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1. RATIONALE FOR THE CREATION OF A PUBLIC INVESTMENT MANAGEMENT SYSTEM (PIMS) IN JAMAICA The Government has committed to strengthen Jamaica’s public investment management system, as part of a comprehensive public financial management (PFM reform) agenda. This reform has seen the incorporation of public investment management as part of an enhanced fiscal governance framework that seeks to increase fiscal surpluses over time and concurrently reduce the debt to gross domestic product (GDP) ratio so that public resources can be allocated to public investment and other activities that have the potential to contribute to growth in the economy.

Cabinet Decision No X of March 2014 gave approval for the institutionalization of the Public Investment Management System (PIMS) and, in doing so, standardize the treatment of public investment across the public sector with respect to the entire project cycle.

Public investment projects are investments that require planning, execution, monitoring and evaluation carried out as an integrated set of activities aimed at meeting a development objective, at a specific cost and within a defined timeframe(Section 48A, FAA Act Amendments 2014). The Financial Administration and Audit Act (FAA Act) (Amended), 20141 sets out the elements of the strengthened Public Investment Management System (PIMS) which will seek to create a common framework for the preparation, appraisal, approval and management of all public investments in Jamaica, irrespective of the source of funding or procurement and implementation modalities. A key element of the system is the Public Sector Investment Programme (PSIP); a rolling 5 year plan of Cabinet approved public investment projects.

Since these amendments, more legislative and regulatory work has been done to further refine the PIMS and, by extension, the PSIP. In February 2015, additional amendments to both the FAA and PBMA provided for exceptions to the definition of public investment. The exception limits public investment to those undertaken by entities within the specified public sector. The specified public sector is defined as the public sector minus those entities that will be certified as commercial by the Auditor General and, therefore outside of the fiscal rules, as at April 1, 2017. It is anticipated that only a few entities will qualify and the specified public sector will encompass much more than 90% of the public sector. The ambits of the PIMS and PSIP, therefore, is quite extensive in scope.

The Financial Administration and Audit (Amendment) Act 2014 – Fourth Schedule (Section 48B (2) provides that an element of the Public Investment Management System shall be a Public Investment Performance Report. This is a comprehensive performance report on the Government’s Public Investment Programme, which shall be produced and published periodically by the Minister.

1 Gazette 31st day of March 2014, enacted April 1, 2014

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Page 540

Executive Management Group (GMG/EMG)

FINANCIAL SECRETARY

CABINET SECRETARY

PERMANENT SECRETARY

Existing $4,696,666 $4,814,083 $4,934,435 $5,057,795 $5,184,240 $5,313,846 $5,446,693 $5,582,860 $5,722,431 $5,865,492 p.a.

With effect from 1/4/2015 $4,744,666 $4,863,283 $4,984,865 $5,109,486 $5,237,223 $5,368,154 $5,502,358 $5,639,917 $5,780,915 $5,925,438 p.a.

With effect from 1/4/2016 $4,887,006 $5,009,181 $5,134,411 $5,262,771 $5,394,340 $5,529,199 $5,667,429 $5,809,144 $5,954,342 $6,103,201 p.a.

Chief Technical Director (GMG/CTD)

Existing $4,696,666 $4,814,083 $4,934,435 $5,057,795 $5,184,240 $5,313,846 $5,446,693 $5,582,860 p.a.

With effect from 1/4/2015 $4,744,666 $4,863,283 $4,984,865 $5,109,486 $5,237,223 $5,368,154 $5,502,358 $5,639,917 p.a.

With effect from 1/4/2016 $4,887,006 $5,009,181 $5,134,411 $5,262,771 $5,394,340 $5,529,199 $5,667,429 $5,809,144 p.a.

Senior Executive Group (GMG/SEG)

GMG/SEG 6

Existing $3,395,707 $3,480,600 $3,567,615 $3,656,806 $3,748,226 $3,841,931 $3,937,980 $4,036,429 p.a.

With effect from 1/4/2015 $3,443,707 $3,529,800 $3,618,045 $3,708,496 $3,801,208 $3,896,238 $3,993,644 $4,093,485 p.a.

With effect from 1/4/2016 $3,547,018 $3,635,694 $3,726,586 $3,819,751 $3,915,244 $4,013,126 $4,113,454 $4,216,290 p.a.

GMG/SEG 5

Existing $2,910,615 $2,983,380 $3,057,965 $3,134,414 $3,212,774 $3,293,094 $3,375,421 $3,459,806 p.a.

With effect from 1/4/2015 $2,958,615 $3,032,580 $3,108,395 $3,186,105 $3,265,757 $3,347,401 $3,431,086 $3,516,864 p.a.

With effect from 1/4/2016 $3,047,373 $3,123,558 $3,201,647 $3,281,688 $3,363,730 $3,447,823 $3,534,019 $3,622,369 p.a.

GMG/SEG 4

Existing $2,469,614 $2,531,354 $2,594,638 $2,659,504 $2,725,991 $2,794,141 $2,863,995 $2,935,594 p.a.

