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201 views57 pagesApproved PNP QMS 10262019
Uploaded by
Ormin Ppo PphrddbCopyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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/ 57
Philippine National Police (PNP)
Quality Management System Chapter 4...
Introduction...
a. Background.
b. Purpose
Chapter 2 s ae
Introduction to ISO 9001:201:
a. Quality Management System (QMS)
b. Quality Management Principles
¢. Process Approach.
Chapter 3 oe
‘The PNP Quality Management System
Structure Process Approach...
‘A.Scope of the Quality Management System
8. Externally-Provided Products, Processes, and Services.
C. Policy Management
__PNP Quality Policy ..
D. Performance Evaluation
E. Managing Improvement.
QMS implementation
Chapter 4 wooea persoes ee
PNP ISO 8001:2015 Certifying Process ..
4. Identification of Units to be Certified ......
b, Identification of Core Processes to be Certified...
¢. Bidding and Procurement of Third-Party Auditor and ISO Consuttant.
d. Training of Personnel
©. Unit Readiness and Preparedness ..
f. Third-Party Audit and Certification
g. Improvement...
a. Document Control
b. Records Control
¢. Internal Quality Audit
d. Corrective Action.
BRERERBRELL AAS SBESBRARTS2 Sa mae donna vos
Page 2 of 57 Chapter 1
introduction
a. Background
The Philippine National Police (PNP) as the premier law enforcement
agency of the Philippines is gearing towards excellence, professionalism, and
transparency in the performance of its mandate. As such, among the PNP Program
Thrusts for 2019 is to have a responsive and an Intemational Organization for
Standardization (ISO) compliant PNP front line services, at par with other world-class.
police organizations.
To further enhance the PNP’s core processes, especially its frontline
‘services, a bulk of the appropriations for the PNP under the General Appropriations
Act 2019 (GAA 2019) was devoted to the ISO Certification of identified PNP units.
The primary objective is to instill a Quality Management System (QMS) to the core
processes of the PNP units. The establishment of a management system based on
intemational standards will in effect, improve the overall performance of the PNP
units.
The Government of the Philippines has adopted the ISO 9001:2015
Philippine National Standards to build a quality cufture that characterizes customer-
driven organizations and to further strengthen the global competitiveness of the
government sector.
Several presidential directives and other legislative measures were made
and enacted such as the Executive Order No. 605, “Institutionalizing the Structure,
Mechanisms and Standards to Implement the Goverment Quality Management
Program, Amending for the Purpose Administrative Order No. 161, S. 2006" and
Republic Act No. 9013, also known as the “Philippine Quality Award Act” to ensure
that the government agencies will adhere to ISO Certification. Presently, only the
PNP Crime Laboratory Group's (PNP-CLG's) core processes have been ISO
certified. Thus, all PNP units are directed to undergo ISO Certification to comply with
the aforementioned statutory requirements.
b. Purpose
This introduces the PNP Quality Management System (QMS), its principles
and approach. It also explains the QMS' implementation and applicability to the PNP.
Further, it provides the procedures before, during and after the ISO Certification
Process.
This PNP QMS conforms to the ISO 9001:2015 Standard along with the
documents annexed herein, is purported for the following purposes:
1. Serve as reference in the QMS implementation and continual
improvement;
Page 3 of 57 2. Inform the internal and extemal stakeholders and enable them to
observe and implement the QMS that is being maintained in the PNP;
3. Serve as reference for the identified units (OCPNP, DPL, NCRPO,
HPG, PSPG, PRBS, HS, and FEO) which shall undergo the 2018 PNP
ISO 9001:2015 Certification Process; and,
4. Serve as a guide for the other PNP Units which shall endeavor to
undergo the ISO 9001:2015 Certification Process.
Page 4 of 57 Chapter 2
Introduction to ISO 9001:2015
a. Quality Management System (QMS)
The adoption of a quality management system is a strategic decision for
an organization that can help to improve its overall performance and provide a sound
basis for sustainable development initiatives.
The potential benefits to an organization of implementing a quality
management system based on this Intemational Standard are:
1. The ability to consistently provide products and services that
meet customer and applicable statutory and regulatory
requirements;
2. Facilitating opportunities to enhance customer satisfaction;
3. Addressing risks and opportunities associated with its context
and objectives; and,
4. The ability to demonstrate conformity to specified quality
management system requirements.
