tqmc ltr 2 to du30

R e p u b l i c o f t h e P h i l i p p i n e s

2016 GOODNESS VALUE QUALITY

Creation of the

Total Quality

Management (TQM)

Commission A Proposal:

BUDS MOLINA FERNANDO

THE FIRST RIGHT STEP FOR THE SUCCESS OF ANY QUALITY INITIATIVE IS UNWAVERING TOP MANAGEMENT

SUPPORT. AS SUCH, IT IS IMPERATIVE THAT THE PRESIDENT, WHO IS THE CHIEF EXECUTIVE OF THE COUNTRY, BE THE STARTING POINT OF THIS NOBLE CAUSE.

PRESIDENT DUTERTE, WE HUMBLY ASK YOU TO “CHAMPION” THE CREATION OF THE TQM COMMISSION.

+63935-576-11862 [email protected] Facebook: /ITG.BUDS

http://www.linkedin.com/in/rafaelpmfernando http://community.asq.org/RAFAEL

http://integraltransformationgroup.blogspot.com Twitter: BUDS FERNANDO @ITGTHEGROUP

http://businessfightspoverty.ning.com/profile/RAFAELPABLOMOLINAFERNANDO

Rafael Pablo Molina Fernando

Fernando

INSTITUTIONALIZE TOTAL QUALITY MANAGEMENT (TQM)

IN GOVERNMENT

ABSTRACT.

The objectives of this proposal are:

1) Establish or create through an Executive Order the Total Quality Management (TQM) Commission.

2) After two years or more of the creation of the TQM Commission, create through Legislation, the TOTAL QUALITY MANAGEMENT (TQM) AUTHORITY.

Quality government is not an oxymoron or “falsely true”. An oxymoron is a figure of speech in

which two contradictory words are placed together for effect, as sad pleasure. Quality is fast

becoming one of the competitive issues for the past thirty years or so, even up to now. A wave of

imports, national programs and increased customer sensitivity has combined to give it new

visibility and strength. Companies and organizations are now pressured to continually improve

their systems and performance, or else, take the risk of closing down. The result is a heightened

interest and seriousness in quality management both by the private and government sectors, and

a growing recognition of quality’s strategic importance. Total quality management (TQM) is now

a national imperative, a global requirement, and even a call as a personal ethic.

The challenge is vast for the Philippine government, particularly the new administration of

President Rodrigo R. Duterte. It is interesting to acknowledge that many countries are taking heed

of the challenge called for by total quality management, as a working philosophy, if not a way of

life. To institutionalize quality inside the Government, it is imperative that a Total Quality

Management Commission be immediately established leading to the formation of it as an

Authority through legislation.

mailto:[email protected]

http://www.linkedin.com/in/rafaelpmfernando






Fernando

September 15, 2016

His Excellency

President Rodrigo Roa Duterte

Republic of the Philippines

Malacaňang Palace, Manila

Dear Mr. President:

This is an invitation to “champion” the creation of the Total Quality Management (TQM)

Commission, a move that can greatly help eradicate graft and corruption in our country.

Total quality management is not a management fad, as most people in the academe would

say. TQM is an integral, alternative management philosophy that involves continuous

improvement of people, technology, systems, business practices and procedures with the

ultimate aim of customer satisfaction, both internal and external customers. Technically,

TQM focuses more on transformation of people and organizations, not reformation. True

transformation, however, starts with a deep understanding of the severity of the problem.

The proposed TQM Commission is now a national imperative given the severity of graft and

corruption in the government. We need to institutionalize a culture of quality in public

service and the TQM Commission will set the foundation or pace in this instance.

I have attached a draft of the Executive Order to create the TQM Commission. This is for

your perusal and hope you can support this cause.

Thank you and may this letter find you in good health.

