Fiji - Public Service Commission - Strategic Plan 2011 To 2014

Public Service Commission
Strategic Plan 2011 - 2014
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TABLE OF CONTENTS
Page
1. Foreword by the Prime Minister 2. Statement by the Permanent Secretary of the Public Service 3. An Overview The Public Service Commission Our Vision Our Mission Values Roles and Functions Plans and Planning Process 4. The Public Service Commission Strategic Plan 2011 2014 Strategic Framework 2011 2014 Challenges and Issues PSC 2011 2014 Strategies RDSSD 2009 2014 Policy Objectives, Strategies & Key Performance Indicators
1 2
3 3 3 4 6
7 8 9 11
5. Monitoring and Evaluation of the Public Service Commission Monitoring and Eva luation Approach 6. Financial Projection Framework 2011 - 2014
20
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 on building a new culture in Civil Service which is performance and service oriented as well as accountable and ethical. It is a vital document which directs the delivery of progressive human 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 the implementation of Governments vision of Building a Better Fiji for all, by working together with various Ministries, Departments of Government and its stakeholders and by enhancing and 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 for benefit of ordinary members of the public. I am confident the strategic direction which the Commission has decided to take in this Plan will assist in our overall efforts to building a peaceful and a more progressive Fiji.
Commodore Voreqe Bainimarama Prime 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 the Central Personnel Authority for the Public Service and is responsible for the effective management and development of the human resources, organizational and systems management 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 appropriate consultations and reviews; Provision of policies, programmes and work tools to create the environment necessary for attainment of optimum levels of productivity and efficiencies; and, Investment in manpower planning and development in an effort to ensure that there exist skills sets, ethics, discipline and professionalism throughout the civil service.
These strategies very well complement Governments overall objective of developing a new culture in the public service which is performance and service oriented as well as accountable and ethical as endorsed in the Peoples Charter for Change, Peace and Progress.
.. Mr. Parmesh Chand Permanent Secretary for the Public Service
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An Overview The Public Service Commission

VISION
A newly cultured civil service driven towards productivity through visionary leadership
MISSION
To develop and manage human resources and government assets for the promotion of professionalism and productivity in the Public Service
VALUES
Our values are encompassed in the Public Service Act, 1999:
Traditional administrative values such as:

