Source document: https://docs-lawep.s3.us-east-2.amazonaws.com/1694861491905.pdf (Fiji)
Table of Contents Referral Letter from Permanent Secretary...........................................................................1 1.

Permanent Secretary’s Statement...................................................................................2 2.
Corporate Profile ..............................................................................................................3 2.1 Vision, Mission and Values....................................................................................... 3 2.2 Roles and Responsibilities......................................................................................... 3 2.3 Organisation Chart .................................................................................................... 5 3.
Performance and Achievements ......................................................................................5 3.1 Recruitment Division ................................................................................................ 5 3.2 Policy Division.......................................................................................................... 6 3.3 PSC Secretariat.......................................................................................................... 6 3.4 Training Division ...................................................................................................... 6 3.5 Business Unit............................................................................................................. 8 4.
Ministry Appropriation....................................................................................................9 5.

Audited Financial Statements........................................................................................10 6.
Acronyms.........................................................................................................................21 MCS 2016-2017 Annual Report 2 1 MCS 2016-2017 Annual ReportPage Referral Letter from Permanent Secretary Honourable Aiyaz Sayed-Khaiyum Attorney-General, Minister for Economy, Civil Service and Communications 14 May 2021 Suvavou House Suva Dear Sir, Yours sincerely, Susan Kiran Permanent Secretary for Civil Service In accordance with the Financial Management Act 2004 requirements, I hereby submit for your information and presentation to Parliament, the Annual Report for the Ministry of Civil Service for 2016-2017 financial year.
MCS 2016-2017 Annual Report 2 3 MCS 2016-2017 Annual Report Page 1 MCS 2016-2017 Annual ReportPage Referral Letter from Permanent Secretary 14 May 2021 Honourable Aiyaz Sayed-Khaiyum Attorney-General, Minister for Economy, Civil Service and Communications Suvavou House Suva Dear Sir, In accordance with the Financial Management Act 2004 requirements, I hereby submit for your information and presentation to Parliament, the Annual Report for the Ministry of Civil Service for 2016-2017 financial year.
Yours sincerely, Susan Kiran Permanent Secretary for Civil Service MCS 2016-2017 Annual Report 3 MCS 2016-2017 Annual Report 1 1 Page MCS 2016-2017 Annual ReportPage 1.

Permanent Secretary’s Statement The Ministry of Civil Service (MCS) was still in its infancy, having commenced operations in January 2016.
The roles and responsibilities of MCS were supported by the four divisions established between January – July 2016, namely the Public Service Commission (PSC) Secretariat, Training, Recruitment, and Policy divisions.

A new Business Unit was created in April 2017 to oversee shared corporate services and Customer Care Call Centre (CCCC) contract management.

MCS oversaw the terms and conditions of employment for 986 doctors, recruited 77 medical interns and appointed 47 medical officers.
The Open Merit Recruitment and Selection (OMRS) Guideline training was rolled out to the civil servants to enable recruitment and promotion based on objectivity, impartiality, fair competition, ability, education, experience and other characteristics of merit.

The procedural review process was introduced and allowed applicants to civil service positions to appeal the recruitment and selection process conducted for the positions they applied for from 1 January 2017.
I am pleased to present the Ministry of Civil Service 2016-2017 Annual Report.

Susan Kiran Permanent Secretary for Civil Service 2.

Corporate Profile 2.1 Vision, Mission and Values Our Vision Civil Service Excellence Our Mission To Build Capacity and Cultivate a Culture of Excellence in the Civil Service Our Culture and Values • Culture: Innovative, Trustworthy, Productive, Risk-Taking, Proactive, Collaborative, Inclusive, Best Practice, Problem Solving, Service Excellence.
• Values: Respect, Consistency, Accountability, Flexibility, Integrity, Honesty, Grace.

2.2 Roles and Responsibilities MCS provided support to the civil service reforms through capacity building of the civil service, policy advice to Ministries relating to Permanent Secretaries’ (PSs) responsibilities under section 127 of the Fijian Constitution, secretariat and administrative support to the PSC and recruitment and administration of doctors working in the Ministry of Health and Medical Services (MHMS).
The responsibilities of MCS were performed by five divisions: the Policy Division which was responsible for the assessment of human resource policies to ensure consistency and fairness across the civil service, the Training Division which was responsible for facilitating local and international training programmes focussed on up-skilling and capacity building of civil servants, the Recruitment Division which was responsible for recruitment, selection, contracting and posting of medical officers, the Business Unit which was responsible for contract management of the CCCC and oversight of the Shared Services Agreement (SSA) with Ministry of Employment, Productivity and Industrial Relations (MEPIR) on the provision of corporate services, including human resource, accounting and Information and Communication Technology (ICT) services and the PSC Secretariat which was responsible for providing administrative services to the PSC and PSs.
2 MCS 2016-2017 Annual Report 2 Page 3 MCS 2016-2017 Annual Report Page MCS 2016-2017 Annual ReportPage 1.

