Institutionalize TQM in Government

R e p u b l i c o f t h e P h i l i p p i n e s
2016GOODNESSVALUEQUALITY
Creation of the
Total Quality
Management (TQM)
Commission
A Proposal:
BUDS MOLINA FERNANDO
THE FIRST RIGHT STEP FOR THE SUCCESS OF ANY QUALITY INITIATIVE IS UNWAVERING TOP MANAGEMENT
SUPPORT. AS SUCH, IT IS IMPERATIVE THAT THE PRESIDENT, WHO IS THE CHIEF EXECUTIVE OF THE COUNTRY,
BE THE STARTING POINT OF THIS NOBLE CAUSE.
PRESIDENT DUTERTE, WE HUMBLY ASK YOU TO “CHAMPION” THE CREATION OF THE TQM COMMISSION.

http://www.linkedin.com/in/rafaelpmfernando http://community.asq.org/RAFAEL
http://integraltransformationgroup.blogspot.com Twitter: BUDS FERNANDO @ITGTHEGROUP
http://businessfightspoverty.ning.com/profile/RAFAELPABLOMOLINAFERNANDO
TQM COMMISSION FUNDAMENTAL AGENDA:
Every day we consciously create Goodness-Value-Quality
in our decisions and actions.
We have to start with humility in our heart and admit that we do not know all the
best ways of doing things. And that we cannot afford the luxury of our comfort
zone and the status quo knowing that we need to continuously improve ourselves,
just as it is our basic responsibility to continuously improve people and systems,
integrally in a cohesive whole. (RMF)

My dear friend,
This is a personal invitation to participate in investing ourselves in a task of historic proportions.
That is, an opportunity to institutionalize a Quality Government (Q-Government) for our
countrymen, for all of us. Some will be called to this task and many will not. I am inviting you because
I know you care and are committed to change, and we both believe in value, goodness and quality.
Quality government is not an oxymoron or “falsely true”. An oxymoron is a figure of speech in which
two contradictory words are placed together for effect, as sad pleasure. A Q-Government is also not a
myth nor a far-fetched dream. We all wish to be part of a virtuous organization (or nation) where we
can live out our values, but we tend to do our best work when there are also fairly administered
rewards and sanctions for missing the mark. Accountability is both the sweet spot and Achilles heel
of most leaders, to include government leaders and officials of the land. To be accountable is to be
responsible and accountability is one key feature of a Quality Leader. Similarly, if we want a Q-
Government we should all be responsible and accountable to each other. I guess you will fairly agree
that “talent is a gift, but character is a choice.” I am saying all these because I (personally) believe that
the essence of a good civilization is not in the multiplication of wants, but in the purification of the
human character. And the character of the government fairly represents the true character of its
people.”
I call upon your support to institutionalize a Q-Government. Maybe you are wondering how you can
help. For one, you can spread the good news and the urgency to establish/institutionalize a Q-
Government. You can also take it up with your peers, superiors, mentors or even a government official
who can make a difference in this said initiative. Download the attachments and share it with a soul
who really cares, a person who believes in value, goodness and quality. You can email President
Duterte or his Cabinet to seek their blessing and support of this endeavor. If you’re a government
official, please support the “quality movement” by recommending the creation of the TQM
Commission. This initiative is a win-win situation for all of us, for the good of the country. Nobody
can accomplish great things alone. I have always believed at an early age that all accomplishments
are results of collective soul effort. To fulfill a big vision, you need a good team. You also need good
advice from someone who is ahead of you in the endeavor you are undertaking. Please consider this
invitation. I want you to be part of this paradigm shift, to make a difference.
Thank you and may this letter reach you in good health and happy spirit.
With all the Best,
BUDS M. FERNANDO
National Movement for the Creation of the
Total Quality Management (TQM) Commission
“ Quality has to be in your organization’s DNA.
Quality is not what you do; it must be who you are.”
Facebook Group: Creation of the TQM Commission
(A private – public initiative)
itg_thegroup@yahoo.com
Office of the President Emails
correspondence@malacanang.gov.ph
mro@malacanang.gov.ph
pace_op@malacanang.gov.ph

September 15, 2016
His Excellency
President Rodrigo Roa Duterte
Republic of the Philippines
Malacaňang Palace, Manila
Dear Mr. President:
This is an invitation to “champion” the creation of the Total Quality Management (TQM)
Commission, a move that can greatly help eradicate graft and corruption in our country.
Total quality management is not a management fad, as most people in the academe would
say. TQM is an integral, alternative management philosophy that involves continuous
improvement of people, technology, systems, business practices and procedures with the
ultimate aim of customer satisfaction, both internal and external customers. Technically,
TQM focuses more on transformation of people and organizations, not reformation. True
transformation, however, starts with a deep understanding of the severity of the problem.
The proposed TQM Commission is now a national imperative given the severity of graft and
corruption in the government. We need to institutionalize a culture of quality in public
service and the TQM Commission will set the foundation or pace in this instance.
I have attached a draft of the Executive Order to create the TQM Commission. This is for
your perusal and hope you can support this cause.
Thank you and may this letter find you in good health.
Respectfully yours,
RAFAEL PABLO M. FERNANDO
Attached; a/s

