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- 68 - Prepared by Policy Development Unit, Public Sector Modernization Division

4.2 PMAS Components

The diagram below illustrates the Performance Management and Appraisal System for Chief Executive Officers of Executive Agencies in the Government of Jamaica.

Performance Management

Agreement Components


Appraisal Process PMAS Results

Corporate Results

Commitments for key service

delivery output achievements

consistent with overall

Government priorities and the

corporate / business plan.

CEO self-appraisal and

Permanent Secretary;

with input from the

Portfolio Minister.

Excellence in the production

of key outputs in an

economic, efficient and

effective manner.

Demonstrated Compliance

Generic commitments to ensure

Executive Agency compliance

with relevant legislation,

regulations and instructions.

CEO self-appraisal and

Permanent Secretary;

with input from the

Portfolio Minister and

central agencies.

Excellence in the

demonstration of executive

accountability to ensure

corporate compliance.

Leadership Competencies

Generic commitments

consistent with the

Government’s standard

leadership competencies for

executive level positions.

CEO self-appraisal and

Permanent Secretary;

with input from the

Portfolio Minister and

the OSC.

Excellence in the

demonstration of executive

leadership behaviours in the

work place.

Performance Feedback

4.3 Performance Management Agreement Components

The Performance Management Agreement (PMA) is a mutual understanding between the CEO,

Portfolio Minister and Permanent Secretary as to what is expected for the performance cycle

period. The PMA template is provided in Annex B. To ensure transparency and understanding

among Executive Agency staff, CEOs are encouraged to communicate and share their key

performance commitments with their organization, especially with regard to corporate results.

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Auditor General’s Department - Performance Audit Report Fisheries Division


5.9 The manner in which FD’s accounting records were maintained; inadequate staff and training contributed to the unavailability of the requisite information. EFFECTS

5.10 Management’s ability to make informed decision will be affected by the quality of

information available. 5.11 In the absence of reliable information the audit could not evaluate the economy,

efficiency and effectiveness of FD’s operations. 5.12 Lack of reliable information prevents the effective management of FD and the

achievements of its goal to preserve and protect the Country’s fishing industry and improves economic benefits to fishers.


5.13 All transactions and significant events should be fully and clearly documented;

and be readily available for examination. 5.14 An adequate information system should be developed and implemented to support

the achievement of FD’s goals in an economical, efficient and effective manner. 5.15 Urgent effort should be made to update the relevant files and registers


1. We agree with your findings.

2. The transformation of the Fisheries Division into an executive agency should greatly strengthen the Division’s capacity to improve its information management systems for technical as well as financial and accounting data.

3. Recommendations have been made to upgrade the accounts unit staff at the Division. It has long been recognized that the position of the accounting staff was not in keeping with the complexity and extent of the work load. For example, the Fisheries Division has twenty-two (22) Sub-Offices with seventeen (17) currently operational located island- wide in addition to the Aquaculture Branch with only one available senior “Accounting Technician” (AT3) in charge. It is hoped that the necessary approvals to upgrade the accounting positions will be in place soon.

4. In recognition of the difficulty to properly manage projects and programmes this Division intends to ask for funds in the upcoming 2009 – 2010 financial year to contract a consultant to develop a suitable financial management software system that will allow

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The PMA is comprised of key commitments and their related performance measures for the

following three performance components:

1. Corporate Results: Highly focused on their service delivery mandates, Executive

Agencies are expected to achieve corporate results consistent with the priority areas of

focus for the Government (see Annex C). In conjunction with their Executive

Management Team, the CEO is expected to identify output level service delivery results in

the Executive Agency Business/Operational Plan. These key commitments are challenging

but achievable with effort through the CEO’s own management influence and control, and

demonstrated staff leadership competencies. They must be accompanied by related Key

Performance Indicators as set out in the Business/Operational Plan and reported against

in the Annual Report. The content of the Annual Report will be used in determining the

extent to which the key commitments were met. As such, CEOs need only identify

and describe in their performance management agreements the service delivery

output targets and related Key Performance Indicators for the annual business


4. Compliance Results: CEOs are expected to demonstrate their accountability to ensure

Executive Agency compliance with relevant legislation, regulations and instructions. The

Executive Agency Act and related regulations, as well as the Financial Instructions to

Executive Agencies will serve as key benchmarks for expected performance. In addition,

compliance with other relevant regulations regarding financial management, procurement

and related reporting will also be taken into consideration in assessing CEO performance

(see Annex D). As such, CEOs need only indicate their commitment in their

performance management agreements to ensure compliance with the relevant

legislation, regulations and instructions pertaining to the management of

Executive Agencies.

