Final Team 14 SEA Feedback Report - Youth and Sports

2014 FEEDBACK REPORT

[Ministry of Youth & Sports]

2014 FEEDBACK REPORT [Ministry of Youth & Sports] Page 2 of 54

Introduction to the Feedback Report

This feedback report has been produced as a result of your organisations evaluation in the Fiji Business Excellence Awards. Thank you for participating in this evaluation process. It is our hope that the comments contained in this report will both confirm many things that you may already know about your organisation as well as show you new elements and give you new perspectives. We want to support you in your efforts aimed at the continuous improvement of your organisation, as you question, challenge existing patterns of thought, clarify opportunities, and identifying ways of bringing about the sort of future that you would like for your organisation We hope that the knowledge gained through this report will play a key part in your successes into the future. Each year, applicants that address the issues in their feedback report honestly and with a focus on improvement, inform us of the immense value they have gained. Additionally, organisations that request an (optional) face to face feedback session with representatives from their evaluation team find even greater value in the increased clarity of that format

Content of the Feedback Report

The report is structured according to the 17 Items of the Fiji Business Excellence Awards Framework. These are based on a set of principles of business excellence that have proven time and again to be the basis of sustained organisational success, right around the globe. The report contains a list of the strengths and the opportunities for improvement that have been agreed to by the team of evaluators during their assessment of your submission as well as during the site visit. The entire evaluation process focuses around clarifying these. Evaluators are not obliged to identify strengths for each Item. Where strengths do appear, it is because they truly have stood out to the team. However, they are obliged to identify opportunities, since this is the key source of value for you. In total, you may find that there is a very high number of opportunities. You are encouraged to prioritise these according to your own business imperatives. To assist you, the executive summary page gives a list of the strengths and opportunities that the evaluators believe to be most critical. If you are evaluated again in the future, the team may be interested to hear of the process you undertook to prioritise these opportunities Generally the comments are non-prescriptive. This is because the principles and the Framework itself provide the key imperatives for you. Some comments will be broad and others narrow. Comments are more likely to be broad if the team feels that you are in a better position to come up with the specifics than they are. Face to face feedback should be sought if you wish the evaluators to be more descriptive


Executive Summary

Level Applied: Prize Level

Summary of Evaluation and Evaluation Team The Ministry of Youth & Sports core responsibilities are focused at facilitating youth and sports development through the establishment of a conducive policy environment that provides strategic support systems, initiatives for personal development, character building, sports policy implementation and community based youth led programs. The Agency regulatory powers are exercises under three (3) Legislations namely the Fiji Sports Council Act 1978, the Boxing Commission of Fiji Promulgation No: 13 of 2008 and the National Sports Council Commission Decree 5 of 2013. The Evaluation Team 014 acknowledges the Permanent Secretary, Senior Management Team and staff of the Ministry of Youth & Sports for their

tremendous support, co-operation and willing to share information on the Agencys portfolio responsibilities. It has been interesting to learn the Journey to Service Excellence that MOYS has undertaken through its application towards Service Excellence Awards (SEA) Framework showing its determined pursuit of service excellence. It is quite pleasing that the Agency is committed to the full implementation of Service Excellence principles in its operations throughout the organisation HQ, (4) Divisions and the (5) Youth Training Centres. The Team also noted the considerable time and effort that has been devoted by sharing the SEA principles and having this initiative driven by the Permanent Secretary, his Senior Management Team and the Service Excellence Champion. The Evaluation comprises of Mr. Savenaca Ralagi from the Ministry of iTaukei Affairs, Ms. Sau Veikoso from the Department of Immigration, Ms. Sainimere Vosalotaki from the Ministry of Works, Transport and Public Utilities and Ms. Sogovava Tuisawana from the Public Service Commission. For this evaluation exercise, the Team assured that quality time and effort was spent in the compilation of the Feedback Report through discussions at (3) consensus meetings, site visits and verifying of documents through the conduct of the Site Inspection at HQ, Central/Eastern Divisions Office, Youth Training Centre (Valelevu, Nasau, Naleba & Naqere), Divisional Offices in the Western and Northern Division.


Significant Strengths (Processes)

a) Item 1.1 Senior Leadership

The Agency has an effective systematic approach to setting, deploying and reviewing the Vision, Mission and Values during the annual consultation and planning workshop involving representatives across the organisation. The deployment of VMV is evident at all levels of the organisation and discussed at Divisional, Sectional and Unit through weekly staff meetings and monthly meetings to foster good leadership of the organisation.

Senior leaders are involved in the planning process and mid-term reviews

of its Annual Corporate Plan. This indicates that the senior management team is fully conversant of what is required in the ACP to be incorporated in their divisional BP and the IWP of their divisional staff.

The Agency articulated its new logo whereby 7stars represents 7 star performances extending from 7 elements of values for greater success which includes passion, perseverance, focus, integrity, ambition, drive and positive attitude. This indicates that the organization is committed to maintain its attempts to be a flagship in Youth and Sports Development.

The Agency has adopted the Malcolm Baldridge Service Excellence

Framework as a holistic management tool and a means of continuously process improvements to drive leadership and excellence throughout the organisation.

Senior Leaders used the communication processes, e learning refresher module and training on Code of Conduct to promote an environment that fosters legal and ethical behavior. The Agency further requires appropriate conduct from all employees by ensuring that staffs are in compliance on the values and ethics espoused in the Code of Conduct.

The Agency nominates senior leaders for training to acquire new ideas and

approaches for improvement in the organization. This indicates the commitment of the Ministry to develop its senior management for sustainability of the organization.

Senior Leaders creates a sustainable organisation by incorporating Herzberg two factor theories by deploying the motivating factors that improves staff performance and retention by introducing a Rewards and Recognition System. This is evident in the recognition of the Employee of the Month and Employee of the Year by re-in forcing high performance, creating a happy and health workplace and providing exceptional service in the workforce.

The Agencys senior leaders established a sustainable organisation by encouraging improved performance for the accomplishment of its strategic objectives from the strategic level to individual level.


Senior Leaders encouraged the conduct of capacity building programs, consistent communication, workforce consultations at unit levels and various forums established that implements programs that assist the Agencys to meet its organizational targets. This is evident in the engagement of staff on informal discussions with staff, talanoa session, unit meetings and newsletter.

The Agency has an Open Door policy to create a two-way communication

at various levels of the organisation for resolving issues and communicating key decisions between managers and its staff. This indicates its commitment to create an organizational environment for performance improvement and also engage its entire workforce in its communication process for key decisions.

Senior Leaders have created an environment for organisational improvement through delegation of responsibilities to officers which provides experiences and enhances their level of commitment.

Senior Leaders are supportive and actively participates in social &

wellness committee activities of the organisation to promote team building, health and wellbeing of its workforce. This shows the commitment of Senior Leaders to informally have discussions (talanoa session) with the staff.

Item 4.1 Workforce Environment

The Agency assesses the workforce capability and capacity needs through individual staffs output on a monthly basis against their Individual Work Plans that links to their Business Plan and Annual Corporate Plan.

The Agency is committed to provide a Healthy and risk free workforce environment conducive to high performance which is committed and compliant to the Occupational Health Safety requirements under its Policy. This is evident in the provision of proper office space with proper signages and hazardous notices, office furniture and equipment.