Accountability Commitment Fairness Integrity Honesty Impartiality Political Neutrality
Citizenship 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. 6 and statutory functions as in the PSC Act 1999. It is the Central Agency responsible for the effective management and development of human resources; organizational and systems management and the 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 Service Commission 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 following statutory functions under Section 11 of the Public Service Act of 1999 (Part 3): (a) (b) to consider and report to the Government on public service issues 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 develop, promote, review and evaluate public service employment policies and practices to facilitate continuous improvement in human resources management in the public service; to provide or facilitate training and career development for the public service (including public service examinations) and to coordinate and support service-wide training and career development opportunities in the public service in so far as those functions are not performed by some other body; to contribute to, and foster leadership in the public service to review, and advice the Government, on the structure, size and composition of the public service, including the creation, amalgamation and abolition of ministries and departments, the functions of departments, and staffing levels in ministries; to perform in relation to employees the functions of an employer including but not limited to 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 any employee or class of employee;
(c) (d) (e)
(f) (g) (h)
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(i) (j) (k) (l)
to ensure that adequate office accommodation is provided for the public service; to supervise physical working conditions in the public service as required; if requested to give advice and assistance to ministries; departments and other service commissions in relation to public service issues; and 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 and implementation of disciplinary measures aimed at ensuring the integrity and efficiency of the civil service. It is accountable to the Government for the promotion of public service Values and the Public Service Code of Conduct. It is also responsible for promoting continuous improvement across the Civil Service including the performance management system that encompasses the monitoring of the 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 1983 are: (a) to consider and determine the salaries of the Chief Executive Officer of each of the corporations and bodies specified in the first schedule of the HSC Act and the salaries of the holders of such other offices in those corporations and bodies as the Commission may prescribe; (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 Commission may prescribe; (c) to consider and determine the salary of every Permanent Secretary and supervising officer appointed pursuant to section 82 of the Constitution and the salaries of the holders of such other public offices; (d) to consider and determine the salaries of the Chief Executive Officer of every city, town and district council constituted under the Local Government Act and the salaries of the holders of such 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 any other written law. In 1998, Higher Salaries Commission [HSC] was empowered by Law to look after the remuneration of Judges and Independent State Services Commission, which previously came under the prescription 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 years strategic plan, an annual corporate plan and divisional business plans that guide and set the directions for PSC activities during the years. The planning process and plans have taken into account the needs of our stakeholders, customers and 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 as suggested in Figure 2 below.
Figure 2: Relationship between PSC plans and related Government of Fiji plans, commitments and requirements
PRESIDENTS MANDATE PEOPLES CHARTER FOR CHANGE, PEACE AND PROGRESS, SEEDS, ROAD MAP
PSC STRATEGIC PLAN
O PSC ANNUAL CORPORATE PLAN
STRATEGIC WORKFORCE PLAN
DIVISIONAL BUSINESS PLAN
LEARNING & DEVELOPMENT PLAN
SUCCESSION PLAN
INDIVIDUAL WORK PLAN
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STRATEGIC FRAMEWORK 2011 2014
A BETTER FIJI FOR ALL
PRESIDENTS MANDATE, PEOPLES CHARTER FOR CHANGE, PEACE & PROGRESS, ROADMAP FOR ECONOMIC EMPOWERMENT AND SUSTAINABLE DEVELOPMENT
Ensure Effective, Enlightened and Accountable Leadership Enhancing Public Sector Efficiency, Performance, Effectiveness and Service Delivery Reducing poverty to a negligible level Making Fiji a knowledge -based society
A NEWLY CULTURED CIVIL SERVICE DRIVEN TOWARDS PRODUCTIVITY THROUGH VISIONARY LEADERSHIP
STRATEGIC PLATFORM 1 Organisational Management
STRATEGIC PLATFORM 2 Productivity Management
STRATEGIC PLATFORM 3 Human Resource Development
PERFORMANCE PORTFOLIO STATEMENTS (PPS) 2011 - 2014
DIVISIONAL OUTPUTS FROM 2011 - 2014
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Public Service Commission Strategic Plan 2011 - 2014 Challenges and Issues
The main challenges and issues that will be taken into consideration in the implementation of the plan 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 work systems, 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 development and 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 and transfers 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
Enact and effectively enforce, a Code of Conduct for Public Servants Develop a leadership model and vision which clarifies the legitimate roles of elected and non-elected leaders in a democratic Fiji, with emphasis on honesty, integrity, professional ethics and service to communities Enhance, support and ensure the participation of women leaders at all levels of decision making Step up and enhance training and development of public leaders including parliamentarians, traditional, civic and community as well as youth and women leaders Increase public awareness, including civic education at school level, on key leadership principles
PILLAR 4
Develop a vision for Fijis Public Sector for the 21st Century that seeks to build a new culture in the public service which is performance and serviceoriented as well as accountable and ethical Separate the constitutional and statutory powers of the Public Service Commission (PSC) and strengthen the independence of the PSC Remove political interference in the public sector Accelerate the right- sizing of the public sector through restructuring , modernizing human resources management and remuneration, rebuilding the capacity of the public service; and introducing egovernance Introduce Service Charters in all ministries and departments outlining services to be provided and the performance indicators to be met
PILLAR 8
Ensure affirmative action
PILLAR 9
Ensure access to quality
programmes are needs based programmes to a shared social justice preamble
education for all
Align affirma tive action
Increased access to
tertiary and high education education
Improve the financing of
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PILLAR 3
PILLAR 4
Enhance the corporate governance of public enterprises through the introduction of a national code of corporate governance and the implementation of a director development programs for all boards of public enterprises Compulsory training of civil servants at all levels Effective application and enforcement of merit based appointment in the Public Service In its service delivery role, our public sector must meet the expectations of the people of Fiji; as failure will adversely affect the peoples lives, in particular the poor in our communities The Public Sector must have established service standards, effective work systems, effective leadership, Transparency and accountability and high productivity
PILLAR 8
PILLAR 9
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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
Improve performance and efficiency (cost effectiveness) of the Public Service
STRATEGIES
Public Sector Institutional development and alignment (A whole of government approach)
KEY PERFORMANCE INDICATORS

