TABLE OF CONTENTS
Section
Page no:
Minister’s Foreword
3
Permanent Secretary’s Statement
4
Corporate Profile
5




Role & Responsibilities
Vision
Mission
Values
Organisational Structure
6
Linkage of the Roadmap for Democracy and Sustainable
Socio-Economic Development 2009-2014
7-8
Ministry’s Outputs and Performance Targets
9-13
Human Resources Management/Development Issues
14-16
Capital Projects for the Year
17
Financial Issues
18
Glossary
19
2
MINISTER’S FOREWORD
The role of the Ministry to stimulate growth and development in the rural
communities, and realising Fiji‟s economic potential has become more
defined with Government‟s emphasis on rural development, empowerment
and in building resilience within our communities.
As Minister responsible, I am committed to maximising yields from these
potential through the implementation of the Integrated Rural Development
Framework and other assertive strategies that is cemented on holistic and
sustainable development.
The „Roadmap for Democracy and Sustainable Socio-Economic Development 2010 – 2014‟ explicitly
details the many opportunities that are available to us as a nation. We need to unlock these
opportunities and develop new ones to assist rural communities raise their standards of living. This will
be achieved, in part, through the implementation of various projects budgeted for this year. Additionally,
we should also modernise rural communities through investment-based infrastructure and resourcebased exports to strengthen our economy, and promote public/private partnerships to ensure
sustainability of development.
We also need to be smarter to allow us build a safe and disaster resilient Fiji. This encompasses multihazard planning, use of technology for disaster mitigation and empowerment of key stakeholders and
communities by enhancing their capacities to prepare and mitigate hazards.
Furthermore, we also need to be strategic in our approach to enable us to build a safe and disaster
resilient Fiji. This encompasses multi-hazard planning, use of technology for disaster mitigation and
empowerment of key stakeholders and communities by enhancing their capacities to prepare and
mitigate disaster risks.
I therefore challenge the Ministry to make good of its budget allocations and to re-commit to the
aspirations of Government in implementing its plans for 2014.I have full confidence in the Ministry‟s
leadership and capabilities to deliver the outputs defined in this Annual Corporate Plan. We cannot fail
if we all truthfully commit ourselves to the task at hand.
It is our collective duty to contribute positively to our national vision of „Building a Better Fiji for All‟.
I take great pleasure in endorsing the Ministry‟s 2014 Annual Corporate Plan.
Inia B. Seruiratu
Minister for Rural and Maritime Development and National Disaster Management
3
PERMANENT SECRETARY’S STATEMENT
It is my pleasure to present to you the 2014 Annual Corporate Plan. The plan
provides the strategic direction for the current year.
The 2014 operating year is expected to be an exciting and challenging one for
the Ministry as we renew our efforts to achieve Government‟s national
objectives through the implementation of this plan.
This plan incorporates the vision, mission, and intrinsic values that will guide
the Ministry to achieve Government‟s expectations to drive growth in rural communities and improve
their quality of lives by realising the opportunities through the resources available.
The Ministry‟s Annual Corporate Plan is guided by the “Peoples Charter for Change Peace and
Progress” and the “Roadmap for Democracy and Sustainable Socio-Economic Development 20092014”. Much of the work to be carried out this year is geared towards re-enforcing Government‟s vision
to facilitate rural empowerment and development through the implementation of various budgeted
programmes including the self-help; rural housing scheme; non-cane access road; rural and outer
islands development programme and poverty alleviation programme.
As in the last year, we are recommitting ourselves this year towards achieving Government‟s national
objectives. At the operational level, we are endeavouring to improve our service delivery by reengineering our systems and processes, and strengthening our monitoring and evaluation strategies.
We are also undertaking to be more responsive to the needs of the rural communities in the year
ahead.
I therefore urge all staff to refocus for there is much to be accomplished. We will build on our
achievements and learn from our mistakes of the past, and synchronise our efforts to achieve the
outputs detailed in this plan.
I am confident that the Ministry will rise to the challenge to carry out its responsibilities effectively for the
betterment of all Fijians.
Filipe Alifereti
Permanent Secretary, Rural & Maritime Development and National Disaster Management
4
CORPORATE OVERVIEW