This Intemational Standard can be used by internal and external parties.
It is not the intent of this Intemational Standard to imply the need for:
1. Uniformity in the structure of different quality management
system;
2. Alignment of documentation to the clause structure of this
Intemational Standard; and,
3. The use of the specific terminology of this Intemational Standard
within the organization.
The quality management system requirements specified in this
Intemational Standard are complementary to requirements for products and
services.
This Intemational Standard employs the process approach which
incorporates the Plan-Do-Check-Act (PDCA) cycle and risk-based thinking.
The process approach enables an organization to plan its processes and
their interactions.
The PDCA cycle enables an organization to plan its processes and their
interactions.
The PDCA cycle enables an organization to ensure that its processes are
adequately resourced and managed, and that opportunities for improvement are
determined and acted on.
Risk-based thinking enables an organization to determine the factors that
could cause its processes and its quality management system to deviate from the
planned results, to put in place preventive controls to minimize negative effects and
to make maximum use of opportunities as they arise.
Page 5 of 57 Consistently meeting requirements and addressing future needs and
expectations poses a challenge for organizations in an increasingly dynamic and
complex environment. To achieve this objective, the organization might find it
Necessary to adopt various forms of improvement in addition to correction and
continual improvement such as breakthrough change, innovation and re-
organization.
b. Quality Management Principles
This Intemational Standard is based on the quality management principles
described in {SO 9000. The description includes a statement of each principle, a
rationale of why the principle is important for the organization, some examples of
benefits associated with the principle and examples of typical actions to improve the
organizations performance when applying the principle.
The quality management principles are:
1. Customer focus;
2. Leadership;
3. Engagement of people;
4. Process approach;
5. Improvement;
6. Evidence-based decision making; and,
7. Relationship management.
. Process Approach
This International Standard promotes the adoption of a process approach
when developing, implementing and improving the effectiveness of a quality
management system, to enhance customer satisfaction by meeting customer
requirements. Specific requirements considered essential to the ‘adeption ofa
process approach are included.
Understanding and managing interrelated processes as a system
contributes to the organization's effectiveness and efficiency in achieving its intended
a This approach enables the organization to contro! the interrelationships and
iterdependencies among the processes of the system, so that the overall
petomance of the organization can be enhanced.
The process approach involves the systematic definition and management
of processes, and their interactions, so as to achieve the intended results in
accordance with the quality policy and strategic direction of the organization.
Management of the processes and the system as a whole can be achieved using the
POCA cycle (Figure 2) with an overall focus on risk-based thinking (Figure 3) aimed
at taking advantage of opportunities and preventing undesirable results.
The application of the process approach in a quality management system
enables;
1. Understanding and consistency in meeting requirements;
2. The consideration of processes in terms of added value;
3. The achievement of effective processes performance; and
4. improvement of processes based on evaluation of data and
information.
Page 6 of 57 say Manegement 5
ava stom,
~ Pal S io 7
Results of
Pe = the OMS
Customer
requirements
<>
| Check Procucts
ral Act
iDENTIFY
LiDENTIFY ]
| ANALYZE
RiSK i
MANAGEMENT \ ~
Reduce] f [CONTROL
[TRANSFER]
Nf
Page 7 of 57 Chapter 3
The PNP Quality Management System
‘Structure Process Approach
The PNP has adopted a process approach for its QMS. Identification and
management of the high-level processes reduce the potential for nonconforming
products and services found during final processes or after delivery.
Nonconformities and risks are identified and actions are taken within each of the
high-level processes.
The following high-level processes have been identified for the PNP:
Management | Planning
Performance Evaluation
Managing Improvement
Core Processes | Administrative Process of Information/
Communication
Organizational Development Process
‘Commutation of Accumulated Leave
Issuance of FEO Licenses and Permits
Provision of Protective Security
Issuance of Motor Vehicle Clearance
Provision of Health Services at the Out Patient
Department of the PNP General Hospital
Crime incident Reporting and Analysis Process
‘Support ‘Human Resource Management
Documentation Management
Procurement Management
Financial Management
Infrastructure and Work Environment.
Each process may be supported by sub-processes, tasks, or activities.
Monitoring and control of high-level processes ensure effective implementation of all
‘sub-processes, tasks, or activities.
