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Quality Manual

Endorsed by:

Approved by:

MS. VANESSA V. ASCAŇO, MPA

VP-Finance, Planning & Development Quality Management Leader

DR. ROSALITO A. QUIRINO

OIC-University President

Quality Manual

Document Reference Code USTP-QM-01

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TABLE OF CONTENTS

Contents

Page Number

1.0 Context 1.1 Organization and Context

1.1.1 History 1.1.2 Vision 1.1.3 Mission 1.1.4 Organizational Structure

1 1 1 2 2 2

1.2 Relevant Interested Parties

1.3 Scope of the Quality Management system

1.3.1 Scope Statement

1.3.2 Sites Within the Scope

1.3.3 Permissible Exclusions

1.3.4 Purpose of the Quality Manual

5 5 5 5 5

1.4 Quality Management System Structure and its Processes 1.4.1 Process Approach

1.4.1.1 Process Identification 1.4.2 Control of Outsourced Services 1.4.3 Documentation Management

1.4.3.1 General 1.4.3.2 Document Management

6 6 7 8 9 9 9

2.0 Leadership 2.1 Leadership and Commitment

10 10

2.2 Customer Focus 11

2.3 Policy 11

2.4 Organizational Roles, Responsibilities, and Authorities 12

3.0 Planning 3.1 Strategic Direction 3.2 Risks and Opportunities

41 41 43

3.3 Quality Objectives and Planning to achieve them 44

3.4 Planning of Changes 45

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4.0 Support 4.1 Resources

4.1.1 General 4.1.2 Human Resources

45 45 45 46

4.1.3 Infrastructure 4.1.4 Environment for the operation of processes 4.1.5 Monitoring and measuring resources

47 48 48

4.1.6 Organizational Knowledge 48

4.2 Competence 49

4.3 Awareness 50

4.4 Communication 50

4.5 Documented Information 51

5.0 Operation 5.1 Operation Planning and Control 5.2 Requirements for Products and Services

52 52 52

5.2.1 Customer Communication 52

5.2.2 Determination of Requirements 52

5.2.3 Review of the Requirements for Products and Services 52

5.3 Design and Development 53

5.4 Control of Externally-provided processes, products, and services 54

5.5 Production and Services Provision 54

5.5.1 Control of Production and Service Provision 5.5.2 Identification and Traceability

54 55

5.5.3 Property Belonging to Students or External Providers 55

5.5.4 Preservation 55

5.5.5 Post-delivery of Activities 56

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5.5.6 Control of Changes 56

5.5.7 Release of Products and Delivery Services 56

5.6 Control of Nonconforming Outputs 57

6.0 Performing Evaluation 6.1 Monitoring, Measurement, Analysis, and Improvement

6.1.1 General

57 57 59

6.1.2 Customer Satisfaction 6.1.3 Analysis and Evaluation

62 62

6.2 Internal Audit 62

6.3 Management Review 63

7.0 Improvement 7.1 General 7.2 Nonconformity and Corrective Action 7.3 Continual Improvement

64 64 65 66

APPENDICES a) Relevant Interested Parties Issues Log b) Outsourced Process Matrix c) Risk Register d) Opportunity Register

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1.0 CONTEXT

1.1 ORGANIZATION AND CONTEXT

The University of Science and Technology of Southern Philippines (USTP) is a state-

owned university with major campuses at Cagayan de Oro City and Claveria, Northern

Mindanao.

1927

1.1.1 Brief History of the University

Pre-Commonwealth Act No. 3377 known as the Vocational Act of 1927 established Misamis

Oriental Trade School (MOTS) operating at the elementary level. In 1936, the intermediate

program was replaced with the four-year secondary trade program.

1952

Republic Act No. 672 converted MOTS into the Mindanao School of Arts and Trades (MSAT)

offering two-year trade technical education. In 1970, Republic Act of 3959 authorized the

offering of Bachelor of Science in Industrial Education and the Evening Opportunity Programs.

1978

Presidential Decree 1431 converted MSAT to Don Mariano Marcos Memorial Polytechnic State

College (DMMMPSC) with the mission “to provide quality relevant and trained human resources

and to promote research supportive to the industrialization of Northern Mindanao.”

1991

Republic Act No. 7102 renamed DMMMPSC to Mindanao Polytechnic State College (MPSC)

with the addition of the third function of the college – extension services – in the original

mission.

2009

Republic Act No. 9519 converts MPSC to Mindanao University of Science and Technology

(MUST) with the mandate: “shall provide advanced education, higher technological, professional

instruction and advanced instruction in mathematics, science, technology, engineering, and

advanced research and extension work in human resource development in critical skills and

competencies required for global competitiveness.”

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2016

Last July 27, 2016, the Congress approved Republic Act No. 10919 amalgamating the

Mindanao University of Science and Technology (MUST) located in Cagayan de Oro

City and the Misamis Oriental State College of Agriculture and Technology (MOSCAT)

located in Claveria, Misamis Oriental into the University of Science and Technology of

Southern Philippines (USTP).

1.1.2 University Vision

A nationally-recognized Science and Technology University providing the vital

link between education and the economy.

1.1.3 University Mission

USTP will bring the world of work (industry) into the actual higher education and

training of students; offer entrepreneurs the opportunity to maximize their

business potentials through a gamut of services from product conceptualization

to commercialization; and contribute significantly to the National Development

Goals of food security and energy sufficiency through technology solutions.

1.1.4 The System Organizational Structure

The USTP System Organizational Structure is shown in Figure 1.1.4.

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Figure 1.1.4-1 USTP System Organizational Structure

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1.2 INTERESTED PARTIES

1.3 SCOPE OF THE QUALITY MANAGEMENT SYSTEM

1.3.1 S c o p e Statement

Based on an analysis of the above issues of concern, interests of

stakeholders, and in consideration of its products and services, the USTP has

determined the scope of the management system as follows:

From admission of its students to graduation, all processes involved in

the delivery of the USTP products and services as reflected in the Management

and Support Processes, are covered in the Quality Manual.

1.3.2 Sites within the Scope

The QMS applies to all processes, activities, and employees within the

USTP CDO Campus located at Cagayan de Oro City and Claveria Campus

located at Claveria, Misamis Oriental, Philippines.

1.3.3 Permissible Exclusions

USTP applies no exclusions to ISO 9001:2015 standard.

1.3.4 P u r p o s e of the Quality Manual

This manual ensures product and service quality of highest standards

demanded by the USTP expected by its stakeholders.

The manual also defines the USTP’s interpretations of the ISO 9001:2015

international standard, as well as demonstrate how the requirements are being

complied.

1.4 QUALITY MANAGEMENT SYSTEM AND ITS PROCESSES

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ISO Core Team

The ISO Core Team is the group tasked with overseeing and sustaining the University’s

Quality Management System as an ISO-certified organization.

Figure 1.1.4-5 Organizational Structure of ISO Core Team

1.1.4 Process Approach

1.4.1.1 Process Identification

The USTP has adopted a process approach for its QMS. Identification and

management of the high level processes within the organization reduces the

potential for nonconforming products and services found during final processes

or after delivery. Nonconformities and risks are identified and actions are taken

within each of the high level processes.

The following high level processes have been identified for the USTP as shown

in Table 1.4.1.1.

Table 1.4.1.1 Process Identification for USTP

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Management Planning, Communication, Internal Audit, Feedback Management

and Management Review

Operation

Support

Measurement, Analysis,

and Improvement

Admission, Management of Learning and Graduation

Documented Information Management, Human Resource

Management, Student Service Management, Financial

Management, Infrastructure & Work Environment Management

and Procurement Management

Performance Evaluation and Continual Improvement

Each process may be supported by sub-processes, tasks, or activities.

Monitoring and control of high level processes ensure effective implementation of

all sub-processes, tasks, or activities.

Each process has:

Quality objectives;

Applicable risks and opportunities;

Applicable inputs and outputs;

Responsibilities and authorities;

Supporting resources; and,

Criteria and methods used to ensure ef f ec t iveness of t he process.

The sequence and interaction of these processes is illustrated in the USTP

Continual Improvement Process Model shown in Figure 2.1.1.

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Figure 2.1.1 USTP Continual Improvement Process Model

Figure 1. Model of a Quality Management System based on process approach and

continual improvement

1.4.2 Control of Outsourced Services

Any process performed by a third party is considered an outsourced process and

must be controlled. The organization’s outsourced processes and the control

methods applied for each are defined in the Control of Outsourced Services

Matrix.

1.4.3 Documentation Management

1.4.3.1 General

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The USTP’s QMS documentation includes both documents and records. The

organization does not use the term “documented information”, but instead uses

the terms “document” and “record” and undergo different controls as stated

herein. The extent of the documentation has been developed based on:

the size of the organization;

complexity and interaction of the processes;

risks and opportunities; and,

competence of personnel.

1.4.3.1 Document Management

A documented procedure for Document Management has been established to

define the controls to ensure that staff has access to the latest, approved

information, and to restrict the use of obsolete information.

Documents required by the quality management system are controlled in the

USTP as per established documented procedure. The scope of the documents

includes: 1) Quality Manual; 2) Procedures including Work Instructions and

Forms, Formats, among others 3) externally-sourced documents and, 4)

Applicable Standards and Specifications.

The documented procedure includes the following:

• Quality Policy and Quality Manual reviewed and approved by the Board of

Regents; and Documents pertaining to a specific area controlled by the functional

head of that area.

The procedure for control of documents addresses the following requirements of

the standards.

i) Stipulating uniform document coding/numbering system and to ensure correct

identification, access, reference, withdrawal and updating of documents.

ii) Establishing master list, identifying the current/revision status of documents.

iii) Ensuring ready availability of the latest versions of the document at the

identified use points through a circulation list and withdrawals and issue

procedure.

iv) Prescribing a standard procedure for removal and disposal of invalid/obsolete

documents as well as identification for retention of any of the obsolete/redundant

documents for further reference/requirement.

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v) Release of revised documents to authorized holders as per change control

procedures.

vi) Reviewing and updating documents as necessary and re-approving.

vii) Changes to the document/data are to be reviewed by the same

functionary/USTP that framed and proved the original documents. The obsolete

documents are withdrawn and the revised/changed document/data provided to

all authorized holders updating the master list. The background information upon

which the document is changed is maintained. The nature of changes is shown in

the document or on the amendment record sheet.

viii) Identification of documents of external origin for the planning and operation

of the Quality Management System and control of their distribution.

ix) The obsolete documents are prevented from unintended use by removing

them from the point of use.

