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Foreign Service Institute
(FSI)
Quality Management System Manual
Table of Contents Page 1.0 Basis and Rationale 1
2.0 Adoption of ISO-2015 Quality Management System 1
3.0 Acronyms 2
4.0 Definition of Terms 3
5.0 Organization Contextual Framework 3
5.1 FSI Profile 3
5.2 Branches of Service 4-5
5.3 FSI Board 5
5.4 Policy - Making 6
5.5 Organizational Structure and Functional Structure 7-8
5.6 Roles and Responsibilities 9-10
6.0 FSI Mission, Vision, and Values 10-12
7.0 FSI Quality Policy 13
8.0 International and External Issues 14
9.0 The Carlos P. Romulo School of Diplomacy 15
9.1.1. Legal Mandate 9.1.1.1 Scope of Services 9.1.1.2 Objectives
16 17
9.2 Carlos P. Romulo School of Diplomacy Organizational Structure 18
CPRSD Objective 18
9.2.1 Office of the Head 18
9.2.2 Core Function 18
9.2.3 Professional and Technical Program 18
9.2.4 Foreign Language Program 19
9.2.5 Special Programs Section 19
9.2.6 Scholarship Programs 19
9.2.7 Training Evaluation Section (TES) 19
9.2.8 International Programs and E-Learning Section (IPELS) 20
9.4.1 CPRSD Position Chart
9.4.2 Position Description
9.5 CPRSD Training Management and Process Flow 21-22
10.0 CPRSD Training Policy 23-35
11.0 Internal Policies 36
12.0 Foreign Officials Participating in FSI Training Programs 36-37
13.0 Requests from other Government Agencies 37
14.0 Others 38
15.0 The Center for International Relations and Strategic Studies 39
15.1 Mandate 15.2 Organizational Structure 15.3 Duties and Responsibilities 15.4 Operating Procedures
39 39-40 40-44 44-55
16.0 The Quality Management System Organization 56-58
17.0 The Management Commitment 58
1
Foreign Service Institute
Quality Management System Manual
1.0 Basis and Rationale
The Philippine government issued Executive Order No. 605 - 2007 which mandates the
adoption of the ISO 9001-2015 Quality Management System by government institutions. In order
to comply with the directives of the government in streamlining processes, keeping track of the
efficiency and quality of products and services, a Foreign Service Institute Quality Manual (FSI-
QM) is prepared and documented, to ascertain the coverage, scope, structural, functional
parameters of the organization, its processes, products and services, to fully support the DFA and
other government agencies with attached services in the Foreign Service, thru capacity-building
and technical researches and advisories on matters relevant to Philippine foreign affairs and
service, and world issues affecting Philippine national interests and policies.
2.0 Adoption of ISO 9001:2015 Quality Management System
The FSI conceptualizes, plans, organizes, implements capacity-building and training
programs, in helping with its mandate to professionalize and capacitate its personnel. At the post-
implementation phase, it prepares reports, evaluates its programs thru quantitative and
qualitative instruments to continuously upgrade and enhance policies, work and output indicators
guided by the adoption of a Quality Management System (QMS). The Foreign Service Institute
intends to continuously commit itself to provide better quality capacity-building programs to
respond to the call of competent and professional foreign service corps.
In order to perform with utmost professionalism and integrity, FSI should develop its
institutional infrastructure, policies, operational standards and guidelines manifesting its
intention to provide quality training and research major final outputs. The QMS shall focus on
scope and coverage of functions and service, structural and functional parameters. It shall likewise
include processes and procedures to guarantee quality products and services.
In view of this, FSI is intent on ensuring the adoption of ISO 9001:2015 version to
emphasize the value of standardization and conformity responsibilities with the objective of
subjecting the system thru a certification, underpinned by competence, professionalism,
environmental consciousness, integrity and resolve for greater efficiency.
2
3.0 Acronyms
DFA Department of Foreign Affairs
FSI Foreign Service Institute
CPRSD Carlos P. Romulo School of Diplomacy
CIRSS Center for International Relations and Strategic Studies
AFSD Administrative and Financial Services Division
OCA Office of Consular Affairs
HRMO Human Resource and Management Office
ODG Office of the Director-General
DDG Deputy Director-General
LPS Language Programs Section
CSC Civil Service Commission
OSEC Office of the Secretary
OUIER Office of the Undersecretary for International Economic Relations
OUP Office of the Undersecretary for Policy
OUMWA Office of the Undersecretary for Migrant Workers Affairs
OUCCS Office of the Undersecretary for Civilian Concerns and Security
OFMS Office of Fiscal Management Service
DBM Department of Budget and Management
RCO Regional Consular Office
PTPS Professional and Technical Programs Section
CPS Core Programs Section
ScPS Scholarship Programs Section
IPELS International Programs and e-Learning Section
TES Training Evaluation Section
CPRSD OH Carlos P. Romulo School of Diplomacy – Office of the Head
FSP Foreign Service Post
SO Satellite Office
ASEAN Association of Southeast Asian Nations
FARS Foreign Affairs Research Specialist
MFIR Mangrove Forum on International Relations
MDS Mabini Dialogue Series
3
4.0 Definition of Terms
Training Program - is a process of which a participant is able to reach a certain standard
of proficiency thru lecture and hands-on experience and exposure
Course -
refers to the subject taught under the program
On-the-job training - refers to an approach to which a participant is immersed for the
purpose
Certificate of - Attendance
is a certificate awarded to a participant for a training activity with
no required graded outputs, group work reports, simulation or
examination. It usually ranges from 8 to 16 training hours credit.
Certificate of - Participation
is a certificate awarded to a participant with at least 80%
attendance, submitted the required outputs or who has actively
participated in exercise or simulation or similar activities required of
the seminar, usually ranges from 16 to 24 training hours credit.
Certificate of - Completion
is a certificate awarded to a participant with at least 80%
attendance in the program, submitted the required outputs, or has
been actively involved in the exercises and group work, or passed a
given examination. It usually ranges from 24 to over 800 training
hours credit.
5.0 Context of the Organization
5.1 FSI Profile
The Foreign Service Institute was formally established under PD 1060 on 9 December
1976. With the promulgation of RA 7157, or the Philippine Foreign Service Act of 1991,
the mandate of the Institute was revitalized and expanded. Title VIII – Foreign Service
Institute, Section 57 of the RA 7157 states the functions of the FSI as follows:
“The Institute, through its academic, training, research, information, publication, systems
development and other programs, shall serve as the center for the development and
professionalization of the career corps of the foreign service of the Department and other
government agencies which have offices and employees assigned abroad. It shall maintain
a Center of International Relations and Strategic Studies (CIRSS) and shall otherwise
function as a research institution on issues and problems with foreign policy implications,
global and regional strategies and management of foreign affairs while serving as
institutional consultant of the Department on matters related to foreign policies and
programs as well as development management, planning, review and evaluation
4
processes in the Department. The Institute shall, inter alia, pursue a training program for
those who are leaving for foreign assignments and for those who are recalled and shall
hold seminars, including language courses, to prepare such officers and employees for
their new assignments.”ofile
5.2 Branches of Service
The Institute thus, maintains two main branches of major operational services. First,
through the Carlos P. Romulo School of Diplomacy, it conceptualizes, designs,
implements, evaluates training and continuing education programs responsive to the
needs of the Department of Foreign Affairs, both in the Home Office and in the Foreign
Service, and personnel of other government agencies which maintain attached services in
the Foreign Service Posts. Second, through the Center for International Relations and
Strategic Studies, it undertakes independent research on issues relevant to international
relations and foreign policy formulation, management, and evaluation. It also provides
institutional support to the DFA with regards to organizational development and
management, including but not limited to the planning, review, and assessment of the
policies and systems and procedures of the Department.
These two main branches of services are being supported in terms of personnel,
financial and general services by the Administrative and Financial Services Division.
