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Review Inputs:
1. Status of Actions from previous Management Review
a. Status of Non-Conformities
b. Status of Improvement Plan
2. Changes in external and internal issues that is relevant to the QMS.
a. Review of the Quality Manualb. Status of Manpower Critical to QMS
c. Needs and Expectations of Interested Parties
d. SWOT Analysis
e. Opportunities Action Plan
f. Risk Assessment Registry
3. Report on the performance and effectiveness of the QMS including trends including
a. Customer Satisfaction and feedback from relevant interested parties
b. The extent to which Quality Objective have been met
c. Process Performance and conformity of products and services
d. Nonconformities & corrective actions
e. Monitoring and Measurement results
f. Audit resultg. The Performance of external providers
h. The Adequacy of Resources
i. The effectiveness of actions taken to address risk and opportunities
Review Output:
1. Opportunities for Improvement
2. Any need for changes of the QMS
3. Resources Needed

Page 2 of 68
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REVIEW INPUTS:
The Quality Management System (QMS) Management Review Meeting for Fiscal Year 2020 was conducted on 18 November 2020
via Zoom to review the Department of Tourism’s commitment to ensure quality in the tourism products and services. The meeting
also focused on ensuring the continuing sustainability, adequacy, effectiveness, and alignment of the QMS with the DOT’s overall
vision, mission, and strategic directions. It is important to note that only one (1) Management Review Meeting was conducted for FY
2020 due to the shift in the working arrangements in light of the COVID-19 Pandemic, wherein the DOT personnel were directed toadopt a Work-from-Home Scheme or report as Skeletal Workforce. Thus, it was challenging to conduct a face-to-face Internal Quality
Audit, which was a pre-requisite to the Management Review Meeting. Nevertheless, the Internal Quality Auditors and Process Owners
have undergone Remote Audit Trainings on August 20, 2020 and September 21, 2020 to ensure that audit activities will still be
successfully carried out virtually.
1. STATUS OF ACTIONS FROM PREVIOUS MANAGEMENT REVIEWThe DOT Officials concerned presented the status of their QMS implementation based on the agenda set by the ISO
9001:2015 Standard and the results are as follows:a. Status of Non-Conformities
All the Corrective Action Requests issued in connection with the conduct of the Internal Quality Audits in 2019 wereclosed. Table 1 reflect the status and number of CARs released and Table 2 manifests the CAR Number, Details of
the Non-conformity, and the office who is responsible for ensuring that effective implementation of corrections andcorrective actions.
Table 1: Status and Number of Corrective Action Requests Issue

Source of CAR

Number of Issued
CARs

Closed CARs

Open CARs

Internal Quality
Audit

37

37

0

Complaints

000Page 3 of 68

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Table 2: Details of the Corrective Action Requests Issued
CAR NUMBER
2019-AUD-001-00

2019-AUD-002-00

2019-AUD-008-00

2019-AUD-009-00

CAR DETAILSAt present, only 5 personnel of Tourism Regulation
Division (TRD) handles all areas in processing theaccreditation. The number of personnel is notenough since the 2 crucial positions, Supervising
Tourism Operations Officer (SG22) and Senior
Tourism Operations Officer (SG18) are detailed in
Administration and Planning respectively.
Ms. Everyl Rosalada, a Job Order(JO) is the sole
personnel handling attending to the procurement
requirements of DOT – Region XI, including that ofbeing the sole bids and Awards Committee
Secretariat. A J.O. has no accountability and should
not be allowed to perform such responsibilities. It
should be assigned, with official designation, to apersonnel holding a permanent position.
At the time of audit, there was no official
composition of the Bids and Awards Committee(BAC) while Ms. Rosalada acts as its Secretariat.
The Records and Communication Control
Procedure includes the Inventory of Records andDisposal of Records. However, these processes are
not currently being practiced. Thus, there is abreakdown of the process resulting to the noncompliance with item 4, Rule 7 of the NAP General
Circular No. 4 “Guidelines on the National Inventory
Records,” which requires the annual update ofinventory of records.
No Echo Seminars have been conducted in the past
few years although the Department had a numberof scholars/grantees who attended training
programs, both locally and abroad.

OFFICE/DIVISION
Region VII

STATUS
CLOSED

Region XI

CLOSED

Records andCommunication
Section

CLOSED

Training andDevelopment
Division

CLOSED

Page 4 of 68
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CAR NUMBER
2019-AUD-010-00

2019-AUD-011-00

2019-AUD-012-00

2019-AUD-013-00

2019-AUD-014-00

CAR DETAILSThe non-conformity refers to the following
infrastructure elements: Small, crowded room
assigned to the division’s personnel and equipment;
Lack of equipment and ICT such as mobile phones,
photocopying machine and printer (since they are
not connected to the remote printer system), laptop
computers, LED projector, furniture as well as
malfunctioning air-conditioning unit; No room
assigned to Training and Development Division forthe conduct of trainings
In the last 5 years, employees and guests of DOT
have to deal with the problems arising fromnegligent, slow and almost non-existent building
maintenance.
Although 6.2 of the Procedure provides for theStrategic Performance Management System(SPMS), the same has yet to be fully implemented
and institutionalized at the time of audit. HRD only
receives the DPCR and IPCRs of each divisions
and employees but they have yet to be reviewed by
the Performance Management Team (PMT).
At the time of audit, the above-mentioned
requirements are not met/complied with because
the Daily Time Records (DTRs) are not updated andnot issued within the mandated 10th day of thefollowing month period for Regular Employees as
indicted in 6.7 of the Procedure on Timekeeping andDaily Time Record Generation.
In view of the non-conformance in the issuance ofDaily Time Records (DTRs) (not updated and notissued within the mandated period), the leave
credits of personnel are likewise not updated every
month as prescribed in 6.8 of the Procedure on
Leave Administration. Updated leave credit cards
not available.

OFFICE/DIVISION
Training andDevelopment
Division

STATUS
CLOSED

General Services
Division

CLOSED

Human Resource
Division

CLOSED

Human Resource
Division

CLOSED

Human Resource
Division

CLOSED

Page 5 of 68
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CAR NUMBER
2019-AUD-015-00

2019-AUD-011-01
2019-AUD-015-01
2019-AUD-016-00

2019-AUD-017-00

2019-AUD-018-00

2019-AUD-018-01
2019-AUD-019-00

CAR DETAILSOFFICE/DIVISION
Although the Director position is filled up at the time
Internal Auditof audit, the Director is detailed as a Regional
Service
Director of DOT – Region VII. Thus, IAS Audit
Reports are not submitted to the proper authority for
initial review and endorsement to the Office of theSecretary.
Recar
General Services
Division
Recar
Internal Audit
Service
The processing period for the application of Office of Tourism
Eastwood Richmond Hotel took them forty-threeStandards and(43) days from the receipt of letter request for star
Regulation
rating on March 11, 2019 up to the release of
assessment result dated May 15, 2019.
There was no preventive maintenance schedule
Region 4B
presented as the procedure requires preventive
maintenance at planned intervals. The vehicles
must undergo regular and routine maintenanceinstead of repair only when needed.
The auditee has not provided a semi-annual
Region 4B
assessment of external providers. There is also nolist of approved suppliers for January - June 2019.
The lack of assessment of providers and list of
apprpoved suppliers might adversely affect theogranization's ability to consistently deliver
conforming services to its customers.
Recar
Region 4B
In the course of the audit and upon checking theRegion 1
recording of payments made in the indeces, theIndex of Payment were not updated.

STATUS
CLOSED

CLOSED
CLOSED
CLOSED

CLOSED

CLOSED

CLOSED
CLOSED

Page 6 of 68
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CAR NUMBER
2019-AUD-028-00

2019-AUD-029-00

2019-AUD-030-00

2019-AUD-31-00

CAR DETAILSOFFICE/DIVISION
Samples obtained shows requests received during
Region I
the Mobile Accreditation in September 2019 whichwere still in the “For Inspection” status.
The
prescribed timeframe is too short for the region tocomply, since during their conduct of mobile
accreditation, they would usually receive more than
200 applications (establishments situated far fromeach other) which would have to undergo the entire
accreditation process, and there are only two
Accreditation Officers in the region.
it was found out that some Requisition and Issue
Region I
Slips (RIS) for some of the issued materials andsupplies, were not signed by the Regional Director
and Stock Cards (SC) were not updated
accordingly.
Some of the forms used by OIMD were not Office of Industry
numbered and recorded
Manpower
Development
It was found out that personnel holding the plantilla
Region VII
positions in the Tourism Regulation Division as
Senior Tourism Operations Officer and Tourism
Operations Officer II, are currently functioning as aMarketing and Promotions Officer, and Executive
Assistant to the Regional Director, respectively.

STATUS
CLOSED

CLOSED

CLOSED

CLOSED

Page 7 of 68
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b. Status of Improvement Plans
The table below shows the status of the Improvement Plans agreed upon by the Executive Committee and other
Officials Concerned during the previous 2nd Management Review Meeting for Fiscal Year 2019:
Table 3: Status of Improvement Plans

IMPROVEMENT PLAN

Formalize all concerns/
issues regarding
Accreditation

Monitor the action plans
implemented by Regional
Offices to address thecomplaints received

Strict implementation of forms
registered in the Quality
Management System

REASON FOR
DISCONTINUANCE/DATEIMPLEMENTED MOVEMENT TO A
LATER DATEOFFICE/DIVISION
IN-CHARGE

STATUS

DOT NCR

Ongoing

N/A

N/A

Region 1

Ongoing

15 August 2020

N/A

Region 4B

Ongoing

N/A

N/A

Region 6

Ongoing

N/A

N/A

Region 7

None

N/A

N/A

Region 9

Ongoing

15 August 2020

N/A

Region 11

None

N/A

N/A

Office of Tourism
Standards andRegulations(OTSR)DOT NCR

Ongoing

January 2020

N/A

Ongoing

December 2019

N/A

Region 1

Ongoing

December 2019

N/A

Region 4B

Ongoing

December 2019

N/A

Region 6

Completed

December 2019

N/A
Page 8 of 68

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IMPROVEMENT PLAN

OFFICE/DIVISION
IN-CHARGE

STATUS

Region 7

Completed

Region 9

Ongoing

Region 11

Completed

Region 1

The Appreciation
and Training for Abel
Weavers in Ilocos
Norte was move to alater date.