Respectfully yours,

RAFAEL PABLO M. FERNANDO

Attached; a/s








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MALACANAN PALACE

MANILA

EXECUTIVE ORDER NO. ___

CREATION OF THE TOTAL QUALITY MANAGEMENT COMMISSION

WHEREAS, the Philippine Constitution, as State Policies, declares that:

Section 9. The State shall promote a just and dynamic social order that will

ensure the prosperity and independence of the nation and free the people from

poverty through policies that provide adequate social services, promote full

employment, a rising standard of living, and an improved quality of life for

all.

Section 17. The State shall give priority to education, science and technology,

arts, culture, and sports to foster patriotism and nationalism, accelerate social

progress, and promote total human liberation and development.

Section 18. The State affirms labor as a primary social economic force. It shall

protect the rights of workers and promote their welfare.

Section 19. The State shall develop a self-reliant and independent national

economy effectively controlled by Filipinos.

Section 20. The State recognizes the indispensable role of the private sector,

encourages private enterprise and provides incentives to needed investments.

WHEREAS, the above State Policies requires the formulation of a system as a

principle of order by which to achieve the State Policies outlined in the

Philippine Constitution.

WHEREAS, all complex organizations and nations are built up by system and

that no business or society can develop into large dimensions apart from








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system, and this principle is preeminently the instrument of development,

management sciences, economics, science and technology.

WHEREAS, there is a need to build a national vision in order to transform the

Quality of the economic and social sectors of the Philippines comparable to

world-class countries.

WHEREAS, a system of providing efficient quality government services,

infrastructures, education, commerce and trade are now a national imperative

and global priority.

WHEREAS, transparency, good governance, accountability, prudence,

quality public service and sustainable growth and development are among the

core policies of the present Administration and basic Filipino culture and

values.

WHEREAS, there is urgency to inculcate, educate, develop and practice the

“culture of quality” in Government, to include the establishment of a system

that embraces efficiency, productivity, effectiveness, customer focus and

intimacy, transparency, prudence, good governance, workforce focus and

care, performance excellence, quality leadership, social accountability,

proactive mentality and all other Filipino values and virtues that constitute

love of God and service to the people.

WHEREAS, all the above qualities is comprehensively integral to and

implemented under Total Quality Management or TQM.

WHEREAS, Total means everyone from the President of a nation or company

down to the lowest worker participates in quality initiatives and that it is

integrated into all business functions. Quality means meeting or exceeding

customer (external or internal) expectations. Management means maintaining

business systems and their related processes or activities, and where necessary

finding means of continually improving them.








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WHEREAS, total quality management is a philosophy, a science, a work ethic,

a process, and a system, and that TQM includes a continuous transformation

of people and organizations for the betterment of life.

NOW, THEREFORE, I, RODRIGO ROA DUTERTE, President of the

Philippines, by virtue of the powers vested in me by the Constitution of the

Philippines, do hereby order:

SECTION 1. Creation of a Commission. – There is hereby created the TOTAL

QUALITY MANAGEMENT COMMISSION, hereinafter referred to as the

“TQM COMMISSION”, which shall create, build and sustain a national

vision of Quality Government (Q-Government), Quality Education (Q-

Education), Quality Industry (Q-Industry), Quality Society (Q-Society), and

Quality Environment (Q-Environment), and in order to fulfill this vision, the

TQM Commission is required to develop a comprehensive 5-Year TQM

Development Program of the Philippine Government (the initial details of

which are expressed in this Order) which is practical, effective, step-by-step

modular approach and manageable for all the stakeholders; while ensuring

that it is trustworthy, professionally sound, forward-looking, critically

reviewed, unbiased, and shall serve the best interest of the Philippines.

The TQM Commission shall be composed of a Chairman and six (6) members

who will act as an independent collegial body in designing the TQM national

vision and plans (particularly the 5-Year TQM Development Program of the

Philippine Government) as approved by the President of the Philippines.