Functional review of all Ministries to determine the most appropriate and suitable functions and structure in the current economic environment Guideline for the establishment of Ministries/ Departments Cost of the Public Service reduced by 30% by 2011
Develop Public Sector Reform Roadmap and expedite reform process
Roadmap developed for the Public Sector Reform Institutional monitoring and evaluation framework (policies and practices) in place Independent survey by external body yearly Development and Management Plan and Program for (Categories of Leaders) APA incorporates required areas for improvement
Public Sector Accountability Monitoring and evaluation capacity development and management
Development of Leadership capacity
Specific area requiring improvement to be incorporated in PSs Annual Performance Agreement (APA) with incentives to be based on demonstrated achievements Review and improve Terms and Conditions of Employment
Relevant policies to be reviewed
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OBJECTIVES
Improving the quality of services
STRATEGIES
Promote Innovations and Best Management Practices in Public Service deliveries
KEY PERFORMANCE INDICATORS

Service wide implementation of the Service Excellence Framework Annual Evaluation of the Implementation of Service Excellence Service Excellence Evaluation results highlight major improvement in organisational management systems and service delivery Introduction of Service Charters
Improve Employee Performance
National HRMD Plan developed
National HRMD Plan developed
Human Resource Management capacity development in the public sector
Reorganisation of Public Sector training based on Capacity Needs Assessment and addressing specific and position related skills development Development of a Framework for recognition and rewards Recovery in student loan scheme increased from 1.5% to 50%
Recognition and Rewards Systems based on productivity and meritorious performance All ethnic groups enjoy an improved quality of life and standard of living Making Fiji a knowledge based society Mid-term review to improve the effectiveness of the social justice and affirmative action program.
Provision of scholarships according to the national HR needs
Increased number of graduates from tertiary 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 THE PUBLIC SERVICE STRATEGIC PLATFORM 1: ORGANISATIONAL MANAGEMENT
BROAD STRATEGIES
Public Sector Institutional development and alignment (A whole of government approach)
PSC STRATEGIES
PERFORMANCE INDICATORS
Align and re-design the structure Functional review of all Ministries to of the Machinery of Government determine the most appropriate and suitable functions and structure in the current economic environment Review of the Government Machinery system Formulation of a Guideline for the establishment of Ministries and Departments 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 Office Space Guideline Commercialization of Government Housing / Quarters
Review, adoption, monitoring and evaluation of the Office Space Guideline Review, adoption, monitoring and evaluation of the Housing / Quarters policy Develop of a HRMIS Integrated Database
HRMIS Integrated Database
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BROAD STRATEGIES
Public Sector Accountability Monitoring and evaluation capacity development and management Review and Improve Terms and Conditions of Employment
PSC STRATEGIES
Improve HR policy development, coordination, monitoring and evaluation
Framework for institutional monitoring and evaluation of policies Established PSC Research, Monitoring & Evaluation Unit
Review existing policies and formulation of new policies on employee relations Monitoring and evaluation of the Public Service Act and Regulations Review, adoption, monitoring and evaluation of all other policies on the Public Service Terms & Conditions of Employment
Mordenised terms and conditions of employment
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b)
IMPROVING THE QUALITY OF SERVICE
STRATEGIC PLATFORM 2: PRODUCTIVITY MANAGEMENT

BROAD STRATEGIES PSC STRATEGIES PERFORMANCE INDICATORS
Promote Innovations and Improve work standards through the Responsive & efficient public service Best Management Practices holistic application of excellent business delivery standards in Public Service deliveries practices and cycles of continuous improvement Service wide implementation of the Service Excellence Framework Service Excellence Framework Documentation/ publication of best practises in the public service
Create a culture of commitment to identifying and meeting customer requirements throughout Whole of Government within available resources Specific area requiring improvement to be incorporated in PSs Annual Performance Agreement (APA) with incentives to be based on demonstrated achievements Mandatory inclusion of PSCs HR policies as Permanent Secretarys deliverables
Service Charters for all Government agencies
Agencies compliant with PSCs HR policies
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c)
IMPROVE EMPLOYEE PERFORMANCE
STRATEGIC PLATFORM 3: HUMAN RESOURCE DEVELOPMENT

