. Baltazar G. Martires, Vice President for Administration and Finance became the OIC while the search for the next president was going on.

One month after, on August 6, 2015, Dr. Rolando A. Delorino, Vice President for Research, Extension and Training assumed office as the 6th UEP President. A native of Catarman, he is the third alumnus to be appointed to the position. His vision is for the University to be academically competitive, research and development focused, public-service-driven, and an economically sustainable state HEI.

A scholar, researcher, and author, he has been a recipient of not a few

international and national grants. In recognition of his achievements, he was awarded in 1992 as a UEP Distinguished Alumnus in Research, and in 2004 as a UPLB Distinguished Alumnus.

Early on his mettle as a leader was tested when two typhoons devastated the province. He rose to the challenge in no time and at present the campus is witnessing a rehabilitation and construction boom.

The past year saw a dramatic rise in the number of faculty actively involved in research owing to the University’s “One faculty-one research” policy implemented effective SY 2016-2017. Similarly, there has been an increase in the University’s intellectual property with the publication of research outputs in refereed journals.

In 2016, the University was awarded the Center of Development in Literature, and in Environmental Science. Recently, it was named one of the Top Performing State Universities and Colleges by the Accrediting Agency of Chartered Colleges and Universities in the Philippines (AACCUP) ranking eighth among the one hundred eleven state higher education institutions.

Within two years of his incumbency as president, the annual budget of the University from the national government ballooned by about Php300 million. From its forerunner’s initial operating budget of Php15,000.00 in 1918, the university, a hundred years after digs into a Php550 million budget providing the necessary resource requirement for the University’s key programs, projects, and activities.

These men and women who nurtured the growth and rise of UEP from a farm school to a comprehensive University did the best they could with what they had. Their toil had borne much fruit, the most tangible of which are UEP’s graduates now occupying positions of responsibility in the different parts of the



country and around the globe. While the perception is that UEP could have grown much faster than it had, there is no denying the fact that they planned and toiled far beyond what was expected of them despite the conspiracy of time, funds, and other intervening factors. Factors which could have easily weighted down leaders of lesser caliber. What the institution is now, after a hundred years, bears the stamp of their handiwork. Most recently, he presented a plan to the Board of Regents that the University should apply for ISO certification and the funds allocation thereto.

3.1 Mandate

The UEP is mandated, through Republic Act No. 4126, to "primarily give

technical and professional training, advanced instruction in literature, philosophy, the sciences and the arts, besides providing for the promotion of scientific and technological researches and democratic access to education to poor but deserving students, not only in Northern Samar, but also in other parts of the country."

3.2 Vision

Academically competitive, research and extension-focused, public

service-driven and economically sustainable state higher education institution. 3.3 Mission To offer academic programs and services that will effectively transform individuals into productive citizens of the country and accelerate the development of high-level professionals who will provide leadership in meeting the demands of sustainable development and challenges of a diverse and globalized society.



3.4 Core Values

R - Relevance. All our plans and actions must be relevant to UEP’s vision and mission

I - Integrity. Honest beyond reproach, respected, trustworthy, and admired. Public officers and employees must all times be accountable to the people, serve them with utmost responsibility, integrity, loyalty, and efficiency, act with patriotism and justice, and lead modest lives.

P – Productivity. Our output must always be equal to if not greater than the investment of the National Government.

E – Excellence. Our work must always yield beyond the average. It is the result of the mix of knowledge, skills, and attitude.

4. CONTEXT OF THE ORGANIZATION

4.1 Understanding the organization and its context The University of Eastern Philippines determines external and internal

issues that are relevant to its purpose and its strategic direction and that affect its ability to achieve the intended results of its quality management system.

We monitor and review the information about these external and internal issues. The process of identification, monitoring and reviewing internal and external issues shall be performed in accordance with the procedure of the Quality Management System. RELATED DOCUMENTED INFORMATION: - Internal External Issues Matrix 4.2 Understanding the needs and expectations of interested parties

Due to their influence or potential influence on the organization’s ability in quality management system, we identify:

a. Interested parties related to the QMS; b. Needs, expectations and requirements related to our QMS from these

interested parties c. Which of these needs, expectation and requirements become

compliance obligations.