5.2.1 Scope
5.2.1.1 The Carlos P. Romulo School of Diplomacy is the center in charge of the
development and professionalization and training, and similar
capacity-building activities in the Republic of the Philippines in the fields
of Foreign Service, International relations, Philippine external relations
and Diplomacy. Its programs are anchored on the main pillars of
Philippine foreign policy such as national security and sovereignty,
economic diplomacy and assistance to nationals.
5.2.1.2 The Center for International Relations and Strategic Studies serves as a
think tank and undertakes researches and recommends future actions for
the Department of Foreign Affairs and the Office of the President of the
Republic of the Philippines.
5
5.2.2 Coverage of Services
As beneficiaries of its services, FSI covers the following:
1. Personnel of the Career Foreign Service
2. Home-based personnel of the DFA
3. Other government agencies with attached services in the Foreign Service
4. Through demand, the national line agencies of the government and some
local government units
5. Through the bilateral agreements entered into with foreign governments
covering foreign service personnel of foreign governments, under
international capacity-building cooperation
6. For research outputs, the coverage is extended to the Department of
Foreign Affairs, the Office of the President, legislative bodies, academe,
think tanks and regional groups interacting and networking within track
1.5 diplomacy.
5.3 FSI Board
The FSI is the training and research arm of the Department of Foreign Affairs
governed by a Board composed of:
The Secretary of Foreign Affairs as Chair, with the following as members:
1. Chair
Civil Service Commission
2. President
University of the Philippines
3. President
Development Academy of the Philippines
4. Director-General
Foreign Service Institute
5.4 Policy – Making
As the governing body, the FSI Board formulates the rules, regulations, policies,
systems and procedures for the management and operations of the Institute, as well as
6
the rules and policies, systems and procedures governing the qualifications and eligibility
of participants to its training programs.
Management
The over-all organization leadership is provided for by the Director-General, with
an appointment and approval by the President of the Republic of the Philippines,
endorsed by the Secretary of Foreign Affairs from among the Senior Chiefs-of-Mission
Class.
The Director-General is assisted by the Deputy Director-General duly appointed
by the President of the Republic of the Philippines seconded from the Academe.
7
5.5
Org
aniz
atio
nal
Str
uct
ure
8
FSI F
UN
CTI
ON
AL
STR
UC
TUR
E
Figu
re 3
9
5.6 Roles and Responsibilities
The Institute is headed by a full-time Director-General who is seconded from
among the Senior Chiefs-of-Mission in the career foreign service corps fully endorsed and
appointed by the President of the Republic of the Philippines. The FSI Director-General
as stipulated in RA 7157, also holds the title of Assistant Secretary.
The Deputy Director-General who ranks next to the Director-General is chosen
from the academic community with a tenure of four (4) years, and duly appointed by the
President of the Republic of the Philippines, upon the recommendation by the Board of
the Foreign Service Institute.
The Institute as outlined by its mandate, has two (2) major divisions in charge of
the mandate and operations namely:
1. The Carlos P. Romulo School of Diplomacy (CPRSD) for training and continuing
education; and
2. The Center for International Relations and Strategic Studies (CIRSS) for technical
research.
These two (2) major branches shall be provided with support and administrative
services by the Administrative and Financial Services Division.
There are three (3) additional sections under the management of the Office of the
Director-General namely:
1. Carlos P. Romulo Library;
2. Publications; and
3. The Institutional Linkages Unit.
The mandate of the Institute was revitalized and expanded thru RA 7157, on the Philippine Foreign
Service Act of 1991, Title VIII Section 57:
“The Institute, through its academic, training, research, information, publication, systems development and other programs, shall serve as the center for the development and professionalization of the career corps of the foreign service of the Department and other government agencies which have offices and employees assigned abroad. It shall maintain a Center of International Relations and Strategic Studies (CIRSS) and shall otherwise function as a research institution on issues and problems with foreign policy implications, global and regional strategies and management of foreign affairs while serving as institutional consultant of the Department on matters related to foreign policies and programs as well as development
10
management, planning, review and evaluation processes in the Department. The Institute shall, inter alia, pursue a training program for those who are leaving for foreign assignments and for those who are recalled and shall hold seminars, including language courses, to prepare such officers and employees for their new assignments.”
6.0 FSI Mission, Vision and Values
6.1 MISSION
The Foreign Service Institute aims primarily to:
(1) develop on a continuous basis the in-house capacity of the FSI personnel to deliver
effectively on their core competencies of training, research, and organizational
development;
(2) support the efforts of the DFA to enhance the capacity of its personnel to effectively
deliver their core competencies;
(3) design and conduct the appropriate training programs relevant to the current issues
and future trends of foreign policy and diplomacy;
(4) provide policy options through its research and policy studies in aid of foreign policy
formulation, management, and evaluation; and
(5) provide institutional support to the DFA with regard to organizational development
and management, including but not limited to the planning, review, and assessment of
the policies and systems and procedures of the DFA.
11
6.2 VISION
The FSI is the prime training and research institute for
Philippine foreign policy, diplomacy, and related fields and a
recognized center for language learning. Its personnel are experts
by virtue of their experience and academic training in their
respective areas of specialization or functions, who are fully
committed to providing the highest quality of training and
research outputs to the complete satisfaction of the Institute’s
clients.
12
6.3 VALUES
“The FSI team can do it; each performing
with excellence, integrity, and dedication to
assigned responsibilities, ever aware of the
obligation to serve with the highest ideals of
patriotism and professionalism.”
13
7.0 Foreign Service Institute Quality Policy
14
8.0 International and External Issues
The following are the internal and external factors that affect the efficient delivery of
services in accordance with the FSI’s mandate:
Political Factors Economic Factors
Legislative Agenda
Administration’s Thrusts and Priorities
Diplomatic Relations
International Political Security Situation
Distribution of Funds
Globalization/Standards
Budget Appropriation
Social Factors Technology Factors
Competition
Migration
Use of Social media
Organization’s Culture
Employee Morale
Public Image
Web Services
System Integration
Budget Support
Capacity-Building
Data Security
Knowledge Management
Legal Factors Environmental Factors
Non-Review of Legal Mandate
Intellectual Property
Applicable Laws and Policies
Natural Manmade Calamities
Physical Infrastructure
Accessibility of offices
Office Lay-out
Neighbors
Safety and Security
Profile of Vicinity
15
9.0 CARLOS P. ROMULO SCHOOL OF DIPLOMACY (CPRSD)
The CPRSD is committed to the improvement and professional growth of the Philippine
Foreign Service corps. To fulfill this mandate, it endeavors to upgrade and enhance the
competencies required of its participants in international affairs, in the implementation of foreign
policy programs, and in understanding intercultural nuances through foreign language proficiency.
9.1.1 Scope of Mandate Coverage
The CPRSD envisions to be a leading institution on par with international
standards in managing learning in the fields of diplomacy, global affairs, foreign policy and
foreign languages. It seeks strong linkages with other foreign service institutes, academic
institutions and think tanks. It is in constant pursuit of providing appropriate and effective
learning opportunities that are attuned to the defined needs and goals of the Department
of Foreign Affairs. Its ultimate goal is to create a competent, productive and competitive
Foreign Service corps by promoting positive change and keeping abreast with the
constantly changing global environment, evolving ideas and challenges.
The main mandate of the School is to provide continuous training and
development programs to professionalize the Philippine Foreign Service. The CPRSD’s
functions are broadly grouped into seven sections, namely; Core Programs, Language
Programs, Professional and Technical Programs, Special Programs, International Programs
and E-Learning, Training Evaluation, and Scholarship Programs. To be responsive to the
continually shifting environment of diplomacy and the age of globalization that has
broadened the scope of the DFA’s mandate, some new areas of training are occasionally
conducted as needed.