ROLES AND RESPONSIBILITIES_______________________________
The Ministry of Rural and Maritime Development and National Disaster Management is mandated to manage
and coordinate governments effort in rural and maritime development programmes under the Integrated Rural
Development Framework (IRDF) to support the aspirations of the Peoples Charter for Change, Peace and
Progress and further to support the “Bill of Rights” provisions of the 2013 Constitution of the Republic of Fiji.
These are targeted to generate economic growth and improving the standards of living in our rural communities,
include the Self-Help Programme, Non Cane Access Roads, Rural Housing Assistance Scheme, Emergency
Water, Maritime Roads Programme and facilitates the administration of the Committee for Better Utilisation of
Land.
Furthermore, the Ministry is also responsible for the implementation of the National Disaster Management
Strategy as required by the 1995 National Disaster Management Plan and the National Disaster Management
Act 1998 covering disaster prevention, mitigation, preparedness, response, emergency operations, relief and
rehabilitation.
In addition, the Ministry provides other ancillary and support services to rural and peri-urban communities. These
services include births, deaths and marriage registrations, issuance of licences and collection of licence and
permit fees.
CONSTITUTIONAL POWER__________________________________
Chapter 6, Part A, Section 127 of the 2013 Constitution deals with the State Services and Public Services and
the devolution of power of the Public Service Commission to Permanent Secretary.
Under Section 127 (7), Permanent Secretary has the authority to appoint, remove, and institute disciplinary
action against all staff of the Ministry, with the agreement of the Minister responsible for the Ministry.
Section 127 (8) has authorised Permanent Secretary to determine all matters pertaining to the employment of all
staff of the Ministry, including: a) the terms and conditions of employment; b) the qualification requirement for the
appointment and the process to be followed for appointment, which must be open, transparent and competitive
selection based on merit; c) the salaries, benefits and allowances, payable in accordance with the budget as
approved by Parliament; and d) the total establishment or the number of staff that are required to be appointed,
in accordance with the budget as approved by Parliament.
VISION__________________________________________________________
„A world class development organisation empowering Fiji‟s Rural Sector towards a Better Fiji for All‟
MISSION_________________________________________________________
„Building the Integrated Rural Development Framework for productive, progressive, safe and resilient
communities in Fiji‟
VALUES_________________________________________________________
In addition to the PSC Values, the Ministry aspires to achieve the following:
5
Integrity:
As individuals, we will display personal integrity and this will translate to our
organisation
Honesty:
We will execute all our dealings with sincerity and truthfulness
Customer Focus:
We will remain focused on our customers‟ needs
Professionalism:
We will be accountable for our actions
Inclusiveness:
We will aspire to work with all sectors of society, especially the poor and marginalised
Equality and Diversity: We will give our customers equal opportunities recognising the strengths in our
diversity
Trust:
We will respect each other‟s integrity and ability in keeping our agreements as we
share information
Result-Focus:
We are committed to adhering result that satisfies the expectations of the people
ORGANISATION STRUCTURE
MINISTRY OF RURAL & M ARITIM E DEVELOPM ENT and NATIONAL DISASTER M ANAGEM ENT
Minister
Permanent Secretary
(US01)
Deputy Secretary
(US02)
Director
Corporate Serv.
(US04)
Director
DM
(US04)
4 Divisional Commissioners
(US02)
Director
Research/Dev.
(US04)
Planning &
Coordination Cell
4 DPO
(SS01)
Divisional HQ
(Admin/Finance)
Provincial
Administrators
6
LINKAGE OF THE PCCP and RDSSED and MINISTERIAL OUTPUTS
TABLE 1: Linkage of Outputs with Government’s Targeted Outcomes (RDSSED)
Key Pillar(s) PCCP
PILLAR 3
Ensuring effective,
enlightened, and
accountable
Leadership
PILLAR 4
Enhancing public
sector efficiency,
performance and
service delivery
PILLAR 5
Achieving higher
economic growth
while ensuring
sustainability
PILLAR 6
Making More Land
available for
productive and social
use
PILLAR 7
Establishing an
integrated structure
at Divisional Level
Targeted Outcome
[Goal/Policy Objective –
RDSSED]
Rural and Outer Islands
Development
[Promoting equal
opportunities and access to
basic services, livelihoods
and markets (4.2.13)]
Outcome Performance
Indicators or Measures [Key
Performance Indicators –
RDSSED]
 Family Assistance Scheme
beneficiaries in Eastern
and Northern Division
reduced by 1500 from
current level of over 7600
by 2014

