PRESIDENTIAL COMMISSION ON GOOD PCGG-IDM-rev1 …pcgg.gov.ph/wp-content/uploads/2018/11/QMS.pdfThe...

PRESIDENTIAL COMMISSION ON GOOD PCGG-IDM-rev1-10.17.2018 GOVERNMENT Effective Date: 08.13.2018

QUALITY MANUAL Rev. 1

TABLE OF CONTENTS

PARTICULARS PAGE NO.

Foreword i

Members of the Technical Working Group ii

Approval iii

I Introduction 1

II PCGG Profile 1

A. Background 1 B. Mission 2 C. Core Values 2 D. Organizational Structures 3

III Quality Management System 8

A. Business Process Map 9 B. Scope 10 C. Document Structure 11 D. Customer Focus (including quality policy) 12 E. Communication 15 F. Functional QMS Team (Technical Working Group) 16 G. Management Process 19 H. Core Process 23 I. Support Process 24

ANNEXES ANNEX A: Control for Documented Information Procedure ANNEX B: Contextualization of Issues per Department ANNEX C: Risk Register per Department ANNEX D: Control of Non-Conforming Outputs and Corrective Action Procedure ANNEX E: Internal Audit procedure



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FOREWORD

The Presidential Commission on Good Government (PCGG) was created by virtue of Executive Order No. 1 issued by President Corazon C. Aquino on 28 February 1986. This law recognized as the first official act by the Aquino administration is the symbolic first step in the transition from tyranny to democracy and the institutionalization of the Filipino people’s aspiration for genuine democracy and desire for good government.

In line with good governance principles and as lead agency against graft and corruption, it is only proper for the Commission to institute a more efficient and effective system to pursue its mandate through Quality Management System (QMS) in accordance with ISO 9001:2015 standards.

This Quality Manual is developed to communicate PCGG’s Quality Policy and requirements to its internal and external stakeholders and enable them to observe and implement in the Quality Management System that is being maintained at the PCGG.



MEMBERS OF THE QUALITY MANAGEMENT SYSTEM (QMS) TECHNICAL WORKING GROUP (TWG) AND CORE TEAM

Director Danilo R.V. Daniel Head, TWG ISO Certification

Francis B. Joves

Team Leader, QMS Core Team

Jerome V. Fuentebella Deputy Team Leader,

QMS Core Team Planning and Review Committee Head : Stephen P. Tanchuling Members : Raquel S. Buñag Steve M. Alcantara

Irwin S. Vidal

Documentation (Knowledge Management) Committee Head : Jerome V. Fuentebella Members : Maria Lourdes O. Magno

Froilan C. Zubiri Gelbert N. Factao

Training and Advocacy Committee Head : Darwin C. Altea Members : Marita B. Villarica

Editha R. Bautista

Quality Workplace Committee Head : Romulo A. Siazon

Members : Gloria C. Llaneza Laurent R. Armendi Conrado L. Afable

Policy Committee Head : OIC-Director Lorna U. Reyes Members : Director Danilo Richard V. Daniel

Atty. Mark Joseph B. Hingpes Apolinario A. Celoza

Internal Audit Committee Head : Lourdes G. Navarro Members : Charity D. Catabas

Donette May P. Ordoyo

Feedback & Communication Committee Head : John Sherwin S. Jao Members : Lady Sharmaine V. Mangente

QMS Secretariat Head : Leo Sebuc

Members : Maria Lavenia A. Penaranda Nica Jamea D. Jordan Kathrina C. Simpauco



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I. INTRODUCTION

This Quality Manual defines and clarifies policies, systems and procedures to implement and continuously improve the Presidential Commission on Good Government’s (PCGG) quality management system.

II. OBJECTIVE

This Quality Manual, together with associated documents mentioned hereto, aims to:

1.1 Describe the basic elements of the Quality Management System (QMS) of the PCGG and for its implementation to serve as reference in its continuous development;

1.2 Inform the internal and external stakeholders and enable them to observe and implement the Quality Management System that is being maintained at the PCGG; and

1.3 Serve as reference and guide for newly-hired personnel to familiarize them and foster appreciation of the PCGG’s Quality Management System.