16
CARLOS P. ROMULO SCHOOL OF DIPLOMACY
9.1.1.1 Organizational Structure
Figure 2
CARLOS P. ROMULO SCHOOL OF DIPLOMACY
OFFICE OF THE HEAD
CORE PROGRAMS SECTION
PROFESSIONAL AND TECHNICAL
PROGRAMS
LANGUAGE PROGRAMS
SECTION
SPECIAL PROGRAMS
SECTION
INTERNATIONAL PROGRAMS AND
E-LEARNING SECTION
TRAINING
EVALUATION
SCHOLARSHIP
PROGRAM
SECTION
17
CARLOS P. ROMULO SCHOOL OF DIPLOMACY
9.1.2 Objectives
9.1.2.1 To provide entry-level training to the newly-commissioned Foreign
Service Officers;
9.1.2.2 To provide the mid-career level training to Foreign Service Officers on the
middle management;
9.1.2.3 To conduct executive seminars for Chiefs-of-Mission;
9.1.2.4 To organize rank-based entry-level training to personnel belonging to
staff and employee levels;
9.1.2.5 To provide various foreign language training;
9.1.2.6 To continuously organize competency-based training for DFA personnel
in the fields of finance, administrative and records, security, property
management and procurement, protocol and conference management;
9.1.2.7 To prepare and conduct capacity-building on traditional and non-
traditional issues in international affairs;
9.1.2.8 To conceptualize and prepare instructions for the e-learning and blended
learning platforms;
9.1.2.9 To prepare and conduct training programs on economic, cultural, public
and environmental diplomacy;
9.1.2.10 To conceptualize and implement capacity-building programs in the fields
of consular services, assistance to nationals and crisis management;
9.1.2.11 To provide continuous specialized and higher education opportunities by
administering scholarship received from donor countries, and
scholarships offered by the DFA Scholarship Fund;
9.1.2.12 To make available FSI training programs to DFA Consular Offices and
Foreign Service Posts as well;
9.1.2.13 To prepare and conduct pre-departure and re-entry seminars for
outgoing and incoming personnel respectively;
9.1.2.14 To conceptualize evaluation scheme and instruments to measure the
quality of programs during and after the conduct of training.
18
9.2 Structural Functions and Responsibilities under the Carlos P. Romulo School of
Diplomacy
9.2.1 Office of the Head (OH)
The CPRSD is managed and supervised by a training Specialist V who directly
coordinates with the Office of the Director-General and the Deputy Director-General.
Under its managerial supervision are seven (7) sections, representing the areas of
training services and other continuing education services towards a quality capacity
building program for the clients.
9.2.2 Core Programs Section (CPS)
The CPS is responsible for designing, organizing and conducting rank-based
training activities for personnel of the Department of Foreign Affairs. The Section
implements the following training programs: (1) Training program for New Heads of
Posts, (2) Career Minister’s Course (CarMin) and (3) Foreign Service Officers’
Cadetship Course (FSOCC) and Entry-Level capacity-building for the Foreign Service
Staff Officers and Foreign Service Staff Employees. It is supervised by a Training
Specialist III who disposes of her/his function as a supervisor.
9.2.3 Professional and Technical Programs Section (PTPS)
The PTPS is responsible for designing, organizing and conducting various
training programs focused on professional and technical fields such as administrative
services, including property, security, records management, financial and accounting
management systems, and computer literacy. Thematic issues are also tackled such
as archipelagic and maritime, cultural diplomacy, economic diplomacy, foreign policy
analysis, leadership and management, trade negotiation, public diplomacy, conflict
resolution and the pre-departure orientation seminars, among others. It is supervised
by a Training Specialist III who disposes of her/his function as a supervisor.
19
9.2.4 Language Programs Section (LPS)
The Foreign Language Program (FLP) managed by the Language Program
Section is a vital component to help strengthen and upgrade the foreign language
proficiency of the career foreign service corps. The program provides intensive
instruction in a number of major languages to personnel of the Department and other
government agencies whose work require foreign language proficiency, especially
those who will be assigned to Foreign Service Posts or Home Office are/country desks,
or in constant contact with foreign national. It is supervised by a Training Specialist III
who disposes of her/his function as a supervisor.
9.2.5 Special Programs Section (SPS)
The SPS shall design, organize and conduct and manage other complementary
project particularly those for the Office of Consular Affairs, Regional Consular Offices
and Satellite Offices. It is supervised by a Training Specialist III who disposes of her/his
function as a supervisor.
9.2.6 Scholarship Program Section (ScPS)
The ScPS is in charge of the receipt of all scholarships from donor countries,
private Institutions and governmental organizations. It also administers Foreign
Scholarship and Training Programs (FSTP) offered directly to DFA officers and
employees, and coordinates with the Department of Education (DepED) for teachers’
basic education; Commission on Higher Education (CHED) for degree courses; and
Technical Education Skills Development Authority (TESDA) for non-degree courses,
sourced through the Official Development Assistance (ODA). Further, it also serves as
the secretariat of the DFA Scholarship Committee, and participates in the screening
process of applicants for the FSI Scholarships.
9.2.7 Training Evaluation Section (TES)
The TES designs training evaluation instruments, gathers regular feedback
from participants and prepares reports to make FSI training activities relevant and
responsive to the needs of DFA. It is managed and supervised by a Training Specialist
IV.
20
9.2.8 International Programs and E-Learning Section (IPELS)
The IPELS is mandated to organize and implement capacity-building training
programs and activities intended for participants from foreign governments with
funding resources external of the organization as a result of the DFA’s
development cooperation with other foreign Governments. It is likewise in
charge of preparing, managing, uploading and controlling all training programs
using the electronic and digital platforms of delivery. At present it is supervised
by an Officer-in-Charge with a Training Specialist II Item.
21
9.5 Training Management System and Process Map
Mandate
Figure 2
Training Management System and Process Map
Demand for services
Consultation with Clients/Stakeholders
Conceptualization of the program/Preparation and Review of the Course/Program Design
Objectives Setting
Selection of
Methodology/ies
- Identification of
Resource Persons
- Venue and logisticsBudget
Preparation and Approval
Training and Continuing Education
Program Delivery
Evaluation and Feedbacking
Instruments and Results
Review of the Feedback Results
Revising for course designs Improvements
Databasing
22
Training Management System and Process Flow
9.5.1 Consultation with Clients on Training Needs
The CPRSD shall coordinate and meet with the DFA concerned Office on the
specifics of training needs of the target participants. The purpose of training
should be determined.
9.5.2 Conceptualization of the Training Program
With the identified training needs as basis, CPRSD will prepare the course design
and objectives of the training program, planned and logically-sequenced.
9.5.3 Selection of Methodologies
Appropriate training methodologies to maximize learning intake must be
selected and coordinated with the resource persons.
9.5.4 Identification of Resources
To balance theoretical and practical knowledge, Resource persons shall be
invited from the academe, private sector and practitioners experts in the field.
9.5.5 Preparation of the Venue and Logistics
In coordination with the Administrative and Finance Services group, the venue
of the program must be conducive as a learning environment, with proper
ventilation, sanitation and free from distractions.
9.5.6 Budget Preparation and Planning
Budget should be well planned, adequate and timely accessible to deliver the
program.
9.5.7 Program Delivery
The roles and responsibilities of people involved are clearly identified whether
structure-based or in ad hoc basis.
9.5.8 Evaluation Scheme and Instruments
In order to measure the quantitative and qualitative feedback per program,
evaluation instruments shall be prepared for future references.
9.5.9 Databasing System
To document the program participants and their eligibility to receive
certifications.
23
Carlos P. Romulo School of Diplomacy
Training Policy
10. Background and Legal Mandate
The active pursuit of Philippine Foreign Policy goals and foreign relations in the 1970s
further saw the need to strengthen the human resource component of the Department thru
sustained programmes. Thus, in November 1976, it consulted the Development Academy of
the Philippines and sought its expertise to create the Foreign Service Institute (FSI). The FSI
was formally established on 9 December 1976, thru Presidential Decree No. 1060. Its primary
mandate is to professionalize the Philippine Foreign Service Corps as well as other government
offices with attached services in Philippine posts and missions abroad.
