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QUALITY MANUAL

0.2 INTRODUCTION

This Quality Manual defines and clarifies policies, systems, and procedures
adopted to implement and continuously improve the Don Mariano Marcos
Memorial State University (DMMMSU) Quality Management System (QMS).

This Quality Manual, together with other related documents mentioned hereto,
aims for the following:

a. To describe the basic elements of the QMS of the university in terms of its
basic elements as reference for implementation and continual improvement;

b. To inform the internal and external stakeholders and enable them to observe
and implement the Quality Management System that is being maintained at
DMMMSU; and

c. To serve as reference and guide for newly hired personnel for their
familiarization on the University’s Quality System.

0.3 AGENCY PROFILE

0.3.1 Background

The Don Mariano Marcos Memorial State University (DMMMSU) started as an

agricultural high school known as the La Union Agricultural School (LUAS) created by
virtue of R.A. 2692 on June 18, 1960, under the supervision of the former La Union
School of Arts and Trades (LUSAT). Eight years later, it was converted to an agricultural
college called the Don Mariano Marcos Memorial College of Agriculture (DMMMCA) by
virtue of R.A. No. 5310, in memory of Don Mariano Marcos who met his untimely death
within the vicinity of the main campus of the University. On December 10, 1974, the late
President Ferdinand E. Marcos signed P.D. No. 615 converting the College of
Agriculture into a State College. On April 12, 1979, through P.D. No. 1617, the Balaoan
School of Fisheries in Paraoir, Balaoan, La Union was integrated into the Don Mariano
Marcos Memorial State College (DMMMSC).

After seven years of being a state college, the Don Mariano Marcos Memorial State
University (DMMMSU) was established to provide advanced instruction in the arts,
agriculture, fishery, engineering and natural sciences as well as technological and
professional fields, promote research and engage in extension work. P. D. 1778 dated
January 15,1981 integrated five (5) colleges/schools, namely: (1) The Don Mariano
Marcos Memorial State College (DMMMSC) as the main campus; (2) the La Union
School of Arts and Trades (LUSAT) in San Fernando founded in 1907, as its College of
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Engineering and Technology; (3) the Southern Ilocos Polytechnic State College (SIPSC)
created by P.D. No. 1176 on July 28, 1977 that integrated the Southern La Union
National High School (SLUNHS) in Agoo, the Sto. Tomas College of Fisheries and the
Rosario National Agriculture School in Rosario, La Union was reconstituted into the
College of Arts and Sciences, the College of Fisheries, and the College of Agriculture
respectively; (4) the Community College of La Union (CCLU), founded in San Fernando
by the Provincial Board was identified as the College of Liberal Arts; and (5) the
Sapilang Elementary School, formerly under the Department of Education, Culture, and
Sports (DECS), was integrated into the main campus as its Laboratory Elementary
School.

Dr. Bienvenido P. Agpaoa was the first University President until his death on October 3,
1988. His stewardship was defined by massive academic and infrastructure
development. He was succeeded by Dr. Manuel T. Corpus, the former President of the
Cagayan State University who was formally installed in a turn-over ceremony as the
second University President on February 18, 1989. During the interim period from Dr.
Agpaoa’s death and Dr. Corpus’ assumption into office, the University affairs were
managed by Dr. Pablito G. Picardal as Officer-in-Charge.

When Dr. Manuel T. Corpus assumed Office, the mandate was clear for him: the
University must be responsive to the needs, problems, and concerns of the constituents
and the community. The University’s trek towards modernization and computerization
was reflective of his grasp of the advent of Information age and its necessity in an
educational institution. He restructured the University in 1993 in accordance with the
Six-Year Development Plan (1993-1998). It was recognized into three campuses,
namely: North La Union Campus in Bacnotan as the main campus, Mid La Union in the
City of San Fernando, and South La Union Campus in Agoo.

The University has 67 regular academic programs broken down into: eight (8) in the
PhD; 26 in the master’s degree with appropriate diploma courses; 36 in the
undergraduate; 3 for diploma; and 3 certificates. The elementary and secondary
programs serve as laboratories for Teacher Education courses. There are also eight (8)
Evening Opportunity Classes that cater to the out-of-school-youth. Distance Education is
another mode adopted by the University for the Master’s and undergraduate programs
as well as diplomas and certificates. Common programs offered in the different
campuses are counted once.

On July 14, 1999, Dr. Dionisio Gat. Ducusin was appointed the third DMMMSU
President for one-and-a-half years serving the unexpired term of Dr. Manuel T. Corpus.

On January 10, 2001, Dr. Ernesto R. Gapasin assumed his post as the fourth
DMMMSU President. Under the stewardship of Dr. Gapasin, a dynamic and
development-oriented leader, it is his vision to make DMMMSU “a distinct center of
excellence in human material and natural resources development, globally relevant and
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competitive, and focused on responsible citizenship, sustained economic growth, and

improvement of the quality of life of the Filipino”.

Upon completion of his 2nd term in January 2009, he served as Officer-in-Charge until
September 30, 2009 after which he was succeeded by Dr. Florentina S. Dumlao who
served in the same capacity until July 14, 2010. While continuing the projects of the
former President, she initiated programs by which the university could pursue and
enhance qualitative productivity in its operations.

On July 15, 2010, Atty. Benjamin P. Sapitula took oath as the 5 th University President.
DMMMSU hopes to make its rightful place among the best and finest institutions of
higher learning in the country today.

0.3.2 Mission and Vision

UNIVERSITY

Vision
A distinct center of excellence in human, materials and natural resources
development, globally relevant and competitive, and focused on responsible
citizenship, sustainable economic growth and the improvement of the quality of
life of the Filipino.

Mission
To provide advanced instruction in the arts, agriculture, forestry, fisheries,
engineering and natural science as well as in technological and professional
fields; to promote research; and engage in extension works.

0.3.3 Philosophy
It aims at the development of man in his totality with a critical mind and
appropriate technology to adapt to his environment and contribute to the
balanced growth and progress of the society it serves.

0.3.4 Organizational Structure. The university macro organizational structure is

based on the Board Resolution No. 2010-70, August 31, 2010 (Figure 1).

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Figure I. Macro Organizational Structure

Board Resolution No. 2010-70, August 31, 2010

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0.3.4.1 DOUS Organizational Structure (Figure 2)

Figure 2. DOUS Organizational Structure

Board Resolution No.

