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DTI-RODG Quality Manual

DTI-RODG Quality Manual. Issue: Draft. Introduction. QO 0.1 The Regional Operations and Development Group

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DTI-RODG Quality Manual

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  1. DTI-RODGQuality Manual Issue: Draft

  2. Introduction QO 0.1 The Regional Operations and Development Group The Regional Operations and Development Group (RODG) is one of the Functional Groups (FG) of the Department of Trade and Industry (DTI) mandated to champion business development and consumer empowerment in the regions. It is tasked to contribute in all the five (5) Major Final Outputs (MFOs) of DTI: MFO 1: International Trade, Policy Negotiation, Facilitation and Promotion; MFO 2: Industry Development and Investment Promotion, Generation and Facilitation; MFO 3: Micro, Small and Medium Enterprise (MSMEs) Development and Promotion; MFO 4: Consumer Welfare and Protection, and Trade Regulation; and MFO 5: Good Governance. Anchored on the Medium-Term Philippine Development Plan (MTPDP), the RODG is a catalyst in the fight against poverty in the regions by nurturing industries and MSMEs to generate exports, jobs and investments, and ensuring the protection and empowerment of consumers, in the process of attaining Global Competitiveness.

  3. Introduction Figure 1. DTI Roadmap to Development ULTIMATE GOAL Poverty Reduction Improved Quality of Life IMPACT Economic Growth Global Competitiveness • DELIVERABLES DTI’S 5 MFOs • Increased Exports • Increased Investments • Strengthened MSMEs • Empowered Consumers • Improved Governance

  4. Introduction QO 0.2 The Mandate The Department of Trade and Industry is a government body and a service agency created under the Executive Order No. 133 on February 27, 1987, reorganizing the Ministry of Trade and Industry, including its attached agencies, and streamlining corresponding functions and responsibilities. Under this Order, the DTI is mandated to serve as a primary coordinative, promotive, regulative and facilitative arm for trade, industry and investment activities in the country. DTI shall act as the catalyst for intensified private sector activity to accelerate and sustain economic growth and to champion both business and consumers in the regions.

  5. Introduction QM 0.3 Vision and Mission The DTI Vision We see the Philippines occupying its rightful place in a community of nations, prosperous and free. Together with business, we are an active and leading partner in propelling the Philippines toward a dynamic and thriving economy. Our success is anchored on global competitiveness, with social responsibility and consumer welfare as our guiding principles. In all of these, we adhere strictly to the tenets of professionalism, integrity and transparency. We continue to be the Filipino people’s Agency of Choice, an organization where creativity, innovation, professional and personal growth find full expression. WE ARE UNITED IN PURPOSE AND ACTION.

  6. Introduction QM 0.3 Vision and Mission The RODG Mission RODG is committed to: Champion business and consumers; Foster active involvement of dynamic people-centered enterprises to ensure equitable distribution of resources and gains and improvement of the quality of life; Provide excellent services to all its clients; and Ensure professional growth and development of personnel, exercising the highest standards of integrity and transparency.

  7. Introduction QM 0.4 The Organization RODG adopts a management approach which aims to strengthen various operating offices through enhancing of complementation, achieving synergy and developing sustainable programs and projects for nationwide implementation. It endeavors to reorient the planning process in the regions and steer it towards the ‘bottom-up’ approach. Considering that the Philippines is archipelagic, each and every island economy has distinctive characteristics which can be strategically captured using said approach. More importantly, the ‘bottom-up’ approach is said to be highly effective in supporting long-term development through the following: (a) Supporting entrepreneurship, (b) Developing human capital, (c) Spreading innovation, and (d) Building local institutions and firm networks. These four are exactly the basic value-adding services that DTI-RODG continues to build and strengthen.

  8. Introduction QM 0.4 The Organization The RODG Functional Structure (Figure 2) illustrates the complementation between the Head Office, the Bureaus and the Regional Offices, as well as the functional relationships of various operating units to the RODG Logical Framework Summary as illustrated in Figure 4. The organization structures of various Bureaus, Regional and Field Offices are described in their respective Operations Manuals and posted in conspicuous areas within office premises as mandated under the Citizens’ Charter as embodied in the Anti Red Tape Act of 2008.