All documented procedures are established, documented, implemented and

maintained.

2.0 LEADERSHIP

2.1 LEADERSHIP AND COMMITMENT

Management Leadership and Commitment

The Top Management of the USTP provides evidence of its leadership and commitment

to the development and implementation of the QMS and continual improvement of its

effectiveness by:

taking accountability for the effectiveness of the QMS;

ensuring that the quality policy and quality objectives are established for the

QMS and are compatible with the USTP context and strategic direction;

ensuring the integration of the QMS requirements into the USTP’s business

processes;

promoting the use of the process approach and risk-based thinking;

ensuring that the resources needed for the QMS are available;

communicating the importance of effective QMS and of conforming to the

requirements;

ensuring that the QMS achieves its intended results;

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engaging, directing, and supporting persons to contribute to the effectiveness of

the QMS;

promoting improvement; and,

supporting other relevant management roles to demonstrate their leadership as it

applies to their areas of responsibility.

This is accomplished by assuring that:

● customer and applicable statutory and regulatory requirements are determined,

understood, and consistently met;

● risks and opportunities that can affect conformity of products and services and

the ability to enhance customer satisfaction are determined and addressed; and,

● the focus on enhancing customer satisfaction is maintained.

2.2 CUSTOMER FOCUS

The Top Management of the USTP adopts a customer-first approach which ensures that

customer needs and expectations are determined, translated into requirements, and are met

with the aim of enhancing customer satisfaction.

This is accomplished by assuring that:

customer and applicable statutory and regulatory requirements are determined,

understood, and consistently met;

risks and opportunities that can affect conformity of products and services and

the ability to enhance customer satisfaction are determined and addressed; and,

the focus on enhancing customer satisfaction is maintained.

2.3 POLICY

The Top Management has defined and documented the University of Science and

Technology of Southern Philippines’ Quality Policy. The policy is appropriate to the

purpose and context of the USTP and supports its strategic direction. The policy

provides a framework for setting quality objective and includes a commitment to meet

applicable requirements and continual improvement of the QMS.

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USTP Quality Policy

We are committed to provide our primary customers with

excellent and continually improved quality human resources

and services that comply with statutory and regulatory

requirements in seeking to attain sustainable development

and inclusive economic growth as a nationally-recognized

university of science and technology.

“Tiunay ug dekalidad nga serbisyo

Para sa kinabuhing inyong ginadamgo.

MAG-USA KITA SA PAG-ASENSO.”

The quality policy is written in the English language as well as in Visayan language. It is

displayed at various strategic places in the University Campuses for exposure to

everyone. All the employees of the University clearly understand the policy.

The quality policy is reviewed during management reviews for its continuing suitability.

The Quality Policy is released as a separate document and is communicated and

implemented throughout the university.

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2.4 ORGANIZATIONAL ROLES, RESPONSIBLITITES AND AUTHORITIES

The Top Management has assigned responsibilities and authorities for all relevant functions in

the USTP. These are communicated through a combination of organizational structure, terms of

reference, and in other QMS documentation.

Figure 2. Organizational Structure of USTP

The responsibility, authority and interrelationship of personnel/bodies managing,

performing and verifying all activities affecting quality of instruction, evaluation and

other aspects of functioning of the University have been defined in the published

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University Rules

below:

The responsibilities of some of the key personnel managing the QMS are listed

Administration

The University shall have the general powers of a corporation set forth in

Batas Pambansa Blg. 68, as amended, otherwise known as "The Corporation Code of

the Philippines". The administration of the University and the exercise of its corporate

powers shall be vested exclusively in the Board of Regents and the President of the

University who must render full-time service. The powers and duties of the President of

the University, in addition to those specifically provided under this Act, shall be those

usually pertaining to the Office of the President of similar universities and those

delegated by the Board of Regents. The administration of the Claveria Campus and the

Cagayan de Oro Campus of the University is vested in the Chancellor of the Campus

insofar as authorized by the Board of Regents.

Governing Board

The governing board of the University shall be the Board of Regents, hereinafter

referred to as the Board, which shall be composed of the following:

(a) The Chairperson of the CHED, Chairperson; (b) The President of the

University, Vice Chairperson; (c) The Chancellors of Cagayan de Oro and Claveria

Campuses, members; (d) The Chairperson of the Committee on Education, Arts and

Culture of the Senate, member; (e) The Chairperson of the Committee on Higher

and Technical Education of the House of Representatives, member; (f) The Director-

General of the National Economic and Development Authority (NEDA), member; (g)

The Secretary of the Department of Science and Technology (DOST), member; (h)

The President of the federation of faculty associations of the University, member; (i)

The President of the federation of student councils of the University, member; (j) The

President of the federation of alumni associations of the University, member; (k) Four

(4) prominent Chief Executive Officers (CEOs) of duly recognized national or

multinational corporations who have distinguished themselves in the fields of

specialization of the University or who have entered into a partnership with the

University, members; and G) Two (2) prominent academicians in the Philippines who

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have distinguished themselves in the fields of specialization of the University through

their publication and track record in research.

The President of the Philippines shall appoint the four (4) prominent CEOs of

national or multinational corporations and the two (2) prominent academicians from

among a list prepared by the University President, in consultation with the Chairperson

and other members of the Board, based on the standards and qualifications for the

position. The President of the federation of faculty associations, the President of the

federation of student councils and the President of the federation of alumni associations

shall serve in the Board only for the duration of their respective terms of office, as set

forth in their respective constitutions and bylaws. The four (4) prominent CEOs of

national or multinational corporations shall serve for a term of four (4) years from the

date of appointment while the two (2) prominent academicians shall serve for a term of

two (2) years and may be reappointed by the President of the Philippines for another

term. Sec. 9. Rights and Responsibilities of Board Members. — The members of the

Board shall have all the rights and responsibilities of a regular member of the Board as

set forth in Batas Pambansa Blg. 68, as amended, otherwise known as “The

Corporation Code of the Philippines". The right of the students, faculty members and

alumni presidents to be represented in the Board shall automatically rise from their

election and qualification into their respective offices as student regent, faculty regent

and alumni regent. The private sector representatives must take their oaths of office as

hereinafter provided for before they could assume as members of the Board.

Representatives of Board Members Coming from the Government. - If the

Chairpersons of the Senate Committee on Education, Arts and Culture and the House

Committee on Higher and Technical Education, as well as the Secretaries of the NEDA

and the DOST, are unable to attend any regular meeting or special session of the

Board, they may designate in writing their representatives to the meeting which the

designees shall present to the Board Secretary before the start of the meeting:

Provided, That the NEDA and the DOST shall be represented by their respective

Regional Directors. They shall be entitled to seat, voice and vote.

Appointment of the University President

At the end of the term of the University President, the Chairman of the Board of

Trustees shall declare the position vacant and constitute a Search Committee to screen

applicants to the position as basis of the Board’s selection. In no case shall the Board

of trustees make its selection for the College Presidency without opening the vacancy

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for an in-depth resignation, removal for cause or incapacity of the President to perform

the function of his office, the Board shall have the authority to designate an Officer-in-

Charge pending the appointment of a new President

Powers and Duties of the University President

The powers and duties of the University President shall be those inherent to his

position including those that are explicitly provided by the University Charter, PD 1437

and R.A. 8292.

He is Ex-Officio head of the University faculty and every school/college or any

other unit of the institution.

He has general supervision of all business and financial operations of the

University. All officers, members of the faculty and staff are responsible to and under

the direction of the President through their respective heads / chief of units.

He carries out the general policies laid down by the Board of Regents, and has

the power to act within the limits of said general policies directing or assigning the

details of executive action.

He has the power to determine the agenda of all meetings of the Board of

Regents, the Academic Council, and of the Executive Committee. However, any

member of the Board/Academic Council/Executive Committee is entitled to have any

matter be included in the agenda.

He presides at commencement and other public exercises of the University and

confers such degrees and honors as are granted by the Board of Trustees

He appoints qualified and competent members of the faculty or persons to fill up

administrative positions pursuant to existing rules and regulation to the provision of

NCC No. 12-B, 1982, and all vacancies and new positions as per approved criteria of

recruitment of personnel upon recommendation of the Recruitment and Selection

Board. He makes such appointments necessary to meet emergencies occurring

between meetings of the Board so that the work of the University will not suffer; and he

makes special appointments as are permitted by the Board of Regents.

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He is the official medium of communication between the teaching force,

employees and students of the University and the Board of Regents. Should a

permission or an authorization given to any person to engage in any work or activity

within the Campus be used by such person to arouse disloyalty to the Government of

the Philippines, create by over act, disturbance or dissension among students, faculty

members or employees and interfere directly with the discipline of the University, the

President shall, after due hearing, cancel the privilege so granted and thereafter inform

the Board of Regents of his action

The specific powers of the President of the University are as follow:

a. Acceptance of resignation and authorization of transfer of faculty members and

employees to be confirmed by the Board of Regents;

b. Grant or denial of leaves of absence with pay and without pay and/or extension of

such leaves or delegate the same to a duly authorized office of the University;

c. Grant or extension of fellowships or scholarships for a period not beyond one

academic year if the budget permits and for reasons he may deem satisfactory;

d. Approval of retirement of members of the faculty and staff to be confirmed by the

Board of Regents;

e. Authority to renew appointments for not more than one year if the budget permits

and the services are necessary to make ad interim appointments when the need

of the service so requires;

f. Authority to transfer/detail faculty members and employees from one department

or unit of the University to another in accordance with their specialization, with the

consent of the transferee and with proper compensation;

g. Authority to appoint, qualified members of the faculty as fellows of the University

(full or partial) in order to enable them to pursue graduate studies either locally or

abroad, and to fix the financial assistance to any such fellows in accordance with

the rules promulgated by the Board of Regents and within the lump sum

appropriation for fellowship;

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h. Authority to grant or deny permission for members of the faculty to accept training

grants, fellowships, scholarships, assistantships, or invitations to conferences

sponsored by out-side agencies or USTPs without any financial obligation on the

part of the University outside of the regular salary of the person concerned;

i. Supervision and control, through the Chairman of the Student Affairs over extra-

curricular activities of students; and authority to accredit Campus USTP based on

the rules and regulation formulated by the university;

j. To designate person(s) whom he may authorize to examine the financial status of

students’ USTP when necessary;

He has the authority to change the leave status of the faculty from that of

teachers’ leave to that of cumulative leaves when circumstances demand.