RELEVANT INTERESTED PARTIES RELEVANT REQUIREMENTS

Students

Quality instruction Quality service Competent and committed faculty Free education

Parents Quality education Strict monitoring of performance



RELEVANT INTERESTED PARTIES RELEVANT REQUIREMENTS

Safety of students

Communities Relevant extension activities High-impact livelihood projects

Consumers Food safety Affordable and nutritious food Quality basic education

Commission on Higher Education 100% program compliance Timely submission of reports

Government Institutions/Authorities (Department of Budget and Management, CSC, DENR, BIR, COA, other government institutions

Reports Compliance documents Permits

BOR? Compliance documents

Teaching and Non-teaching Personnel Salary and benefits Staff development programs Good working environment

Suppliers Timely payment Clear specifications

Industry/Employers? Quality graduates Partnerships

We monitor and review the information about these interested parties

and their relevant needs, expectations and requirements. Identification of interested parties and process of identification, monitoring and reviewing their needs, expectations and requirements, including compliance obligation shall be in accordance with the QMS Quality Policy. RELATED DOCUMENTED INFORMATION: - Relevant Interested Parties and Risk Registry 4.3 Determining the scope of the quality management system

The UEP determines the boundaries and applicability of the QMS to establish its scope. The determination takes into account:

a. The external and internal issues; b. The compliance obligations; c. Organizational units, functions and physical boundaries; d. Our activities, processes and services; e. Our authorities and ability to exercise control and influence.

Activities, processes and services of all the University units in the main

and two external campuses located at Catarman, Catubig, and Laoang, Northern Samar, respectively are included in the QMS. Applicability of the QMS is within its scope: Provision of Instruction, Research, Extension and Production Services (See Figure 2).



In the provision of the production services, applicability of the QMS is limited to: Income-Generating Projects

Kapihan

Kiddie Learning Center

Cafeteria – UEP Laoang Campus

Cafeteria – UEP PRM Campus

There is no ISO 9001:2015 requirement that is not applicable in the UEP’s QMS.

4.4 Quality management system and its processes 4.4.1 The UEP establishes, implements, maintains and continually improves the QMS including the processes needed and their interactions in accordance with the requirements of this Standard. Likewise, UEP maintains and retains documented information. 4.4.1.1 UEP Process map and their interaction

FIGURE 1: UEP Process Map

The UEP QMS is defined in its high level process map (See Figure 1) divided into three groups of processes, namely:



• Management Processes – those that are needed for oversight and governance of UEP s quality management system.

• Core Processes – those that are needed to realize the planned activities in performing processes and allow UEP to deliver the intent of the output of the operations.

• Support Processes – those that are needed to manage the resources

necessary to ensure the satisfactory performance of the core processes.

Conceptually, these three groups of processes are working together to transform the clients’ requirements into client satisfaction. The Management Processes set directions, policies and plans for the operations to perform and deliver the desired outputs and organizational outcomes.

Appropriate controls of the inputs, processes and outputs are applied by the concerned units or offices to ensure the delivery of quality instruction, research, extension and production services.

The support processes provide the necessary administrative and logistical support to the operations. Both the core and support processes communicate feedback and reports to the management for proper monitoring and implementation of appropriate corrective action.

The clients together with the interested parties, even outside the organization, are crucial factors in the UEP’s QMS. Their requirements and issues are taken into consideration in the planning activities of the organization. Their feedback and satisfaction are also being monitored and measured as inputs to the management’s review of the UEP’s performance. These data are also used for continual improvement of the system, processes, and products and services.

Identification and management of the high level processes within the University reduce the potential occurrence of nonconforming products and services during or after the final delivery of the processes. Risk and opportunities are identified and actions are taken within each of the high level processes.

Each process may be supported by sub-processes, tasks, or activities. Monitoring and control of high level processes ensure effective implementation of all sub-processes, tasks, or activities.



4.4.1.2 Graphical representation of the UEP QMS Scope

FIGURE 2: UEP QMS Scope 5. LEADERSHIP

5.1 Leadership and commitment

5.1.1 General

Top management always demonstrates leadership and commitment with respect to the quality management system by:

a. Taking accountability of the effectiveness of the QMS; b. Ensuring that the policies and objectives of quality is established for the

QMS and are compatible with the strategic direction and the context of the organization;

c. Ensuring integration of the QMS requirements into the organization’s business processes;

d. Promoting awareness of the process approach and risk based thinking in quality management;

e. Ensuring that the resources needed for the QMS are available; f. Communicating the importance of effective quality management and of

conforming to the Standard requirements as well as statutory and regulatory requirements;

g. Ensuring that QMS and its processes achieve its intended results; h. Engaging, directing and supporting persons to contribute to the

effectiveness of the QMS; i. Promoting continual improvement; j. Supporting other relevant management roles to demonstrate their

leadership as it applies to their areas of responsibility

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5.1.2 Customer focus

Top management always demonstrates leadership and commitment with respect to customer focus by ensuring that:

a. Customer requirements and applicable statutory and regulatory requirements are determined and met;

b. The risks and opportunities that can affect conformity of services and the ability to enhance customer satisfaction are determined and addressed;

c. The focus on enhancing customer satisfaction is maintained.