BROAD STRATEGIES
Human Resource Management capacity development in the public sector
PSC STRATEGIES
Adopt a highly pragmatic approach to maximising the effectiveness of all levels of staff Formulation, adoption, monitoring and evaluation of a Human Resource Management Policy Framework for the Public Service Formulation, adoption, monitoring and evaluation of the Public Service Strategic Workforce Plan, Succession Plan & Learning and Development Plan
Human Resource Management Policy Framework for the Public Service
HR manuals for all Government agencies
Development of Leadership capacity Recognition and Rewards Systems based on productivity and meritorious performance
Implementation of a leadership model in the service Develop a culture through strengthened employee involvement, transparency in the change process, rewards for team work, recognition of individual efforts and consultations with stakeholders Review, adoption, monitoring and evaluation of the Public Service Performance Management System/ Performance Appraisal System Strengthen the implementation of the Planning and Accountability Framework
Leadership competency framework for public sector leaders
Modernised Performance Management System/ Performance Appraisal System
Planning and Accountability Framework
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BROAD STRATEGIES
PSC STRATEGIES
50% of student loan recovered
Mid-term review to improve Transparent scholarship and loan the effectiveness of the system social justice and affirmative action program. Develop legislation for mandatory loan repayment.
Legislation for mandatory loan repayment in place
Provision of scholarships according to the national HR needs
Transparent scholarship system
Workforce skills demand and supply addressed
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PUBLIC SERVICE COMMISSION - POLICY OBJECTIVES, STRATEGIES 2011 2014
2011 ORGANISATION MANAGEMENT Functional review of all Ministries to determine the most appropriate and suitable functions and structure in the current economic environment Align and redesign the structure of the Machinery of Government Review of the Government Machinery Guideline for the establishment of Ministries and Departments Reduction in the cost of the Public Service Completion of the of Job Evaluation Exercise Findings Office Space Guideline Commercialization of Government Housing / Quarters HRMIS Integrated Database Policy advice guideline/ framework on policy development, analysis and monitoring Framework for institutional monitoring and evaluation of policies Established PSC Research, Monitoring & Evaluation Unit
2012
2013
2014
v v v v
v v
v v v v v v v v v v
2011 PRODUCTIVITY MANAGEMENT Responsive and efficient public service delivery standards Service Excellence Framework Documentation / publication of best practises in the public service Agencies compliant with PSCs HR policies v v v v
2012 v v
2013
2014
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2011 HUMAN RESOURCE DEVELOPMENT Human Resource Management Policy Framework for the Public Service Human Resourc e manuals for all Government Agencies Implementation of a leadership model in the service Leadership competency framework for public sector leaders Mordenised Performance Management System / Performance Appraisal System v v v v v
2012 v v v v v
2013 v v v v v
2014 v v v v v
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Monitoring and Evaluation of the Public 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 Ci vil 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.
Monitoring Levels
There will be four levels of monitoring of the PSCs plans using the relevant templates developed: 1. 2. 3. 4. Monitoring of Divisional Operational Plans (Business Plans) at Divisional level by Directors Monitoring of the PSCs Annual Corporate Plan at organisational level by CSU Monitoring of the implementation of the PSC Strategic Plan at organisational level by CSU Monitoring of implementation of the Roadmap at National level by the SFCCO
Monitoring Strategies
i. Monitoring of Divisional Operational Plans (Business Plans) a. Each officer is expected to achieve all their targets as stated in their Individual Work Plans b. Heads of Sections will compile all Individual reports into the Sections Monthly Reports c. Copies of evidence of achievements must be collected from individual officers d. The monthly report of the section will be included in the Divisions monthly Business plan implementation report Monitoring of the Annual Corporate Plan a. Each Division will provide their monthly report on the implementation of the Annual Corporate Plan to 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 Monitoring of the Public Service Strategic Plan 2011 -2014 a. 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 the Annual Corporate Plans c. The costs of achieving the SDP strategies and targets will be compared to the overall costs as per total plan d. The SDP is a forward planning document and assumption should be taken into account. Monitoring will also include the realities of the assumptions.
ii.
iii.
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Financial Projection 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
ORGANISATION MANAGEMENT
2012 $2m $2m Nil Nil Nil Nil Nil Nil $2m $2m Nil Nil Nil
2013 Nil Nil Nil Nil Nil Nil Nil Nil Nil
2014
Reviewed Government Machinery Functional review of all Ministries to determine the most appropriate and suitable functions and structure in the current economic environment Guideline for the establishment of Ministries and Departments Reduction in the cost of the Public Service Completion of the Job Evaluation Exercise Findings Implementation of a HR Integrated Database HRMIS Integrated Database Office Space Guideline
$300,000
Nil Nil
$2m $2m Nil $22,423,600 Nil $644,800
$22,423,600 Commercialisation of Government Housing / Quarters Framework for institutional monitoring and evaluation of $3,984,300 policies Established PSC Research, Monitoring & Evaluation Unit Modernized terms and conditions of employment $644,800
$644,800
$644,800
PRODUCTIVITY MANAGEMENT
Responsive and efficient public service delivery standards Service Excellence Framework Documentation / publication of best practises in the public service Service Charters of all Government agencies Agencies compliant with PSCs HR policies
$639,400 Nil $19,000 $109,900
$639,400 $200,000 $19,000 $109,900
Nil $200,000 $19,000 $109,900
Nil $200,000 $19,000 $109,900
HUMAN RESOURCE DEVELOPMENT
HR manuals for all Government agencies Human Resource Management Policy for the Public Service Leadership competency framework for public sectors leaders Modernized Performance Management System / Performance Appraisal System
$5,000 $1,654,700 $160,000 Nil
$5,000 $1,654,700 $160,000 Nil
$5,000 $1,654,700 $160,000 Nil
$5,000 $1,654,700 $160,000 Nil
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Planning and Accountability Framework 50% of student loan recovered Legislation for mandatory loan repayment in place Workforce skills demand and supply addressed
TOTAL
Nil $15,655.000
Nil $15,655,000
Nil $15,655.000
Nil $15,655,000
$45,595, 600
$49,511,400 $22,448,400
$18,448,400
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Fiji - Public Service Commission - Strategic Plan 2011 To 2014