Each high-level process has a process flow which defines:
- Quality objective;
.. Applicable risks and opportunities;
. Applicable inputs and outputs;
}. Responsibilities and authorities;
. Supporting resources; and
Criteria and methods used to ensure effectiveness of the process.
Pgdoene
Page 8 of 57 PNP’s Continual Improvement Process Model
Manaaement
+ PNP Mandate
PNP Mission
“PNP Philosophy
*Core Values
Clients and
Interested rative Process of Information it
pg | rin Diocene A} Provision of Protective Security
* Internal Oraanizational Develooment Process Issuance of Motor Vehicle Cle
OMcest Foro Realn Neda Sari
oe Commutation of Accumulated Leave ‘Department of he PNP General Hosotal
(Community, Tsevance of FEO Licenses and Permits |_| crme indent Reporina and Anatais Process
‘ |
NGOs,
LGUs, LEAs,
& other
stakeholders)
Human
Resources Procurement
Management ‘Management
Infrastructure and
Financial Work Environment
Management Management
Externally-Provided Products, Services and Processes
(Printing of Cards/Holograms/Rilbbons, Janitorial Services, Construction Projects, IT Consultant, Advisory Council)
1ence and interaction of these processes are illustrated in PNP’s Continual Improvement Process Model
Responsive and
‘Timely and accurate
executive decisions
computation and
timely release of
CAL claims
release of licenses,
Permit
Clearances and
protective security
Provide efficient and
effective health
service
Maintenance of
eace and order
Transparency and
accuracy of crime
data A. Scope of the Quality Management System
at. Scope Statement
Based on the analysis of the intemal and extemal issues of concer,
interests of stakeholders, and in consideration of its services, the PNP has
determined the scope of the management system as follows:
The QMS shall apply to the following selected PNP offices and units and
their respective core processes as indicated hereunder:
Unit Core Process
OCPNP Administrative Process of Information/Communication
‘PL ‘Organizational Development Process
PRBS. Commutation of Accumulated Leave.
FEO Issuance of FEO Licenses and Permits
PSPG Provision of Protective Security
HPG Issuance of Motor Vehicle Clearance
HS-OPD PNPGH Provision of Health Services at the Out Patient
of the PNP General Hospital
NCRPO Crime incident Reporting and Analysis Process
a.2. Sites within the Scope
The QMS applies to all processes, activities, and employees within the
PNP pilot sites and units:
Two sites were identified as the location of the eight (8) selected
units/offices of the PNP: Seven (7) Units are located at the National Headquarters,
Philippine National Police, Camp BGen Rafael T Crame, Quezon City; and one (1)
unit is located at the National Capital Region Police Office (NCRPO) in Camp
Bagong Diwa, Bicutan, Taguig City.
The QMS may also be used by other PNP sites.
a.3. Permissible Exclusion
The following clauses of ISO 9001 were determined to be not applicable to the
PNP:
1S0 8007:2015 Title Justification
Clause
7.1.5.2 | Measurement | Applies only to Provision of Medical Services
traceability | at the OPD PNPGH.
Other seven (7) processes do not use.
equipment that need to be calibrated or
validated at regular intervals to ensure valid
results.
83 Design and | Applies only to Organizational Development
Development | Division at the DPL. The seven (7) identified
processes operate in accordance with the
existing standards and laws.
Page 10 of 57 B. Externally-Provided Products, Processes, and Services
Any product, process, or service performed by a third party is considered
an extemal provider and must be controlled. The PNP’s extemal providers and the
control methods applied for each are defined in the Control of External Providers.
b.1. Management Process
Management Leadership and Commitment
The Chief of the Philippine National Police (CPNP) and respective heads
of units provide evidence of its leadership and commitment to the development and
implementation of the QMS and continual improvement of its effectiveness by:
* Taking accountability for the effectiveness of the QMS;
« Ensuring that the quality policy and quality objectives are established for
the QMS and are compatible with the PNP’s context and strategic
direction;
* Ensuring the integration of the QMS requirements into the PNP’s core
processes;
* Promoting the use of the process approach and risk-based thinking;
¢ Ensuring that the resources needed for the QMS are available;
Communicating the importance of effective QMS and of conforming to the
requirements;
¢ Ensuring that the QMS achieves its intended results;
* Engaging, directing, and supporting persons to contribute to the
effectiveness of the QMS;
* Promoting improvement; and
* Supporting other relevant management roles to demonstrate their
leadership as it applies to their areas of responsibility.