Permanent Secretary’s Statement The Ministry of Civil Service (MCS) was still in its infancy, having commenced operations in January 2016.

The roles and responsibilities of MCS were supported by the four divisions established between January – July 2016, namely the Public Service Commission (PSC) Secretariat, Training, Recruitment, and Policy divisions.
A new Business Unit was created in April 2017 to oversee shared corporate services and Customer Care Call Centre (CCCC) contract management.

MCS oversaw the terms and conditions of employment for 986 doctors, recruited 77 medical interns and appointed 47 medical officers.
The Open Merit Recruitment and Selection (OMRS) Guideline training was rolled out to the civil servants to enable recruitment and promotion based on objectivity, impartiality, fair competition, ability, education, experience and other characteristics of merit.

The procedural review process was introduced and allowed applicants to civil service positions to appeal the recruitment and selection process conducted for the positions they applied for from 1 January 2017.
I am pleased to present the Ministry of Civil Service 2016-2017 Annual Report.

Susan Kiran Permanent Secretary for Civil Service 2.

Corporate Profile 2.1 Vision, Mission and Values Our Vision Civil Service Excellence Our Mission To Build Capacity and Cultivate a Culture of Excellence in the Civil Service Our Culture and Values • Culture: Innovative, Trustworthy, Productive, Risk-Taking, Proactive, Collaborative, Inclusive, Best Practice, Problem Solving, Service Excellence.
• Values: Respect, Consistency, Accountability, Flexibility, Integrity, Honesty, Grace.

2.2 Roles and Responsibilities MCS provided support to the civil service reforms through capacity building of the civil service, policy advice to Ministries relating to Permanent Secretaries’ (PSs) responsibilities under section 127 of the Fijian Constitution, secretariat and administrative support to the PSC and recruitment and administration of doctors working in the Ministry of Health and Medical Services (MHMS).
The responsibilities of MCS were performed by five divisions: the Policy Division which was responsible for the assessment of human resource policies to ensure consistency and fairness across the civil service, the Training Division which was responsible for facilitating local and international training programmes focussed on up-skilling and capacity building of civil servants, the Recruitment Division which was responsible for recruitment, selection, contracting and posting of medical officers, the Business Unit which was responsible for contract management of the CCCC and oversight of the Shared Services Agreement (SSA) with Ministry of Employment, Productivity and Industrial Relations (MEPIR) on the provision of corporate services, including human resource, accounting and Information and Communication Technology (ICT) services and the PSC Secretariat which was responsible for providing administrative services to the PSC and PSs.
MCS 2016-2017 Annual Report Page 2 MCS 2016-2017 Annual Report 3 3 Page MCS 2016-2017 Annual ReportPage 2016-2017 Organisational Structure Roles and Responsibilities of Divisions 2.3 Organisation Chart Division Recruitment Policy PSC Secretariat Training Outcome Outcome 1 - A stable and high performing Ministry with favourable recruitment and retention outcomes.

Roles and Responsibilities • Coordinate recruitment, contracting, administration and posting of Government doctors and other MCS staff.
Outcome 2 - Coherent civil service policy that supports consistent and informed decision making at Ministry level.

• Policy analysis and evaluation.

• Formulate effective and efficient civil service policies and processes.

Outcome 3 - Public Service Commission to effectively achieve its mandate regarding Permanent Secretary recruitment and performance.

• Provide effective secretariat support to the Commission.

• Process appeal data and PSs administrative requirements.
Outcome 4 - Quality training that reflects the capacity building needs of civil servants as recognised by Government through the reform agenda.

• Coordinate local and international training programmes focussed on up- skilling and capacity building of civil servants.

Business Unit Outcome 5 - Better customer and client service in areas impacted by the Ministry Of Civil Service.