He has the authority to hold officers, teachers and employees responsible to the

full discharge of their duties. After consultation with the Director concerned, he initiates

the necessary disciplinary action against the erring personnel before an appropriate

investigating body.

He prepares an Annual Report for the Office of the President of the Philippines

through the Chairman of the Commission on Higher Education (CHED), the Senate and

the House of Representatives. The Annual Report shall reflect a detailed account on

the work of the previous year and the needs for the current year. He also presents the

annual budget of the University to the DBM and other offices concern with estimates of

income and expenditures.

He executes and signs, in behalf of the University contracts, deeds and other

instrument necessary for the proper conduct of business of the University, subject to

the confirmation/ approval of the Board of Regents. However, in regular recurring

undertakings and transactions where his action is virtually ministerial, conditions and

terms thereof having been fixed in the University’s existing regulations and general

laws, he may direct through appropriate written instruction that approval in specified

cases be made in behalf by officers of administration or heads of offices or units,

subject to such safeguards as he may impose.

He has the general responsibility for the enforcement of discipline in the

University and for the maintenance of required academic standards in all its units.

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He has the right to modify or disapprove any action or resolution of any University

faculty administrative body, if in his sound judgment the greater interest of the College

so requires. Should he exercise such power, the President shall communicate his

decision in writing to the body immediately affected, stating the reasons for his action

and thereafter shall accordingly inform the Board of Regents, which may take any

action, it may deem appropriate in connection therewith.

The President may invite, from time to time, scholars of eminence and other

persons of prominence who have achieved distinction in some profession or career, to

deliver a lecture or a series thereof and for this purpose; he may authorize honoraria for

such service, subject to rules and regulations.

He has such other powers as provided by the University Charter or as may be

especially authorized by the Board of Regents and such as are usually pertaining to the

President of the University. He may delegate in writing any of his specific functions to

any office.

In case of his absence for brief periods of time, he may designate a ranking

officer of administration who may be the Vice President or officer next in line of the

scalar chain of command to act as Officer-in-Charge of the Office of the President, who

shall carry out the management of the University subject to his instruction and the

policies of the Board.

His rights and obligation of the University President are as follows:

a. Perform his duties to the University by discharging his responsibilities in

accordance with the philosophy, goals and objectives of the University;

b. Be accountable for the efficient and effective administration and management of

the University;

c. Represent the University to any local or national and instruction forums,

symposia, conference, among others. Which affects the best interest of

University; subject to availability of funds under existing auditing rules and

regulation.

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d. Develop and maintain a healthy school atmosphere conducive to the promotion

and preservation of academic freedom and effective teaching and learning,

and to harmonious and progressive school-personnel relationships;

e. Assume and maintain professional behavior in his work and in dealing with

students, teachers, academic non-teaching personnel/administrative staff, and

parents or guardians;

f. Render adequate reports to teachers, academic non-teaching personnel and

non-academic staff on their actual performance and counsel them on ways of

improving the same;

g. Observe due process, fairness, promptness, privacy, constructive and

consistency in disciplining his teachers and other personnel; and

h. Maintain adequate records and submit required reports to the Commission on

Higher Education (CHED).

The Administrative Council

There shall be an Administrative Council consisting of the President of the

University as Chairman, the Vice President, the Chancellor, the Vice Chancellors,

Directors and Deans and other officials of equal rank as members, and whose duty is to

review and recommend to the Board of Regents policies governing the administration,

management and development planning of the University for appropriate action.

The duties of the University Administrative Council are the following

a. To propose policies governing the administration, management and

development planning of the College subject to the approval of the Board of

Regents;

b. To propose new programs and/or projects subject to the approval of the Board

of Regents and/or authorities concerned; and

c. To implement policies, programs and projects approved by the Board of

Regents, and those issued by the President of the Philippines and other officers

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in the Executive Branch of the government as well as from the Constitutional

Commissions when applicable to the University.

The University Academic Council

There shall be a University Academic Council with the University President as

Chairman and all members of the instructional staff with the rank of not lower than

assistant professor as members (B. P. Bldg. 402, P. D. 1437, R. A. 8292). Students

shall be represented by the President of the Central Student Government or its

equivalent in the Academic Council in accordance with existing law (Education Act of

1982).

The Academic Council shall have the power to review and recommend the

curricular offerings and rules of discipline of the University subject for appropriate action

of the Board of Regents.

The duties of the Academic Council are:

a. To determine, review and recommend for the approval of the Board of Regents

the course offerings of the University;

b. To device/draft/formulate, review and recommend for approval of the Board of

Trustees the rules of discipline of and for the University,

c. To fix the requirements for admission to the University, for graduation, and for

conferment of titles and degrees, subject to approval by the Board of Regents;

d. To recommend for confirmation of the Board of Regents candidates for

graduation through the University President;

e. To propose students for special citations or awards in meritorious cases for

approval by the Board of Regents; and

f. To create an impartial committee from among itself to exercise disciplinary

power over the students within the limits prescribed by the rules of discipline

prescribed by the Council and confirmed by the Board of Regents.

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The University President shall be the presiding officer of the Academic Council

meetings. In his absence, the Vice President/ Chancellors shall preside, and in the

absence of both, the next ranking officer shall preside.

The Registrar shall be the ex-official Secretary of the Council. It shall be his

duty to issue the notices for meetings to the members of the Council. Such notices will

include the minutes of the previous meeting and the agenda for every regular meeting

at least three days before a meeting is held.

The Academic Council shall meet at such times as the University President

may determine; PROVIDED, That there be at least one regular meeting each term.

The President shall call a special meeting upon the written request of at least one fifth

of the members of the Council.

Every member of the Council shall be required to attend all its meetings, but

any member may be excused from attendance for justifiable reasons.

Members of the faculty who have to attend Council meetings are authorized to

assign some work/activities for their classes to do in their absence.

A quorum of the Council shall consist of a majority of its members.

On matters specifically provided for by law, the provisions of this Chapter may

be amended at any regular meeting by a majority vote of Council members present,

subject to the approval of the Board of Regents.

The Academic Council may create standing or special Committees as deemed

necessary of its functions.

The President of the University shall be the ex-officio member of every

standing or special committee of the Council.

The Research and Development Council

There shall be Research Council of the Institution composed of the President

as Chairman and the Director of the Research as Vice Chairman and competent

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members to be designated by the President. The function of the Council is to formulate

research plans and policies, and ensure the proper implementation of the same.

Before any member of the staff of the institution can undertake any research

work under the auspices of the outside agency, he shall obtain the consent of the head

or his unit and the approval of the University President, upon the recommendation of

the research council; and, in the publication of such research, the Institution shall be

credited, side by side with the outside USTP.

The Planning Monitoring and Evaluation System

The Planning Officer is a staff directly under the general supervision of the

University Chancellor. His main function is to assist the Chancellor in planning,

directing, supervising and evaluating the work of the personnel of the Office of

Planning, Monitoring and Development in the preparation and evaluation of long,

medium and short-term educational plans, programs and projects of the University

Campus. His duties are:

a. To coordinate with other governmental and non-governmental entities on

matters relative to the University’s participation in development programs;

b. To initiate the preparation of plans and programs pertinent to the preparation of

the annual budget.

c. To monitor implementation of all on-going programs/projects activities of the

University.

d. To integrate annual performance reports of all academic and administrative

support units of the University and drafts the University Annual Report for review

and approval by the University President; all NEDA reports and other reports

requested by other public agencies, and all survey forms from public and private

agencies;

e. To coordinate with office staff reports for the Board of Regents meeting;

f. T o initiate setting of performance targets and conducts performance evaluation

of personnel in the unit.

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The Management Information System

The Management Information System Officer or technically called System

Analyst is a staff directly under the general supervision of the University President.

The duties and responsibilities of the Management Information System Officer

as follows:

a. To formulate and implement information system plan of the University;

b. To assist in the preparation of ICT proposals for the University;

c. To establish and maintain University databases or Data Bank;

d. To take charge of the maintenance of Information and Communication

Technology (ICT) resources; and

e. To perform other duties and responsibilities inherent to the position and/or as

directed by the University President in the interest of government service.

The Public Affairs and Alumni Relations

The Public Affairs and Alumni Relations personnel coordinates and facilitate

external affairs of the University. He represents the chancellor in the external

transaction beneficial to the university.

The Internal Auditor

Internal Control Officer is a staff directly under the general supervision of the

University President.

The duties and responsibilities of the Management Information System Officer

as follows:

a. Sees to it that all resources are used consistent with laws, regulations and

policies;

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b. Sees to it that resources are safeguarded against loss, wastage and misuse, all

operations are economical, efficient and effective;

c. Exercise control to prevent loss, arising from several possible hazards which

includes:

(1) Unintentional errors in recording and processing of data;

(2) Accidental loss or destruction of records;

(3) Loss of assets through employee's carelessness;

(4) Theft or misappropriation of funds;

(5) Falsification of records.

d. Reviews existing measures/system on financial and non-financial and provide

recommendations for improvement;

e. Exercises over basic controls as defined under internal control systems and

procedures;

f. Renders report at least once in every quarter or when required.

The University Vice Chancellors

The Vice Chancellor for Administration and Vice Chancellor for Academic

Affairs shall assist the University Chancellor. They shall be appointed by the Board of

Regents upon the recommendation of the University President without prejudice to the

appointment of more vice Chancellors when warranted. The University Vice-Chancellor

is a Career Executive Officers pursuant to Civil Service Law and Rules.

The Vice Chancellor for Administration

The Vice Chancellor for Administration shall be appointed by the President of

the University and shall be confirmed by the Board of Regents.

He shall exercise the following duties and responsibilities:

a. Acts as Officer-in-Charge of the University in the absence of the Chancellor when

he is so designated;

b. Assists the Chancellor in executing policy decisions;

c. Follow-up implemented programs;

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d. Works on special problems assigned to him;

e. Issues p o l i c y m e m o r a n d u m o n a d m i n i s t r a t i v e m a t t e r s a s d e c i d e d u p o n a t Administrative Council;

f. C o o r d i n a t e s recruitment of faculty and staff;

g. D ecides on conflicts not elevated to the Administrative council;

H. Submits report on progress of regular memorandum of work to the Chancellor; and

I. Exercises such other powers and performs such other functions as may be

delegated to him/her by the Chancellor.