With effect from 1/4/2015 $2,517,614 $2,580,554 $2,645,068 $2,711,195 $2,778,975 $2,848,449 $2,919,660 $2,992,652 p.a.

With effect from 1/4/2016 $2,593,142 $2,657,971 $2,724,420 $2,792,531 $2,862,344 $2,933,903 $3,007,250 $3,082,431 p.a.

GMG/SEG 3

Existing $1,988,434 $2,038,145 $2,089,098 $2,141,326 $2,194,859 $2,249,730 $2,305,974 $2,363,623 p.a.

With effect from 1/4/2015 $2,036,434 $2,087,345 $2,139,528 $2,193,017 $2,247,842 $2,304,038 $2,361,639 $2,420,680 p.a.

With effect from 1/4/2016 $2,097,527 $2,149,965 $2,203,714 $2,258,807 $2,315,277 $2,373,159 $2,432,488 $2,493,300 p.a.

SCHEDULE

PART II

LIST OF SALARY GROUPS AND GRADES

PUBLIC MANAGEMENT CATEGORY

GENERAL MANAGEMENT GROUP (GMG)

SOURCE: COMPENSATION UNIT

THE CIVIL SERVICE ESTABLISHMENT (GENERAL) ORDER, 2017 526

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4

APPENDIX 2: OPERATIONAL GUIDELINES FOR THE PRIVATISATION OF GOJ ASSETS

OPERATIONAL GUIDELINES LEVEL 1 LEVEL 2 LEVEL 3

A S

S E

T S

All Strategic Assets or Assets which are either valued or for which revenues are anticipated in excess of US$50M

Assets which are either valued or for which revenues are anticipated within the range of US$5M -US$50M

Assets which are either valued or for which revenues are anticipated less than US$5M

G U

ID E

L IN

E S

1. Cabinet Approvals:  To privatise

(addition to list)Approval of

privatisation strategy and modality

Approval of preferred bidder

Final negotiated privatisation terms and conditions

2. Ministerial Approvals:  Appointment of

Enterprise Teams 3. Transaction to be

executed by the Enterprise Team with Secretariat support from Privatisation Agency.

4. Privatisation Agency Board and /or relevant Ministry or Agency to approve strategy and modality prior to submission to Cabinet.

5. Reporting: Monthly reporting to Cabinet through the Privatisation Agency

6. Modality (Strategic

1. Cabinet Approvals:  To privatise (addition

to list)Final negotiated

privatisation terms and conditions

2. Cabinet Approvals for: Approval of the privatisation strategy or modality

Approval of the preferred bidder

3. Ministerial Approvals:

Appointment of Enterprise Teams

4. Transaction to be executed by the Enterprise Team with Secretariat support from Privatisation Agency.

5. Reporting: Quarterly reporting to Cabinet through the Privatisation Agency

6. Modality: Not specified

1. Cabinet Approvals:  To privatise (addition

to list) 2. Cabinet Approvals:

Final Negotiated Terms

3. Ministerial Approvals:  Appointment of

Enterprise TeamsApproval of

strategy/modalityApproval of Preferred

Bidder 4. Process to be managed

by Ministry/Agency and monitored by the Privatisation Agency

5. Reporting: Quarterly reporting to Cabinet through the Privatisation Agency

6. Modality: Not Specified

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Ministry of Finance and the Public Service Fiscal Policy Paper 2017 72 | P a g e

Appendix II

Public Financial Management (PFM) Reform Programme

Introduction

The GOJ remains committed to the comprehensive reforms of its public financial management (PFM) system during the current fiscal year and across the medium term. The overall objective of the reform programme is to ensure that the PFM system is fulfilling the key goals of:

 Aggregate fiscal discipline;

 Strategic allocation of resources;  Effective and efficient delivery of services.

To this end, the GOJ has established essential monitoring and oversight mechanisms, chiefly: (i) the PFM Oversight Committee, which provides strategic direction and (ii) the PFM Secretariat and Monitoring Team which provides administrative support, coordinates donor and technical support as well as monitoring and reporting on the PFM Reform Action Plan (RAP).

Summary of Progress in Key PFM Areas

The PFM system has been strengthened through the Fiscal Responsibility Framework legislation. Significant progress was made in FY 2016/17 to strengthen core PFM functions, namely: accounting and cash/treasury management; budget management; revenue administration and procurement. Some key activities completed were:

 Implementation of a new Treasury-linked accounting and reporting system alongside the Treasury Single Account (TSA) to facilitate centralization of the government cash management function within the Accountant General’s Department. A key focus going forward is the strengthening of this cash management function and the continuing modernization of the Accountant General’s Department.

 Establishment of an Oversight Committee to develop a Code of Conduct for Public Bodies. Cabinet Office is currently making arrangements to negotiate with the Management Institute for National Development (MIND) to commence the assignment.

 Implementation of a Budget Preparation and Management System (BPMS) which has been procured and is now being configured and tested so that medium term results based budgeting can be developed to sustain the results of the reform program.

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Assets): Not Specified I Note: The threshold values above may be amended as necessary and approved by Cabinet.

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