The Agency aligns its recruitment process i to hire personals that meet the MQR, multi skilled and where equal employment opportunity (EEO) is given to all races & gender. This is to ensure diverse competency and flexibility within the workforce. (Policies/plans/rules and regulations).

The Agency has a service charter that embeds the values and codes of conduct of its employees.

The Agency has a systematic approach in accomplishing its work processes through the use of Community Based Response Teams. It is evident through successful delivery of services to customers to meet seasonal demands. Example National Youth & Sports Conference.

The Agency provides orientation programs, performance coaching and reviewing, transfer evaluation on the orientation program, TNA, APA


opportunities for In Service training (Local & Abroad) and Succession Planning at all levels to prepare them for career development and advancement.

The Agency engages overseas volunteers (Australian Youth Ambassadors Development Program) to broaden the area of technical assistance and NEC Registered volunteers for exposure. This strategy boosts the policy pertaining to capacity and capability needs of the workforce of the Agency.

The Agency conducts HR Audit to improve on the current status of the human resource information system by 2015 for workforce advancement and decision making.

The Agency aligns its IWP & BP to the ACP to meet the Ministrys overall organizational performance. Through the Performance Review Procedure in place, Senior Leaders reviews this action plans on weekly and monthly basis.

The RPPI unit captures all divisional progress reports through the use of Monitoring boards to ensure strategic implementation of programs and timelines are implemented. This is evident through the submission of progress reports to the SFCCO, PMs Office, National Planning Office, and Ministry of Finance & PSC.

The Agency provides workforce rotation, on the job training and acting appointments for changing capability and capacity needs. The Agency prepares and manages periods of workforce and growth by the sharing of workload uses the same temporary officers when there are gaps/vacancies in the agency, thus encouraging continuity of operations.

The Agencys Strategic Workforce will be reviewed to reflect immediate changes in the Strategic Workforce Profile for 2015 2018. This will show strategic direction and related career pathways, training and deployment of workforce needs, its continuity to prevent inefficiencies and minimize negative impacts.

The Agency is guided under the HASAW Act 1996 to provide a safe and healthy work environment to all its employees to improve workplace safety and security. This is evident through the appointment of the OHS committees (3 year term).

The Agencys Social & Wellness Committee deployed the Healthy Island through Sports for Health screening program and Wellness for staff to produce productivity in the workforce.

The Agency supports its workforce through the OHS Policy, Sexual Harassment in the Workplace, Insurance Policy, Human Resource Manual which governs the welfare and benefits of its employees. This is evident through the conduct of awareness at all levels and the distribution of OHS funds to be utilized in areas of risks.


Significant Opportunities (Processes)

Item 3.1 Measurement, Analysis and Improvement of Organizational Performance

While the Agency is embracing the use of Information Technology, it is not clear if it has a Disaster Recovery Plan site to ensure business continuity.

While the Agency generate divisional daily reports that are submitted to Executive Management to track and monitor performance, it is not clear how this assists the organisation to be agile in their current challenging environment and respond to external business threats and changes.

The Agency may consider established four (4) taskforces to develop innovative ideas for continuous improvement and innovation.

i) Green Initiative Taskforce Office Beautification, Green Audit, Energy Audit, Environmental Beautification and Waste Recycle.

ii) Knowledge Management and Innovation Monthly Information Sharing;

iii) Public Relations - ; and iv) Business Process Re-Engineering.

Item 3.2: Management of Information, Knowledge and Information Technology

Although the Agency has a secure and reliable back up system, it may wish to consider setting up off-site back-up system for its data and develop a Contingency Plan. This will ensure reliable, secure and continued availability of data to effectively serve customers and in the event of an emergency, unforseen natural disaster, fire and tsunami etc.

Although the Agency shares best practices through knowledge management gatherings, it may wish to consider formed a Knowledge Management Taskforce to identify strategies as a means of identifying needed actions that will promote improvement projects to meet its Business Excellence requirements.

It is not clear how whether the errors and difficulties are experienced by users of Information Systems and if corrective steps are taken to address it on a timely manner as the Agency depends solely on ITC for its IT system.

It is not clear how the Agency collect, implement and transfer the relevant knowledge for use in innovation and strategic planning process towards creating and maintaining a high-performance work environment.


Significant Strengths (Results)

Item 7.3: Workforce Focused Outcome

The Agency had conducted bi-annual performance reviews for all the staff members both established and unestablished with an internal awards night to empower and motivate employees.

The Agencys performance and productivity outcomes are reflected on the results achieved as per the review of the Individual Work Plan(s). Furthermore, it is enhanced with the review and rating given by the SFCCO.

Staffs are encouraged to pursue further studies to upgrade their qualification, knowledge and skills by undertaking courses offered locally and abroad for career and personal development. There is a favourable trend from 31.6% in 2012, 35% in 2013 and 36.6% in 2014 shows an increase in academic achievements by the workforce.

The Agency measures employee engagement levels of staff by keeping track of staff absenteeism. This assists the Agency to track the commitment of staff, enhance workforce attitude towards work and instil discipline within the workforce.

The Agency has a wide range of learning and development skills; it provides training and development to ensure capacity building and certification of its workforce to meet skill needs.

The Agency measures its workforce health, safety and security through health screening, health and safety training, health and safety inspections carried out and workforce survey resulting in a secure working environment.

The Agency measures workforce engagement and workforce satisfaction by rewarding high performance achievement, payment of leave compensation and having an awards night.

Results in the workforce category encourage knowledge sharing, workforce motivation, satisfaction, rewards and recognition and career progression.

Item 7.4 Leadership and Governance Outcome

Results for societal responsibilities and support for key communities show consistent achievement of objectives. For eg. In 2012 and 2013, the plans for community service were achieved.

The controls implemented through the FMIS system has resulted in a marked decrease in the number of disciplinary cases over a period of 2 years.


Results for senior leaders communication and engagement with the workforce show Senior Leaders commitment in convening monthly meetings and Mid Term Reviews and the meeting encourages two way communications and creates a focus action.

Results for governance and legal outcomes support the Agencys reputation for integrity and stability. Key results and trends in the Budget Utilization Rate shows in depth audits are conducted to ensure fiscal accountability. Additionally, results for Key Regulatory and Legal compliance Measures shows (as in the bar graph) sustained good performance levels or improvement from 2012 2014. This is evident through the formulation of SOPs for the 5 Training Centres and to be OHS Compliance.

Results for the breaches of ethical behaviours were resolved accordingly with the Agency using both internal and external polices of resolving the cases. The result demonstrates accuracy in educating and awareness provided to the employees on ethical behaviour.

Significant Opportunities (Results) Item 7.2 Customer Focused Outcomes

Although, the Agency speaks of high customer satisfaction it is unclear on the levels and trends of its key measures results on the satisfaction and dissatisfaction from 2012 2013.

Although there is data available from the various channels of customer feedback, there is opportunity for the Agency to trend the satisfaction ratings received from each one. This will allow the Agency in determining the impact of these results on overall customer satisfaction.

Even though TEF has a 95.13% satisfaction from 2011, 95.87% in 2012 and 97.1% in 2013, it is not clear how effective are these courses to the participants in terms of youth development. The Agency may consider having feedbacks from the (5) Training Centres on the performance of its ex-trainees.

Item 7.5 Financial and Market Outcome

There is an opportunity for the Agency to clearly measure the strategic risks (natural disasters, political, social and economic environment) that is likely to face in future and to ensure that it has strategies in place to counteract them and remain sustainable.