III. PCGG PROFILE

A. Background

The PCGG was created by the late President Corazon C. Aquino on 28 February 1986 through the issuance of Executive Order No. 1, Series of 1986. This law, predating even the 1987 Philippine Constitution, recognized as the first official act under the Aquino administration, is the symbolic first step in the transition from tyranny to democracy, and the institutionalization of the Filipino people’s aspiration for genuine democracy and desire for good government.

The fact that the PCGG was created by President Aquino, in the exercise of her executive and legislative powers, puts it in a unique position – a rare confluence of factors in Philippine politics where political will, and popular support made its creation possible. The PCGG has three mandates.

(1) The recovery of ill-gotten wealth accumulated by former deposed President

Ferdinand E. Marcos, his immediate family, relatives, subordinates and close associates, whether located in the Philippines or abroad, including the takeover or sequestration of all business enterprises and entities owned or controlled by them, during his administration, directly or through nominees, by taking undue advantage of their public office and/or using their powers, authority, influence, connection or relationship;

(2) The investigation of such cases of graft and corruption as the President may

assign to the Commission from time to time;



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(3) The adoption of safeguards to ensure that the above practices shall not be

repeated in any manner under the new government, and the institution of adequate measures to prevent the occurrence of corruption.

B. Mission and Vision

The PCGG dedicates itself to restore the institution’s integrity and credibility, aligning its organization and efforts by recalling the noble intentions for which it was created.

To secure its place in history, by creating a legacy built on transparency, integrity, and accountability - and, in so doing, become the People’s Commission and a model agency and exemplar for good governance.

To become the Commission on informed policy analysis and studies on techniques and methods to combat and prevent corruption.

C. Core Values

Our actions, decisions, and work are enlightened by values and deeply-held convictions. Ours is a Commission that is consultative, participative and inclusive.

• COLLEGIAL. We believe that collaboration, cooperation and coordination are

key to the successful operations of our organization.

• MORAL. We do not only do what is right, we strive to do what is good—for

the country and the Filipino people.

• RESPONSIBLE. We welcome responsibility as an indicator of trust: the

greater the responsibility, the greater the trust.

• TRANSPARENT. We follow established procedures that are clearly spelled

out and known to everyone.

• HONEST. We serve the people with candor and for no consideration other

than to meet the ends of truth.

• COMPETENT. We work hard to respond and to be responsive to the needs

of the country and our people.

• PROFESSIONAL. We conduct ourselves in a manner that honors our office

and positions as a public trust.

• SYSTEMATIC. We aim to be globally competitive and strive to be efficient, in

order to be effective.

• EFFICIENT. We make every effort to save on costs, without sacrificing the

high quality of our work.



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• PUNCTUAL. We report for work on time and respond to our stakeholders in a

prompt and timely manner.

• SELF-TRANSCENDENT. We recognize that there is always room for

learning and continuous self-improvement.

D. Organizational Structures

PRESIDENTIAL COMMISSION ON GOOD GOVERNMENT

Organizational Chart

Chairperson

Commission Secretary

Commissioner

Commissioner

Commissioner

Commissioner

Asset Management Department

Research and Development Department

Legal Department

Finance and Administration

Department



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ASSET MANAGEMENT DEPARTMENT Organizational Chart

Commissioner-in-Charge

Support Staff

Director

Support Staff

Custodian and Monitoring

Division

Special Projects Division

Asset Management

Division

Privatization Division



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RESEARCH & DEVELOPMENT DEPARTMENT Organizational Chart


Support Staff

Director

Support Staff

Financial Analysis and

Evaluation Division

Planning Division

Management Information

Services Division

Library and Records Division



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LEGAL DEPARTMENT Organizational Chart


Support Staff

Director

Support Staff

Legal

Research Division

Civil

Litigation Division

Legal

Services Division

Criminal Litigation Division



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FINANCE & ADMINISTRATION DEPARTMENT Organizational Chart


Support Staff

Director

Support Staff

Budget and Disbursement

Division

International Accounts Division

Human Resources

Division

Accounting Division

Administrative Service Division



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III. QUALITY MANAGEMENT SYSTEM

The PCGG, an agency under the administrative supervision of Department of Justice (DOJ) is primarily mandated to recover ill- gotten wealth amassed by the former ousted President Ferdinand E. Marcos, his immediate family, relatives, subordinates and close associates, whether located in the Philippines or abroad and a concomitant authority to dispose recovered and surrendered properties pursuant to Administrative Order 231. Likewise, the PCGG is also designated as member of Privatization Council and its Technical Committee. In sum, the recovery of ill-gotten wealth involves core processes which are research, legal services, administration of sequestered fully taken over by PCGG, administration and the privatization of disposable surrendered/recovered assets.