Endorsement of all four
Divisional Development
Plans by Cabinet by 2014

Minimum of 2 trips per
month on each of nine
franchised outer island
shipping routes

1500 newly registered tax
payers on Vanua Levu
annually

2000 newly registered
FNPF members on Vanua
Levu annually

At least 5 companies
established under tax free
zone initiative in Vanua
Levu by 2014
Ministry’s Outputs
Output 1
Portfolio Leadership, Policy
Advice and Secretariat
Support
Output 2
Coordinate Rural & Outer
Islands Development
Output 3
Provision of Rural Housing
Output 4
Construction and maintenance
of non-case access roads
Output 5
Provision of emergency water
PILLAR 8
Reducing Poverty to a
Negligible Level by
2015
7
Key Pillar(s) PCCP
Targeted Outcome
[Goal/Policy Objective –
RDSSED]
Land Resources
Management and
Development
[Effective management of
land resources whilst
ensuring sustainable
development (3.38)]
Disaster Risk Reduction and
Disaster Management
[Building national
resilience to disasters and
adapting to climate change
(4.2.12)]
Public Sector Reform
[Improved public sector
efficiency, effectiveness
and service delivery
(2.2.5)]
Outcome Performance
Indicators or Measures [Key
Performance Indicators –
RDSSED]
Strengthened coordination
between agencies involved in
land development to ensure
land I put to its most
productive use

Government responds to
disaster situation within
the first 24 hours

Causalities reduced from
30 per cent year to none

Everybody to receive
timely warning

One third of all villages
and settlements in Fiji
have disaster plan and
committees in 2014