The Vice Chancellor for Academic Affairs

The University Vice Chancellor for Academic Affairs shall be appointed by the

President of the University and be confirmed by the Board of Regents. He shall be

directly responsible to the President for carrying out educational policies and programs

of the University and in supervising instruction, research, and extension activities of the

University.

He shall direct planning, implementation and evaluation of the instruction,

research and extension programs/activities to ensure effective training and education of

students.

The duties and responsibilities of the Vice-Chancellor for Academic Affairs are

as follows:

A. Serves as Chairman of the Council of Deans in formulating viable guidelines

affecting the planning, implementation and evaluation of instruction, research,

and extension programs;

b. Coordinates the planning and preparation of the proposed annual budget of the

different institutes and units, proposes the same to the University Budget

Committee, and keeps the Council of Deans informed of related decisions on

the matter;

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c. Serves as ex-officio Chairman of all standing and/or Ad Hoc Committees which

shall study/conduct regular faculty/staff appraisal of performance;

d. Approves the yearly program of work of the Deans and other offices under his

supervision;

e. Administers the overall execution of University formulated by higher authorities;

f. Coordinates with other College programs or related agencies to insure inter-

program complementation and efficient maximization of available resources

through a functional management information system.

g. D etermines available resources for their use from within the inter-projects of the

academic programs; and for their efficient use through an inter-program scheme

from without;

h. At the beginning of each school year, determines resources, and needs of the

academic program to be monitored to top-level management for decisions. To

monitor such decisions to the Council of Deans for implementation and

evaluation;

i. Represents academic programs in the Administrative Council and in offices of the

Vice-Chancellor for Administration and University Chancellor, as the case may

be.

j. P r o m o t e s harmonious interaction between and among the faculty and staff

of the program through regular faculty conferences and Directors/Dean’s Council

Meetings;

k. Establishes and recommends for approval by higher authorities a reward system

to maintain/boost faculty morale;

l. Causes resolution of conflicts/problems of faculty/students in accordance with

existing academic policies, rules/ laws and the like, and in consistence with

sound management and operation practices; and

m. Keeps the Administrative Council or higher authorities regularly informed of the

type(s) of conflicts or problems which is not within the competence of his office

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to resolve, and/or based on his best judgment, shall be resolved through the

advice and consent of the Administrative Council and/or higher authorities of the

University;

n. Represents the academic programs of the College from within and without, as

the Vice Chancellor of the Academic Affairs. As such, he shall continuously

cause the promotion and the development of noteworthy academic standards

commensurate to those of a University via regular consultation with outside

agencies/ institutions programs similar to his own; his college deans/directors on

how best, under the circumstances, the academic program can be improved;

and the department chairman and faculty out is the best interest of students;

and with the students on how best their talents can be harnessed for

development;

o. Submits regular memorandum of work progress to the President; and

p. Exercises such other powers and perform such other functions as maybe

delegated to him/ her by the President of the University.

The University Registrar

The University Registrar is under the general supervision and direction of the

Vice Chancellor for Academic Affairs. He exercises administrative and supervisory

authority over all personnel assigned to the office.

The duties and responsibilities of the University registrar are as follows:

a. To formulate and recommend policies, rules and regulations regarding student

registration and admission requirements, student records, class/subject

scheduling and among others.

b. To enforce government and school regulations regarding entrance requirements,

enrolment, subject load, transfer, promotion, subject sequence, graduation and

other matters on student accounting.

c. To assign, supervise, coordinate and review work of personnel in his unit.

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d. To apprise staff of policies, rules and regulations issued by the University

Chancellor and other appropriate authorities from time to time.

e. To oversee the proper use, maintenance, control, and safekeeping of records,

properties and equipment.

f. To attend to correspondences regarding school records and other information.

g. To prepare and submits confirmation of official candidates for graduation after

due consultation with the deans on the list of such candidates.

h. To issue certifications, grades, release or transfer certificates, clearance and

diploma to both active and inactive students.

i. T o keep an up-to-date roster of graduates and other statistical data related to the

functions of the office.

j. To prepare and submit annual budget, periodic reports and other documents.

k. To set performance targets in consultation with subordinates.

l. T o recommend the appointment, renewal and change of status of employees in

the registrar’s office.

m. To conduct performance evaluation.

n. To perform related duties and responsibilities.

The University Librarian

The University Librarian is under the general supervision and direction of the

Director of Instruction. He/She exercises administrative and supervisory authority over

all personnel assigned to the office.

The duties and responsibilities of the Librarian are as follows:

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a. To formulate and recommend policies, rules and regulation that will redound to

the efficient and effective utilization of library services and resource materials by

the faculty and staff, students and other clientele of the University.

b. To plan and develop the general programs and activities of the library services in

coordination with the proper authority and in consonance with the college goals

and objectives.

c. To direct and supervise the library personnel in the operation and performance of

essential library services in the most efficient and effective manner such as in the

following activities of:

(1) Selection and acquisition of collection

(2) Organizing and processing/cataloguing and classifying of collections

(3) Collection and preparation and maintenance

(4) Preservation and care

(5) Readers servicing/reference guidance and assistance

(6) Bibliographic preparations

(7) Circulation and control of collection

(8) Library orientation and instruction and other activities relevant to smooth

library services

d. To establish library consortia/linkage with other college and university libraries

both public and private.

e. To study and evaluate students and faculty usage of library services as basis for

improving the delivery of library services to its clientele.

f. To acquire library holdings through purchase, gifts and donations to support the

college curricular programs, researches and other needs.

g. To endorse requests and proposals/recommendations to appropriate college

authorities to provide various needs of the library.

h. To prepare and submit annual budget, periodic reports and other documents.

i. T o prepare staff work program and sets of performance targets in consultation

with subordinates of the library services.

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j. T o recommend the appointment, renewal and change of status of employees in

the library office

k. To conduct performance evaluation.

l. T o perform related duties and responsibilities.

The Deans

There shall be a Dean for each College of the university who shall be

designated by the President and be confirmed by the Board of Regents.

The Deans shall have the following duties and responsibilities:

a. To identify the annual college targets and discuss these with the program

chairmen;

b. To evaluate the performance of program chairmen and staff under them;

c. To plan, implement and evaluate the University programs in instruction,

research and extension;

d. To plan and implement programs to improve the academic climate in the

University;

e. To improve the effectiveness of department chairs;

f. T o prepare and update the university development plans and annual budgets;

g. To establish linkages with the other units of the college and with other

institutions;

h. To take charge of the recruitment of faculty and staff and screen students

seeking admission;

i. T o coordinate the activities of advisers in college and class USTPs;

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j. T o prepare class schedules and teachers’ assignments in coordination with the

Department Chairs;

k. To supervise the enrolment in the college;

l. T o update data of student and faculty and oversee programs in the college;

m. To maintain within the university premises the orderly behavior and discipline of

students, faculty members, and employees;

n. To take full charge of all the publications of his college;

o. To initiate disciplinary measures against personnel of his college;

p. To submit an annual report as well as other reports which the chancellor may

require;

q. To improve the facilities and take charge of the proper maintenance and use of

the premises of his institute including buildings and other properties;

r. To evaluate and review the performance appraisal of the faculty in his college;

s. To perform such other duties and responsibilities that may be assigned by the

chancellor of the university.

The Directors

The university shall have as many directors as are necessary who shall be

appointed/designated by the chancellor and be confirmed by the Board of Regents.

The functions of each director shall be those inherent in his position and others

that may be assigned him by the chancellor of the University.

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The Director of Student Affairs

The Director of Student Affairs is under the general direction and supervision of

the Vice President for Academic Affairs. He is designated by the President and is

confirmed by the Board of Trustees. He has administrative and supervisory authority

over all personnel assigned to the Office.

The duties and responsibilities of the Director of Student Affairs are as follows:

a. To coordinate the operation of student personnel services, student health,

student USTPs and publications, student center, student residences, athletics,

physical education, guidance and counselling, placement, cultural and other

extra-curricular activities subjects to the general supervision of, and under such

regulations of the colleges;

b. To formulate, plans, programs, projects and policies for the promotion of

efficient student services;

c. To perform life adjustment and educational counselling;

d. To make referrals of student problems and linkages with industry for training of

students;

e. To conduct educational information drive in connection with career choices;

f. To supervise the enforcement of College rules and regulations, particularly to

students; and

g. To take active part in promoting research studies in students’ affairs.

The Director of Research and Extension

The Director of research and Extension is a line officer under the general

supervision of the College Vice-President for Academic Affairs. He is designated by the

President and confirmed by the Board of Trustees. The Director has administrative and

supervisory authority over all units and personnel of the Research and Extension Unit.

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follows:

Duties and responsibilities of the Director for Research and Extension are as

a. To take charge of the general administration, supervision and evaluation of

research and extension services of the College;

b. To plan, organize, direct, and coordinate and supervise the operation and

implementation of efficient research and extension services of the unit;

c. To provide leadership for feasible, practicable and efficient operation,

implementation and over-all evaluation of existing and future research and

extension service programs;

d. To coordinate with the different units in the performance of related functions;

e. To initiate and participates in the preparation of projects, training modules and

other projects or program of the unit;

f. To render or submit periodic reports on programs and projects under the unit;

g. To organize and conduct training seminars and workshops or conferences

involving research and extension programs;

h. To collaborate with other institutions and agencies, public or private, in the

promotion of research and extension services;

i. To provide professional leadership for both school and community in the current

trends or needs for dynamic research and extension programs;

j. To coordinate efforts of personnel and programs of entities/agencies engaged in

research and extension services as an agent of change to improve rural life and to

share experiences and opportunities among them;

k. To serve as the liaison officer between the College and other cooperating

agencies;

l. To initiate and conduct experiments, researches and other studies relative to the

programs of the College;

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m. To coordinate with the mass media for the proper dissemination of research and

extension activities of the College;

n. To act as consultant and/or resource person in seminars, workshops and other on-

service training relative to research and extension programs of the State College;

and

o. To do related works, which may be assigned by the Vice-President and/or College

President.

The Director of Administrative Services

The Director of Administrative Services is under the general supervision and

direction of the College Vice President for Administration. He is designated by the

President and confirmed by the Board of Trustees. He shall have administrative and

supervisory authority of the Administrative Officer, Human Resource Management

Officer, Records Officer, Supply Officer Security Officer and College Nurse.