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0.3.5 Functional Description

UNIVERSITY OFFICIALS

The line officers of the university are the President, Chancellors, Open University
System (OUS) Director, Sericulture Research and Development Institute (SRDI)
Director, National Apiculture Research, Training and Development Institute
(NARTDI) Director, College Deans, Institute Directors, and Department
Chairpersons.

The staff officers of the University are the Vice Presidents (Academic Affairs,
Planning and Resource Generation, Research and Extension, and
Administration) with the function Directors ( Instruction, Student Affairs and
Services; Sports, Cultural Affairs, National Service Training Program, Planning,
Resource Generation and Business Affairs, Research, Extension, Administrative
Services, Finance Services, Auxiliary Services), and other officials under the
Office of the President, Management Information System, Internal Audit and
Quality Assurance Services, Registrar, Executive Assistant and University
Secretary).

The general administration of each campus/operating unit is headed by a

Chancellor/Director who performs delegated functions in his/her respective
administrative unit. He/she is assisted by unit heads of the different administrative
and technical support units.

Functions:

The President
1. To serve as the Chief Executive Officer of the University;
2. To serve as the Ex-Officio head of the University;
3. To have a general supervision of all business and financial
operations of the University;
4. To direct all officers, members of the teaching and non-teaching staff;
5. To carry out the general policies laid down by the Board of Regents,
and shall have the power to act within the limits of said general
policies. He shall direct or assign the details of executive action;
6. To have the power and duty to determine and/or approve the agenda
of all meetings of the Board of Regents, Administrative, Executive and
Academic Councils; provided however, that any member of the Board
of Regents is entitled to have any pertinent matter included in the
agenda;
7. To preside during the commencement and other public exercises of
the University and confer such degrees and honors as granted by the
Board of Regents;
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8. To serve as official link between the teaching and non-teaching staff

and students to the Board of Regents;
9. To exercise such powers and functions delegated to him/her or as
authorized by the Board of Regents. He shall inform the Board of
Regents of his actions in accordance with such powers and functions
as delegated or authorized;
10. To have the authority to convert the status of any member of the
academic staff from teacher’s leave to vacation and sick leave or vice
versa subject to policies approved by the Board of Regents;
11. To hold all members of the teaching and non-teaching staff to the full
discharge of their duties. If the exigency of the service demands, he
shall after consultation with the Chancellors, Deans, Department
Chairpersons or Unit Heads concerned, initiate the necessary
proceedings and appropriate actions;
12. To present to the Board of Regents the proposed University annual
program plan and budget;
13. To have the general responsibility of enforcing discipline in the
University and maintain satisfactory academic standard in all of its
campuses and other operating units;
14. To submit an annual report to the President of the Philippines through
the Chair of the Commission on Higher Education and the Board of
Regents on the progress and conditions of the University on or before
the fifteenth day of the second month after the opening of regular
classes each year; and
15. To perform other functions as may be required by higher authorities.

The Vice President

1. To report to the President about the status of plans, programs, projects
and activities related to his office;
2. To coordinate the implementation of programs/projects and activities of
the operating units and recommend for improvement;
3. To review and recommend programs and activities including staff
development to upgrade efficiency and effectiveness; and
4. To perform such other functions as maybe directed by the President.

The University Directors (Management Information System (MIS), Internal Audit and
Quality System, and University Registrar)

Director University/Campus Management Information System

1. To manage the wide area network (WAN) of the university
2. To collect data from different operating units and establish data base
3. To act as clearing house of all data and information
4. To submit reports to the office of the president and reports required by
other agencies/institution.
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5. To monitor the MIS officers of the different operating units of the

university.
6. To establish on line communications of all offices and personnel of the
university

Director, University/Campus Internal Audit and Quality Assurance Services

1. To establish, document and maintain a quality procedure for
DMMMSU’s Internal Quality Audit;
2. To gather and review the necessary documentation to develop audit
checklists;
3. To provide evidence of a systematic audit and for useful references;
4. Report problems identified and negotiate action plans with top
management to address the problems; and
5. To provide an independent and objective appraisal service within the
University towards improving the risk management, control and
governance.

University/Campus Registrar
1. Assist top administration in the formulation and enforcement of
policies on admissions, enrolment, accreditation, graduation and other
related academic matters;
2. Plans, supervises and is responsible for:
a. Admission and selective retention of students;
b. Compliance of admission and academic requirements;
c. Registration/Enrolment of students;
d. Enforcement of government and university regulations on academic
scholarships, scholastic delinquency, transferees, accreditation,
student loading, subject sequence, cross enrolment, graduation,
graduation with honors changing/adding/dropping of subjects and
other related matters;
e. Evaluation of scholastic records/credits for purposes of
accreditation of transfer units, determination of curricular level,
scholastic standing, promotion, graduation, etc.;
f. Custody, security, integrity and confidentiality of student’s records;
g. Management, accounting, control, maintenance, accuracy,
classification, reconstruction and issuance/release of student’s
records;
h. Information of statistical data of enrolment, graduates, dropped
outs, etc.;

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i. Dissemination of information on the curricular offerings, admission

requirements, academic policies, and regulations and CHED
issuances; and
j. Orientation of students on academic policies, rules and regulations.
3. Signs transcript of records, certifications and other related documents;
4. Resolves questions on academic policies and regulations and student
records;
5. Assists in the making and revision of curricula, Code, Faculty, and
Student Handbook;
6. Maintains linkages with other registrars in connection with student
records and registrar’s concerns;
7. Sets a standards operating procedure for the office of the Registrar
8. Designs process flow chart of office functions;
9. Periodically review, evaluate, and improve present systems and
procedures;
10. Designs, supervises, coordinates, checks and reviews work of
Registrar’s personnel;
11. Oversees the proper use, maintenance, control and safe keeping of
property office equipment;
12. Maintains record of production income and requests the needed office
equipment and supplies;
13. Creates the development Plan of the office;
14. Submits Annual Accomplishment Report to the
President/Chancellor/Director;
15. Serves as the contact person of the University with the CHED and the
BI; and
16. Attends to transactions with government offices and the agencies
regarding matters related to the functions of the office.

The University Board Secretary

1. To serve as secretary to the Board of Regents and Administrative and
Academic Councils;
2. To assist the President in the preparation of directives and other
issuances for the dissemination and /or implementation of policies,
resolutions and guidelines promulgated by the Board of Regents, the
Administrative Council, and the Academic Council; and
3. To perform such other functions and duties as assigned by the
President and the Board of Regents.

