Fiji - Public Service Commission - Strategic Plan 2011 to 2014
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Transcript of Fiji - Public Service Commission - Strategic Plan 2011 to 2014
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Strategic Plan 201 1 - 2014 Page 1
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TABLE OF CONTENTS
Page
1. Foreword by the Prime Minister 1
2. Statement by the Permanent Secretary of the Public Service 2
3. An Overview The Public Service Commission
Our Vision 3 Our Mission 3
Values 3 Roles and Functions 4
Plans and Planning Process 6
4. The Public Service Commission Strategic Plan 2011 2014
Strategic Framework 2011 2014 7 Challenges and Issues 8
PSC 2011 2014 Strategies 9 RDSSD 2009 2014 Policy Objectives, Strategies & Key Performance Indicators 11
5.
Monitoring and Evaluation of the Public Service Commission Monitoring and Evaluation Approach 20
6. Financial Projection Framework 2011 - 2014 21
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FOREWORD BY THE HONOURABLE PRIME MINISTER
VOREQE BAINIMARAMA
The 2011 2014 Strategic Plan for the Public Service Commission (PSC) is focused onbuilding a new culture in Civil Service which is performance and service oriented as well asaccountable and ethical. It is a vital document which directs the delivery of progressivehuman resource policies and programmes for effective realization of such a focus.
As Governments Central Personnel Authority, the PSC will be taking a leading role in theimplementation of Governments vision of Building a Better Fiji for all, by working togetherwith various Ministries, Departments of Government and its stakeholders and by enhancingand closely monitoring the effective delivery of services to the people of Fiji.
There will be more changes implemented to right size the civil service, enhance efficiencies,improve ethics and professionalism and overall bring about better delivery of services forbenefit of ordinary members of the public.
I am confident the strategic direction which the Commission has decided to take in this Planwill assist in our overall efforts to building a peaceful and a more progressive Fiji.
Commodore Voreqe BainimaramaPrime Minister and Minister for Public Service; Peoples' Charter for Change;
Information, National Archives & Library Service; Finance; Strategic Planning,National Development & Statistics; iTaukei Affairs; Provincial Development & Sugar.
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STATEMENT BY THE PERMANENT SECRETARY
PARMESH CHAND
The Public Service Commission under the States Services Decree No. 6 of 2009 is theCentral Personnel Authority for the Public Service and is responsible for the effectivemanagement and development of the human resources, organizational and systemsmanagement and ensuring the continuous improvement of the entire service.
To achieve this, the Commission will be taking the following strategies directions:
Determine the right size and structure of the civil service through appropriateconsultations and reviews;
Provision of policies, programmes and work tools to create the environmentnecessary for attainment of optimum levels of productivity and efficiencies; and,
Investment in manpower planning and development in an effort to ensure that thereexist skills sets, ethics, discipline and professionalism throughout the civil service.
These strategies very well complement Governments overall objective of developing a newculture in the public service which is performance and service oriented as well asaccountable and ethical as endorsed in the Peoples Charter for Change, Peace andProgress.
..Mr. Parmesh ChandPermanent Secretary for the Public Service
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A newly cultured c ivil servic e d riven to wa rds p rod uc tivity throug h
visionary leadership
To d evelop a nd m anag e huma n resourc es a nd gove rnme nt assets
for the p romo tion of p rofe ssiona lism a nd produc tivity in the Pub licService
An Overview The Public Service Commission
VISION
MISSION
VALUES
Our values are encompassed in the Public Service Act, 1999:
Tradit ional administrat ive values such as:
Accountability Commitment
Fairness
Integrity
Honesty Impartiality
Political Neutrality
Cit izenship values such as:
Courtesy
Openness Partnership
Equity
Responsiveness
Transparency
Responsibility
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ROLES AND FUNCTIONS OF THE PUBLIC SERVICE COMMISSION
The Public Service Commission has State functions as stipulated in the State Services Decree no. 6and statutory functions as in the PSC Act 1999. It is the Central Agency responsible for the effectivemanagement and development of human resources; organizational and systems management andthe continuous improvement of public services.