  9. Introduction Figure 2. RODG Functional Structure

  10. Introduction Considering the importance of the RODG to the entire DTI bureaucracy, Figure 3 shows the vertical and horizontal coordination of RODG to the Office of the Secretary and its linkages with the other DTI functional groups. Figure 3. Department of Trade and Industry Organizational Structure

  11. Introduction QM 0.5 RODG Operating Framework As embodied in the RODG Action Plan 2008-2010, the five (5) Major Final Outputs (MFO) shall anchor on the delivery of Business Development Services (BDS) and Consumer Welfare and Protection. The MFOs are described, as follows: Figure 4. The RODG Logical Framework

  12. Introduction QM 0.5 RODG Operating Framework Trade Development and Promotion as MFO 1 aims to support both export and domestic market expansion; Industry Development and Investment Promotion as MFO 2, includes business registration facilitation as one of the activities for increased inflow of investments; Small and Medium Enterprise Development as MFO 3, covers access to credit, improved technology and promotion of good policy environment; Consumer Welfare and Protection as MFO 4, comprising of consumer empowerment activities and the enforcement of Fair Trade Laws; and Good Governance as MFO 5, which includes the establishment, management and improvement of systems and processes, to support all other MFOs. This logical flow of MFOs, from the input to output levels, will ensure the achievement of bottomline and operational objectives.

  13. Introduction QM 0.6 Commitment to Quality Service This Quality Manual manifests the Department of Trade and Industry REGIONAL OPERATIONS AND DEVELOPMENT GROUP’s commitment to champion the interests of businesses and consumers, provide customer satisfaction, promote good governance and improve the quality of its services by adhering to the requirements of ISO 9001:2008 through Quality Management System. This commitment is specified in the QUALITY POLICY: We, the Regional Operations and Development Group, commit to champion business and consumers. We shall help build an enabling environment for business to grow and for consumers to get best value for money, as we foster professionalism, integrity and competence among ourselves in DTI. We shall continually improve our Quality Management System to deliver better, faster and more efficient services to our clients.

  14. Introduction QM 0.7 QMS Implementation To ensure the effective implementation of QMS, RODG shall create a functional structure from the Head Office to the Field Offices, that would provide efficient flow of communication and coordination of activities. Figure 5 demonstrates a functional structure that may be adopted throughout RODG, as deemed appropriate: Figure 5. RODG QMS Implementation Structure

  15. Introduction QM 0.7 QMS Implementation The structure emphasizes the flow of implementation emanating from the Secretary, who will provide the general direction, to be executed by the RODG Undersecretary. To ensure the continuous supervision over the Head Office and the Regional Offices, a National Quality Management Representative (NQMR) shall be designated, who will be ably supported by a National QMS Improvement Team (NQIT) and a National ISO Coordinator (NISOC). The Head Office, consisting of RODG-HO and the Bureaus, as shown in Figure 2, shall be treated as a group under one (1) ISO 9001 certification. The Undersecretary shall determine the group’s QMR, Bureau DQMRs and the composition of the units as presented in Figure 5. Each Regional Office shall have each of their own QMS structure in place and will be treated as independent units to be certified under ISO 9001:2008. The Regional Director (RD) shall designate the Regional QMR, DQMRs and other members of the QMS team in the regional and field offices.

  16. Introduction QM 0.7 QMS Implementation Specifically, the QMRs ensure the establishment, implementation and maintenance of the QMS. The ISO Coordinators shall be the central facilitator of all QMS-related concerns. The QMS Improvement Team shall serve as the Technical Working Group, directly reporting to the QMR. They shall plan related activities, monitor progress, initiate improvement measures and assist the ISO Coordinators. The Document Control Officers shall ensure that all quality documents are properly processed according to the Document Control Process. He/she shall also ensure implementation of Records Control Procedure. Internal Quality Audit Team shall ensure that the system is maintained and operated according to the RODG Quality Management System and in continued compliance to the requirements of the standards. There will be a total of 17 functional units to be certified, consisting of the 16 Regional Offices and 1 Head Office group.

  17. QM 1. Scope and Application Scope: Provision of Trade and Industry Programs and Services. Application. The Quality Management System and its certification to the ISO 9001:2008 is programmed to become the platform for the functional integration and seamless flow of the service processes in the RODG, from its baseline structures in the regional to the different bureaus and other functional groups of the Department. The QMS shall apply to all Regional and Field Offices, and Bureaus under the RODG, according to their mandates, implementing the 5 Major Final Outputs. Figure 6 as shown in the General Requirements (QM 4) presents the Service Process, which would guide all offices under RODG in implementing Quality Management System.