The Agency percentage in sales of its products is not clear on how it trend from the last 3 years (2011 to 2013).

The Agency has mentioned that the Nasau and Naleba Training Centres revenue collection is undertaken, however it is not clear how this is reported back to management and if the processes have been documented. The


applicant could consider doing process flow for the debt recovery process and further put in a reporting mechanism to assist in monitoring the progress.


Item 1.1 Senior Leadership

Your score in this Criteria item for the Consensus Review is in the 70-85 percentage range.

Strengths

In the collective opinion of the evaluation team, the relative strengths of this organisation with respect to Item 1.1 include:

1. The Agency has an effective systematic approach to setting, deploying and reviewing the Vision, Mission and Values during the annual consultation and planning workshop involving representatives across the organisation. The deployment of VMV is evident at all levels of the organisation and discussed at Divisional, Sectional and Unit through weekly staff meetings and monthly meetings to foster good leadership of the organisation.

2. Senior leaders are involved in the planning process and mid-term reviews

of its Annual Corporate Plan. This indicates that the senior management team is fully conversant of what is required in the ACP to be incorporated in their divisional BP and the IWP of their divisional staff.

3. The Agency articulated its new logo whereby 7stars represents 7 star performances extending from 7 elements of values for greater success which includes passion, perseverance, focus, integrity, ambition, drive and positive attitude. This indicates that the organization is committed to maintain its attempts to be a flagship in Youth and Sports Development.

4. The Agency has adopted the Malcolm Baldridge Service Excellence Framework as a holistic management tool and a means of continuously process improvements to drive leadership and excellence throughout the organisation.

5. Senior Leaders used the communication processes, e learning refresher module and training on Code of Conduct to promote an environment that fosters legal and ethical behavior. The Agency further requires appropriate conduct from all employees by ensuring that staffs are in compliance on the values and ethics espoused in the Code of Conduct.

6. The Agency is nominating senior leaders for training to acquire new ideas and approaches for improvement in the organization. This indicates the commitment of the Ministry to develop its senior management for sustainability of the organization.

7. Senior Leaders creates a sustainable organisation by incorporating Herzberg two factor theories by deploying the motivating factors that improves staff performance and retention by introducing a Rewards and Recognition System. This is evident in the recognition of the Employee of the Month and Employee of the Year by re-in forcing high performance,


creating a happy and health workplace and providing exceptional service in the workforce.

8. The Agencys senior leaders established a sustainable organisation by encouraging improved performance for the accomplishment of its strategic objectives from the strategic level to individual level.

9. Senior Leaders encouraged the conduct of capacity building programs, consistent communication, workforce consultations at unit levels and various forums established that implements programs that assist the Agencys to meet its organizational targets. This is evident in the engagement of staff on informal discussions with staff, talanoa session, unit meetings and newsletter.

10. The Agency has an Open Door policy to create a two-way communication

at various levels of the organisation for resolving issues and communicating key decisions between managers and its staff. This indicates its commitment to create an organizational environment for performance improvement and also engage its entire workforce in its communication process for key decisions.

11. Senior Leaders have created an environment for organisational improvement through delegation of responsibilities to officers which provides experiences and enhances their level of commitment.

12. Senior Leaders are supportive and actively participates in social &

wellness committee activities of the organisation to promote team building, health and wellbeing of its workforce. This shows the commitment of Senior Leaders to informally have discussions (talanoa session) with the staff.


Opportunities

In the collective opinion of the evaluation team, opportunities for improvement include:

1. The Agency may wish to consider putting in place measures to gauge the understanding of its vision, mission and values by its customers and stakeholders. This will create and balance the value of its customers and stakeholders.

2. The Agency presents limited evidence that it evaluates and refines

leadership processes designed to support innovation, appositive customer experience and leadership skills, such as Senior Executive Leadership Programs. Such evaluation may help the Agency identify opportunities to enhance leadership skills, support succession planning and develop future leaders.

3. Although the Agency reviews the Annual Corporate Plan (6 months and annually), it would be appropriate if the Agency can implement a Balance Scorecard system which is linked to achieving its Vision, Mission and Values and its strategic intents; ensuring that the organization is agile in its competitive environment.

4. The Agency may consider identifying and implementing activities that

would address opportunities for improvement such as Green Initiative Team. This will recognise the contribution of the workforce towards green productivity and environmental conservation programmes.

5. The Agency may consider implements innovations and ongoing improvements productivity tools that may be achieved through eliminating waste and reducing cycle time. Eg. Six Sigma, Lean and Balance Scorecard.


Item 1.2 Governance and Societal Responsibilities

Your score in this Criteria item for the Consensus Review is in the 5065 percentage range.

Strengths


1. The Agency has a strong legal and ethical framework which is evident through its mandatory requirements on the Code of Conduct, Service Charter and the various Laws which promotes legal and ethical behaviour is espoused and shared in staff relations with customers, stakeholders and the target audience.

2. The Agencys well aligned governance system helps the management

demonstrates transparency and consistency through the Recruitment and Promotion processes under Section 9 of the State Service Decree when recruiting new staff.

3. The Agencys multi sector committee was established to incorporate stakeholders view with regard to its policies and programs such as the Dynamic Youth Empowerment Program, Seed of Success (SOS), Mentoring, Small Micro Enterprise and other community based activities. These holistic approaches is evident through training, practice of trade, business and professional associations through need analysis, resource mapping and developing community action plans.

4. The Agency has signed MOUs with bilateral partners and countries (Vanuatu, Indonesia, Think Pacifika and Ola Fou Pacifika through the partnering of resources for youth and sports development.

5. The Agency evaluates its core deliverables by the Prime Ministers Office and this is where the individual officers gauge the Senior Leaders performance against the indicators and organizational plans.

6. The Agencys has adopted the Performance Review Procedure as a key element in the Governance Systems. PSs performance is evaluated against the ACP and Performance Agreement Assessment while Senior Officers were evaluated by their respective Business Plan and Annual Performance Assessment. This indicates its commitment to gauge the performance level of the senior leaders to improve on their leadership and their effectiveness.

7. The Agency has a structured mechanism in place for societal and

community contribution which reflected in their Annual Corporate Plan, Division Plan and Section Plans. There is also a monitoring & evaluation mechanism in place to measure targets in this regard. The Agency is committed to comply with the Environment Management Act to ensure its operations do not have an adverse impact on the environment.


8. The Agencys Social and Wellness Committee and QCC Teams planned quarterly programs such as Dengue Clean-up Campaign, section led projects and vegetable planting in special schools which contributes to the community as part of its social responsibility.

9. Some of these initiatives include energy saving program to minimize energy consumption, switch it off when not in use concept and 4Rs.These shows management commitment in ensuring environment risks are maintained, practices and designed to minimize the risks to people, equipment, property and the environment.

10. The Agency supports the local community programs by partnering with OISCA in coral planting, mangrove and tree planting which contributes to the wellbeing of the environment, social and economic systems.


Opportunities


1. It is unclear how the Agency systematically evaluates and improves it processes related to societal responsibility and how to contribute to community support. This may comprise the Agencys ability to sustain society and the environment and to enhance its communities.

2. Although the Agency gauges the performance of the Senior Leaders against the ACP outputs, the Agency may wish to devise an employee opinion survey to gauge their performance and leadership qualities. This will indicate the level of transparency in its operations.