Models of best practice
developed and adopted
to support disaster risk
reduction

Cost for disaster
emergency relief food
ration reduced by
 Promote
innovation and
best management
practices in
service delivery
Ministry’s Outputs
Output 6
Better utilisation of leased
land through CBUL
Output 7
Implementation of National
Disaster Management
Strategy
Output 8
Ancillary and Support Services
Output 9
Human Resources and
Knowledge Development
8
MINISTRY OUTPUTS and PERFORMANCE TARGETS
TABLE 2:
Output Specification and Performance
TARGETED OUTCOME: RURAL and OUTER ISLANDS DEVELOPMENT
Output
Output 2
Coordinate
Rural and
Outer Islands
Development
Programme
Strategy
Coordinate the implementation of
infrastructure plans on water &
sewerage, electrification, alternative
sources of energy, and
telecommunications and other
economic projects:
i.
Provision for accessibility to
health services
CENTRAL
 Waivaka Health
Centre
WESTERN
 Cuvu Health Centre
 Nagatagata Nursing
Station
NORTH
 Lagi Health Centre
ii.
Improved accessibility to
government services
CENTRAL
 Namosi Govt. station
NORTH
 Kubulau Govt. station
EASTERN
 District Office – Gau
 District Office - Koro
iii.
Provision for roads and/or foot
crossing access
NORTH
 Korosi/Balaga Road
EASTERN
 Nalotu,Gasele &
Nauciwai village foot
crossing
 Vunisei to
Daku/Soso/Dravuwalu
Road
 Jioma foot crossing
iv.
Provision of renewable
energy
EASTERN
 Kadavu Feasibility
Study (renewable
energy,land marine)
v.
Improve accessibility to water
WESTERN
 Waya/Nacula Tikina
projects
 Ra Tikina water
project
KPI
Quantity
No. of projects
implemented:
Health:4
Govt. service:4
Road/foot
crossing:4
Energy:1
Water:2
Quality
Build according to
standards
Timeline
st
31 October,2013
Cost
$5.7m
2013
Actuals
3 while
the rest
are roll
over
projects
to 2014
2014
Target
15
Responsible
Division
HQ & all
Divisions
9
Facilitate provision for disaster risk
reduction through
a. Seawall Construction
CENTRAL
 Beqa Island seawall
Improve provision of basic services
to the rural areas through
facilitation of:
i.
Self-Help Program
ii.
ROI Program – agriculture
extension program
Coordinate of Rehabilitation work
on:
i.
TC Tomas
 NORTH
 WEST
TC Evan
i.
NORTH
ii.
WEST
Output 3
Provision of
Rural Housing
Delivery of more affordable,
accessible housing for rural
dwellers under the Rural Housing
Programme
Provision of houses for registered
welfare clients ref. Schedule 12 of
the Social Justice Act 2011
Quantity
No. of disaster risk
reduction project
implemented
Quality
According to
standard
Timeline
st
31 October
Cost
$100,000.00
Quantity
No. of projects
implemented
Quality
Sustainable/viable
projects
Timeline
st
31 October
Cost
$2.5m
Quantity
No. of houses
constructed
Quality
Construction of
standard housing
Timeline
st
31 October
Cost
$2.7m
Quantity
No. of houses
constructed
Quality
Construction of
standard housing
Timeline
st
31 October,2013
Cost
$2m
Quantity
Number of families
assisted
Quality
Cyclone proof
Timeline
st
31 October
Cost
$0.7m
Quantity
Number of families
assisted
Quality
Resilient structures
Timeline
st
31 October,2013
Cost
$50,000.00
2
Central
Division
1
Divisions
SHP: 91
SHP:
100
ROI: 20
ROI:
40
Divisions
107
100
71
50
69
45
26
20
Northern
Divisions
[West; North;
Central &
East]
[West; North;
Central &
East]
10
Output 4
Construction
and
Maintenance
of non-cane
access roads
Output 5
Provision of
emergency
water
Strengthen interagency
coordination to facilitate the
construction and maintenance of
non-cane access roads
Improve water accessibility to
communities by providing better
water source
Quantity
No. of non-cane
access road
implemented
Quality
Upgrade of roads to
FRA standard
Timeline
st
31 October
Cost
$1.5m
Quantity
No. of families
assisted
Quality
According to
standard
Timeline
st
31 October
Cost
$350,000.00
27
25
-
Divisions
[West; North;
Central &
Eastern]
All Divisions
5
TARGETED OUTCOME: LAND RESOURCES MANAGEMENT and DEVELOPMENT
Output
Output 6
Better
utilisation of
leased land
through CBUL