INSTITUTIONALIZE
TOTAL QUALITY MANAGEMENT (TQM)
IN GOVERNMENT
ABSTRACT.
The objectives of this proposal are:
1) Establish or create through an Executive Order the
Total Quality Management (TQM) Commission.
2) After two years or more of the creation of the TQM Commission,
create through Legislation, the TOTAL QUALITY
MANAGEMENT (TQM) AUTHORITY.
Quality government is not an oxymoron or “falsely true”. An oxymoron is a figure of speech in
which two contradictory words are placed together for effect, as sad pleasure. Quality is fast
becoming one of the competitive issues for the past thirty years or so, even up to now. A wave of
imports, national programs and increased customer sensitivity has combined to give it new
visibility and strength. Companies and organizations are now pressured to continually improve
their systems and performance, or else, take the risk of closing down. The result is a heightened
interest and seriousness in quality management both by the private and government sectors, and
a growing recognition of quality’s strategic importance. Total quality management (TQM) is now
a national imperative, a global requirement, and even a call as a personal ethic.
The challenge is vast for the Philippine government, particularly the new administration of
President Rodrigo R. Duterte. It is interesting to acknowledge that many countries are taking heed
of the challenge called for by total quality management, as a working philosophy, if not a way of
life. To institutionalize quality inside the Government, it is imperative that a Total Quality
Management Commission be immediately established leading to the formation of it as an
Authority through legislation.

MALACANAN PALACE
MANILA
EXECUTIVE ORDER NO. ___
CREATION OF THE TOTAL QUALITY MANAGEMENT COMMISSION
WHEREAS, the Philippine Constitution, as State Policies, declares that:
Section 9. The State shall promote a just and dynamic social order that will
ensure the prosperity and independence of the nation and free the people from
poverty through policies that provide adequate social services, promote full
employment, a rising standard of living, and an improved quality of life for
all.
Section 17. The State shall give priority to education, science and technology,
arts, culture, and sports to foster patriotism and nationalism, accelerate social
progress, and promote total human liberation and development.
Section 18. The State affirms labor as a primary social economic force. It shall
protect the rights of workers and promote their welfare.
Section 19. The State shall develop a self-reliant and independent national
economy effectively controlled by Filipinos.
Section 20. The State recognizes the indispensable role of the private sector,
encourages private enterprise and provides incentives to needed investments.
WHEREAS, the above State Policies requires the formulation of a system as a
principle of order by which to achieve the State Policies outlined in the
Philippine Constitution.
WHEREAS, all complex organizations and nations are built up by system and
that no business or society can develop into large dimensions apart from
system, and this principle is preeminently the instrument of development,
management sciences, economics, science and technology.

WHEREAS, there is a need to build a national vision in order to transform the
Quality of the economic and social sectors of the Philippines comparable to
world-class countries.
WHEREAS, a system of providing efficient quality government services,
infrastructures, education, commerce and trade are now a national imperative
and global priority.
WHEREAS, transparency, good governance, accountability, prudence,
quality public service and sustainable growth and development are among the
core policies of the present Administration and basic Filipino culture and
values.
WHEREAS, there is urgency to inculcate, educate, develop and practice the
“culture of quality” in Government, to include the establishment of a system
that embraces efficiency, productivity, effectiveness, customer focus and
intimacy, transparency, prudence, good governance, workforce focus and
care, performance excellence, quality leadership, social accountability,
proactive mentality and all other Filipino values and virtues that constitute
love of God and service to the people.
WHEREAS, all the above qualities is comprehensively integral to and
implemented under Total Quality Management or TQM.
WHEREAS, Total means everyone from the President of a nation or company
down to the lowest worker participates in quality initiatives and that it is
integrated into all business functions. Quality means meeting or exceeding
customer (external or internal) expectations. Management means maintaining
business systems and their related processes or activities, and where necessary
finding means of continually improving them.
WHEREAS, total quality management is a philosophy, a science, a work ethic,
a process, and a system, and that TQM includes a continuous transformation
of people and organizations for the betterment of life.
NOW, THEREFORE, I, RODRIGO ROA DUTERTE, President of the
Philippines, by virtue of the powers vested in me by the Constitution of the
Philippines, do hereby order:

SECTION 1. Creation of a Commission. – There is hereby created the TOTAL
QUALITY MANAGEMENT COMMISSION, hereinafter referred to as the
“TQM COMMISSION”, which shall create, build and sustain a national
vision of Quality Government (Q-Government), Quality Education (Q-
Education), Quality Industry (Q-Industry), Quality Society (Q-Society), and
Quality Environment (Q-Environment), and in order to fulfill this vision, the
TQM Commission is required to develop a comprehensive 5-Year TQM
Development Program of the Philippine Government (the initial details of
which are expressed in this Order) which is practical, effective, step-by-step
modular approach and manageable for all the stakeholders; while ensuring
that it is trustworthy, professionally sound, forward-looking, critically
reviewed, unbiased, and shall serve the best interest of the Philippines.
The TQM Commission shall be composed of a Chairman and six (6) members
who will act as an independent collegial body in designing the TQM national
vision and plans (particularly the 5-Year TQM Development Program of the
Philippine Government) as approved by the President of the Philippines.
SECTION 2. Powers and Functions. – The TQM Commission shall create and
design the inclusion of a TQM functional unit at all government offices
(departments, bureaus, Commissions, GOCCs, GFIs, Offices, and
instrumentalities of the national government, to include the local government
units), in close coordination and consultation with such government offices
and units to effectively fulfill its national vision.
In particular, the TQM Commission shall:
a) At the onset of this Quality Movement, the TQM Commission shall create a broad
name embedded with its vision. (Example: Q-Philippines, Excel Pinoy, Q-Pinoy, etc.)
This name envisions the concepts of change for a better life, a competitive Philippines,
improvement and excellence of Philippine products. A logo or insignia shall also be
developed, promoted and used to provide a “new vision” to this quality program.
b) Submit to the Civil Service Commission (CSC) and the Department of Budget &
Management (DBM) the plantilla positions of the TQM functional units of all
government offices and units.
c) Absorb, administrate and manage the functions and operations of the government-
wide Quality Management Program (GQMP), to include its components –
Government Quality Management Systems Standards (GQMSS), Advocacy and
Capability-Building, and Certification of Agencies’ QMS to GQMSS.
d) Recommend to the President and thereafter to the Legislative Bodies (Senate and
Congress) the integration and alignment of the Anti-Red Tape Act or ARTA, the

Administrative Order No. 161 (entitled, Institutionalizing Quality Management
System in Government) and Memorandum Order No. 228 – Directing All
Departments, Bureaus, Commissions, Agencies, Offices and Instrumentalities of the
National Government to Improve Transaction Costs and Flows in Order to Enhance
Philippine Competitiveness – to strengthen the institutionalization of quality
management systems and total quality management in the whole Philippine
bureaucracy.
e) Provide an accelerated mechanism for “good governance” which shall be followed by
all government offices and units patterned after international organized models,
processes, leadership and legal frameworks needed to support continuous good
governance. The Commission shall create, design and provide effective strategic
systems to curb graft and corruption in all levels of the government as a basis and
platform for launching an aggressive “Good Governance” Program.
f) Creation of programs (short-term and long-term) for the continuous enhancement of
credibility of “Made in the Philippines” and continuous development of “quality as a
way of life” of Filipinos.
g) Promote and recommend national innovation and industrial competitiveness by
advancing and advocating international standards, metrology, quality concepts,
quality technology, best business practices, various quality management
methodologies, such as but not limited to: ISO-quality management system, Six
Sigma, Philippine Quality Awards/Philippine Quality Challenge Criteria for
Performance Excellence, workplace cooperation, continuous improvement &
learning, 5S, among others, in ways that enhance economic security and stability,
improve productivity performance, sustain quality products and services, and
improve the quality at home and at work.
h) Promote, enhance and advocate private sector participation in the mandate of the
TQM Commission through the creation of various business incentives, as approved
by the President of the Philippines.
i) Continuing advocacy, education and development of a “corporate quality culture”, to
include fair wages, fair trade, environmental-ecological sanity, transparency, good
governance, virtue formation, labor-management partnership, amongst others.
j) Raise continuously the citizens satisfaction index (CSI) of the public assessing
government performance and productivity as part of the Commission’s mandate to
establish a Quality Government (Q-Government).
k) Establish an effective and efficient linkage of Quality and Productivity between the
national and provincial governments through continuity of performance goals for
provincial directors/officials and their municipal counterparts using the proper Key
Performance Indicators (KPIs) and Scorecards patterned after their needs and
customer satisfaction.