The model shows the confluence, interaction, and inter-dependency of processes. First, the ”internal processes” involves defining management’s responsibility and structuring these defined responsibilities into policies, guidelines and procedures to ensure that in the implementation of the PCGG Quality Management System (QMS), all the resources of the Commission, human and logistics, are fully utilized in the proper preservation, administration and disposition of the surrendered and recovered assets. Historical facts, statistical data, empirical studies, and market conditions and available best practices in the industry are carefully analyzed and integrated into the management planning system to continually update and improve the processes in order to meet and satisfy the desired objectives.

The “external processes” or outsourced services include foreign lawyers, technical consultants, security services, janitorial services and suppliers.

PCGG seeks to ensure that appropriate clearances, consultation and coordination from other stakeholders, such as the Office of the President (OP), Department of Justice (DOJ), Sandiganbayan, Office of the Ombudsman (OMB), Office of the Solicitor General (OSG), Privatization Council (PrC), Bureau of the Treasury (BTr), Department of Budget and Management (DBM), Department of Finance (DOF), Commission on Audit (COA), Bureau of Internal Revenue (BIR), Land Registration Authority (LRA), Department of Agrarian Reform (DAR), local government units (assessor’s office, treasurer’s office) and regulatory bodies exercising jurisdictions over the agency and the properties are properly secured to satisfy the requirements of the law and enhance transparency and dispositions of the properties involved. Enlightened by the value of being self-transcendent, all the activities undertaken are aimed to seek the continuing improvement of both processes.



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In general, PCGG QMS:

• operates under the following principles: customer focus, leadership, engagement of people, process approach, improvement, evidence-based decision making and relationship management;

• adopts as its quality models the plan-do-check-act, process approach and risk-based thinking; and

• ensures that activities are established within the adopted system framework: context of PCGG, leadership, planning, support processes, core processes, performance evaluation and improvement.

A. Business Process Map



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B. Scope

The QMS of the PCGG covers all the core processes including its management and support processes for the asset recovery, administration and privatization of ill-gotten wealth, and eventual remittance to the BTr.

This contains the basic policies, objectives, procedures and guidelines set by the PCGG in connection with internal and external stakeholders, which can be implemented as a tool for complying with and exceeding stakeholders’ expectations.

The ISO 9001:2015 Standard shall be adopted by the PCGG and shall be implemented to serve as the fundamental pillar to attain quality as a way of life in the PCGG. Non-applicable requirements: Clause 7.1.5.2 In order to ensure conformity of PCGG’s services requirements, PCGG employs a variety of monitoring and measuring resources such as performance monitoring and evaluation reports. These monitoring and measurement resources are kept updated and verified to ensure continuing suitability and fitness for their intended purpose. However, PCGG’s services do not require the use of measuring equipment to verify conformity to the relevant equipment. In view of this, PCGG deems the requirements under ISO 9001:2015 Clause 7.1.5.2 Measurement traceability are not applicable to the scope of PCGG’s QMS. Clause 8.3 PCGG’s functions are set forth in E.O. Nos. 01, 02, 14 and 14-A, series of 1986. As such, PCGG is mandated to recover ill-gotten wealth of Marcoses and his cronies, investigate cases of graft and corruption as the President may assign and adopt safeguards to ensure these practices shall not be repeated. The responsibility for the design and development of PCGG’s services rests with the lead organizations that crafted its enabling laws and regulations. In view of this, PCGG deems the requirements under ISO 9001:2015 Clause 8.3 Design and development of products and services are not applicable to the scope of PCGG’s QMS.



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C. Documentation Structure

The PCGG Quality Management System strives for consistency in complying with the concerns of stakeholders and government agencies, through adherence to the documented processes, work instructions and support policies, systems and procedures.

The PCGG Quality Management System is described in the following documents:

Level 1: Quality Manual – The highest level of Quality System documentation. It contains the quality policy, organizational structure, resource management, scope of QMS, strategic thrusts and process map, among others.

Level 2: Procedures and Work Instructions Manual – These include the departmental policies and procedures manuals. Level 3: Quality Records – These include records, providing evidence of conformity to the established mandates, procedures and instructions, as well as, the PCGG Quality Management System.