• Manage the contract with Vodafone Fiji on the CCCC.
• Oversee SSA with MEPIR Senior Executives for Hospital Services and Public Health Permanent Secretary Deputy Secretary Hospital Services Deputy Secretary Public Health MS Colonial War Memorial Hospital MS St Giles Hospital MS Labasa Hospital DMO Central DMO Eastern DMO Northern DMO Western MS Tamavua Twomey Hospital MS Lautoka Hospital 3.
Performance and Achievements 3.1 Recruitment Division The Recruitment Division was established following the budget announcement that the Government doctors were to be administered by the MCS.

4 MCS 2016-2017 Annual Report 4 Page MCS 2016-2017 Annual Report Page 5 MCS 2016-2017 Annual ReportPage Policy PSC Secretariat Training performing Ministry with favourable recruitment and retention outcomes.

contracting, administration and posting of Government doctors and other MCS staff.
Outcome 2 - Coherent civil service policy that supports • Policy analysis and evaluation.

consistent and informed decision • Formulate effective and making at Ministry level.

efficient civil service policies and processes.

Outcome 3 - Public Service Commission to effectively achieve its mandate regarding Permanent Secretary recruitment • Provide effective secretariat support to the Commission.

• Process appeal data and PSs administrative requirements.

and performance.
and performance.

Outcome 4 - Quality training that reflects the capacity building • Coordinate local and international training needs of civil servants as recognised by Government through the reform agenda.

programmes focussed on up- skilling and capacity building of civil servants.

Business Unit Outcome 5 - Better customer and • Manage the contract with client service in areas impacted by the Ministry Of Civil Service.

Vodafone Fiji on the CCCC.
• Oversee SSA with MEPIR Roles and Responsibilities of Divisions 2.3 Organisation Chart Division Recruitment Outcome Roles and Responsibilities Outcome 1 - A stable and high • Coordinate recruitment, 2016-2017 Organisational Structure Permanent Secretary for Civil Service Director Policy Director Recruitment Director Training Director Events Business Manager Director Secretariat Policy Analyst HR Policy Data Analyst Project Manager SAO Recruitment Civil Service Trainer Civil Service Trainer Events Cordinator PA to PS AO Recruitment AO Contracts Training Facilitator Training Facilitator Events Assistant AO GSC AO Secretariat EO Statistics Training Admin Asst.
Driver to PS Pool Driver CO Recruitment CO Accounts Cleaner Senior Executives for Hospital Services and Public Health Permanent Secretary Deputy Secretary Hospital Services Deputy Secretary Public Health MS Colonial War Memorial Hospital MS St Giles Hospital MS Labasa Hospital DMO Central DMO Eastern DMO Northern DMO Western MS Tamavua Twomey Hospital MS Lautoka Hospital 3.
Performance and Achievements 3.1 Recruitment Division The Recruitment Division was established following the budget announcement that the Government doctors were to be administered by the MCS.

MCS 2016-2017 Annual Report Page 4 MCS 2016-2017 Annual Report Page 5 5 MCS 2016-2017 Annual ReportPage The achievements of the division in line with its Outcome 1 (A stable and high performing ministry with favourable recruitment and retention outcomes) were: • Development of MCS Recruitment and Selection Policy.
• Commencement of recruitment of staff for MCS.

• Establishment of 1029 medical officer positions out of which 986 were filled.

3.2 Policy Division The Policy Division provided policy advice to ministries ensuring alignment and consistency with civil service legislation, regulations, policies and the PSC guidelines.
The major achievements of the division under Outcome 2 (Coherent civil service policy that supports consistent and informed decision making at ministry level) were: • Review of human resource policies for whole of government.

• A total of 39 policy advice was provided to ministries.

• Development of internal polices for Occupation Health and Safety and Staff Retention.
3.3 PSC Secretariat The summary of the Secretariat Division achievements in line with its Outcome 3 (Public Service Commission to effectively achieve its mandate regarding Permanent Secretary recruitment and performance) were: • Facilitation of approvals for PSs duty travel overseas, oversight and acting roles.

• Processed leave applications and other administrative matters relating to PSs entitlements.

• Provided administrative and logistical support to the PSC meetings.
• The PSC website was developed to allow both the civil servants and the public to obtain information about the roles and responsibilities of the Commission, provide access to the PSC guidelines and assist applicants to access the Procedural Review Process (PRP).