SECTION 2. Powers and Functions. – The TQM Commission shall create and

design the inclusion of a TQM functional unit at all government offices

(departments, bureaus, Commissions, GOCCs, GFIs, Offices, and

instrumentalities of the national government, to include the local government

units), in close coordination and consultation with such government offices

and units to effectively fulfill its national vision.








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In particular, the TQM Commission shall:

a) At the onset of this Quality Movement, the TQM Commission shall create a broad

name embedded with its vision. (Example: Q-Philippines, Excel Pinoy, Q-Pinoy, etc.)

This name envisions the concepts of change for a better life, a competitive Philippines,

improvement and excellence of Philippine products. A logo or insignia shall also be

developed, promoted and used to provide a “new vision” to this quality program.

b) Submit to the Civil Service Commission (CSC) and the Department of Budget &

Management (DBM) the plantilla positions of the TQM functional units of all

government offices and units.

c) Absorb, administrate and manage the functions and operations of the government-

wide Quality Management Program (GQMP), to include its components –

Government Quality Management Systems Standards (GQMSS), Advocacy and

Capability-Building, and Certification of Agencies’ QMS to GQMSS.

d) Recommend to the President and thereafter to the Legislative Bodies (Senate and

Congress) the integration and alignment of the Anti-Red Tape Act or ARTA, the

Administrative Order No. 161 (entitled, Institutionalizing Quality Management

System in Government) and Memorandum Order No. 228 – Directing All

Departments, Bureaus, Commissions, Agencies, Offices and Instrumentalities of the

National Government to Improve Transaction Costs and Flows in Order to Enhance

Philippine Competitiveness – to strengthen the institutionalization of quality

management systems and total quality management in the whole Philippine

bureaucracy.

e) Provide an accelerated mechanism for “good governance” which shall be followed by

all government offices and units patterned after international organized models,

processes, leadership and legal frameworks needed to support continuous good

governance. The Commission shall create, design and provide effective strategic

systems to curb graft and corruption in all levels of the government as a basis and

platform for launching an aggressive “Good Governance” Program.

f) Creation of programs (short-term and long-term) for the continuous enhancement of

credibility of “Made in the Philippines” and continuous development of “quality as a

way of life” of Filipinos.

g) Promote and recommend national innovation and industrial competitiveness by

advancing and advocating international standards, metrology, quality concepts,

quality technology, best business practices, various quality management

methodologies, such as but not limited to: ISO-quality management system, Six








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Sigma, Philippine Quality Awards/Philippine Quality Challenge Criteria for

Performance Excellence, workplace cooperation, continuous improvement &

learning, 5S, among others, in ways that enhance economic security and stability,

improve productivity performance, sustain quality products and services, and

improve the quality at home and at work.

h) Promote, enhance and advocate private sector participation in the mandate of the

TQM Commission through the creation of various business incentives, as approved

by the President of the Philippines.

i) Continuing advocacy, education and development of a “corporate quality culture”, to

include fair wages, fair trade, environmental-ecological sanity, transparency, good

governance, virtue formation, labor-management partnership, amongst others.

j) Raise continuously the citizens satisfaction index (CSI) of the public assessing

government performance and productivity as part of the Commission’s mandate to

establish a Quality Government (Q-Government).

k) Establish an effective and efficient linkage of Quality and Productivity between the

national and provincial governments through continuity of performance goals for

provincial directors/officials and their municipal counterparts using the proper Key

Performance Indicators (KPIs) and Scorecards patterned after their needs and

customer satisfaction.

l) Continuing improvement of trust and relations with donor agencies, like the World

Bank, Asian Development Bank, IMF, etc., who have repeatedly shown their concerns

on good governance for effective utilization of funds. This is a major part-and-parcel

of the Commission’s national vision of Quality Government or Q-Government.

m) Engage or contract the services of resource persons, professionals, organizations,

private groups, and other personnel determined by the TQM Commission as

necessary to carry out its mandate.

n) Creation of a Reward-Award Program for those who outperform and establish good

quality management processes, both in the public and private sector, to encourage

others to follow the track of good “quality models”.