The duties and responsibilities of the Director of Administrative Services are to:

a. Assist the College Vice President in formulating and recommending policies,

programs/projects for improving/upgrading the quantity and quality of general

administrative support services in the college;

b. Prepare office orders, circulars, memoranda and communications as may be

directed by the President.

c. Supervise administrative staff and undertake all functions relative to personnel

matters.

d. Supervise the systematic filing and maintenance of records and documents;

e. Check requisitions for supplies, materials and equipment to insure conformity with

approved programs of expenditures.

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f. S u p e r v i s e all personnel transactions including appointments, leaves,

transfers, resignations, separations, among others.

g. Direct and supervise services on personnel administration, records, property and

supply management, security services; and

h. Collate periodic, annual and other required reports.

i. P e r f o r m other functions as directed by the College President.

The Director of Finance

The Director of Finance is under the general supervision and direction of the

College Vice President for Administration. He is designated by the President and

confirmed by the Board of Trustees. He shall have administrative and supervisory

authority of the Accountant, Budget Officer and Cashier.

The duties and responsibilities of the Director of Finance are to:

a. Supervise and coordinate budget preparation, accounting and control functions,

cashiering and disbursing;

b. Develop the budgetary/accounting and management methods, procedures and

justifications;

c. Prepare the budgetary requirement estimate of the College;

d. Conduc t studies on the improvement of the financial status of the College;

e. Recommend staffing standards and manpower requirements of the College;

f. I m p l e m e n t rules and regulations on salary laws and the allocation of funds of the

College;

g. Submit monthly, quarterly and annual financial and other required reports; and

h. Perform other functions as directed by the College President.

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The Director of Business Affairs

The Director of Business Affairs is under the supervision and direction of the

University Vice-President for administration. He is designated by the President and

confirmed by the Board of Trustees. His main function is to exercise general

supervision and management of income generating projects and production projects of

the College.

The duties and responsibilities of Director of Business Affairs are to:

a. Prepare and implement plans, policies, programs and projects, rules and

regulations pertaining to facilities and production development;

b. Safeguard the College farm land areas from squatting or encroachment of outside

persons;

c. Recommend the assignment of Project In-charge based on their field of

specialization and supervise the same. To see to it that they perform their

assigned tasks;

d. Participate in the preparation of the College budget particularly in resource

generation;

e. Safeguard all funds of income generating projects and administration production

projects including incomes. Then see to it that property are properly accounted

for, kept and used;

f. Prepare and submit for approval requisitions for various supplies and materials

needed under the unit;

g. Coordinate with other units of the College for the promotion, improvement and

development of income generating projects pertaining to instruction, and to see to

it that all IGPs are accessible to all students for their laboratory activities;

h. Prepar e and submit required reports; and do related works.

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The Director of General/Auxiliary Services

The Director of General Services is under the supervision and direction of the

Vice-President for Administration. He is designated by the President and confirmed by

the Board of Trustees. His general function is to exercise supervision over the General

Services personnel which include: carpentry, motor pool, civil works, electricity, water

system, physical plant and other related works.

His other duties and responsibilities are as follows:

a. To coordinate with other directors of the College on their units’ general services;

b. To prepare the annual work program as well as quarterly and annual

accomplishment reports;

c. To set performance targets in consultation with the faculty and staff under the

unit;

d. To conduct periodic evaluation of the unit. This includes the school site, buildings

and facilities;

e. To r e c o m m e n d a n d s u p e r v i s e n e w c o n s t r u c t i o n s ,

r e n o v a t i o n s , r e p a i r a n d maintenance works as necessary;

f. T o direct the civil engineer in the preparation of pre-engineering and/or detailed

engineering plans for new construction and renovation projects;

g. To review performance evaluation of various personnel of the general services

unit;

h. To recommend the appointment, renewal and change of status of personnel of the

general services unit; and

i. T o perform other duties and responsibilities inherent to the position and/or as

directed by the College President.

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The Department Chairs

The Department Chairs are line officers directly under the general supervision

and direction of the Dean. They are designated by the President of the College and

confirmed by the Board of Trustees through the recommendation of respective

faculties.

The Department Chairs are designated to serve a term of two (2) years. The

duties and responsibilities of department chair are as follows:

a. To formulate plans for the department in consultation with faculty;

b. To implement plans, policies, programs and projects rules and regulations

pertaining to instruction and other institute activities;

c. T o determine agenda and preside over department meetings;

d. To exercise general supervision and management of faculty and staff under

him/her.

e. To assist in the preparation of budgetary proposals in coordination with

department coordinators including the acquisition of supplies, books, equipment

and other needed facilities;

f. To check the implementation of curricular offering under the unit, evaluate and

recommend changes or revisions for improvement;

g. To assist in the selection of deserving students and faculty who will avail of

scholarship grants under the Institute;

h. To prepare and submit reports on all matters inherent to his functions;

i. To recommend teaching assignments of faculty and help in the preparation of

programs;

j. T o cooperate with other units of the College in the promotion and improvement of

instruction, research, extension;

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k. T o perform such other functions as may be assigned by the Dean of the Institute;

and does related works.

The Administrative Officer

The Administrative Officer shall be appointed by the University President and is

confirmed by the Board of Trustees. He shall be under the general Supervision of the

Director of Administrative Services.

The duties and responsibilities of the Administrative Officer is to assist the

Director of Administrative Services in formulating and recommending appropriate

policies, programs and projects for improving the level of proficiency, effectiveness and

morale of personnel in the College and do related work that may be assigned to him/her

from time to time.

Human Resource Management Officer

The Human Resource Management Officer shall be under the general

Supervision of the Administrative Services. He shall have administrative and

supervisory authority over all personnel assigned to him.

follows:

The duties and responsibilities of the Human Resource Management Officer as

a. To assist the Administrative Officer in formulating and recommending appropriate

policies, programs and projects for improving the level of proficiency,

effectiveness and morale of personnel in the College;

b. To coordinate and supervise over all aspects of personnel activities;

c. To implement laws, rules and regulations, policies and precedents for application

to personnel problems;

d. To direct and/or participate in the review of personnel actions on matters as to

performance with legal requirements and established policies of the College;

e. To prepare schedule of in-service training;

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f. T o set performance targets and evaluate and conducts performance evaluation of

non-teaching personnel;

g. To coordinate with the heads/units/offices and all academic departments in the

conduct of performance evaluation reports and keeps the result of the

performance evaluation reports in the personnel files as basis for

promotions/retention/dismissal from service;

h. To prepare office annual budget and submits the same to the Administrative

Officer for consolidation;

i. To prepare circulars, memoranda and communications pertaining to personnel

matters for approval by College authorities;

j. T o prepare and submit periodic and other requires reports; and

k. To perform other functions inherent to the position and/or as directed by the

Director Administrative Services.

The Supply Officer

The Supply Officer shall be under the general supervision of the Administrative

Officer. He shall have administrative and supervisory authority over all personnel

assigned to the supply office. The duties and responsibilities of the Supply Officer are

as follows:

a. To assist the Administrative Officer in formulating and recommending policies,

rules and regulations for improving the efficiency and effectiveness of Supply and

property management in the College;

b. To take over-all responsibility in supervising and directing supply and property

activities of the College;

c. To act as custodian of all records of property and makes periodic inventories

thereof;

d. To direct the work of canvassing, buying, storekeeping, issuing equipment,

supplies and materials;

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e. To account for all instructional/laboratory/office equipment and supplies;

f. To issue clearance certificates to faculty, employees and college officials;

g. To prepare claims against insurance companies for damaged property and

cargoes of the College;

h. To sign requisition and issue vouchers;

i. T o direct the maintenance and repairs of instructional/laboratory/office equipment

and furniture;

j. To recommend all property vouchers giving credit for property lost, condemned

and/or paid for;

k. T o supervise and review the work of all personnel assigned to the office;

l. T o recommend approval for expenditures of supplies, materials and equipment;

m. Reviews and recommend payment of vouchers covering property purchased;

n. To recommend and review the annual property inventories;

o. To implement objectives, rules and regulations pertaining to supply management;

p. To undertake field inspection on a regular basis to determine how college

properties in the Campus and production areas are utilized, managed and/or

controlled;

q. To set performance targets and conduct performance evaluation; and

r. To do related work and/or as directed by the Director of Administrative Services.

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The Accountant

The Accountant shall be under the general supervision of the Financial

Management Officer. He shall have administrative and supervisory authority over all

personnel assigned to the office. The duties and responsibilities of the Accountant are

to:

a. Supervise the working group and the keeping of accounting records;

b. Analyze, review and verify the correctness of the following monthly and quarterly

reports prepares by the Accounting Clerk as follows;

(1) SMAU with schedules

(2) Monthly Statement of Income

(3) Statement of Releases, Obligation and Liquidations

(4) Aging of Cash Advance to Officers and employees

(5) Bank/Treasury Reconciliation

(6) Quarterly Report of Income Collected and Deposited

(7) Report of the result of Expended Appropriation

(8) Detailed Statement of Cumulative Obligations Incurred, Liquidated and

Unliquidated Obligations

c. Prepare the following financial reports;

(1) Monthly Trial Balance

(2) Quarterly Statement of Allotment, Obligations Incurred and Balances

(3) Quarterly Financial Reports of Operations

(4) Statement of Cumulative Allotment, Obligations Incurred and Balances

(5) Annual Reports with schedules

d. Review payment of documents and certifies as to availability of funds, propriety

and legality.

e. Prepare journal entries.

f. U p d a t e book of accounts.

g. Provide information to operating officials on financial matters.

h. Prepare communications pertaining to financial reports.

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i. D o related work inherent to the position and as directed by the Administrative and

Financial Management Officer.

The Cashier

The Cashier shall be under the general supervision of the Director of Finance.

The duties and responsibilities of the Cashier are as follows:

a. To exercise supervision over all personnel in the Cashier’s office and all

Deputized collecting and disbursing officers;

b. To prepare checks for approved vouchers and submits to the President’s Office

for counter signature;

c. To prepare Advice of Checks Issued and Cancelled (ACIC);

d. To pay salaries and wages to employees;

e. To disburse approved checks to suppliers and creditors;

f. T o remit payments of monthly bills and remittances of the College;

g. To file paid vouchers, retaining one set and another for the general fund and

monthly for the trust fund;

h. To review reports of issued checks;

i. T o record all cash advances and disbursements in the general and trust fund

cash books;

j. T o attend to relevant inquiries;

k. To set performance targets and consultation with peers and subordinates;

l. T o recommend the appointment, renewal and change of status of employees in

the cashier’s office;

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m. To conduct performance evaluation; and

n. To perform other related duties and responsibilities.