The Philippine Foreign Service Act of 1991, Title VIII, Sections 56-59 state the roles
and functions of the Foreign Service institute in the development of Foreign Service Corps:
SEC. 56. Composition. —There shall be a Foreign Service Institute, whose board shall be composed of the Secretary, as Chairman, and the Chairman of the Civil Service Commission, the President of the University of the Philippines, the President of the Development Academy of the Philippines, and the Director of the Foreign Service Institute, as members. SEC. 57. Functions. —The Institute, through its academic, training, research, information, publication, systems development and other programmes, shall serve as the center for the development and professionalization of the career corps of the foreign service of the Department and other government agencies which have officers and employees assigned abroad. It shall maintain a Center of International Relations and Strategic Studies (CIRSS) and shall otherwise function as a research institution on issues and problems with foreign policy implications, global and regional strategies and management of foreign affairs while serving as institutional consultant of the Department on matters related to foreign policies and programmes as well as development management, planning, review and evaluation processes in the Department. The Institute shall, inter alia, pursue a training program for those who are leaving for foreign assignments and for those who are recalled and shall hold seminars, including language courses, to prepare such officers and employees for their new assignments.
24
10.2 Admission and Registration
10.2.1 Only regular employees of the Department of the Foreign Affairs and
other government agencies involved in international affairs and foreign
mission assignments are eligible to participate in the programs conducted
by the Carlos P. Romulo School of Diplomacy (CPRSD).
10.2.2 Participants should be duly nominated by their respective heads of office
and officially endorsed by the Human Resources and Management Office
(HRMO) of the DFA.
10.2.3 Personnel from other government agencies may attend selected FSI
training programs by invitation only. They should be bona fide permanent
officers and staff of the agency, duly selected, nominated and officially
endorsed by their respective heads of office.
10.2.4 The official list of participants for every program shall be forwarded by
the HRMO to FSI at least one (1) week before the program starts.
10.3 Training Program Identification
10.3.1 FSI shall conduct identified and required courses and programs stipulated
in RA 7145: “training program for those who are leaving for foreign
assignments and for those who are recalled … including language
courses, to prepare such officers and employees for their new
assignments.”
10.3.2 The identification of training programs is also based on the Strategic Plan
of the DFA and the main thrusts of Philippines Foreign Policy. It shall
likewise complement DFA’s effort in cultural diplomacy and the
organizational and institutional building programs and activities
25
10.3.3 FSI shall plan and train the DFA personnel based on the Career
Development Plan designed and prepared by HRMO. This will ensure that
FSI trainings are matched with the training needs of the DFA, and
personnel to be deployed abroad.
10.3.4 The DFA shall coordinate with FSI on the specific training needs according
to the functions of the organization and its organizational career
development program and scheme.
Training Track
10.4 Recipients of Training Programs
10.4.1 To ensure that the training received from FSI shall be fully matched with
their particular need, all personnel from the DFA and other government
agencies shall pursue training and education opportunities according to
their level/rank, specific duties and functions, intended areas of
specialization and projected tours of duty.
10.5 Program Delivery
10.5.1 For programs organized and implemented in-house, the Foreign Service
Institute shall identify the resource persons from among the experts in
the Department of Foreign Affairs, other government agencies, reputable
academic institutions, international organizations, non-governmental
organizations and the private sector.
10.5.2 For outsourced training programs, the service provider should be a
licensed entity with a reputable track record of training services. If funds
are chargeable against the Institute, the service provider shall provide a
full terminal and evaluation report within 15 days after the culmination
of the training program.
26
10.6 Honoraria 10.6.1 Every resource person shall receive an honorarium generally based on the
guidelines provided for by the Department of Budget and Management.
(DBM Circular No. 2007-01)
10.6.2 The resource persons are from the Department of Foreign Affairs and
other government agencies, the academe and the private sector.
10.6.3 The honoraria rate shall be determined taking into consideration the rank
and academic qualifications of a resource person. The higher rate to
which a resource person qualifies shall be applied. The rate ranges from
P 1,400.00 per hour to P 850.00 per hour. The resource person may either
be a lecturer/speaker, a panel presenter, discussant or moderator.
10.6.4 The honoraria rate for all resource persons should be reviewed and
adjusted accordingly, subject to the amendments and superseding
circulars of the Department of Budget and Management.
10.6.5 In case a resource person recognized for his/her expertise is drawn from
the pool of FSI officers and staff, regardless of the division or unit he/she
belongs to, he/she shall also be entitled to an honorarium or its
equivalent as a form of incentive.
10.7 Course Requirements
10.7.1 Attendance
10.7.1.1 Participants are expected to be present throughout the duration
of the training program. However, to qualify for a certificate, a
participant must attend at least 80% of the total training hours. A
participant who has incurred more than 20% absences or
accumulated tardiness, personal or official in nature, shall be
automatically dropped from the training program.
27
10.7.1.2 If a participant is dropped from the rolls due to absences and
tardiness or has decided not to pursue the training program, a
memorandum of explanation must be submitted to the Assistant
Secretary of OPAS, and a copy furnished to the FSI Director-
General. Dropouts will only be allowed to participate in any FSI
training program after six-months.
10.7.1.3 Participants may be allowed to attend two (2) courses only
at any given time provided there is no overlap on time
schedules. However, to ensure proficiency in learning a
foreign language, this rule does not apply to the regular and
special Foreign Language Courses (Regular Foreign
Language Courses – Arabic, Bahasa Indonesia French,
German, Mandarin, Nihongo, Spanish; Special Foreign
Language Course – Russian, Italian, etc.);
10.7.1.4 Participation in two (2) courses may be allowed, provided
that
a. there is no conflict in schedule between the two courses
enrolled in; and
b. a written approval is secured by the participant from his/her
respective office and the Assistant Secretary of Human
Resources Management Office (HRMO).
10.7.2 Examinations
10.7.2.1 Examination may be oral or written, sit-down, take-
home, CD-based or online, as deemed appropriate by the
examiner.
10.7.2.2 For in-house examinations, participants should be
present on the scheduled date and time. Failure to attend
must be explained in a memorandum to the FSI Director-
General.
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10.7.2.3 A different set of examination questions will be given to
the participant who, for valid reason fails to take an
examination as originally scheduled. This examination
shall be given within 5 working days following the
scheduled exam.
10.7.2.4 Examination questionnaires and answer sheets in any
course are considered properties of the Foreign Service
Institute and should not be takes out of the FSI premises,
except for examinations administered by the foreign
language programs.
10.7.2.5 Examination answer sheet shall be kept for a period of two
years, after which they will be disposed of.
10.7.3 Grading System
10.7.3.1 In order to pass a training program which follow the pass-
fail system, a participant must meet all the requirements
satisfactorily.
10.7.3.2 In the case of courses made up of different modules, a
participant must successfully pass each module to receive a
certificate of completion.
10.7.3.3 The performance of participants in the FSI training course,
shall be graded at the end of each module and/or course in
accordance with the following system:
Grade Point Average Raw Score Equivalent Description
1.0
1.25
1.5
1.75
2.0
2.25
2.5
2.75
3.0
98-100
95-97
92-94
89-91
86-88
83-85
80-82
77-79
75-76
Excellent
Excellent
Very God
Very God
Good
Good
Satisfactory
Satisfactory
Passing
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4.0
5.0
INC.
DRP
74- below
74-below (after taking the
series or removal examinations)
75-above (with some
Unfinished course
Conditional Failure
Failing (the removal
examinations)
Incomplete
Dropped
For FSI training courses which shall not follow a pass-fail system, the
above grading system shall be utilized for purposes of ranking and assessment of
participants’ performance at the end of the course. Only the above grades shall
be officially recognized. All grades shall be kept confidential by the Institute and
by the respective Offices of Administration of the participants’ offices.