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The Function Directors (Instruction, Student Affairs Services, Sports, Cultural

Affairs, NSTP, Administrative Services, Finance Services, Auxiliary Services,
Research, Extension, Planning, Resource Generation, and Business Affairs). The
general duties and responsibilities are:

1. Plan programs of activities to be implemented in the university and

other operating units;
2. Assist in the processing and evaluation of recommendations,
proposals, and other concerns;
3. Prepare reports, communications and maintain an up-to-date files of
documents and records;
4. Coordinate and/or evaluate the implementation of programs, projects
and activities in their areas of concern;
5. Implement objectives, rules and regulations and coordinate the
implementation of University policies with quality audit and evaluation;
and
6. Perform such other functions and duties as maybe directed by higher
authorities.

Director, Instruction
1. Plans and helps in the integration and implementation in the curricula
the essential cultural aspects of development in the students;
2. Initiates adoption of cultural enrichments and refinements based from
worthwhile sources and practices of other instruction activities and
groups;
3. Schedules instruction activities suitable to all program curricula and in
accordance with existing major undertakings of the university;
4. Sustains the high quality and appropriate standards of instruction
projects and activities;
5. Assists in the processing and evaluation of proposals and other
related matters on instruction affairs, and help implement and monitor
the same if approved;
6. Prepares pertinent communications and maintain updated files;
7. Keep close liaison with other agencies and to the public; and
8. Perform such other duties and responsibilities as maybe directed by
higher authorities.

Director, Student Affairs Services

1. Assists the VPAA in the supervision of student affairs services;
2. Assists in the formulation of plans, programs, projects and activities
(P/P/A) for students;
3. Coordinates and/or evaluates the implementation of P/P/A;
4. Keeps close liaison with other agencies and the public on matters
pertaining to students’ programs and services;
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5. Prepares reports and communications;

6. Maintains updated file of documents and records; and
7. Perform other duties and responsibilities as maybe assigned by higher
authorities.

Director, Sports
1. Plans and helps in the integration and implementation in the curricula
the essential sports aspects of development in the students;
2. Initiates/coordinates adoption of sports enrichments and refinements
based from worthwhile sources and practices of other sports activities
and groups;
3. Schedules sports activities suitable to all program curricula and in
accordance with existing major undertakings of the university;
4. Sustains the high quality and appropriate standards of sports projects
and activities;
5. Assists in the processing and evaluation of proposals and other related
matters on sports affairs, and help implement and monitor the same if
approved;
6. Prepares pertinent communications and maintain updated files;
7. Keeps close liaison with other agencies and to the public; and
8. Perform such other duties and responsibilities as maybe directed by
higher authorities.

Director, Cultural Affairs

1. Plans and helps in the integration and implementation in the curricula
the essential cultural aspects of development in the students;
2. Initiates adoption of cultural enrichments and refinements based from
worthwhile sources and practices of other cultures and groups;
3. Schedules cultural activities suitable to all program curricula and in
accordance with existing major undertakings of the university;
4. Sustains the high quality and appropriate standards of cultural projects
and activities;
5. Assists in the processing and evaluation of proposals and other related
matters on cultural affairs, and help implement and monitor the
same if approved;
6. Prepares pertinent communications and maintain updated files;
7. Keep close liaison with other agencies and to the public; and
8. Perform such other duties and responsibilities as maybe directed by
higher authorities.

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Director, National Service Training Program

1. Coordinates the monitoring and implementation of the National Service
Training Program in accordance with RA 9163 and its latest
Implementing Rules and Regulations on the following concerns:

1.1 Academic; and

 Admission of incoming enrolees in the different components
namely Reserve Officers’ Training Corps, Civic Welfare Training
Services, and Literacy Training Services
 Conduct of the common module for all components of the
program as stipulated in the IRR
 Preparation of modules in the different components
 Review the curriculum/subject regularly
 Scheduling of training activities (theoretical – 1st sem., &
application/hands on – 2nd sem.)
 Conduct of co- & extra- curricular activities
 Scholarships and Student Organizations
 Performance of the students in the subject
1.2 Administration
 Preparation of reports
 Preparation of the budget
 Planning of projects.
2. Coordinates with concerned external agencies on the following:
2.1 National Service Reserve Corps
2.2 National NSTP activities & competitions
2.3 Dissemination of new issuances related to the NSTP.

Director, Administrative Services

1. Directly supervises the activities of the following offices: Human
resource management, Records management, Supply and Security;
2. Coordinates and assists the heads of units in the preparation of their
operational plan, annual procurement plan, project procurement
management plan and other job related activities;
3. Evaluates work performance of HRMO, Records Officer, Supply Officer
and Security officer;
4. Sign checks covering releases to campuses/operating units and central
administration transactions;
5. Recommends formulation and revision of administrative policies,
systems and procedures;

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6. Monitors compliance by the operating units to administrative rules and

regulations and recommends measures for improvement;
7. Prepares administrative circulars, office orders and memoranda;
8. Coordinates with other offices for better work efficiency and
effectiveness;
9. Conducts lectures on administrative matters; and
10. Perform such other duties and responsibilities as maybe assigned by
higher authorities.

Director, Finance Services

1. Directly supervises the activities of the following offices: Accounting,
Budget, Internal Audit, and Cashier;
2. Coordinates and assists the heads of units in the preparation of their
operational plan, annual procurement plan, project procurement
management plan and other job related activities;
3. Evaluate work performance of the Chief Accountant, Budget Officer,
Internal Audit, and Cashier;
4. Reviews sub–allotments issued to campuses/operating units and central
administrative transactions;
5. Recommends formulation and revision of financial rules and regulations
and recommends measures for improvement;
6. Coordinates with other offices for better work efficiency and
effectiveness; and
7. Does related work as maybe required from time to time

University/Campus Cashier
1. Keeps safe all government funds of the university;
2. Issues receipts of all ash and checks to the depository bank ;
3. Collects and deposits all cash and checks to the depository bank of the
university;
4. Prepares and issues checks to valid claimants;
5. Disburses salaries and wages to employees;
6. Issues and signs checks in payment of the obligations of the university;
7. Prepares and submits required reports;
8. Submit vouchers to COA;
9. Keeps monthly running balance of disbursements and tallies cash
books with the accounting office; and
10. Does other related jobs.

