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OFFICE OF THE PUBLIC SERVICE COMMISSION

CORPORATE PLAN 2014 - 2016

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TABLE OF CONTENT

Content Page

Table of content 1

Chairman’s Introduction 2

Vision and Mission 3

Role and Corporate Structure of OPSC 4-7

Objectives of PSC 8

PSC Corporate Structure 9

Corporate Service Unit Business Plan 10-12

Human Resource Management Business plan 13-14

Organizational Performance Improvement Unit Business plan 15

Human Resource Development Business plan 16

Compliance and Policy cy Unit 17

PSC Swot Analysis 18-19

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CHAIRMAN’S INTRODUCTION

Forward:

Corporate Planning is a crucial to proper and good management of an

organization and provides to staff and clients an understanding of the future

directions of the organization.

It is my privilege to provide to you the Corporate Plan for the Vanuatu Public

Service Commission (PSC) for the years 2014 to 2016. This Corporate Plan was

developed after consultations within and is aimed at providing to the Commission

a broad direction and sets out the objectives, activities and key performance

indicators that the Commission is accountable for the responsibilities and work

that has been tasked to us.

The Constitution of the Republic of Vanuatu sets out the responsibility of the

Commission clearly i.e. recruitment of public servants and matters pertaining

thereto, their training and their discipline. The Public Service Act and all

regulations thereto aim at delivering the three responsibilities within the ambits

of the PSC. In this regard therefore, the PSC excludes teachers, the disciplined

forces of the Police force, the Judicial Services Commission, the Attorney General

and the Parliament of Vanuatu.

The responsibilities of the PSC have remained unchanged over many years and

we are determined to portray the Commission as steadfast in its duties and true to

Constitution and the laws of Vanuatu and the pursuit in excellence in our service.

For the term of this Corporate Plan we will continue to pursue efficiency in

resource utilization, innovation in management, competency in efficient human

resource management, improvement and robustness of public service

performance managements system and focusing on the development and training

of the public servants of Vanuatu.

In doing this PSC remains relevant and delivers under an ever-changing

environment. We are constantly required to deliver more with less and the ability

to do so successfully is how we are going to be measured.

I now commend the PSC Corporate Plan 2014 to 2016 for the service of the

Republic of Vanuatu.

Maurice Michelle

Chairman

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Public Service Commission

OUR VISION:

The Public Service Commission as competent employer, shall be vibrant and

responsive in all aspects of public service human resource management,

development and strategically work together with Government Agencies, Private

Sector and the Community to strive for a Public Service of Excellence

OUR MISSION:

Uphold the values of the Public Service and Code of Conduct and reflect good

management practice at work and provide ethical, equitable responsive services

to the people of Vanuatu by strengthening Human Resources Management

systems and policies, in accordance with the Constitution and the laws.

OUR VALUES:

Performs its function in an impartial and professional manner and free from

political interference

Is transparent and accountable for its decisions within the government

framework and within the Vanuatu constitution

Responsive to the Government and the People by providing frank honest,

comprehensive, accurate and timely advice and implements the

government policies, programs and support systems and processes input

from clients to enhance effective delivery of PS services

Promote fairness and equity in employment by providing good and safe

working condition, making employment decisions based on merit,

establish workplace cooperation based on consultation. Provides

reasonable opportunity to eligible persons to apply for VPS employment

Promote highest ethical standards and leadership of the highest quality

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ROLE AND CORPORATE STRUCTURE OF THE OPSC:

The Public Service Commission is mandated to perform statutory duties and

functions outlined in the Constitution and the Public Service Act, and implement

government policies.

The Priority Action Agenda’s intention is to improve service delivery. To assist

with these government policies, the PSC focused on improving policies and

management systems in the Public Sector.

To strengthen and maintain the policies that are currently in place, there is still

room for improvement.

Hence:

• Improvement of employment policies and employment functions.

