Final Team 14 SEA Feedback Report - Youth and Sports

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

Technology
of
Information,
Knowledge
and
Information
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.
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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.
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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
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applicant could consider doing process flow for the debt recovery process and
further put in a reporting mechanism to assist in monitoring the progress.
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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,
Page 11 of 54
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.
Page 12 of 54
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.
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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.
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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.
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Opportunities
include:
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.
Page 16 of 54
Item 2.1 Strategy Development

percentage range.
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.
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Opportunities
include:
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.
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Item 2.2 Strategy Implementation

percentage range.
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
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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
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Opportunities
include:
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.
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Item 3.1 Measurement, Analysis

Organizational Performance
and
Improvement
of
percentage range.
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
Page 22 of 54
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.
Page 23 of 54
Opportunities
include:
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.
Page 24 of 54
Item 3.2 Management of Information, Knowledge and Information

Technology
percentage range.
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.
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9. The Agency has a secure & reliable back-up system within and ITC which
can be easily retrieved when needed.
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Opportunities
include:
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.
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Item 4.1 Workforce Environment

percentage range.
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.
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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.
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Opportunities
include:
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.
Page 30 of 54
Item 4.2 Workforce Engagement

percentage range.
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
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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.
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Opportunities
include:
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.
Page 33 of 54
Item 5.1 Voice of Customers

percentage range.
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.
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Opportunities
include:
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.
Page 35 of 54
5.2 Customer Engagement

percentage range.
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.
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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.
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Opportunities
include:
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.
Page 38 of 54
Item 6.1 Operations Focus

percentage range.
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
Page 39 of 54
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.
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Opportunities
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.
Page 41 of 54
Item 6.2 Work Processes

percentage range.
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.
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Opportunities
include:
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
Page 43 of 54
Item 7.1 Product and Process Outcome

percentage range.
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.
Page 44 of 54
Opportunities
include:
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
Page 45 of 54
Item 7.2 Customer Focused Outcomes

percentage range.
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.
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Opportunities
include:
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.
Page 47 of 54
Item 7.3 Workforce-Focused Outcomes

percentage range.
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.
Page 48 of 54
Opportunities
include:
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.
Page 49 of 54
Item 7.4 Leadership and Governance Outcomes

percentage range.
Strengths
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.
Page 50 of 54
Opportunities
include:
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.
Page 51 of 54
Item 7.5 Financial and Market Outcomes

percentage range.
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.
.
Page 52 of 54
Opportunities
include:
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.
Page 53 of 54
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 Outcomes
7.1 Product and Process Outcomes
7.2 Customer Focused Outcomes
7.5 Financial and Market Outcomes
Greatest Opportunity Results

Greatest Opportunities
Page 54 of 54

Final Team 14 SEA Feedback Report - Youth and Sports

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Final Team 14 SEA Feedback Report - Youth and Sports

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2014 FEEDBACK REPORT

[Ministry of Youth & Sports]

Introduction to the Feedback Report

2014 FEEDBACK REPORT

[Ministry of Youth & Sports]

Summary of Evaluation and Evaluation Team

2014 FEEDBACK REPORT

[Ministry of Youth & Sports]

Significant Strengths (Processes)

2014 FEEDBACK REPORT

[Ministry of Youth & Sports]

Senior Leaders encouraged the conduct of capacity building programs,

The Agency is committed to provide a Healthy and risk free workforce

The Agency has a systematic approach in accomplishing its work

The Agency provides orientation programs, performance coaching and

2014 FEEDBACK REPORT

[Ministry of Youth & Sports]

opportunities for In Service training (Local & Abroad) and Succession

The Agency engages overseas volunteers (Australian Youth

The Agency conducts HR Audit to improve on the current status of the

The Agencys Strategic Workforce will be reviewed to reflect immediate

2014 FEEDBACK REPORT

[Ministry of Youth & Sports]

Significant Opportunities (Processes)

While the Agency is embracing the use of Information Technology, it is not

The Agency may consider established four (4) taskforces to develop

Item 3.2: Management

Although the Agency shares best practices through knowledge

2014 FEEDBACK REPORT

[Ministry of Youth & Sports]

Significant Strengths (Results)

The Agencys performance and productivity outcomes are reflected on the

Staffs are encouraged to pursue further studies to upgrade their

The Agency measures employee engagement levels of staff by keeping track

The Agency has a wide range of learning and development skills; it

The Agency measures workforce engagement and workforce satisfaction

Results in the workforce category encourage knowledge sharing,

Leadership and Governance Outcome

The controls implemented through the FMIS system has resulted in a

2014 FEEDBACK REPORT

[Ministry of Youth & Sports]

Results for senior leaders communication and engagement with the

Results for governance and legal outcomes support the Agencys

Results for the breaches of ethical behaviours were resolved accordingly

Significant Opportunities (Results)

Customer Focused Outcomes

Although, the Agency speaks of high customer satisfaction it is unclear on

Although there is data available from the various channels of customer

Financial and Market Outcome

There is an opportunity for the Agency to clearly measure the strategic

2014 FEEDBACK REPORT

[Ministry of Youth & Sports]

2014 FEEDBACK REPORT

[Ministry of Youth & Sports]

Item 1.1 Senior Leadership

4. The Agency has adopted the Malcolm Baldridge Service Excellence

[Ministry of Youth & Sports]

creating a happy and health workplace and providing exceptional service

2014 FEEDBACK REPORT

[Ministry of Youth & Sports]

2014 FEEDBACK REPORT

[Ministry of Youth & Sports]

Item 1.2 Governance and Societal Responsibilities

[Ministry of Youth & Sports]