“4” means conditional failure. It may be made up for passing a re-
examination. Only a maximum of two re-examinations are allowed which must be
taken within ten (10) working days from the date the grade of “4” has been
received. Re-examination dates shall be set by the training coordinator. If the
participant passes a re-examination, a grade of “3” is given to the participant. If
the first examination is failed, a grade of “4” is given and a second examination is
set. If in the second examination the participant still fails, a grade of “5” is issued.
If a participant does not remove the grade of “4” within the prescribed time, it
shall be converted to a grade of “DRP”.
“INC” indicates that the course work is incomplete. It is given if a
participant fails to (1) appear for a module, (2) take a course examination or (3)
comply with a course requirement. The grade of “INC” must be removed within
specific number of working days depending on the type of the program, from the
date the grade of “INC” has been received, after it shall be converted to a grade
of “DRP”.
10.7.3.4 A participant who has received a passing grade in a given
course/module is not allowed for re-examination for the
purpose of improving his grade.
10.7.3.5 The resource person/examiner shall submit a report of
grades within five (5) working days after each
examination. In justifiable cases, deviation from the
above rule may be authorized by the Head of Carlos P.
Romulo School of Diplomacy.
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10.7.3.6 The training program coordinator/manager, course
evaluator and the supervisory section head concerned
shall be responsible for the accurate computation of
grades. The report of grades cannot be changed after it
has been submitted to the Office of the Head of CPRSD.
10.8 Awarding of Certificates
10.8.1 Certificates shall be awarded to participants who have satisfactorily
passed all the requirements of a training program.
10.8.1.1 Certificate of Attendance – is a certificate awarded to a
participant for a training activity with no required graded
outputs, group work reports, simulation or examination. It
usually ranges from 8 to 16 training hours credit.
10.8.1.2 Certificate of Completion – is a certificate awarded to a
participant with at least 80% attendance in the program,
submitted the required outputs, or has been actively
involved in the exercises and group work, or passed a given
examination. It usually ranges from 24 to over 800 training
hours credit.
10.8.2 Certificates are issued only once. Each participant is required to submit a
copy of this certificate to HRMO-RIU for his/her personal records and
files. In cases of loss, a certification of training attended may be issued
upon the approval of a formal request addressed to the FSI Director-
General.
10.9 Merit Medals
10.9.1 At the end of level VI, the Institute will award merit medals to the
participants of regular language courses who topped their respective
language course based on the grades they obtained from levels I-VI. The
topnocher in each language class must obtain a grade point average of
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not less than “2.0” based on the Grading System established by the
Institute.
10.10 Conduct and Discipline
10.10.1 All participants must sign the learning contract signifying their conformity
to the training rules and regulations of the Institute.
10.10.2 Any form of cheating or dishonesty is punishable. The penalty ranges from
simple reprimand to suspension of training privileges for a certain period
of time in FSI training programs. An Investigation Committee composed
of the Head of the Section, the course coordinator, and a member of
Evaluation Team, shall evaluate the circumstances of the case, a report of
which shall be forwarded to HRMO.
10.10.3 To create and maintain a more conducive learning environment, the
lecturer/resource person and the course coordinator can exclude
participants from attending a training session due to disorderly conduct
in class. Such action must be immediately reported to the Head of CPRSD
and the Director-General of FSI.
10.10.4 Decorum inside the training rooms include the following:
10.10.4.1 silence shall be observed once sessions have started;
10.10.4.2 smoking is not allowed in the training room;
10.10.4.3 participants shall refrain from leaving the room
unnecessarily during the training hours unless these are
very urgent official calls;
10.10.4.4 audio/video recording and uploading of lectures are not
allowed, unless these are done with a written request of
the participant and with the approval of the resource
person;
10.10.4.5 texting, placing and answering calls are highly
discouraged while the lecture is ongoing;
10.10.4.6 wearing of name tag during training sessions is required.
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10.10.5 Observers or sit-ins are not allowed to attend the training sessions, unless
permission is obtained from the respective training section head and the
Head of CPRSD.
10.11 Study/Familiarization Tours
10.11.1 All organized study tours are integral and mandatory to the training
programs. Participants who would like to request for exemption,
due to justifiable reasons, should write a memorandum addressed
to the Section Head of the CPRSD.
10.11.2 Participants who signified and confirmed to join a study tour but failed to
do so should:
10.11.2.1 Write a memorandum of explanation addressed to the
FSI Director-General; and
10.11.2.2 Refund and settle with the FSI Accounting Office the
expenses incurred, which may include but not limited to
the costs of fare, accommodation, entrance tickets,
meals, etc.
10.11.3 In case a participant failed to join a group on a scheduled flight, it is his
responsibility to arrange for the next flight schedule and inland
transportation at his/her own expense, to enable him/her to catch up
with the group itinerary.
10.11.4 For outsourced study tours, travel agencies must be accredited in the
Philippine Government Electronic Procurement System (PHILGEPS).
10.11.5 A travel group insurance is required for all study tours.
10.11.5.1 For FSI organized tours, the Administrative and Financial
Services Division is tasked to arrange for the insurance.
10.11.5.2 Outsourced study tours with accredited travel agencies,
group travel insurance must be included in the contract.
10.12 Monitoring and Evaluation
10.12.1 The Training Evaluation Section (TES), under the CPRSD will lead in the
design, development and administration of monitoring and evaluation
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instruments to continually improve on the delivery of training programs
planned, designed, developed and implemented by the CPRSD.
10.12.2 T.E.S. aims to ensure objectivity in assessing the effectiveness, relevance
and responsiveness of the FSI training programs. It recognizes its pivotal
responsibility to serve as a catalyst to produce the necessary changes
needed to keep FSI training programs delivered in the highest standards
of quality and professionalism.
10.12.3 An evaluation scheme should be devised for all training programs
planned, designed, developed and implemented by the Institute. An
evaluation scheme shall also be devised for programs which are co-
designed and jointly implemented with a partner organization.
10.12.3.1 The primary methodology that will be used in the
collection of evaluation data: written surveys and
questionnaires, dialogue and observation which will help
assess the participants’ reaction to the course and
effectiveness of the training program.
10.12.3.2 Other methodologies will be used depending on the
evaluation scheme devised.
10.12.4 T.E.S. will pursue to diversify into more strategic and systematic
approaches in measuring the overall effectiveness and obtaining a more
tangible results and establishing measurable indicators for successful
implementation. T.E.S. plans to expand its function by conducting training
needs and analysis, on-the-job training and impact evaluation with the
assistance of other sections in the CPRSD.
The Training Evaluation Section will help insulate itself from undue
pressure and influence of those who will be affected by the evaluation
results. This is also to ascertain judgment and enhance its role in making
necessary recommendations on the training programs.
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10.12.5 The Training Evaluation Section shall be involved in the planning stage of
the training programs to allow time for devising evaluation instruments
suited for the activities of the training programs to be conducted.
10.12.6 Evaluators will monitor the conduct of training programs on a daily basis
to note if the training program is implemented as planned or if there are
needed adjustments or improvements while the program is being
implements.
10.12.7 Training participants must comply with all the evaluation requirements,
as stipulated in the evaluation scheme devised for each training program.
Evaluators shall also supervise the participants’ compliance to the daily
evaluation requirements.
10.12.8 Evaluation report should be generated two weeks after the conduct of
each training program.
10.12.9 Training consultation between T.E.S. and CPRSD’s Implementing Section
must be conducted to process the evaluation results. This will allow an
exchange of views and suggestions on how to revise and improve the
training program for the next implementation.