• Improvement of the training and development policies

• Improvement of disciplinary processes

• Regular reach out to ministries and agencies

• Regular reach out to the Provinces

• Audit and assessment of Organizational performance through

Corporate Planning and Annual Reporting

• Emphasize on achieving results – improve Performance

Management System

• Improvement of scholarships and training processes

• Development of senior Executive Officers

• Development of the Public Sector Human Resource Development

Plan

Corporate Structure of the Office of the Public Service Commission

The Corporate structure of the Office of the Public Service Commission (OPSC)

is divided into five (5) main functional Units;

• Corporate Services Unit (CSU)

• Human Resource Management Unit (HRM)

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• Performance Improvement Unit (OPIU)

• Human Resource Development Unit (HRD)

• Compliance and Policy Unit

Corporate Services Unit (CSU):

• Manages the flow of submissions to the Public Service Commission.

• Provide support services to the Commission and Public Service

Disciplinary Board.

• Coordinate preparation of reports and Annual Report.

• Manage the Public Service Commission Filing System.

• Manage Public Service Commission Mail Registry Systems and

procedures.

• Coordinates major reviews of policies and procedures.

• Coordinate Public Service Commission budget submission to MBC

and manages Public Service Commission budget.

• Establish and maintain Public Service Commission IT Network system

to support HR issues.

• Administer Government housing policy.

• Administer Government vehicle policy.

• Coordinate Public Service Commission corporate plan

• Oversee Office of the Public Service Commission work environment

including security and safe custody of office equipments, stationeries

and utilities

Human Resource Management & Employment Policy Unit (HRM):

• Administers recruitment processes to ensure they are fair and

equitable and deliver staff with the appropriate qualifications and

experience for jobs.

• Prepares submissions to the Commission recommending

appointments to the Public Service (local and expatriate & T/A)

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• Manages employment arrangements for contract staff (local and

expatriate & T/A)

Manages terminations and redundancies.

Manages, acting allowance and responsibility allowance plus other

allowances.

• Manages and maintains a Human Resource Management Information

System. (HRMIS)

• Provide consultancy services to other Ministries & provinces

• Audit executive performance agreement

• Assist Work Performance management in line Ministries

• Coordinate leave management in line Ministries

• Manages Luganville office

Organizational Performance Improvement Unit (OPIU):

• Develops and implements measures to assist Ministries improve

their performance, especially through the introduction of corporate

planning and annual reporting and other Government priorities.

• Supports the Remuneration Tribunal

• Review, assess and evaluate organization structures and maintains

information on structures.

• Audits, manage and records Organizational Performance.

• Conduct research/review and develop new policies.

• Coordinates Provincial Pilot Project.

Human Resource Development Unit (HRD):

• Conduct training needs analysis

• Develop annual training programs

• Design and develop training curriculum

• Deliver and evaluate trainings

• Provide report

• Design and develop Executive development programs

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• Coordinate succession planning in Ministries

• Manage scholarships for public servants

• Maintain and update PSC HRD policies

• Conduct training follow ups

• Work towards establishment of Institute of Public Administration

Compliance and Policy Unit

Each of these functional units is headed by a Manager. The managers report

directly to the Secretary, who is the administrative Head of the Office of the Public

Service Commission.

The Secretary meets at least monthly with Managers to assess the performance of

units against the Corporate Plan. Similarly managers meet six monthly with their

staff to assess performance against activities/ tasks develop at a unit level which

support the broader objectives and strategies in the Corporate Plan.

The Corporate Plan specifies the key areas of responsibility of the Public Service

Commission. Because of its size, and the nature of its responsibilities the PSC must

remain flexible to accommodate priority issues determined by the Government

from time to time. In support of this, the Secretary of the Office of the Public

Service Commission may delegate tasks to units or individuals within the Office of

the Public Service Commission that might not necessarily fit within current

objectives and strategies.

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OBJECTIVES OF THE PUBLIC SERVICE COMMISSION

FOR THE PERIOD 2014 to 2016

The Public Service Commission has identified eight major organizational

objectives for the period 2014 to 2016, which are consistent with its obligations

under the Governments Priorities and Action Agenda (PAA).

These objectives or key result areas are as follows:

• To provide corporate support to the Office of the Public Service Commission

and the Public Service Commission.

