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Human Capital Management Enterprise System (HCMES)

To support the Transformation Mr. Speaker, the Government has invested in a Human Capital Management Enterprise System (HCMES) to provide the requisite technological support to help Human Resource Professionals within the public sector to better manage the data. On December 30, 2015, a contract was signed for the acquisition and installation of the Human Capital Management Enterprise System. The project commenced on January 18, 2016, and the first phase of the payroll design was completed during the fourth quarter of 2015/16. Configuration of the system commenced in March 2016 and is slated for completion during the fourth quarter of the current Fiscal Year. This will be followed by a rollout of the system in the first 14 entities.

Transformation, Modernization & Redesign of HR Processes and Operating Model

HR Processes: The HR Policies are currently being modernised with the input of a team of public sector human resource management practitioners. Thirty-five (35) of thirty-eight (38) processes have been completed, and the remainder are projected to be completed by the end of the first quarter of FY 2016/17.

HR Operating Model: Consequent on the technological and process changes, the HR Operating Model will have to be redesigned to enable the creation and addition of value to the delivery of Government operations at the strategic level. A draft model is currently under discussion across the sector, and a wide network of HR practitioners and Permanent Secretaries/CEO’s

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TERMS OF REFERENCE

for

Change Management Lead for the HR Transformation Programme

1. SERVICES REQUIRED

The Government of Jamaica (GoJ), represented by the Ministry+of+Finance">Ministry of Finance and the Public Service, is seeking a Change Management Specialist to provide technical expertise, in partnership with the Strategic Human Resource Management Division (SHRMD) of that Ministry, for the implementation of a Human Resource Transformation Programme facilitated by the GoJ Human Capital Management Enterprise System (HCMES).

2. BACKGROUND

2.1 In keeping with the need to address issues of fiscal and debt sustainability as necessary conditions for macroeconomic stability and economic growth, the Government of Jamaica (GOJ) has embarked on a comprehensive fiscal consolidation program.

2.2 Eliminating the fiscal deficit is imperative to reducing the debt burden, restoring fiscal sustainability, and facilitating growth. It is also essential to improve public sector efficiency and service delivery in the current environment of spending cuts and austerity measures and so enable the public sector to respond effectively to the changing needs of the citizenry now and in the future.

2.3 In support of its commitment to improve the overall public sector deficit, and in particular, to increase efficiency and reduce administrative costs, the Government of Jamaica with the assistance of the Inter-American Development Bank, (IDB) has developed the Public Sector Efficiency Program (PSEP) (JA-L1046 and JA-X1007).

2.4 The PSEP Program is designed to improve government efficiency and effectiveness in the areas of: (i) human resources management (HRM) (ii) information and communication technologies management (ICTM); and (iii) public sector control systems and accountability mechanisms.

2.5 The PSEP program is also to support initiatives included in the External Fund Facility (EFF) with the International Monetary Fund (IMF), specifically, the implementation of a HCMES and Shared Corporate Services, which will utilize the HCMES.

2.6 Under this Programme, the HRM component will address issues of HRM governance in the Jamaican public sector which has been fragmented for many years with dispersed responsibilities among central agencies, and limited enforcement capacity over ministries, departments, and agencies (MDAs) and, in particular, in over 200 existing public bodies.

2.7 The GOJ needs to increase the efficiency of its human resource (HR) processes across the public sector, ensure the accuracy of its payroll and maximize the human capital present in the administration. Having an integrated HCMES solution used by all MDAs will allow for this and should realize significant savings in the annual wage bill.

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 Manage third party suppliers and maintain effective contract control. This may include negotiation and issue management with external agencies

 Establish and maintain close collaboration with the HR Shared Service Project Manager, Payroll Project Manager, Human Capital Management Enterprise System Project Manager, Human Resource Business Partner Lead and Business Analysts to ensure that the overall HR Transformation Programme is delivered efficiently

 Identify potential “people” risks and anticipated points of resistance, and develop specific plans to mitigate or address the concerns

 Conduct readiness assessments, evaluate results and present findings in a logical and easy-to-understand manner

 Develop a set of actionable and targeted change management plans - including communication plan, sponsor roadmap, coaching plan, training plan and resistance management plan

 Be an active and visible coach to executives and leaders who are change sponsors  Create and manage measurement systems to track adoption, utilization and proficiency of

individual changes  Identify resistance and performance gaps, and work to develop and implement corrective

actions  Create and enable reinforcement mechanisms and celebrations of success  Work with project teams to integrate change management activities into the overall

project plan  Work with communications, training, HR and OD specialists in the formulation of

particular plans and activities to support project implementation  Manage the sub-work streams of:

o Training o Communications & Engagement

6 METHODOLOGY

The Consultant is expected to use accepted and proven methodologies for carrying out the assignment.

The Consultant will develop and supply deliverables as specified in this TOR.

7 DELIVERABLES

The deliverables under this project are as specified in the table below.

Key Deliverables Performance Standard

Work plan in a format agreed with the HCMES Project Manager

Tasks and activities defined; task durations defined; resources defined; milestones defined; dependencies defined. Covers all phases from conception to benefits realisation, including prioritization, resource planning and business cutover/transition

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5.16 Reimbursement of Toll Charges ................................................................................... 101

5.16.1 Officers to be Reimbursed ...................................................................................... 101

5.16.2 Requests for Reimbursement .................................................................................. 101

5.16.3 T-Card (Toll Card) .................................................................................................. 102

5.17 Human Capital Management Enterprise System (HCMES) ......................................... 102

6 PUBLIC INVESTMENT MANAGEMENT ............................................................................................................... 103

6.1 The Enabling Legal and Regulatory Framework .............................................................. 103

6.2 Financial Instructions ........................................................................................................ 104

6.3 Definitions ......................................................................................................................... 104

6.4 Common Governance Framework for Public Investment................................................ 105

6.4.1 Authority to Commit to Undertake a Public Investment Project ............................... 105

6.4.2 One Entry Point for Public Investment Project Proposals ........................................ 105

6.4.3 Full Disclosure on all Expenditure Related to the Public Investment Project .......... 106

6.4.4 An Established Process for Inclusion in the PSIP .................................................... 107

6.4.5 Justification for Continued Inclusion in the PSIP .................................................... 107

6.4.6 Responsibility of MDAs to Provide Timely and Credible Information ................... 108

6.4.7 Rigorous Review of All Project Proposals ............................................................... 108

6.4.8 Results-Based Monitoring & Evaluation .................................................................. 108

7 ASSETS AND LIABILITY MANAGEMENT ........................................................................................................... 109

7.1 The Enabling Legal and Regulatory Framework .............................................................. 109

7.2 Financial Instructions ........................................................................................................ 110

7.3 Asset Management ............................................................................................................ 111

7.3.1 Maintenance of Asset ............................................................................................... 111

7.3.2 Nature of Inventory Record ...................................................................................... 111

7.3.3 Insurance of Government Property........................................................................... 111

7.3.4 Physical Verification ................................................................................................ 112

7.3.5 Annual Status Report on Fixed Assets ..................................................................... 112

7.3.6 Sale of Government Property ................................................................................... 112

7.3.7 Furniture and Equipment .......................................................................................... 112

7.3.8 Security of Accounting Machinery, Equipment and Records .................................. 113

7.3.9 Transfer of Furniture Office Machine and Equipment .............................................. 113

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June 11, 2021


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