  18. QM 2. Normative References 1. Standards: PNS ISO 9001:2008 Quality Management Systems - Requirements PNS ISO 9000:2005 Quality Management Systems – Fundamentals and Vocabulary PNS ISO 9004:2000 Guidelines for Performance Improvements PNS ISO 19011:2002 Guidelines for Quality and/or Environment System Auditing GQMSS Government Quality Management System Standards – Guidance for Implementing ISO 9001:2000 in Public Sector Organizations 2. The Integrated DTI-RODG Work Plan 2008-2010; and 3. Department of Trade and Industry Road Map 2008-2010.

  19. QM 3. Terms and Definitions For the purposes of the Quality and Operations Manuals, the following terms and definitions, and those given in the ISO 9000 International Standard shall apply: RODG – one of the Functional Groups (FG) of the Department of Trade and Industry covering the Bureaus (CITC, BMSMED, BDTP, DTI-CARP NPO) and Regional Offices. Regional Office – refers to the regional offices under the RODG including the Field Offices. Field Office – refers to city/provincial offices under the supervision of the Regional Office. Citizen – a natural or juridical person that pays for and/or receives a service from the RODG, and considered as the ultimate beneficiary of services.

  20. QM 3. Terms and Definitions For the purposes of the Quality and Operations Manuals, the following terms and definitions, and those given in the ISO 9000 International Standard shall apply: Clients / Customers – refers to both internal and external clients, where the service requirements will emanate, as illustrated in Figure 5. 6. Core Services – Processes needed to the overall mission and objectives of RODG. 7. Support Services – Processes needed to ensure the satisfactory performance of the core services. 8. External Documents – Documents of external origin, determined to be necessary for planning and operations. These include Republic Acts, Executive Orders, Administrative Orders, DAOs, Circulars, Guidelines and Manuals; Examples of which include the DTI Roadmap, Enforcement Guidelines, New Government Accounting System (NGAS) Manual, etc.

  21. QM 3. Terms and Definitions For the purposes of the Quality and Operations Manuals, the following terms and definitions, and those given in the ISO 9000 International Standard shall apply: 9. Standard Forms – A structured document with specified data field, whether as a requirement of a certain regulation or necessary in achieving desired service outputs; Standard forms are considered records when duly filled out. 10. Process Control Sheet – Documents defining identified processes needed for effective planning, operation, monitoring and control of processes; It includes flowcharts, process activity details, scope and purpose, responsible persons, quality measures and references, definition of terms, and records required; Process Control Sheets are classified as (1) General Processes, (2) Mandatory Processes, and (3) Service Processes per MFO. 11. Management – refers to the Management Committees of various offices under the RODG, to include the RODG MANCOM, Bureau MANCOM, and Regional MANCOM.

  22. QM 4. Quality Management System 4.1 General Requirements Figure 6. The RODG Process Map.

  23. QM 4. Quality Management System 4.1 General Requirements The Process Map defines the level of understanding of RODG in implementing Quality Management System, illustrating the organization’s focus in planning and implementation of its programs and projects, giving importance to the various requirements of clients. It also outlines value-adding activities that are essential in enhancing the quality of services, presented as the link to various bureaus under the RODG and external Business Service Organizations. Further, it provides an avenue for continual improvement, through the Plan-Do-Check-Act approach. Process Maps for each MFO shall be contained in the Regional Offices’ Operations Manuals. Outsourced Services/Processes. An outsourced service is defined as those acquired by RODG from external parties that are relevant to the performance of its services and the attainment of objectives. In most cases, these are services needing specialized skills, knowledge or technology. The organization shall apply appropriate control measures to ensure the conformance of these processes to the requirements set by RODG units. Examples of control measures include Contracts, Terms of Reference, Memorandum of Agreement and Terminal Reports, among others.

  24. QM 4. Quality Management System 4.2 Documentation Requirements. This diagram shows the hierarchy and level of documentation of DTI-RODG according to its importance. Figure 7. Documentation Diagram Document Control Process by NISOC/RISOC Document Control Process by RISOC/DCOs Records Control Process by Division/Section/ Process Users

  25. QM 4. Quality Management System 4.2 Documentation Requirements The Quality Policy is regarded as top most in the hierarchy since it serves as the overall guiding principle in the operations of RODG. It provides the framework in formulating Quality Objectives. The Quality Policy is prepared by the RODG Undersecretary and approved by the Department Secretary. There shall only be one Quality Policy applicable to all offices under the RODG. The Quality Policy shall be reviewed by RODG MANCOM annually for continuing suitability.