Item 2.1 Strategy Development


Strengths


1. The Agencys 3 year (2012 2014) Strategic Plan is successfully aligned to the Roadmap for Democracy and Sustainable Social and Economic Development which ensures that the functions of MOYS and its deliverables are also aligned to the expected outputs of Government.

2. The Agency adopts the Governments Planning and Accountability Framework for the alignment of the Strategic plan in meeting the broad outcomes of Government as articulated in the Peoples Charter for Change, Peace and Progress (PCCP), Roadmap and the Strategic Framework for Change. This is evident in the use of timelines set by Government to link to allocation of resources on an annual basis and strategizes the work plans to meet the timeframe.

3. The Agency aligns its key strategic objectives to the three (3) Strategic Platforms Human Resource Management, Productivity Management and Organizational Management during the planning process. This is deployed to the four (4) divisions and sections in lining its core functions and statutory requirements to the deliverables of the organisation.

4. The Agency uses the annual corporate planning cycle as a platform for the

development of their work plans and formulation of strategic objectives. This ensures proper preparation of the organization for the future for proper decision making and resource allocation.

5. The Agency participative approach to planning process involves wide consultation of internal and external stakeholders for better collaborations and mutual understanding. This enables the Agency to ensure that the ACP covers all major issues of concerns which is monitored and assessed on a monthly and quarterly basis.

6. The Agency adopts the Results Based Monitoring Framework for measuring youth development results and monitoring of empowerment training that links to the outputs and Governments objectives. Senior Leaders reviews the work plans and strategies to strengthen strategic advantages through changes in policies and legislations.

7. The Agency has a systematic approach in formulating, implementing and

monitoring strategies and performance indicators on youth and sports development (products) that are aligned to the strategic objectives to address challenges and opportunities for innovations. This is evident in the youth participation Agencys senior management meetings, youth conference preparation and involvement in national delegation to international conferences.


Opportunities


1. The applicant has formulated its Corporate Plan which links into the Business Plan and accordingly work plans are set for each division and annually evaluated, however, Balance Scorecards can be implemented which will ensure that the organization builds on its core competencies through the 360 degrees feedback process.

2. There is limited evidence of cycles of learning and improvement for the steps or activities used for developing strategies. For instance, the Agency provides few examples of improvements resulting from the biannual evaluation of the SPP. ( for eg . the execution of the process steps and activities, participants, timeframe, process inputs). This will ensure continuous process improvement and innovation that will facilitate the allocation of resources to capitalize on opportunities in rapidly changing environment.


Item 2.2 Strategy Implementation


Strengths


1. The Agency develops key short term action plans from the Annual Corporate Plan and the respective Business Plans as strategies and tasks which is then cascaded down the level through the Business Plans and Individual Work Plans enabling them to achieve their strategic objectives.

2. The Agency ensures that its Key Performance Measures are incorporated in its Strategic Plan, Annual Corporate Plan and Business Plans; this is measured through Quarterly Project Performance reports to Ministry of Strategic Planning, Monthly Report to Senior Management, Monthly Financial Reports & Monthly Returns to Ministry of Finance, Ministry Monthly & Quarterly Reports to SFCCO and the Annual Report.

3. The Agency outlines its performance projections for short and long term performance in all its planning documents taking into consideration the required timeframe, percentage and quantity relevant to its performance measures. The performances by all Divisions & Sections are measured internally against the targets in the development plans on a monthly basis and monitored externally by SFCC; that ensures the Agency is consistent and transparent in its approach.

4. The Agency through the Monthly Financial Reporting System is made aware of its funding availability to support the accomplishment of the action plans; FMIS is designed to keep a tight control on the utilization of funds.

5. The Agency allocates resources through the Budget Strategy and Budget

Estimates to meet priorities as per the Strategic Plan whilst at the same

time ensuring that other objectives also receive adequate resources. This

ensures that the financial and other resources are available to support the

action plan.

6. The Agency developed its Strategic Workforce Plan, Learning and Development Plan and Succession Plan improve its workforce with its strategic directions and ensure staffs have competencies in meeting the workforce capability and capacity needs.

7. The Agency established the Research, Policy, Planning and Information (RPPI) Unit to implement modified action plans through a shift in policy in youth and sports development and develop new requests for service


delivery that allows rapid execution of new plans. These modified action plans is adopted throughout the workforce.

8. The Agency outlines its performance projections for short and long term performance in all its planning documents taking into consideration the required timeframe, percentage and quantity relevant to its performance measures.

9. The Agencys bilateral partnership with private and public sector donors

allows the review in its planning process to ensure projected gaps in performance are identified. Eg. The establishment of the National Youth Council and the engagement of UNDP to provide necessary resourcing


Opportunities


1. The Agency has been able to review its planning process to ensure gaps in planning are identified; however, it is not clear what approach the agency adopts in identifying these performance gaps in relation to competitors.


Item 3.1 Measurement, Analysis and Improvement of Organizational Performance


Strengths


1) The Agency has systematic approaches in measuring performance and selecting comparative data that support the achievement of strategic objectives and organisational results. The performance measures include the MYS Database , Units/Divisional Monthly Reports, Quarterly Performance Progressive Report, Monthly Reconciliation Reports, Bi Annual Report and the Annual Report. This is visually projected in the Ministrys monitoring board which shows progress ratings and the percentage completion of each deliverables outlined in the ACP.

2) The Agency has a systematic approach towards using comparative Data from Line Ministries at National Level (situational analysis reports for youth), Regional Organisations at Regional Level and International Bodies (UN Agencies) to support operational and strategic decision making and innovation.

3) The Agency has multiple approaches for obtaining customers perspectives and opinions through the use of evaluation forms in training, outreach programs and customer survey form to support operational and strategic decision making and address training improvements that will increase efficiency and satisfaction. This is evident through the reviewing of the customer feedback form, survey monkey platform, customer response forms, training evaluation reports and radio talkback shows.

4) The Agency reviews its performance measurement system by tracking and recording the key performance indicators (KPI) on the Monitoring Board and immediate changes are decided by Senior Leaders to ensure good organizational performance is maintained.

5) The Agency adopted the Performance Review Procedure to improve the planning process, monitoring, reviewing and reporting of results and achievements of the organisation for the advancement of services provided to the staff, customers, stakeholders and central agencies of Government. This is evident in the Senior Management Meeting, Monthly Management Meeting, Internal Monitoring, Site Visitations and Monitoring, ACP Workshop, SFCCO monitoring, PMs Office review on capital projects and the monitoring of the (Table 3) of the ACP by PSC.

6) The Agency assess and review its programs and activities through SWOT analysis and this is evident in the reviewing of its Training Centres by


adopting the Facility Performance Evaluation Framework and its reporting processes through health and safety report checklist.

7) The Agency adopted best practice tool by developing guidelines on the SEA. Through the conduct of Seeds of Success (SOS) Training, SEA Best Practice Sharing, Youth Development Index, Nonakas Knowledge creation Model and brainstorming sessions allows the Agency to work effectively and produce successful outcomes.

8) The Agency has a strong set of data management systems that collects and integrates data and information that generates & analyses data for informed decision making. Each Division has its own tailor made software that assists the organisation in achieving business strategies.

9) The Agency performance review findings are discussed across the organisation and driven by Senior Management. The feedbacks from SFCCO, SEA and feedback from stakeholders provide guides to the Agency towards implementing measures for improvements on systems and processes.