l) Continuing improvement of trust and relations with donor agencies, like the World
Bank, Asian Development Bank, IMF, etc., who have repeatedly shown their concerns
on good governance for effective utilization of funds. This is a major part-and-parcel
of the Commission’s national vision of Quality Government or Q-Government.
m) Engage or contract the services of resource persons, professionals, organizations,
private groups, and other personnel determined by the TQM Commission as
necessary to carry out its mandate.
n) Creation of a Reward-Award Program for those who outperform and establish good
quality management processes, both in the public and private sector, to encourage
others to follow the track of good “quality models”.
o) Help, coach and mentor government offices establish their quality management
systems, strategic management systems and support services systems to achieve their
respective strategic goals and plans as aligned with their corporate mission, vision,
core values, quality policy and quality objectives.
p) Call upon any government agency, such as the Commission on Audit, Civil Service
Commission, Department of Budget & Management, Department of Trade &
Industry, among others, for such assistance and cooperation as it may require in the
discharge of its functions and duties.
q) Adopt the process of Total Quality Management (TQM) as the core of its management
style in designing, planning, implementing and re-structuring the plans and programs
of the Commission, to include the interest of the various stakeholders of the TQM
Commission.
r) Study, plan, develop and institute various quality and productivity concepts,
technologies, methodologies and initiatives, such as but not limited to: citizens’
patronage, legal framework, national performance improvement systems &
structures, public-private partnership, world-class benchmarking, managing key
performance indicators, development & improvement of performance measures,
standardizing the TQM program, assist in ISO standards implementation of the
public sector, academic performance improvement, accreditation, addressing quality
in the national education policy, public accountability of educational institutions,
market driven education, improvement of teachers’ capabilities & qualifications,
student involvement in quality learning and the TQM program of the national
government, quality leadership, customer relationship management, climate change
relationship to TQM, quality award for educational excellence, conformity
assessment for WTO requirements, role of chambers and quality societies, upgrading
the quality standards of economic/industrial estates and freeport zones,
benchmarking with PEZA, improvement of the role of consumer protection bodies,
creation of centers for excellence in universities & Freeport zones, and other
initiatives that will greatly improve the Quality of the government services and
achieve the mandate of the TQM Commission.

s) Exercise such other acts incidental to and/or as appropriate and necessary in
connection with the objectives and purposes of this Order.
SECTION 3. Staffing Requirements. - The Commission shall be assisted and
supported by personnel, administrative and/or technical, as may be necessary
to enable it to perform its functions and duties declared herein, which shall be
recommended for approval of the President of the Philippines and forwarded
to the Department of Budget & Management for budget incorporation. The
initial officials and staff of the Commission shall in particular include, but not
limited to, the following:
a) Executive Director (1)
b) Quality Management Systems (QMS) Manager (2)
c) Strategic Management Systems (SMS) Manager (2)
d) Support Services Systems (SSS) Manager (2)
e) Asst. QMS Manager (2)
f) Asst. SMS Manager (2)
g) Asst. SSS Manager (2)
h) Administrative Staff (12)
i) Messenger (2)
j) Janitor (1)
k) Driver (2)
SECTION 4. Detail of Employees. – The President, upon recommendation of
the Commission, shall detail public officers and personnel from other
government offices or agencies which may be required by the Commission.
The detailed officers and personnel may be paid honoraria and/or allowances
as may be authorized by law, subject to pertinent accounting and auditing
rules and regulations.
SECTION 5. Engagement of Experts. – The Commission shall have the power
to engage the services of Quality Management Experts (QMEs) as consultants
or advisers, particularly foreign or local quality practitioners, gurus in the
academe and quality executives in the private sector, as it may deem necessary
to accomplish its mission and mandate.
SECTION 6. President‘s & Top Executive Support. – The Commission
requires a nucleus of leadership and administrative functions. The overall
leadership process shall be provided by the President of the Philippines,
guided by the members of the TQM Commission and supported by its

technical and administrative staff, consultants and advisers. All Cabinet
members, plus the Top Executive Management of all government offices,
agencies and instrumentalities of the national government, to include local
government units, shall provide evidence of its commitment to the
development and implementation of the Total Quality Management system, its
financial and operational structures, and continually improving its
effectiveness as designed in the 5-Year TQM Development Program of the
Philippine Government.
SECTION 7. Budget for the Commission. – The Office of the President shall
initially provide the necessary funds for the Commission until such time of the
approval of the 5-Year TQM Development Program and release of its budget
to ensure that the Commission exercise its powers, execute its functions, duties,
responsibilities, plans and programs as efficiently, effectively, and
expeditiously as possible to the best interest of the country.
SECTION 8. Administrative & Operational Support. – The Commission shall
avail itself of such office space which may be available in government buildings
accessible to the public after coordination with the department or agency in
control of the said building or, if not available, lease such space as it may
require from private owners through the support and coordination with the
Office of the President, and this includes transportation/logistical support,
furniture, fixture/office equipment from the Office of the President.
SECTION 9. Duty to Extend Assistance & Support to the Commission. – All
departments, bureaus, offices, agencies or instrumentalities of the
Government, including GOCCs, GFIs and LGUs, are hereby directed to
extend such assistance and cooperation as the Commission may need and ask
in the exercise of its powers, execution of its functions, duties, responsibilities,
plans and programs with the end view of accomplishing its mandate. Refusal
to extend such assistance or cooperation for no valid or justifiable reason or
adequate cause shall constitute a ground for disciplinary action against the
refusing official or personnel.
SECTIN 10. LEGAL FRAMEWORK. – A legal framework is required to
provide longevity and sustainability to the TQM Program of the Philippine
Government, as patterned and shown in the history of the quality movement
from other countries, like the United States of America, European Union
countries, among others. Part of the 5-Year TQM Development Program of
the Philippine Government will be to recommend, advocate and lobby for the