Specify the action plans toaddress the risks andopportunities (e.g. type oftrainings needed to enhance
the skills of personnel)

Ensure corrections/corrective
actions are continuously
implemented

The Appreciation
and Training for Abel
Weavers in Ilocos
Sur is scheduled tobe conducted on
November 25-27,
2020.

All Operating Units

Completed

REASON FOR
DISCONTINUANCE/DATEIMPLEMENTED MOVEMENT TO A
LATER DATE
16 September
2020
December 2019

N/A
N/A

16 September
2020
Originallyscheduled on
28-30 October
2020

The procurement
process for theactivity was alreadycompleted.
However, there is aneed to wait for theapproval of theguidelines on the
To beconduct of “face toconducted onface” trainings.
25-27
November 2020 Since theAppreciation andTraining for Abel
Weavers was
designed to include
hands-ondemonstration andinteraction.
Refer to closure
dates in the
CAR Forms

N/A

Page 9 of 68
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IMPROVEMENT PLAN

Finalize the Training
Calendar and Modules for FY
2020
Increase the number ofresource speakers for
Industry Training Service
Establish basis for selecting
training beneficiaries for the
conduct of the industry
training impact assessment
Provision of feedback for the
repairs conducted
Request copies of orderingagreements with the
suppliers
Monitoring on the actionplans taken to addresscomplaints against accredited
tourism enterprises

STATUSREASON FOR
DISCONTINUANCE/DATEIMPLEMENTED MOVEMENT TO A
LATER DATE

Office of Industry
Manpower
Development(OIMD)OIMD

Completed

20 June 2020

Ongoing

20 June 2020

OIMD

Ongoing

20 June 2020

General Services
Division
Procurement
Management
Division

Ongoing

December 2019

OFFICE/DIVISION
IN-CHARGE

Office of Tourism
Standards andRegulations(OTSR)To be conducted

Ongoing

There was a delayon the approval of
WFP since it must
be reprogrammed
based on theausterity measuresneeded to be
implemented in lightof the COVID-19
Pandemic.

Declaration of Stateof Public Health
Emergency
throughout thePhilippines.
January 2020

N/A

Page 10 of 68
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2. CHANGES IN EXTENAL AND INTERNAL ISSUES THAT ARE RELEVANT TO THE QUALITY MANAGEMENY SYSTEM
a. Status of Manpower Critical to QMS
In view of the DOT’s strategic direction to expand the ISO 9001:2015 Certification coverage to include Regions 2, 8,
and 12, the Regional Directors concerned were requested to endorse their respective Quality Management System
Coordinators who will form part of the DOT’s QMS Core Team. Similarly, the existing Delivery Units covered by the
Certification were asked to confirm/update/endorse their QMS Coordinators. The Secretary has approved
Reconstitution of the DOT’s QMS Coordinators per Department Order 2020-17. Table 4 shows the list of the QMS
Coordinators:
Table 4: Quality Management System Coordinators for FY 2020
OFFICE
Office of the Secretary
Office of Tourism Standards and Regulation
Office of Industry Manpower Development
Planning Service
Financial Management Service
Office of Tourism Development, Planning, Researchand Information Management
National Capital Region
Region 1
Region 2
Region 4B
Region 6

NAME
Ms. Serjen Lara M. Chua
Ms. Charmaine T. Dalisay-Jimenez
Ms. Arlene A. Alipio
Ms. Teodora Laarni E. Jaraplasan
Ms. Susan Nagtalon
Mr. Warner M. Andrada
Ms. Victoria Margarita V. Paje
Ms. Catherine C. Agustin
Mr. Edilberto Littaua, Jr.
Ms. Loryna C. FonacierMs. Imelda A. GarduqueMs. Joylyn Cauilan
Ms. Cecil V. Aranton
Ms. Keith Blanche C. Soriano
Mr. Rene T. Cortum
Maria Jean S. Cortum
Page 11 of 68

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OFFICE

NAME

Region 7

Ms. Judy Dela Cruz Gabato
Ms. Czarina C. Morandarte

Region 8

Ms. Ma. Catherina M. Apostol
Ms. Clarilaine T. Pumanes
Ms. Marilou G. Silorio
Mr. Charles Anthony C. Rotoni
Mr. Caesar Prudencio A. Regis
Ms. Giselle E. Garilva
Mr. Armin Hautea
Ms. Saida Pagayao

Region 9
Region 11
Region 12

In addition, to ensure that the DOT’s implementation of QMS will be monitored in accordance with the ISO 9001:2015 andascertain the QMS Internal Auditors were equipped with knowledge and skills to carry out Remote Audits, the Retooling forInternal Quality Auditors was conducted last 28-29 July 2020 wherein 27 existing auditors have passed the Qualifying
Examination. As per Department Order No. 2020-060, the QMS Internal Auditors were reconstituted as follows:
Table 5: List of Internal Quality Auditors
1. Alicante, Ronell M.
2. Argosino, Stephen Roy F.
3. Bagsic, Jim Ray R.
4. Congzon, Ma. Valle A.
5. Cornista, Sharon Gail S.
6. Cortum, Rene T.
7. Dadat, Evangeline M.
8. Demaclid, Ernestinne S.
9. Gabato, Judy D.
10. Gestopa, Thelma L.
11. Gomez, Jessa Marie Crista V.
12. Gutierrez, Rutherlyn T.
13. Jaraplasan, Teodora Laarni E.

15. Malabanan, Alyssa Coline C.
16. Olba, Jennifer A.
17. Oliveros, Noubert Emmanuel S. T.
18. Paje, Victoria Margarita V.
19. Ramirez, Sherwyn Renzo G.
20. Regis, Prudencio Ceasar A.
21. Rotoni, Charles Anthony C.
22. Ruedas, Kenneth Lorenz R.
23. Say, Milagros Y.
24. Somera, Helen Grace J.
25. Soriano, Aida T.
26. Tansingco, Blessy Grace G.
27. Zaldua, Leslie Marie S.
Page 12 of 68

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14. Macayayong, Evelyn A.

However, the number of Internal Auditors were reduced from 27 to 25 due to the retirement of Ms. Aida T. Soriano andresignation Ms. Jessa Marie Crista V. Gomez. Hence, to increase the number of auditors, a Training for New Internal Auditors
was conducted last 03-05 November 2020. A Department Order shall be submitted for the Secretary’s approval to include the
new auditors to the existing pool.
b. Needs and Expectations of Interested Parties
In view of the COVID-19 Pandemic, the Process Owners were requested to re-visit the needs and expectations of theirinterested parties. Table 6 shows the updated needs and expectations for the process of Accreditation of Tourism
Enterprises and Monitoring and Enforcement to Tourism Enterprises, while Table 7 manifests the same for the processof Industry Manpower Training and Development Service.
Table 6: Updated Needs and Expectations of Interested Parties for the Accreditation of Tourism Enterprises
and Monitoring and Enforcement to Tourism Enterprises
OFFICEOTSR

INTERESTED PARTIES
Regional Accreditation
Officers

Inter-Agency Task ForceNEEDS

EXPECTATIONSProvision of appropriate
Personal Protective
Equipment (PPE) to be usedduring inspections

Immediate provision ofcomplete and sufficient PPE

Provision of calibrated
monitoring and measuring
equipment to be used during
inspections

Immediate provision ofcalibrated monitoring andmeasuring equipment

Submission of Reports

Timely and correct submissionof Reports

Page 13 of 68
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OFFICE

INTERESTED PARTIES

Region 1

Region 6

Region 7

Region 9

NEEDS

EXPECTATIONS

Tourism Enterprises / LGULicensed Enterprises

Orientation and Awareness on
DOT Accreditation Proceduresand Documentary
Requirements- Effective and efficientAccreditation Process- Promotion of business- Free training for employees

Non-Accredited Tourism
Enterprises

Accreditation Certificates

Timely issuance of Certificate
of Authority to Operate (CAO)/
Provisional Certificate ofAuthority to Operate (PCAO)

Overseas Workers Welfare
Administration

List of Accredited
Establishments

Timely provision of List of
Accredited Establishments

LGUs and IATF

Provision of Technical
AssistanceTimely provision of Technical
Assistance by Zoom
Conference

Implementation of Mandatory
Accreditation and provide
guidelines on the Operationsof Accommodation
Establishment

Full implementation of
Mandatory Accreditation andprovide guidelines on the
Operations of Accommodation
Establishment

Dissemination of Guidelines

Proper and timely
dissemination of Guidelines

Updated policies with regard
to Community Quarantine
conditions

Awareness on the updated
policies and guidelines
towards community quarantine

Tourism Enterprises

Orientation and Awareness on Timely conduct of Orientation
DOT Accreditation Procedures and Awareness on DOT
Page 14 of 68