The Budget Officer

The duties and responsibilities of the Budget Officer are as follows:

a. To supervise and coordinate the activities of the agency budget and fiscal staff;

b. To supervise and participate in the preparation of annual, supplemental special

deficiency budget of the agency in the review and consolidation of budgets and

plant of a large number of subordinate units and builds them up into one

budgetary proposal for the entity;

c. To prepare and consolidate supporting justifications and explanations;

d. To act as financial adviser and advise the heads of offices on budgetary matters;

e. To supervise the distribution and allocation of funds to subordinate units;

f. T o attend budget hearings and justify budget proposal to reviewing authorities;

g. To confer with proper officials on release of funds;

h. To maintain public relations with heads of offices to solicit review and approval of

budgetary request;

i. To prepare forms, orders and circulars embodying instructions on budget and

appropriation contract and may audit financial transactions pertaining to special

activities under the cognizance of the agency;

j. T o review financial reports and cost data statistic; and

k. To do related work.

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Special Provisions

Principle of Separation of Function to provide effective check and balance in

College operations and to ensure that the functions of policy formulation,

program/project implementation, and internal control be conducted with the highest

degree of professionalism within the bounds of applicable laws, the following provisions

are provided for in this Code as follows:

a. No policy proposal shall be acted upon by the Board of Trustees unless formally

endorsed by the Administrative or Academic Council as deemed appropriate

through a written resolution;

b. Program/project proposals shall emanate from the unit concerned, provided if

where financial commitment is involved, the same shall be endorsed by the

Administrative Council;

c. All policy resolutions shall be published in the Bulletin Boards found in

conspicuous locations in the college Campus at least fifteen days (15) before

they can take effect;

d. The Board Secretary shall furnish copy of Board Resolutions and/or Board

approval of programs/projects to implementing units concerned not later than

fifteen (15) days upon such approval for proper implementation;

e. The unit head concerned shall be held responsible for the proper

program/project implementation within the given time frame;

f. The specialized expertise of the staff shall be tapped in policy formulation and/or

program/project implementation;

g. The staff’s observation/opinion/recommendation given to safeguard the interest

of the College shall be encouraged at all times, and the College President

reserves the right to make the final decision in the light of Section 2 and 106 of

PD 1445, provided further that such observation/opinion/recommendation shall

be succinctly put into writing.

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Professional Behavior. The assertion of an official of his position on any official issue

or transaction of the College shall be viewed professionally and in no case shall it bear

strain on personal relations.

The administration of the College shall be vested in the President of the College

who shall be the Chief Executive of the College and who shall render full-time service.

He shall be qualified for the position and shall be appointed by the Board of Trustees of

the College in accordance with the provisions R.A. 7722 and R.A. 8292. The president

shall be assisted by Vice President for Administration and Vice President for Academic

Affairs who shall be appointed by the Board upon the President’s recommendation

without prejudice to the appointment of more vice presidents when so warranted.

The College as a public institution shall administer its affairs in accordance with

its charter B. P. Blg. 402; P. D. 1437; R.A. 8292; and with the general laws of the land

insofar as they may be applicable.

The powers of the College include the general corporate powers set forth in

Section 13 of the Corporation Law, the powers provided in the College Charter and

such power as are expressly or implied granted under other statutes.

The funds of the College include the sums appropriated for the College under the

Appropriation Act, the sums appropriated for the College under the special laws, the

incidental income and receipts derived by the College from its operations, and the sums

received from all sources whether by grant, donation, or otherwise. No amount shall be

disbursed from such funds except in pursuance of a specific appropriation approved or

authorized by the Board of Trustees.

The College property includes lands, building, equipment and other kinds of

property acquired by purchase, grants, or otherwise. The administration, care,

maintenance, use, sale or other modes of disposal of College property shall be

governed by the provisions of controlling statutes supplemented by regulations

promulgated by or under the authority of the Board of Trustees.

The institutional structure of the University shall develop commensurately with its

functions, programs and projects in a manner promoting optimum productivity and

reflective of simplicity, economy, efficiency and effective pursuant to Board Resolution

No. 98-24 of May 22, 1998.

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The academic units of the College includes divisions/institutes and units

authorized to offer courses leading to collegiate degrees whether established by special

law or by resolution of the Board of Regents.

The Top Management has assigned responsibilities and authorities for all

relevant functions in the USTP.

The Top Management accepts responsibility and authority for:

● ensuring that the QMS conforms to the requirements of ISO 9001:2015;

● ensuring that the processes are delivering their intended outputs;

● reporting on the performance of the QMS;

● providing opportunities for improvement for the QMS;

● ensuring the promotion of customer focus throughout the USTP; and,

● ensuring that the integrity of the QMS is maintained when changes to the QMS are

planned and implemented.

3.0 PLANNING

3.1 STRATEGIC DIRECTION

USTP has reviewed and analyzed key aspects of itself and its stakeholders to determine

the strategic direction of the organization. This involves:

Understanding its core products and services, and scope of the quality

management system (QMS).

Identifying stakeholders who receive its products and services, or who may be

impacted by them, or those parties who may otherwise have a significant interest

in its organization. These parties are identified in the USTP Strategic Plan 2017-

2030

Understanding internal and external issues that are of concern to USTP and its

interested parties; also identified in the document Relevant Interested Parties

Issues Log (RIPIL). Many such issues are identified through an analysis of risks

facing either USTP or the interested parties. Such issues are monitored and

updated as appropriate, and discussed as part of management reviews.

This information is then used by top management to determine the organizations

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strategic direction. This is defined in records of management review, and periodically

updated as conditions and situations change.

The Overall Planning Framework

The university’s strategic plan is grounded on a clear understanding and articulation of

its mandate, as stated in the Republic Act 10919. The university’s mandate defines its

mission and guides its goal-setting. Its capacity to fulfill its mandate is anchored on its

organizational excellence—ability to set the enabling mechanisms—massive

infrastructure, highly equipped workforce, conducive organization structure, supportive

policy environment and sustainable finance.

As the university fulfills this mandate, it moves from within its immediate context and

towards its larger international environment, as the first and only national university of

science and technology in the country. It will operate such that it will have seamless

knowledge and collaboration with its stakeholders in the private and public sectors—the

labor market, business and industry. Along the way, it should strengthen its market

position and put its mark in the higher education sector.

The overall planning framework of the USTP is shown in Figure 1.2.1.

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Figure 1.2.1 The Overall Planning Framework of USTP

Being a knowledge institution, its core outputs will be along the following areas: (a) high

quality human resources, having skills matched with industry/market demands, thus

minimizing/eliminating underemployment or unemployment; (b) innovations that spur creation of

new products and business organizations or expansion of existing businesses; and (c)

research/expertise that provides technology solutions to current and pressing industry problems,

locally as well as internationally. Ultimately, the university should be able to contribute to

inclusive growth and sustainable development in the areas of food security, energy sufficiency,

information & communications technology, industrial development and environment and

infrastructure and transportation growth and sustainable development, and leading-edge

research and development responsive to global concerns.

3.2 RISKS AND OPPORTUNITIES

The organization considers risks and opportunities when taking actions within the QMS.

Risks and opportunities are identified as part of understanding the internal and external

issues that are of concern to the organization and its interested parties and throughout

all other activities of the QMS.

Risks and opportunities are managed in accordance with the Risk and Opportunities

Register (ROR). Risks are managed in order to minimize their likelihood and impact, and

how opportunities are managed to improve their likelihood and benefit.

PROCESS IDENTIFICATION

Identification and management of the high level processes within the organization

reduces the potential for nonconforming products and services found during final

processes or after delivery. Nonconformities and risks are identified and actions are

taken within each of the high level processes.

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3.3 QUALITY OBJECTIVES AND PLANNING TO ACHIEVE THEM

Each process has at least one objective which is a statement of the intent of the

process. Each objective is supported by at least one “metric” or performance

indicator (PI) which is then measured to determine the process’ ability to meet

the quality objective. The specific quality objective for each process is defined in

the Strategic Performance Management System.

Metrics data are measured and gathered by process owners or other assigned

personnel and are submitted to the Performance Management Team (PMT) and

presented to the top management during Management Review. These data are

analyzed by the top management to set goals and make adjustments for the

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purposes of long-term continual improvement. Review of the performance of

these objectives is recorded in the Management Review minutes.

Metrics data are measured and gathered by process owners or other assigned

personnel and are presented to the Administrative Committee, Administrative

Council, and Board of Regents during Management Review (i.e. Mid-Year and

Year-End Accomplishment Report and Planning Workshop). These data are

analyzed by the Administrative Committee to set goals and make adjustments for

the purposes of long-term continual improvement. Review of the performance of

these objectives is recorded in the Management Review Minutes and

Proceedings.

When a process does not meet the objective, or a problem is encountered within

a process, the corrective action process is implemented to resolve the issue.

3.4 PLANNING OF CHANGES

When USTP determines the need for changes to the QMS or its processes, these

changes are planned, implemented, and then verified for effectiveness.

Documents are changed in accordance with Document Management Procedure.

4.0 SUPPORT

4.1 RESOURCES

The USTP determines and provides the resources needed to implement, maintain, and

continually improve the Quality Management System (QMS), and to enhance stakeholders’

satisfaction by meeting stakeholders’ requirements.

Resource allocation is done with consideration of the capability and constraints on

existing internal resources, as well as what needs to be obtained from external providers.

Resources are allocated based on prior year’s utilization rate and priority programs, projects

and activities of every unit.

Resources and resource allocation are assessed during management reviews.

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4.1.1 General

USTP campus plan and identify relevant resources needed and provides them to

implement, maintain and improve the quality management system and continually innovates

ways for its effectiveness and to enhance client satisfaction by meeting customer needs. For

each program, responsive to the number of registered students and the detailed curriculum, the

requirements of human and physical resources are carefully studied with recommendations and

submitted to the Administrative Committee for review, Administrative Council for endorsement

and BOR for approval. The Director and the concerned in-charge are responsible for provision

of needed resources to ensure effective implementation of each program. Resources needed

for internal quality audits are also ensured by the PME Director.

