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Key Findings and Recommendations
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The Institute">Caribbean Maritime Institute (CMI) is a tertiary institution that specializes in maritime education and training for professional seafarers, allied industry personnel and the wider industry covering land, sea and air. CMI was originally established as the Jamaica+Maritime+Institute">Jamaica Maritime Institute (JMI), a joint project between the Jamaican and Norwegian Governments in September 1980. The Institute became a statutory body under the laws of Jamaica on January 4, 1993, and was renamed the Caribbean Maritime Institute in 2001.
CMI’s main operation is carried out through three schools. The main facility, the School of Marine and Profession Studies currently provides training in seafarers, which is delivered in accordance with the International Marine Organization Standards. The School of Academic Studies provides training in allied courses supporting the shipping industry, while the School of Advance Skills caters to industry needs.
The scope of the audit covered the period April 2010 to March 2015. The audit aimed to determine whether the institute had adequate systems, policies and procedures in place to effectively manage its core function in accordance with its mandate.
The key findings are outlined below.
Financial and Operational Performance 1. CMI did not conduct a resource audit to ascertain the impact of its planned strategy to increase
enrolment. This impacted CMIs ability to engage qualified lecturers to deliver the curriculum and
resulted in CMI being unable to achieve the planned reduction in its dependence on government
subvention. We noted that between the periods 2010-11 to 2014-15, CMI enrolment increased by
105 per cent, moving from 1,090 to 2,236 students. However, CMI did not conduct any resource
audit to inform management of the financial, human and physical resources capacity of the
Institution to respond to the increase student enrolment. CMI indicated that by March 2015, 90 per
cent of its total revenue should be earned from tuition fees, while the remaining 10 per cent would
be obtained from Government subvention. However, by March 2015, CMI still did not achieve its
target as tuition fees comprised 77 per cent of total revenue, and Government subvention the
remaining 23 per cent. CMI contends that the strategy is deliberate to seek resources after
enrolment. However, this may result in CMI over extending its resources, thereby causing
reputational risk and breach of the International Marine Organization (IMO) standards of operation.
any consequent increase in its staffing level. As a result, CMI employed 253 part time adjunct
employed six assistant lecturers who did not possess the requisite three year post qualification
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Key Findings and Recommendations
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inexperienced assistant lecturers not only breached the international marine guidelines1, but could
annual student surveys highlighted concerns regarding perceived weaknesses in the delivery of
training offered by lecturers.
2. Section 4(1)(a) of the Caribbean Maritime Institute Act states that one of the functions of the
Institute shall be to provide training for persons employed as officers and ratings in the shipping
industry. However, we found that enrolment in the School of Marine and Professional Studies has
declined by approximately one-third, moving from 215 in 2010-11 to 138 students in 2014-15. In
light of this decline, CMI’s 2012 to 2015 Corporate and Operational Plans did not indicate any
deliberate strategies to address the decrease in the Marine and Professional Studies.
3. One in three CMI cadets did not gain seafarer experience. Of the 438 enrolled cadets during the
period 2007-08 to 2011-12, 247 cadets completed seafarer experiences; and 152 cadets (or 38 per
cent of cohort) were not exposed to seafarer training in contravention of the IMO policy and CMI
policy; while the remaining 39 did not complete the studies. Consequently, the 152 students have
not received the relevant certification to be gainfully employed as seafarers and might have
difficulty obtaining employment on ships. We also noted that the percentage of cadets who
graduated declined from a high of 46 per cent in 2007-08 to a low of 20 per cent in 2011-12. Over
the period, an average of 25 per cent of cadets enrolled graduated, compared to 86 per cent
projected in CMI’s 2012-2015 Corporate Plan.
CMI should undertake a thorough assessment of the resources required to achieve the targets
outlined in its corporate plan and strengthen its control mechanism to ensure compliance with
1 The guidelines states; “All instructors, supervisors and assessors need to be qualified and experienced in the particular types and levels of training and assessment they give.”
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1.1 The Caribbean+Maritime+Institute">Caribbean Maritime Institute (CMI) was established in 1980 by the Government of Jamaica and the Kingdom of Norway to train professional seafarers; primarily Jamaican, to operate what was then the Merchant of Marine Fleet. The CMI was converted to an Executive Agency under the Ministry of Transport, Works and Housing in April 1, 2001 and is the only internationally recognized maritime training and educational institution in Jamaica and the Caribbean, delivering educational training across three faculties. These are: The School of Marine and Professional Studies, School of Academics Studies, and the School of Advance Skills, which caters to industry needs by providing short courses. 1.2 CMI core programmes are accredited by the International Maritime Organization (IMO) and the University Council of Jamaica (UCJ). In addition, CMI continues to maintain its ISO 9001:2008 certification from Lloyd Registers on Quality Assurance (LQRA), for its Quality Management System (QMS). 1.3 CMI operates in a global space that caters for both the core marine and allied industry courses aimed at producing internationally competitive seafarers. CMI relevance is dependent on its ability to maintain its strength as an internationally recognized institute through the provision of maritime education and ensuring that pool of competent expertise are developed to ally to industry needs. CMI continues to forge partnerships with international shipping companies to provide training and seek employment for Cadets, student and officers.