The PCGG observes control of documented information including activities on: origination, revision, review, approval, distribution, retention, retrieval, disposal, control of externally generated documents, among others. (Annex A)

Quality Manual

Procedures and Work Instructions Manual

(PAWIM)

Quality Records



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ORGANIZATIONAL KNOWLEDGE The PCGG ensures that knowledge necessary for the quality of services is determined, maintained, and made available when necessary. The examples of organizational knowledge are, but not limited to, the following: information/learning gained from previous cases, standardized policies, shamrock files, minutes of focused group discussions, asset profiles, among others.

D. Customer Focus

The top management established, reviews and maintains a quality policy that is appropriate to its purpose and context; that provides a framework for setting and reviewing quality objectives; that expresses the compliance to mandates (commitment to satisfy applicable requirements) and that includes commitment to continual improvement.

Quality Policy

The PCGG commits to the optimal recovery, efficient administration and privatization of ill-gotten wealth, the adoption of safeguards to promote good governance towards socio-economic development and satisfy applicable requirements.

It shall achieve these through:

• delivering responsive, pro-active, dedicated service to the Filipino people; • performing with unwavering integrity, transparency, and accountability;

and, • continually improving and sustaining the Quality Management System.

P - Perseverance and C - Commitment to G - Good G - Governance



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Moreover, the quality policy is:

• made available and be maintained as documented information; • communicated, understood and applied within the organization; and • made available to relevant interested parties, as appropriate.

The PCGG top management is committed to the development and implementation of the quality management system and to continually improve its effectiveness by communicating to the agency the importance of meeting customer as well as statutory and regulatory requirements. It ensures that customer requirements are determined and met with the aim of enhancing customer satisfaction.

PCGG shall comply with the minimum, but not limited to, the following requirements:

Finance & Administration Department

Accounting Division Budget Division

Human Resource Development Division

1. Monthly Trial Balance

and Supporting Schedules

2. Quarterly Statement of Financial Position

3. Quarterly Statement of Financial Performance

4. Quarterly Statement of Changes in Net Assets/Equity

5. Quarterly Statement of Cash Flows

6. Quarterly Notes Comprising a Summary of Significant Accounting Policies and Other Explanatory Notes

7. Year-end Trial Balance 8. Year-end Financial

Statement 9. Year-end Supporting

Schedules 10. Annual Aging of Due

and Demandable Obligations

11. Monthly Report of Disbursements

1. Annual Financial Plan 2. Annual Physical Plan 3. Monthly Disbursement

Program 4. Quarterly Physical

Report of Operation 5. Quarterly Statement of

Appropriations, Allotments, Obligations, Disbursements and Balances by Object of Expenditures

6. Quarterly Statement of Comparison of Budget and Actual Amount

7. Monthly Statement of Appropriations, Allotments, Obligation and Balances

1. Monthly Report on Separation

2. Monthly Report on Accession

3. Monthly Report on Appointments Issued

4. Annual update on Personal Services and Internalization and Plantilla of Personnel

5. Quarterly Report on Salaries and Allowances Including Extraordinary and Miscellaneous Expenses

6. Monthly Assessment Report

7. Statement of Assets, Liabilities and Net Worth (SALN)

8. BIR Form 2316 (annual)

9. Agency Remittance Advice (as the need arises)

10. Terminal Leave and Relevant Gratuity



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Benefits (annual) 11. (Semestral)

Accomplishment Report (submitted to DOF)

Administrative Services Division

Cash Division

• Inventory and Inspection Report of

Unserviceable Property • Report on Physical Count of Plant, Property

and Equipment (annual) • Report of Supplies Materials Issued

(monthly) • Monthly Assessment Report • Annual Procurement Plan for Common Use

Supplies

Report of Accountability for Accountable

Forms

Research and Development Department

Asset Management Department

Quarterly Inventory Report (with respect to

Freedom of Information (FOI)

1. Annual Privatization Plan 2. Monthly/Semestral/Annual

Assessment Report 3. Annual Inventory Report

Legal Department

Executive Offices

Status Report of Cases

Consolidated Monthly Departmental Accomplishment Report (Submitted to

DOJ)

The PCGG shall determine the requirements specified by the customer, including the requirements for delivery and post-delivery activities; requirements not stated by the customer but necessary for specified use; statutory and regulatory requirements related to the service and any additional requirements determined by the Commission.