The PRP was included under Sections 9 and 10 of the OMRS Guideline (2017).
It allows applicants applying to a civil service vacancy, to request for a review of the process that was followed to select and appoint a candidate for the vacant position.

Upon the review of the process, the PSC determines whether the OMRS process was followed or not and recommends for either; the appointment to stand or the application be upheld and the process to begin from where it contravened the OMRS guideline.
The procedural review process was available for all substantive vacancies advertised on or after 1 January 2017.

3.4 Training Division The Training Division worked closely with ministries to identify, plan, coordinate, deliver and monitor learning and development activities such as training, workshops and seminars in support of core skills development.
The achievements of the Training Division in line with its Outcome 4 (Quality training that reflects the capacity building needs of civil servants as recognised by Government through the reform agenda) were as follows: • Designed and implemented a training package on Job Application and Interview Skills in July 2017.

• Trainings on OMRS Readiness was delivered from December 2016, following the handing over from the CSRMU.
This training was aimed at equipping potential selection panel members and Human Resource personnel to align their Ministry’s policies, processes and procedures to the overarching OMRS guideline.

• A total of 24 training sessions were conducted for 444 civil servants on OMRS Readiness.

• Conducted five training sessions on OMRS HR module for 70 officers.

• Conducted one training session on OMRS for 6 external panellists.
• Coordination of overseas training courses and scholarship programmes offered by development partners in the areas listed below.

• MCS coordinated short term overseas training for 272 officers and four Master’s Degree scholarships sponsored by development partners.
Short Term Overseas Training Programmes by Development Partners Training areas covered by development partners (a) Leadership (b) Climate Change/Disaster Risk (c) (e) Education Tourism (g) Diplomacy (i) Public Policy (k) Agriculture (m) Infrastructure (o) Entrepreneurship (q) Governance Reduction (d) Housing and Environment (f) Gender Equality (h) Disability (j) Fisheries and Forests Management (l) Renewable Energy (n) Lands and Mineral Resources (p) Human Resource Management 6 MCS 2016-2017 Annual Report 6 Page 7 MCS 2016-2017 Annual Report Page MCS 2016-2017 Annual ReportPage The achievements of the division in line with its Outcome 1 (A stable and high performing ministry with favourable recruitment and retention outcomes) were: • Development of MCS Recruitment and Selection Policy.
• Commencement of recruitment of staff for MCS.

• Establishment of 1029 medical officer positions out of which 986 were filled.

3.2 Policy Division The Policy Division provided policy advice to ministries ensuring alignment and consistency with civil service legislation, regulations, policies and the PSC guidelines.
The major achievements of the division under Outcome 2 (Coherent civil service policy that supports consistent and informed decision making at ministry level) were: • Review of human resource policies for whole of government.

• A total of 39 policy advice was provided to ministries.

• Development of internal polices for Occupation Health and Safety and Staff Retention.
3.3 PSC Secretariat The summary of the Secretariat Division achievements in line with its Outcome 3 (Public Service Commission to effectively achieve its mandate regarding Permanent Secretary recruitment and performance) were: • Facilitation of approvals for PSs duty travel overseas, oversight and acting roles.

• Processed leave applications and other administrative matters relating to PSs • Provided administrative and logistical support to the PSC meetings.
• The PSC website was developed to allow both the civil servants and the public to obtain information about the roles and responsibilities of the Commission, provide access to the PSC guidelines and assist applicants to access the Procedural Review entitlements.

Process (PRP).

The PRP was included under Sections 9 and 10 of the OMRS Guideline (2017).
It allows applicants applying to a civil service vacancy, to request for a review of the process that was followed to select and appoint a candidate for the vacant position.

Upon the review of the process, the PSC determines whether the OMRS process was followed or not and recommends for either; the appointment to stand or the application be upheld and the process to begin from where it contravened the OMRS guideline.
The procedural review process was available for all substantive vacancies advertised on or after 1 January 2017.

3.4 Training Division The Training Division worked closely with ministries to identify, plan, coordinate, deliver and monitor learning and development activities such as training, workshops and seminars in support of core skills development.
The achievements of the Training Division in line with its Outcome 4 (Quality training that reflects the capacity building needs of civil servants as recognised by Government through the reform agenda) were as follows: The achievements of the Training Division in line with its Outcome 4 (Quality training that reflects the capacity building needs of civil servants as recognised by Government through the reform agenda) were as follows: • Designed and implemented a training package on Job Application and Interview • Designed and implemented a training package on Job Application and Interview Skills in July 2017.