STATE SERVICES DECREE FUNCTIONS
Under Section 12 (1) (2) (5) of the State Service Decree no. 6 of 2009, the Public ServiceCommission has the following functions:
(a) to make appointments to public offices;(b) to remove persons from public offices;(c) to take disciplinary action against holders of public offices
STATUTORY FUNCTIONS
In addition to its State Service Decree functions, the Public Service Commission has the followingstatutory functions under Section 11 of the Public Service Act of 1999 (Part 3):
(a) to consider and report to the Government on public service issues(b) to promote and uphold the Public Service Values and the Public Service Code of
Conduct, and to monitor and evaluate i. the extent to which ministries, departments and parliamentary bodies have adopted the
Public Service Values;ii. the extent to which the structure of the public service supports the Public Service
Values;iii. the adequacy of the systems and procedures in ministries/ departments and
parliamentary bodies for ensuring compliance with the Public Service Code of Conduct(c) develop, promote, review and evaluate public service employment policies and practices(d) to facilitate continuous improvement in human resources management in the public
service;(e) to provide or facilitate training and career development for the public service (including
public service examinations) and to coordinate and support service-wide training andcareer development opportunities in the public service in so far as those functions are notperformed by some other body;
(f) to contribute to, and foster leadership in the public service(g) to review, and advice the Government, on the structure, size and composition of the
public service, including the creation, amalgamation and abolition of ministries anddepartments, the functions of departments, and staffing levels in ministries;
(h) to perform in relation to employees the functions of an employer including but not limitedto the classification of employee:
i. the duties of employees, and the places where they are to be performed;ii. the transfer of employees to and between Ministries & Departments;iii. the setting of remuneration and other terms of employment; unless another written
law confers those functions on some other person or body in relation to anyemployee or class of employee;
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(i) to ensure that adequate office accommodation is provided for the public service;(j) to supervise physical working conditions in the public service as required;(k) if requested to give advice and assistance to ministries; departments and other
service commissions in relation to public service issues; and(l) to perform any other functions given to the Commission by or under the Act of any
other written law.
The Public Service Commission (PSC) is responsible for the employment of civil servants andimplementation of disciplinary measures aimed at ensuring the integrity and efficiency of the civilservice.
It is accountable to the Government for the promotion of public service Values and the PublicService Code of Conduct. It is also responsible for promoting continuous improvement across theCivil Service including the performance management system that encompasses the monitoring ofthe core deliverables of the Permanent Secretaries.
The Public Service provides secretariat support to the following Commissions: Public Service Commission Higher Salaries Commission
Functions of the Higher Salaries Commission
The functions of the Commission under Section (11) of the Higher Salaries Commission Act 1983are:
(a) to consider and determine the salaries of the Chief Executive Officer of each of thecorporations and bodies specified in the first schedule of the HSC Act and the salaries of theholders of such other offices in those corporations and bodies as the Commission mayprescribe;
(b) to consider and determine the salary of the Chief Executive Officer of every such company
and the salaries of the holders of such other offices in those companies as the Commissionmay prescribe;
(c) to consider and determine the salary of every Permanent Secretary and supervising officerappointed pursuant to section 82 of the Constitution and the salaries of the holders of suchother public offices;
(d) to consider and determine the salaries of the Chief Executive Officer of every city, town anddistrict council constituted under the Local Government Act and the salaries of the holders ofsuch other offices in those councils as the Commission may prescribe; and
(e) to carry out such other functions as may be conferred or imposed upon it by this Act or anyother written law.
In 1998, Higher Salaries Commission [HSC] was empowered by Law to look after the remunerationof Judges and Independent State Services Commission, which previously came under theprescription of the Salaries Act.
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Public Service Commission Plans and Planning Process
The most important planning documents that are currently in existence at PSC are: four yearsstrategic plan, an annual corporate plan and divisional business plans that guide and set thedirections for PSC activities during the years.
The planning process and plans have taken into account the needs of our stakeholders, customersand the people of Fiji, Government of Fijis Presidents Mandate, The Peoples Charter for Change,Peace and Progress, SEEDS and Ministries of Finance and Strategic Planning Requirements assuggested in Figure 2 below.