b.2. Planning
Strategic Direction
The PNP has reviewed and analyzed its key aspects and stakeholders to
determine its strategic direction. This involves:
a. Understanding our mission, vision, core processes, and scope of the
QMS.
b. Identifying stakeholders who receive our services, or those who avail
these services, or other parties who may otherwise have a significant
Page 11 of S7 interest in the PNP. These parties are identified in the List of Intemal and
Extemal Stakeholder
Understanding intemal and extemal issues that are of concem to the PNP
and its stakeholders. Many such issues are identified through an analysis of risks
facing either PNP or the stakeholders using the Strength, Weakness,
Opportunities, and Threats (SWOT) and/or Political, Economic, Social,
Technological, Legal, Environmental (PESTLE) analyses. Such issues are listed in
the PNP intemal and Extemal Issues Log and are monitored and updated as
appropriate, and discussed as part of management reviews. This information is
then used by the Top Management to determine our strategies direction. This is
defined in records of management review, and periodically updated as conditions
and situations change.
b.3. Risk and Opportunities
The PNP considers risks and opportunities when taking actions within
the QMS. Risks and opportunities are identified as part of understanding the
intemal and extemal issues affecting the PNP and its stakeholders and throughout
all other activities of the QMS
Risks and opportunities are managed in accordance with the Risk and
it ister. This document defines how risks are managed in order to
minimize their likelihood and impact and how opportunities are managed to
improve their likelihood and benefit.
b.4. Quality Objectives
‘When planning for the QMS, the PNP ensures that each process has at
least one objective which is a statement of the intent of the process. Each
objective (primary or secondary) is supported by at least one measures or Key
Performance Indicator (KP!) which is then measured to determine the process’
ability to meet the quality objective. The specific quality objective for each process
is defined in the Scorecards of each unit.
‘These are measured and gathered by process owners or other assigned
Personnel and are presented to the concemed unit during Management Review
(Operational and Strategic). These data are analyzed by the concemed unit to set
goals and make adjustments for the purposes of long-term continual improvement.
Review of the performance of these objectives is recorded in the Management
Review minutes.
When a process does not meet a goal, or a problem is encountered
within a process, the corrective action process is implemented to resolve the
issue.
Page 12 of 57 b.5. Planning of Changes
When PNP determines the need for changes to the QMS or its
processes, these changes are planned, implemented, and then verified for
effectiveness.
If the change necessitates creation of new document or revision of an
existing one, these documents are changed in accordance with the Operating
Guidelines (OG) on Document Control.
C. Policy Management
c.1, Quality Policy
The Top Management recognizes the need for high quality, efficient,
effective, and transparent delivery of public service. To this end, the PNP has
established and implemented a Quality Policy that is appropriate to its purpose
and context and supports its strategic direction.
PNP Quality Policy
Guided by its Mission, Vision, and core values, the Philippine National
Police is committed to provide quality police services to the public with integrity,
honor, and justice.
To attain this, the PNP commits to:
© Optimize the use of its financial and logistical resources;
* Develop competent, motivated, values-oriented and disciplined
personnel;
Develop a responsive and highly professional police organization;
Ensure improvement of crime prevention, crime solution, and
community safety awareness through community-oriented and
human rights-based
. Provide efficient enforcement of the law;
Maintain peace and order,
Provide supervision and control the training and operations of
‘security agencies; and
Continuously improves its systems and procedures in accordance
with ISO 9001:2015 Quality Management System and in
conformity with the provisions of RA 6975 as amended by RA
8551 and further amended by RA 9708, and other applicable
laws.
The quality policy is released as a separate document and is
communicated and implemented throughout PNP.
oe
Page 13 of 57 ¢.2. Organizational Roles, Responsibilities and Authorities
The CPNP has assigned responsibilities and authorities for all relevant
functions in the PNP. These are communicated through a combination of
organizational structure, job description, and in other QMS documentation.