o) Help, coach and mentor government offices establish their quality management

systems, strategic management systems and support services systems to achieve their

respective strategic goals and plans as aligned with their corporate mission, vision,

core values, quality policy and quality objectives.

p) Call upon any government agency, such as the Commission on Audit, Civil Service

Commission, Department of Budget & Management, Department of Trade &








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Industry, among others, for such assistance and cooperation as it may require in the

discharge of its functions and duties.

q) Adopt the process of Total Quality Management (TQM) as the core of its management

style in designing, planning, implementing and re-structuring the plans and programs

of the Commission, to include the interest of the various stakeholders of the TQM

Commission.

r) Study, plan, develop and institute various quality and productivity concepts,

technologies, methodologies and initiatives, such as but not limited to: citizens’

patronage, legal framework, national performance improvement systems &

structures, public-private partnership, world-class benchmarking, managing key

performance indicators, development & improvement of performance measures,

standardizing the TQM program, assist in ISO standards implementation of the

public sector, academic performance improvement, accreditation, addressing quality

in the national education policy, public accountability of educational institutions,

market driven education, improvement of teachers’ capabilities & qualifications,

student involvement in quality learning and the TQM program of the national

government, quality leadership, customer relationship management, climate change

relationship to TQM, quality award for educational excellence, conformity

assessment for WTO requirements, role of chambers and quality societies, upgrading

the quality standards of economic/industrial estates and freeport zones,

benchmarking with PEZA, improvement of the role of consumer protection bodies,

creation of centers for excellence in universities & Freeport zones, and other

initiatives that will greatly improve the Quality of the government services and

achieve the mandate of the TQM Commission.

s) Exercise such other acts incidental to and/or as appropriate and necessary in

connection with the objectives and purposes of this Order.

SECTION 3. Staffing Requirements. - The Commission shall be assisted and

supported by personnel, administrative and/or technical, as may be necessary

to enable it to perform its functions and duties declared herein, which shall be

recommended for approval of the President of the Philippines and forwarded

to the Department of Budget & Management for budget incorporation. The

initial officials and staff of the Commission shall in particular include, but not

limited to, the following:








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a) Executive Director (1)

b) Quality Management Systems (QMS) Manager (2)

c) Strategic Management Systems (SMS) Manager (2)

d) Support Services Systems (SSS) Manager (2)

e) Asst. QMS Manager (2)

f) Asst. SMS Manager (2)

g) Asst. SSS Manager (2)

h) Administrative Staff (12)

i) Messenger (2)

j) Janitor (1)

k) Driver (2)

SECTION 4. Detail of Employees. – The President, upon recommendation of

the Commission, shall detail public officers and personnel from other

government offices or agencies which may be required by the Commission.

The detailed officers and personnel may be paid honoraria and/or allowances

as may be authorized by law, subject to pertinent accounting and auditing

rules and regulations.

SECTION 5. Engagement of Experts. – The Commission shall have the power

to engage the services of Quality Management Experts (QMEs) as consultants

or advisers, particularly foreign or local quality practitioners, gurus in the

academe and quality executives in the private sector, as it may deem necessary

to accomplish its mission and mandate.

SECTION 6. President‘s & Top Executive Support. – The Commission

requires a nucleus of leadership and administrative functions. The overall

leadership process shall be provided by the President of the Philippines,

guided by the members of the TQM Commission and supported by its

technical and administrative staff, consultants and advisers. All Cabinet

members, plus the Top Executive Management of all government offices,

agencies and instrumentalities of the national government, to include local

government units, shall provide evidence of its commitment to the

development and implementation of the Total Quality Management system, its








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financial and operational structures, and continually improving its

effectiveness as designed in the 5-Year TQM Development Program of the

Philippine Government.