creation of the TQM Authority through congressional legislation at the most
appropriate time as possible.
SECTION 11. Separability Clause. – If any provision of this Order is declared
unconstitutional, the same shall not affect the validity and effectivity of the
other provisions hereof.
SECTION 12. Effectivity. – This Executive Order shall take effect
immediately.
DONE in the City of Manila, Philippines, this ___th day of ______ 2016.
(Sgd.) RODRIGO R. DUTERTE

INSTITUTIONALIZATION OF A Q-GOVERNMENT
(Rafael Pablo Molina Fernando)
Quality is not a myth in government nor institutionalizing a Quality Government (Q-Government) a far-fetched
dream. Quality Governments (Q-Governments) now exist in advanced and developing countries. To better
understand what a Q-Government is, a good understanding of institutionalization can give us a proper prospective.
Institutionalization is an on-going process in which a set of activities, structures, and values becomes an integral
and sustainable part of an organization, society or nation. Quality Government (Q-government) defines
institutionalization in the context of total quality management (TQM) as:
Quality Government (Q-Government) will be institutionalized when total quality
management (TQM) practices, concepts and methodologies are formally and philosophically
incorporated into the structure and functioning of all government mandate and public service
structures, consistently implemented, and supported by a culture of quality, as reflected in
organizational values, best business practices and policies that advocate efficient delivery of quality
public service and ultimate protection of the citizenry.
A government having the capacity to carry out technical quality activities such as defining quality standards,
monitoring quality, conducting quality improvements, among others, does not ensure that total quality management
is institutionalized. A government that enables the initiation, growth, and continuity of quality management activities
must also incorporate supportive policies, quality leadership and structures that support performance excellence of a
Q-government (based on the criteria for performance excellence outlined in the Malcolm Baldrige or Philippine
Quality Awards quality system). There must also be evidence of full top management support of adequate resource
allocation that emphasize the importance of quality and encourage government workers and managers to practice total
quality management principles as part of their daily work. In short, every government agency and office must carry
out this quality requirement as part and parcel of institutionalizing a Q-Government.
The desired outcome is always quality and this often require a change in attitude and sense of ownership for the
quality of services provided by the Q-Government. If we honestly want a quality output, then it is imperative to have
a sustained continuous improvement system that totally supports the quality management system. Many supporting
factors are required to integrate quality into the structure and function of a government organization. But prior to
institutionalizing a Quality Government, the mechanism of change (or you may call it “the philosophy of change”)
has to be fully understood and accepted as the guiding principle. Change, per se, operate under two factors: Principle
and Process. Principle is the source or cause from which a thing comes; settled rule of action or conduct. It is the
fundamental or general truth upon which others are founded. Process, on the other hand, is action which continues
and progresses; operation or succession of operations leading to some results, under a given principle from which it
operates. A good example here is the flow of water which naturally moves downward because of gravity. Gravitation
is the “principle” from which water flows downward and the inherent nature of water (i.e., its fluidity or liquidity)
allows it or governs it to flow downward-- the “process”. This is the so-called “philosophy of change”, the principle
and process of change. Change, per se, is governed by a principle and at the same time, a given process. The two
elements of change cannot be separated, nor should it be analyzed separately. It is always integral by nature. Many
modern day “quality practitioners” now call this the Yin and Yang of Change or the Yin and Yang of Management
(i.e., the principle and process). Similarly, a Q-Government exists where the head of the nation, government officials,
executives, managers and government workers (i.e., as public servants) want it to exist, and are willing to work
together in creating it for themselves. Even the citizenry is included in the formation and institutionalization of a Q-
Government. In short, the Yin and Yang of Management or the principle and process of change govern the systems
and people. There is no other way but to understand and surrender to this governing principle-and-process of change,
before we (as a nation) can institutionalize a Q-Government, if we want it to be part of our culture or civilization. Q-
Government and/or Total Quality Management (TQM) is not a programme, it is a “principle-and-process of change”.