10.12.10 Evaluation reports should be handled on a need-to-know basis. It is
accorded with a certain degree of confidentiality to protect the rights
and welfare of those involved in the process as well as those affected by
its results. They are accessed only by the Training Coordinators,
Evaluator, Resource Persons, Head of Training Evaluation Section, the
Head of CPRSD and FSI Director-General.
10.12.11 Training Evaluation Section will be responsible in maintaining copies of
the final evaluation reports.
10.13 Reporting
10.13.1 A status report must be provided to all agencies to inform them of their
participants’ performance and grades. This report must be issued within
fifteen (15) working days after the program implementation.
10.13.2 A terminal report should be prepared by the Section in-charge. It must
include the evaluation report submitted by the Training Evaluation
Section.
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10.14 Recording
10.14.1 CPRSD and FSI-MIS shall maintain a database with the following fields:
Training Participant Profile
o Name
o Date of Birth
o Sex
o Office
o Rank/Division
Course Details
o Title of Training
o Duration
o Name of the participants
o Agency
o Number of Hours
o Type of Certificate
o Remarks/grade (if graded)
Resource Person
o Name
o Areas of Study/Specialization/Expertise
o Rate per Hour
Scholarship Program
o Title of Scholarship Program
o Duration
o Donor Country
o Venue
10.14.2 The database should be updated on a quarterly basis.
10.15 Scholarship Programs
10.15.1 Scholarships offered directly to the DFA or made available through the
Commission on Higher Education (CHED) for long-term degree courses and
Technical education and Skills Development Authority (TESDA) for short-term
non-degree courses are open to all DFA officers and employees in the home
office as well as to the personnel of the Foreign Service Institute, who have a
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permanent status of employment and are duly indorsed by their respective
heads of office.
11. Internal Policies on International Programs
11.1 All international programs shall be under the general supervision of the
Office of the Director-General and the Carlos P. Romulo School of
Diplomacy.
11.2 The CPRSD may create a small group to conceptualize and prepare an
international program proposal.
11.3 Upon approval of the international proposal, the Director-General shall
form an organizing committee/secretariat, whose staff complement will
be determined according to the need of the program. The terms of
reference or duties for each team member must be specified. The
organizing committee shall include the team who proposed the
program.
11.4 Funding for international programs shall be sourced out by the DFA from
a third country donor or government.
11.5 A special account or trust fund for this purpose shall be created and
supervised by FSI, in consultation with the Department of Budget and
Management.
11.6 A full implementation report and financial accounting shall be
accomplished at the end of the program. The donor country must be
furnished with these reports within sixty (60) days.
11.7 The database for international programs shall be under the Office of the
Head, CPRSD and the International Programs and E-Learning Section in
coordination with the MIS.
12. Foreign Officials Participating in FSI Regular Seminars and Courses
12.1 The sending government shall officially signify its intention to participate in FSI
regular courses through writing and seek the approval of the Philippine
government thru the Department of Foreign Affairs and the Foreign Service
Institute.
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12.2 The number of foreign participants allowed in each program shall not exceed
20% of the total number of participants.
12.3 The sending government upon receipt of the approval of the Philippine
government, shall provide and arrange for their officials thru their respective
embassy in Manila, the following needs:
12.3.1 Return air transportation;
12.3.2 Inland transportation
12.3.3 Accommodation (throughout the duration of the course)
12.3.4 Meals (throughout the duration of the course)
12.3.5 Medical Expenses
12.3.6 Clothing and other miscellaneous expenses
12.4 The program is free of charge as part of the Government’s commitment to
technical cooperation. The FSI will provide the training materials and expenses
for the study tour activity if it is included in the seminar or course.
12.5 Foreign Officials participating in FSI training programs must follow the rules and
regulations, neither be involved in local partisan politics, terroristic acts, nor
wage adversarial campaigns against the receiving or sending governments.
12.6 Foreign Officials, as selected and endorsed by the sending government, must be
physically and psychologically prepared to undergo the rigors of training.
12.1 English is the medium of the instruction for all FSI training programs, except for
the foreign language courses. The nominees, therefore, must have a working
knowledge of the English language.
13. Requests from Other Government Agencies
13.1 A formal letter of request addressed to the FSI Director-General must be
submitted by the requesting government agency stating the purpose, objective
and profile of their target participants.
13.2 All pertinent expenses of the requested training program must be borne by the
requesting agency, chargeable against its allocated budget.
13.3 The honoraria of the resource persons and facilitators/administrators must
follow the guidelines set by FSI based on DBM circular, and should be borne by
the requesting agency.
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14. Others
14.1 Admission Policy for Regular Contractual employees
Regular Contractual employees may be admitted to FSI programs provided they
are officially endorsed by their respective heads of Office and HRMO.
14.2 Study Tours
The selection of an inland transportation service company hired for any group
study/familiarization tour shall be decided upon by the Institute’s Bids and
Awards Committee (BAC) after undergoing the procurement process. For trips
outside Metro Manila, one main driver and one alternate driver shall be
required from the company.
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15.0 THE CENTER FOR INTERNATIONAL RELATIONS AND STRATEGIC STUDIES
The Center for International Relations and Strategic Studies (CIRSS) serves as the
research arm of the Foreign Service Institute (FSI). Section 57 of Republic Act No. 7157 states that
the CIRSS functions as a “research institution on issues and problems with foreign policy
implications, global and regional strategies and management of foreign affairs.”
15.1 Mandate
Conduct research on a broad range of subjects, including economics, comprehensive
security, and other emerging issues;
Build on the current expertise of its research analysts to enable them to address key
regional issues and concerns; and
Expand networks with local and foreign experts and institutions.
Since its establishment in 1993, CIRSS has undertaken numerous strategic and policy
studies. These studies have been submitted to the Department of Foreign Affairs (DFA) as inputs
for foreign policy consideration, and some have been published as monographs in FSI’s own
publications such as the CIRSS Commentaries, the CIRSS Horizons and the FSI Insights.
CIRSS shares the benefits of high level connections and resources with its membership to
the Council for Security Cooperation in the Asia Pacific, the Philippine APEC Studies Center
Network, the Network of ASEAN-China Think Tanks, the Network of ASEAN-Russia Think Tanks,
and the Philippine Academic Consortium for Latin American Studies.
To strengthen linkages and facilitate greater cooperation and interaction among various
stakeholders in different issue-areas and as part of its Track 2 diplomatic function, CIRSS organizes
the Mangrove Forum on International Relations, the Mabini Dialogue Series, and the Heneral
Antonio Luna Colloquium.
15.2 ORGANIZATIONAL STRUCTURE
CIRSS comprises the following sections:
15.2.1 Traditional Security Studies. This section examines the international security
environment and the states’ responses to various global and regional security
issues, threats, problems and forces. The section currently focuses on maritime
and territorial issues in East Asia, particularly the South China Sea disputes, and
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the processes of international and regional confidence-building and cooperation.
It has a quarterly publication, the West Philippine Sea Arbitration Update.
15.2.2 Non-Traditional Security Studies. This section examines non-military security
issues and challenges that affect the survival and well-being of peoples and state,
such as climate change, terrorism and transnational crimes, epidemics, natural
disasters, food security, among others.
15.2.3 Area Studies 1 (Northeast Asia, South Asia, Central Asia and Oceania) , and
15.2.4 Area Studies 2 (Americas, Europe, Russia, North Africa and Middle East). These
sections undertake interdisciplinary studies on important regions of the world.
They monitor significant regional developments and how they impinge upon
Philippine interests.
15.2.5 International Organizations. This section examines developments of international
trade and organizations like the World Trade Organization, regional integration
arrangements like the Asia-Pacific Economic Cooperation, and such other
organizations and arrangements. It also studies the Philippines’ bilateral economic
relations with other states, and the impact of regional trade arrangements such as
the ASEAN Economic Community on the Philippine economy.
