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Auditor General’s Department – Information Technology Audit Report of FSL 13

PART TWO Corporate Governance FSL Is Without a Permanently Appointed Managing Director

2.1 FSL is a government agency that reports to the Ministry of Finance. A 12 member Board of Directors, appointed by the Finance Minister, is responsible for setting policies and for overall corporate governance. The responsibility for the daily operations of the entity rests with the Managing Director (MD). The MD’s role involves the strategic alignment of business goals, the management of risk, resources and performance as well as ensuring that FSL delivers value for money.

2.2 We however, observed that since December 2008, the Board of FSL has not appointed a full-time Managing Director to take charge of the entity’s daily operations and strategic direction. Instead, during the ensuing period two members of staff were assigned to act as Managing Director, one of whom has subsequently resigned.

2.3 The Board’s delay in permanently appointing a Managing Director is likely to create some

level of uncertainty within the leadership of FSL and may negatively affect the development and implementation of necessary strategies, policies and procedures resulting in a weaker control environment.

2.4 The FSL Board should, as soon as is practicable take the necessary steps to appoint a full-

time Managing Director with a mandate to build an environment that fosters high quality service, integrity, accountability and job satisfaction. The success of any organization especially one in a fast changing sector such as ICT largely depends on effective and stable leadership.

FSL in Breach of GoJ Procurement Guidelines

2.5 The Government of Jamaica Handbook of Public Sector Procurement Procedures [Volume 1-General Provisions] requires each GoJ procuring entity to establish a Procurement Committee. The Committee shall be constituted in accordance with the following guidelines7:

(a) It must consist of not less than five (5) persons and shall include: i. A senior financial management personnel; and

ii. Four (4) other appropriately qualified Public Officers.

(b) Members of the Procurement Committee should have received training in GoJ procurement procedures before being selected to serve.

(c) Board members shall not comprise more than 40% of the entity’s Procurement Committee.

7 Government of Jamaica Handbook of Public Sector Procurement Procedures [Vol. 1-General Provisions: Section 2.2.5]

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5 Auditor General’s Department Performance Audit Follow-Up – National Environment & Planning Agency September 2016

Executive Summary

Executive Summary The National Environment & Planning Agency (NEPA) was formed out of the merger of the National Resources and Conservation Authority (NRCA), Town and Country Planning Authority (TCPA) and the Land Development and Utilisation Commission (LDUC). NEPA is mandated to protect the environment and promote sustainable development. Jamaica’s Vision 2030 National Development Plan (NDP) identified uncontrolled and disorderly growth of urban areas caused in part by underdeveloped rural areas and weaknesses in planning systems. Vision 2030 outlined the need for the development of efficient and effective governance structures for environmental management as well as, the creation of an appropriate framework for sustainability planning and the management of all forms of waste. In 2010, we conducted a performance audit aimed at determining whether NEPA was effective in executing its statutory duties and had supplied value to taxpayers for funds invested in it, through budgetary allocation. The audit found significant managerial weaknesses in the overall operations of NEPA and inadequate implementation of measures to maintain natural resources. The report also revealed that strategies employed by NEPA were not designed to foster efficiency and generate growth in its operations. We recommended improvements to business processes and management practices in respect of the natural and built environment to achieve sustainable development. The objectives of this follow-up audit were to (i) determine the extent to which NEPA has implemented the recommendations made in the Performance Audit Report issued in 2010, (ii) evaluate the adequacy of actions taken in achieving performance improvement and, (iii) identify improvements in monitoring, enforcement and accountability functions.

Key Findings 1. Since 2010, NEPA has showed improvements in the submission of Development Orders for

parishes/designated areas, to the Forward Planning Committee (FPC) of the Town and Country Planning Authority and Chief Parliamentary Council (CPC) for review. As at July 2016, three Development Orders were with the FPC while six were with the CPC. This compares favorably with three and zero Development Orders with the FPC and CPC, respectively for review in 2010. Development Orders for Manchester, Negril & Green Island, Portland and Trelawny were confirmed by the Portfolio Minister in April and May 2015.

2. NEPA implemented the AuGD’s recommendation to integrate the preparation of State of the

Environment Reports (SoE) in their planning process and prepared two reports which outline the condition of the country’s natural and environmental resources. While the SoE Report for 2010

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Agencies (MDAs). I take this opportunity to commend the MDAs for their acceptance and responsiveness to the issues, backed by the will to correct many of the deficiencies highlighted in my reports and the steps taken to implement same.

My investigations revealed that generally some MDAs were placing greater emphasis on ensuring that the systems of internal controls were strengthened. I am still however concerned that we have historic deficiencies in some entities.

The 2012 audit year has not been without significant challenges. However, I am excited as I anticipate 2013 and the subsequent years to see the outcome of our endeavours especially as it relates to the employment of several new initiatives and technological solutions. I must also commend my staff for their commitment, contribution, and support despite the many challenges and changes. This report would not have been possible without their zeal and efforts, which is greatly respected and appreciated. I must also thank Heads of Departments of the various MDAs for the courtesies extended to my staff, other stakeholders for their invaluable input, and the taxpayers for their demands and frank expressions of concern.

Pamela Monroe-Ellis F.C.C.A., F.C.A, C.I.S.A., Auditor General 20th DECEMBER, 2012

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(ii) the name and port of entry of the ship;

(iii) the location of the ship;

(iv) the relevant employer letter and crew change and travel information sheet;

(v) the Seafarer’s Certificate of Competency or Certificate of Proficiency (as the case may be);

(vi) a copy of the temperature logs for the seafarer, in respect of the 14 days immediately preceding the application;

(vii) a completed crew health self-declaration form;

(viii) the name and contact details of the agent responsible for the transport of the seafarer from the ship; and

(ix) a declaration signed by the agent, that the agent will be responsible for the transportation of the seafarer to the ship and that the agent has complied with the protocols issued by a Medical Officer (Health) in relation to the safe transportation of the seafarer from the airport to the ship; and

(b) complete through the website ...
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(ii) Nutritional Standards of the Meals There was no indication seen that nutritional standards were established for the meals by the Ministry. This prevented it from determining whether the stated objective of providing a third of the daily nutritional requirements of the students was being met. It was recommended that nutritional standards consistent with the objectives of the Programme should be established for the meals and communicated to the schools. Measures should be implemented to monitor and ensure compliance with these standards.

(iii) Allocation of Grants and Commodities The Ministry provided no basis for the establishment of the feeding grant of $250 per child per year, and no documented policy was presented for the allocation of commodities, except rice. A number of instances were identified where schools indicated that commodities, especially rice, were received spoiled or insect infested. The general view of the schools sampled was that the quantity of the grant and commodities supplied by the Ministry was inadequate to meet existing needs. No price range of the cost at which meals should be sold to students was set by the Ministry and each school was allowed to fix its own price. This could result in prices being set that exclude needy children. It was recommended that the process of allocating the grants and commodities should be based on an appropriate assessment of existing needs and costs. The Ministry should also set a range within which schools are allowed to charge for products sold.

(iv) Procurement and Distribution of Commodities

The process of procuring the commodities was found to be consistent with governments procurement guidelines. Deliveries of commodities to schools within the Corporate Area were generally reported to be satisfactory. Several schools in the rural areas, however, complained about late deliveries and lack of information on delivery schedules and quantities of commodities to be received. Late and irregular deliveries can result in waste and non-provision of lunches. It was recommended that the schedule of deliveries and quantities should be communicated to the schools and that the delivery process should ensure that commodities reach the schools for the beginning of each term.


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