O
PRESIDENTSMANDATE
PEOPLESCHARTER FOR CHANGE, PEACE AND
PROGRESS, SEEDS, ROAD MAP
PSC ANNUAL CORPORATE PLAN
DIVISIONAL BUSINESSPLAN
INDIVIDUAL WORK PLAN
Figure 2: Relationship between PSC plans and related Government of Fiji plans,
commitments and requirements
PSC STRATEGIC PLAN
SUCCESSION PLANLEARNING &
DEVELOPMENT PLAN
STRATEGIC WORKFORCE PLAN
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PRESIDENTS MANDATE, PEOPLES CHARTER FOR CHANGE, PEACE & PROGRESS,
ROADMAP FOR ECONOMIC EMPOWERMENT AND SUSTAINABLE DEVELOPMENT
A BETTER FIJI FOR ALL
STRATEGIC FRAMEWORK 2011 2014
A NEWLY CULTURED CIVIL SERVICE DRIVEN TOWARDS PRODUCTIVITY THROUGH VISIONARY
LEADERSHIP
PERFORMANCE PORTFOLIO STATEMENTS (PPS) 2011 - 2014
STRATEGIC
PLATFORM 1
Organisational
Management
STRATEGIC
PLATFORM 3
Human
Resource
Development
STRATEGIC
PLATFORM 2
Productivity
Management
DIVISIONAL OUTPUTS FROM 2011 - 2014
Ensure Effective, Enlightened and Accountable Leadership
Enhancing Public Sector Efficiency, Performance, Effectiveness and Service Delivery
Reducing poverty to a negligible levelMaking Fiji a knowledge-based society
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Public Service Commission Str ategic Plan 2011 - 2014
Challenges and Issues
The main challenges and issues that will be taken into consideration in the implementation of theplan lie in the areas highlighted below:
Our Public Sector which includes the Civil Service must be efficient and effective in terms of
both its capacity and performance.
In its service delivery role, our Public Sector often fails to meet the expectations of the
people of Fiji; and this adversely affects the peoples lives, in particular the poor in our
communities.
The Public Sector is characterized by lack of established service standards, ineffective worksystems, and ineffectual leadership, lack of transparency and accountability and low
productivity.
The Civil Service is too large for a small nation.
The Public Sector is ineffective in the evaluation and review of existing and developmentand formalisation of new policies
The Public Sector workforce needs to be developed to meet required competencies to
address the changing manpower needs
State Services Decree allows involvement of Ministers in appointments, promotions andtransfers of civil servants at below SES level.
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PSC 2011 2014 Strategies
The PSC through the implementation of its Strategic Plan has aligned itself to the outcomes of the
Peoples Charter for Change, Peace and Progress to:
Pillar 3: Ensure effective, enlightened and accountable leadership
Pillar 4: Enhance public sector efficiency, performance effectiveness and service delivery
Pillar 8: Reducing poverty to a negligible level
Pillar 9: Making Fiji a knowledge-based society
The long term strategies for the achievement of the above outcomes are as follows:
PILLAR 3 PILLAR 4 PILLAR 8 PILLAR 9
Enact and effectivelyenforce, a Code of Conduct
for Public Servants
Develop a leadership model
and vision which clarifies thelegitimate roles of electedand non-elected leaders in ademocratic Fiji, with
emphasis on honesty,integrity, professional ethicsand service to communities
Enhance, support andensure the participation of
women leaders at all levelsof decision making
Step up and enhance
training and development ofpublic leaders includingparliamentarians, traditional,
civic and community as wellas youth and women leaders
Increase public awareness,
including civic education atschool level, on keyleadership principles
Develop a vision for Fijis PublicSector for the 21st Century that
seeks to build a new culture inthe public service which isperformance and service-oriented as well as accountable
and ethical
Separate the constitutional and
statutory powers of the PublicService Commission (PSC) andstrengthen the independence of
the PSC
Remove political interference in
the public sector
Accelerate the right-sizing ofthe public sector through
restructuring , modernizinghuman resources managementand remuneration, rebuilding
the capacity of the publicservice; and introducing e-governance
Introduce Service Charters inall ministries and departmentsoutlining services to be
provided and the performanceindicators to be met
Ensure affirmative actionprogrammes are needs based
Align affirmative actionprogrammes to a sharedsocial justice preamble
Ensure access to qualityeducation for all
Increased access totertiary and high education
Improve the financing ofeducation
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PILLAR 3 PILLAR 4 PILLAR 8 PILLAR 9
Enhance the corporate
governance of publicenterprises through theintroduction of a national codeof corporate governance and
the implementation of a directordevelopment programs for allboards of public enterprises
Compulsory training of civilservants at all levels
Effective application andenforcement of merit basedappointment in the Public
Service
In its service delivery role, our