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OFFICE

INTERESTED PARTIESNEEDSEXPECTATIONS

and Documentary
Requirements

Accreditation Procedures andDocumentary Requirements

Release of DOT Accreditation
Certification

Timely release of DOT
Accreditation Certification

Delivery of Accreditation
Process and promotion ofbusiness

Efficient delivery of
Accreditation Process andpromotion of business

Table 7: Updated Needs and Expectations of Interested Parties for the Tourism Industry Manpower Training
and Development Service
OFFICEOIMD

DOT NCR

INTERESTED PARTIESNEEDSEXPECTATIONS

IATF/ DOH

Submission of reports related
Timely submission of reports
to COVID thru the Office of the related to COVID thru theSecretary
Office of the Secretary

Training Champions/ Project
Officers

Provision of ICT equipment
and communications

Sufficient provision of ICT
equipment andcommunications

Tourists

Trained Tourism Stakeholders

Provision of high impact
trainings for Tourism
Stakeholders

Page 15 of 68
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OFFICE

INTERESTED PARTIESNEEDSEXPECTATIONSRegion 6

Resource Speakers/Training
providersTraining modules/guidelines,
Terms of Reference, payment
of services

Applicable training /webinar
modules/guidelines, timely
payment of goods andservices

Local Government Units

Support to online training
program and activities

Provision of innovative andresponsive online training
programs relevant to theindustry in the new normal

Community-based Tourism
Organizations/Tourism
Associations/private sector

Support to online training
program and activities

Provision of innovative andresponsive online training
programs relevant to theindustry in the new normal

Regional Director

Results of LNA, Activity
Report, Certificate of
Attendance

Procurement Staff

Purchase Request, Terms ofReference

Tourism Enterprises (private
sector)/ Tourism
Organizations

Training programs, seminars,
workshops, continuing
education throughonline/virtual and face-to-facesessions adopting theguidelines for the new normal

Timely and relevant conduct oftraining programs, seminars,
workshops, continuing
education throughonline/virtual and face-to-facesessions adopting theguidelines for the new normal

LGUs and other partner
government agencies

Capacity-building programs
such as informational andproduct-based orientation,
seminar and workshops

Timely and relevant conduct of
capacity-building programs
such as informational andproduct-based orientation,

Region 11

Region 11

Page 16 of 68
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OFFICE

INTERESTED PARTIESNEEDSEXPECTATIONS

through online/virtual andface-to-face session adopting
the guidelines for the newnormalseminar and workshops
through online/virtual andface-to-face session adopting
the guidelines for the newnormalInvitation/letter of conforme
stipulating the required
number of days, expectedtraining content,
methodologies

Timely and correct
invitation/letter of conforme
stipulating the required
number of days, expectedtraining content,
methodologies

Payment

Prompt payment

Service Provider/ Supplier

Payment

Prompt payment

Tourists/Guests

Trained and skilled tourism
workforce

Highly trained and globallycompetitive tourism workforce

Central Office (OIMD)

Results of LNA, Terminal
ReportTimely submission andcompleteness of results of
LNA and terminal report

Resource Speakers/
Trainers/Facilitators

Page 17 of 68
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c. SWOT Analysis
A SWOT analysis was conducted by all Operating Units of the Department to update and assess the internal andexternal issues considering the COVID-19 Pandemic and the alternative working arrangements. Table 9 reflects the
weaknesses and threats for the process of Accreditation of Tourism Enterprises and Monitoring and Enforcement toTourism Enterprises, while Table 10 manifests the same for the process of Industry Manpower Training andDevelopment Service.
Table 8: Internal and External Issues identified for the process of Accreditation of Tourism Enterprises andMonitoring and Enforcement to Tourism Enterprises

OFFICEOTSR

INTERESTED PARTIES
Regional Accreditation
Officers

INTERNAL ISSUES

EXTERNAL ISSUES

Unavailability of the necessary
personal protective equipment
to frontliners [inspectors]

Health risksRe-assignment of trained
Accreditation Officer

Retirement/ Resignation/transfer to another office forcareer advancement

IATF

N/A

Simultaneous changes in the
IATF-EID issued guidelines

Tourism Enterprises

N/A

Postponement of DOT
inspection due to COVID-19
Pandemic

Page 18 of 68
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OFFICE

INTERESTED PARTIESINTERNAL ISSUES

EXTERNAL ISSUES

Region 1

Tourism Enterprises / LGULicensed Enterprises

Low appreciation and lack ofknowledge about DOT
Accreditation

Temporary business closuredue to Public Safety and lackof funds

Non-Accredited Tourism
Enterprises

Non-compliance to
DOT/DOH/ATF HSG

Contamination of their Staff
and working place

Overseas Workers Welfare
Administration

Lack of Coordination withAccredited Establishments

Non-acceptance of Tourism
Establishments

Region 7

LGUs and IATF

Lack support of LGU support
on the implementation of RA
9593 on mandatory
accreditation

Creates high expectations
from stakeholders both private
and public

Region 9

Tourism Enterprises

Region 6

N/A

Low appreciation on DOT
Accreditation
Temporary business closuredue Public Safety and Health
Emergency

Page 19 of 68
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Table 9: Internal and External Issues identified for the process of Tourism Industry Manpower Training
and Development Service
OFFICE

INTERESTED PARTIESDOT NCR

Training Champions/ Project
Officers

Lack of Manpower andLack of Training

Tourists

Some tourists provide
unsatisfactory feedback to
Tourism Stakeholders

National Health Emergency

Resource Speakers/Training
Providers

Conflict in the schedule ofindustry practitioners

Strong competition amongindustry practitioners

LGUs

Not supportive Local Chief
Executive

Community-based Tourism
Organizations/Tourism
Associations/private sector

N/A

Region 6

INTERNAL ISSUES

EXTERNAL ISSUES
Change of assignment in theofficeTraining programs are notsustained

Remote areas have nointernet connections
Intermittent weather conditions

Page 20 of 68
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OFFICE

INTERESTED PARTIESINTERNAL ISSUES

EXTERNAL ISSUES

Region 11

Procurement Staff

Limited manpower

N/A

Tourism Enterprises (private
sector)/ Tourism
Organizations

N/A

Closure and limited
operational capacity due tonational health emergency

Service Provider/ Supplier

N/A

State of national healthemergency

Tourists/Guests

N/A

State of national healthemergency

OIMD

N/A

Change of leadership

3. REPORT ON THE PERFORMANCE AND EFFECTIVENESS OF THE QUALITY MANAGEMENT SYSTEM, INCLUDING
TRENDS IN:
a. Customer Satisfaction and Feedback from relevant Interested Parties Customer Satisfaction
In order to measure the satisfaction of DOT’s clients on its core processes, the offices concerned have conducteda Client Satisfaction Survey was conducted.

Page 21 of 68
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Table 10: Satisfaction on Accreditation Process
The table shows the results of the Client Satisfaction Survey conducted for January to October 2020 to measure
the satisfaction of the applicants with the DOT’s Accreditation Services.
NO. OF RESPONDENTS WHOWERERESPONDENTS

AVERAGESATISFACTION
RATING(TOTALD/TOTAL B)*100***OTSR**15

NO. OFFEEDBACKFORMSCOLLECTED(B)**38

DOT NCR

249

249

100%

249

0

100%

Region 1

358

358

100%

358

0

100%

Region 2

*69
**36
132

100%
100%
100%

*69
**36
132

0

100%

Region 4B

*69
**36
132

0

100%

Region 6

133

133

100%

133

0

100%

Region 7

319

319

100%

316

3

99%

Region 8

46

46

100%

46

0

100%

Region 9

154

154

100%

154

0

100%

Region 11

75

65

87%

65

0

100%

Region 12

144

45

31%

45

0

100%

TOTAL

1,730

1,644

1,611

3

OFFICE

NO. OFRESPONDENTS(A)RESPONSE
RATE(C)(A/B)*100

SATISFIED(D)

UNSATISFIED
(E)

53%

**8

0

100%

*Frontline Service**Activity-Based Service***Monitoring and Enforcement/Star Rating Activities

Page 22 of 68
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Table 11: Satisfaction on Industry Manpower Training Service
The table shows the results of the Client Satisfaction and Feedback Survey conducted by the Office of Industry
Manpower Development and Regional Offices who implemented training programs.
NO. OF RESPONDENTS WHOWERERESPONDENTS

AVERAGESATISFACTION RATING(TOTALD/TOTAL B)
*100

OIMD

16,251

NO. OFFEEDBACKFORMSCOLLECTED
(B)
7,817

DOT NCR

942

942

100%

942

0

100%

Region 1

10

10

95%

8

2

80%

Region 2

1,463

1,385

100%

1,385

0

100%

Region 4B

1,803

1,803

100%

1,799

4

99%

Region 6

1,309

1,264

96%

1,201

63

95%

Region 7

1,095

1,095

100%

1,091

4

99%

Region 8

262

262

100%

262

0

100%

Region 9

423

421

99%

421

0

100%

Region 11

1,327

1,245

94%

1,245

0

100%

Region 12

1,193

965

81%

785

94

81%

TOTAL

26,07817,20915,878245

OFFICE

NO. OFATTENDEES(A)RESPONSE
RATE(C)(A/B)*100

SATISFIED(D)

UNSATISFIED
(E)

48%

7,739

78

99%

The low response rate for the Client Satisfaction Survey conducted by the OIMD was due to the difficulty ofgenerating the feedback of training participants who attended the trainings via Facebook Live.
Page 23 of 68
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 Customer Complaints on Accreditation Service
Table 12: Number of Complaints Received and Acted Upon
OFFICE