University/Campus Finance Internal Auditor

1. Assists management to achieve efficiency, economy and effectiveness
in agency operations;
2. Detect and prevent fraud, waste and errors in the use of funds and
property;
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3. Determine internal audit needs and objectives;

4. Establish audit plans;
5. Formulate internal auditing standards, guidelines and procedures;
6. Assess risks associated with the activities under audit; and
7. Conduct operation and financial audits.

University/Campus Records Officer

1. Assumes full responsibility for the custody and safekeeping of official
records and documents of the central administration and authorizes their
issuance;
2. Makes decision in accordance with established records management
responsibilities;
3. Prepares annual and other required reports;
4. Establishes and maintains an active continuing program for the
management, preservation and disposition of records;
5. Authenticates documents;
6. Coordinates with the Chancellor/Operating Units Head to provide
guidance in the preparation of flow activities of the Office relative to
records management; and
7. Does related work as maybe assigned by higher authority.

Human Resource and Management Officer

1. Coordinates and supervises personnel functions of the
University/Campus;
2. Prepares action on appointment, leaves, transfers, resignations,
retirements separations, reinstatements, insurance or retirement claims,
salary adjustments, salary increments position classifications and /or
reclassification, performance ratings, fringe benefits and other personnel
functions;
3. Assigns works and gives instruction on personnel matters;
4. Reviews work for conformance to existing laws, rules, regulations and
policies;
5. Enforces office discipline and administrative regulations;
6. Implements administrative policies and help decide matters pertaining to
personnel functions;
7. Advises employees of civil service and other required reports
8. Collates and submits periodic and other required reports;
9. Keeps and maintains systematic records of personnel;
10. Attendance to official meetings, conferences, trainings and seminars;
and
11. Does other related work as maybe directed by higher authorities.

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University Security Officer

1. Prepares and implements P/P/A;
2. Supervises the security of men and physical facilities;
3. Prepares and submits required reports and assignments;
4. Makes schedule of subordinates;
5. Provides security information to the head;
6. Coordinates with other security units/agencies as deem necessary; and
7. Attend to related activities.

Chief Accountant
1. Supervise the proper recording and accounting of the financial
transactions;
2. Supervise preparations of financial reports and budget estimates;
3. Reviews accounting documents and financial reports;
4. Signs documents and financial reports;
5. Certifies to the availability of funds and obligates allotments;
6. Gives advice on financial matter;
7. Plans distribution of work among employees supervised; and
8. Exercises technical supervision over all accounting personnel.

Supply Officer
1. Coordinates the preparation of the Project procurement Management
plan and Annual Procurement Plan;
2. Recommends the mode of the procurement to be used, and prepares
all necessary documents needed in the procurement;
3. Undertakes the proper recording and issuance of all items acquired
4. Prepares the purchase request and bidding documents;
5. Safeguards all university properties by recording in their individual
property ledger cards, regular ocular inventory of properties and signs
clearances on property accountability of separated, retiring officials and
employees;
6. Charged with the safekeeping and issuing supplies and materials I
accordance to the needs of the different units for their day-to-day
functions;
7. Prepares the inventory report of unserviceable properties disposal; and
8. Does related work as maybe assigned from time to time by higher
authority

Budget Officer
1. Supervises and coordinates activities of the agency budget and fiscal
staff, confers with the division chiefs of the agency to determine their
worked activities;
2. Supervises and participates in the preparation of annual, supplemental,
special or deficiency budgets for the agency;
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3. Prepares supporting justifications and explanations for such budget

proposals;
4. Supervises the control and allocation of funds;
5. Prepares forms, orders and circulars embodying instructions or budget
and appropriation control for the signature of agency for the signature
of agency head;
6. Studies and analyzes reports on status of appropriations and trends of
expenditures; and
7. Prepares the necessary budget.

Director, Auxiliary Services

1. Formulate plans, programs, projects, and activities pertinent to their
respective areas of concerns;
2. Assists in the processing, monitoring and evaluation of rules and policies,
recommendations, proposals and other businesses of their respective
areas of concern;
3. Maintains updated files of pertinent documents;
4. Coordinates the implementation of the University policies pertinent to
their respective areas of concerns; and
5. Perform such other duties and responsibilities as may be directed by
higher authorities.

Auxiliary Head
1. Prepares and implements P/P/A;
2. Supervises the maintenance of physical facilities;
3. Supervises and implements activities of electrical and water system;
4. Prepares and submit required reports; and
5. Attends to related activities.

Directors of Research and Extension

1. Oversee the overall management of DMMMSU’s; Research/Extension
programs/projects/studies/activities;
2. Lead the planning, implementation and supervision of the Research
vision, goals, strategies and work plan in support of the DMMMSU’s
goals;
3. Provide the overall leadership and directions for the DMMMSU’s
Research activities and operation;
4. Provide leadership in professional and operational matters, taking the
lead in contributing new order and innovative approaches to policy and
operational issues, including local knowledge for project design;
5. To take the lead in the review/evaluation of research/extension priority
areas of the DMMMSU;
6. Identify key research priority areas of the DMMMSU including regional
cooperation;
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7. Conduct monitoring and evaluation of on-going university research

programs/project/studies;
8. Lead in the university annual agency in house review of completed and
ongoing university research program/projects/studies;
9. Coordinate with various operating units of the University for the
Implementation of operational strategies;
10. Manage the performance of teams of individual providing clear
direction and regular monitoring and feedback on performance;
11. Ensure the efficient and effective operation of UR trough proper
management of financial and staff resources;
12. To indorse to the Vice President for Research for approval, proposals
that are worth implementing; and
13. Perform such other duties and responsibilities as maybe directed by
higher authorities.

Director, Planning and Infrastructure

1. To coordinate the submission of annual operational plans of the different
operating units of the university;
2. To conduct annual planning and budget reviews and conferences;
3. To propose policies and procedures for the improvement of planning
operations and services;
4. To monitor the implementation of infrastructure projects of the university;
5. To conduct the development and packaging of the Medium Term
Development Plan of the University; and
6. To coordinate the preparation and submission of reports required by
other agencies or institutions.

Director, Resource Generation/Business Affairs

1. Plans resource generation programs of activities to be implemented in
the university and the operating units;
2. Assists in the processing and evaluation of recommendations,
proposals, and other resource generation related concerns;
3. Prepares reports, communications and maintains an up-to-date files of
documents and records;
4. Coordinates and/or evaluates the implementation of program; projects,
and activities in resource generation areas of concerns;
5. Implements objectives, rules and regulations and coordinates the
implementation of University policies with quality audit and evaluation;
and
6. Perform such other functions and duties as maybe directed by higher
authorities.

