National Quality Management System

Bureau of Human Resource and Organizational Development

Organization Effectiveness Division

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 OUTLINE

I. QMS Documentary Requirements

a. QMS Manual
b. PAWIM
c. Planning Documents
d. Integrated Operations Manual
II. Templates

NQMS Reference Materials: bit.ly/DepEdNQMS

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 QMS DOCUMENTARY REQUIREMENTS
DepEd QMS Manual

Procedures and Work Instructions

Manual (PAWIM)

Bureaus/ Services Operations Manual

Planning Documents

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 Docs per Office - ONGOING DepEd-wide Docs
Planning Documents QMS Manual Procedures and Work Instructions
DepEd Strategic Plan c/o Planning A. Introduction Manual
Service A. Management Review
B. Agency Profile
A. Quality Objectives (OPCRF)
C. Organizational Structure B. Internal Quality Audit
B. SWOT Analysis Results
D. Scope and Coverage C. Corrective Action
C. Opportunity Registry
E. DepEd Quality Policy D. Risk Management
D. Risk Registry
F. Management Process E. Documented Information Management
E. List of Relevant Interested Parties
G. Core Process
Operations Manual H. Support Process F. Citizen/Client Satisfaction Feedback
A. Introduction Management
I. List of Relevant Interested Parties:
B. Office Structure and Functions Needs and Expectations G. Training and Advocacy
C. Legal Bases and References J. Control of External Providers H. Knowledge Management
D. Definition of Terms and
Acronyms
E. Forms and Templates bit.ly/DepEdNQMS
F. Quality Control Plans (SIPOC) DEPED QMS DOCUMENTATION
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 DEPED QMS PROCESS MAP

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 Sections:
1. Introduction
DepEd 2. Agency Profile
3. Organizational Structure
QMS 4. Scope and Coverage

Manual 5. DepEd Quality Policy

6. Management Process
Serves as the main
7. Core Process
reference of the whole
agency for its QMS 8. Support Process
implementation 9. List of Interested Parties: Needs & Expectations
10. Control of External Providers
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 MANAGEMENT PROCESS
The following are the declared
management processes:
1. Plan Formulation
2. Policy Development
3. Performance Monitoring
and Evaluation

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 MANAGEMENT PROCESS
MANAGEMENT PROCESS
The following are the declared
management processes:
1. Plan Formulation
2. Policy Development
3. Performance Monitoring
and Evaluation

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 MANAGEMENT PROCESS
MANAGEMENT PROCESS
The following are the declared
management processes:
1. Plan Formulation
2. Policy Formulation
3. Performance Monitoring
and Evaluation

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 The following are the declared
core processes:

1. Curriculum Management and Standard Development

Core 2.
3.
Learning Delivery Management and Development
Learning Resource Management and Development

Process 4.
5.
Education Assessment and Research
Learning and Professional Development
Management for Teachers and School Leaders

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 The following are the declared support processes:
1. Asset Management
2. Data Information Management
3. Disaster Risk Reduction and Management

Support
4. External Partnership Management
5. Financial Management
6. General Services Management

Process
7. Human Resource Management and Development
8. Information Technology and Communication Management
9. Infrastructure Management
10. Learner Support Management
11. Legal Management
12. Organizational Development
13. Private Education Regulations and Development
14. Procurement Management
15. Project Management
16. Public Affairs Management
17. Records Management
18. Research Management

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 Sections:
DepEd Procedures
and Work 1. Management Review
2. Internal Quality Audit
Instructions Manual
3. Corrective Action
(PAWIM) 4. Risk Management
5. Documented Information Management
6. Citizen/Client Satisfaction Feedback
Management
Serves as the main 7. Training and Advocacy
reference for procedures on 8. Knowledge Management
the agency's QMS
implementation

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 PLANNING DOCUMENTS

Opportunity List of Relevant

OPCRF SWOT Analysis Risk Registry
Registry Interested Parties
• Setting of • Identifying of • Mitigating • Enhancing • Determining
Quality internal and weaknesses and strengths and internal and
Objectives and external issues threats identified opportunities external clients
targets determined and their needs
and expectations

✓ Must be updated annually

✓ Required for each functional division

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 Office Performance
CORE TEAM Review and Commitment
FUNCTIONS
Form (OPCRF)
PERFORMANCE MEASURES:

• Effectiveness/ Quality – the extent to

which actual performance compares
with targeted performance.
• Efficiency – the extent to which
amount time and resources is used for
the intended task or purpose.
• Timeliness – measures whether the
deliverable was done on time based on
the requirements of the rules and
regulations and/or clients/
stakeholders.

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 SWOT ANALYSIS
- Gives you the context of the organization

Internal Environment
Involves anything within the RO/SDO.
• values, culture, knowledge, and performance
of the organization

External Environment
Involves anything outside the RO/SDO.
• legal, technological, competitive market,
cultural, social and economic,
environment, international, national,
regional, or local

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DepEd National Quality Management System (NQMS)
 Sample: SWOT Analysis
STRENGTHS WEAKNESSES
• Diverse background and skillset of staff • No standard policy and process on the creation of items
• Personnel are knowledgeable on the office mandate • Lacks training/capability to develop tools/mechanisms to
and job functions measure organizational health and effectiveness
• Personnel have been trained on Foundations of • No system for M&E
INTERNAL

Organizational Development • Staff needs coaching and mentoring on policies related to

• Strong professional relationships with CO bureaus and organizational design processes (knowledge transfer)
services
• Developed baseline data for OD Interventions:
o Classification of Schools Division Offices
o Rationalization Plan documents
o Office functions & Job Descriptions