10) The Agencys future performance is determined through the planning process and this is based on past performance which allows them to make future projections of its performance. This is evident through SWOT analysis.


Opportunities


1. While the Agency is embracing the use of Information Technology, it is not clear if it has a Disaster Recovery Plan site to ensure business continuity.

2. While the Agency generate divisional daily reports that are submitted to Executive Management to track and monitor performance, it is not clear how this assists the organisation to be agile in their current challenging environment and respond to external business threats and changes.

3. The Agency may consider established four (4) taskforces to develop innovative ideas for continuous improvement and innovation.

v) Green Initiative Taskforce Office Beautification, Green Audit, Energy Audit, Environmental Beautification and Waste Recycle.

vi) Knowledge Management and Innovation Monthly Information Sharing;

vii) Public Relations - ; and viii)Business Process Re-Engineering.


Item 3.2 Management of Information, Knowledge and Information Technology


Strengths


1. The Agency recognizes the importance of managing its data, information and knowledge through the usage of the Govnet and IT system which is user friendly and is extensively used to store data which is safe and secure.

2. Through multiple approaches deployed to all officers, the Agency

addresses key priorities of its data, information and hardware, including key stakeholder requirements for security, accuracy, timelines and responsiveness.

3. The Agency Database captures relevant information and data that is available to the workforce and customers for decision making and planning processes.

4. The Agencys Website captures up to date information on its programs and services, functions of the Agency, reports, media releases, newsletter, general youth statistics and other documents for its customers, partners and stakeholders.

5. Through the inclusion of social media page on Facebook, information is shared to the workforce, suppliers, partners, collaborators and customers of the organisations programs and services and obtain feedback for improvements and planning purposes.

6. The Agency has a multiple deployment channels to disseminate, reinforce and develops its knowledge management through in house training, sharing of information with stakeholders, partners, suppliers and collaborators, conference and consultation workshops.

7. The Agency exchange relevant knowledge and best practices through knowledge management gathering to contribute effectively to the sharing of workforce knowledge in the organisation.

8. The Agency has currently afforded rapid developments in information, communication and technology and ensures that the Hardware and software system are reliable, secure and user friendly. This is evident through the set - up of youth resources centres at the various divisional offices and Youth Training Centres and also the training are conducted to up-skill the users to familiarize them with the current technology.


9. The Agency has a secure & reliable back-up system within and ITC which can be easily retrieved when needed.


Opportunities


1. Although the Agency has a secure and reliable back up system, it may wish to consider setting up off-site back-up system for its data and develop a Contingency Plan. This will ensure reliable, secure and continued availability of data to effectively serve customers and in the event of an emergency, unforseen natural disaster, fire and tsunami etc.

2. Although the Agency shares best practices through knowledge management gatherings, it may wish to consider formed a Knowledge Management Taskforce to identify strategies as a means of identifying needed actions that will promote improvement projects to meet its Business Excellence requirements.

3. It is not clear how whether the errors and difficulties are experienced by users of Information Systems and if corrective steps are taken to address it on a timely manner as the Agency depends solely on ITC for its IT system.

4. It is not clear how the Agency collect, implement and transfer the relevant knowledge for use in innovation and strategic planning process towards creating and maintaining a high-performance work environment.


Item 4.1 Workforce Environment


Strengths


1. The Agency assesses the workforce capability and capacity needs through individual staffs output on a monthly basis against their Individual Work Plans that links to their Business Plan and Annual Corporate Plan.

2. The Agency is committed to provide a Healthy and risk free workforce environment conducive to high performance which is committed and compliant to the Occupational Health Safety requirements under its Policy. This is evident in the provision of proper office space with proper signages and hazardous notices, office furniture and equipment.

3. The Agencys recruitment process is in line with the PSC Act and Regulation 1999 on hiring of personals that meet the MQR, multi skilled and where employment opportunity (EEO) equal is given to all races & gender. This is to ensure that the workforce represents the diverse ideas, cultures and think of hiring customer community to accomplish the work of the Agency.

4. The Agency has a service charter that embeds the values and codes of conduct of its employees

5. The Agency has a systematic approach in accomplishing its work processes through the use of Community Based Response Teams. It is evident through successful delivery of services to customers to meet seasonal demands. Example National Youth & Sports Conference.

6. The Agency provides orientation programs, performance coaching and reviewing, transfer evaluation on the orientation program, TNA, APA opportunities for In Service training (Local & Abroad) and Succession Planning at all level to prepare them for career development and advancement.

7. The Agency engages overseas volunteers (Australian Youth Ambassadors Development Program) to broaden the area of technical assistance and NEC Registered volunteers for exposure. This strategy boosts the policy pertaining to capacity and capability needs of the workforce of the Agency.

8. The Agency aligns its IWP & BP to the ACP to meet the Ministrys overall

organizational performance. Through the Performance Review Procedure in place, Senior Leaders reviews this action plans on weekly and monthly basis.


9. The RPPI unit captures all divisional progress reports through the use of

Monitoring boards to ensure strategic implementation of programs and timelines are implemented. This is evident through the submission of progress reports to the SFCCO, PMs Office, National Planning Office, and Ministry of Finance & PSC.

10. The Agency provides workforce rotation, on the job training, acting appointments for changing capability and capacity needs. The Agency prepares and manages periods of workforce and growth by the sharing of workload uses the same temporary officers when there are gaps/vacancies in the agency, thus encouraging continuity of operations.

11. The Agencys Strategic Workforce that will be reviewed to reflect

immediate changes in the Strategic Workforce Profile for 2015 2018. This will show strategic direction and related career pathways, training and deployment of workforce needs, its continuity to prevent inefficiencies and minimize negative impacts.

12. The Agency is guided under the HASAW Act 1996 to provide a safe and

healthy work environment to all its employees to improve workplace safety and security. This is evident in the appointment of the OHS committees (3 year term)

13. The Agencys Social & Wellness Committee deployed the Healthy Island

through Sports for Health screening program and Wellness for staff to produce productivity in the workforce.

14. The Agency supports its workforce through the OHS Policy, Sexual

Harassment in the Workplace, Insurance Policy, Human Resource Manual which governs the welfare and benefits of its employees. This is evident through the conduct of awareness to the entire workforce and the distribution of OHS funds to be utilized in areas of risks.


Opportunities


1. It is not clear how the reward and recognition system is connected to promotion, further training, etc.

2. The Agency may wish to consider develop an Employee Feedback Survey to provide them with the opportunity to assess their immediate supervisors and senior leaders in improving the organizations systems and processes.

3. Although the Agencys recruitment process is in line with the PSC Act and Regulation 1999 on hiring of personals that meet the MQR and multi skilling, it is not clear how they identified the skills and competencies through its competency and skills profiling process for new recruits.

4. It is not clear how effective is the Sexual Harassment Policy and its

compliance in terms of social recreational.

5. Although the Agency identified the employee at occupational, organisational and individual levels and assessed their skills through APA, it is not clear how the Agency address the Annual Performance Assessment (APA) between the employee and the supervisor in terms of differences in idea and opinions.


Item 4.2 Workforce Engagement


Strengths


1. The Agency engages its workforce through its assessment and reviews of its Job Analysis and Design with quality of work life ensures that workforce engagement and workforce satisfaction engross to yield higher productivity resulting in fewer grievances, reduces absenteeism and labour turnover.