1.5 The mission of the CMI “is to provide solutions through the application of knowledge, talents, and skills to continue to redefine the boundaries of tertiary education and professional maritime training.”
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outstanding tuition fees amounting to $22.46 million. CMI’s failure to collect these amounts could impact negatively its operating cash flow. Table 2 – Analysis of Outstanding Tuition Fees as at March 31, 2015
Status Number of Students
Outstanding Tuition Fees ($)
Completed 54 3,109,658.73 Completed and Awaiting graduation 6 231,197.63 Currently enrolled 1,542 190,797,760.12 Deceased 6 670,590.81 Did not Complete 507 43,179,281.06 Did not start 2 134,425.00 Graduated 151 19,122,474.46 Unidentified 834 69,169,588.80
Grand Total 3,102 326,414,976.61 Source: AuGD compilation from CMI records
2.9 A disaggregation of the outstanding tuition fees revealed that there were individual pursuing post graduate studies that had not paid their tuition fees amounting to $23.14 million, of which $19.02 million has been owed for more than five years. CMI was unable to indicate the status of 834 students with outstanding tuition fees totaling $69.2 million (or 21 per cent).
CMI’s strategy does not address the steady decline in core marine education
2.10 Section 4(1)(a) of the Caribbean Maritime Institute Act states that one of the functions of the Institute shall be to provide training for persons employed as officers and ratings in the shipping industry. Of the three faculties, the School of Marine and Professional Studies is tasked with training seafarers, IMO certified courses that will lead to professions up to the level of captain, chief engineer and chief mate. However, we found that enrolment in this core faculty declined by approximately one- third, to 138 students in FY2014/15 from 215 in FY2010/11 (Table 1). Further, review of CMI’s Corporate and Operational Plans covering the period FY2010/11 to FY2014/15, revealed that no strategies were developed by CMI to address the fall in enrolment for the Marine and Professional Studies. While CMI’s Corporate and Operational plans articulated a targeted growth in the overall student enrolment to 1,424; no breakout for the individual faculties was provided, despite our request.
CMI did not have an adequate complement of lecturers for its core Marine programmes
2.11 CMI did not have in place an adequate complement of qualified marine and nautical lecturers to deliver core marine education. We found that the Staff Establishment allows for the employment of 30 staff, which includes 11 senior lecturers, 8 lecturers and 6 assistant lecturers in the School of Marine and Professional Studies. At the time of our audit, only 20 of the 30 positions were engaged for the Schools of Marine and Professional Studies; of which 11 of the 20 positions were filled by assistant lecturers. We found that contrary to CMI’s policy, 6 of the 11 assistant lecturers were engaged without the requisite
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2.1.136 An approved Project Operations Manual has not been implemented.
Management was advised to take the appropriate steps to ensure the Project’s operations are
executed in compliance with all the clauses of the loan agreement; the accounting software
should be fully implemented to make the project operations more efficient and enhance the
preparation of the financial information.
Additionally, management was encouraged to complete the Draft Operations Manual and
obtain the requisite approval for implementation within the 2016/2017 financial year.
HEAD 68000: MINISTRY OF TRANSPORT AND MINING
MINISTRY OF TRANSPORT, WORKS AND HOUSING
2.1.137 An audit was conducted of the financial transactions and regulatory operations for 2014-2015
and 2015-2016, as well as Appropriation Accounts for the financial year 2014-2015 . Our review
disclosed the need to strengthen the controls to prevent misstatements and breaches of
stipulated guidelines as highlighted below:
2.1.138 At March 31, 2015, the Ministry’s records disclosed outstanding advances totalling $1.1B. Our
review of outstanding advances for the period 2012-2013 to 2014-2015 showed a significant
increase in uncleared balances over the three years. Uncleared advances moved from $373
million in 2012-2013 to $764 million in 2013-2014 and $1.1B in 2014-2015. The arrears
appeared to result from a lack of urgency on the part of agencies which received these
advances, in supplying the relevant documents to clear the outstanding amounts. Management
indicated that efforts were being made to clear these advances. The uncleared advances have
the effect of understating reported expenditure for the aforementioned financial period.
Consolidated Fund as required, but kept by the Institutions and treated as advances by the
which could result in unauthorized expenditure. We noted that prior to 2012-2013 and up to
February 2016, both institutions owed a total of $172 million. Management indicated that
efforts are being made to regularize this matter.
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