Economy experience sharing 1–Chinese Taipei

Economy experience sharing 1–Chinese TaipeiEconomy experience sharing 1–Chinese Taipei

Dr. Yu-Hsieh SungChief Secretary

Research, Development and Evaluation Commission2008.03.27

Outline

1. Foreword2. Government Plan/Program Performance Management Scheme3. Ministry 4-Year Overall Strategic Plan Review and Evaluation4. Individual Medium and Long-Term Program Review and Evaluation5. Web-based Government Plan/Program Performance Management (GPMnet)6. Suggestions and Prospects

1

1. Foreword

1.Chinese Taipei has established two levels Government Plan/Program Management Scheme for good governance of Ministry strategic plan and individual program.

2.Chinese Taipei also built ICT-based plan/program performance management system which proved to be effective.

1.Chinese Taipei has established two levels Government Plan/Program Management Scheme for good governance of Ministry strategic plan and individual program.

2.Chinese Taipei also built ICT-based plan/program performance management system which proved to be effective.

BackgroundBackground

A Public Sector Governance Seminar led by New Zealand, held on the margins of SOM III 2007 which forms part of the APEC Work Plan towards LAISR 2010. The seminar highlighted the importance of good public sector governance that can strengthen the voice of voters and taxpayers.

A Public Sector Governance Seminar led by New Zealand, held on the margins of SOM III 2007 which forms part of the APEC Work Plan towards LAISR 2010. The seminar highlighted the importance of good public sector governance that can strengthen the voice of voters and taxpayers.

Based onBased on

2

2. Government Plan/Program Performance Management

Scheme

2.1 The 2-Level Framework of Government Plan/Program Performance Management

3

Organization Level

Individual Level

Ministry 4-Year Overall Strategic Plan

Ministry AnnualPlan Performance

Evaluation

Individual Mediumand Long-Term

Program

Preliminary Review of

Annual Programs

Annual Program Performance Evaluation

Progress Monitoringat Different Layers

Regular Follow-up

MinistryAnnual Overall Strategic Plan

Implementation Monitoring

On-site Inspection

Program Implementation

Report

2.2 Management Scheme and AgencyResponsible for Plan/Program Review

Ministry4-Year

Overall Strategic Plan

(reviewed by RDEC)

Ministry4-YearBudget

Allocation Quota(reviewed by

DGBAS)

MinistryAnnual Overall

Strategic Plan(reviewed by

RDEC)

MinistryAnnual Budget

Allocation Decision

(reviewed by DGBAS)

Legisla-tive Bra

nch

RDEC:Research, Development and Evaluation Commission

DGBAS:Directorate-General of Budget, Accounting and Statistics

CEPD:Council for Economic Planning and DevelopmentPCC:Public Construction CommissionNSC:National Science Council 4

Individual Medium & Long-Term Programs

Preliminary Review of Annual Programs

Social Policy

(reviewed by RDEC)



Science & Technology R&D

(reviewed by NSC)



Public Infrastructure

(reviewed by CEPD/PCC)

3. Ministry 4-Year Overall Strategic Plan Review and Evaluation

3.1 Ministry Overall Strategic Plan Performance Management

5

Performance Indicators

(Evaluation Criteria)

StrategicGoals

Performance Evaluation

Ministry 4-Year Overall Strategic Plan (From Year X+1 to Year X+4)

StrategicGoals

4 Years Performance Targets

Year Year X+1X+1

YearYear X+2X+2

Year Year X+3X+3

Year Year X+4X+4

Ministry Annual Plan (At the Beginning of Year X+1)



Annual Targets

Year X+1Year X+1

Ministry Annual Plan Performance Performance Evaluation (At the end of Year X+1)