Customer satisfaction is determined primarily through the feedback mechanism embedded in processes which should be continually improved as they involve customers/interested parties. Information gathered on the said mechanism is compiled, summarized, analyzed and discussed in the management review meeting. Action plans are determined and implemented to address the different concerns of the customers.



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E. Communication

The PCGG top management ensures appropriate communication processes are established within the organization and the effectiveness of the quality management system is communicated through regular departmental and inter-departmental meeting/monthly operational review, Management Committee meetings, and En Banc meetings. In addition, customer communication is essential to the success of PCGG. Therefore, PCGG maintains open communication with its customers/interested parties through various means such as telephone, facsimile machine, electronic mails and PCGG website. Customers may also utilize the feedback mechanism embedded in the delivery process.



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F. Functional QMS Team (Technical Working Group)

a. Top Management

• Establishes, reviews, and maintains the quality policy of the PCGG. • Ensures that quality objectives established are relevant functions and levels

within the PCGG. • Ensures allocation of available resources to support the implementation of the

PCGG’s Quality Management System. • Defines the responsibilities and authorities of each function in the

organization. • Reviews the effectiveness of the PCGG Quality Management System (QMS)

and monitors the implementation of the improvement action plans. • Ensures that communication mechanisms are established and effective.

Secretariat

QMS Deputy Team Leader

Top Management

(Represented by Commissioner Head)

QMS Team Leader

Knowledge ManagementCommittee

Training and

Advocacy Committee

Policy

Committee

Internal Audit

Committee

Planning and

Review Committe

Feedback and Communication

Committee

Quality Workplace Committee



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b. Team Leader

• 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 client requirements within the relevant scope of the PCGG’s quality management system.

• Liaises with external parties on matters relating to the PCGG’s quality management system.

c. Deputy Team Leader • Ensures the effective planning, implementation, maintenance, and continual

improvement of the established Quality Management System. • Assists the QMR in performing assigned duties and responsibilities. • Assumes responsibility of the QMR in his/her absence.

d. Planning and Review Committee

• Ensures that the following requirements of the ISO 9001:2015 Standard are

being addressed: a. Context; b. Leadership; c. Planning (QOs, planning for risks, planning of changes); d. Management review and improvement.

• Ensures that the identification of issues, needs and expectations of interested parties are adequate and substantial.

• Performs oversight function in ensuring that the established risk controls and related activities are consistently implemented.

• Checks and coordinates with the concerned departments to ensure that departmental quality objectives as well as Individual Performance Commitment Reviews (IPCRs) are aligned with quality policy, strategic direction and context of the Commission.

• Ensures that management review meetings are set periodically conducted as scheduled, adequate and effective.

• Comes up with creative initiatives to promote continual improvement.

e. Knowledge Management Committee

• Ensures that the requirements for maintaining and retaining documented information are established and implemented; and

• Coordinates and oversees activities related to managing organizational knowledge.



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f. Training and Advocacy Committee

• Ensures that human resources needed for an effective QMS is communicated to management;

• Determines if internal resources are adequate and what needs to be obtained from external providers;

• Ensures that human factors in work environment are considered in the QMS: social, psychological activities for conducive work environment; and

• Ensures competence of staff and adequacy of documented evidences of competence.

g. Quality Workplace Committee

• Ensures that the physical environment for the operation of processes needed

to achieve conformity to service requirements are managed; • Ensures consistent implementation of 5S programs, as applicable; • Monitors and assesses workplace cleanliness, orderliness, and safety; and • Ensures conformance to the requirements of the Standard as to adequacy for

use of monitoring and measuring resources and infrastructure.

h. Policy Committee • Ensures that documented information related to core services (Manuals of

Operation) are adequate and effectively maintained; • Ensures engagement of everyone in the practice of the standardized policies

through coordination with the department heads; and • Ensures that policies promote process approach within the Commission.

i. Internal Audit Committee

• Determines conformance of the QMS to the planned arrangements, to the set

audit criteria and to the requirements of ISO 9001:2015 standard; • Determines whether the QMS is effectively implemented and maintained

through periodically set audits; • Provides input to management review regarding the results of audits; and • Keeps track of the implementation of the corrective and preventive actions for

non conformance raised during the audits.

j. Feedback and Communication Committee

• Ensures the promotion of customer focus throughout the organization; • Ensures that the focus on enhancing customer satisfaction is maintained; • Ensures that the risks and opportunities that can affect conformity of services

to enhance customer focus are determined and addressed;



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• Ensures awareness of the members of the commission and interested parties of the PCGG quality policy;

• Ensures awareness of all staff on relevant quality objectives, their contribution to the effectiveness of QMS, benefits of improved performance and implication of nonconformance; and

• Reports to the top management during the management review meeting the matters related to customer focus, customer satisfaction, staff awareness on QMS, internal and external communication.