public sector must meet the
expectations of the people ofFiji; as failure will adversely
affect the peoples lives, inparticular the poor in ourcommunities
The Public Sector must have
established service standards,
effective work systems,
effective leadership,
Transparency and
accountability and high
productivity
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RDSSD 2009 2014: POLICY OBJECTIVES, STRATEGIES & KEY
PERFORMANCE INDICATORS PUBLIC SECTOR REFORM
GOAL: To improve public service delivery and improve public sector efficiency and effectiveness
through public sector reforms
OBJECTIVES STRATEGIES KEY PERFORMANCE
INDICATORS
Improve performanceand efficiency (costeffectiveness) of thePublic Service
Public Sector Institutional development andalignment (A whole of governmentapproach)
Functional review of all Ministries todetermine the most appropriate andsuitable functions and structure in thecurrent economic environment
Guideline for the establishment ofMinistries/ Departments
Cost of the Public Service reduced by30% by 2011
Develop Public Sector Reform Roadmapand expedite reform process Roadmap developed for the Public
Sector Reform
Public Sector Accountability Monitoringand evaluation capacity development andmanagement
Institutional monitoring and evaluationframework (policies and practices) inplace
Independent survey by external body
yearly
Development of Leadership capacity Development and Management Planand Program for (Categories ofLeaders)
Specific area requiring improvement to beincorporated in PSs Annual PerformanceAgreement (APA) with incentives to bebased on demonstrated achievements
APA incorporates required areas forimprovement
Review and improve Terms and Conditionsof Employment
Relevant policies to be reviewed
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OBJECTIVES STRATEGIES KEY PERFORMANCE
INDICATORS
Improving the qualityof services
Promote Innovations and BestManagement Practices in Public Servicedeliveries
Service wide implementation of theService Excellence Framework
Annual Evaluation of the Implementationof Service Excellence
Service Excellence Evaluation resultshighlight major improvement inorganisational management systems andservice delivery
Introduction of Service Charters
Improve EmployeePerformance
National HRMD Plan developed
Human Resource Management capacitydevelopment in the public sector
Recognition and Rewards Systems basedon productivity and meritoriousperformance
National HRMD Plan developed
Reorganisation of Public Sector trainingbased on Capacity Needs Assessmentand addressing specific and positionrelated skills development
Development of a Framework forrecognition and rewards
All ethnic groupsenjoy an improvedquality of life andstandard of living
Mid-term review to improve theeffectiveness of the social justice andaffirmative action program.
Recovery in student loan schemeincreased from 1.5% to 50%
Making Fiji aknowledge basedsociety
Provision of scholarships according tothe national HR needs
Increased number of graduates fromtertiary institutions
Government bond obligations fulfilled
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POLICY OBJECTIVES, STRATEGIES & KEY PERFORMANCE INDICATORS PUBLIC
SERVICE COMMISSION
a) IMPROVE PERFORMANCE AND EFFICIENCY (COST EFFECTIVENESS) OF THEPUBLIC SERVICE
STRATEGIC PLATFORM 1: ORGANISATIONAL MANAGEMENT
BROAD
STRATEGIES
PSC STRATEGIES PERFORMANCE INDICATORS
Public SectorInstitutionaldevelopment and
alignment
(A whole ofgovernment approach)
Align and re-design the structureof the Machinery of Government
Review of the GovernmentMachinery system
Formulation of a Guideline for
the establishment of Ministries
and Departments
Functional review of all Ministries todetermine the most appropriate andsuitable functions and structure in the
current economic environment
Reduction in the cost of the Public Service
Completion of the Job Evaluation Exercise
Reviewed Government Machinery
Guideline for the establishment of
Ministries and Departments
Review, adoption, monitoringand evaluation of the OfficeSpace Guideline
Review, adoption, monitoringand evaluation of the Housing /Quarters policy
Office Space Guideline
Commercialization of GovernmentHousing / Quarters
Develop of a HRMIS IntegratedDatabase
HRMIS Integrated Database
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BROAD STRATEGIES PSC STRATEGIES PERFORMANCE INDICATORS
Public Sector
Accountability Monitoring andevaluation capacitydevelopment andmanagement
Improve HR policy development, co-
ordination, monitoring and evaluation
Framework for institutional monitoring and
evaluation of policies
Established PSC Research, Monitoring &Evaluation Unit
Review and ImproveTerms and Conditionsof Employment
Review existing policies andformulation of new policies onemployee relations
Monitoring and evaluation of the
Public Service Act andRegulations
Review, adoption, monitoring andevaluation of all other policies onthe Public Service Terms &Conditions of Employment