• To manage and implement Housing and Vehicle Policy

• To strengthen the Human Resource Management capacity of the Public Service and improve sound HR policies, practices, processes and systems

• Increase capacity and usage of HRMIS

• To provide efficient monitoring, compliance and discipline management and

development of Public Service Policies.

• To ensure organizational Structures, objectives and strategies are in line with corporate plans in terms of service delivery

• To advance the capacity of the Vanuatu Government workforce in the development and implementation of human resource development systems, policies and plans.

• To improve, develop and assess skills, knowledge and attributes of public servants.

Details of the strategies to be undertaken to facilitate achievement of these

objectives together with the performance indicators are contained on the

following pages.

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PUBLIC SERVICE COMMISSION

PUBLIC SERVICE DISCPLINARY BOARD

executive Manager

Human Resource

Management Unit

Executive Manager

Organizational

Performance Unit

Executive Manager

Corporate Services

Executive Manager

Compliance Services

Vanuatu Institute of

Public Administration

OPSC

Secretary

-Conduct training needs

analysis

-Develop annual training

programs

-Design & training develop

curriculum

-Deliver & evaluate training

-Facilitate HRO & succession

planning in Ministries

-Manage scholarship for

public servants

-Maintain & update PSC HRD

policies

-Conduct training follow up

-Manage knowledge & skills

-Manage recruitment process

-Manage terms & condition

of service

-Manage employment

arrangement for contract

staff (local, expatriate & TA)

-Manage termination &

redundancies

-Manage staff’s child, acting

and responsibility

allowances

-Manage EPA, HRMIS ,

human relationship

information identities

-Carryout consultancy

services in Ministries,

Departments and provinces

-Audit HR functions

-Develop & implement

measures

to assist Ministries improve

their performance

-Audit Annual Reports against

Corporate Plans

-Audit Ministries/Department

organizational structures

-Conduct staff inspection

-Conduct research/review &

develop new policies

-Coordinate Provincial Pilot

project and

-Support GRT

-Manage operational activities

-Manage OPSC Budget

-

-Coordinates the preparation of

OPSC Annual mReport

--Coordinates the preparation

OPSC Corporate Plan

-Develop & implement housing

policies

-Develop & implement vehicle

policies

Develop & implement IT policies

Duties/Responsibilities Duties/Responsibilities Duties/ResponsibilitiesDuties/Responsibilities

OPSC CORPORATE STRUCTURE

-Provide legal advice to PSC

-Manage discipline process &

support PSC Disciplinary Board

- Coordinates major review of

policies & procedures

Duties/Responsibilities

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CORPORATE SERVICES UNIT

OBJECTIVES

STRATEGIES

PERFORMANCE

MEASURES

1. To provide corporate

support to the Office of

the Public Service

Commission and the

Commission.

1.1 To assist Public Service

Commission and Ministries

to perform efficiently

through the provision of

timely Commission

decisions.

1.2 Manage the OPSC and

Commission Budget

1.3 Manage the OPSC and

PSC assets

1.4 To provide effective

IT supports services

within OPSC.

1.5 Leave Management

for OPSC staff

1.6 Facilitate all OPSC

and Commission

Meetings and ensure

1.1.1 Reduced turnaround time on

Commission’s decisions from

date of decision to the date of

execution of decision

1.1.2 Reduction in number of

submissions rejected by the

Commission

1.2.1 Facilitate budget

preparations annually

according to MBC

requirements

1.2.2 Ensure budget utilised

according to monthly cash

flow, monthly warrant and

PFEM Act;

1.2.3 Provide monthly report to

Secretary and Managers on

Cash flow for the previous

and the new month

1.3.1 Maintain Inventory of assents

registry and replacement of assets

1.4.1 Maintain PSC ITC

equipments, services

according to E Gov ICT

implementations and

standards

1.5.1 Ensure staff leaves are

maintained within the Rules

requirement and staff take

their annual leave

1.6.1 Ensure meeting venues and

offices’ settings are clean

and presentable and provide

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office premises are clean

presentable.

1.7 Management of records

in the Public Service

refreshments during

meetings.

report on completed review

and policy implementation.