D. Performance Evaluation
a1. Customer Satisfaction
As one of the measurements of the performance of the QMS, the PNP
monitors information relating to customer perception as to whether the PNP has
met customer requirements. The methods for obtaining this information include
among others:
Feedback Mechanism;
Client Satisfaction Survey;
Awards and Certificate of Commendations from clients and stakeholders;
and,
‘TRIMP (Television, Radio, Intermet, Messaging and Print)
The gathered data are then analyzed and fed to the relevant
management within the PNP for the purpose of continual improvement.
d.2. Internal Quality Audit
The PNP conducts intemal quality audits at scheduled intervals to verify
whether quality activities and related results conform to its own QMS
requirements, to the requirements of ISO 9001:2015 and to determine if the QMS
is effectively implemented and maintained.
Based on the Operating Guidelines on intemal Quality Audit, audit
activities shall be planned, taking into consideration the readiness, status and
importance of the PNP processes to be audited and also the results of the
previous audits. The criteria for audit, scope, frequency and methods will be
defined including the selection of auditors who shall perform audits with objectivity
and impartiality.
The results of audits are recorded and reported to relevant management
and the responsible personnel in the audited area. The management responsible
in the area being audited shall take appropriate correction and corrective actions
without undue delay.
Follow-up activities are conducted to verify and record the
implementation and effectiveness of the actions taken. The summary of audit and
results of verification activities are discussed during management reviews.
Page 14 of 57 3. Management Review
The PNP shall conduct management reviews at scheduled intervals to
determine suitability and effectiveness of the QMS. The review shall be led by the
CPNP and/or Heads of other PNP Units.
Inputs to this review include, at a minimum, the following:
1. The status of actionable items and other matters arising from
previous management reviews;
2. Changes in extemal and internal issues that are relevant to PNP
Qs;
3. The effectiveness of actions taken to address risks and
opportunities;
4. Information on the performance of the PNP QMS, including trends.
in:
5. Customer satisfaction and feedback from stakeholders;
6. Monitoring of planned targets;
7. Nonconformities and corrective actions;
8. Audit results;
9. Performance of extemal providers;
10. Adequacy of resources; and,
11. Opportunities for Improvement.
d.4. Review Output
The outputs of management review shall include decisions, actions and
‘commitments related to opportunities for improvement, any need for changes for
QMS or needs for resources. Approved items for improvement are documented
as action plans. Notes are taken, retained as minutes, and made available to the
concemed process owners. Records of management review are retained.
E. Managing Improvement
e.1 Continual Improvement
The PNP ensures continual improvement through suitability, adequacy,
and effectiveness of its QMS based on the results of evaluations conducted and
the outputs of management reviews.
e.2 Non-Conformity and Corrective Action
The PNP has established, implements and maintains Nonconformity and
Corrective Action Procedures to ensure that corrections and corrective actions are
identified and implemented to eliminate the cause/s of nonconformities to prevent
recurrence or occurrences elsewhere. Records of the nature of nonconformities,
Page 15 of 57 ‘subsequent actions, any concessions obtained and identified authority who will
decide on the actions to be taken will be maintained.
e.3 Operations
To provide a quick understanding of the selected core processes, an
Input-Process-Output (IPO) model and a brief description of the processes are
shown below. The IPO models and descriptions of the processes may be
‘supported by other PNP documentations such as Memorandum Circulars (MCs),
Command Memorandum Circular (CMCs), Operating Guidelines (OGs), among
others.
Page 16 of 57 Administrative Process of Communication/information at the OCPNP.
INPUTS MEASUREMENTS
+ Internal document + Accomplishment Report
+ External * Scorecard
document + Feedback Mechanism
PROCESSES
Receipt, barcoding, encoding and
scanning of documents
‘Sorting of documents wth Routing Stip
ourpuTs
‘Barcoded documents encoded in the
ens
Sorted barcoded documents with
RESOURCES land placing of Action Stamp routing sip
SS a ‘Screening of documents by Chiet Clerk Eve Cer courtersign on me
Personnel Reviewing and checking of documents for Proofteader and SL.0's countersign on
+ Hardware and
Sccuracy, completeness. and legal
‘software (CTIS) mest mo
compliance
the document
system ‘Screening and signature of documents by ADMO's countersign on the document
+ Computers, ADMO on action stamp
Painters, ‘Screening of documents by EA and EA's countersign on the document
Scanners, Signature on the acton stamp
SEA\s countersign on the reviewed
‘ocument
CPNP approved and signed documents
+ Review of documents by SEA and
Signature on the action stamp
Approval and Signing of documents by
ere pNP slag documents wth now
Sercose ana notogram
taching of new barcode and hologram of Fe acumen oth routing sip
+ Workplace: approved’signed documents ales as
+ Funds
‘Attaching of routing sip documents vath ‘Scanned copies of CPNP signed
we
ocuments fied in the CTIS
Receiving copy of dispatched
jaocuments
‘Scanning of outgoing documents at the
Message Center
Dispatching of outgoing documents to
oreDs
The Office of the Chief, PNP follows an Administrative Process of communication/information to ensure the provision of
timely and accurate executive decisions of the Chief, PNP to effectively carry out the mission and functions of the PNP.
