Ministry of Finance and the Public Service Fiscal Policy Paper 2017 81 | P a g e

Appendix IV

Strategic Human Resource Management

Public Sector Reform

Establishment of the Strategic Human Resource Management Division (SHRMD)

The development, including staffing, of the SHRMD remains a work-in-progress. Staffing at the senior management level of the new structure continued during FY 2016/17, with recruitment for some positions currently underway.

Public Sector Efficiency Programme (PSEP)

During FY 2016/17 work commenced on the development of a Capacity Enhancement Strategy and Plan for the SHRMD and HRM Units across Ministries, Departments and Agencies (MDAs), in keeping with the MOU signed by the MoFPS, Office of the Cabinet and Management Institute for National Development. This development is also in line with the PSEP which is being financed through an Inter-American Development Bank (IDB) loan.

Implementation of the PSEP began with the engagement of HR professionals in the SHRMD and MDAs to determine priority HR competencies at different levels. A comprehensive Learning Needs Analysis was also conducted to inform the Capacity Enhancement Strategy and Plan, through workshops, one-on-one interviews, focus groups, and surveys.

As part of the strategy to enhance capacity, 20 officers of the SHRMD and the wider MoFPS were trained in Leadership Essentials during January 2017.

Human Capital Management Enterprise System (HCMES)

The phased implementation of the integrated HR and payroll system continues with implementation for the Office of the Services Commissions (OSC) and eGov Jamaica Limited scheduled for February 2017. The more than 100 administrators trained on the new system are expected to train other persons in their respective MDAs.

Data migration from the old to the new system has commenced in 3 of 14 MDAs that have been selected for the first phase of system implementation. User Acceptance Testing (UAT) was conducted for 8 MDAs to verify that the systems reflect the actual HR and payroll processes and requirements.

The public sector transformation team is conducting Change Management and Communication assessments in the 14 MDAs. As part of this exercise, change and communication work streams are being established to support implementation of the system for each MDA based on its needs.

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The GoJ plans to extend the functionality of the CTMS by developing the Revenue Management

Module (RMM), which will address the current deficiencies in revenue recording. As a first step

towards the implementation of a government-wide JIFMIS, CTMS is being further enhanced to

function in a web-based environment. The web-enhanced version of the CTMS will centralize

the implementation of the current client-server FinMan budget execution application software

used in MDAs. It will facilitate version management of the application software and the related

look-up tables such as the Chart of Accounts. It will also provide a consolidated view of budget

execution in a single centralized database.

The project will be implemented along the following tracks:

i) Track 1 CTMS Development

The objectives of this track are to address the current deficiencies in revenue recording; increase

domestic revenue; as well as strengthen revenue policy and oversight of revenue collection; and

improve the receipt and processing of payment requests from the MDAs. This will include the

implementation of an upgraded version of the CTMS to a web-based environment without any

additional functionality by March 2019 (this has been achieved). This will be followed inter alia

by the introduction of consolidated financial reporting and automated bank reconciliation.

ii) Track 2 Development and implementation of the JIFMIS

The objectives of this component are to enhance cash management, government accounting and

reporting, debt management and improve revenue and expenditure forecasting by developing a

solution to replace the GOJ’s CTMS and integrating with other GoJ development projects that

can be considered components of the JIFMIS, such as:

1. Budget Preparation and Management System (BPMS)

2. Government of Jamaica Electronic Procurement (GOJEP)

3. Revenue Administration Information System (RAiS)

4. Automated System for Customs Data (ASYCUDA) -

5. Human Capital Management Enterprise System (referred to as ‘myHR+’)

6. Commonwealth Secretariat Debt Recording and Management System (CS-DRMS)

7. Central Securities Depository (CSD)

8. Pension Earnings and Pension Administration System (PEPAS)

9. Asset Management and Inventory and Shared Services system

10. Public Investment Management Information System (PIMIS)

The data flow of the envisioned process of JIFMIS System 1

is described in the diagram below.

1 Jamaica Integrated Financial Management Information System (JIFMIS) conceptual design January 2015

TERMS OF REFERENCE

PROJECT MANAGER, JAMAICA INTEGRATED FINANCIAL MANAGEMENT SYSTEM (JIFMIS) PROJECT IMPLEMENTATION UNIT (PIU)

EXECUTIVE OFFICE, MINISTRY OF FINANCE AND THE PUBLIC SERVICE Page 3

look-up tables such as the Chart of Accounts. It will also provide a consolidated view of budget execution in a single centralized database.

Track 2 Development and implementation of the JIFMIS

The objective of this component are to enhance cash management, government accounting and reporting, debt management and improve revenue and expenditure forecasting by developing a solution to replace the GOJ’s CTMS and integrating with other GoJ development projects that can be considered components of the JIFMIS, such as:

1. Budget Preparation and Management System (BPMS) 2. Government of Jamaica Electronic Procurement (GOJEP) 3. Revenue Administration Information System (RAiS) 4. Automated System for Customs Data (ASYCUDA) - 5. Human Capital Management Enterprise System (referred to as ‘myHR+’) 6. Commonwealth Secretariat Debt Recording and Management System (CS-DRMS) 7. Central Securities Depository (CSD) 8. Pension Earnings and Pension Administration System (PEPAS) 9. Asset Management and Inventory and Shared Services system 10. Public Investment Management Information System (PIMIS)

The data flow of the envisioned process of JIFMIS System1 is described in the diagram below.