Total Quality Management or TQM requires the formulation of a system as a principle of order by which to achieve
Quality Government (Q-Government). Governed by the principle-and-process of change, many supporting factors are
required to integrate quality into the structure and function of a Q-government. These are the cornerstones which we
call the essential elements of institutionalization. The cornerstones of institutionalizing a quality government (Q-
government) are: a) Internal Quality Environment, b) Quality Structure, c) Quality Support Services. All complex
organizations and nations are built up by recognizing and internalizing the “principle-and-process of change” and that
no business or society can develop into large dimensions apart from system, and these cornerstones are preeminently
the instrument of total quality management, sustainable growth, authentic development and modern management
sciences.
The Internal Quality Environment
Total quality management calls for an internal enabling environment conducive to initiating, expanding, sustaining a
continuous improvement of quality to institutionalize Q-Government. The enabling environment features quality
elements interacting and integral to each other. These are:
Quality Policy: Written policies that support quality throughout the entire organization through clear,
explicit, and communicated directives and provision for resources, guidance, and reinforcement for Quality
Management System as an integral part of the organization.
Quality Leadership: Leaders, particularly top management, who work directly and openly to improve
quality by setting priorities, modeling core values, promoting a continuous learning and improvement
atmosphere, acting on recommendations, advocating for supportive quality policies, and allocating resources
for Quality.
Quality Core Values: Organizational values are articulated, promoted, and practiced. It is not just “walk
your talk”, but “walk and talk at the same time”. These values and virtues, if you may call it that way,
emphasize quality of product/service, ongoing learning, workforce care, customer intimacy, continuous
improvement of processes, services and systems, innovation and public accountability of service through
clear metrics and measurement of performance, both individual and organizational.
Adequate Resources: Top management must show evidence of adequate resource allocation that emphasize
the importance of quality and encourage government workers and managers to practice total quality
management principles as part of their daily work.
Quality Structure to Support Implementation of TQM
Quality structures require a clear delineation of oversight duties and responsibilities and accountability for the
implementation of the total quality management systems. There is no “best” structure, nor a correct one. Whatever
forms the quality structure takes, institutionalization of a quality government needs mechanism to ensure oversight,
coordination, delegation of duties and responsibilities, accountability, qualitative and quantitative measurement of
performance.
Oversight: Quality structure address where the responsibility for oversight of quality activities lies. This
oversight includes quality leadership and support in developing quality strategic direction, setting priorities,
follow-up, monitoring of progress, alignment of department objectives with corporate goals and technical
support of the quality management system.
Coordination: The nature of TQM calls for coordination of efforts and integration of functions from (almost)
everyone in the organization. Quality is everyone’s responsibility, as such, TQM is a closely integrated,
coordinated, measured, monitored and communicated initiative.

Duties & responsibilities: The quality structure for TQM is manifested in how roles and responsibilities for
performing quality activities are divided and delegated within the organization. All Job Descriptions (JDs)
clearly express one’s duties and responsibilities in delivering, directly or indirectly, the quality
product/service of the organization.
Accountability: Everyone is accountable to quality and the results of one’s job. Measurable outputs are
clearly defined (quality and quantity). Quality Leadership is highly critical in boosting the quality awareness
and accountability, as evidenced by the availability of proper and adequate resources.
Quality Support Services
In addition to creating an internal quality environment conducive to a culture of quality, the day-to-day implementation
of the TQM initiatives require more specific types of support, particularly capacity building, communication of quality
initiatives, logistics, financial management and rewarding quality work.
Capacity Building: Capacity building refers to the ongoing process of ensuring that the workforce have the
necessary knowledge, skills, and attitude to carry out their quality duties and responsibilities as outlined in
the TQM initiatives and functions. Capacity building is essential for the sustainable development and growth
of the quality government (q-government). Institutionalization of a Q-Government requires that all workforce
and managers receive initial and continuing knowledge and skill development in TQM practices,
methodologies and concepts.
On-going Mentoring & Coaching: Coaching and mentoring provide ongoing technical and qualitative
support to facilitate the behavior changes needed to institute a Q-Government.
Supervision: Supportive supervision requires enhancing the facilitating role of the supervisor, assuring that
they have a foundation of Quality-expertise, as well as teaching supervisors how to observe, give feedback,
and assess a situation.
Communication of TQM initiatives: Communication is never a one-way street. It is a two-way interaction,
with information imparted from various parts of the organization to staff within the organization, to the
communities being served, and to other stakeholders, including policy makers, and then received back from
these sources. Quality communication shall allow for the identification of priority areas for quality
improvement efforts, reinforcement of core values, and demonstration of results for advocacy, benchmarking,
and change management. Compliance management is part and parcel of communication of TQM initiatives,
so are the recording, sharing and using the results of the TQM initiatives.
Logistics & financial management: These two are major parts of the quality support services to be
adequately provided by top management. Infrastructures in various forms are also very critical in instituting
a quality government, e.g., IS-ICT, MIS, buildings, roads & bridges, schools, etc.
Rewarding Quality Work: Institutionalizing a Q-Government requires developing incentives that can
stimulate and reward workers for participating in establishing and sustaining a quality government. Incentives
can be material or non-material, such as public recognition of staff to foster employee self-esteem and
encourage their continual efforts. Even giving awards and incentives to the public citizenry or private
companies to gain their support is also a critical aspect of institutionalization of a Q-Government.