Upon receipt at the Message Center, documents are logged in the Communication Tracking and Information System
(CTIS). The documents are then reviewed for accuracy, completeness, and legal compliance prior to the
signature/approval of the CPNP. Signed/approved documents are attached with new barcodes and hologram to ensure
the authenticity of the documents and once again logged in the CTIS for scanning. Original signed/approved documents
are then dispatched to the Office of the Chief Directorial Staff (OTCDS) for distribution to appropriate PNP office/unit
concerned.
Page 17 of 57 Organizational Development Process (DPL)
MEASUREMENTS
+ Periodic Reports
+ Performance Reports
+ Recommendations from Offices/Units
+ Table top review and audit
INPUTS
+ Result of organizational
aucit and amendment
of existing plans,
policies system and
procedures and
organizational
structures.
Emerging threats and
Inputs to policing
‘Submitted proposals
Records and Crime
Statistics
PROCESSES
+ Review and assessmentof proposals for
activation, deactivation, restructuring and
strengthening of units
+ Preparation of complete staff work
+ Consultative meetings and coordination with
concerned PNP units
+ Monitoring of OD proposals for approval of
‘OCPNP & NAPOLCOM
+ Dissemination of approved for
implementation proposals
RESOURCES
+ PNP-OPL Personnel
+ Computer Hardware
and Software
+ PNP Policies and
Guidelinasiiseuance
‘sIGeneral Orders!
Napolcom
Resolutions
ouTPUTS
+ Approved organizational structure and
staffing pattern
+ Approved recommendations
+ Accomplishments Report
The IPO model of the Directorate for Plans represents the existing framework of the Organizational Development Process flow. It
is the framework that presents the requirements, processes and the outputs of the Organizational Development Division. It also
‘specifies the resources and tools needed to make the OD process flow.
Page 18 of S7 Commutation of Accumulated Leave (PRBS)
INPUTS,
+ For Retiring Separated Personnel
“Retoment Order
“Latest Promton Order
“Service Recors
Breakdown of
Commutation Ox
*DUIDCClearances,
SALN of Preceding Ye
+ For Deceased Personne!
Posthumous Order
PSA Death Coicate
fe Crests
“Approved Line of Duty Status(LOD)
Procesdings|
Commutation Order
‘DL/DC Clearances
*SALN of Preceding Ye
“PSA Documents
+ Harte:
‘Marriage Contract
‘Advisory anbariage (Husband 6 Vite)
“bith Centieateofcrtren
“Binh Cetifeate of ite
+ Ht single (ditional Requirement):
staarnage Contractof Parents! OR
*Certtcatect Single Blesseaness
+ For Dismissed Personnel
+ DismissalSeparation Order
“Latest Promotion Order
"Service Record
“Breakdown ofteave Credits
“Commutation Order
"UDC Ciearanees
*SALN of Preceging ¥
RESOURCES
Computer Equipment and Datsbase,
Trained Personne! Forms, Facies
Client
MEASUREMENTS
+ Accomplishment Report
+ ‘Scorecard
+ Feedback Mechanism
PROCESSES
RRecordthe document for monitoring
fication on PAIS-RMS.
reparation of Computation Sh
Processor
‘Checking and Validation by the Drvsion Chiet
reparation of Voucher
‘Signing of Voucher by the D. PRES
Endorsementof Voucherto DC
ourpurs.
ty he
Accurate computation and
imelyelease of CAL clans
Recordthe document fer monitoring
\Vertication on PAIS-RMS.
reparation of Computation Sheet by the
Processor
‘Checking and Validation by the Division Chiet
Endorsementto Adjudication Secton forthe