1.7.1 Production of records upon

request within 15 minutes

1.7.2 Number of advocacy sessions

with other department, Ministries or

Agencies

2 To manage and

implement Housing and

Vehicle Policy

2.1 Allocation of government

Housing and supervision of

Government Houses.

2.2 Develop Housing

Policies

2.3 Approval of Procurement

of vehicles

2.1.1 Number of Housing

Committee meetings on

allocation of Houses,

2.1.2 Number of renovation

overseen by OPSC office,

2.1.3 Maintenance of records

on Update of Government

Houses and their allocations

to different Ministries, etc

2.2.1 Number of Housing

policies reviewed.

2.3.1 Number of Vehicle

Committee Meetings

2.3.2 Number of vehicles

approved to be procured in

one year

2.3.3 Number of vehicles

approved to be tendered in a

year

2.3.4 Maintenance of records

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2.4. Management of

Government Administrative

vehicles

of government administrative

vehicles

2.4.1 Number of Public

Servants discipline and fined.

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HUMAN RESOURCES MANAGEMENT UNIT

OBJECTIVES

STRATEGIES

PERFORMANCE MEASURES

1. Strengthened

Human Resource

Capacity of Public

Service and

Improve sound

Personal policies,

Practices, and

processes.

1. Prepare submissions to

the Commission on

appointments to the

Public Service (Local,

expat & T/A)

2. Devolution of HR tasks

where appropriate to

enhance Ministry Service

delivery

3. Revision of policy

practices and processes

4. Manage employment

arrangements for contract

staff (local, expat &T/A)

5. Manage cessation of

employment

6. Manage, acting

allowances and

responsibility allowances

plus other allowances

7. Monitor long term Acting

Appointment by

Ministries

1.1 Number of submissions on

appointments by departments.

1.2 Number of recruitment of

submission rejected or deferred by

the Commission

2.1 Number of HR tasks devolved to

Ministries

2.2 Number of Submissions done by

Ministries

2.3 Number of HRO trained in a year

2.4 Number of monitoring and

evaluation in each ministry

3.1 Number of procedures and

policies reviewed

4.1 Number of different employment

status approved

5.1 Number of employees

terminated and reports on

entitlements that are paid out in a

timely manner.

6.1 Number of employee’s

allowances paid to.

6.2 Maintain update record of

allowances

7.1 Quarterly Report to the

Commission

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2. Increase capacity

and usage of

HRMIS

8. Manage Executive

Performance Agreements

2.1 Upgrade and

increase useful data of

system

8.1 Effective work performance

appraisals for the Executives on a bi-

annual basis

2.1.1.More relevant reports

available for managers and users in

a timely manner.

2.1.2 Increase usage by HROs

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ORGANISATION PERFORMANCE IMPROVEMENT UNIT

OBJECTIVES

STRATEGIES

PERFORMANCE

MEASURE

1. To ensure

Organisational

Structures are in line

with the objectives

and strategies

outlined in the

Corporate plans and

or any other plans in

terms of service

delivery.

1. Assist Ministries to

develop Corporate Plans

and Annual Reports

2. Close monitoring of

efficient & effective

reporting on the

implementation of

Corporate & Business

plans

3. Analyze the restructuring

proposals and evaluation

of posts

4. To support the

Decentralization of

Government services to

the provinces

1.1 Number of

workshops/meetings with

Ministries.

1.2 11 submitted corporate

plans &annual reports

2.1 Report to PSC on annual basis

3.1 Number of

restructuring proposals &

evaluation of posts being

submitted and approved

by Commission

4.1Review and support

mechanisms for

Decentralisation Project in

all six (6) Provinces by

2016

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VANUATU INSTITUTE OF PUBLIC ADMINISTRATION AND

MANAGEMENT

OBJECTIVES

STRATEGIES

PERFORMANCE

MEASURES

1. To advance the

capacity of the

Vanuatu Government

workforce in the

development and

implementation of

human resource

development systems,

policies and plans.

1. Monitor /assist and

coordinate the revision

and implementation of

HRD & succession plan,

systems & policies

2. To convert the HRD to

an Institute of Public

Administration

1.1 Ministries annual submissions of

HRD/ Succession Plans and its

implementations.