RELATED DOCUMENTED INFORMATION: - Customer Feedback Form

5.2 Quality Policy

The Management established and issued a Quality Policy:

The University of Eastern Philippines (UEP) commits to be academically competitive, research and extension-focused, and economically-sustainable public higher education institution. Specifically, UEP shall: Uphold the values of Relevance, Integrity, Productivity and Excellence in service delivery; Endeavor to continually improve the quality management system; Provide quality services through participatory governance and compliance to legal and other prescribed requirements; “Molding Character, Producing Life Winners” The above Quality Policy shall be:

a. Communicated to all persons working for or on behalf of the University including non-organic/regular employees, visitors so that they are aware of their duties on quality.

b. Reported by the QMS Core Team to Top Management on the needs of distribution within the organization and relevant interested parties.

c. Periodically reviewed through management review; or changes of institutional scope, services, technology to ensure that the policy is always appropriate to the current situation of the University.

5.3 Organizational Roles, Responsibilities and Authorities

The top management of the University ensures that responsibilities for relevant roles are assigned, communicated and understood within the organization. Individual position description form/Form 201 is kept by the Records Office.



Likewise, the top management has assigned QMS Core Team the responsibility and authority to do the following:

ensure that a QMS is established, implemented and maintained in accordance with the requirements of ISO 9001 standards;

ensure that the processes are delivered with their intended outputs;

reporting on the performance of QMS to the top management for review, including recommendations for improvement of the system;

ensure the promotion of customer focus throughout the organization; and,

ensure that the integrity of the QMS is maintained when changes to the QMS are planned and implemented;

FIGURE 3: UEP QMS Core Team structure

TOP MANAGEMENT

a) Lead the establishment, implementation, monitoring and maintenance of the QMS

b) Ensure effectiveness of the QMS through risk-based thinking c) Establish and communicate quality policy d) Ensure that quality objectives are set at relevant functions and has

consistency with the Quality Policy e) Communicate the importance of meeting customer requirement f) Determine and provide necessary resources and ensure that these are

adequately available g) Conduct management review meetings

Composed of the President, Vice Presidents, Executive Directors of external campuses, Deans, Directors and Heads of Units; Interchangeably it is called the Administrative Council (AdCo)



QMS CHAIRPERSON a) Oversees the establishment, documentation, and effective

implementation of the QMS b) Promotes risk-based thinking in overseeing the effectiveness of the

QMS. c) Acts as liaison with external parties on matters relating to the

organization’s QMS d) Ensures that procedures for Internal Quality Audit, Managing

nonconformities and corrective actions are established and implemented e) Report QMS performance to Top Management for review and continual

improvement DEPUTY QMS CHAIR

a) Assists the QMS Chairperson in performing duties and responsibilities b) Assumes responsibility in the absence of the QMS Chairperson

CO-DEPUTY QMS CHAIR

a) Assists the Deputy QMS Chair b) Assumes duties and responsibilities in the absence of the Deputy QMS

Chair QMS SECRETARIAT

a) Assist in the delivery of administrative requirements b) Coordinate logistical requirements needed for the QMS implementation

RISK MANAGEMENT TEAM

a) Perform oversight function in ensuring that the established risk controls and related activities are consistently implemented;

b) Plan and coordinate effective and efficient use of risk control tools; and, c) Ensure that risk-related information are maintained and retained.

DOCUMENTED INFORMATION TEAM

a) Consolidate all the documented information requirements for the Quality Manual, Operations Manual and related quality system documents

b) Issue and control distribution of quality system documents. Maintain master copies and master list of the said documents.

c) Coordinate the development of records management aligned and integrated with ISO 9001:2015

d) Closely coordinate with unit heads on all matters concerning records management, especially on records generated from the process within the scope of QMS

e) Ensures that the requirements for maintaining and retaining documented information are established and implemented.



INTERNAL QUALITY AUDIT TEAM a) Coordinate, facilitate establishment and monitor the implementation of

the audit program b) Identify the necessary resources for managing the audit program c) Provide criteria for the selection of the QMS Internal Auditors d) Coordinate and provide inputs to the selection and training of QMS

Internal Auditors e) Provide inputs to management review regarding results of audits f) Keep track of the implementation of the corrective actions

TRAINING AND ADVOCACY TEAM

a) Plan and coordinate echo sessions on the concepts of ISO and other relevant approaches in order to promote understanding, active participation, commitment and cooperation towards the establishment and sustenance of QMS.