Mordenised terms and conditions ofemployment
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b) IMPROVING THE QUALITY OF SERVICESTRATEGIC PLATFORM 2: PRODUCTIVITY MANAGEMENT
BROAD STRATEGIES PSC STRATEGIES PERFORMANCE INDICATORS
Promote Innovations andBest Management Practicesin Public Service deliveries
Improve work standards through theholistic application of excellent businesspractices and cycles of continuousimprovement
Responsive & efficient public servicedelivery standards
Service wide implementation of theService Excellence Framework
Service Excellence Framework
Documentation/ publication of bestpractises in the public service
Create a culture of commitment to
identifying and meeting customer
requirements throughout Whole of
Government within available resources
Service Charters for all Governmentagencies
Specific area requiringimprovement to be
incorporated in PSsAnnual PerformanceAgreement (APA) withincentives to be based ondemonstratedachievements
Mandatory inclusion of PSCs HRpolicies as Permanent Secretarys
deliverables
Agencies compliant with PSCs HR policies
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c) IMPROVE EMPLOYEE PERFORMANCESTRATEGIC PLATFORM 3: HUMAN RESOURCE DEVELOPMENT
BROAD STRATEGIES PSC STRATEGIES PERFORMANCE INDICATORS
Human ResourceManagement capacitydevelopment in the publicsector
Adopt a highly pragmatic approach tomaximising the effectiveness of all levelsof staff
Formulation, adoption, monitoringand evaluation of a HumanResource Management PolicyFramework for the Public Service
Formulation, adoption, monitoringand evaluation of the Public ServiceStrategic Workforce Plan,Succession Plan & Learning andDevelopment Plan
Human Resource Management PolicyFramework for the Public Service
HR manuals for all Government agencies
Development ofLeadership capacity
Implementation of a leadership model inthe service
Leadership competency framework forpublic sector leaders
Recognition and RewardsSystems based onproductivity andmeritorious performance
Develop a culture through strengthenedemployee involvement, transparency inthe change process, rewards for teamwork, recognition of individual efforts andconsultations with stakeholders
Review, adoption, monitoring andevaluation of the Public ServicePerformance Management System/Performance Appraisal System
Strengthen the implementation ofthe Planning and AccountabilityFramework
Modernised Performance ManagementSystem/ Performance Appraisal System
Planning and Accountability Framework
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BROAD STRATEGIES PSC STRATEGIES PERFORMANCE INDICATORS
Mid-term review to improvethe effectiveness of thesocial justice and affirmativeaction program.
Transparent scholarship and loan
system
Develop legislation for mandatory
loan repayment.
50% of student loan recovered
Legislation for mandatory loan repayment
in place
Provision of scholarshipsaccording to the nationalHR needs
Transparent scholarship system Workforce skills demand and supplyaddressed
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PUBLIC SERVICE COMMISSION - POLICY OBJECTIVES, STRATEGIES 2011 2014
2011 2012 2013 2014
PRODUCTIVITY MANAGEMENT
Responsive and efficient public service delivery standards
v v
Service Excellence Framework
v v v v
Documentation / publication of best practises in the public servic v
Agencies compliant with PSCs HR policies
v v v v
2011 2012 2013 2014
ORGANISATION MANAGEMENT
Functional review of all Ministries to determine the most appropriate and suitable
functions and structure in the current economic environmentAlign and redesign the structure of the Machinery of Government v v
Review of the Government Machinery
v v
Guideline for the establishment of Ministries and Department
v
Reduction in the cost of the Public Servic
v
Completion of the of Job Evaluation Exercise Findings
v v
Office Space Guidelin
v
Commercialization of Government Housing / Quarters
v v
HRMIS Integrated Databas
v v
Policy advice guideline/ framework on policy development, analysis andmonitoring
v v v v
Framework for institutional monitoring and evaluation of policie
v
Established PSC Research, Monitoring & Evaluation Unit
v
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2011 2012 2013 2014
HUMAN RESOURCE DEVELOPMENT
Human Resource Management Policy Framework for the Public Service
v v v v
Human Resource manuals for all Government Agencies
v v v v
Implementation of a leadership model in the servic
v v v v
Leadership competency framework for public sector leaders
v v v v
Mordenised Performance Management System / Performance Appraisal System
v v v v
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Monitoring and Evaluat ion of the Publ ic Service Commission
The strategies and activities designed within the Strategic Development Plan and the Annual Corporate
Plans are intended for the holistic continuous improvement and development of the Civil Service.