SECTION 7. Budget for the Commission. – The Office of the President shall

initially provide the necessary funds for the Commission until such time of the

approval of the 5-Year TQM Development Program and release of its budget

to ensure that the Commission exercise its powers, execute its functions, duties,

responsibilities, plans and programs as efficiently, effectively, and

expeditiously as possible to the best interest of the country.

SECTION 8. Administrative & Operational Support. – The Commission shall

avail itself of such office space which may be available in government buildings

accessible to the public after coordination with the department or agency in

control of the said building or, if not available, lease such space as it may

require from private owners through the support and coordination with the

Office of the President, and this includes transportation/logistical support,

furniture, fixture/office equipment from the Office of the President.

SECTION 9. Duty to Extend Assistance & Support to the Commission. – All

departments, bureaus, offices, agencies or instrumentalities of the

Government, including GOCCs, GFIs and LGUs, are hereby directed to

extend such assistance and cooperation as the Commission may need and ask

in the exercise of its powers, execution of its functions, duties, responsibilities,

plans and programs with the end view of accomplishing its mandate. Refusal

to extend such assistance or cooperation for no valid or justifiable reason or

adequate cause shall constitute a ground for disciplinary action against the

refusing official or personnel.

SECTIN 10. LEGAL FRAMEWORK. – A legal framework is required to

provide longevity and sustainability to the TQM Program of the Philippine

Government, as patterned and shown in the history of the quality movement

from other countries, like the United States of America, European Union

countries, among others. Part of the 5-Year TQM Development Program of

the Philippine Government will be to recommend, advocate and lobby for the








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creation of the TQM Authority through congressional legislation at the most

appropriate time as possible.

SECTION 11. Separability Clause. – If any provision of this Order is declared

unconstitutional, the same shall not affect the validity and effectivity of the

other provisions hereof.

SECTION 12. Effectivity. – This Executive Order shall take effect

immediately.

DONE in the City of Manila, Philippines, this ___th day of ______ 2016.

(Sgd.) RODRIGO R. DUTERTE








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INSTITUTIONALIZATION OF A Q-GOVERNMENT

(Rafael Pablo Molina Fernando)

Quality is not a myth in government nor institutionalizing a Quality Government (Q-Government) a far-fetched

dream. Quality Governments (Q-Governments) now exist in advanced and developing countries. To better understand what a Q-Government is, a good understanding of institutionalization can give us a proper prospective.

Institutionalization is an on-going process in which a set of activities, structures, and values becomes an integral

and sustainable part of an organization, society or nation. Quality Government (Q-government) defines

institutionalization in the context of total quality management (TQM) as:

Quality Government (Q-Government) will be institutionalized when total quality

management (TQM) practices, concepts and methodologies are formally and philosophically

incorporated into the structure and functioning of all government mandate and public service

structures, consistently implemented, and supported by a culture of quality, as reflected in

organizational values, best business practices and policies that advocate efficient delivery of quality

public service and ultimate protection of the citizenry.

A government having the capacity to carry out technical quality activities such as defining quality standards,

monitoring quality, conducting quality improvements, among others, does not ensure that total quality management

is institutionalized. A government that enables the initiation, growth, and continuity of quality management activities

must also incorporate supportive policies, quality leadership and structures that support performance excellence of a

Q-government (based on the criteria for performance excellence outlined in the Malcolm Baldrige or Philippine

Quality Awards quality system). There must also be evidence of full top management support of adequate resource

allocation that emphasize the importance of quality and encourage government workers and managers to practice total

quality management principles as part of their daily work. In short, every government agency and office must carry

out this quality requirement as part and parcel of institutionalizing a Q-Government.