  26. QM 4. Quality Management System 4.2 Documentation Requirements The Quality Objectives is considered to be the heart of the quality management system. It sets the purpose and reason for every activity conducted. It is categorized according to the 5 Major Final Outputs (MFOs). The Quality Objectives as a document is prepared and controlled by the National ISO Coordinator (NISOC) in DTI-RODG. There shall only be one template for Quality Objectives for all DTI Offices under RODG. Quality Objectives as a record shall be prepared by each bureau and regional office. In setting the Quality Objectives, the following criteria shall be observed: S - Specific; M - Measurable; A - Attainable; R - Realistic; T - Time-bounded; and C - Controllable.

  27. QM 4. Quality Management System 4.2 Documentation Requirements The Quality Manual provides the generic policies for implementing DTI programs, projects and activities. The Quality Manual is prepared by the National QMS Improvement Team (NQIT) and shall be controlled by the National ISO Coordinator (NISOC). There shall only be one Quality Manual applicable to all offices under RODG. The Quality Manual shall contain the following data: General Information; Scope; Quality Policy; DTI and RODG Organizational Structures; RODG QMS Structure; Process Map (Interaction of DTI-Processes); and Policy Statements.

  28. QM 4. Quality Management System 4.2 Documentation Requirements The Operations Manual provides guidance and quality control in the conduct of specific DTI processes. Each bureau or regional office shall prepare and control their own Operations Manual. Its contents, however, shall be established on a standards set by the Quality Improvement Team (QIT) in DTI-RODG. The Operations Manual shall have the following contents: General Information; Organizational Structure; Process Maps (Per MFO); Service Process Control Sheets (Per MFO) General Process Control Sheets; Mandatory Process Control Sheets; Masterlist of Standard Forms; Masterlist of External Documents;

  29. QM 4. Quality Management System 4.2 Documentation Requirements The Quality Records serve as evidences of DTI in the performance of its mandate. It includes proposals, project briefs, reports, duly filled-out standard forms and etc. The Document Control Process and Records Control Process are specified in the various Operating Manuals under the mandatory processes of each bureau and regional office.

  30. QM 4. Quality Management System 4.2 Documentation Requirements Classification, Coding and Numbering For purposes of uniformity and ease of identification, all quality documents shall have reference codes based on classification, code and number as follows: a. Document Coding System (Manual Code)

  31. QM 4. Quality Management System 4.2 Documentation Requirements Classification, Coding and Numbering For purposes of uniformity and ease of identification, all quality documents shall have reference codes based on classification, code and number as follows: a. Document Coding System (Document Code)

  32. QM 4. Quality Management System 4.2 Documentation Requirements Classification, Coding and Numbering For purposes of uniformity and ease of identification, all quality documents shall have reference codes based on classification, code and number as follows: a. Document Coding System (Office Code)

  33. QM 5. Management Responsibility 5. 1 Management Commitment Under the direct supervision of the Secretary, the Undersecretary of RODG epitomizes the leadership for the entire functional group. Correspondingly, the Regional and Bureau Directors represent the leadership in their respective offices. Laden with such responsibility, they shall be responsible in adhering to the eight (8) Quality Management Principles in their respective areas of responsibilities.

  34. QM 5. Management Responsibility 5.1 Management Commitment In particular, they shall uphold the principles of: 1. CLIENT-FOCUS by properly communicating to the organization the importance of meeting the requirements of its citizens as well as statutory and regulatory requirements; 2. LEADERSHIP by establishing unity of purpose and direction in the organization and creating and maintaining the internal environment in which people can be fully involved in achieving the organization’s Quality Policy and Quality Objectives; 3. INVOLVEMENT OF PEOPLE by acknowledging that people at all levels are the essence of the organization, and that their full involvement enables their abilities to be used for the organization’s benefit; 4. PROCESS APPROACH by efficiently managing activities as a process in order to best achieve a desired result;

  35. QM 5. Management Responsibility 5.1 Management Commitment In particular, they shall uphold the principles of: 5. SYSTEM APPROACH by identifying, understanding and managing interrelated processes as a system that would contribute to the organization’s effectiveness and efficiency in achieving its Quality Objectives; 6. CONTINUAL IMPROVEMENT by making every effort to continuously enhance the overall performance of the organization; 7. FACTUAL APPROACH TO DECISION MAKING by making effective and informed decisions based on analysis of data and information; and 8. MUTUALLY BENEFICIAL SUPPLIER RELATIONSHIP by recognizing that the organization and its suppliers are interdependent and a mutually beneficial relationship increase the ability of both to create value. Regional Directors and Bureau Directors manifest their commitment to the above stated principles by signing the Pledge of Commitment.