NO. OF COMPLAINTSRECEIVED

NO. OF COMPLAINTSACTED UPONPERCENTAGE OFCOMPLAINTS ACTED
UPON

OTSR

231

231

100%

DOT NCR

38

38

100%

Region 1

8

8

100%

Region 2

3

3

100%

Region 4B

37

37

100%

Region 6

40

40

100%

Region 7

10

10

100%

Region 8

15

15

100%

Region 9

0

0

100%

Region 11

7

7

100%

Region 12

0

0

100%

TOTAL

379

379

100%

Table 12 shows that the Office of Tourism Standards and Regulations and Regional Offices received a total of 379
complaints all of which were acted upon as of October 2019. (Refer to Annex A for the Complaints Inventory)

Page 24 of 68
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Table 13: Percent Distribution of Complaints Received by Office

OFFICENUMBER OF COMPLAINTSRECEIVEDNUMBER OF COMPLAINTSRECEIVED AGAINST DOT
ACCREDITED ESTABLISHMENT AND
THOSE WITH ISSUED CAO/PCAO

OTSR

231

37

DOT NCR

38

36

Region 1

8

8Region 2

3

3

Region 4B

37

19

Region 6

40

40

Region 7

10

6

Region 8

1515

Region 900Region 11

7

4

Region 12

0

0

TOTAL

379

168

A total of 379 complaints were received by the DOT for the period January to October 2020 with 44% directly
attributed to DOT accredited establishments and those issued with CAO/PCAO while the rest of the complaints at
66% are those for non-DOT Accredited Establishments. Details of the action taken to address taken were reportedby the Office of Tourism Standards and Regulation. On the other hand, complaints which were directed to DOT
accredited establishments were referred to LGUs, DTI, and other relevant agencies. (Refer to Annex A for theComplaints Inventory)
Page 25 of 68
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 Customer Complaints on Industry Manpower Training and Development Service
There were no reported complaints against the provision of Industry Training Service.
b. The Extent to which the Quality Objectives have been met
Table 14 : Quality Objectives for Accreditation

OFFICE(No. of establishments
accredited in 2019)

DOT NCR

1,293

TARGET NO. OF
ESTABLISHMENTS
TO BE
ACCREDITED IN
2020
968

Region 1

800

Region 2

BASELINE DATAACCOMPLISHMENT(As of October 2020)

REASON FOR
OVERPERFORMANCE/UNDERPERFORMANCE

1,410

Renewalof
TouristTransport
Operators,
TravelandTour
Agencies, Hotels, andIssuance of CAO/PCAO

800

1,424

Waived accreditation fees
and cash assistanceprogram

368

379

451

New accommodation
establishments applied
for PCAO.

Region 4B

548

603

466

Accreditation campaign isstill ongoing

Region 6

680

500

653

Accreditation
waivedfees

arePage 26 of 68
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BASELINE DATAOFFICE(No. of establishments
accredited in 2019)

TARGET NO. OF
ESTABLISHMENTS
TO BE
ACCREDITED IN
2020

ACCOMPLISHMENT(As of October 2020)

REASON FOR
OVERPERFORMANCE/UNDERPERFORMANCE
TEs and TREs cannot
operate with accreditationand issued CAO/PCAO

Region 7

1,841

915

1,440

Tourism Establishments
are required to secure
DOT Accreditation and
CAO/PCAO prior tooperation

Region 8

523

602

410

Underperformance by
32% due to COVID19
Pandemic. Travel
Restriction has been
imposed, Thus, mobile
accreditation, campaign
and other programs were
temporarily suspended

Page 27 of 68
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OFFICE(No. of establishments
accredited in 2019)

Region 9100

TARGET NO. OF
ESTABLISHMENTS
TO BE
ACCREDITED IN
2020
100

Region 11

228

Region 12

74

BASELINE DATAACCOMPLISHMENT(As of October 2020)

REASON FOR
OVERPERFORMANCE/UNDERPERFORMANCE

133

Policy support andwaiving of accreditation
fees and othermandatory documents
due to Bayanihan Heal
as One Act

308

321

Tourism Establishments
are required to secure
DOT Accreditation and
CAO/PCAO prior to
opening/re-opening; thestreamlining of
documentary
requirements

81

67

Underperformance due
to COVID 19 Pandemic
but there is still time tocope since renewal for
AEs is on-going.

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Table 15 : Quality Objectives for Star Rating and Monitoring and Enforcement Activities implemented by OTSRPROCESS
Complaints
Handling

Monitoring Visits
and Spot Checks

Star Rating
Process

2019 QUALITYOBJECTIVE
100% of complaints
received are acted
upon within 3 days
from receipt for theyear 2019
An average of 10%of the total numberof accredited tourism
enterprises in the
country isinspected/monitored
to determine
maintenance offacilities andservices inaccordance with the
Department's set
standards for 2019100% of Hotels,
Resorts andApartment Hotels
that requested forStar rating
Assessment werevisited and assessed
under the National
Accommodation

TARGET FOR 2020

REASON FOR
ACCOMPLISHMENT OVERPERFORMANCE/(As of October 2020)
UNDERPERFORMANCE

100% of complaints
received are acted
upon within 3 days
from receipt for theyear 2020
An average of 10% of
the total number ofaccredited tourism
enterprises in the
country isinspected/monitored todetermine
maintenance offacilities and services
in accordance with the
Department's set
standards for 2020100% of complaints
received are acted
upon within 3 days
from receipt for theyear 2020
2.6% of the total
number of accredited
tourism enterprises in
the country isinspected/monitored
to determine
maintenance offacilities and services
in accordance with the
Department's set
standards for 2020100% of Hotels,
Resorts andApartment Hotels thatrequested for Star
rating Assessment
were visited andassessed under the
National
Accommodation

28% of Hotels,
Resorts andApartment Hotels thatrequested for Star
rating Assessment
were visited andassessed under the
National
Accommodation

Underperformancewasdue to the suspension of
inspection
activities,
includingStar
RatingAssessments in light of the
COVID-19 Pandemic.

Page 29 of 68
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PROCESS

2019 QUALITYOBJECTIVE

TARGET FOR 2020

Standards for theyear 2019

Standards for the year
2020

ACCOMPLISHMENT(As of October 2020)

REASON FOR
OVERPERFORMANCE/UNDERPERFORMANCE

Standards for the year
2020

Table 16 : Quality Objectives for Industry Manpower Training and Development Service

OFFICE(No. of trainings
conducted in 2019)

OIMD

61

TARGET NO. OF
TRAININGS TO BE
CONDUCTED FOR
2020
65

DOT NCR

27

Region 1

14

BASELINE DATAACCOMPLISHMENT(As of October 2020)

REASON FOR
OVERPERFORMANCE/UNDERPERFORMANCE

59*

There was a delay on theapproval of WFP since it
must be reprogrammed
based on the austerity
measures needed to be
implemented in light of
the COVID-19 Pandemic.

30

6Postponed/rescheduled
due
to
COVID-19
Pandemic

14

8

Poor internet
connectivity; Low turn-out
of confirmed participants;
and Unavailability ofresource speakers/
training providers*As of November 6, 2020
Page 30 of 68
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OFFICE(No. of trainings
conducted in 2019)

Region 2

35

TARGET NO. OF
TRAININGS TO BE
CONDUCTED FOR
2020
60

Region 4B

30

Region 6

Region 7

BASELINE DATAACCOMPLISHMENT(As of October 2020)

REASON FOR
OVERPERFORMANCE/UNDERPERFORMANCE

53

Some training programs
were not conducted to the
COVID-19
Pandemic.
There are still trainings
scheduled for November
to December 2020.

52

43

Some training programs
were not conducted to the
COVID-19
Pandemic.
There are still trainings
scheduled for November
to December 2020.

24

24

15

Some training programs
were not conducted to the
COVID-19
Pandemic.
There are still trainings
scheduled for November
to December 2020.

28

20

28

Due to easy access of
online training/meeting
platforms; & less need for
procurement of training
materials (online vsphysical training)

Page 31 of 68
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OFFICE(No. of trainings
conducted in 2019)

Region 8

50

TARGET NO. OF
TRAININGS TO BE
CONDUCTED FOR
2020
27

Region 9

23

Region 11

Region 12

BASELINE DATAACCOMPLISHMENT(As of October 2020)

REASON FOR
OVERPERFORMANCE/UNDERPERFORMANCE

20

Underperformance due
to imposition of theCommunity Quarantines
which limited the
movement of DOT Staff
and Webinar
Management Team.

23

18

Conduct of trainings isstill on-going. 5 trainings
still to be implemented
until the end of
November

60

59

50

Conduct of training
activities are still ongoing (November toDecember 2020)

55

47

39

Other seminars cannot
be conducted online
COVID-19 Pandemic

Page 32 of 68
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Table 17 : Quality Objectives for Support to Operations
REASON FOR
OVERPERFORMANCE/UNDERPERFORMANCE

OFFICE/DIVISIONBASELINEDATATARGET
FOR 2020

ACCOMPLISHMENT

Procurement

Procurement
Management
Division

N/A

GeneralServices
Division

100% of requests foreach quarter wereaccomplished for
2020

N/A

Issuance ofSupplies

GeneralServices
Division

100% ofrequests
processed for
procurement
within 5 to 20
days for FY
2020
Accomplish
100% ofrequests foreach quarterfor 2020
100% ofrequests for
supplies,
materials andequipmentsfor 2020
delivered torequesting
offices

100% of requests
processed for
procurement within 5
to 20 days for FY
2020

Maintenanceand Repair

100% ofrequests
processed for
procurement
within 5 to 20
days for FY
2019
Accomplish
100% ofrequests foreach quarterfor 2019
100% ofrequests for
supplies,
materials andequipmentsfor 2019
delivered torequesting
offices

100% of requests for
supplies, materials
and equipments for2020 delivered torequesting offices

N/A

PROCESS(As of October 2020)

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OFFICE/DIVISIONBASELINE
DATA

Inventory andDisposal

GeneralServices
DivisionInternal
Training

Training
Development
Division

100% of100% ofoffices
officesscheduled for scheduled forinventory
inventory
according toaccording totimeline fortimeline forthe future
the futureappraisal and appraisal anddisposal of
disposal ofproperties for properties for
2019
2020
95% of the
97% of theparticipants
participants
rated therated thetrainings/semi trainings/seminars asnars assatisfactorysatisfactoryfor 2019
for 2020

PROCESSTARGET
FOR 2020

ACCOMPLISHMENT(As of October 2020)

REASON FOR
OVERPERFORMANCE/UNDERPERFORMANCE

100% of offices
scheduled forinventory according
to timeline for the
future appraisal anddisposal of properties
for 2020

Need to be re-appraisedby the Sub Committee on
Appraisal the properties
deemed for disposal
based on the current
market value.