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Public Service Commission

Strategic Plan 2011 - 2014

Public Service Commission

Strategic Plan 2011 - 2014

Public Service Commission

FOREWORD BY THE HONOURABLE PRIME MINISTER VOREQE BAINIMARAMA

Strategic Plan 2011 - 2014

Public Service Commission

STATEMENT BY THE PERMANENT SECRETARY PARMESH CHAND

.. Mr. Parmesh Chand Permanent Secretary for the Public Service

Strategic Plan 2011 - 2014

Public Service Commission

An Overview The Public Service Commission

Traditional administrative values such as:

Citizenship values such as:

Strategic Plan 2011 - 2014

Public Service Commission

ROLES AND FUNCTIONS OF THE PUBLIC SERVICE COMMISSION

STATE SERVICES DECREE FUNCTIONS

(c) (d) (e)

(f) (g) (h)

Strategic Plan 2011 - 2014

Public Service Commission

(i) (j) (k) (l)

Functions of the Higher Salaries Commission

Strategic Plan 2011 - 2014

Public Service Commission

Public Service Commission Plans and Planning Process

PSC STRATEGIC PLAN

O PSC ANNUAL CORPORATE PLAN

STRATEGIC WORKFORCE PLAN

DIVISIONAL BUSINESS PLAN

LEARNING & DEVELOPMENT PLAN

INDIVIDUAL WORK PLAN

Strategic Plan 2011 - 2014

Public Service Commission

STRATEGIC FRAMEWORK 2011 2014

A BETTER FIJI FOR ALL

STRATEGIC PLATFORM 1 Organisational Management

STRATEGIC PLATFORM 2 Productivity Management

STRATEGIC PLATFORM 3 Human Resource Development

PERFORMANCE PORTFOLIO STATEMENTS (PPS) 2011 - 2014

DIVISIONAL OUTPUTS FROM 2011 - 2014

Strategic Plan 2011 - 2014

Public Service Commission

Strategic Plan 2011 - 2014

Public Service Commission

PSC 2011 2014 Strategies

programmes are needs based programmes to a shared social justice preamble

education for all

Align affirma tive action

tertiary and high education education

Improve the financing of

Strategic Plan 2011 - 2014

Public Service Commission

Strategic Plan 2011 - 2014

Public Service Commission

KEY PERFORMANCE INDICATORS

Develop Public Sector Reform Roadmap and expedite reform process

Development of Leadership capacity

Relevant policies to be reviewed

Strategic Plan 2011 - 2014