The desired outcome is always quality and this often require a change in attitude and sense of ownership for the

quality of services provided by the Q-Government. If we honestly want a quality output, then it is imperative to have

a sustained continuous improvement system that totally supports the quality management system. Many supporting

factors are required to integrate quality into the structure and function of a government organization. But prior to

institutionalizing a Quality Government, the mechanism of change (or you may call it “the philosophy of change”)

has to be fully understood and accepted as the guiding principle. Change, per se, operate under two factors: Principle

and Process. Principle is the source or cause from which a thing comes; settled rule of action or conduct. It is the

fundamental or general truth upon which others are founded. Process, on the other hand, is action which continues

and progresses; operation or succession of operations leading to some results, under a given principle from which it

operates. A good example here is the flow of water which naturally moves downward because of gravity. Gravitation

is the “principle” from which water flows downward and the inherent nature of water (i.e., its fluidity or liquidity)

allows it or governs it to flow downward-- the “process”. This is the so-called “philosophy of change”, the principle

and process of change. Change, per se, is governed by a principle and at the same time, a given process. The two

elements of change cannot be separated, nor should it be analyzed separately. It is always integral by nature. Many

modern day “quality practitioners” now call this the Yin and Yang of Change or the Yin and Yang of Management

(i.e., the principle and process). Similarly, a Q-Government exists where the head of the nation, government officials,








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executives, managers and government workers (i.e., as public servants) want it to exist, and are willing to work

together in creating it for themselves. Even the citizenry is included in the formation and institutionalization of a Q-

Government. In short, the Yin and Yang of Management or the principle and process of change govern the systems

and people. There is no other way but to understand and surrender to this governing principle-and-process of change,

before we (as a nation) can institutionalize a Q-Government, if we want it to be part of our culture or civilization. Q-

Government and/or Total Quality Management (TQM) is not a programme, it is a “principle-and-process of change”.

Total Quality Management or TQM requires the formulation of a system as a principle of order by which to achieve

Quality Government (Q-Government). Governed by the principle-and-process of change, many supporting factors are

required to integrate quality into the structure and function of a Q-government. These are the cornerstones which we

call the essential elements of institutionalization. The cornerstones of institutionalizing a quality government (Q-

government) are: a) Internal Quality Environment, b) Quality Structure, c) Quality Support Services. All complex

organizations and nations are built up by recognizing and internalizing the “principle-and-process of change” and that

no business or society can develop into large dimensions apart from system, and these cornerstones are preeminently

the instrument of total quality management, sustainable growth, authentic development and modern management

sciences.

The Internal Quality Environment

Total quality management calls for an internal enabling environment conducive to initiating, expanding, sustaining a

continuous improvement of quality to institutionalize Q-Government. The enabling environment features quality

elements interacting and integral to each other. These are:

Quality Policy: Written policies that support quality throughout the entire organization through clear,

explicit, and communicated directives and provision for resources, guidance, and reinforcement for Quality

Management System as an integral part of the organization.

Quality Leadership: Leaders, particularly top management, who work directly and openly to improve

quality by setting priorities, modeling core values, promoting a continuous learning and improvement

atmosphere, acting on recommendations, advocating for supportive quality policies, and allocating resources

for Quality.

Quality Core Values: Organizational values are articulated, promoted, and practiced. It is not just “walk

your talk”, but “walk and talk at the same time”. These values and virtues, if you may call it that way,

emphasize quality of product/service, ongoing learning, workforce care, customer intimacy, continuous

improvement of processes, services and systems, innovation and public accountability of service through

clear metrics and measurement of performance, both individual and organizational.

Adequate Resources: Top management must show evidence of adequate resource allocation that emphasize

the importance of quality and encourage government workers and managers to practice total quality

management principles as part of their daily work.








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Quality Structure to Support Implementation of TQM

Quality structures require a clear delineation of oversight duties and responsibilities and accountability for the

implementation of the total quality management systems. There is no “best” structure, nor a correct one. Whatever

forms the quality structure takes, institutionalization of a quality government needs mechanism to ensure oversight,

coordination, delegation of duties and responsibilities, accountability, qualitative and quantitative measurement of

performance.