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The Head of Operating Units (Chancellors and OUS, SRDI & NARTDI Directors)
1. To serve as the over-all administrator of the campus/unit governance;
2. Provide general supervision over the implementation of all
programs/projects and plans;
3. To assess the academic, research, extension, and production
programs, projects and activities and recommend;
4. To prepare the annual operational plan, performance reports, and other
required reports for submission to the President;
5. To formulate and recommend administrative policies, rules, and
regulations affecting the campus operations of their campus/unit;
6. To coordinate with the government, private institutions and non-
government agencies and individuals for the effective implementation
of programs; and
7. To perform such other functions as may be directed by the President.

The College Deans and Directors

1. To exercise immediate supervision over the personnel of their units in
the implementation of programs, projects, and activities;
2. To prepare individual assignments for approval and monitor attendance
and work performance of personnel;
3. To prepare and submit reports for the department;
4. To initiate and coordinate planning, budgeting, and other activities;
5. To improve instructional efficiency and effectiveness through faculty
development program and upgrade physical facilities;
6. To undertake periodic curriculum reviews and enrichments through the
Department Curriculum Review Committee;
7. To plan, implement, monitor and evaluate a well defined department
research and extension, and production agenda
8. To establish, review and update the departments’ vision, mission, goals
and thrusts;
9. To preside over the meetings; and
10. To perform such other functions as maybe assigned by the Heads of
Operating Units.

The Department Chairpersons

1. To implement duly approved policies, rules and regulations affecting
the operations of the department;
2. To prepare academic workload, schedule and performance evaluation
reports of faculty and staff; and
3. To perform such other functions as may be assigned by the Dean or
higher authorities.

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Other DOUS OFFICIALS

Program Adviser

1. To work with the core faculty and tutors in the development

of program offerings;
2. To work with core faculty, tutors, and module writers in the
preparation of instructional materials; and
3. To recommend the approval of new programs to be offered in
DOUS.

Learning Center Coordinator

1. To coordinate with institutions/agencies and disseminate existing

programs to be offered through distance mode;
2. To assist in the admission and enrolment of DOUS students;
3. To facilitate the assignment of rooms to be used for study
sessions/laboratory work, demonstrations, and examinations;
1. To submit reports and other documents to the DOUS office; and
2. To perform other related functions.

Core Faculty/Tutors

1. To teach courses in line with one’s area of specialization;

2. To manage the classroom and conduct assessment activities
(administer tests, midterm and final exams, and mark module
assignments);
3. To act not only as teacher, but also as classroom facilitators,
advisers, motivators, and guidance counselors; and
4. To follow the scheduled face-to-face meeting and to submit the duly
accomplished attendance form (after every face-to-face meeting) to
the Program Advisers or to the Registrar.

Head, Instructional Design and Development Services

1. To perform the initial analysis and instructional design task:

a. To determine the required modules to be written and revised
b. To advise on course exercises and revisions
c. To make notations and give suggestions and
recommendations for improvement
2. To ensure that modules are in standard format;
3. To coordinate with Production Design Specialists to ensure the
relevance and suitability of the design of modules;
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4. To supervise the revision of the modules for final printing and

reproduction (in coordination with the Program Advisers)
then submit the revised/edited modules to the DOUS Director;
5. To certify the completeness of the modules for copyrighting;
6. To undertake research for the continuous improvement of the
modules; and
7. To act as the Instructional Designer and overall coordinator of the
Instructional Design and Development Services.

1. Quality Management System

1.1 Quality Management System Model

The Don Mariano Marcos Memorial State University is an institution of higher

learning supported by state funds. It includes secondary and elementary levels
which serve as laboratory schools to reinforce or supplement instruction in the
tertiary level.

As a service oriented state Higher Education Institution (HEI), it operates different

colleges/ institutes and departments wherein the College of Information
Technology is one of its instructional delivery operating units. Cognizant of the
competitiveness of this discipline among potential clients, a process-based quality
management system model as suggested by the ISO has been adopted.

The model shows two (2) interacting processes. First, the “internal processes”
which cover the activities to communicate the importance of meeting
client/stakeholder and citizen requirements and expectations, define the
management responsibility, provide adequate resources to implement the QMS,
provide instructional services and monitors, analyzes and continually improve the
management systems to meet and exceed customer expectations (Figure 3).

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Continual Improvement of DMMMSU

Quality Management System

C Management
U Responsibility
S
T
O Measurement, Customers
M Resource Analysis and
Management Improvement
E
R
S

Requirements Inputs Instructional Services Satisfaction

Services

Figure 3. Quality Management System Model

The second covers the “external processes”. It shows the processes for
determining client/stakeholder and citizen requirements, designing and delivering
instruction services in line with client/stakeholders and citizen requirements and
expectations, determining customer satisfaction, and communicating with
customers about the DMMMSU service offerings. Information derived from
clients/stakeholders and citizens shall be used for the continual improvement of
both processes.

1.2 Scope and Application

This Manual applies to the Don Mariano Marcos Memorial State University
(DMMMSU) and its three fold functions in Instruction, Research, and Extension. It
shall be adopted for use by the different operating units.

It contains the basic policies, objectives and guidelines set by the University with
regard to the different elements, which can be implemented as a tool to exceed
internal and external customers/clients and citizens expectations.

It explains in detail, the QMS core processes from admission to graduation

including the management and support processes. Also, it ensures the

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availability of information on the procedures in the entire DMMMSU Instructional

Services. Likewise, it covers core processes in research and extension.

The ISO 9001:2008 Standards (QMS) have been adopted and implemented by
the university to serve as the foundation of the quest to attain quality as a way of
life.

Conformance with Clause 7.3 Design and Development and Clause 7.6 Control
of monitoring and measuring devices are excluded since the provision of
Instruction Services is not designed by don Mariano Marcos Memorial State
University but complies with mandates and directives from CHED, etc., during
service delivery.

1.3 Documentation Structure

The Don Mariano Marcos Memorial State University Quality Management System
is designed to assure consistency in meeting the clients/stakeholders and
citizens’ needs and expectations through the actual performance of the
documented processes, procedures, standard operational instructions and
support policies.

The Quality System is described in the following documents:

Quality Manual

Quality Procedures

Standard Operational Instructions

Quality Records

Level 1: Quality Manual (QM) – The highest level of Quality System

documentation. It contains the quality policy, organizational structure, resource
management, and specific policies for business process and quality control and
improvement.