StrategicGoals



Annual Targets

ExpectedExpected ActualActual

X stands for the inauguration year

3.2 Planning Cycle of the 3.2 Planning Cycle of the Ministry 4-Year Overall Strategic Plan

6

Ministry 4-Year Overall

Strategic Plan

6. DraftingImplementation

Chart

5. Allocating Total Budget

Required

4. IdentifyingMedium/Long-Term Programs

underneath

3. Setting Strategic Goals and


2. Reviewing Current Plan Implementation and

Resources Allocation

1. Analyzing Environment Trend

and Ministry Development

Priorities

3.3 Ministry 4-Year Overall Strategic Plan Mission, Strategies, Goals, and Indicators

Strategies

Ministry Vision

Mission

Service

EfficiencyAdminis-trative

Efficiency

Human Resources Develop-

ment

Cost-Effective-

ness

Human Resources

BudgetBusiness

Mission and Vision

Goals and Strategies


Goals and Performance Indicators

Renewed at Inauguration Year

7

Strategies

Ministry Vision

Mission

HumanResources

BudgetBusiness

Leader’s Agenda

Conclusions of the Symposium for the Newly-appointed Ministers

National Focal Development Programs

Public Opinion Survey Results

Continuous /Medium/Long-Term Programs of the Cabinet

National Competitiveness Ranking

Responsible Areas ofResponsible Areas of

Different Planning TeamsDifferent Planning Teams

Role of A(ce) Team

Role of B(est)

Team

Scholars and experts are invited to participate as C(onsultant) Team.

Service

Efficiency

Goals and Performance Indicators

Adminis-trative

Efficiency

Human Resource Develop-

ment

Cost-effective-

ness

8

3.4 Strategic Goals and Performance Indicators3.4 Strategic Goals and Performance Indicators

9

Ministry Vision/Strategies

Administrative Efficiency

Lowering Service Cost

Organization Streamlining and Workflow Simplification

Upgrading Service Quality

Lifelong Learning

Business B Human Resources

Service

Efficiency

Upgrading Customer Service

Ratio of Remaining Budget in the Annual Settlement Report and Normal Expenditure Budget

Conjunction between Ministry Estimated Budget Priority Ranking and Policy Priorities

Conjunction between Ministry 4 Years Overall Strategic Goals and the Scale of Annual Estimated Budget

Business C

Ministry Capital Expenditure Budget Execution Rate

Business A Budget…

Effectiveness of Staff Quota Control

Management Efforts to Reduce Excess Staff of Ministry (Including No Replacement for Vacancy, Transfers or Evacuated Staff)

Employing the Full Quota of Disabled Persons and Indigenous Peoples in Accordance with the Laws

…

…Goals

PerformanceIndicators

9

6 6

5 5

6

7

8

5

4

7

3

5

6

7

3

5

6

8

5 5

3 3

4

5 5

4 4

3

4

5 5 5 5

6

3

4

0

5

10

MOI

ＭＯＦＡ

ＭＮＤ

ＭＯＦ

ＭＯＥ

ＭＯＪ

ＭＯＥＡ

ＭＯＴＣ

ＭＴＡＣ

ＯＣＡＣ

ＤＧＢＡＳ

ＣPＡ

ＧＩＯ

ＤＯＨ

ＥＰＡ

ＣＧＡ

ＮＰＭ

ＭＡＣ

ＣＥＰＤ

ＶＡＣ

ＮＹＣ

ＡＥＣ

ＮＳＣ

ＲＤＥＣ

ＣＯＡ

ＣＣＡ

ＣＬＡ

ＦＴＣ

ＣＰＣ

ＰＣＣ

ＣＩＰ

ＳＡＣ

ＨＡＫＫＡ

ＣＥＣ

ＴＰＧ

ＴＰＣＣ

ＦＰＧ

Number of Goals

Strategic Performance Goals of All MinistriesStrategic Performance Goals of All Ministries

(for Business Dimension)(for Business Dimension)

various ministries level agencies

*Remark: Appendix accounts for Ministries’ Abbreviation and Full Name 10

From the strategic dimensions of business, human resources, and budget, each ministry shall draw up performance indicators as the basis for performance evaluation. A total of 1,487 indicators have been identified.

Performance Indicators of All MinistriesPerformance Indicators of All Ministries

Strategic

Performance Goals

Strategic

Performance Goals

Business Performance IndicatorsA total of 1,024 indicators of various types have been drawn

Business Performance IndicatorsA total of 1,024 indicators of various types have been drawn

Human Resources IndicatorsA total of 310 indicators for the control of the number of staff and organizational learning have been drawn

Human Resources IndicatorsA total of 310 indicators for the control of the number of staff and organizational learning have been drawn

Budget Cost-effectiveness IndicatorsA total of 153 indicators with regard to budget have been drawn, including the percentage of the remaining normal expenditure budget in the annual settlement report and the conjunction between the budget and Ministry strategic plan

Budget Cost-effectiveness IndicatorsA total of 153 indicators with regard to budget have been drawn, including the percentage of the remaining normal expenditure budget in the annual settlement report and the conjunction between the budget and Ministry strategic plan

11

Performance indicators should be representative, comprehensive, continuous, and viable.