• Trainings on OMRS Readiness was delivered from December 2016, following the handing over from the CSRMU.

This training was aimed at equipping potential selection panel members and Human Resource personnel to align their Ministry’s policies, processes and procedures to the overarching OMRS guideline.

• Trainings on OMRS Readiness was delivered from December 2016, following the handing over from the CSRMU.
This training was aimed at equipping potential selection panel members and Human Resource personnel to align their Ministry’s policies, processes and procedures to the overarching OMRS guideline.

• A total of 24 training sessions were conducted for 444 civil servants on OMRS • A total of 24 training sessions were conducted for 444 civil servants on OMRS Readiness.

Readiness.

• Conducted five training sessions on OMRS HR module for 70 officers.


• Conducted one training session on OMRS for 6 external panellists.

• Conducted one training session on OMRS for 6 external panellists.

• Coordination of overseas training courses and scholarship programmes offered by • Coordination of overseas training courses and scholarship programmes offered by development partners in the areas listed below.

development partners in the areas listed below.


• MCS coordinated short term overseas training for 272 officers and four Master’s • MCS coordinated short term overseas training for 272 officers and four Master’s Degree scholarships sponsored by development partners.

Degree scholarships sponsored by development partners.
Short Term Overseas Training Programmes by Development Partners Short Term Overseas Training Programmes by Development Partners Training areas covered by development partners Training areas covered by development partners (a) (a) Leadership Leadership (b) Climate Change/Disaster Risk (b) Climate Change/Disaster Risk Reduction Reduction Public Policy Education Tourism Education (c) (c) (e) Tourism (e) (g) Diplomacy (g) Diplomacy (i) (i) (k) Agriculture (k) Agriculture Infrastructure (m) Infrastructure (m) (o) Entrepreneurship (o) Entrepreneurship (q) Governance (q) Governance Public Policy (d) Housing and Environment (d) Housing and Environment (f) Gender Equality (f) Gender Equality (h) Disability (h) Disability (j) (j) (l) Renewable Energy (l) Renewable Energy (n) Lands and Mineral Resources (n) Lands and Mineral Resources (p) Human Resource Management (p) Human Resource Management Fisheries and Forests Management Fisheries and Forests Management MCS 2016-2017 Annual Report Page 6 MCS 2016-2017 Annual Report 7 MCS 2016-2017 Annual Report Page 7 Page 7 MCS 2016-2017 Annual ReportPage 3.5 Business Unit The Business Unit monitored the corporate services provided by MEPIR under the SSA which included human resource administration, accounts and ICT support.
Since the corporate services division of MEPIR was firmly established, the extra responsibilities formed an extension to their normal services and procedures.

This arrangement provided invaluable assistance to MCS as it had a capacity gap in its inception phase.

MCS had a staff establishment of 29 positions, out of which 83% was filled.

The four positions earmarked for the newly established Major Events Division was filled in the 2017-2018 financial year.
Staffing Profile Division Office of PS Policy Recruitment Training Major Events Business Unit PSC Secretariat Total Percent Filled Establish 4 3 6 6 4 4 2 Filled Male Female Total 2 - 5 3 - 3 1 2 3 1 2 - 1 1 4 3 6 5 - 4 2 29 10 24 14 83% Vacant - - - 1 4 - - 5 17% Distribution of Staff by Division MCS Appropriation and Actual Expenditure 7 6 5 4 3 2 1 0 8 Office of PS Policy Recruitment Training Major Events Business Management PSC Secretariat Filled Vacant MCS 2016-2017 Annual Report 8 Page 9 MCS 2016-2017 Annual Report Page The major achievements of the Business Unit in line with its Outcome 5 (Better customer and client service in areas impacted by the Ministry of Civil Service) were: • The establishment of the CCCC (in collaboration with the MHMS), to effectively handle customer feedback, both positive comments and complaints or suggestions on how health and medical services could be improved.
• The management of the CCCC contract with Vodafone Fiji to ensure that the services were carried out as per the contract.

• The CCCC operated 24 hours a day; 7 days a week, and people could contact the CCCC by calling or texting the toll free line 157, from Vodafone and Inkk network within Fiji, or sending an email to: customercare@health.gov.fj • The CCCC allowed MHMS access to complete records including all feedback and follow up actions.
This enabled MHMS to better understand areas where services might need to be strengthened, what needed to change, where they did well and whether patient satisfaction was improving over time.