1.2 Annual publications of HRD Plans.

2.1 Policy Paper developed and

endorsed by Commission

2. To improve, develop

and assesses skills,

knowledge and

attributes of public

servants

2.1 Design, develop and

deliver training programs

2.2 Review and implement

executive development

program

2.3 Manage long & short

term training

2.4 Introduction of cadetship

& apprenticeship programs

2.1 Report on improved skills

at workplace through follow

up/monitoring

2.2 Number of executive

program participants trained

annually.

2.3.1 Establishment of

database and regular reports

to commission on short & long

term trainings

2.3.2 Establishment of data

base of employee skills and

expertise available in public

service

2.4 Cadetship &

Apprenticeship programs

introduced and implemented

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COMPLIANCE AND POLICY UNIT

OBJECTIVES

STRATEGIES

PERFORMANCE MEASURES

1. Reduce number of

legal challenges,

and costs arising

from Public Service

Commission (PSC),

Public Service

Disciplinary Board

(PSDB) decisions

and Public Service

Human Resource

Administrative

decisions by OPSC

and line Ministries.

1.1. Provide timely advice and

directives to PSC and PSDB

when deliberating and

determining matters before

them.

1.2. Provide timely advice and

directives to PSC Secretariat

and Line Ministries in the

management of the day to day

HR issues according to Public

Service Principles, legal and

ethical requirements.

1.3 Manage in a

coordinated manner

and/or minimize the

impacts of actual legal

challenges issued

against PSC and line

Ministries to ensure

cases are argued or

defended properly to

avoid increase in costs

to government.

1.4 Manage PSC

disciplinary processes

and general complaints

against Public Servants

or PSC and its Line

Ministries.

1.1.1. Reduction in numbers of legal

challenges to PSC and PSDB

decisions to less than 5 in a year.

1.2.1. Reduction in numbers of legal

challenges to administrative decisions

to less than 5 in a year.

1.3.1. Reduction in number of ligation

resolved within a year by 50 percent.

1.4.1. Disposal of registered discipline

matters by 50 percent each year.

1.4.2. Number of Discipline Trainings.

1.4.3. Number of Complaints of

different categories received in a year.

2. Manage and

review provisions

of PSC Policies to

ensure they are

impartial practical

and attainable at

reduced costs.

2.1. Provide analysis of policy

initiatives, drafting and

submissions for review of or

new policies;

2.1.1. Number of Policies reviewed,

introduced and/or repealed.

2.1.2-Review of PSSM by 2015

2.1.3-Review of Public Service Act by

2015

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PSC SWOT ANALYSIS ON CORPORATE PLAN FOR 2014-2016

A SWOT analysis was conducted as part of the Corporate Planning process for

2014-2016 which listed a range of issues. The following of which were considered

as being the most significant in terms of potential impact on the office of the Public

Service Commission over the next two to three years.

INTERNAL

STRENGTH-characteristics of the business that gives it advantage over

others

Legislative framework

Corporate Plan for 2014 -2016

Annual Business Plans

Graduate Employees both bilingual (English and/or French)

Revised structure

Being part of Central Agency and PMO

Increase capacity in terms quantity and (quality?)

Provision of advises and/or directives to line Ministries

Corporate knowledge of Public Service

HRMIS

WEAKNESS- characteristics that place the business at disadvantage relative

to others-

Lack of team work- between Units (Staff Meeting)

Budget constrains –lack of appropriate financial management

Management issues- Vehicles, disciplines, housing

Budget uncertainties for plan program

Insufficient resources

Lack of frequent interaction with heads of Government Agencies

PSC lengthy processes

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Lack of enforcement of rules

Lack of strong, decisive and appropriate directives within orgnaization

Outdated assets

Lack of Succession Planning

PSC News updates-Intranet/websites

EXTERNAL

OPPORTUNITIES- elements that business could exploit

1. Advance technology in terms Information and Communication

2. Trainings

3. Work Attachments –through PICPA

THREATS-elements in the environment that could cause trouble for business

1. Political interference

2. Unsafe Infrastructure

3. Brain Drainage

4. Changes in leadership

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