Strategies
KPI
2013
Actual
Encourage partnerships between
iTLTB, landowners and
Government to encourage better
utilisation of land
Quantity
 % of increase
in lease
renewal
Quality
Productive use of
land
Timeline
st
31 October
Cost
$6.4m
2014
Target
50%
lease
renewal
Responsible
Division
HQ & all
Divisions
TARGETED OUTCOME: DISASTER RISK REDUCTION and DISASTER
MANAGEMENT
Output
Strategies
KPI
Review of National
Disaster Act
Review of National
Disaster Management Plan
Policy paper on Disaster
Preparedness, Response
and Early Relief
Quantity
No. of policies
reviewed
Quality
Approved &
endorsed by
relevant authorities
Timeline
th
30 October
Cost
Enhance knowledge, information,
Output 7
Implementation public awareness, training &
education:
of National
i.
Officers (Civil
Disaster
servants/other agencies
Management
and partners in disaster
Strategy
management)
Quantity
No. of courses for
civil servants/other
agencies
Output 1
Portfolio,
Leadership
and
Secretariat
Services
i.
ii.
iii.
ii.
No. of community
awareness
2013
Actual
2014
Target
Responsible
Division
-
3
HQ[Dismac]
6
6
HQ [Dismac]
6
6
Community
11
Quality
An informed &
resilient community
Timeline
st
31 October
Cost
Financial budget
Aid-in Kind
TARGETED OUTCOME: PUBLIC SECTOR REFORMS
Output
Output 1
Portfolio,
Leadership
and
Secretariat
Services
Strategies
KPI
Review and formulate policy
papers/Cabinet papers on:
 IRD
 SOP
 CBUL
 CIRDAP
Quantity
4
Quality
Papers noted by
Cabinet office
Timeline
st
31 Dec
Cost
N/A
Quantity
No. of meetings
Quality
Efficient secretariat
services
Timeline
th
30 October
Cost
Provision of secretariat support to
the following committees:
 CBUL
 DISMAC Council
Output 8
Ancillary and
Support
Services
Facilitate ancillary services in the
four Divisional to improve revenue
management & delivery of service
through the facilitation of the
following activities:
i.
Births, Deaths, Marriage
Registrations
ii.
Liquor Licenses
iii.
Issuance of Permits
iv.
Government Quarters
v.
Gaming Applications
vi.
After Care Fund
vii.
Fishing Permits
viii.
ix.
x.
Issuance, renewal, cancellation
of Business Licenses
Protocol Services
Arrears of Revenue
Quantity
i. No. of BDM
registered
ii. No. of licenses
issued
iii. No. of permits
issued
iv. No. of quarters
managed
v. No. of gaming
application
processed
vi. No. of funds
client served
vii. No. of fishing
permits issued
viii. No. of business
licenses issues,
renewed,
cancelled
ix. No. of protocol
services
attended to
x. % of reduced
revenue
arrears
Quality
Efficiency and
effectiveness of
service
2013
Actual
2014
Target
Responsible
Division
4
4
HQ
CBUL:2
CBUL: 4
HQ
DISMAC
Council:1
DISMAC
Council:
3
2642
1500
907
900
1215
1000
2126
2000
207
30
5098
5000
1267
1000
2726
2000
All Divisions
9
32
31%
16%
12
Output 9
Human
Resources and
Knowledge
development
Implementation of PSC deliverables
Roadshow to remote rural locations
Timeline
Shortest possible
turnaround time
depending on
service required
Cost
N/A
Quantity
Qtrly updates to
PSC
Quality
A productive and
efficient workforce
Timeline
st
31 October
Cost
Quantity
No. of roadshow
Quality
Improve customer
focus
Timeline
st
31 October
Cost
$50,000.00
2
2
HQ/All
Divisions
2
All Divisions
13
7. PSC DELIVERABLES and INDICATORS
TABLE 3:
PSC Deliverables and Indicators
PSC DELIVERABLES
STRATEGIES
KEY PERFORMANCE INDICATORS
(KPI)
PLATFORM 1: Human Resources Management and Development
Effective Human
Resources Planning and
Development
Alignment of Organisational and
Peoples objectives
Compliance with PSC Values and Code
of Conduct
Performance Review:
 Formulation of Agency
Performance Review procedure
 Implementation of agency
performance review procedure
Training and NPTC Levy
Grant Compliance
Compilation and Standardisation of HR
Management procedures
Effective administration of training
activities in accordance with NTPC Levy
& Grant Scheme & Training Policy
TIMELINE
Formulation, implementation, monitoring
and review of:
 Agency Strategic Workforce Plan
 Agency Succession Plan