Customer Care Call Centre No.

of complaints received No.

of complaints resolved 561 422 967 848 June 2017 July 2017 Total 1,528 1,270 4.

Ministry Appropriation MCS was allocated a budget of $45.4 million, out of which $43.4 million or 95.5% was utilised during the 2016-2017 financial year.
Total Ministry Budget 2016-2017 $45,451,168 Lapse Appropriation , $2,067,769 Actual Expenditure , $43,383,399 MCS 2016-2017 Annual ReportPage 3.5 Business Unit The Business Unit monitored the corporate services provided by MEPIR under the SSA which included human resource administration, accounts and ICT support.

Since the corporate services division of MEPIR was firmly established, the extra responsibilities formed an extension to their normal services and procedures.
This arrangement provided invaluable assistance to MCS as it had a capacity gap in its inception phase.

MCS had a staff establishment of 29 positions, out of which 83% was filled.

The four positions earmarked for the newly established Major Events Division was filled in the 2017-2018 financial year.
Staffing Profile Division Office of PS Policy Recruitment Training Major Events Business Unit PSC Secretariat Total Percent Filled Establish Male Female Total Vacant Filled 4 3 6 6 4 4 2 2 3 1 2 - 1 1 2 - 5 3 - 3 1 4 3 6 5 - 4 2 24 - - - 1 4 - - 5 29 10 14 83% 17% The major achievements of the Business Unit in line with its Outcome 5 (Better customer and client service in areas impacted by the Ministry of Civil Service) were: • The establishment of the CCCC (in collaboration with the MHMS), to effectively handle customer feedback, both positive comments and complaints or suggestions on how health and medical services could be improved.
• The management of the CCCC contract with Vodafone Fiji to ensure that the services were carried out as per the contract.

• The CCCC operated 24 hours a day; 7 days a week, and people could contact the CCCC by calling or texting the toll free line 157, from Vodafone and Inkk network within Fiji, or sending an email to: customercare@health.gov.fj • The CCCC allowed MHMS access to complete records including all feedback and follow up actions.
This enabled MHMS to better understand areas where services might need to be strengthened, what needed to change, where they did well and whether patient satisfaction was improving over time.

Customer Care Call Centre No.

of complaints received No.

of complaints resolved June 2017 561 422 July 2017 967 848 Total 1,528 1,270 4.

Ministry Appropriation MCS was allocated a budget of $45.4 million, out of which $43.4 million or 95.5% was utilised during the 2016-2017 financial year.
Distribution of Staff by Division MCS Appropriation and Actual Expenditure 7 6 5 4 3 2 1 0 Office of PS Policy Recruitment Training Major Events Business PSC Management Secretariat Filled Vacant Total Ministry Budget 2016-2017 $45,451,168 Lapse Appropriation , $2,067,769 Actual Expenditure , $43,383,399 MCS 2016-2017 Annual Report Page 8 MCS 2016-2017 Annual Report 9 9 Page MCS 2016-2017 Annual ReportPage 10 MCS 2016-2017 Annual ReportPage 11 MCS 2016-2017 Annual ReportPage 12 MCS 2016-2017 Annual ReportPage 13 MCS 2016-2017 Annual ReportPage 14 MCS 2016-2017 Annual ReportPage 15 MCS 2016-2017 Annual ReportPage 16 MCS 2016-2017 Annual ReportPage 17 MCS 2016-2017 Annual ReportPage 18 MCS 2016-2017 Annual ReportPage 19 MCS 2016-2017 Annual ReportPage 20 MCS 2016-2017 Annual ReportPage 21 MCS 2016-2017 Annual ReportPage 22 MCS 2016-2017 Annual ReportPage 23 MCS 2016-2017 Annual ReportPage 6.
Acronyms CCCC Customer Care Call Centre CSRMU Civil Service Reform Management Unit GO ICT General Orders 2011 Information and Communication Technology MCS Ministry of Civil Service MEPIR Ministry of Employment, Productivity and Industrial Relations MHMS Ministry of Health and Medical Services OMRS Open Merit Recruitment and Selection PRP PSC PS SSA Procedural Review Process Public Service Commission Permanent Secretary Shared Services Agreement 24 MCS 2016-2017 Annual Report Page 21 MCS 2016-2017 Annual ReportPage