Performance indicators should be outcome-oriented instead of output/processs/input-orieneted.

Each ministry should refer to the actual targets achieved in the past 3 years for target setting. The targets for the next four years should be established concerning the changing pattern for each indicator and should be basically set at 10% higher than the previous targets.

Performance indicators should be representative, comprehensive, continuous, and viable.

Performance indicators should be outcome-oriented instead of output/processs/input-orieneted.

Each ministry should refer to the actual targets achieved in the past 3 years for target setting. The targets for the next four years should be established concerning the changing pattern for each indicator and should be basically set at 10% higher than the previous targets.

Selection of Performance IndicatorsSelection of Performance Indicators

and Target Setting and Target Setting

12

Conduct Performance Review and Revise/Roll-over Every 4 Years

In line with the term of leader, ministries shall review and revise overall strategic plan for the next 4 years (YearX+1~YearX+4) during the inauguration year (Year X) of the leader.

Conduct the Revision Process in Q1 of Every Year

　

Agencies shall revise strategic plan given that there are no changes on strategic goals, performance indicators and 4 years final target.

Conduct Performance Review and Revise/Roll-over Every 4 Years

In line with the term of leader, ministries shall review and revise overall strategic plan for the next 4 years (YearX+1~YearX+4) during the inauguration year (Year X) of the leader.

Conduct the Revision Process in Q1 of Every Year

　

Agencies shall revise strategic plan given that there are no changes on strategic goals, performance indicators and 4 years final target.

3.5 Revision of Ministry 43.5 Revision of Ministry 4-Year Overall Strategic Plan

13

Flowchart for the Revision of Ministry 4-Year Overall Strategic Plan

Subordinate Agencies

Subordinate Agencies

MinistriesMinistries

The Cabinet

(RDEC)

The Cabinet

(RDEC)

Co-Reviewing with NSC/CEPD/PCC/

DGBAS

Sending to Ministries

to be Announced

Online

Submit for Review

The Cabinet MeetingThe Cabinet Meeting

Seeking advices from Scholars and

Experts

Establishing Planning Teams

Seeking advices from Scholars and

Experts

Review Meeting

Implement

Approved

Return for Revision

Submit for Approval

14

3.6 Performance Evaluation/Reporting for Ministry Annual Strategic Plan

Goals/Indicators:Targets for Each Year

Dimensions:Business,Human Resources,and Budget

Adopting Bottom-upApproach:Self-Evaluating,Compiling Report,Submitting for Evaluation

Ministry Annual Overall Strategic Plan


Reviewed by RDEC,Using Scorecard to

Report Evaluation Results

Reviewed by RDEC,Using Scorecard to

Report Evaluation Results

Self-evaluating/ReportingSelf-evaluating/Reporting

Comparing the Expected and Actual Targets for Each Indicator

Comparing the Expected and Actual Targets for Each Indicator

Publicized Annual Performance Report

Publicized Annual Performance Report

Identifying PerformanceGaps between Expectedand Actual Targets

Co-evaluating withNSC/CEPD/PCC/DGBAS,scholars, experts

15

Scorecard Management

Status Performance Rating

Evaluation Descriptions

★Green Excellent

1. Challenging goals2. Goal obtainment rate is above 90%

▲Yellow Acceptable

1.Challenging goals

2.Goal obtainment rate is under 90% but still above 80％

●Red

Needs to be

improved

1. Proven lapses in implementation efforts2. Goal obtainment rate is less than 80%

□White

Unclear (Requiring

more objective

verification)

1. only output, no clear outcome yet

2. Significant results cannot be verified at the beginning year of program implementation

16

3.7 Evaluation Results in Terms of Scorecard

There were 1,487 performance indicators for all Ministries in 2007. The following are the results of the performance evaluation:

17

1014

358

72 43

Excellent

Acceptable

Needs to be Improves

Unclear

68.19%

24.08%

4.84% 2.89%

CASE 1: National Palace Museum – 4-Year Overall Strategic Plan

CASE 1: National Palace Museum – 4-Year Overall Strategic Plan

…

Strategic Goals


Performance Targets

Transformation of artifact exhibition

space

Academic research and exchange

Promotion of museum education

Create a sound globalized copyrights licensing system and enhance the marketing efforts for publica

tions

Enhance artifact collection and preservation

Increase number of visitors(1,000)…

Number of visitors to National Palace Museum’s website

(1,000)…

Promotion of museum education

(persons)…

Expand the distribution scope and sale of National

Palace Museum’s souvenirs (NT$1,000)…Maintenance and repair of artifacts

(pieces)