OPPORTUNITIES THREATS
• Technical assistance provided by other • Political interference
agencies/organizations (e.g. DAP, Ateneo CORD, etc) • Change in Administration that might lead to change in
EXTERNAL

• Access to L&D and other trainings for professional office direction

• Inability to keep up or adapt with global trends in
development
organizational development (Globalization)
• Establish network with other government agencies (e.g.
DBM, DAP, NCPAG, etc)

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 CORE RISK
TEAM FUNCTIONS
REGISTRY
➢ Preparation of action plan
to mitigate the weaknesses
and threats identified in
the SWOT analysis

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 Risk Management: Risk Assessment
1. Rate the Consequence following the matrix below:
Rate Risk (Negative consequence) Opportunity
Insignificant 1 No impact on the organization/process or No Customer No perceived value for improvement
Complaint and sustainability
Minor 2 Minor impact in the organization/process or with minor Pursuing the opportunity will slightly
Significant customer complaint improve QMS and its sustainability
Significant 3 Moderate impact in the organization/process or with Pursuing the opportunity will
customer complaints resulting in claims considerably improve QMS and its
sustainability
Major 4 Major impact in the organization/process or with customer Pursuing the opportunity will highly
Significant complaints resulting in claims with costly compensation but improve QMS and its sustainability
with alternatives available
Highly 5 Major impact in the organization/process or with customer Pursuing the opportunity will greatly
Significant complaints resulting in claims with costly compensation improve QMS and its sustainability
involving noncompliance with government regulation and
legal action but with no alternatives available
 Risk Management: Risk Assessment
2. Rate the Likelihood following the matrix below:

Rate Likelihood – Risk Likelihood - Opportunity

Unlikely 1 Not known to happen or occurrence of No chance of success within the year
once a year

Low 2 Low occurrence of 2-3x a year Low chance of success within the year
Moderate 3 Known to happen, the occurrence of 4- Medium chance of success within the
5x a year year

High 4 Very likely to happen, the occurrence of High chance of success within the year
6-7x a year

Expected 5 Highly likely to happen, the occurrence Very High chances success within the
of 7x or more a year. year
Risk Management: Risk Evaluation
1. Compute the Risk Rating (Consequence x Likelihood) and determine if
risk/opportunities are acceptable following the matrix below:

HIGH PRIRORITY MEDIUM PRIORITY LOW PRIORITY

 Risk Management: Risk Evaluation
1. Prioritize risks and opportunities and act on them based on the
Management Decision reflected in the matrix below:

MANAGEMENT DECISION
Risk / Opportunity
PRIORITY
Rating
RISK OPPORTUNITY

10-25 HIGH Take immediate appropriate action to Pursue the opportunity

eliminate the risk

5-9 MEDIUM More frequent monitoring of May consider pursuing the

performance/complaints opportunity

1-4 LOW No action required No action required

 Risk Management: Risk Treatment
1. Lay down the most appropriate action responses to address medium
and high risks and opportunities.

Treatments can be:

a. avoiding the risk by deciding not to start or continue with the activity
that gives rise to the risk;
b. taking or increasing the risk in order to pursue an opportunity;
c. removing the risk source;
d. changing the likelihood;
e. changing the consequences;
f. sharing the risk (e.g. through contracts, buying insurance);
g. retaining the risk by informed decision.
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 Opportunity Registry

▪Enhances desired effects

▪ Helps achieve
improvement/target
▪ Can lead to the adoption of
new practices, launching new
PAPs, building partnerships,
using new technology and
other desirable and viable
possibilities to address the
organization’s or its customers’
needs
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 LIST OF RELEVANT INTERESTED PARTIES

Internal Stakeholders:
DepEd employees/divisions within the RO and/or specific functional division.

External Stakeholders:
DepEd employees/divisions outside the RO and/or specific functional division.
Clients or partners outside of DepEd RO

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 List of RIPs: EXTERNAL

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 List of RIPs: INTERNAL

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 CORE TEAM FUNCTIONS
List of RIPs: INTERNAL

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 QMS Operations Manual
- Parts of the Operations Manual
- Sample Quality Control Plan (QCP)

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DepEd National Quality Management System (NQMS)
 Integrated Operations Manual
B. Organization D. Definition of
Structure, Office C. Legal Bases and E. Forms and F. Quality Control
A. Introduction Terms and List of
Functions, and Job References Templates Plans
Summary Acronyms
•Brief and •Show the •Listing of Legal •Defining terms •Listing of Forms •Writing of
general descriptio structure of the Bases and mentioned in the and Templates procedures and
n of the Bureau/Service references in Operations that originated activities being
Bureau/Service from Service level relation to the Manual that are and being used by done by the
to Division level existence and unique to the the Bureau/Service to
•Include the office operation of the Bureau/Service Bureau/Service in deliver the
functions, job Bureau/Service their operations expected product
summary of or service
plantilla •QCPs shall be
personnel, and anchored to the
TOR of COS processes declared
personnel in the DepEd
QMS Manual
Reference materials can
be accessed at
http://tinycc/functionsandjds

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DepEd National Quality Management System (NQMS)
 Post-Session Evaluation

Your feedback is important to us!

May we request everyone to answer our post
evaluation form which can be accessed
through bit.ly/NQMSFeedback

DepEd National Quality Management System (NQMS)

 THANK YOU VERY MUCH!

Bureau of Human Resource and Organizational Development

Organization Effectiveness Division
bhrod.oed@deped.gov.ph
nqmssupport@deped.gov.ph
(02) 8 633 - 5375

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