QUALITY WORKPLACE TEAM a) Ensures that the environment for the operation of processes needed to

achieve conformity to service requirements are managed; b) Monitors and assesses workplace cleanliness, orderliness, and safety c) Ensure consistent implementation of 5S programs, as applicable d) Develop, monitor and maintain quality workplace standards

DEPARTMENT/UNIT REPRESENTATIVES

a) Provide necessary information, insight, responsible for the ongoing development, implementation and maintenance of the quality management system within their departments or units. As part of top management, they ensure that the quality processes in place are appropriate in meeting both their business and quality objectives

b) Departments/units are considered process owners. TEACHING and NON-TEACHING PERSONNEL

a) Active involvement and participation in all ISO QMS-related activities.

b) Demonstrate sincere commitment in working together with the QMS

Core Team towards continual improvement of the management system

RELATED DOCUMENTED INFORMATION: - Special Order designating the QMS Core Team - Process Matrix

6. PLANNING

6.1 Actions to address risks and opportunities The UEP considers the scope of the QMS when planning the QMS and

determines the risks and opportunities that need to be addressed to: a. give assurance that the QMS can achieve its intended result b. enhance desirable effects



c. prevent, or reduce, undesired effects d. achieve continual improvement by integrating and implementing actions

into its QMS aside from evaluating the effectiveness of actions taken. RELATED DOCUMENTED INFORMATION: - Relevant Interested Parties and Risk Matrix 6.2 Quality objectives and planning to achieve them

The UEP ensures that quality objectives are established annually at

relevant levels, functions and processes. The objective establishment process takes into account conformance to services and customer satisfaction, relevant compliance obligations and considering our risks and opportunities. We ensure that quality objectives are:

a. consistent with the quality policy b. measurable and achievable; c. monitored; d. communicated; e. updated as appropriate f. documented and maintained

RELATED DOCUMENTED INFORMATION:

- Unit/Individual Performance Commitment Review (U/IPCR) Form

6.3 Planning of changes

The changes to the QMS shall be carried out in a planned manner, as needed by considering:

a. the purpose of the changes and their potential consequences; b. the integrity of the QMS; c. the availability of resources; d. the allocation or reallocation of responsibilities and authorities.

RELATED DOCUMENTED INFORMATION: - Change Management Procedure 7. SUPPORT

7.1. Resources The UEP determines and provides the resources needed for the

establishment, implementation, maintenance and continual improvement of the QMS.

a. The capabilities of, and constraints on, existing internal resources; b. What needs to be obtained from external providers.



7.1.2 Human resources

The UEP commits to providing people necessary for the effective operation of the QMS, effective implementation and control of processes. RELATED DOCUMENTED INFORMATION: - UEP Organizational Structure - Organizational Chart 7.1.3 Infrastructure

The UEP determines, provides and maintains the infrastructure for the

operation of its processes to achieve conformity of services. 7.1.4 Environment for the operation of processes

The UEP determines, provides and maintains the environment for the operation of its processes to achieve conformity of services. A suitable environment can be a combination of human and physical factors such as social, psychological and physical. RELATED DOCUMENTED INFORMATION: - Quality Workplace Standards 7.1.5 Monitoring and measuring resources

The UEP determines and provides the resources needed to ensure valid and reliable results when monitoring or measuring is used to verify the conformity of products and services to requirements, monitoring and measurement of quality performance. We ensure that the resources provided:

a. Are suitable for the specific type of monitoring and measurement activities being undertaken;

b. Are maintained to ensure their continued fitness for their purpose

The University retains appropriate documented information as evidence of fitness for purpose of monitoring and measurement resources.

7.1.5.1 Measurement traceability

Where measurement traceability is a requirement, or considered by the UEP to be an essential part of providing confidence in the validity of measurement results, measuring equipment shall be:

a. Calibrated or verified, or both, at specific intervals, or prior to use, against measurement standards traceable to international or national measurement standards; when no such standard exist, the basic used for calibration shall be retained as documented information.

b. Identified in order to determine their status;



c. Safeguarded from adjustment, damage or deterioration that would invalidate the calibration status and subsequent measurement results.

Concerned College laboratories shall determine if the validity of previous

measurement results has been adversely affected when measuring equipment is found to be unfit for its intended purpose and shall take appropriate action as necessary. These laboratories may include the College of Science, Engineering, Nursing and Allied Health Sciences, Veterinary Medicine, and Agriculture and the Department of Criminology. RELATED DOCUMENTED INFORMATION: - Calibration/Verification Report 7.1.6 Organizational knowledge

The UEP determines the knowledge necessary for the operation of its processes and to achieve conformity of services.