-OM-
Rafael Pablo M. Fernando was formerly the Officer-in-Charge of the Total Quality Management group of the Subic Bay Metropolitan
Authority (SBMA) and was instrumental in forming this group as a functional unit of the Agency. He is also connected with Integral
Transformation Group, Inc., a transformative management group giving organizations and its people alternative forms of managing and
living life to the fullest. Formed 1992, ITG-TheGroup extends management services, education & training, and advocacy activities in the
areas of: total quality management-ISO implementation, organic agriculture, cooperatives, sustainable development, Vedic culture, good
governance, strategic management, institutional development, among others. He is also an Associate/Consultant of several
management/development groups, like: Quality Partners Co., Ltd. (QPCL), GeoData Solutions, Inc., the Asian Development Bank (ADB),
among others. Buds M. Fernando can be contacted at +63935-761-1862.

RAFAEL PABLO MOLINA FERNANDO
itg_thegroup@yahoo.com (0935-761-1862)
BLOGGER/MENTOR/PUBLIC LECTURER/INSTRUCTOR & CONSULTANT on:
Cooperative Development & Management, Organic Agriculture, Sustainable Development, RE Solar
Power System, Institutional Management & Development, Transformative Leadership,
Total Quality Management, ISO standards, Human Potential Development &
Integral Management System
WORK EXPERIENCE: more than 30 years 15 – 25 years
*Integral Management Systems *project management methods
*human resource development *institutional development/management
*integral thinking/psychology *agricultural development/agri-business
*yoga practice/vegetarian
12 – 14 years
*total quality management
*organic agriculture/farming
*strategic planning/management
EDUCATIONAL ATTAINMENT:
Masters in Business Administration (La Salle Business School) 1979-80
Masters of Science in Agricultural Economics (Xavier Univ.-Ateneo de Cagayan) 1982
Diploma in Cooperatives, Agri-Extension & Farm Management (Afro-Asian Institute –Histadrut- Israel) 1989
BS Agriculture (Xavier University-Ateneo de Cagayan) 1974
La Salle Green Hills (Elementary & High School) 1960-70
LINKAGES:
http://www.linkedin.com/in/rafaelpmfernando
http://www.facebook.com/RafaelPabloMolinaFernando http://twitter.com/@ITGTHEGROUP
http://community.asq.org/RAFAEL http://integraltransformationgroupinc.blogspot.com/

MILESTONE ACHIEVEMENTS:
 College Scholar at Xavier University-Ateneo de Cagayan, College of Agriculture and
Department of Philippine Cultural Studies 1974-75.
 Agricultural Economist for the World Bank 2nd Rural Development-Land Settlement
Project 1979-81. Initiation and immersion into rural development concepts, total quality
management practices, integrated area development, HRM-OD, organic agriculture and
project management methods. On-the-job training under the supervision of the Tahal
Consultant Engineers, Ltd., a team of Israeli Consultants hired by the Project to train
local counterpart in Settlement concepts and development, organic agriculture, total
quality management and rural cooperatives. November 1979-December 1981.
 Start of part-time college teaching 1979 up to present. (Trinity College of Quezon City
1979; Lourdes College-Cagayan de Oro City 1982-83; St. Paul’s University of Quezon City
2005; Lyceum of Subic Bay 2008-2012; St. Peter’s College of Balingasag, Misamis Oriental
2015 to present. Have been invited as Guest Lecturer at University of the Phil., at Los
Baños, Laguna, Xavier University, De La Salle University, private/corporate groups, etc.
 Start of management consultancy career 1987 up to present.
 Worked as a Special Consultant for the Department of Agrarian Reform under the new
government of Her Excellency President Corazon C. Aquino. November 1987 – December
1989.
 ASIAN DEVELOPMENT BANK (Consultant) June 1987 – present.
 Government scholar- International Institute for Development, Cooperation and Labour
Studies AFRO-ASIAN INSTITUTE (HISTADRUT) at Tel Aviv, Israel. 1988-89.
 General Manager of the defunct Menzi Rubber plantation under the management of
National Agri-Business Corporation and was instrumental to profitably turn-around the
Cooperative in less than a year. June 1990 – April 1991.
 Senior management staff, Mt. Pinatubo Presidential Task Force 1991-92.
 Founder-President of Integral Transformation Group, a transformative NGO management
group. November 1992 – present
 Joined the Subic Bay Metropolitan Authority as the Total Quality Management consultant
and was instrumental in establishing the TQM Department as an operational unit of the
Agency together with its ISO 9001-certification. October 2007 – June 2013.
 Joined QUALITY PARTNERS CO., LTD., a TQM consultancy company as a Quality
Associate. December 2011 – present (www.qualitypartners.ph)
 GEODATA SOLUTIONS, INC. (Business Associate) .www.geodatasolutions.com.ph
March 2012 - present
 HARVARD BUSINESS REVIEW (Advisory Council Member) April 2012 - present
 AMERICAN SOCIETY FOR QUALITY (member) November 2012 - present
 Joined CEnAG Solar, a German-Filipino Solar EPC company as a Business Associate.
July 2014 – present.