G. Management Processes

Management Commitment

Top management of PCGG demonstrates leadership and commitment to the QMS by promoting the quality models (plan, do, check, act; process approach and risk-based thinking) and taking over-all accountability of the effectiveness of the QMS.

1. Strategic Planning

The PCGG conducts annual strategic planning to serve as the venue for assessing the overall agency performance for the previous year, where strategic thrusts are defined, commitments are obtained, resource requirements are determined, and objectives and targets for the current and succeeding fiscal year are set at appropriate levels.

The PCGG considers the context (issues, needs and expectations of interested parties), risks and opportunities. (Annexes D and E)

The strategic thrusts set by management for CY 2018-2020 are as follows:

- Asset recovery, Preservation and Privatization - Capacity and image building - Knowledge management - System efficiency - Risk management

During the strategic planning activity, the Work and Financial Plan (WFP) for the succeeding year will be determined, while the implementation plans/strategies on how to achieve the targets set in the Office Performance Commitment and Review (OPCR) for the current year shall be reviewed and finalized. Thereafter, the corresponding policy instructions shall be issued to all concerned units to achieve the WFP and Major Final Output (MFO) targets.

Quality objectives aligned with strategic thrusts are set at relevant levels with corresponding action plans.



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References: Executive Order Nos. 1, 2, 14 and 14-A, Series of 1986 Executive Order No. 323, Series of 2000 DOJ Circulars on Planning, Programming and Budgeting

System DBM Circulars on Annual Budget Call General Appropriations Act (GAA) of previous fiscal year National Expenditure Program (NEP) for succeeding fiscal year

Republic Act (RA) No. 9184 COA Rules and Regulations Annual Accomplishment Reports Strategic Performance Management System (SPMS) Civil Service Rules

Risk-based Thinking

Uncertainties, especially those that may affect the Commission’s objectives, may bring about risks and opportunities. Risk-based thinking enables PCGG to determine the factors that could cause its processes and its QMS to deviate from planned results, to put in place activities to minimize or manage negative effects and to optimize opportunities as they arise. (Annex E)

Risk Management Framework

2. Management Review

Periodic review of the Quality Management System is an essential part of our approach to continual improvement of its effectiveness and efficiency with the objective of enhancing stakeholders’ satisfaction.

Review of the Quality Management System’s suitability, adequacy and effectiveness are carried out at least on a semestral management review



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meetings. This method evaluates the need for changes to our QMS including the Quality Policy, targets as well as the assessment of improvement opportunities based on the review and analysis of performance trends.

Effective review requires the collation of meaningful performance data: performance of programs, services, processes and personnel that would allow a factual based decision making. The review includes information on the following: • Results of internal and external audits • Stakeholders feedback • Review of the office performance through Office Performance

Commitment Review (OPCR)/degree to which the quality objectives are met

• Status of actions from previous management reviews • Changes in external and internal issues that are relevant to the quality

management system • Status of nonconformities and corrective actions • Performance of external providers • Adequacy of resources • Effectiveness of actions to address risks • Proposed improvements • Changes in the QMS (e.g. updates on originated/revised policies,

change in organizational structure, etc.) The outputs of the management review shall include decisions/resolutions and actions related to:

• Opportunities for improvement • Any need for changes to the quality management system • Resource needs

The Commission shall retain documented information as evidence of the results of management review.

3. Performance Evaluation

The PCGG conducts monitoring and measurement activities to gauge the effectiveness of the system. These include monitoring customers and stakeholders’ perceptions of the degree to which their needs and expectations have been fulfilled.

The PCGG analyzes and evaluates appropriate data and information arising from monitoring and measurement.