97% of those who
attended/participatedin the internal andexternal
trainings/seminars
and year-end
assessment has
rated all programs as
satisfactory for 2020

N/A

Page 34 of 68
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PROCESSOFFICE/DIVISIONBASELINEDATATARGET
FOR 2020

Recruitment,
Selection, andPlacement

Human
Resource
Division

Panel
Interview and
Deliberation

Human
Resource
Division

100% of100% ofreceived
applications
applications
received
screenedscreened
within 6
within 3
months frommonths fromthe deadline
the deadlineof submission of submissionofofapplications
applicationsfor 2019
for 2020
100%
100% ofqualifiedqualifiedcandidates
candidates
subjected tosubjected to
panel
panel
interview and interview anddeliberations deliberations
within 2
within 2
monthsmonthstimeline fortimeline for
2019
2020

ACCOMPLISHMENT(As of October 2020)

REASON FOR
OVERPERFORMANCE/UNDERPERFORMANCE
N/A

100% of applications
received screened
within 3 months fromthe deadline ofsubmission of
applications for 2020

75 out of 208
qualified applicants
subjected to panel
interview anddeliberations (36%)

-

-

-

The remaining 133
qualified applicants
are alreadyscheduled for panel
interview anddeliberations until
January 2021
Delay due to thedeclaration ofCommunity
Quarantine.
Shift to newprocedures like
conduct of online
psychological tests,
virtual preliminary,panel interviews,
and boarddeliberation
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c. Process Performance and Conformity of products and services
 Tourism Policy Formulation and Planning Program
The underperformance can be attributed to the COVID-19 Pandemic which resulted to the cancellation or
discontinuance of the DOT’s regular activities to give way to pandemic response.

Updated as of Third Quarter 2020

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 Tourism Industry Training Program
Most of the DOT’s target for Tourism Industry Training Program were achieved except for the number of training
days which attributed to shorter training days due to changes in the training module. Nevertheless, the DOT wasable to expand the reach of trainings to accommodate more LGU personnel nationwide as a result of the shift toonline trainings.

Updated as of Third Quarter 2020

Page 37 of 68
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 Standards Development and Enforcement Program
The over performance was attributed to the DOT’s continuous updating of the Tourism Standards in response to
the COVID-19 Pandemic.

Updated as of Third Quarter 2020

Page 38 of 68
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 Market and Product Development Program
The DOT was able to achieve the targets set for the Market and Product Development Program. However, Zero
Percent growth is posted on the outcomes due to restrictions on the entry of foreign tourists.

Page 39 of 68
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d. Nonconformities and Corrective Actions
The table below presents the sources of Corrective Action Requests with its corresponding status in connection withthe conduct of the Internal Quality Audit on September 21 to October, 2020 which covered all processes enrolled in the
QMS both in Central and Regional Offices.
It is also important to note that no non-conformities were issued during the Special Internal Quality Audit conducted on
October 12-16, 2020 to ascertain the three-week implementation period of the newly registered and revised Quality
Procedures to reflect the changes considering the Work from Home Scheme and COVID-19 Pandemic. Process
Owners were directed to take the necessary actions to address the Areas for Improvement raised by the QMS Internal
Auditors.
Table 18 : Status of CARS
NO. CARs ISSUED

CLOSED CARs

OPEN CARs

Internal Quality Audit

17

0

17

Customer Complaints

0

0

0

SOURCE OF CAR

Page 40 of 68
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Table 19: Percent Distribution of Corrective Action Requests issued per Office
A total of 17 nonconformities were issued in DOT Process Owners during the Internal Quality Audit. Region 11 received
the highest number of Corrective Action Requests (4 NCs), while Region 4B received the 2nd highest at 3 NCs (17.65%)/
Details on the nature of NCs were reported by the Lead Auditor during the meeting.
OFFICE/DIVISION

NO. OF CORRECTIVE
ACTION REQUESTS ISSUED
1PERCENT DISTRIBUTION

Budget Division2

11.76%

Accounting Division

1

5.88%

General Services Division

1

5.88%

Training Development Division

1

5.88%

NCR

1

5.88%

Region 4B

3

17.65%

Region 6

1

5.88%

Region 8

1

5.88%

Region 9

1

5.88%

Region 11

423.53%

Total

17

Office of the Secretary

5.88%

Page 41 of 68
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e. Audit Result
The table below shows the details of the Corrective Action Requests issued by the QMS Internal Auditors.
Table 20: Details of the Corrective Action Requests
CAR NUMBERCAR DETAILSOFFICE/DIVISIONSTATUS

2020-AUD-001-00

Several deviations from the procedures have been
identified, to wit: (1) The frequency of re-alignment ofexpense code were being done in a quarterly basis
instead of an annual basis; and (2) The preparationof Letter of Re-Alignment is currently being done by
the Budget Division instead of the Delivery Units.
The auditee admitted that their external and internal
issues (4.1), interested parties and their requirements(4.2), quality objectives (6.2.1), and risk andopportunities (4.4.1) were not monitored. The aligned
documents are not updated.
When the auditees were asked to present themonitoring of the needs and expectation of interested
parties, SWOT analysis, risks assessment,
opportunities, and quality objectives, they failed toprovide updated and properly signed documented
information as evidence at the time of audit.

Budget Division

OPEN

Budget Division

OPEN

General Services
Division

OPEN

Region 11

OPEN

Region 11

OPEN

2020-AUD-002-00

2020-AUD-003-00

2020-AUD-004-00

2020-AUD-005-00

During the audit, it was discovered that an
uncontrolled form for Routing Slip was used by the
Auditee instead of using the controlled FormRegion11-RD-X-004-00 (Routing Slip).
Several deviations from the procedures have been
identified, to wit: (1) The recording of incoming
communications are now done online thru google
sheet and is not recorded to the logbooks anymore;

Page 42 of 68
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CAR NUMBER

2020-AUD-006-00

2020-AUD-007-00

2020-AUD-008-00

2020-AUD-009-00

2020-AUD-010-00

CAR DETAILSOFFICE/DIVISION(2) Dissemination of communication to concerned
employees is done online via email and the Routing
Slip is not used anymore; and (3) Communication
Tracking Form is no longer used.
While
the
procedure
requirespreventive
Region 8
maintenance at planned intervals, there was no
preventive maintenance schedule presented and thevehicles undergo regular and routine maintenanceinstead of repair only when needed.
When the Auditee was asked on monitoring the Accounting Divisionneeds and expectations of interested parties, and topresent its SWOT analysis, risks assessment,
opportunities and quality objectives, he failed toprovide updated documented information as
evidence.
When the Auditee was asked on monitoring theneeds and expectations of interested parties, and topresent its SWOT analysis, risks assessment,
Region 9
opportunities and quality objectives, he failed toprovide updated documented information as
evidence.
The internal forms being utilized by the Training
Training
Development Division such as Evaluation Forms, Development Division
PDC Routing Slip and PDC Comparative
Assessment Forms were not registered to theDocument Control Center. In addition, the required
program of activities for internal trainings were nolonger being prepared and disseminated.
The auditee has not provided a List of Approved
Region 11
Suppliers for January-June 2020. The auditee said
that the evaluation forms are not yet collated because

STATUS

OPEN

OPEN

OPEN

OPEN

OPEN

Page 43 of 68
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CAR NUMBER

2020-AUD-011-00
2020-AUD-012-00

2020-AUD-013-00

2020-AUD-014-00

2020-AUD-015-00

CAR DETAILS
some end-users were not able to accomplish the saidform.
The Auditee failed to present its updated Quality
Objectives
At the time of audit, the aligned documents of theprocedures above-stated were not updated. Although
the Process Owners were able to identify new issues
encountered, they failed to reflect the, in the aligned
documents such as Context of the Organization,
SWOT Analysis, Opportunities Action Plan, Risk
Assessment Registry and Quality Objectives. There
was also no corresponding action plan to solve theissue or minimize the likelihood of the risk.
It was found during the audit that the process owner
was not able to receive, disseminate, and file theinternal and external communications during the 1st
few months of the WFH scheme because not allcommunications
werefacilitatedbyher.
Communications were sent directly by the staff
concerned to the RD hence the documents were notentered in the Logbook / online Matrix and cannot bemonitored.
It was found out that some Requesting Personnel
were able to obtain supplies without an approved
Requisition and Issuance Slip during the Work From
Home Arrangement. Hence, the Supply Ledger Cardwas not updated.
The actual practice in the region deviates theprocedure of Preventive Maintenance and Repair.
The auditee said that the driver conducts theinspection of the vehicle then submits the request for
inspection and job request before requesting for

OFFICE/DIVISIONSTATUS

Office of theSecretary
Region 4B

OPEN

Region 4B

OPEN

Region 4B

OPEN

Region 6

OPEN

OPEN

Page 44 of 68
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CAR NUMBER

2020-AUD-016-00

2019-AUD-017-00

CAR DETAILS
preventive maintenance schedule for the regional
director’s approval. Likewise, when asked about the
repair process for office equipment under 6.2 of theprocedure, the auditee said that the procedure only
covers the preventive maintenance and repair ofofficial vehicles and not the office equipment.
During the QMS Internal Audit, the process owner of
Budget Preparation Control Procedure and Budget
Monitoring Control Procedure failed to submit the
updated aligned documents, such as Context ofOrganization, Quality Objectives, SWOT Analysis,
Risk Assessment Registry, and Opportunities Action
Plan.
During the audit there are recurring instances where
the auditees failed to retrieve files such as theaccomplished feedback forms for the conduct ofFilipino Brand of Service (Training), accomplishedsupplier’s evaluation form for June-December 2019,
ORS No. 107 (Budget Monitoring), Disbursement
Vouchers for March 2020, Communication Routing
Slips for the last quarter of 2019, and Inspection
Report for Accreditation evaluation. The auditees
were unable to track where the documents wereplaced/kept.