This knowledge shall be maintained, and made available to the extent necessary.

When addressing changing needs and trends. The organization considers its current knowledge and determines how to acquire or access the necessary additional knowledge. RELATED DOCUMENTED INFORMATION: - List of Organizational Knowledge

7.2 Competence

The UEP, a. determines the necessary competence of person doing work under its

control that affects the quality performance, and effectiveness of the QMS;

b. ensures that these persons are competent on the basis of appropriate education, training or experience;

c. take actions to acquire the necessary competence, and evaluate the effectiveness of the actions taken;

d. retains appropriate documented information as evidence of competence.

RELATED DOCUMENTED INFORMATION: - Individual Development Plan - Position Description Form - IPCR - Job Description (Job Order) - Functions and Responsibilities (Special Order)



7.3 Awareness

The UEP ensures that persons doing work under our control are aware of: a. Quality policy

b. related Quality objectives

c. their contribution to the effectiveness of QMS including the significant

aspects and related actual or potential environmental impacts

associated with their work

d. the implications of not conforming to the QMS requirements.

7.4 Communication

The UEP identifies the need for internal and external communications relevant to the QMS. Various communicated channels are utilized such as memoranda, internal publication, social media, email, website, portal, bulletin boards, telephone and video conferencing systems. Matrix as below:

Type Means of

Dissemination Initiator

Reviewer/ Approver Recipient

Special Orders Paper-based President BOR/ President Concerned Personnel

Memoranda Paper-based Top Management

Top Management

Concerned personnel

Resolutions Paper-based BOR University Councils (AdCo: HR ACAD: Registrar RDEC: Directors for Research/Extension FSB: HRMPSB Chair BOM: Chair BAC: Chair)

BOR/President

All Committees

Office Orders Paper-based Top Management

Top Management

Concerned Personnel Student

Routing Slips Paper-based All Heads Deans Committee Chairpersons

All heads Deans Committee Chairpersons

Concerned Personnel Student



Type Means of



Circulars Paper-based Website Email/Intranet

External - Top Management

Admin Orders Paper-based External HRMO/President

President

Concerned personnel

Endorsements / Recommendations

Paper-based Top Management

Top Management

Concerned personnel

Referrals Paper-based SMS Email

Top Management External Guidance Office University Health Services

Top Management

Concerned personnel

Certifications *Certificate of Appearance

Paper-based Colleges HRMO* OSA Registrar Records University Health Services

Deans All Heads OSA Dean Registrar Records Officer University Physician

Concerned student/ personnel

Referendum Paper-based BOR University Councils

President/BOR Concerned student/ Personnel

Notices Paper-based SMS Website Email Intranet

All Heads of Units Deans Department Chairs Committee Chairs Faculty Union NTSA

All Heads of Units Deans Department Chairs Committee Chairs FU President NTSA President

Concerned student leaders/ Personnel

Customer Feedback Form

Paper-based QAU QMS Chairperson/ President

All employees Students

Website publication

E-copy Editorial board

Editor-in-Chief President

Records



Type Means of



MIS Records

General public

Quality Manual (QMS)

Paper-based Website (e-copy)

Any concerned office/ Personnel

QMS Chairperson/ President

All employees

University Newsletter

Paper-based E-Copy

UPMAO Editor-in-Chief Head of UPMAO

General Public

IEC Materials (e.g research journals, brochure, flyers)

Paper-based E-copy

Colleges All units

Deans Heads President

General Public

For plantilla position: Position Description Form (PDF) For designations: Statement of Functions and Responsibilities For job orders: Job description

Paper-based HRMO Executive Assistant

President Concerned personnel

Operations Manual

Paper-based E-copy

All units University Councils President BOR

Unit Concerned

The release frequency of the communication type shall be prescribed by

the initiator. 7.5 Documented information

The QMS includes documented information on: a. External and internal issues (monitoring and review) b. Criteria and methods (including monitoring, measurements and related

performance indicators) needed to ensure effective operation and

control of processes;

c. Quality objectives (monitoring)

d. External providers (selection, monitoring of performance, evaluation, and re-evaluation based on their ability to provide services in accordance with their requirements and communication regarding their performance)

e. Service provision (monitoring and measurement activities) f. Customer feedback (obtaining, monitoring and reviewing)



Documentation structure in the UEP is:

Level 1: Quality Manual – The highest level of Quality System documentation. It contains the quality policy, organizational structure, resource management, and specific policies for academic and administrative processes and quality control and improvement. Level 2: Operations Manual – Operational guide on what the company does and how it achieves stated policies. It also provides guidance on how to communicate and perform various activities. It includes operational instructions that describe the detailed series of steps in performing routine activities. Level 3: Quality Records – These include records providing evidence of conformity to the established procedures and operational instructions, as well as the effectiveness of the QMS. This could be in the form of checklists, forms, templates and other support documentation.