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4. Improvement Management • Nonconformity and Corrective Action

The PCGG established activities to identify nonconformities (NC) or non-fulfillment of a requirement, correct, control and deal with the consequences. In addition, NCs are classified into minor (nonconformity that does not affect the capability of the management system to achieve the intended results) and major (nonconformities could be classified as major if there is a significant doubt that effective process control is in place, or that product or services will meet specified requirements, or a number of minor nonconformities associated with the same requirement or issue could demonstrate a systemic failure and thus constitute a major nonconformity). NCs are further reviewed to ensure performance of root cause analysis and corrective action. (Annex B)

• Improvement

The PCGG improves the suitability, adequacy and effectiveness of the quality management system. It considers the outputs of analysis and evaluation and the outputs from management review to confirm if there are areas of underperformance or opportunities that shall be addressed as part of continual improvement. Where applicable, it selects and utilizes applicable tools and methodologies for investigation of the causes of underperformance and for supporting continual improvement.

5. Performance Review and Internal Audit

The PCGG conducts Internal Quality Audit at least once in a 12-month period, unless the need for special audit arises, to identified audit area to determine the effectiveness of the Quality Management System and its conformity with the planned arrangements. (Annex C)

The PCGG implements and maintains Internal Quality Audit procedure in accordance with the requirements of the ISO 9001:2015.

The members of the IQA Team are identified and trained to ensure that they are capable to conduct and carry out the audit. The composition of the IQA Team is selected to ensure objectivity and impartiality of the audit process. Auditors cannot audit the processes within their respective units.

The results of the audits are recorded and reported in accordance with the documented Internal Quality Audit procedure.

The Internal Quality Audit (IQA) Team shall ensure that the PCGG Quality Management System meets the quality policies and objectives set by the agency as well as the requirements of ISO 9001 Standard. In performing this function, the IQA Team shall:



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• prepare the annual QMS plan, setting out the internal quality

audit schedule on a quarterly basis; • conduct the internal quality audit of the core, support and

management processes of the agency in accordance with the audit plan; institutionalized controls and actions taken to address the risk and opportunities are likewise audited for continual improvement.

• prepare an audit report which contains details of the following: ○ nonconformities found during the audit o corrections and corrective actions including committed dates

of completion without undue delay • deliberate and report the results to the relevant department

head of the agency and to management its audit findings • regularly monitor and verify the implementation of all corrective

actions for nonconformities raised during the audit, and report the results to relevant department head and to management

• ensure audits are conducted as planned

H. Core Process

1. Research Identifies the ill-gotten assets of the Marcoses and their business associates that are located in the Philippines and abroad. It assists the Legal Management in the preparation, case build up, prosecution and litigation of civil and criminal cases for the recovery of the assets. It is the central repository of all financial and evidentiary records of the Commission which are maintained in a database. It also conducts financial analysis and evaluation of documentary evidence.

2. Legal Management Legal Management provides legal services to the Commission, particularly the litigation of all cases filed by and against the Commission in the performance of its mandate under Executive Order Nos. 1, 2, 14, as amended, Series of 1986, and 432, Series of 2005.

3. Asset Management It is primarily tasked with the monitoring of sequestered assets and preservation of assets that have been placed under the custody and control of PCGG, or with PCGG nominee-director/comptrollers, in order to prevent the dissipation, concealment and disposition of these assets until final determination of their lawful ownership by the Courts.



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4. Privatization It is responsible in the disposition of surrendered and/or recovered assets to ensure that these are done in accordance with the rules and procedures prescribed by the Privatization Council and Commission on Audit.

I. Support Process

1. Human Resource Management

The PCGG believes that the human resource is its greatest asset. To ensure that the staff members are equipped with the necessary knowledge and skills required to efficiently perform their functions, the Human Resource Development Division (HRDD) has established and maintained procedures to ensure that personnel performing their functions are competent on the basis of education, training and/or experience and job skills set. As such, the HRDD maintains the records in undertaking the following functions:

• determining the capability building needs of personnel performing research work involving preparation of pleadings and appraisal/valuation process;

• organizing seminars and training courses to meet the identified needs;

• evaluating the effectiveness of the aforementioned HRDD interventions;

• orienting the personnel on their roles and responsibilities as they affect achievement of objectives;

• inviting department representatives to orient personnel on departmental policies and procedures;

• ensuring persons doing work are aware of the quality policy, objectives and implications of nonconformance; and

• determining and selecting opportunities for improvement and implement necessary actions to meet certain requirements through corrections, corrective actions, continual improvement and innovation.