4.1.3 People

The USTP believes that its highly-trained and qualified human resources are its most

valuable asset. To ensure that the university’s personnel is equipped with the necessary

knowledge, skills, and attitude required to effectively and efficiently perform their functions, the

Human Resources Management Office (HRMO) implements manpower development program

focusing on education, training, and experience. As such, the HRMO shall undertake, among

others, the following functions in coordination with Unit Heads:

Ensuring that personnel are informed of their roles and responsibilities as they

affect achievement of quality objectives;

Determining the capability building needs of personnel performing work affecting

service quality;

Organizing training programs to address the identified core competency

requirements;

Sourcing of external job-specific training programs to further develop the

personnel’s competence;

Implement the system of awards and recognition (PRAISE) to further motivate

and enhance personnel’s work performance;

Evaluating the effectiveness of training interventions; and

Ensure the recruitment of qualified personnel to meet the capability requirements

of the University.

The USTP ensures that it provides sufficient personnel for the effective operation of the

management system, as well as its identified processes. Personnel performing work affecting

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quality of services, are competent in terms of education, training, skills and experience.

Where applicable, the USTP takes actions to acquire the necessary competence and

evaluate the effectiveness of the actions taken. Applicable actions may include provision of

training, mentoring or re-assignment of currently employed personnel, or hiring or contracting of

competent personnel.

Recruitment and screening are handled by the HRMO based on the evaluation of the

applicant’s training, skills, and education in accordance with applicable Civil Service law, rules

and regulations.

Records of education, training, skills, and experience are maintained in accordance with

the Quality Procedure on Records Management.

4.1.4 Infrastructure

The USTP ensures that the infrastructure necessary for the operations of its processes

and to achieve conformity of products and services are determined, provided, and maintained.

Recognizing the indispensability of infrastructure in the delivery of excellent quality

service, the USTP endeavors its sufficiency, ensures availability in efficient condition at its

utilization, and employs methodology for its continual improvement vis-à-vis the growing

demand and the growth of the organization. The infrastructure provided in the USTP includes:

Buildings, including classrooms, gymnasium, laboratories, library, computer

centers, offices, workshop area, drawing rooms, play grounds, audio-visual

rooms, and other facilities;

Grounds, including: parking lots, play areas, parks and others;

Hardware and software, including equipment and software in the laboratory,

books and other referral materials in the library, furniture and fixtures in offices,

classrooms, among others;

Transportation resources; and

Information and Communications Technology, including support services such as

communication or information systems like telephone, fax, internet (e-mail); and

transport like bus, cars, among others.

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4.1.5 Environment for the operation of processes

The USTP determines the work environment and manages it to fulfill the requirements of

performance of various activities in order to achieve quality of instructional process and

conformity of products and services. This includes both the physical working conditions like

lighting, noise, temperature, among others in classrooms, laboratories, workshops, computer

centers and other places as well as the human relations and working environment.

The USTP ensures that a suitable environment necessary for the operation of its

processes and to achieve conformity of products and services are determined, provided, and

maintained.

Human factors are considered to the extent that they directly impact the quality of

products and services.

4.1.6 Monitoring and Measuring Resources

Where equipment are used for measurement activities such as inspection or testing,

and traceability of measurement is a requirement, these are properly identified to determine

their status, safeguarded from adjustments, damage or deterioration that would invalidate the

calibration status and subsequent measurement results, and calibrated or verified at specified

intervals or prior to use.

4.1.6 Organizational Knowledge

The USTP determines the knowledge necessary for the operation of its processes and

to achieve conformity of products and services. It is information that is used to achieve the

organization’s objective. This may include knowledge and information obtained from:

internal sources, such as lessons learned from success and failures, feedback

from subject matter experts, intellectual property, knowledge gained from

experience, and

external sources such as standards, academia, conferences, or

information gathered from customers or suppliers.

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

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When addressing changing needs and trends, the USTP considers its current

knowledge and determines how to acquire or access the necessary additional knowledge.

Further, the USTP has a system for determining, collecting and making

available meaningful data for the operation of its processes to achieve conformity of its products

and services. The p r o c e s s f o r c o n s i d e r i n g a n d c o n t r o l l i n g p a s t , e x i s t i n g

a n d a d d i t i o n a l knowledge needs to take account of the USTP’s context, including its

size and complexity, the risks and opportunities it needs to address, and the need for

accessibility of knowledge.

4.2 COMPETENCE

The USTP, in its aim for meritocracy and excellence focuses in the implementation of its

human resource management policies in conformity with the guidelines of the Civil Service

Commission, for the effective operation of the management system and it’s identified processes,

better delivery of services and client satisfaction. As such, it provides sufficient personnel and

ensures competency improvement through the establishment and proper implementation of the

necessary systems on:

1. Recruitment, selection and placement;

2. Learning and Development;

3. Performance Management; and

4. Rewards and Recognition

Personnel performing works affecting quality of products and services are selected on

the basis of appropriate education, training, skills and experience. Recognizing its responsibility

in enhancing employees’ career life, retention policies and programs are well-planned and

designed. This includes training needs assessment, properly scheduled training and

development programs, evaluating performance of employees in achieving performance targets,

and enhancing recognition and rewards program to motivate workforce.

The University promotes the well-being of all its employees to ensure their motivation

which will result to efficiency and effectiveness and thus foster improved productivity. This is

achieved through the provision of the following:

a. Team building activities and educational tours

b. Safe classrooms, offices, laboratories, dormitories, and common spaces, free of

health hazards and physical distractions

c. Wellness and sports facilities such as tennis courts, volleyball courts, badminton

courts, oval, treadmills, table tennis in several buildings

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d. Safe university Campus with security services.

e. Medical/dental facilities

4.3 AWARENESS

Applicable actions and subsequent communication ensure that personnel are aware of:

the quality policy;

relevant quality objectives;

their contribution to the effectiveness of the management system, including the

benefits of improved performance; and

the implications of not conforming with the management system requirements.

It is the commitment of the USTP to provide its personnel with the appropriate training

for the continual improvement of their knowledge, skills, attitude and activities related to the

QMS. This is in recognition of the fact that the behavior and performance of every personnel

directly impacts the quality of services provided.

Training Needs Analysis is conducted to identify gaps between the functional capabilities

required by the position compared to the concerned personnel’s current set of knowledge, skills,

and attitude, and as demanded by organizational changes. The training of personnel includes,

but not limited to, seminars, lectures, workshops, coaching, orientation, and cascading

sessions.

4.4 COMMUNICATION

These mechanisms include among others, website, email facility, conduct of

meetings, and distribution of documents. Students are one of the University’s key

stakeholder groups and it is the USTP’s responsibility to ensure that their needs

are met. This includes provision for an open, trustworthy, reliable channel of

communication where students are not only provided with pertinent information

such as academic regulations, policies and procedures but also allowed

opportunities to voice their issues, concerns and grievances and have them

addressed in an expedient manner.

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Communication with the customers includes

● provision of information related to the products and services being offered

(e.g. information caravan, print materials, radio plugging through the DxGG

104.3, the radio station owned by the university, LED billboard and website);

● handling of enquiries, contracts, or orders including changes (e.g. process

flow of activities such as enrollment, request for TOR’s, diploma, grades);

● obtaining customer feedback including complaints through customer

satisfaction survey, students’ representative reports, discussion group

(Kapihansa CET), seminars, suggestion box and through the

Instructors/Programme Professors where students are encouraged to address

any of their academic concerns and issues directly, the Student Development

Services which also provides a reliable readily accessible source of relevant

student-related information that ensures the latest development within the

University, and the Central Student Government that serves not only as the voice

of the general student population but also provides student representation to

USTP Claveria Campus administration in accordance with the constitution;

● handling customer property (student records such as Certificate of

Registration; Transcript of Records, Final Grades, Permanent Records among

others).

4.5 DOCUMENTED INFORMATION

A documented procedure for Records Management has been established to define the controls

needed for the identification, storage, retrieval, protection, retention time, and disposition of

quality records.

These controls are applicable to those records which provide evidence of conformance to

requirements; this may be evidence of product or service requirements, contractual

requirements, procedural requirements, or statutory and regulatory compliance.

5.0 OPERATION

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5.1 OPERATION PLANNING AND CONTROL

The USTP plans, implements, and controls the processes needed to meet the

requirements for the provision of its products and services. Planning for such attainment is

consistent with the requirements of the other processes of the QMS. Such planning considers

the information related to the context of the university, current resources and capabilities,

product and services requirements and acceptance criteria, as well as, the need to outsource

resources.

Changes to operational processes are done in accordance with the Change

Management Procedure.

5.2 REQUIREMENTS FOR PRODUCTS AND SERVICES

5.2.1 Customer Communication

The USTP provides mechanisms to ensure effective communication with the

customers. These mechanisms include information, education and

communication (IEC), i.e website, email facility, tri-media, conduct of

meetings/fora and distribution of documents. The IEC with the customers

includes:

provision of information related to program offerings, scholarships and

others;

handling of enquiries, contracts including changes;

obtaining customer feedback including complaints;

handling of students and other stakeholders’ property; and

establishing specific requirements for contingency actions, when relevant.

5.2.2 Determination of Requirements for Products and Services

The USTP ensures that the requirements for the products and services defined

including any applicable statutory and regulatory requirements and those

considered necessary by the university.

The university also ensures that it can meet the claims for the products and

services it offers.

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5.2.3 Review of the Requirements for Products and services

The USTP reviews the requirements for products and services to ensure that it

has the ability to meet the requirements. These requirements may include:

those suggested or specified or not stated by the stakeholders;

applicable statutory and regulatory requirements; and

those specified by the university.

When any of these requirements are changed, the university ensures that

relevant documents are amended and relevant personnel are made aware of the

changes.

5.3 DESIGN AND DEVELOPMENT

For new designs and for significant design changes in the curriculum being offered, the

USTP ensures the translation of stakeholders’ needs and requirements into detailed design

outputs. These address relevance, performance, reliability, validity and sustainability issues, as

well as regulatory and statutory requirements.

This process includes periodic evaluation and review of current curricular programs for

continual improvement.

This process ensures:

● Design planning is conducted; in designing and developing the curriculum, the

university considers the benefit to the students and other stakeholders. All activities

undertaken are appropriate to the purpose and duration of the program.