To achieve the vision of the Civil Service, the PSC intends to achieve all its outcomes and will strengthen its
monitoring mechanism to ensure that it actually gets there.
Monit oring Levels
There will be four levels of monitoring of the PSCs plans using the relevant templates developed:
1. Monitoring of Divisional Operational Plans (Business Plans) at Divisional level by Directors2. Monitoring of the PSCs Annual Corporate Plan at organisational level by CSU3. Monitoring of the implementation of the PSC Strategic Plan at organisational level by CSU4. Monitoring of implementation of the Roadmap at National level by the SFCCO
Monit oring Strat egies
i. Monitoring of Divisional Operational Plans (Business Plans)
a. Each officer is expected to achieve all their targets as stated in their Individual Work Plansb. Heads of Sections will compile all Individual reports into the Sections Monthly Reports
c. Copies of evidence of achievements must be collected from individual officersd. The monthly report of the section will be included in the Divisions monthly Business plan
implementation report
ii. Monitoring of the Annual Corporate Plan
a. Each Division will provide their monthly report on the implementation of the Annual Corporate Planto CSU who will compile PSCs monthly report for presentation to Senior Management
b. Monthly reports from Divisions must include evidences which will be compiled by CSU
iii. Monitoring of the Public Service Strategic Plan 2011 -2014a. The monitoring of the PSC SDP will be done on an annual basis
b. The Annual Reports of the PSC will be compiled from the accumulative monthly reports of theAnnual Corporate Plans
c. The costs of achieving the SDP strategies and targets will be compared to the overall costs as pertotal plan
d. The SDP is a forward planning document and assumption should be taken into account. Monitoringwill also include the realities of the assumptions.
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Financial Project ion Framework 2011 2014
The following gives a summary of the recurrent expenditure projections in each of the strategic platform
areas and outputs from 2011 -2014
2011 2012 2013 2014
ORGANISATION MANAGEMENT
Reviewed Government Machinery
$300,000
$2m Nil Nil
Functional review of all Ministries to determine the mostappropriate and suitable functions and structure in thecurrent economic environment
$2m
Nil Nil
Guideline for the establishment of Ministries andDepartments
Nil Nil Nil
Reduction in the cost of the Public Servic Nil Nil Nil
Completion of the Job Evaluation Exercise Findings Nil $2m $2m Nil
Implementation of a HR Integrated Databas Nil $2m $2m Nil
HRMIS Integrated Database
Office Space Guideline
$22,423,600
Nil Nil Nil
Commercialisation of Government Housing / Quarters $22,423,600 Nil Nil
Framework for institutional monitoring and evaluation ofpolicies
$3,984,300 Nil Nil Nil
Established PSC Research, Monitoring & Evaluation Unit
Modernized terms and conditions of employment $644,800 $644,800 $644,800 $644,800
PRODUCTIVITY MANAGEMENT
Responsive and efficien public service delivery standards $639,400 $639,400 Nil Nil
Service Excellence Framework Nil $200,000 $200,000 $200,000
Documentation / publication of best practises in the publicservice
$19,000 $19,000 $19,000 $19,000
Service Charters of all Governm nt agencies
Agencies compliant with PSCs HR policie $109,900 $109,900 $109,900 $109,900
HUMAN RESOURCE DEVELOPMENT HR manuals for all Government agencie $5,000 $5,000 $5,000 $5,000
Human Resource Management Policy for the PublicService
$1,654,700 $1,654,700 $1,654,700 $1,654,700
Leadership competency framework for public sectorsleaders
$160,000 $160,000 $160,000 $160,000
Modernized Performance Management System /Performance Appraisal System
Nil Nil Nil Nil
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Planning and Accountability Framework Nil Nil Nil Nil
50% of student loan recovere $15,655.000 $15,655,000 $15,655.000 $15,655,000
Legislation for mandatory loan repayment in plac
Workforce skills demand and supply addresse
TOTAL $45,595,600 $49,511,400 $22,448,400 $18,448,40
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