Oversight: Quality structure address where the responsibility for oversight of quality activities lies. This

oversight includes quality leadership and support in developing quality strategic direction, setting priorities,

follow-up, monitoring of progress, alignment of department objectives with corporate goals and technical

support of the quality management system.

Coordination: The nature of TQM calls for coordination of efforts and integration of functions from (almost)

everyone in the organization. Quality is everyone’s responsibility, as such, TQM is a closely integrated,

coordinated, measured, monitored and communicated initiative.

Duties & responsibilities: The quality structure for TQM is manifested in how roles and responsibilities for

performing quality activities are divided and delegated within the organization. All Job Descriptions (JDs)

clearly express one’s duties and responsibilities in delivering, directly or indirectly, the quality

product/service of the organization.

Accountability: Everyone is accountable to quality and the results of one’s job. Measurable outputs are

clearly defined (quality and quantity). Quality Leadership is highly critical in boosting the quality awareness

and accountability, as evidenced by the availability of proper and adequate resources.

Quality Support Services

In addition to creating an internal quality environment conducive to a culture of quality, the day-to-day implementation

of the TQM initiatives require more specific types of support, particularly capacity building, communication of quality

initiatives, logistics, financial management and rewarding quality work.

Capacity Building: Capacity building refers to the ongoing process of ensuring that the workforce have the

necessary knowledge, skills, and attitude to carry out their quality duties and responsibilities as outlined in

the TQM initiatives and functions. Capacity building is essential for the sustainable development and growth

of the quality government (q-government). Institutionalization of a Q-Government requires that all workforce

and managers receive initial and continuing knowledge and skill development in TQM practices,

methodologies and concepts.

On-going Mentoring & Coaching: Coaching and mentoring provide ongoing technical and qualitative

support to facilitate the behavior changes needed to institute a Q-Government.

Supervision: Supportive supervision requires enhancing the facilitating role of the supervisor, assuring that

they have a foundation of Quality-expertise, as well as teaching supervisors how to observe, give feedback,

and assess a situation.








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Communication of TQM initiatives: Communication is never a one-way street. It is a two-way interaction,

with information imparted from various parts of the organization to staff within the organization, to the

communities being served, and to other stakeholders, including policy makers, and then received back from

these sources. Quality communication shall allow for the identification of priority areas for quality

improvement efforts, reinforcement of core values, and demonstration of results for advocacy, benchmarking,

and change management. Compliance management is part and parcel of communication of TQM initiatives,

so are the recording, sharing and using the results of the TQM initiatives.

Logistics & financial management: These two are major parts of the quality support services to be

adequately provided by top management. Infrastructures in various forms are also very critical in instituting

a quality government, e.g., IS-ICT, MIS, buildings, roads & bridges, schools, etc.

Rewarding Quality Work: Institutionalizing a Q-Government requires developing incentives that can

stimulate and reward workers for participating in establishing and sustaining a quality government. Incentives

can be material or non-material, such as public recognition of staff to foster employee self-esteem and

encourage their continual efforts. Even giving awards and incentives to the public citizenry or private

companies to gain their support is also a critical aspect of institutionalization of a Q-Government.

-OM-

Rafael Pablo M. Fernando was formerly the Officer-in-Charge of the Total Quality Management group of the Subic Bay Metropolitan

Authority (SBMA) and was instrumental in forming this group as a functional unit of the Agency. He is also connected with Integral

Transformation Group, Inc., a transformative management group giving organizations and its people alternative forms of managing and

living life to the fullest. Formed 1992, ITG-TheGroup extends management services, education & training, and advocacy activities in the

areas of: total quality management-ISO implementation, organic agriculture, cooperatives, sustainable development, Vedic culture, good

governance, strategic management, institutional development, among others. He is also an Associate/Consultant of several

management/development groups, like: Quality Partners Co., Ltd. (QPCL), GeoData Solutions, Inc., the Asian Development Bank (ADB),

among others. Buds M. Fernando can be contacted at +63935-761-1862.



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