  36. QM 5. Management Responsibility 5.2 Customer Focus The citizen’s satisfaction shall be the primary concern of management in planning and implementation of programs, activities and projects. Thus, the needs and expectations of the citizens shall always be determined and are met satisfactorily, within the framework of its legal powers and resources available. Management shall ensure a balance approach in satisfying citizens vis-à-vis its mandate.

  37. QM 5. Management Responsibility 5.3 Quality Policy Based on the organization’s mandate, vision and mission, the management shall develop the Quality Policy to focus on a client-responsive service delivery, giving emphasis on providing better, faster and more efficient processes. As such, management shall ensure that the quality policy is understood by its officers and employees, and posted in conspicuous places within RODG offices. It shall be recited in all DTI meetings and gatherings to serve as guide in decision-making in observance of the principles of good governance. The Quality Policy, prepared and approved by the RODG Undersecretary and the Department Secretary, respectively, shall be reviewed annually for continuing suitability. There shall only be one Quality Policy for all offices under the RODG.

  38. QM 5. Management Responsibility 5.4 Planning Under the direction of the RODG Undersecretary, the Bureau and Regional Directors, each functional level shall set its Quality Objectives. They shall encourage the entire organization to recognize the importance of setting and achieving the objectives and ensure that they are communicated and understood. Through the Quality Objectives, the management shall emphasize on the significance of prioritizing programs, activities and projects under the 5 Major Final Outputs, based on the Results-based Management Framework, using the RODG Log Framework Analysis as outlined in the Integrated RODG Work Plan. The guidelines for setting the objectives are provided in the Quality Objectives. Management shall ensure periodic planning for the implementation and maintenance of Quality Management System. It shall institutionalize a mechanism that will draw the participation of all members of the organization from the province/city to the head office.

  39. QM 5. Management Responsibility 5.5 Responsibility, authority and communication Management shall define individual roles within the organization to effect the implementation of programs, activities and projects. These shall be embodied in organizational charts presenting the hierarchical levels of authority and office orders containing duties and responsibilities. Management shall provide the appropriate communication facilities and mechanisms to ensure the seamless flow of information from the province/city to the head office. A system of tracking incoming and outgoing communications shall be developed and implemented.

  40. QM 5. Management Responsibility 5.5 Responsibility, authority and communication The RODG Undersecretary shall appoint a National Quality Management Representative (NQMR) and Deputy QMRs (DQMR) in the RODG HO and in the Bureaus, who shall be in charge of: Ensuring that processes needed for the operation are established, implemented and maintained; Reporting to the top management on the performance of the operation and the need for improvement; and Promoting the awareness of determining and meeting citizen requirements. Accordingly, Regional Directors shall appoint their Regional QMRs and Deputy QMRs in their respective provinces and cities.

  41. QM 5. Management Responsibility 5.6 Management Review Management shall ensure that Management Reviews (MR) are conducted periodically and whenever the need arises. On the national and regional levels, management reviews are conducted during Management Committee (MANCOM) meetings. RODG shall initiate MR to provide guidance to the Regional and Field Offices, and its attached bureaus. This is a venue to verify the adequate functioning of the quality management system, assess its effectiveness, planning methodologies, and ensure that processes and policies meet the requirements and objectives to achieve the key performance indicators.

  42. QM 5. Management Responsibility 5.6 Management Review Inputs for management reviews include the following: Targets and accomplishments; Follow-up actions from previous Management Reviews; Appraisal, evaluation and analysis of programs and projects; Results of audit; Client satisfaction feedbacks and complaints; Changes in the organization that could affect the QMS; Recommendations for improvement; and Third party certification results, among others.