2. The Agency has an open door policy for communication has enabled its

officers to approach senior staff at any time when there are immediate and urgent needs.

3. The Agency by having a reward and recognition system with the intention

of reinforcing high performance, creating a happy workforce and providing exceptional service. Having and Awards night encourages healthy competition and innovation on an on-going basis within the Agency. An example is the employee of the month and the employee of the year.

4. The Agency encourages its junior officers to take leadership roles in forums such as QCCs & SEA Committees; this ensures that staffs are exposed to leadership and at the same time to come up with new innovative ideas.

6. The Agency has a systematic approach in place to determine workforce engagement and workforce satisfaction through sharing of organizational direction, performances and strategies during unit pocket meetings and Talanoa Sessions.

7. The Agencys Learning & Development System contributes to the achievement of the organizations objectives for both short and long term and competency based training for each employee that enable performance improvement and innovative ideas to effective job performance.

8. The Agency trains its employees in the Customer service training to improve its counter service and telephone etiquette. Feedback analysis from the customers allows the Agency to gauge on its service delivery.

9. The Agency captures knowledge from departing workforce through knowledge transfer and mentoring. This is evident through the hand over written procedures.

10. The Agency through its Strategic Workforce Plan, Learning and Development Plan and Succession Planning identifies the competency


gaps of the workforce and this is addressed by sending staff for training to attain professional qualifications and given the opportunities to perform duties with higher responsibilities through acting appointment. This is considered as a capacity building for the employee in preparation for career advancement.

11. The Agency recognized the diverse culture, ideas and thinking of the workforce through the celebrations of important dates such as; Easter & Christmas for Christians; Holi for Hindus and Prophet Mohammeds birthday for Muslims, whilst special days for staff such as birthdays, mothers day and baby showers follow suit.


Opportunities


1. There is opportunity for the Agency to ascertain engagement levels by

conducting a workplace survey and analysing exit interviews of exiting staff. These will provide feedback for improvement in policies and retention strategies.

2. Although the Agency supports the workforce engagement and workforce satisfaction, it is not clear how Senior Leaders assess the workforce satisfaction. They may wish to consider developing an Employee Opinion Survey to gauge the employees workforce satisfaction.


Item 5.1 Voice of Customers


Strengths


1. The Agency has formulated a Customer Service Charter emanating from Pillar 4 of the Peoples Charter for Change, Peace and Progress on its commitment to its customers and how it addresses issues raised. This is highlighted in its regular consultations and meetings with Government Agencies, stakeholders, communities and schools and every request is attended to by the relevant staff within the organisation.

2. The Agency is very proactive in attending to their customers needs by setting up various social media [Roadshow, Talk-back show, Suggestion Box] and website to listen to its customers. Customers feedbacks are obtained through these various means which is then analyzed and attended to by the Agency in addressing the Customers needs.

3. The Agency engages its customers through the filling of customer

response form, evaluation forms and post training engagements which is further enhanced in the deployment of the survey monkey platform to understand its customers better.

4. The Agency has realized the increase use of social media and web-based

technologies by its customers which has resulted in the creation of its own website and facebook account which would improve its positioning in terms of listening to its customers and being able to provide timely feedback.

5. The Agency demonstrates its customer driven focus through its multiple listening and learning mechanisms to engage and obtain actionable information from its entire customer group.

6. The Agency has a systematic approach in listening to the voice of its

customers, both current and potential customers through consultations, reports, letters, forums, workshops, face to face consultations, emails and media. This is evident through the consultations with village elders, stakeholders and youths before the implementation of any programs. This indicates the commitment by the Divisional Officers in conducting outreach programs, expositions and awareness sessions in schools, communities and institutions.

7. The Agency has a customer feedback mechanism in place which comprises of online media, mails, face to face communication and survey forms.


Opportunities


1. There is no clear evidence whether the Agency is communicating the customer requirements through a customer suggestion scheme. This scheme assists the employees at all level to achieving customer requirements.

2. Even though there is a systematic approach to current and potential customers, it is not clear if a formal customer survey is conducted by an independent body to gauge customer satisfaction levels on services provided by the Agency.


5.2 Customer Engagement


Strengths


1. The Agency is able to build its relationship with customers through, Awareness Programmes, GIRC Displays, expositions, stakeholder awareness programs and invitations, church programs and communities and through continuous review of its policies at its internal forums to ensure its relevance to its customers.

2. Through direct interaction with customers, the Agency provides services to meet customer expectations and at the same time retain their confidence.

3. The Agency develops, formulate and design a customer complaint

management process that ensures all complaints received (internal/external customers) are resolved promptly and effectively. It is evident in the grievance procedures for complaint management SOPs is an indicator of the quality of service delivery and its alignment to objectives.

4. The Agency use customer data to improve service delivery through the

feedback and comments from the Service Excellence Awards programme.

5. The Agency has systematic approaches to gauge customer satisfaction

through customer response forms, training evaluation forms and post training engagements. This has assisted the Agency in formulating training that is of relevant and timely to the youths in terms of up-skilling.

6. The Agency deploys the survey monkey platform to capture customer responses on youth and sports issues, products and services and feedback to understand the customers better.

7. The Agency benchmarks its product with other International counties to measure the level of youth engagement. This is evident through the development of Youth Development Index.

8. The Agency gauge customer satisfaction and dissatisfaction from community meetings, divisional offices, Commissioners Office, Provincial Councils and Tikina Councils.

9. The Agency aligns, assesses and modifies its programs and services to meet customer demand. For eg, Training programs are being revised to incorporate issues at national interest, youth grants and community based projects to empower youths training.


10. For product offerings, The Agency market their products and services in the respective divisional forums, GIRC display, expositions, awareness programs church programs and community invitations.


Opportunities


1. It is not clear how the Agency is informing its current customers on future changes envisaged with its service delivery when rapid changes are enforced. This exercise can help the Agency to predict and manage the expectations of its customers.

2. Although the Ministry collects numerous data from its different customer segments, it is unclear as to how this information is used to improve marketing and organisational performance for the current and potential and future customer.

3. Even though the Agency has addressed complaints, it is unclear how many have they addressed as there is no record of complaints and how its is resolved in the organization.


Item 6.1 Operations Focus


Strengths


1. The Agency work system are guided by the Governments Roadmap for Democracy and Sustainable Socio Economic Development (RDSSED), Peoples Charter for Change Peace and Progress and the Service Charter which outlines its core functions and services provided to youth and sports. This is evident in streamlining its service delivery to customer, deliver customer value, prepare for potential emergencies and achieve organizational success and sustainability.

2. The Agency internal work systems are guided by the Staff Manual, Financial Manual, HR Manual and Procurement Documents which sets out policies and procedures needed for effective human and financial management and operation.

3. The Agency work systems design has included technological advancement

in the use of the Survey Monkey Platform to gather data and feedback to support its internal and external processes such as the National Youth & Sports Conference Registration, feedback details and refresher training module for staff.

4. The Agency aligns its work systems to the Government Accounting

System (FMIS) to monitor and control monthly and quarterly expenditure at Unit and Divisional level.

5. The Agencys work systems are determined by government regulations,

relevant legislations, policies and internal mechanisms. This guides the workforce, key suppliers, partners, contractors and collaborators in accomplishing the delivery of products, business and services to the customers and to contribute to the effective implementation of its deliverables.eg. The development of the Revenue Generation at Youth Training Centre at Naleba.