15.2.6 ASEAN Programs. This section undertakes studies that relate to the Philippines’
bilateral relations with Southeast Asian countries and developments and issues
on the Association of Southeast Asian Nations (ASEAN), including challenges to
ASEAN community-building. It has a quarterly publication, Sharing ASEAN.
15.2.7 Special Programs. This section coordinates with other CIRSS sections in organizing
the Mabini Dialogue Series, Mangrove Forum on International Relations and other
fora, and in producing various CIRSS publications. It maintains a database of
networks, publications, and other division outputs.
15.3 DUTIES AND RESPONSIBILITIES
CIRSS is under the Office of the Director-General, and supervised by the Chief
Foreign Affairs Research Specialist, with the assistance of the Supervising Foreign Affairs
Research Specialist.
Figure 1 shows the Center’s structure and functions. (See Figure 1)
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CIRSS operates with the following staff members, and performs their duties and
responsibilities as follows:
15.3.1 Chief Foreign Affairs Research Specialist
Assumes overall management responsibility over the division and provides
general direction to its operations;
Provides expert advise and assistance in the overall management of the
organization relating to divisional concerns, priorities and responsibilities;
Provides suitable mechanism for continuing wholesome interaction between
sections within the division and with other units in the organization and
dynamic reciprocity between academic researches and faculty, with
government agencies/private entities in order to translate research findings
into action programs;
Assists in the periodic analysis and presentation of national and international
events and other information with national policy implications;
Assists in organizing and supervising a systematized, accurate, and up-to-date
information pool on various individual countries, institutions, regions,
movements, and other areas of concern with substantial impact on the
Philippines;
Undertakes relevant researches as assigned from time to time by duly
constituted authorities;
Maintains an active formal liaison with various agencies, institutions and
individuals both at home and abroad who are interested in research activities;
Attends lectures, seminars, conferences relevant to the general nature of
work;
15.3.2 Supervising Foreign Affairs Research Specialist
Assists in the overall management of the Division.
Coordinates programs/projects/activities of the various Sections of the
Division;
Conceptualizes and formulates policy/strategic researches;
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Undertakes in-depth studies on foreign /policy/international relations for
publication by the Institute;
Writes and edits research reports and progress reports of research projects;
Performs other related tasks as may be assigned by duly constituted
authorities.
15.3.3 Senior Foreign Affairs Research Specialist
Recommends priorities for policy research, conceptualizes and
formulates policies/strategic research undertakings, develops research
tools and techniques;
Designs, analyzes and evaluates assigned research projects;
Analyzes current issues and events concerning areas of study and their
possible consequences on the Philippines;
Writes research reports;
Coordinates with various agencies, institutions and individuals concerned
with foreign research undertakings in the Philippines;
Performs other related tasks as may be assigned.
15.3.4 Foreign Affairs Research Specialist II
Gathers and processes data for specific projects and/or special
assignments;
Writes strategic and other special studies relating to Philippine foreign
policy;
Monitors recent developments concerning respective area and analyzes
current issues that have implications for the Philippines;
Helps in building networks with agencies, institutions and individuals
through attending relevant conferences, symposia and meetings;
Assists in organizing seminars and performs other related tasks as may be
assigned.
15.3.5 Foreign Affairs Research Specialist I
Undertakes data-gathering (collecting references, primary and secondary,
conducting interviews, etc.) for specific projects or special assignments,
and processes the data;
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Analyzes data and writes strategic and other special studies relating to the
Philippines foreign policy;
Monitors recent developments concerning a respective area and analyzes
current issues with respect to implications to the Philippines.
Helps in network building through attendance in relevant conferences,
symposia and meetings, and linking with agencies, institutions and
individuals;
Assists in seminar organizing and performs other related tasks as may be
assigned.
15.3.6 Administrative Staff
Provides administrative support services for the division’s efficient and
effective operation;
Assists the division staff in secretarial tasks, including but not limited to
encoding and proofreading correspondences, memoranda and reports;
Monitors the division’s logistical requirements such as the acquisition of
supplies, materials and equipment;
Analyzes, classifies and indexes official and confidential
documents/correspondences;
Maintains the division’s efficient filing system;
Places and answers telephone calls, arranges meetings and appointments
of supervisor;
Performs other duties as may be assigned.
15.4 OPERATING PROCEDURES
15.4.1 CIRSS Commentaries Submission
Figure 2 explains the process and timeline for submission: (See Figure 2)
15.4.1.1 The researcher submits proposal to the Section Head (SH).
15.4.1.2 The SH reviews and approves the proposal and returns it to the
researcher within five (5) days from its receipt. The researcher writes the
commentary fifteen (15) days from the date of SH’s approval.
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15.4.1.3 The researcher submits the draft commentary to the SH, who will review
within four (4) days upon its receipt. Upon approval of the draft, the
researcher submits it to the assigned editor.
15.4.1.4 The editor copyedits the draft in ten (10) days. In case of multiple
submissions, at least three (3) articles can be reviewed in twenty (20)
days. If no further revision is needed, the editor submits the draft to the
CIRSS Head (Chief FARS) for approval.
15.4.1.5 The CIRSS Head reviews the submission in seven (7) days from receipt of
the draft. Once the draft is approved, the CIRSS Head submits it to the
Office of the Director-General (ODG) for final approval. In case of multiple
submissions, the CIRSS Head shall review each article within five (5) days.
If there are substantive issues, the CIRSS Head returns the draft to the
researcher. The draft should be returned in three (3) days, and go through
steps 4 to 5.
15.4.1.6 The ODG approves the publication of the output in ten (10) days, or two
(2) weeks from the receipt of the draft. In the event of substantive issues,
the draft goes back to the author for revision and go through steps 4 to 6
until approved for publication. All revisions must be made within three (3)
days.
15.4.1.7 The commentary is published online (www.fsi.gov.ph). The editor and the
CIRSS Supervising FARS coordinates with the staff assigned to layout,
proofread, and upload the article on FSI’s website and official social media
accounts within the month of submission or calendared for future online
release/publication.
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15.4.2 FSI Insights and CIRSS Horizons Submission
CIRSS regularly publishes a newsletter under the FSI Insights and CIRSS Horizons.
Each section of the Center shall take turns in producing an issue of CIRSS Horizons.
Generally, an article should be limited to 3000 to 3500 words, addressing explicitly
stated question/s and/or argument/s. The variables (e.g., independent and dependent),
theoretical concepts (e.g., ASEAN identity, rent-seeking), frameworks (e.g.,
constructivism, realism) and methods (e.g., key informant interview, document analysis)
used must also be explained thoroughly. A 100-word abstract must accompany the article.
Figure 3 and 4 explain the process and timeline for submission: (See Figure 3, 4A &4B)
15.4.2.1 The researcher develops a research proposal and submits it to the Section
Head (SH) at the beginning of the fiscal year.
15.4.2.2 The SH reviews and approves the proposal and returns to the researcher in
ten (10) days from its receipt. The researcher writes the Insights in forty (40)
days from the date of approval of the SH. The standard format should use 12pt
Calibri for the text, with double spaces.
15.4.2.3 The researcher submits the draft article to the SH for review. Review must be
done within ten (10) days from receipt of the draft. If it passes the review of
the SH, the researcher submits to the assigned editor. If not, the researcher
revises the draft in ten (10) days.
The researcher submits the revised draft for review of the SH in seven (7) days.
Then SH submits the draft to the assigned Editor/s.
15.4.2.4 The editor/s reviews the draft for content, grammar errors including copy
editing. The editor/s will review the draft in fifteen (15) days. If there are no
revisions, editor submits to the CIRSS Head.
15.4.2.5 The CIRSS Head reviews the draft for twelve (12) days from receipt of the draft.
If there are no substantive revision, CIRSS Head submits it to the Office of
Director-General for final approval. If there are revisions, CIRSS Head returns
it to the author for revision.