2005 2006 2007 2008

2200 2400 2700 2800

1400 1450 2000 2000

3500 3500 3800 3800

72000 73000 80300 80300

2400 2400 2400 2400

18

CASE 1: National Palace Museum - Plan Evaluation ResultsCASE 1: National Palace Museum - Plan Evaluation Results

Using year 2007 as an example

……

Strategic Goals


Performance Targets

Transform-ation of artifact

exhibition space

Create a sound globalized copyrights licensing system and enhan

ce the marketing efforts for public

ations

Increase number of visitors up to

(unit: 1,000)

…

Expand the distribution scope

and sale of National Palace Museum’s

souvenirs (NT$1,000)

Expected Scorecard

2,700 2,400 ▲

80,300 81,250 ★

Actual

19

CASE 2: Council of Agriculture – 4-Year Strategic PlanCASE 2: Council of Agriculture – 4-Year Strategic Plan

Strategic Goals


Performance Targets

Develop high quality agriculture industries and

increase international competitiveness

Develop safe agriculture industries and protect

consumers’ rights

Develop agri-tourism and improve the quality of life i

n the countryside

Develop the eco-agriculture and promote

sustainable use of resources

Strengthen the comprehensive development of agriculture industries and improve the

welfare status of farmers and fishermen

Number of new agricultural varieties (types)

…

Production area of organic agriculture(hectares)

…

Total number of tourists of agri-tourism, recreational fishery and recreational forest industries (1,

000 persons)…

Forestation area (hectares)

…Satisfaction rate of

participants of agricultural education and training (%)

2005 2006 2007 2008

12 13 14 15

1350 1400 1600 1700

8250 11400 12000 13000

700 800 900 1170

70 80 83 85

20

CASE 2: Council of Agriculture - Plan Evaluation ResultsCASE 2: Council of Agriculture - Plan Evaluation Results

Using year 2007 as an example

Strategic Goals


Performance Targets

…

Develop high quality

agriculture industries and

increase international

competitiveness

Develop safe agriculture

industries and protect

consumers’ rights

Number of new agricultural varieties (types)

…

Production area of organic agriculture(hectares)

Expected Actual Scorecard

14 17 ★

1,600 2,013 ★

…

21

4. Individual Medium and Long-Term Program Review and Evaluation

Individual Medium and Long-Term Program

1. Origin and basis of program, prediction of future environment and

problem analysis

3. Program objectives, restrictions on objective accomplishment,

performance indicators and targets

4. Review of relevant policies and programs currently implemented

5. Implementation strategies according to stages (years), implementation procedures (methods), main tasks and

division of duties6. Description of required resources, budget sources and calculation standards, and required budget

7. Expected outcomes and

impacts

8. Analysis and assessment of alternative

programs, matters that require the cooperation of relevant ministries and other relevant matters

2. Duration of program, date of program commencement

(yy/mm/dd)

4.1 4.1 Formats of Individual Medium and Long-Term Program

22

4.2 Drafting and Reviewing Procedures for Program

Agency-in-ChargeAgency-in-Charge

Supervising Ministry

Supervising Ministry

The CabinetThe Cabinet

RDEC

CEPD

NSC

PCC

RDEC

CEPD

NSC

PCC

Requesting Comments from Relevant

Agencies

Seeking Advices from Experts and Scholars

Requesting Comments from Relevant

Agencies


Program Drafting


Requesting Suggestions from

Relevant Agencies and Groups


Requesting Suggestions from

Relevant Agencies and Groups

Assigned for Review

Approved

Implementation

Submitted to

Review Results Submission

Approved

23

Criteria for Reviewing Individual Medium and Long-Term Program

Program DemandProgram Demand

Program Coordination

Program Coordination

Program BenefitsProgram Benefits

Program ImpactProgram Impact

Government Policies and Public OpinionsGovernment Policies and Public Opinions

Responsibility Areas and Relevant Agency Program Supporting MeasuresResponsibility Areas and Relevant Agency Program Supporting Measures

Feasibility of Program Objectives, Financing, Techniques, Manpower and Operational Management