Agency Disciplinary Report submitted on a
quarterly basis



Formulation of Agency Performance
Review Procedure
Quarterly report on the
implementation of agency
performance review procedure



Agency HR Manual

Submission of Agency payroll updates for
NTPC Levy Payment




Agency Learning & Development Plan
Nominations for Training programmes


RESPONSIBLE
DIVISION
st
Plans formulated by 31
March 2014
Implementation,
monitoring and review
st
report on 1 week of each
new quarter
Reports submitted on the
st
1 week of each new
quarter
Performance review
procedure formulated by
th
28 February
Performance review report
st
1 week of each new
quarter
Compilation of manual by
st
31 March 2014
st
st
List of 1 payment by 31
March 2014
nd
th
List for 2 payment by 30
September 2014
st
L & D Plan by 31 January
TNS 2 weeks before the
conduct of training
CS
CS
CS
14
PSC DELIVERABLES
STRATEGIES
KEY PERFORMANCE INDICATOR
TIMELINE
RESPONSIBLE
DIVISION
i.
CS
PLATFORM 2: Organisational Management
Effective, Planning and
Accountability
Planning and Accountability Framework
Compliance
Formulation, implementation monitoring
and reviewing of:
 Strategic Development Plan
 Annual Corporate Plan
 PSC Deliverables
 Agency 2013 Annual Report
i.
ii.
iii.
iv.
v.
Strategic Development Plan
Annual Corporate Plan
PSC Deliverables
Draft un-audited 2013 Annual Report
Agency 2013 Audited Annual Report
ii.
iii.
iv.
v.
vi.
PSC DELIVERABLES
STRATEGIES
KEY PERFORMANCE INDICATOR
Implementation of ACP
st
from 1 January of 2014
ACP reviewed quarterly
against the SDP
2015 ACP draft by October
2014
PSC Deliverables report
st
1 week of new quarter
Draft un-audited 2013
Report March 2014
Audited 2013 Annual
Report by June 2014
TIMELINE
RESPONSIBLE
DIVISION
PLATFORM 3: Productivity Management
Implementation of the
Service Excellence
Framework
Advancing towards best in class
organisations through the adoption of
business excellence principles



Adherence to Service
Charters
Formulation,implementation,monitoring
and reviewing of Agency Service
Charter for improved service delivery
against service standards
Compilation of agency desktop
submission
Participation of Officers in the SEA
evaluation process
Adoption of strategies for
improvement
Agency Service Charter




th
Desktop submission by 15
June 2014
Evaluators released
according to agency quota
30% of OFIs from Feedback
Report attempted
CS/Divisions
Service Charters formulated
st
and implemented by 31
March
Divisions
15
PSC DELIVERABLES
STRATEGIES
KEY PERFORMANCE INDICATORS
TIMELINE
RESPONSIBLE
DIVISIONS
Documentation of processes by
st
31 March 2014
All Divisions

All Divisions
PLATFROM 3: PRODUCTIVITY MANAGEMENT
Effective Business
Process Re-engineering
Adherence to Service
Level Agreements with
ITC/GIRC
Effective risk
Management
Formalisation of
establishment charters
Documentation and review of business
processes for improved performance
substantially on key processes for
consistent, high quality and costeffective services for customer
satisfaction
Strengthening of GIRC focal points and
SLA compliance