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The author must revise the draft within ten (10) days. Once done with
revisions, the author goes to step 4. If there are substantive issues, CIRSS Head
recommends for approval to the Office of the Director-General (ODG).
15.4.2.6 The ODG reviews the draft. Once approved, it is returned to the CIRSS Head
for publication. The article can be published online as Insights or as a select
policy paper in the CIRSS Horizons. If there are substantive issues, it goes back
to the author for revision and author goes through steps 4-6 until approved
for publication.
15.4.2.7 If the article is for the CIRSS Horizons, it will form part of the articles in the
pipeline for the said publication. Otherwise, it will be published online under
Insights in the FSI website. The editor/s shall coordinate with the staff
assigned to upload the article in the FSI website within the month of
submission or calendared for future online release/publication.
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Citation Guidelines
CIRSS follows the citation style set out in Kate L. Turabian’s A Manual for Writers
of Research Papers, Theses, and Dissertations 1 and the University of Chicago Press’s
Chicago Manual of Style for electronic sources.
Organizing Events
Through organizing the Mangrove Forum on International Relations (MFIR),
Mabini Dialogue Series (MDS), Heneral Antonio Luna Colloquium (HALC) and other
platforms for discussion, CIRSS performs its Track 2 diplomatic functions by bringing
together specialists, experts and practitioners from different sectors to engage in
discussions on national, regional and global issues that have political, economic and socio-
cultural impact on the Philippines.
The MFIR is FSI’s premier platform for discussion of issues and problems in foreign
policy, diplomacy and international relations with high-level speakers, while the MDS
serves as a platform for the DFA to engage in discussions with various local stakeholders.
The HALC, on the other hand, provides open academic exchanges on Philippine defense
and security, and is co-organized with the National Defense College and the Armed Forces
of the Philippines – Office for Strategic Studies and Strategy Management.
Researchers may propose topics that can be discussed in any platform, and
organize it with the assistance of the Special Programs Section. A concept paper outlining
the proposed event must be submitted first to the Office of the Director-General for
approval. Once approved, all other preparations may be initiated including budget,
invitations, identification of speakers and audience, among others.
1 “Turabian Quick Guide,” A Manual for Writers of Research Papers, Theses and Dissertations, accessed June 28, 2017, http://www.press.uchicago.edu/books/turabian/turabian_citationguide.html.
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Below is CIRSS’ events preparation guide:
FSI - CIRSS Events Checklist
Event: ___________________________________________________________________
Type: [ ] Mangrove Forum [ ] Mabini Dialogue Series [ ] Heneral Antonio Luna Colloquium
[ ] others ____________________________________________________________
Venue: __________________________________________________________________
Date: ________________________ Time: ____________________________
Overall Coordinator: _________________________ Contact Number: ______________
ITEM Person IN
CHARGE
STATUS
I. PRE-CONFERENCE
A. Invitations
1. Speaker/s and/or panelist/s
2. Moderator/s
3. Welcome Remarks – FSI Dir-Gen
4. DFA
5. Diplomatic Corps
6. Non-DFA participants (and media)
7. Students
B. Materials
1. Copy of SFA’s speech
2. CVs of speaker/s and/or panelist/s
3. Copy of prepared statements
4. RTD materials
5. Paper & pencil for panelists
6. Registration materials
7. Program
8. Honorarium, certificates and gifts
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C. Reservations and Arrangements
1. Auditorium / Hotel etc.
2. PA System
3. Security Arrangements
4. Tables and Chairs
5. Podium with DFA or FSI logo
6. Name plates and lay-out plan
7. Backdrop
8. Flowers
9. Flags
10. Computer and LCD arrangements
11. Television for the entrance (for backdrop or speaker’s
profile presentation)
12. Rapporteur arrangements
13. Photo and video arrangements
14. Media arrangements
15. Food arrangements
16. Protocol arrangements
17. Parking arrangements
II. CONFERENCE PROPER
A. Conference Coordination
1. Registration and Materials Coordination
2. Internal Ushers/Usherettes
3. External Ushers/Usherettes – (Lobby, Elevator, etc)
4. FSI Director’s assistant
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B. Services & Amenities
1. Chauffer service
2. Waiters, Cleaners, Toilet Station
C. Gifts
1. Honoraria
2. Certificate
3. Token from ______
4. Others
III. POST CONFERENCE
A. Outputs
1. Pictures
2. Write-up and Press Releases
3. Compilation of CVs, Statements, Speeches
4. Open Forum / Proceedings
5. Publication Preparation
6. Insert in FSI Website
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16.0 The Quality Management System Organization
The QMS organization in the Institute is led by the Top Management which
oversees the implementation and monitoring of the FSI-QMS. The Top Management has
the following roles and responsibilities:
1. Leads the establishment, implementation, and monitoring of the QMS;
2. Ensures effectiveness of the QMS through risk-based thinking;
3. Establishes and communicates the Quality Policy of the Institute;
4. Ensures the quality objectives are established;
5. Communicates the importance of meeting client requirements;
6. Determines and provides necessary resources and ensures that they are adequately
available.
7. Conducts management review meetings.
The QMS Leaders/Heads or Quality Management Representatives function as
follows:
1. Oversees the establishment, documentation, and effective implementation of the QMS;
2. Promotes risk-based thinking in overseeing the effectiveness of the QMS;
3. Acts as liaison with external parties on matters relating to QMS;
4. Ensures that procedures for IQA, management review, and Corrective Actions are
established and implemented.
5. Reports QMS performance to top management for review and continual improvement.
The Institute constituted a QMS Core Team through an Office Order in line with
its institutionalization of the ISO 9001:2015 composed of the QMS Leaders/Heads or
Quality Management Representatives, and the teams on Quality Workplace, Training and
Advocacy, Knowledge Management and Documentation, Risk Management, QMS
Secretariat, and Internal Quality Audit.
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The roles and responsibilities of the QMS Core Team are as follows:
A. Quality Workplace Team
1. Ensures that the environment necessary for the operation of processes
needed to achieve service requirements are managed.
2. Ensures consistent implementation of the 5S programs (Sort, Systematize,
Sweep, Standardize and Self-discipline); and,
3. Monitors and assesses workplace cleanliness, orderliness, and safety.
B. Training and Advocacy Team
1. Provides administrative support in terms of training and advocacy in the
successful implementation and sustenance of the QMS;
2. Plans and coordinates effective deployment and efficient use of resources
of the project, in-line with training and advocacy activities; and,
3. Plans and coordinates echoing/cascading sessions on QMS-related
training.
C. Knowledge Management and Documentation Team
1. Ensures that the requirements for maintaining and retaining
documented information are established and implemented.
2. Coordinates and oversees activities related to managing organizational
knowledge.
D. Risk Management Team
1. Performs oversight function in ensuring that the established risk
controls and related activities are consistently implemented;
2. Plans and coordinates effective and efficient use of risk control tools;
3. Ensures that risk-related information are maintained and retained.
F. QMS Secretariat
1. Provides administrative support to successfully implement and develop
the QMS towards an ISO certification;
2. Facilitates the delivery of specific outputs in-line with the QMS; and,
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3. Plans and coordinates effective deployment and efficient use of
human, financial, and other physical resources for the QMS.
G. QMS Internal Audit Team
1. Determines the conformance of QMS to the planned arrangements and
to the requirements of ISO 9001:2015;
2. Determines whether the QMS is effectively implemented and
maintained;
3. Provides input to management review regarding the results of audits;
4. Keeps track of the implementation of the corrective and preventive
actions for nonconformance raised during audits.
17.0 The Management Commitment
The FSI Management, responsible for the formulation of policies, guidelines and
the efficient conduct of the general operations of the Institute through processes and
procedures, commits to the realization of the goals of the quality management system as
it complies with the government’s directives to promote good governance practices and
strengthen performance management in the workplace.
CLARO S. CRISTOBAL Director-General