Feasibility of Program Objectives, Financing, Techniques, Manpower and Operational Management

Social Benefits, Economic Benefits and Cost-Effectiveness

Social Benefits, Economic Benefits and Cost-Effectiveness

Impact on National Security, Socio-economy and Environment

Impact on National Security, Socio-economy and Environment

Program Feasibility

Program Feasibility

24

Ministry programs are of course part of ministry overall

strategic plan.Program’s implementation will contribute to the

accomplishment of ministry overall strategic goal.Programs are usually 2-6 Years (2-6 Years as

medium-term; over 6 Years as long-term).Programs are for specific purpose which are

submitted by ministry for approval. Program reviewed and its performance evaluated by

RDEC/NSC/CEPD/PCC (depends on types).

4.3 Some Notes about Individual Medium and Long-Term Program

25

4.4 Number of Individual Medium and Long-Term Programs under the 4-Year Strategic Plan

various ministry level agencies

26

Table on the Number of Indiv idual Medium and Long-term Program of Subordinate Agencies of the Cabinet138

21

3743

24

119

100

17 18 23 25 21

3642

34

14 1629 26

15 19 19 21

47

2430

16 154

19 2416 10 10 7 10

38

0

20

40

60

80

100

120

140

M

O

I

Ｍ

Ｏ

Ｆ

Ａ

Ｍ

Ｎ

Ｄ

Ｍ

Ｏ

Ｆ

Ｍ

Ｏ

Ｅ

Ｍ

Ｏ

Ｊ

Ｍ

Ｏ

Ｅ

Ａ

Ｍ

Ｏ

Ｔ

Ｃ

Ｍ

Ｔ

Ａ

Ｃ

Ｏ

Ｃ

Ａ

Ｃ

Ｄ

Ｇ

Ｂ

Ａ

Ｓ

Ｃ

P

Ａ

Ｇ

Ｉ

Ｏ

Ｄ

Ｏ

Ｈ

Ｅ

Ｐ

Ａ

Ｃ

Ｇ

Ａ

Ｎ

Ｐ

Ｍ

Ｍ

Ａ

Ｃ

Ｃ

Ｅ

Ｐ

Ｄ

Ｖ

Ａ

Ｃ

Ｎ

Ｙ

Ｃ

Ａ

Ｅ

Ｃ

Ｎ

Ｓ

Ｃ

Ｒ

Ｄ

Ｅ

Ｃ

Ｃ

Ｏ

Ａ

Ｃ

Ｃ

Ａ

Ｃ

Ｌ

Ａ

Ｆ

Ｔ

Ｃ

Ｃ

Ｐ

Ｃ

Ｐ

Ｃ

Ｃ

Ｃ

Ｉ

Ｐ

Ｓ

Ａ

Ｃ

Ｈ

Ａ

Ｋ

Ｋ

Ａ

Ｃ

Ｅ

Ｃ

Ｔ

Ｐ

Ｇ

Ｔ

Ｐ

Ｃ

Ｃ

Ｆ

Ｐ

Ｇ

Number of Programs

A Total of 1,126 Programs Having Been Proposed by Ministries of the Cabinet

*Remark: Appendix accounts for Ministries’ Abbreviation and Full Name

Percentage of Various Types ofPrograms of Ministries of the

Cabinet

74%

19%7%

Social Policy Programs

Public Infrastructure Programs

Science and Technology R&D Programs

Percentage of Budgets Required byVarious Types of Programs of

Ministries of the Cabinet

50%31%

19%

Social Policy Programs

Public Infrastructure Programs

Science and Technology R&D Programs

Social Policy Programs: A total of 838 programs (74%).

Public Infrastructure Programs: A total of 210 programs (19%).

Science and Technology R&D Programs: A total of 78 programs (7%).

27

4.5 Program Monitoring and Performance Evaluation

28

All programs shouldbe monitored, and are categorized into 3-layer monitoring (by the Cabinet, the supervising ministry, or agency-in-charge).

Evaluated by RDECjointly with CEPD,PCC, NSC, DGBAS.