 President, Prakriti Corporation - a project management consultancy specializing in solar
power systems development – installation and turn-key projects. July 2014 – present.
 Have been advocating, practicing and teaching: organic farming, integral thinking,
meditation, vegetarianism, green living, cooperatives, TQM-ISO standards, good
governance and integral living for the past 30 years or so up to the present.
Corporate Clients: Management services extended: HRM-OD; Institutional Development &
Management; Cooperative Development & Management; Agrarian
Relations; Agri-Business Management; Agricultural Development &
Organic Farming; ISO 9001-QMS; Total Quality Management systems;
Integral Living.
PHINMA Group of Companies Maya Farms
American Rubber Corporation Liberty Flour Mills
Totco Credit Corporation Tipo-tipo Rubber Corp.
Benguet Management Corp. La Carlota Sugar Corp.
Oroville Resources & Ventures, Inc. Asian Development Bank (ADB)
Department of Agriculture-Office of the Secretary Cooperative Development Authority-R10
Philippine Federation of Credit Cooperatives-Region X Kitanlad Integrated NGOs (KIN)
The Peacemakers' Circle Foundation, Inc. Tripitaka Healing Center, Inc.
CEPALCO Employees Cooperative, Inc. Dept. of Trade & Industry (Makati)
1st Agrarian Reform Beneficiary Cooperative (Talakag, Bukidnon)
SUBIC BAY FREEPORT ZONE CLIENTS: Management services extended: TQM, ISO-QMS,
HRM-OD, Strategic Quality Planning.
Subic Bay Management Authority (SBMA)
Subic Bay Consultancy & Allied Services (SBCAS-QUAGO)
Hodian Metal Industrial Philippines Co., Inc.
GrainPro Philippines, Inc.
Allied Composite Systems, Inc.
Limech Garments Manufacturing Corp.
Subic Bay Development & Management Corporation, Inc. (SBDMC)
Lyceum of Subic Bay
REFERENCES:
MA. TERESA GUINGONA-AFRICA MS. VIVIAN A. GONZALES, Ph.D.
Founder-Executive Director Chairperson – Dept. of Development Management
The Peacemakers' Circle Foundation, Inc. College of Economics & Management, UPLB
Loyola Heights, Quezon City College, Laguna Tel. #: (6349) 536-3551
shekinah8@gmail.com +63-917-538-9358 admin@stetvip.org +63917-311-7838

PETE GATCHALIAN, Ph.D.
Chairman
MAY GATCHALIAN, Ph.D.
President & CEO – Quality Partners Co., Ltd.
#11 Barrion St., BF Homes, Quezon City
Tel #: (632) 932-4148 / 0917-550-9882
gatmay@yahoo.com
ZVI GALOR, Ph.D.
Academic Director
International Institute for Development,
Cooperation and Labour Studies
AFRO-ASIAN INSTITUTE (HISTADRUT)
BeitBerl, Kfar Saba, Israel
galor@coopgalor.com
http://www.coopgalor.com
BUDS MOLINA FERNANDO
ITG-TheGroup during a working session.

During a Quality Fora at Subic Bay Metropolitan Authority
Dr. Gregory H. Watson (Chairman of Business Excellence Solutions, Ltd.),
Armand Arreza (SBMA Administrator),
Buds M. Fernando (SBMA-Total Quality Management Officer-in-Charge)
May Gatchalian, Ph.D., (Pres. & CEO, QPCL)
Pete Gatchalian, Ph. D., (Chairman of Quality Partners Co. Ltd.--QPCL)

With: Robin Mann, Ph.D., Director of Center for Organizational Excellence Research,
University of New Zealand; May Gatchalian, Ph.D., (Pres. & CEO, QPCL)
Pete Gatchalian, Ph. D., (Chairman of Quality Partners Co. Ltd.-QPCL)

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