OFFICE/DIVISIONSTATUSNCR

OPEN

Region 11

OPEN

Page 45 of 68
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f. Internal Audit Status
ISO 9001:2015 ELEMENTS
4.0 Context of the Organization
4.1 Understanding the Org. and Its
Context
4.2 Understanding the needs andexpectations of interested parties
4.3 Determining the scope of the
Quality Management System
4.4 Quality Management System
and its processes
5.0 Leadership
5.1 Leadership and Commitment
5.1.1 General
5.1.2 Customer Focus

OSEC

BUDGETDIVISIONACCOUNTINGDIVISION

GSD

TDD

NCR

R 4B

R6

R8

R9

R11

TOTAL

0
1

1

1

1

0
2

1

3
0
0
0
0
0

5.2 Policy

0

5.2.1 Establishing the quality policy
5.2.2 Communicating the Quality
Policy0

5.3Organizationalroles,
responsibilities and authorities

00

6.0 Planning0

6.1 Actions to address risk andopportunities
6.2 Quality objectives and planningto achieve them

1

1
Page 46 of 68

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ISO 9001:2015 ELEMENTSOSECBUDGETDIVISIONACCOUNTINGDIVISION

GSD

TDD

NCR

R 4B

R6

R8

R9

R11

TOTAL

0

6.3 Planning of Changes0

7.0 Support

00
0

7.1 Resources
7.1.1 General
7.1.2 People0

7.1.3 Infrastructure
7.1.4
Environment
fortheoperation of processes
7.1.5 Monitoring and measuringresources
7.1.6 Organizational Knowledge
7.2 Competence0

7.3 Awareness7.4 Communication
7.5 Documented Information
7.5.1 General
7.5.2 Creating and Updating
7.5.3 Control of Documented
Information
8 Operation
8.1 Operational planning andcontrol
8.2. Requirements for products
and services

0
1
0
0
1
3

0
0
0
1

1
2

1

0
1

1
0
0

8.2.1 Customer Communication
Page 47 of 68
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ISO 9001:2015 ELEMENTS
8.2.2
Determining
therequirements for products andservices
8.2.3 Review of the requirementsfor products and services
8.2.4 Changes to requirements for
products and services
8.3 Design and development of
products and services (NA)
8.4 Control of externally provided
processes, products and services
8.4.1 General
8.4.2 Type and extent of control
8.4.3 Information for external
providers
8.5 Production and service
provision
8.5.1 Control of production andservice provision
8.5.2 Identification and traceability
8.5.3 Property belonging tocustomers or external providers
8.5.4 Preservation
8.5.5 Post- delivery activities
8.5.6 Control of changes
8.6 Release of products andservices
8.7 Control of nonconforming
outputs
9 Performance evaluation
9.1 Monitoring, measurement,
analysis and evaluation

OSEC

BUDGETDIVISIONACCOUNTINGDIVISION

GSD

TDD

NCR

R 4B

R6

R8

R9

R11

TOTAL

0

0
0
0
0
1

0
0
1

1
0
0
0
1

1

0
0

1

0
2

1
Page 48 of 68

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1
0
0

ISO 9001:2015 ELEMENTS

OSEC

9.1.1 General
9.1.2 Customer satisfaction
9.1.3 Analysis and evaluation
9.2 Internal Audit
9.3 Management Review
9.3.1 General
9.3.2 Management review inputs

1

9.3.3 Management review outputs
10 Improvement
10.1 General
10.2 Nonconformity and corrective
action10.3 Continual improvement
TOTAL

BUDGETDIVISIONACCOUNTINGDIVISION

GSD

TDD

NCR

R 4B

R6

R8

1

1

R9

R11

TOTAL

1

4
0
0
0
0
0
0
0
0
0
0

1

5

1

1

2

1

3

1

1

1

4

Page 49 of 68
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021

g. Monitoring and Measuring Result
Figure 1: Inbound Arrivals to the Philippines for January to October 2020

Figure 1 shows the total inbound visitor arrivals to the Philippines from January to October 2020. Based on the datafrom the Bureau of Immigration, the Philippines received a total of 1,318,719 foreign visitors from January to October
2020, a decline of 80.61 percent from the 6,800,052 arrivals in the same period last year.

Page 50 of 68
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Figure 2: Monthly Visitor Arrivals as of October 2020

In the month of January, foreign visitor volume reached 787, 307, an increase of 8.84 percent compared to the arrivals
in January 2019. Arrivals started to slow down by the month of February with 418,126 arrivals, a drop of 45.48 percent.
Tourist traffic further plunged in the month of March with 113,286, a decrease of 84.14 percent due to air travel
restrictions. There are no arrivals in April to October due to the ban on inbound international tourist travel.

Page 51 of 68
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Figure 3: Monthly Visitor Receipts as of October 2020

Figure 3 shows that the visitor receipts rose by 9.10 percent in January 2020 versus the same month last year,
amounting to an estimated PHP 47.02 Billion. Consequent to fewer visitor arrivals, February 2020 visitor receipts
amounted to PHP 27.12 Billion, a decrease of 40.21 percent. March 2020 visitor receipts were at PHP 6.91 Billion, an
83.60 percent decline. No tourist spending is recorded in April to October 2020.

Page 52 of 68
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h. The Performance of External Providers
Table 21: Performance Evaluation of Suppliers and Service Providers
NO. OF EVALUATION OF
FORMS
OFFICE

NO. OF SUPPLIERS WHO OBTAINEDRESPONSE
RATE

PASSED
RATING

CONDITIONAL
RATINGFAILED
RATING

33%

24

0

0

45

97%

45

0

0

54

54

100%

54

0

0

Region 2

18

12

66%

12

0

0

Region 4B

17

17

100%

17

0

0

Region 6

62

62

100%

62

0

0

Region 7

40

49

100%

40

0

0

Region 8

11

11

100%

11

0

0

Region 9

23

23

100%

20

3

0

Region 11

52

52

100%

52

0

0

Region 12

31

31

100%

31

0

0

DISTRIBUTEDCOLLECTED

Central Office72

24

DOT NCR

46

Region 1

The DOT Central Office and Regional Offices have conducted the performance evaluation of suppliers and service
providers to measure their compliance to the requirements of the Operating Units. The coverage of the conduct ofevaluation was from January 1 to October 30, 2020 except for Regions 2, 8, and 12 who recently implemented theprocess. Region 2 started carrying out the survey on August 2, Region 8 on September 1, and Region 12 on September
2 respectively.
Page 53 of 68
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The low response rate on the evaluation conducted by the Central Office is attributed to the declaration of Community
Quarantine. Nevertheless, continuous follow-up and coordination with the Project Offices will be conducted to increase
the response rate of the assessment activity. An updated report shall be presented on the next Management Review
Meeting.
Table 21: Performance Evaluation of Resource Speakers
TOTAL NUMBER OF RESOURCE SPEAKER RATED AS

TOTAL NO. OF
RESOURCE
SPEAKERSEXCELLENTVERY GOOD

GOOD

NEEDS
IMPROVEMENT

OIMD

85

85

0

0

0

DOT NCR

29

16

13

0

0

Region 1

7

0

7

0

0

Region 2

54

54

0

0

0

Region 4B

26

26

0

0

0

Region 6

15

6

9

0

0

Region 7

7

7

0

0

0

Region 8

4

4

0

0

0

Region 9

10

8

2

0

0

Region 11

24

20

4

0

0

Region 12

22

22

0

0

0

3

0

OFFICETOTALSATISFACTORY

Table 21 shows that 100% of the training participants rated the resources speakers as satisfactory which ranged fromexcellent, very good, and good.
Page 54 of 68
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i. Review on the Adequacy of Resources Adequacy of Manpower
Table 22: Status of Hiring
Table 22 provides information on the status of hiring of personnel in DOT as of October 30, 2020.
STATUSDATE OF PUBLICATION
24 February 2020






09 June 2020

October 2020



4 positions awaiting for final action which have undergone the complete
personnel selection process endorsed for the Appointing Authority’s final
decision
11 positions done with panel interview and deliberation; For submission
to the Appointing Authority
56 positions scheduled for panel Interview and deliberation until
December 2020
2 positions with no qualified applicants were republished in June 2020
2 positions done with panel interview and deliberation; for submission to
the Appointing Authority
3 positions scheduled for panel interview and deliberation on December
2020
On-going initial assessment of applications received by HRD andscheduled for panel interview and deliberation starting November 2020.