FIGURE 4: UEP QMS Documentation Structure

7.5.1 Creating, updating and controlling documented information

When creating and updating documented information, we ensure appropriate: a. identification (there shall be document code, title, effectivity date,

version) to wit: UEP-M-22QAU-###

etc.

If a certain document is a specific tool in the implementation of all or

any of the four core processes of the University, the code shall appear

like this:

UEP-M-25ASBA-P-001 (Income Generating Projects (IGP) Manual)

In application,

Quality

Manual

Operations Manual

Quality Records



CODE REPRESENTS

I Instruction

R Research

E Extension

P Production

UEP - M Manual

UEP – PC Procedure

UEP - T Template/Forms/Lists/Matrix

UEP-PL Plans

“CODE” See Table 1

### Documented information number

DD Day

MM Month

YY Year

v Version of the documented information

NUMBER OFFICE CODE

01 OP 01OP

Board Sec 01BSEC

02 Laoang Campus 02LC

03 PRM Campus 03PRMC

04 OVPAA 04VPAA

ODFI 04ODFI

05 CAFNR 05CAFNR

06 CAC 06CAC

07 CBA 07CBA

08 CNAHS 08CN

09 CS 09CS

10 CEng 10COE

11 CL 11CL

12 CVM 12CVM

13 CoED 13COED

UEPLHS 13LHS

UEPLES 13LES

14 GS 14GS

15 Registrar 15REG

16 OVPAF 16VPAF

17 OVPEA 17VPEA

18 PPU 18PPU

PPDO 18INFRA

19 CCS/MIS 19MIS

20 ASBA 20ASBA

Kapihan 20KAP

KLC 20KLC

Medical and Dental

20MDH



NUMBER OFFICE CODE

21 OVPRDE 21VPRDE

URDS 21URDS

UES 21UES

IPU 21IPU

22 QAU 22QAU

23 OSA 23OSA

Testing Center 23TEST

Guidance Office 23GUIDE

Sports 23SPO

Scholarship 23SCHO

Cultural 23CUL

24 UPMAO 24UPMAO

CSS 24CSS

GAD 24GAD

25 Library 25LIB

26 CESA 26CESA

27 Internal Auditor 27IA

28 ETEEAP 28ETEEAP

NSTP 28NSTP

29 CAO 29CAO

HRMO 29HR

Machinery 29MACH

Security 29SEC

30 Records Office 30REC

31 Supply 31SUP

Property 31PROP

32 GSU 32GSU

Electrical 32ELEC

33 FMO 33FMO

Budget 33BUD

Accounting 33ACTNG

Cashier 33CASH

TABLE 1: UEP CODING PER OFFICE

b. Format (language shall be in English, in Arial font, A4 size paper and generally 12 text). All templates shall have appropriate footnote based on the agreed templates and or format. There shall be a prescribed logo (UEP registered), internal and external look and feel of templates for compliance at all times. The format is also observed when recording the document version. The electronic copy final version of the document should have the version number after the filename. To illustrate: UEP Quality Manual v1 instead UEP-M-OP Quality Manual

c. Review and approval for suitability and adequacy of the (this shall be based on communication matrix 7.4)



d. For documents needing updates or revision, a version is created using the Change in Documented Information Request Form. For computer records, the latest text shall be colored black, as necessary.

e. All QMS documented information are printed or stored in a clean sheet/system platform. Therefore, no scrap paper with confidential business information shall be used. The printed data with errors shall be shredded and not to be used as scratch paper following applicable legal requirements.

