fiji - public service commission - strategic plan 2011 to 2014

8/3/2019 Fiji - Public Service Commission - Strategic Plan 2011 to 2014

1/25

Public Service Commission

Strategic Plan 201 1 - 2014 Page 1


2/25



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


3/25



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.


4/25



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


5/25



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


6/25



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;


7/25



(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.


8/25



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


9/25



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


10/25



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.


11/25


Strategic Plan 2011 - 2014 Page 11

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


12/25



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


13/25



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


14/25



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


15/25



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


16/25



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


17/25



b) IMPROVING THE QUALITY OF SERVICESTRATEGIC PLATFORM 2: PRODUCTIVITY MANAGEMENT


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


18/25



c) IMPROVE EMPLOYEE PERFORMANCESTRATEGIC PLATFORM 3: HUMAN RESOURCE DEVELOPMENT


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


19/25




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


20/25



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


21/25



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


22/25



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.


23/25



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


24/25



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


25/25


fiji - public service commission - strategic plan 2011 to 2014

Documents