6. The Agency has formulated an Emergency and Evacuation Plan and an

OHS Management Plan; these have been implemented throughout the Ministry to ensure safety of the Agencys staff and assets.

7. The Agency through its Good Governance Framework ensured that all

sections develop their Standard Operating Procedures incorporating legislated or predefined procedures and internal processes. The SOPs which are reviewed subject to relevant changes enhance the Agencys


ability to implement its core competencies and maintain consistency in the delivery of its services.

8. The Agency through the FMIS is able to monitor and control monthly

expenditure at Unit and Divisional levels on monthly and quarterly basis. For example, the FMIS allows for monthly reconciliation of various accounts and generates reports to track the total funds that are utilized. This ensures that the Agency is able to contain overall costs and reduce service errors.

9. The Agency has an Emergency Plan to improve its Emergency

preparedness throughout the organisation. This is evident on the conducting of fire drills and evacuation by the OHS Committees.


Opportunities

In the collective opinion of the evaluation team, opportunities for improvement include: 1. Although the Agency has an Emergency Plan in Divisional Office and 5

Training Centres, it is not clear whether Weather related disasters are also

incorporated in terms of potential emergencies. They may wish to include this

in their Plan should they wish to do so.

2. The Agency identified Work Systems participants, however it is not clear how

they incorporate participants values in order to deliver customer expectations,

valuing individuals and diversity, demonstrating integrity and fairness in all

their interactions.

3. While the Agency makes use of the modern technology to improve its work

systems, it may wish to consider setting leave applications online to minimize

paper usage and faster decision making.

4. Although the Agency has formulated an Emergency Plan in case of an

emergency, it is unclear whether they have developed a Risk Management

Policy that encompasses all its operations and addresses potential risks.

5. It is not clear how the Agencys work process effectively minimises rework, defects and costs for the overall work system or how the agency systematically minimises the cost of inspections, tests or performance audits. Systematic processes in these areas may enhance the effectiveness of cost containment efforts.

6. Although the Agency has evacuation plans and has undertaken fire drills exercise, it is not clear how the Agency uses the gaps identified from the mock exercises to improve evacuation plans. Regular updates on these activities will ensure workplace preparedness during disasters.


Item 6.2 Work Processes


Strengths


1. The Agency adopts the Nonakas Knowledge creation Model to innovate workplace processes in sharing of tacit and explicit knowledge to continuously strive to high level performance, exploring new opportunities and developments.

2. The Agency has a systematic approach in its work processes by reviewing its Internal and External Review Performance through coaching, counselling at Division levels through the recommendation of the Section Heads. The Performance Review Procedures guided the Agency to gauge performance on its work processes to ensure efficient and effective use of government resources.

3. The Agency integrates Standing Operating Procedures [SOP] for all its

processes and programs in terms of the cycle time, productivity and cost control which show improvement in terms of service delivery and achieving desired goals.

4. Through technological advancements, the Agency adopts social media

and internet base systems for capturing and sharing of data [NYASC Registration form/Facebook] at the Divisional offices and the five [5] Youth Training Centres. This is evident through the setting up of Resource centre for internet access and free research information services to youths.

5. The Agency is guided by the Planning and Accountability framework which

outlines the Agencys output specifications, performances and utilisation of resources related to governments targeted outcomes as specified in the Roadmap and the Peoples Charter. The key work processes are articulated in the Business Plan [BP] and Individual Work Plan [IWP]that measures the performance and indicators.

6. The Agency manages its Supply-chain in collaboration with the Ministry of

Finance through tender process for contractors and suppliers. MOYS signs MOU with Ola Fou Pacifika which outlines the procedures for the conduct of training.

7. The Agency established various working groups to monitor and reviewing

its work processes to improve on their service delivery. Eg. Quick Response Team, QCC, Youth Development Index, SEA and Customer Feedback, staff training. This is evident through suggestions captured through feedback reports to make decisions for improvement strategies.


Opportunities


1. It is encouraging that the Agency has used the Service Framework as a tool for continuous improvement on its operations systems and processes. There is an opportunity for the applicant to consider other continuous improvement methodologies e.g. ISO, Lean, Kaizen, Six Sigma, etc. that is most suitable for its operations


Item 7.1 Product and Process Outcome


Strengths


1. The results of the SFCCO was broadly used by the Agency to indicate its success rate in terms of its core outputs as was initially implemented in the planning stage when drafting ACP and Business Plans.

2. There is a sustained improvement rating demonstrated through action plans accomplishment, which is evident in their SFCCO rating of 91.27 % to 97.15% from 2012 to 2013.

3. The Agency is aware of the importance of customer focus and has addressed this issue by conducting awareness and mentoring programmes for its potential customers. There is also evidence that from the last 3 years, the number of Youth Groups registered, empowerment programmes, Duke of Edinburgh awards programme and Youth Grants with the Ministry shows a lot of success in terms of employment, socio economic development that contributes to the economic growth.

4. The Agency has its own monitoring system and compares it with SFCCO rating taking into consideration the Key Performance Areas in its ACP.

5. The Agency through its SEEDS of success training is evident through the quantified outcome of training and empowerment for improved livelihood.

6. The Agency has its own stakeholder coordination committee in its approach to gather and integrate collaborative ideas in relation to the national youth policy objectives. This is evident in the number of stakeholders forum conducted from 2011 to 2013.

7. Service Excellence continues to be a key activity of the Agency which also benefits the various programmes in the organisation in implementing service excellence principles into daily operations.

8. The Agency has its OHS committee and is proactive in its approach to solving issues pertaining to the subject matter. This is both evident in the decrease in the number of electrical faults, addressing of building defects, health checks or screening and the obligation to renew its OHS certificate with Ministry of Labour.

9. Majority of the Agencys product and process outcomes demonstrates favorable improvement trends indicating effective strategic planning and implementation.


Opportunities


1. Even though the Agency has a good indicator of improvement within the 3

years of its SFCCO results, it is still not clear on its other aspects of work, eg. The implementation of its policies, circulars, etc.

2. There is a limited results related to emergency drills to support the Agency preparedness for disaster or emergency. This may result in blind spots, leading to missed opportunities for senior leaders to engage and prepare staff members in case of emergency


Item 7.2 Customer Focused Outcomes


Strengths


1. There has been a remarkable increase in the number of Youth Group

Registration from 2011 to 2013 which is a clear indication of deployment through awareness & outreach programmes to the community and the responses is an integration collaborative work by the Agency and its identified key stakeholders.

2. The comparative analysis of Training Evaluation Forms (TEF) shows an increasing trend of satisfaction from 95.13% in 2011, 95.87% in 2012 and 97.1% in 2013 revealing that the participants were satisfied with trainings offered in the last 3 years.

3. The Agency has structured approach in recording and dicing up the concerns raised during the Government Service Centre Exhibition. It shows that the Agency is knowledgeable of the current and future needs and expectations of its customer base. Trend in the number of clients visited MOYS GSC Exhibition increases from 2012 to 2014 shows (as revealed in the bar graph) the level of engagement obtained and successful marketing of the event.

4. Customer satisfaction is measured and related directly to the speed of

addressing issues that have been brought up by individual customers. The Agency is able to track these concerns for its use as well as for future references.