Program Monitoring

ImplementationResults Evaluation

Implementation Report

Evaluated bythe Cabinet

Publicize Program Performance Report

Evaluation emphasis is on the degree of objective obtainment and actual targets of indicators

Report forwardedto the Prime Minister for final approval

Evaluated by theSupervisingMinistry

Evaluated byThe Agency-in-Charge

3

21

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

70.0%

A B C D

2005

2006

4.6 Program Evaluation Result Statistics -- for Those Evaluated by the Cabinet

1% 1%

31%

42%

66%

55%

2% 2%

grade B DCAOutstanding Excellent UnsatisfactoryFair

29

CASE 1: National Palace Museum - Program Evaluation ResultsCASE 1: National Palace Museum - Program Evaluation Results

Under Strategic Goal #2,3

Program Name


2007 National Palace

Museum Digital

Learning Program

National Palace Museum Digital Learning Demonstration Center : construction and system developments

Preservation and maintenance of artifacts and traditional handicrafts

Satisfaction rate of beneficiaries or customers

…

Expected Target

Actual Target

Grade

85 %

85%

Satisfaction rate is above 80%

75%

B

Completion rate of system

development is 100 %

Completion rate of

content development

is 85%

Strategic Goals

#2Academic research

and exchange

#3Promotion of museum education

30

CASE 2: Council of Agriculture - Program Evaluation ResultsCASE 2: Council of Agriculture - Program Evaluation Results

Program Name


Strengthen international marketing of agricultural products for 2007

Conduct publicity efforts for flagship products and develop international markets

Study and develop quarantine technologies, and conduct market research, personnel training, and enrich export information

Economic benefits

Expected Target

Actual Target

Grade

…

Organize 15 professional exhibitions

15

Conduct 2 R&D efforts, 1 information network, 3 market researches, and 8 personnel training sessions

12

Exports grow by 5% 11%

A

Under Strategic Goal #1

Strategic Goals

#1Develop high

quality agriculture

industries and increase

international competitiveness

31

5. Web-based Government Plan/Program Performance Management (GPMnet)

Plan/Program Review/Evalauation On-line

32

Building a uniform plan/program management platform via the Government Service Network

Paperwork Online Operation Knowledge Management

Performance Evaluation（ RDEC）

RDEC CEPD PCC NSC Agencies in Charge DGBAS

Ministry 4-Year Overall Strategic Plan

Individual Medium and Long-Term Program

Social Policy Public Infrastructure Science & Technology R&D



Social Policy Public Infrastructure Science& Technology R&D

3-layer Monitoring

（ RDEC）

Internet(One Stop Window)

6. Suggestions and Prospects

Developing online auditing mechanism to improve ministry internal control.

Integrating other administrative management information systems (such as budget) to support top-level decision-making.

Introducing the GPMnet to local governments to promote nationwide performance management.

Exchanging ideas on good governance among international community.

6.1 Suggestions

33

Accountability : Everybody knows which ministry accounts for what kind of plan/program implemented in specific time and place.

Transparency : Everybody can get performance evaluation information about ministry plan and program on-line.

Participation : Everybody may participate during the review and evaluation process of ministry plan and program.

6.2 Prospects

34

Appendix—Abbreviation and Full Name

MOI Ministry of the Interior

MOFA Ministry of Foreign Affairs

MND Ministry of National Defense

MOF Ministry of Finance

MOE Ministry of Education

MOJ Ministry of Justice

MOEA Ministry of Economic Affairs

MOTC Ministry of Transportation and Communications

MTAC Mongolian and Tibetan Affairs Commission

OCAC Oversea Compatriot Affairs Commission

DGBAS Directorate-General of Budget, Accounting, and Statistics

CPA Central Personnel Administration

GIO Government Information Office

DOH Department of Health

EPA Environmental Protection Administration

CGA Coast Guard Administration

NPM National Palace Museum

MAC Mainland Affairs Council

CEPD Council for Economic Planning and Development

VAC Veterans Affairs Commission

NYC National Youth Commission

AEC Atomic Energy Commission

NSC National Science Council,

RDEC Research, Development, and Evaluation Commission

COA Council of Agriculture

CCA Council for Cultural Affairs

CLA Council of Labor Affairs

FTC Fair Trade Commission

CPC Consumer Protection Commission

PCC Public Construction Commission

CIP Council of Indigenous Peoples

SAC Sports Affairs Council

HAKKA

Council for Hakka Affairs

CEC Central Election Commission

TPG Taiwan Province Government

TPCC Taiwan Provincial Consultative Council

FPG Fukien Provincial Government

End of Briefing

Cordially Presented

For more information, refer to http://www.rdec.gov.tw

Economy experience sharing 1–Chinese Taipei

Business

Transcript of Economy experience sharing 1–Chinese Taipei