Page 55 of 68
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 Trainings (Knowledge)
Table 23 : Status of Trainings

TITLE OF TRAININGSTATUSDATE IMPLEMENTEDREASON FOR
DISCONTINUANCE OR
MOVEMENT TO A LATER
DATE

1st Run Talakayan Series

Completed

23 October 2020

N/A

2nd Run Talakayan Series

Completed

06 November 2020

N/A

Effective ProjectManagement

To be conducted

Scheduled on 17, 20, and
24 November 2020

Table 23 shows that the Training Development Division was able to facilitate two runs of the Talakayan Series
on October 23 and November 6, 2020. However, 8 training programs were moved to a later date due to thepandemic pending the approval of the Work and Financial Plan (Refer to the Administrative Service andProcurement Management’s report for the detailed list of trainings). Nevertheless, DOT personnel were still able
to attend external trainings following the endorsement of the PDC Secretariat

Page 56 of 68
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 Adequacy of Funds (Financial Resources)
Table 24: Fund Status of Central Office
DEPARTMENT OF TOURISM
STATUS OF BUDGET UTILIZATION (PS/MOOE/FE/CO)As of October 31, 2020 the total utilization rate of the Delivery Units in the Central Office is 59%.
AS OF 31 OCTOBER 2020

PROGRAM/ACTIVITY/PROJECT(1)
A. DEPARTMENT OF TOURISM - OFFICE OF THE
SECRETARY (DOT-OSEC)CENTRAL OFFICE
I. GENERAL ADMINISTRATION AND SUPPORT
a. Administration and Finance (inlcuding Executive
Offices and IAS)
b. Maintenance of Foreign Offices
II. SUPPORT TO OPERATIONS
a. Media and Communication (OPAA)
b. Legal Affairs Servicec. Legislative Liaison Unit
d. Resource Generation Services
III. Operations
a. Office of Tourism Dervelopment Planning,
Research and Information Managementb. Office of Industry Manpower Developmentc. Office of Tourism Standards and Regulations
d. Project and Investment Evaluatione. Office of Product and Market Development
f. Office of Branding and Communications
TOTAL, CENTRAL OFFICEADJUSTED 2020
APPROPRIATIONSRELEASED
ALLOTMENTS

OBLIGATIONSBALANCE% UTILIZATION

(2)

(3)

(4)

(5) = (3) - (4)(6) = (4) / (3)269,268,000

269,677,318

195,408,609

74,268,709

72%

117,950,920

60%

240,679,000

239,396,125

188,177,666

51,218,459

79%

129,135,404

69%

16,871,000
13,967,000
19,048,000
332,000

15,936,891
13,276,784
18,818,741
332,000

12,363,900
10,080,714
14,088,852

3,572,991
3,196,070
4,729,889
332,000

78%
76%
75%
0%

7,216,643
6,183,169
2,336,286

58%
61%
17%
#DIV/0!

198,912,000

196,005,009

45,880,732

150,124,278

23%

20,873,086

45%

81,085,000
59,046,000
6,695,000
328,346,000
563,406,000
1,797,655,000

41,816,356
41,387,716
6,449,481
323,667,757
563,406,000
1,730,170,178

29,048,628
20,304,576
3,338,029
136,182,104
364,376,634
1,019,250,444

12,767,728
21,083,140
3,111,452
187,485,653
199,029,366
710,919,734

69%
49%
52%
42%
65%
59%

6,934,703
11,170,624
2,058,123
40,640,774
3,565,061
348,064,793

24%
55%
62%
30%
1%
34%

DISBURSEMENTS%DISBURSEMENT

Page 57 of 68
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Table 24: Fund Status of Regional Offices
DEPARTMENT OF TOURISM
STATUS OF BUDGET UTILIZATION (PS/MOOE/FE/CO)
The total utilization rate of the Regional Offices as of October 31, 2020 is 90%.
AS OF 31 OCTOBER 2020

PROGRAM/ACTIVITY/PROJECT(1)
A. DEPARTMENT OF TOURISM - OFFICE OF THE
SECRETARY (DOT-OSEC)REGIONAL OFFICES
a. Cordillera Administrative Regionb. National Capital Region
c. I
d. II
e. III
f. IV-Ag. IV-B
h. V
i. VI
j. VIIk. VIII
l. IX
m. X
n. XI
o. XII
p. XIIITOTAL, REGIONAL OFFICESTOTAL, DOT-OSEC

ADJUSTED 2020
APPROPRIATIONSRELEASED
ALLOTMENTS

OBLIGATIONSBALANCE% UTILIZATION

(2)

(3)

(4)

(5) = (3) - (4)(6) = (4) / (3)20,319,000
26,987,000
26,798,000
16,606,000
18,009,000
22,509,000
21,813,000
16,890,000
29,169,000
23,878,000
16,945,000
13,653,000
16,759,000
21,781,000
17,961,000
16,804,000
326,881,000
2,124,536,000

24,403,685
31,434,190
27,404,278
19,277,027
20,387,673
23,442,341
23,823,382
17,383,101
32,912,571
26,252,082
20,551,141
15,202,939
19,215,727
24,389,609
20,598,086
18,873,753
365,551,583
2,095,721,761

15,918,675
25,517,700
21,750,162
13,486,576
13,812,728
9,469,000
19,363,302
11,131,937
27,140,891
13,274,793
15,306,728
12,373,592
13,671,269
21,111,727
14,327,759
13,654,174
261,311,012
1,280,561,457

8,485,010
5,916,489
5,654,116
5,790,451
6,574,945
13,973,341
4,460,080
6,251,164
5,771,680
12,977,289
5,244,413
2,829,347
5,544,458
3,277,882
6,270,327
5,219,579
104,240,571
815,160,304

65%
81%
79%
70%
68%
40%
81%
64%
82%
51%
74%
81%
71%
87%
70%
72%
71%
61%

DISBURSEMENTS

14,981,260
22,048,254
16,224,396
12,006,459
13,570,589
9,469,000
16,720,821
10,456,742
20,326,593
12,165,206
15,261,702
12,373,592
13,671,269
20,524,959
13,711,736
11,648,675
235,161,253
583,226,046%
DISBURSEMENT

94%
86%
75%
89%
98%
100%
86%
94%
75%
92%
100%
100%
100%
97%
96%
85%
90%
46%

Page 58 of 68
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 Status of Infrastructure
REASON FOR
DISCONTINUANCE/MOVEMENT TO A LATERDATESTATUSDATE OFIMPLEMENTATION

Discontinued-

COVID-19 Pandemic; DBM
NBC 580 s.2020

Office Transfer

On-hold/postponed-

Lack of funds; COVID-19
pandemicIssuance of ICT
Equipment

Ongoing

October onwards

-

TYPE

Vehicle Re-fleeting
Programj. The Effectiveness of Actions taken to address Risks and Opportunities
Table 25: Effectiveness of Actions taken to address Opportunities for the Accreditation of Tourism Enterprises
OFFICETOTAL NUMBEROF
OPPORTUNITIESTOTAL NO. OF
TOTAL NO. OF
TOTAL NO. OF
TOTAL NO. OF
OPPORTUNITIES OPPORTUNITIES OPPORTUNITIES OPPORTUNITIESCANCELLEDCOMPLETEDONGOING
MOVED TO A
LATER DATE
0
0
4
0

OTSR

4

DOT NCR

4

3

1

0

0

Region 1

4

0

4

0

0

Region 4B

7

0

7

0

0

Region 6

2

1

1

0

0
Page 59 of 68

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OFFICETOTAL NUMBEROF
OPPORTUNITIESTOTAL NO. OF
TOTAL NO. OF
TOTAL NO. OF
TOTAL NO. OF
OPPORTUNITIES OPPORTUNITIES OPPORTUNITIES OPPORTUNITIESCANCELLEDCOMPLETEDONGOING
MOVED TO A
LATER DATE01
00

Region 7

1

Region 9

5

0

4

1

0

Region 11

1

0

1

0

0

TOTAL

28

5

22

1

0

Table 25 shows that DOT NCR, Region 6, and Region 7 have completed the implementation of the opportunities they
have identified. Since the action plans were deemed effective, the Regional Offices considered it as their strength.
(Refer to the Management Review Report Inputs submitted by the Regional Offices for further details). On the other
hand, 22 out of 28 identified action plans to address opportunities are still on going, thus its report on effectivenesscannot yet be measured. Its effectiveness shall be reported on the next Management Review Meeting. One action plan
to be implemented by Region 9 was moved to a later date since the Star Rating Assessment has been on hold due tothe COVID-19 Pandemic.
Table 26: Top 3 Opportunity Action Plans identified for the Accreditation of Tourism Enterprises Process
NO. OF OFFICES* WITH THE
PERCENTAGEOPPORTUNITY ACTION PLAN
SAME OPPORTUNITIESACTION PLANS IDENTIFIED
75%
Aggressive campaign for awareness on DOT Accreditation
6
Increase the number of accredited accommodation
establishments
Maximize use of available technology (e.g. conduct ofvirtual inspection)
Establish strong linkages with NGAs/LGUs

3

38%

2

25%

2

25%

Conduct of Client Satisfaction Survey to help improve
quality of service*OIMD, Regions 1, 4B,6,7,9, 11 and NCR