5. The Agencys Customer life cycle has an increasing trend with the Youth

club registration which begins with registration whereby youth members are then engaged in capacity building programmes, followed by its monitoring which are conducted by the Youth Officers.

6. Trends in the Youth Clubs Monitoring Visits increases from 2011 to 2013

shows (as revealed by bar graph) that ex trainees (young farmers) are implementing their individual farm plans that fully explore their skills and technical expert. Coaching and mentoring of Youth Officers during the monitoring visits motivates the (youth farmers) to earn a source of income and improve their livelihood.


Opportunities


1. Although, the Agency speaks of high customer satisfaction it is unclear on the levels and trends of its key measures results on the satisfaction and dissatisfaction from 2012 2013.

2. Although there is data available from the various channels of customer

feedback, there is opportunity for the Agency to trend the satisfaction

ratings received from each one. This will allow the Agency in determining

the impact of these results on overall customer satisfaction.

3. Even though TEF has a 95.13% satisfaction from 2011, 95.87% in 2012

and 97.1% in 2013, it is not clear how effective are these courses to the

participants in terms of youth development. The Agency may consider

having feedbacks from the (5) Training Centres on the performance of its

ex-trainees.


Item 7.3 Workforce-Focused Outcomes


Strengths


1. The Agency had conducted bi-annual performance reviews for all the staff members both established and unestablished with an internal awards night to empower and motivate employees.

2. The Agencys performance and productivity outcomes are reflected on the results achieved as per the review of the Individual Work Plan(s). Furthermore, it is enhanced with the review and rating given by the SFCCO.

3. Staffs are encouraged to pursue further studies to upgrade their qualification, knowledge and skills by undertaking courses offered locally and abroad for career and personal development. There is a favourable trends from 31.6% in 2012, 35% in 2013 and 36.6% in 2014 shows an increase in academic achievements by the workforce.

4. The Agency measures employee engagement levels of staff by keeping track of staff absenteeism. This assists the Agency to track the commitment of staff, enhance workforce attitude towards work and instil discipline within the workforce.

5. The Agency has a wide range of learning and development skills; it provides training and development to ensure capacity building and certification of its workforce to meet skill needs.

6. The Agency measures its workforce health, safety and security through health screening, health and safety training, health and safety inspections carried out and workforce survey resulting in a secure working environment.

7. The Agency measures workforce engagement and workforce satisfaction by rewarding high performance achievement, payment of leave compensation and having an awards night.

8. Results in the workforce category encourage knowledge sharing, workforce motivation, satisfaction, rewards and recognition and career progression.


Opportunities


1. It is not clear if the Agency measures current levels and trended measures

on development of its leaders. This will enable the organisation to systematically measure development needs for development of leaders knowledge, skills and attitude and have a clear succession plan in place for its key positions.

2. The Agency has depth of data; however there are limited results with trends, comparative data or analysis to support the employee workforce - focused outcomes. This hinders the Agency in determining the results on workforce focused outcomes.

3. The applicant may consider measuring staff satisfaction and dissatisfaction rates, attrition rates, etc. Measuring such factors will assist the applicant monitor and gauge engagement factors right across the organization.


Item 7.4 Leadership and Governance Outcomes


Strengths

In the collective opinion of the evaluation team, the relative strengths of this organisation with respect to Item 7.4 include: 1. Results for societal responsibilities and support for key communities show

consistent achievement of objectives. For eg. In 2012 and 2013, the plans for community service were achieved.

2. The controls implemented through the FMIS system has resulted in a marked

decrease in the number of disciplinary cases over a period of 2 years.

3. Results for senior leaders communication and engagement with the workforce

show Senior Leaders commitment in convening monthly meetings and Mid

Term Reviews and the meeting encourages two way communications and

creates a focus action.

4. Results for governance and legal outcomes support the Agencys reputation

for integrity and stability. Key results and trends in the Budget Utilization Rate

shows in depth audits are conducted to ensure fiscal accountability.

Additionally, results for Key Regulatory and Legal compliance Measures

shows (as in the bar graph) sustained good performance levels or

improvement from 2012 2014. This is evident through the formulation of

SOPs for the 5 Training Centres and to be OHS Compliance.

5. Results for the breaches of ethical behaviours were resolved accordingly with

the Agency using both internal and external polices of resolving the cases.

The result demonstrates accuracy in educating and awareness provided to the

employees on ethical behaviour.


Opportunities


1. There is no result provided for Senior Leaders communication and

engagement with the workforce. The leadership and management could invest on using tools for feedback purposes ie. use of 360 degree feedback or Balance Scorecards.

2. Limited results are provided for the Agencys contribution to its societal responsibility. There are no results to evaluate the initiatives to support the community. Results for this initiative may highlight additional opportunities to strengthen the communities served by the Agency of the organizations mission.


Item 7.5 Financial and Market Outcomes


Strengths


1. The Agency measures its funds allocation through the implementation of Youth and Sports development from 2013 to 2014.

2. The automation of FMIS under the Financial Management Reform shows tremendous trends in the timely and efficient delivery of its services. This is evident through the timely and accurate reports are available on-line for effective decision making.

3. The Agency measures its budgetary allocation through the cash flow control which resulted in monitoring and tracking results. The trends are identified under each major outcome during the planning period to guide service delivery throughout its strategic planning phase.

4. The Agency expenditure trends is resulted from the cost cutting measures implemented based on the Budget Strategy Framework. This is evident through the expenditure trend (Savings) from 2011 to 2013).

5. The Agency measures its marketplace performance on the revenue generating from the Training Centres and the trends shows increase in sales from 2012 to 2013.

6. The Agency has ensured that none of the budgeted line items have exceeded the Budget. This shows that there is prudent management of funds

7. The Agency controls its budget utilization on Capital projects (SEG 5-9) by engaging its trainees in the constructions of the Admin Block, slaughter house and the green house and Nasau Training Centre and staff quarters at Naleba & Naqere Training Centres.

.


Opportunities


1. There is an opportunity for the Agency to clearly measure the strategic risks (natural disasters, political, social and economic environment) that is likely to face in future and to ensure that it has strategies in place to counteract them and remain sustainable.

2. The Agency percentage in sales of its products is not clear on how it trend from the last 3 years (2011 to 2013).

3. The Agency has mentioned that the Nasau and Naleba Training Centres

revenue collection is undertaken, however it is not clear how this is reported back to management and if the processes have been documented. The applicant could consider doing process flow for the debt recovery process and further put in a reporting mechanism to assist in monitoring the progress.


Item by Item Assessment

Listed below are the Items in the Criteria in order from greatest strength to greatest opportunity. We hope that this list will give you a guide in your planning for future improvement and celebration of your strengths. Greatest Strengths

Greatest Strength - Processes

1.1 Senior Leadership 4.1 Workforce Environment 2.2 Strategy Implementation 4.2 Workforce Engagement 5.2 Customer Engagement 6.2 Work Processes 1.2 Governance and Social Responsibilities 2.1 Strategic Development 5.1 Voice of the Customer 6.1 Work Systems 3.1 Measurement Analysis and Improvement of Organizational Performance 3.2 Management of Information, Knowledge and Information Technology

Greatest Opportunity Processes

Greatest Strength - Results

7.3 Workforce Focused Outcomes 7.4 Leadership and Governance Outcom

Final Team 14 SEA Feedback Report - Youth and Sports

Documents

Transcript of Final Team 14 SEA Feedback Report - Youth and Sports