5. Leadership Results: CEOs are expected to demonstrate executive leadership

competencies which are required to carry out the responsibilities of the position

successfully (see Annex E). These four areas of key leadership competencies will serve as

key benchmarks for expected performance. As such, CEOs need only identify and

describe in their performance management agreements the areas of personal

leadership development if/when they wish to highlight particular areas for

improvement based on feedback from past performance appraisals.

4.4 Performance Management Agreement Requirements


Performance management agreements are to demonstrate alignment with:

 Priorities of the Portfolio Minister representing the Government of Jamaica,

 The Executive Agency Framework Document;

 The Executive Agency Corporate Plan; and

 The Executive Agency Business/Operational Plan (annual).

Valid Performance Management Agreements

To be considered valid for the purpose of performance awards, performance management

agreements are to include the following:

 The period covered by the agreement;

 Validation of ongoing commitments as per position terms of reference;

 Commitments for all three performance components;

 Performance indicators of successful achievement of commitments; and

 The signatures of the Permanent Secretary and Portfolio Minister.

Ongoing Commitments

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Ongoing Commitments are part of the continuing responsibilities of the CEO as per the

employment contract that do not normally change from year to year. They reflect a balanced

representation of core accountabilities for ensuring Executive Agency compliance with relevant

legislation, regulations and instructions13 and for demonstrating executive leadership


Key Commitments

Key Commitments are areas of focus over and above ongoing commitments for the performance

cycle which are directly linked to the performance of the Executive Agency in achieving the

output level service delivery results identified in the Business/Operational Plan. These expected

corporate results must be accompanied by related key performance indicators as set out in the

Business/Operational Plan and reported against in the Annual Report. These key commitments

may vary from year-to-year depending on the service delivery priorities contained in the

Business/Operational Plan.

Key Performance Indicators

Key Performance Indicators describe how an observer would know that the key commitments are

achieved within the performance cycle period and define standards for the expected level of

achievement of the service delivery outputs. The choice of a performance indicator implies that

qualitative or quantitative data/ information indicating performance achievement is available and

that efforts are made to obtain the information defined for the specific indicator. There are

generally one (1) to three (3) key performance indicators identified per service delivery output.

Mid-year Review of Key Commitments

A mid-year review of key commitments should be initiated by the Chief Executive Officer with the

Permanent Secretary. A summary of the discussion is documented in the appropriate template

noting any agreements or disagreements in the assessment of progress to date. This review step

is particularly important when circumstances change, e.g., in Government priorities or budget

restrictions, in Executive Agency mandate or portfolio composition, in annual Business/

Operational Plan priorities, or in personal circumstances. In such circumstances, the onus is on

the CEO to meet and discuss any proposed changes to the key commitments with the Permanent

Secretary and then with the Portfolio Minister. If warranted, an amendment to the performance

management agreement must then be prepared and signed by all three parties.

4.5 Performance Appraisal Process

Input on Performance Appraisal

At the end of the performance cycle, CEOs are required to self-appraise their performance

against the commitments and key performance indicators set out in their performance

agreement. They are also expected to complete a performance appraisal of their Executive

Management Team Members which they keep on file. The self-appraisal documentation will be

forwarded to the Permanent Secretary who will subsequently refer to and/or seek additional

information as required, including:

input on Corporate Results from the Portfolio Minister;

input on Compliance Results can be solicited from central agencies, if necessary,

including the Ministry of Finance and the Public Service, Office of the Contractor General,

Auditor General’s Department, etc.; and

input on Leadership Results solicited from the Office of the Services Commission (OSC)

which would engage an external expert (e.g. a retired permanent secretary or chief

personnel officer) to provide an additional independent perspective on performance based

on a 360 assessment; such an assessment entails collecting information from people who

work with the CEO on a regular basis, i.e., superiors, peers and subordinates. A

subsequent meeting with the individual to discuss their self-appraisal would be optional.


Included are the Financial Instructions to Executive Agencies or those instructions contained in Circulars.

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Page 6

6 | P a g e

Part One



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.

Vision Statement

1.4 The vision of CMI “is to be the premier institution of choice for maritime education, training and applied research within the Caribbean and beyond.”

Mission Statement

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.”

June 09, 2021