11.

1 Jamaica Integrated Financial Management Information System (JIFMIS) conceptual design January 2015

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through the recruitment and retention of competent and motivated public officers at all levels, capable of delivering efficient, effective and responsive services to the public. It is against this background that a Public Sector Learning Framework Policy was established by MIND with the support of key public sector stakeholders1, and with the endorsement of the Cabinet Secretary. The PSLF proposes a more systematic approach to whole-of-government human resource development, and serves as the GoJs blueprint for building a culture of continuous learning and innovation within the public sector. It provides a coordinated approach to systematically map pathways towards building the required competencies and developing the necessary skill sets that will allow public officers to deliver the best value goods and services. Along with its overarching objective to provide a coherent policy structure for human resource development within the sector, so as to enable economic development and societal wellbeing through the delivery of efficient citizen services, the PSLF also seeks to:

1. Provide a coherent policy for human resource development within the sector. 2. Stimulate, guide and promote the development of a public sector that is genuinely committed to

lifelong learning. 3. Build a culture of innovation among public officers for better business outcomes. 4. Enhance the human resource capabilities needed to support the fulfilment of Vision 2030 Jamaica:

National Development Plan (NDP). 5. Develop a responsive public service, able to quickly adjust to the changing needs of government. 6. Integrate learning and development across the public sector. 7. Provide clarity and coherence to the matrices of learning focus areas across the different job levels

in the public sector. 8. Provide high quality, relevant and standardized training within the public service. 9. Facilitate access, mobility and progression in learning and professional development paths within

the sector. 10. Develop a source of evaluating or assessing investment in and impact of human resource

development within the sector.

The implementation of the PSLF is being led by MIND, supported by a PSLF Working Group, and governed by a PSLF Oversight Committee which is chaired by the Chief Executive Officer (CEO) of MIND.

3. SCOPE OF WORK Under the direct supervision of the PSLF Project Advisor/Consultant, the Competency Framework Consultant shall, in cooperation with other public sector stakeholders and officers of MIND where applicable:

o Review the relevant government documentation including legislations, regulations and policies that will help in identifying the current and future skills, knowledge and attitudes (KSAs) needed for the public sector to become more efficient and effective in its delivery of goods and services.

o Develop a Competency Framework Implementation Plan - coinciding with the PSLF Implementation Plan - and monitor the deliverables in keeping with the plan.

o Lead the development of a Public Sector Competency Framework, allowing for ease of data transfer to or interface with GoJ’s Human Capital Management Enterprise System (HCMES), and in so doing:

1 Cabinet Office, Ministry of Finance and the Public Service (MoFP), Office of the Services Commissions (OSC), Strategic Human Resource Management Division within the MoFP, Jamaica Civil Service Association, Planning Institute of Jamaica and the Public Sector Modernisation Division and the Public Sector Transformation Unit, which have been recently amalgamated to form the Public Sector Transformation and Modernisation Programme.

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Though the CTMS has matured as a budget control and payment system, it may not be able to continue to leverage the fast-evolving technological developments in the ICT environment, to meet the growing needs for transparency and accountability of government towards its citizens.

The GoJ plans to extend the functionality of the CTMS by developing the Revenue Management Module (RMM), which will address the current deficiencies in revenue recording. As a first step towards the implementation of a government-wide JIFMIS, CTMS is being further enhanced to function in a web-based environment. The web-enhanced version of the CTMS will centralize the implementation of the current client-server FinMan budget execution application software used in MDAs. It will facilitate version management of the application software and the related look-up tables such as the Chart of Accounts. It will also provide a consolidated view of budget execution in a single centralized database.

The project will be implemented along the following tracks:

i) Track 1 CTMS Development

The objectives of this track are to address the current deficiencies in revenue recording; increase domestic revenue; as well as strengthen revenue policy and oversight of revenue collection; and improve the receipt and processing of payment requests from the MDAs. This will include the implementation of an upgraded version of the CTMS to a web-based environment without any additional functionality by March 2019 (this has been achieved). This will be followed inter alia by the introduction of consolidated financial reporting and automated bank reconciliation.

ii) Track 2 Development and implementation of the JIFMIS

The objectives of this component are to enhance cash management, government accounting and reporting, debt management and improve revenue and expenditure forecasting by developing a solution to replace the GOJ’s CTMS and integrating with other GoJ development projects that can be considered components of the JIFMIS, such as:

1. Budget Preparation and Management System (BPMS) 2. Government of Jamaica Electronic Procurement (GOJEP) 3. Revenue Administration Information System (RAiS) 4. Automated System for Customs Data (ASYCUDA) - 5. Human Capital Management Enterprise System (referred to as ‘myHR+’) 6. Commonwealth Secretariat Debt Recording and Management System (CS-DRMS) 7. Central Securities Depository (CSD) 8. Pension Earnings and Pension Administration System (PEPAS) 9. Asset Management and Inventory and Shared Services system 10. Public Investment Management Information System (PIMIS)