Level 2: Quality Procedure (QP) – These procedures are specified by ISO

9001:2008 which include control of documents, control of records, internal audit
procedure, control of nonconforming service, and corrective and preventive
action.
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Level 3: Standard Operational Instructions (SOI) – Operational guide on what

the DMMMSU does and how it achieves stated policies. It also provides guidance
on how to communicate and perform various activities. The SOI also includes
operational instructions that describe the detailed series of steps in performing
routine activities.

Level 4: Quality Records (QR) – Records providing evidence of conformity to

the established procedures and operational instructions, as well as the
DMMMSU’s QMS.

1.4 Quality Manual Amendment

Introduction of new procedures or services may necessitate amendments to

existing Quality Manual.

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

a. change in the scope of certification;

b. change in the management and/or organizational structure; and
c. change in the process scope.
Requests or suggestions shall be forwarded in writing to the QMR for his/her
consideration to ensure that such changes are reflected in the manual.

1.5 Confidentiality and Distribution

The Quality Manual and related documents are treated as confidential and shall
not be brought outside the university premises without prior authorization from the
Quality Management Representative (QMR).

Controlled copies of the Manual are issued to the Records Officer/Document

Controller, who is responsible for safekeeping and prompt updating of necessary
revisions. It is the responsibility of the MIS Officer to distribute and keep a list of
authorized holder of the Quality Manual, which may be issued either as controlled
or uncontrolled copy. All uncontrolled documents shall be marked with
“Uncontrolled” and shall not be updated. Uncontrolled copy of the Quality Manual
may be distributed to clients/stakeholders and citizens when considered
commercially beneficial or when demanded as a contract requirement. All external
distribution shall be subject to the approval of the QMR.

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2. Management Responsibility

2.1 Management Commitment

The Top Management recognizes the importance of understanding, meeting, and

enhancing client/stakeholder and citizen requirements. As such, the following
Statement of Policy on Quality is established for the purpose:

We, at the Don Mariano Marcos Memorial State University, are committed to
provide client satisfaction for the attainment of development goals in key sectors of the
economy and society by providing quality education in various technological and
professional fields.

To uphold this commitment, we shall:

- promote and sustain academic excellence;

- develop mechanisms for innovative changes and continual improvement in level
with global quality standards;
- generate technologies to uplift the lives of the clientele and the welfare of humanity
; and
- enhance and upgrade human, financial, and physical resources for productivity.

The following are our objectives:

UNIVERSITY QUALITY OBJECTIVES

To institutionalize quality management system for continual improvement to
produce globally competitive graduates and services.

CAMPUS QUALITY OBJECTIVES

1. To update and enrich the curriculum in its Local Administration Program through
Distance Education in accordance to national and other related issuances;
2. To achieve the Center of Development status;
3. To increase enrollment in the Local Administration Program through Distance
Education by 5% annually; and
4. To increase graduation rate in the Local Administration Program through Distance
Education by 5% annually.

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2.2 Quality Management System Planning

The University’s strategic and operational plans are results of the annual institutional
planning process. This is the venue where the strategic thrusts of the University are
defined, commitments are obtained, and resource requirements are determined.
Objectives and targets are set at appropriate levels but specific quality objectives are
defined during delivery of Instructional Services.

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

2.3 Quality Management Structure

The University QMS makes use of a QM structure. The top management is headed
by the University President. The President is supported by the QMR at the University
level. The Deputy QMR is the head of the operating units. Supporting the structure to
effect the continual improvement in the implementation of QMS are planning,
document and records, training and education, internal quality audit and workplace
(Figure 5).

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Top Management
(Man Com)

Quality Management
Representative (QMR)
University
Secretariat
Deputy QMR

Campus
Secretariat

Document Internal
Training & Quality
Planning and Quality
Education Workplace
Records Audit
Control

Figure 5. Quality Management Structure

2.4 Responsibility and Authority

The specific roles and responsibilities of each box in the university quality
management structure are as follows:

a. Top Management

Establishes, reviews, and maintains the quality policy of the university;

• Ensures that quality objectives are established for relevant functions and
levels within the university;
• Ensures allocation of available resources to support the implementation of
the university’s QMS;
• Defines the responsibilities and authorities of each function in the
organization;
• Reviews the effectiveness of the university’s quality management system
and monitors the implementation of improvement action plans; and
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• Ensures that communication mechanisms are established and effective.

b. Quality Management Representative (QMR)

 Ensures the effective implementation and maintenance of the established

Quality Management System;
 Reports to the top management the performance of the quality
management systems and areas for further improvement;
 Ensures the promotion of awareness of meeting customer requirements
within the relevant scope of the university’s QMS; and
 Liaises with external parties on matters relating to the university’s QMS.

c. Deputy QMR

 Ensures the effective planning, implementation, maintenance, and

continual improvement of the established QMS;
 Assists the QMR in the preparation of the agenda for management review
and in performing assigned duties and responsibilities;
 Assumes responsibility of the QMR in his/her absence;
 Implements the recommendation of Top management; and
 Leads the Campus Internal Quality Audit team submit reports to top
management.

d. Planning Team

 Ensures that quality objectives are established and relevant ;

 Ensures that the quality objectives are measurable and are supported by
programs to achieve them; and
 Ensures that citizen information is monitored as one of the measures of
performance of the quality management system.

e. Document and Records Control Team

 Establishes, documents, implements, and maintains a procedure for the

control of documents and records;
 Maintains the master copies and master list of the Quality Manual and SOI
Manual, as well as the master list of externally generated documents and
references;
 Ensures that current versions of relevant documents are available at point
of use;
 Prevents unintended use of obsolete documents as well as the
unauthorized use of relevant documents and records;
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 Ensures the traceability of documents;

 Coordinates enhancement of the procedure for control of records; and
 Closely coordinates with Chancellor/Dean on all matters concerning
Records Management, specifically on records generated from the
Instructional Services.

f. Training and Education Team

 Ensures that concerned employees are aware of their roles and

responsibilities relative to the attainment of the university’s goals and
objectives;
 Reviews the results of competence evaluation conducted for employees
performing functions that affect product or service quality;
 Facilitates conduct of appropriate HR interventions to enhance capabilities;
 Monitors and evaluates the effectiveness of HR actions taken; and
 Ensures that the records of education, training, skill, and experience are
maintained accordingly.

g. Internal Quality Audit Team

 Prepares audit plan, coordinates, and implements the university’s Audit

Program;
 Identifies the necessary resources for managing the university’s Audit
Program;
 Provides inputs during management review regarding audit findings; and
 Monitors and maintains records of implementation of corrective and
preventive actions for non-conformances found during audits.

h. Quality Workplace Team

 Ensures that the work environment needed to achieve conformity to

product requirements is managed;
 Ensures consistent implementation of 5S programs; and
 Monitors and assesses workplace cleanliness, orderliness and safety.