It is the commitment of the PCGG to provide its staff with the proper training for the constant improvement of their knowledge, skills, managerial acumen and behavioral 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 services provided. Training Needs Assessments (TNAs) and surveys shall be conducted as demanded by organizational changes.



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The HRDD interventions include both formal and informal modes: coaching, on-the-job-training, cross-posting courses conducted by HRDD and other Departments within the PCGG. It also includes orientation and cascading sessions conducted by the QMS Core Team, particularly handled by the Training and Education team.

Recruitment is handled by HRDD based on training and are maintained for all personnel by the HRDD.

Appropriate records of academic qualifications and training are maintained for all personnel by the HRDD.

2. Finance and Administration Management

The Finance and Administration Management (FAD) shall provide PCGG General Administrative and Financial Support services effectively in accordance with the policies of the Commission and government rules and regulations. The FAD has five (5) divisions namely: Budget and Disbursement, Accounting, Collection, Administrative Services and Human Resource Development Division. 3. Outsourced Services Management

To ensure effectiveness in the implementation of general administrative services, the PCGG monitors its outsourced services such as janitorial, security, and copier rental services, which are procured through public bidding. Janitorial personnel are deployed in PCGG office to provide clean and orderly environment for its personnel. Security guards are likewise posted in PCGG office to ensure the safety of its personnel and properties. The Administrative Services Division oversees the performance of janitorial personnel and operations of copier machines, while the PCGG Security Unit supervises the security guards. A Certificate of Performance is issued every month by the concerned supervising units to ensure the satisfactory performance of these outsourced services. To measure their performance, a feedback form is issued to, and answered by, the different Department/Division Heads.



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4. Infrastructure Management

It is the policy of the PCGG to determine, provide and maintain the infrastructure needed to deliver services required by the customers/clients and citizens. This infrastructure includes (whenever applicable) workstations, training/conference facilities and equipment, meeting rooms, customer receiving areas, library, transportation service, computer and internet/intranet facilities, project management and other software, storage facilities for supplies, communications facilities and areas for auxiliary services such as photocopying, parking, canteen services, etc. The Administrative Services Division handles the management and maintenance of these infrastructures.

• Work Environment

The PCGG aims to promote the well-being, satisfaction and motivation of its personnel by providing them a work environment that is conducive for working and learning by defining workstations, formulating and observing quality workplace standard.

The end objective of this is to establish a quality work-life for the PCGG personnel in order to work more effectively and efficiently.

• Operations

The PCGG ensures the standardization as needed based on the context analysis addressing the issues and needs of the PCGG and its interested parties, which includes, but are not limited to, the following areas of concern:

• operational planning and control • determination and review of requirements • control of outsourced services • service provision • identification and traceability • control of changes and nonconforming services

5. Supplies Management The PCGG ensures that procurement of goods and services complies with the procurement process pursuant to RA 9184 otherwise known as the “Government Procurement Reform Act.” The PCGG BAC-Secretariat consolidates, prepares and monitors the implementation of the Annual Procurement Plan of the PCGG.



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Common-use Supplies and Equipment (CSE) are procured through the Procurement Service (PS) pursuant to DBM Circular Letter No. 2011-6 in line with Administrative Order No. 17. Other supplies and equipment that are not available at the PS are procured through public bidding or other methods of procurement prescribed by RA 9184.

A Supplies Ledger Card is maintained by the Administrative Services Division to monitor the replenishment and withdrawal of supplies and inventories.

Equipment and inventories issued to officials and employees are recorded and monitored through the Property Acknowledgment Receipt (PAR) and Inventory Custodian Slip (ICS), respectively, as well as through the conduct of Annual Physical Inventory.

6. Information and Documentation Management Quality Manual is the document defining PCGG’s mandate, mission, vision, quality policy and processes. Quality procedures and process workflows are documents that provide information and guidelines on how to achieve activities and processes consistently. Records are documents that provide objective evidence of activities and use as references for decision making. To be able to demonstrate effective implementation of the QMS, a documented procedure for records management shall be established. The document filing system applicable to each office shall be properly defined. A master list of records identifying the actual location of the document shall be maintained for each office. Retention period shall be based on the National Archives of the Philippines’ (NAP) retention disposition schedule.

Date post:	28-Feb-2020
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