Formulation and implementation of an
appropriate risk management
infrastructure and culture, and applying
logical and systematic risk management
processes to all aspects of an agency by
minimising losses and maximising gains
Formulation of Ministry’s establishment
charter as per PSC circular 21/2013
i.
Standard Operating procedure
ii.
At least two (2) BPR implemented
Appointment of primary and secondary
focal point
Compilation of SLA report
Risk Management Policy
Ministry’s Establishment Charter
st
Appointments by 31 March
2014
 SLA compliance report on
st
the 1 week of new quarter
Risk management policy
th
formulated by 14 September
2014
Charters formulated by 31
December 2014
All Divisions
st
16
8. CAPITAL PROJECTS FOR THE YEAR (2014)
TABLE 4:
Capital Projects/Items
SEG
LOCATION
PROJECTS
COST [$]
8 – Capital Construction
Eastern
Headquarter
Central
Western
Northern
Eastern
Construction of District Administration Office (Gau & Koro)
Upgrading of Non Cane Access Roads
Institutional Strengthening for Divisional and Provincial Offices
Institutional Strengthening for Divisional and Provincial Offices
Institutional Strengthening for Divisional and Provincial Offices
Institutional Strengthening for Divisional and Provincial Offices
Purchase of Landing Craft
Committee on Better Utilisation of Land (CBUL)
Grant to Self- Help Projects
Rural & Outer Island Agricultural Programme
Rural Housing Assistance
Disaster Rehabilitation Fund
Disaster Risk & Mitigation
TC Evans Rehabilitation – Final Phase
Beqa Island Seawall
Namosi Govt. Station
Waivaka Health Centre
Cuvu Health Centre
Nagatagata Nursing Station
Waya/Nacula Tikina Water Project
Ra Tikina Water Project
Korosi/Balaga Bay Road
Kubulau Government Station
Lagi Health Centre
Kadavu Feasibility Study (renewable Energy, Land & Marine)
Relocation of Kadavu Provincial Council Office
Nalotu,Gasele & Nauciwai Village Foot Crossing
Vunisei to Daku/Soso/Dravuwalu Rd
Jioma Foot Crossing
TOTAL
738,000.00
1.5m
50,000.00
50,000.00
50,000.00
50,000.00
7,000,000.00
6.4m
1.5m
1.0m
700,000
1.0m
1.0m
2.0m
100,000.00
100,000.00
400,000.00
610,000.00
500,000.00
590,000.00
669,900.00
572,815.00
500,000.00
376,753.00
100,000.00
509,845.00
200,000.00
300,000.00
100,000.00
28,667,300
9 – Capital Purchase
10- Capital Grant
Headquarters
Central
Western
Northern
Eastern
17
9. MINISTRY OF FINANCE DELIVERABLES and INIDICATORS
TABLE 5:
MoF Deliverables and Indicators
MoF Deliverables
Strategies
KPI
Timeline
Planning &
Management of
Budget Compliance
Budget Request Formulation
Budget Request Submission
2 Qtr
Accounts
Requests to Incur Expenditures (RIE)
Timely/Efficient Management of
RIE
As and when before closing of
accounts in Finance Circular
Accounts
Financial
Performance
Reporting
Compliance
 Bank
 TMA
 Trust
 RFA
 Salaries
 Wages
 IDC
 CFA Analysis
Collection of Revenue
Monthly reconciliation
15 of every month
Monthly revenue returns
15 of every month
Collection of Arrears
Reduction by 5%
Annual Stock Take/Board of Survey
Agency
Revenue/Arrears
Report
Asset Management
Report
Audit Report
Procurement
Compliance Reports
Vehicle Returns
Implementation of Audit Report
Recommendations
Quarterly Reports to PS and Minister
nd
Responsible
Division
th
Accounts
th
Accounts
15 of every month
th
Accounts
Physical stock take against
inventory
Monthly vehicle returns
Number of Issues resolved
31 January
Accounts
Fls: Division 2 & 3
Part 12 Division 1 Section 68
2
th
5 of every month
31 December
nd
week after every quarter
Accounts
Accounts
Accounts
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10. GLOSSARY
i.
BDM:
Births, Deaths & Marriages
ii.
BP:
Business Plan
iii.
CBUL:
Committee on Better Utilisation of Land
iv.
DC:
Divisional Commissioners
v.
DCS:
Director Corporate Services
vi.
DDB:
Divisional Development Board
vii.
DDM:
Director Disaster Management
viii. DMC:
Disaster Management Council
ix.
DRD:
Director Research and Development
x.
DS:
Deputy Secretary
xi.
IRDF:
Integrated Rural Development Framework
xii.
IWP:
Individual Work Plan
xiii. NSC:
National Steering Committee
xiv. PAP:
Poverty Alleviation Programme
xv.
Position Description
PD:
xvi. PDB:
Provincial Development Board
xvii. PMS:
Performance Management System
xviii. PSIP:
Public Sector Investment Program
xix. PSRMDM:
Permanent Secretary for Rural & Maritime
Development and National Disaster Management
xx.
ROI:
Rural and Outer Island Programme
19
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