  43. QM 5. Management Responsibility 5.6 Management Review Outputs shall be included in Management Review Records or Minutes of Meeting, containing decisions by management on vital issues and concerns, including: Corrective actions to non-conforming services; Progress of implementation of actions relative to agreements, including corrective and preventive actions; Assessments of the effectivity and improvement of programs, activities and projects and their compliance to ISO 9001 standards; Actions related to policy changes; Resource management; and Prioritization of programs, activities and projects.

  44. QM 6. Resource Management 6.1 Provision of Resources The RODG shall ensure to continuously identify, determine and make available the resources necessary to implement service goals and objectives. Budgetary provision shall be guided by pertinent laws, rules and regulations as promulgated by the Department of Budget and Management. Budgeting vis-à-vis prioritization of programs and projects, and provision of facilities is included in the RODG and Regional and Field Office Annual Work and Financial Plans. The New Government Accounting System (NGAS) Manual is the primary external document used for financial transactions. It contains the policies and procedures for budgeting, accounting, cashiering and supply management. These policies and procedures shall serve as the definitive control for these functions.

  45. QM 6. Resource Management 6.2 Human Resource DTI-XI services are highly technical, thus requiring qualified and competent human resource. Management, through the Finance and Administrative Divisions (FAD) of RODG’s respective offices, shall determine, implement and maintain job qualification standards in screening, hiring and placement of staff, adhering to the requirements set by the Civil Service Commission. Prior to the provision of job assignments, RODG offices shall ensure that duties and responsibilities of the personnel are clearly defined and procedures related to their work are well understood. The Human Resources Management Officer (HRMO) shall facilitate orientation and guidance to newly-hired personnel before deployment.

  46. QM 6. Resource Management 6.2 Human Resource In evaluating the competence of personnel, a Competency Gap Assessment for each employee shall be prepared and evaluated in order to come up with a training plan. The Training Plan shall address the gaps identified in the Competency Gap Assessment. Based on the assessment, RODG shall provide external, in-house and on-the-job trainings to ensure that all staff have availed of training in every given year. The Finance and Administrative Division shall also undertake regular evaluation of the training program to gauge its effectiveness in improving staff performance.

  47. QM 6. Resource Management 6. 3 Infrastructure, and Work Environment Resources shall be made available for the improvement of physical facilities and working environment, aimed at making the organization more cohesive and effective in enhancing management and staff capabilities. It shall be RODG’s policy that physical facilities shall exude a corporate atmosphere conducive for the citizens, particularly the private sector, to transact business. All facilities shall be kept in operating conditions and well maintained. Respective support services shall develop and implement a program of maintenance to ensure that the facilities continue to meet the needs of the organization. Evaluations on physical facilities shall be included in internal quality audit and management review reports.

  48. QM 7. Service Realization 7.1 Planning of service realization In planning for service realization, the following shall be considered for every service under the 5 Major Final Outputs (MFOs): Citizen Requirements; Quality Objectives of each service process; Type of Programs, Activities and Projects (PAPs) to be implemented; Availability of resources (budgetary, human resource, infrastructure and work environment); and Process Control Sheets to be used. The Work and Financial Plan (WFP) and Quality Objectives (QO) are the documented outputs suitable for DTI and serves as its quality plan.

  49. QM 7. Service Realization 7.1 Planning of service realization Further, the plans shall be aligned to: The 3-year Roadmap of the department coming from the Head Office; The Integrated DTI-RODG Work Plan; Development plan of the respective regions as developed by Regional Development Councils (RDCs); Development plan of the LGUs and Private Sectors; and Other Stakeholders. The Service Process Control Sheet of the Planning Process is included in the operations manual of each office under RODG. Planning sessions shall be conducted on a periodic basis. Other planning sessions, e.g. project-based, may be convened as necessary.

  50. QM 7. Service Realization 7.1 Planning of service realization Further, the plans shall be aligned to: The 3-year Roadmap of the department coming from the Head Office; The Integrated DTI-RODG Work Plan; Development plan of the respective regions as developed by Regional Development Councils (RDCs); Development plan of the LGUs and Private Sectors; and Other Stakeholders.  The Service Process Control Sheet of the Planning Process is included in the operations manual of each office under RODG. Planning sessions shall be conducted on a periodic basis. Other planning sessions, e.g. project-based, may be convened as necessary. A vital component of the planning process shall include development and adoption of a monitoring and evaluation system which will verify and validate service delivery and acceptance. Outputs of planning shall be in the form of a Medium-Term Strategic Framework Plan, Annual Work and Financial Plans and others as deemed necessary.

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