● Design inputs requirements are captured; all procedures ensure that instructional

materials are congruent to the program requirements. Inputs to the design of curricula

include, but not limited to the following: prerequisites of courses, required competence

of teachers, certification, licenses or occupational requirements, facilities requirements,

research data on the curriculum being developed, applicable statutory and regulatory

requirements and inputs from relevant industries.

● Design outputs are created under controlled conditions; the outputs of design

and development are provided in a form suitable for verification against the design and

development input and are approved prior to release.

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● Design r e v i e w s , v e r i f i c a t i o n a n d v a l i d a t i o n a r e c o n d u c t e d ; t h e

a c a d e m i c department conducts curriculum review and syllabus to continuously

respond to the CHED requirements; and

● Design changes are made in a controlled manner. The university ensures that

changes are identified, documented, authorized and communicated. Records of the

results of the review of changes and any necessary actions are maintained.

These activities are further defined in the procedure of curriculum review and

development.

5.4 CONTROL OF EXTERNALLY-PROVIDED PROCESSES, PRODUCTS AND SERVICES

Outsourced processes, products and processes from a third party must be controlled.

The Procurement Unit (PU), the Bids and Awards Committee (BAC), and the BAC Secretariat

provide timely, cost effective, open, and competitive procurement services in accordance to

Republic Act No. 9184 (RA 9184), otherwise known as the Government Procurement Reform

Act. The BAC Secretariat support and assist the BAC in providing recommendations to the

USTP on all matters relating to procurement of goods, infrastructure projects, and consultancy

services. The functions of the BAC and the BAC Secretariat are outlined in R.A. 9184 and it’s

Revised IRR.

At the beginning of the year, each office unit projects and submits to the Budget Office their

respective Project Procurement Management Plan (PPMP) for funding and to ensure that all

procured goods and services are within the approved budget. The BAC Secretariat consolidates

all PPMPs to come up with the agency Annual Procurement Plan (APP) and posts the same in

the USTP transparency seal.

The BAC conducts the bidding activities based on its approved scheduled timelines to procure

the needed goods, infrastructure and services. Delivered goods by suppliers is accepted and

subjected to inspection by the USTP designated inspector checking in details the

descriptions/specifications and quantity, which are also present in the actual items delivered by

the suppliers as indicated in the Purchase Orders (PO’s). In case of non-conformity, the

Inspectors will reject the delivered items. Only items inspected by the Inspector and covered

with an Inspection and Acceptance Report duly signed by the designated Inspector and

accepted by the Supply Officer to be issued to the end-user and the supplier will be paid by the

university.

5.5 PRODUCTION AND SERVICE PROVISION

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5.5.1 Control of Production and Service Provision

To control its provision of products and services, the USTP considers, as applicable, the

following:

the availability of documents or records that define the activities to be performed,

as well as the results to be achieved;

the availability and use of suitable monitoring and measuring resources;

the implementation of monitoring and measurement activities;

the use of suitable infrastructure and environment;

the appointment of competent persons, including any required qualifications;

the implementation of actions to prevent human error; and,

the implementation of release, delivery and post-delivery activities.

5.5.2 Identification and Traceability

Where appropriate, the USTP identifies its products and services and other critical

process outputs by suitable means. Such identification includes the status of the

products and services with respect to monitoring and measurement requirements.

Unless otherwise indicated as nonconforming, pending evaluation or review, or some

other similar identifier, all products and services are considered conforming.

The university controls and records the unique identification of the product or service

(e.g property identification, student identification, courses among others) if unique

traceability is required by regulatory or other institutional requirement.

5.5.3 Property Belonging to Students or External Providers

The USTP exercises care with students or external providers’ property while it is under

the university’s control or use. Where applicable, such property is identified, verified,

protected and safeguarded. If any such property is lost, damaged or otherwise found to

be unsuitable for use, this is reported to the students or external providers and records

are maintained.

For students or external providers’ intellectual property, including projects, research

outputs, innovations and designs, these are identified, maintained, and preserved to

prevent accidental loss, and damage due to force majeureor fortuitous events, or

inappropriate use.

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5.5.4 Preservation

The USTP preserves conformity of products and services. This preservation as

applicable includes identification, storage, and protection of documented information.

5.5.5 Post-Delivery Activities

The USTP conducts post-delivery activities to ensure readiness for employment or

technopreneurship in their chosen field of specialization.

The University conducts the following activities which are considered post-delivery

activities:

● conduct of remedial classes;

● conduct review in preparation for board exam;

● recommendation of graduates for possible employment;

● curriculum review based on the need of industry and other stakeholders

● mentor students for their extra-curricular activities;

● coach students for skills/talents/sports competition; and

● conduct of employability or tracer study.

The extent of these post-delivery activities is determined in consideration of any or more

of the following:

student requirements, including feedbacks;

statutory and regulatory requirements;

student portfolio provided to industries/potential employers; and

risks associated with the students

5.5.6 Control of Changes

The USTP reviews and controls both planned and unplanned changes to processes to

the extent necessary to ensure continuing conformity with all requirements. Records describing

the results of the review, the personnel authorizing the change, and any necessary actions

arising from the review, are maintained.

5.5.7 Release of Products and Delivery Services

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Acceptance criteria for products and services are defined in appropriate documentation.

Reviews are conducted to verify that requirements for products and services have been met.

This is done before products are released or services are delivered.

The USTP maintains records of evidence of conformity with the acceptance criteria and

traceability to the personnel authorizing the release.

5.6 CONTROL OF NONCONFORMING OUTPUTS

The USTP ensures that outputs of the processes of the QMS that do not conform to the

requirements are identified and controlled to prevent their unintended use. Appropriate action is

taken based on the nature of the nonconformity and its effect on the products. Appropriate

action can be one or more of the following:

correction;

segregation, containment, return or suspension of provision of products and

services;

informing the customer; or,

obtaining a u t h o r i z a t i o n f o r a c c e p t a n c e o f t h e n o n c o n f o r m i n g

o u t p u t u n d e r concession.

The University also takes action when a nonconforming product and service is detected

after delivery of the product, during or after the provision of service.

Record of the description of the nonconformity, the actions taken, any concessions

obtained, and identification of the authority deciding the action to be taken, is maintained.

6.0 PERFORMANCE EVALUATION

6.1 Monitoring, Measurement, Analysis, and Evaluation

6.1.1 General

The USTP monitors, measures, and evaluates the:

conformity of products and services;

customer satisfaction;

performance and effectiveness of the QMS;

implementation of the plans;

effectiveness of actions taken to address the risks and opportunities;

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performance of external providers; and,

need for improvements to the QMS.

6.1.2 Customer Satisfaction

The USTP monitors the product and service outcomes in terms of meeting the

customers’ requirements and expectations. Periodic gathering of customers’

feedback and perception is conducted through any of the following approaches:

Customer Satisfaction Survey

Focus Group Discussion

Faculty Performance Evaluation

Evaluation and feedback from partner Industries

The activities aim to measure as well as to monitor the performance of the

organization in terms of meeting the customers’ requirements and expectations

and to surface the current and future development concerns of customers as

they are relevant in defining and aligning the organization’s plans and programs.

6.1.3 Analysis and Evaluation

6.2 INTERNAL AUDIT

The organization maintains an Internal Quality Audit Procedure to verify whether quality

activities and related results conform to the organization’s own requirements for its QMS, to the

requirements of ISO 9001 and to determine if the QMS is effectively implemented and

maintained.

The results are recorded and brought to the attention of the personnel having

responsibility in the audited area. The management responsible in the area being audited takes

appropriate correction and corrective actions without undue delay.

Follow-up activities are conducted to verify and record the implementation and

effectiveness of the actions taken. The summary of audit and results of verification activities are

reported during Management Review.

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6.3 MANAGEMENT REVIEW

The USTP reviews the QMS at least once a year to ensure its continuing suitability,

adequacy, and effectiveness. The review is led by the top management and inputs to this

review, taking into consideration the following:

the status of actions from previous management reviews;

changes in internal and external issues that are relevant to the QMS;

the effectiveness of actions taken to address risks and opportunities;

information on the performance of the QMS, including trends in:

customer satisfaction and feedback from relevant interested parties; the

extent to which quality objectives have been met;

process performance and conformity of products and services;

nonconformities and corrective actions;

monitoring and measurement results;

audit results; and,

performance of external providers.

the adequacy of resources; and,

opportunities for improvement.

The outputs of the management review include decisions and actions related to

opportunities for improvement, any need for changes to the QMS, or resource needs.

Approved items for improvement are documented as Action Plans. Notes are taken,

retained as Minutes, and made available to the concerned personnel. Records of Management

Review are maintained.

7.0 IMPROVEMENT

7.1 GENERAL

The USTP determines and selects opportunities for improvement and implements any

necessary actions to meet customer requirements and enhance customer satisfaction. These

include:

improving products and services to meet requirements as well as to address

future needs and expectations;

correcting, preventing or reducing undesired effects; and,

improving the performance of the QMS.

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7.2 NONCONFORMITY AND CORRECTIVE ACTION

The USTP maintains a Corrective Action Procedure to ensure that the university reacts

to the nonconformity and as applicable take action to control and correct it or deal with the

consequences.

The procedure also provides a system for reviewing, analyzing, determining the causes

and if similar nonconformities exist, or could potentially occur, to ensure that appropriate

corrective actions are taken.

When non-conformity occurs, including any arising from complaints, USTP:

a) Reacts to the nonconformity and, as applicable:

1. Takes action to control and correct it;

2. Deals with the consequences;

b) Evaluates the need for action to eliminate the cause(s) of the nonconformity, so

that it does not recur or occur elsewhere, by:

1. Reviewing and analyzing the nonconformity;

2. Determining the causes of the nonconformity;

3. Determining if similar nonconformities exist, or could potentially occur;

c) Implements any action needed;

d) Reviews the effectiveness of any corrective action taken;

e) Updates risks and opportunities determined during planning, if necessary; and

f) Makes changes to the quality management system, if necessary.

Records of the nature of the nonconformities and any subsequent actions taken and

results of any corrective action are maintained.

USTP retains documented information as evidence of the:

a) nature of the nonconformities and any subsequent actions taken; and

b) results of any corrective action.

7.3 CONTINUAL IMPROVEMENT

The USTP continually improves the suitability, adequacy, and effectiveness of the QMS

through the results of analysis and evaluation and the outputs from management reviews.

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USTP considers the results of analysis and evaluations, and the outputs from the

management review, to determine if some needs or opportunities are addressed as part of the

continual improvement.