2.5 Management Review

The review of the established quality management system is conducted annually

or whenever deemed necessary by DMMMSU Top Management to ensure
continuing suitability and effectiveness of the system in satisfying the
requirements of clients/stakeholders and other citizens. The review may cover,
but not limited to, the following agenda:

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 Matters arising from the previous management review meeting;

 Results of internal and external quality audits;
 Client/stakeholder and citizen feedback and satisfaction results;
 Project performance and product/service conformity;
 Status of corrective and preventive actions;
 Changes that could affect the quality management system; and
 Actions taken on recommendations for improvement.

The management review is composed of two (2) levels: the University and
Campus levels. The agenda of the management review is prepared by the QMR
for the top management and distributed to all concerned. Minutes of the
management review are recorded and maintained by the University Secretariat.
The Campus level Internal quality audit team shall conduct the campus
management review and endorse reports to the top management. Minutes of the
meeting are recorded and maintained by the Campus secretariat. Results of the
Campus review are reported to the Top Management for university management
review.

3. Resource Management

3.1 Human Resource Management

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

 Determining the capability building needs of personnel performing work

affecting product/service quality;
 Organizing seminars and training courses to meet the identified needs;
 Evaluating the effectiveness of HRMO interventions;
 Orienting the personnel on their roles and responsibilities as they affect
achievement of objectives; and
 Facilitating the placement of qualified personnel to meet the capacity
requirements of operations.

It is the commitment of the university to provide its staff with the proper training
for the constant improvement of their knowledge, skills, managerial acumen and
attitude on activities related to the quality system. This is in recognition that the
behavior and performance of every individual directly impacts on the quality of
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services provided. Training Needs Assessment, Faculty and Staff Development

Planning, etc. shall be conducted as required by organizational changes.

The training of personnel includes both formal and informal modes: coaching, on-
the-job-training, cross-posting courses conducted by HRMO within the university
and professional upgrading by pursuing advanced degrees through scholarship
programs (internal/external grants). It also includes orientation and cascading
sessions conducted by the Administration.

Recruitment is handled by the HRMO based on training, skills and education.

Processing of employment is based on the recommendation of the Campus Merit
Selection and Promotion Committee after due processing of all applicants.

Appropriate records of academic qualifications and training are maintained for

all personnel by the University/Campus HRMO.

3.2 Infrastructure Management

It is the policy of the university to determine, provide, and maintain the

infrastructure needed to produce graduates and deliver services required by the
clients/stakeholders and citizens. This infrastructure includes classrooms,
learning resource center, faculty room, training/conference facilities and
equipment, meeting rooms, transportation service, computer and internet/intranet
facilities, and AutoCAD storage facilities for supplies, communications facilities,
and areas for auxiliary services such as photocopying, parking, canteen services,
etc. The Infrastructure/Auxiliary services handle the management and
maintenance of these infrastructures.

3.3 Work Environment

It is the policy of the university to promote the well-being, satisfaction and

motivation of its officers and staff by providing them a work environment that:

 promotes teamwork through sharing of project learning, inter-center

collaborations, technologies etc.; and
 is conducive to working and learning by defining workstations,
and formulating and observing quality workplace standards.

The end objective of this is to establish a quality work-life for the university’s staff
in order to work more effectively and efficiently.

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3.4 Supply Management

It is the policy of the University to assure clients that supplies and materials are
necessary adjuncts to the successful delivery of instruction and other services.
The acquisition of such resources requires judicious planning and allocation of
budget for their procurement. The procedural flow of procurement of supplies and
materials indicates transparency in conformity with RA 9184.

3.5 Financial Management

The finance group shall ensure the implementation of the services required
through the provision of support.

4. Overview of Quality Procedure

Document Control

The university has established and is maintaining a documented procedure for

creation/revision, approval, and issuance of the Quality Manual (QM), Quality
Procedures (QP) and Standard Operational Instructions (SOI) Manuals, and Document
Control (DMMMSU-QP-01) procedure provides for an organized monitoring,
distribution, maintenance, and updating of procedures and operational instructions
within the said manuals.

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

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

Records Control

The university has established and is maintaining documented procedures for

identification, collection, indexing, access, filing, storage, maintenance and disposition
of quality records. The procedures are incorporated in DMMMSU QP-02, Control of
Records procedure.

All Units in the university maintains relevant quality records to demonstrate

achievement of the required quality and effective operation of the QMS.
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Quality records are legible. These are stored and retained in such a way that they are
readily retrievable from the storage facilities that provide a suitable environment to
prevent damage, deterioration, or loss.

Retention periods of quality records are established, recorded and maintained in

accordance with the Records Matrix.

Control of Nonconformity

The university has established and is maintaining a documented procedure to

ensure that product and/or service that does not conform to specified requirements
is prevented from delivery to the clients/stakeholders and citizens.
DMMMSU QP-03 Control of Nonconformity procedure provides for the identification,
evaluation, disposition and recording of nonconforming instructional services and for
notification to the functions concerned.

The responsibility for review and disposition of nonconforming product and/or

service is indicated in the Control of Nonconformity Matrix.

Nonconforming products/services are reviewed in accordance with documented

procedures and may be reworked.

If a product or service does not conform to the Memorandum of Agreement,

Memorandum of Understanding or to the agreed output, DMMMSU should be able
to make the necessary corrective measures.

Corrective and Preventive Action

The University has established, and is implementing/maintaining a documented

procedure for corrective and preventive actions This is to undertake the following:1)
efficiently and adequately address non-conformities; and 2) eliminate the causes of
actual or potential non-conformities in the QMS and in its instructional services.