RELATED DOCUMENTED INFORMATION: - Control of Documented Information Procedure

8. OPERATION

8.1 Operational planning and control

The UEP plans, implements and controls the processes needed to meet requirements for the provision of our services and to implement the actions determined in planning , as described in section 6 of this Quality Manual, by: a) determining requirements for the services; b) establishing criteria for:

1) the processes; 2) the acceptance of our services;

c) determining the resources needed to achieve conformity to our service requirements, d) implementing control of the processes in accordance with the criteria; e) determining, maintaining and retaining documented information to the extent necessary:

1) to have confidence that the processes have been carried out as planned;

2) to demonstrate the conformity of services to their requirements;

Quality planning shall be suitable for the UEP’s operations. It includes the determination of objectives, targets and the requirements of relevant interested parties.

a. Provision of Instruction Services

Preparation of OBE-dized (Outcome-based Education) Syllabus

Preparation of faculty profile, room utilization schedule and list of enrollees

Distribution of teaching load to faculty members

Development and evaluation of instructional materials

Enhancement of faculty capabilities through In-service training, attendance in fora, conferences, etc.



b. Provision of Research Services

Dissemination of the University research agenda

Preparation and submission of research proposals

Evaluation of research proposals through in-house review

Finalization of research proposals

Issuance of Special Orders and approval of budget

c. Provision of Extension Services

Conduct of Situational Analysis/Training Needs Assessment

Preparation and submission of extension proposals and activities

Evaluation of extension proposals through in-house review

Finalization of extension proposals

Issuance of Special Orders and approval of budget

d. Provision of Production Services

Preparation and submission of Project Plans and Operating Budget

Preparation of feasibility studies

Evaluation and recommendation for approval of the proposed projects by the Board of Management (BOM)

RELATED DOCUMENTED INFORMATION: - Faculty Manual - Actual Teaching Load - Syllabus - Faculty Workload Computation - Research Manual - Extension Manual - Implementing Guidelines Governing the Operations of the UEP Income Generating Projects

8.2 Requirements for services

The UEP identifies, determines and implements arrangements for

communication with its customer relating to general information, inquiry and customer feedback about the University services through:

a. Customer satisfaction survey b. Public Assistance and Complaints Desk c. Consultation meetings with prospect and existing customers, partners

and other interested parties (e.g. students, teaching and non-teaching personnel, parents, CHED, Government agencies and non-government agencies. )

d. Multimedia for information/advocacy campaign on various socio-civic programs and accomplishments in liaison with the MIS and UPMAO

e. Bulletin of Information (for Colleges) f. Signages g. Citizen’s Charter h. Radio broadcast thru DYNS Huni



The UEP ensures that the requirements for the provision of instruction,

research, extension and production services are defined including any applicable statutory and regulatory requirements and those considered necessary by the University.

The determination mechanisms used include but are not limited to the following:

a. Determination of customer requirements in Instruction

Application for Admission

Plotting Form

Determination and approval of subjects

b. Determination of customer requirements in Research

Call for proposals from internal and external funding agencies

Project Proposal c. Determination of customer requirements in Extension

Request Letter

Training Needs Assessment/Situational Analysis result

Extension proposal d. Determination of customer requirements in Production

Kapihan and Cafeteria

Order slip

Request for Catering Services KLC

Enrolment Form

The UEP reviews its core services to ensure that they meet all requirements which may include the following:

Those required by prospective employers;

Those required by the community;

Those beyond the expectations of the client;

Applicable statutory and regulatory requirements;

Those specified by the University; and,

Requirements differing from those previously expressed.

When any of these requirements are changed, the University ensures that relevant documents are amended and relevant personnel are made aware of the changes. 8.3 Design and development of services

Conceptual design and development on technical specifications are in discussion with customers and relevant interested parties from planning, inputs, control, outputs and changes as applicable.



8.4 Control of externally provided processes and services

The UEP currently outsources some of its processes especially if personnel are not presently included in the approved Organizational Structure. Some of the externally provided services include: instruction (Special Lecturers), and research (Research Assistants).

Following RA 9184, these outsourced parties shall undergo public bidding (default mode of procurement). Therefore, the process includes evaluation for eligibility (pre-qualification), selection (post-qualification), monitoring of performance, and re-evaluation. Re-evaluation is based on the Terms of Reference (TOR), progress evaluation for certain projects, statement of work accomplished (SWA) as basis for progress billing. A certificate of acceptance and completion is issued after full services as per TOR have been rendered. RELATED DOCUMENTED INFORMATION: - RA 9184 and it revised Implementing Rules and Regulation

8.5 Service provision

The UEP currently controls the services specific to controlled conditions by:

1) Having documented information 2) Ensuring that suitable monitoring and measuring resources are

determined and maintained 3) Ensuring suitable infrastructure and environment 4) Appointing competent personnel prior to deployment to a specific

project 5) Implementing actions to prevent human error 6) Utilizing suitable identification and traceability mechanisms of the

following outputs:

Students - unique student ID numbering system

Research Projects – project title, researchers, implementing unit, duration

Extension Projects – project title, proponents, implementing unit, duration

7) Managing any changes following the product and service provision 8) Exercising care with property belonging to customers or external

providers such as client information 9) Applying various means to preserve the outputs during service

provision to the extent necessary 10) Release, delivery and post-delivery of services are controlled following

the implementation of monitoring and measurement activities at appropriate stages

RELATED DOCUMENTED INFORMATION: - Faculty Manual - Research Manual



- Extension Manual - Implementing Guidelines Governing the Operations of the UEP Income Generating Project

8.6 Control of nonconforming outputs

The UEP currently ensures that outputs that do not conform to the

requirements are identified and controlled to prevent unintended use or delivery. RELATED DOCUMENTED INFORMATION:

- Control of Nonconforming Outputs Procedure

9. PERFORMANCE EVALUATION

9.1 Monitoring, measurement, analysis and evaluation

9.1.1 General

The UEP determines: a. what needs to be monitored and measured b. the methods for monitoring, measurement and analysis and evaluation

needed to ensure valid results c. when the monitoring and measuring shall be performed d. when the results from the monitoring and measurement shall be

analyzed and evaluated

RELATED DOCUMENTED INFORMATION: - Unit Performance Commitment Review Form 9.1.2 Customer satisfaction

The UEP monitors information on customer perception in order to gauge if the organization is meeting if not, surpassing customer requirements. The methods for obtaining and using this information are defined under customer’s surveys and customer’s feedback on delivered products and services. RELATED DOCUMENTED INFORMATION: - Guidelines on Measuring Customer Satisfaction

9.2 Internal Audit

The UEP ensures Internal Quality Audit procedure is established and activity is conducted at least once a year according to planned arrangements, hence need to be effectively implemented and maintained. RELATED DOCUMENTED INFORMATION: - Internal Quality Audit Confidentiality Agreement - Internal Quality Audit Program



- Internal Quality Audit Worksheet - Internal Quality Audit Checklist - Internal Quality Audit Schedule and Assignment - S.O. re designation of QMS Internal Quality Audit Team and Auditors - Internal Quality Audit Plan - Internal Quality Audit Report - Request for Action - Corrective Action Status Report

9.3 Management review

The UEP Top Management reviews the organization’s QMS every last quarter of each year to ensure its continuing suitability, adequacy, effectiveness and alignment with the strategic direction of the organization taking into considerations:

a. Status of actions from previous management reviews b. Changes in the external and internal issues that are relevant to the QMS c. Information on the performance and effectiveness of the QMS including:

c.1 customer satisfaction and feedback from relevant interested parties

c.2 extent to which Quality objectives have been met

c.3 process performance and conformity to products and services c.4 nonconformities and corrective actions

c.5 monitoring and measurement results c.6 audit results c.7 performance of external providers

d. adequacy of resources e. the effectiveness of actions taken to address risks and opportunities f. opportunities for improvement

RELATED DOCUMENTED INFORMATION:

- Notice of Meeting - Minutes of the Management Review Meeting

10. IMPROVEMENT

The UEP continually improves the suitability, adequacy and effectiveness of the QMS through the use of the analysis and evaluation, outputs from management review, correction and corrective action reports, breakthrough change, innovation and re-organization.



11. REFERENCES

Actual Teaching Load Calibration/Verification Report Change Management Procedure Control of Documented Information Procedure Control of Nonconforming Outputs Procedure Corrective Action Status Report Customer Feedback Form Extension Manual Faculty Manual Faculty Workload Computation Functions and Responsibilities (Special Order) Guidelines on Measuring Customer Satisfaction Implementing Guidelines Governing the Operations of the UEP Income Generating Individual Development Plan Internal External Issues Matrix Internal Quality Audit Checklist Internal Quality Audit Confidentiality Agreement Internal Quality Audit Plan Internal Quality Audit Program Internal Quality Audit Report Internal Quality Audit Schedule and Assignment Internal Quality Audit Worksheet IPCR Job Description (Job Order) List of Organizational Knowledge Minutes of the Management Review Meeting Notice of Meeting Organizational Chart Position Description Form Process Matrix Projects Project Quality Workplace Standards RA 9184 and it revised Implementing Rules and Regulation Relevant Interested Parties and Risk Registry Relevant Interested Parties and Risk Matrix Request for Action Research Manual Risk Registry S.O. re designation of QMS Internal Quality Audit Team and Auditors Special Order designating the QMS Core Team Syllabus Unit/Individual Performance Commitment Review (U/IPCR) Form Unit Performance Commitment Review Form UEP Organizational Structure

QUALITY MANUAL - University of Eastern Philippines

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