2

25%

Page 60 of 68
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The most common opportunity action plan identified by Regional Offices and the Office of Tourism Standards andRegulations was the conduct of the aggressive campaign of Tourism Accreditation wherein 75% of the offices coveredby the DOT’s ISO Certification intends to continue its implementation for 2021. The second most common identified
opportunity action plan was to increase the number of accredited accommodation establishments at 38%, followed by
maximizing the use of available technology to conduct virtual inspection, establishing strong linkages with NGAs/LGUs
and conducting of Client Satisfaction Surveys to help improve quality of service at 25%. (Refer to the Management
Review Report Inputs submitted by the OTSR and Regional Offices for the details of the offices who identified the same
opportunities).
Table 27: Effectiveness of Actions taken to address Opportunities for Industry Manpower Training
Development Service
OFFICETOTAL NUMBEROF
OPPORTUNITIESTOTAL NO. OF
TOTAL NO. OF
TOTAL NO. OF
TOTAL NO. OF
OPPORTUNITIES OPPORTUNITIES OPPORTUNITIES OPPORTUNITIESCANCELLEDCOMPLETEDONGOING
MOVED TO A
LATER DATE
0
1
3
0

OIMD

4

DOT NCR

14

4

6

4

0

Region 1

20

14

3

4

0

Region 4B

9

2

4

3

0

Region 6

3

0

2

0

1

Region 7

3

3

0

0

0

Region 9

9

0

6

3

0

Region 11

7

7

0

0

0

TOTAL

69

31

24

14

1

Page 61 of 68
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A total of 69 action plans were identified by the Office of Industry Manpower to improve the delivery of training programsfor the tourism stakeholders. 31 out of 69 action plans identified were already completed by OIMD and Regional Offices
and were deemed effective since based on the Physical Performance Report as of October 2020, 97% of the target
industry personnel trained rated the training as satisfactory. On the other hand, 24 action plans are still ongoing and 14
plans were moved to a later date. Its effectiveness shall be report on the next Management Review Meeting.
Correspondingly, one activity to be undertaken by Region 6 was cancelled due to the COVID-19 pandemic.
Table 26: Top 3 Opportunity Action Plans identified for the Industry Manpower Training Development Service

OPPORTUNITY ACTION PLAN

NO. OF OFFICES* WITH THE
SAME OPPORTUNITIESACTION PLANS IDENTIFIEDPERCENTAGE

Attendance to OIMD trainings, train-the-trainers trainings

6

75%

5

63%

5

63%

4

50%

Procurement of Training Providers; Request for updated
list of resource speakers/training providers
Strict Implementation of Guidelines: No Evaluation Sheet,
No Training Certificate; Adopt new guidelines
Procurement of Online Subscription for Online Platform;
necessary equipment and supplies*OIMD, Regions 1, 4B,6,7,9, 11 and NCR

The most common opportunity action plan identified by the Regional Offices is the attendance to OIMD Trainings, trainthe-trainers training wherein it was prioritized by 6 offices at 75%, followed by the procurement of training providers;requests for list of resources speakers/training providers and strict implement of the guideline No Evaluation Sheet, No
Training Certificate at 63%, and the procurement of online subscription for online platform at 50%. (Refer to theManagement Review Report Inputs submitted by the OIMD and Regional Offices for the details of the offices who
identified the same opportunities).

Page 62 of 68
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Table 26: Effectiveness of Actions taken to address Risks for the Accreditation of Tourism Enterprises

TOTAL
NUMBER OF
RISKSIDENTIFIEDTOTAL NO. OF
RISKS WITH
OVERALLRATING MORE
THAN 10 FOR
2020

TOTAL NUMBER
OF RISKS THATINCREASED/NEW
LIKELIHOOD OFOCCURRENCE
VS. 2019 DATATOTAL NUMBER
OF RISKS THATDECREASED
LIKELIHOOD OFOCCURRENCE
VS. 2019 DATATOTALNUMBER OF
RISKS THATRETAINED
LIKELIHOODOFOCCURRENCE
VS. 2019 DATA

OTSR

11

7

0

6

5

DOT NCR

9

0

0

8

1

Region 1

6

6

2

0

4

Region 4B

13

0

3

1

8

Region 6

2

0

0

0

2

Region 7

1

0

0

0

1

Region 9

6

6

2

0

4

Region 11

1

1

0

1

0

TOTAL

49

20

8

16

25

OFFICE

Table 26 shows that the Office of Tourism Standards and Regulations and Regional Offices have identified 20 risks
with an overall rating of more than 10. OTSR, NCR, Region 4B and Region 11 were able to decrease the likelihood of
the of occurrence of risks. On the other hand, there was an increase for Regions 1, 4B and 9, while a total of 25 risks
identified retained its likelihood of occurrence. With this, the Executive Committee reminded the offices to revisit theaction plans they have taken to address the risks to decrease the likelihood of its frequency. An updated report shall bepresented on the next Management Review Meeting.

Page 63 of 68
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Table 27: Effectiveness of Actions taken to address Risks for the Tourism Industry Manpower
Training Development Service

TOTAL
NUMBER OF
RISKSIDENTIFIEDTOTAL NO. OF
RISKS WITH
OVERALLRATING MORE
THAN 10TOTAL NUMBER
OF RISKS THATINCREASED/NEW
LIKELIHOOD OFOCCURRENCE VS.
2019 DATATOTAL NUMBER
OF RISKS THATDECREASED
LIKELIHOOD OFOCCURRENCE
VS. 2019 DATATOTALNUMBER OF
RISKS THATRETAINED
LIKELIHOODOFOCCURRENCE
VS. 2019 DATA

OIMD

3

0

0

0

3

DOT NCR

34

9

33

1

0

Region 1

8

0

0

0

8

Region 4B

15

1

10

0

5

Region 6

3

0

0

0

3

Region 7

3

0

1

0

2

Region 9

13

0

3

0

10

Region 11

7

3

7

0

0

TOTAL

86

13

54

1

28

OFFICE

Table 27 reflects that the Office of Industry Manpower Development and Regional Offices have identified 13 risks withan overall rating of more than 10. Since a total of 54 risks identified increased the likelihood of occurrence, there is aneed to revisit the action plans to address the issues identified. Thus, the Executive Committee directed thePage 64 of 68
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implementing offices to revisit the action plans taken to decrease the likelihood of the risks and report its status on thenext Management Review Meeting.
k. Opportunities for Improvement
SCHEDULE OF IMPLEMENTATIONIMRPOVEMENT PLANS
Continuously monitor the efficiency
and effectiveness of the online
system and address possible areas
for improvement in the system
Integrate the Star Rating Reporting
System in the Online Accreditation
SystemIncrease the number of Third Party
Assessors in the DOT’s pool
Hire technical staff to man the
Complaints Handling Unit
Development of IEC Materials andintensify Accreditation Campaign
AssignmentofAccreditation
Officers composed of evaluatorsand inspectors
Intensify Accreditation Campaign
thru physical and virtual means

OFFICE/DIVISIONRESPONSIBLE

1ST
QUARTER

2ND
QUARTER

3RD
QUARTER

4TH
QUARTER

OTSR

x

x

x

x

OTSR

x

x

x

x

x

x

OTSR
OTSR

x

x

x

x

NCR

x

x

x

x

Region 1x

Region 2

x

x

x

x

Region 6

x

x

x

x

x

Page 65 of 68
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SCHEDULE OF IMPLEMENTATIONOFFICE/DIVISIONRESPONSIBLE

1ST
QUARTER

2ND
QUARTER

3RD
QUARTER

4TH
QUARTER

Region 11

x

x

x

x

Orientation on New Accreditation
Guidelineswithtourism
stakeholders in transition to newnormalRegion 2

x

x

x

x

Region 7

x

x

x

x

Region 8x

Assignment/Hiring of Permanent
Accreditation Officers

Region 9x

Region 12x

Region 7

x

x

x

x

Region 11

x

x

x

x

IMRPOVEMENT PLANS

Intensify inspection and monitoringof Accredited Establishments
Benchmarking of Best Practices

Region 8

Provideorientationonnewaccreditation online system for TEs
Enhancement of existing modules
to reflect the new normal anddevelopment of online modules
Development of Online Training
Registration System
Conduct of Training for Tourism
Champions re: training facilitation(online and physical)
Increase number of trainings to be
conducted for 2021

Region 8

x
x

OIMD

OIMD

x

x

OIMD

NCR

x

x

x

x

x

x

x

x

x

x

Page 66 of 68
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SCHEDULE OF IMPLEMENTATIONIMRPOVEMENT PLANS

OFFICE/DIVISIONRESPONSIBLE

1ST
QUARTER

2ND
QUARTER

3RD
QUARTER

4TH
QUARTERx

Regular consultation meeting withNCR Execom and stakeholders

NCR

x

Hiring of additional/ dedicated staff
for training

Region 1x

Conduct of Monitoring and Impact
Assessment

Region 2

x

x

x

x

Strict implementation of safety
protocols when conducting physicaltrainings

Region 2

x

x

x

x

Region 7

x

x

x

x

Invitationof
more
tourism
practitioners to be Resource
Speakers

Region 4B

x

Region 6

x

x

x

x

Region 12xx

Benchmarking of training modules

Region 8x

Procurement of separate internet
connection plan for TISP

Region 9x

Page 67 of 68
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l. Any Need for Changes of the QMS
There is a need to develop the Electronic Document Control Center considering the present alternative working
arrangements. This initiative is consistent with austerity and cost saving measures as well as the sustainability thrust of
the Tourism Secretary for it will entail paperless transactions. There is also a need to identify the new regional offices
which will subject to ISO 9001:2015 Certification for FY 2021.

m. Resources Needed
The implementation of the QMS will require the augmentation of resources which will include budget for the expansion
of DOT’s ISO 9001:2015 Certification coverage to include new regional office for FY 2021 and ensuring the successful
ISO Re-certification of its existing scope and coverage.
Following the resignation of the three (3) Job Orders hired to handle the QMS Project, there is a need to expedite theprocess of hiring for 2021 and ensure that the regular plantilla positions will be filled up.

Page 68 of 68
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ANNEX A