DMMMSU-QP-04, Corrective and Preventive Action procedure includes:

 effective handling of clients/stakeholders and citizens complaints;

 investigating the causes of non-conformities and recording the results of such
investigations;
 determining the corrective actions needed to eliminate the causes of non-
conformities;
 determining the steps needed to deal with any potential problem requiring
preventive actions;

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 formulation, application, and implementation of controls to ensure the

implementation of corrective and preventive actions and its effectivity;
 recording changes in procedures resulting from corrective actions;
 use of appropriate information such as audit results, quality records, service
reports and client/stakeholder and citizen complaints to detect, analyze and
eliminate potential causes of non-conformities; and
 ensuring that relevant information on actions taken is submitted for management
review.

4.5 Internal Quality Audit

DMMMSU has established and is implementing, and maintaining a documented

procedure to verify whether quality activities and related results comply with planned
arrangements. Likewise, this procedure determines the effectiveness of the Quality
System through DMMMSU QP-05, Internal Quality Audit (IQA) procedure.

Internal quality audits are conducted on a regular basis as scheduled in the Internal
Quality Audit plan. Internal quality auditors shall be identified and trained. They are
independent of the specific activities on areas being audited.

The results of the audits are recorded and reported. The report contains details of:

a. non-conformance found during the audit;

b. root-cause analysis; and
c. corrective and preventive action including dates of completion and follow-up audit.

These findings are brought to the attention of the personnel having responsibility in the
audited area. The DQMR and the process owners shall undertake timely corrective and
preventive actions on the deficiencies found during the audit. In cases, where corrective
and preventive actions cannot be addressed by the DQMR, the DQMR will elevate the
problems to the top management.The top management will undertake necessary action.

Follow-up audit activities are conducted by the university level and campus IQA team
level for the purpose of verifying and recording the implementation and effectiveness of
the corrective actions taken. IQA results are rendered and maintained by the IQA
Team.

5. Service Realization

0.5.1 IPO Model

The service realization model of DMMMSU shall make use of the Input-process-output
(IPO) Design. The inputs ate the sources needed such of the human, physical,

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financial; also the clients, the partners and suppliers. The model is divided into three (3)
parts namely: the management process, the core process and the support processes. It
also carries an IPO Model wherein the inputs are high school, college students,
graduates and professionals. The processes are the management, core and support
and the outputs are the graduates (Figure 6).

Instruction Services

CLIENTS
Students
Parents
Other Stakeholders

INPUTS
Human Resources OUTPUTS
Instructional Service
Physical Resources • Quality Graduates
Financial Resources
Admission

Instructional Delivery Services

Graduation

PARTNERS & SUPPLIERS

• Resource Persons
• Consultants, Partners, Other Suppliers

Figure 6. Input-Process-Output Model Service Realization Process

The University Instruction Services Process Model covers the different stages of the
instructional services. Each stage of the instructional consists of sub-activities that may
be undertaken to meet the requirements of the subsequent activities. The start and end
of the stages may overlap depending upon the nature of the instruction services and the
requirements of clients/stakeholders and citizens, until graduation. The output is the
university objective which is to produce quality graduates (Figure 6).

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0.5.2 DMMMSU Instructional Services Process Model

Management Processes

Monitoring and
Planning and Assessment of Improvements
Operations Performance

Core Processes

High school
and College Instructional
Admission Graduation Graduates
Graduates, delivery
Professionals

Support Processes

Human resources Goods and Services

Management
Auxiliary
Information System

Figure 7. DMMMSU Instructional Services Process Model

0.5.3 Core Processes

Admission

Entry of clients (students) involves processes as to the application, testing,

interview, medical, acceptance, enrolment, assessment, payment of fees,
issuance of registration/class card/library forms and reporting to classes
(DMMMSU-SOI-01).

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Instructional Delivery

Teaching-learning processes cover course offering/faculty workload/course

syllabus preparation, application of varied teaching methodologies/strategies and
utilization of relevant instructional materials, preparation of table of
specifications/test instrument preparation, and measurement of student
performance. (DMMMSU-SOI-02).

Graduation

Graduation covers application for graduation, evaluation of academic

requirements deliberation, confirmation of graduates, and induction of graduate to
alumni association and issuance of official transcript of
records/certificates..(DMMMSU-SOI 03).

6. Measurement, Analysis and Improvement

6.1 Monitoring and Measurement

As a mechanism to measure the performance of the established Quality

Management System, the agency monitors implementation of the system through
periodic conduct of Internal Quality Audits (as defined under – DMMMSU-QP-05).
Likewise, to monitor the product/service outcomes in terms of meeting the client
requirements and expectations at different stages of the project, periodic
gathering of clients/stakeholders and citizen’s feedback and perception are
conducted through any of the following approaches:

a. Focus Group Discussions. This activity is intended to surface the current and
future development and productivity concerns of key clients/stakeholders and
citizens as they are relevant in defining or aligning the university’s program
thrusts and relevance areas.

b. Client Satisfaction Survey. The determination of client satisfaction is designed

to measure and monitor performance of the university’s instructional services
in terms of meeting the client requirements and expectations. Results of the
survey are examined during management reviews where improvement actions
are identified for implementation accordingly; and

c. Review of client feedback. The gathering of client/stakeholder and citizen

feedback during implementation and evaluation of DMMMSU
activities/services are used to ensure that clients/stakeholders and citizens
acceptance of project outputs is satisfactory.

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Likewise, semestral monitoring is done to keep track of the university’s

performance in terms of Instructional Services accomplishments.

6.2 Data Analysis and Improvement

The University uses applicable statistical techniques and tools to establish,

control and verify process capability and characteristics. Data on customer
satisfaction survey, interview, and graduate tracer study in conformity to
instructional services and process requirements and supplier performance are
analyzed on a regular basis.

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

Continual improvement is a permanent objective of the university. As such,

various inputs are considered for continual improvement such as quality policy,
objectives, audit findings, analysis of performance data, corrective and preventive
actions and performance review meetings.

7. References:

Administrative Manual (BOR Resolution No. 2001-268) 2001. DMMMSU,

Bacnotan, La Union

Administrative Manual. 2008. DMMMSU, Bacnotan, La Union

Carlos, Ma. June. 2000. National Association of Registrar of State

Universities and Colleges (NARSUC) Handbook. May 5, 2000.
PASUC, Manila.

DAP Technical Assistance. August 11, 2010, September 22, October 22,
2010. DMMMSU, City of San Fernando, La Union.

Manual of Duties and Responsibilities (BOR Resolution No. 2005-22). 2005.

DMMMSU, Bacnotan, La Union

University Code. 2003. Revised Edition, DMMMSU, Bacnotan, La Union

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