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2016-2017 JAMAICA BUDGET STATEMENT II

DETAILS OF REVENUE AND LOAN RECEIPTS Head 22 - Post Office

(A) POSTAL REVENUE

1 Sales of Stamps 162,449,383 174,335,000 159,574,741 174,335,000 14,760,259 2 Postage, Prepayment 792,774,089 550,000,000 501,344,699 550,000,000 48,655,301

3 Commission on Money Order and Postal Orders 21,633,000 0 5,500,000 0

4 C.O.D. and Customs Clearance Fees on Parcels 5,082,200 4,000,000 3,156,256 4,000,000 843,744 5 Shares of Postage on Parcels 1,195,559 (1,195,559) 6 Rental of Property 18,593,488 13,976,000 15,078,178 13,976,000 (1,102,178) 7 Rental of Letter Boxes and Bags 7,979,030 23,908,000 0 23,908,000 23,908,000 8 Terminal Dues 30,500,000 778,516 30,500,000 29,721,484 9 Other Postal Business 35,803,358 40,000,000 99,144,789 40,000,000 (59,144,789)

Total Postal Revenue 1,044,314,547 836,719,000 780,272,738 842,219,000 56,446,262

(B) COMMISSION FEES

10 Commission fees from Jamaica National Small Business 4,506,730 5,500,000 5,225,773 5,500,000 274,227

11 Commission Fees from Ministry of Labour and Social Security for handling Welfare Payments 109,643,886 120,167,000 0 120,167,000 120,167,000

12 Commission on the sale of Ministry of Water & Housing Water Tanks and Water Coupons 0 0

TOTAL COMMISSION FEES 114,150,616 125,667,000 5,225,773 125,667,000 120,441,227

Total Head 22 1,158,465,163 962,386,000 785,498,511 967,886,000 176,887,489

Head 23 - Interest

1 Interest on On-lent loans 176,449,514 164,674,271 88,727,722 94,406,296 5,678,574 2 Interest Earned on Local Currency Bank Accounts 497,531,838 290,700,730 601,762,788 662,194,134 60,431,346 3 Interest Earned on Foreign Currency Bank Accounts 1,665,503 2,030,018 498,992,321 370,760,524 (128,231,797)

4 Interest Earned on Loans and Advances to Public Officers 10,085,727 11,360,976 9,799,358 10,426,517 627,159 5 Interest on Government Deposits (MDA) 7,891,398 8,167,690 263,068,682 279,905,077 16,836,396

Total Head 23 693,623,980 476,933,685 1,462,350,870 1,417,692,548 (44,658,322)

Head 24 - Departmental and Other Miscellaneous Revenue

AUDITOR GENERALS DEPARTMENT

1 Audit fees 7,000,000 0 0 2 Miscellaneous Receipts 213,322 150,000 585,581 25,000 (560,581)

TOTAL - AUDITOR GENERALS DEPARTMENT 213,322 7,150,000 585,581 25,000 (560,581)

OFFICE OF THE CONTRACTOR GENERAL

1 Contractors Registration fees 4,500,865 5,108,700 5,548,134 4,385,000 (1,163,134)

TOTAL - OFFICE OF THE CONTRACTOR GENERAL 4,500,865 5,108,700 5,548,134 4,385,000 (1,163,134)

OFFICE OF THE SERVICES COMMISSIONS

1 Processing Fees 8,000 500 7,000 6,500 2 Miscellaneous Receipts 56,707 85,620 (85,620)

TOTAL OFFICE OF THE SERVICES COMMISSIONS 56,707 8,000 86,120 7,000 (85,620)

OFFICE OF THE PRIME MINISTER

1 Miscellaneous Receipts 1,822,539 1,000,000.00 7,878,414 1,400,000 (6,478,414) TOTAL OFFICE OF THE PRIME MINISTER 1,822,539 1,000,000 7,878,414 1,400,000 (6,478,414)

MANAGEMENT INSTITUTE FOR NATIONAL DEVELOPMENT

1 Deans Office ( 50% of Gross Receipts) 0 0

2 Management Studies and Organisational Division ( 50% of Gross Receipts) 0 0

3 Finance and Accounts Division ( 50% of Gross Receipts) 0 0 4 Professionals Training Centre ( 50% of Gross Receipts) 0 0 5 Mandeville Office ( 50% of Gross Receipts) 0 0 6 Facilities Rental ( 50% of Gross Receipts) 0 0 7 Miscellaneous Receipts 15,130,029 27,798,000 (27,798,000)

TOTAL - MANAGEMENT INSTITUTE FOR NATIONAL DEVELOPMENT 15,130,029 0 27,798,000 - (27,798,000)

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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, and 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. The Agency is supported by a PSLF Consultant/Advisor reporting through to the CEO.

3. SCOPE OF WORK Under the direct supervision of the PSLF Project Advisor/ Consultant the PSLF Project Officer will provide coordination support to ensure the achievement of the PSLF objectives and delivery of its outputs. Therefore, the PSLF Project Officer will:

o Liaise and coordinate activities with the relevant departments within the Agency in support of the implementation of the PSLF.

o Provide administrative support to the PSLF Project Advisor/ Consultant o Liaise with key external stakeholders to optimise access and to ensure timely organisation and

facilitation of activities relating to the PSLF implementation. o Assist with the design, development and dissemination of PSLF outputs. o Provide the necessary feedback, through reports and other forms of communiqué, on a timely basis, to

the PSLF Consultant/Advisor in order to inform engagements with the CEO and the PSLF Oversight Committee.

o Monitor PSLF implementation deliverables. o Draft any milestone and completion reports as necessary. o Provide input for the development of technical reports and other project outputs.

1 Cabinet Office, Ministry of Finance and 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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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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2016-2017 Jamaica Budget

Statutory provisions and Provisions to be Voted

$’000

Recurrent

Head No. and Title Statutory

Gross Expenditure to be Voted

Appropriations in Aid

Net Expenditure to be Voted

Net provisions in Estimates (Including Statutory )

01000 His Excellency the Governor-General and Staff

108,186.0 73,701.0 - 73,701.0 181,887.0

02000 Houses of Parliament 10,133.0 816,890.0 - 816,890.0 827,023.0

03000 Office of the Public Defender 10,749.0 81,018.0 - 81,018.0 91,767.0

04000 Office of the Contractor-General 11,122.0 273,112.0 6,050.0 267,062.0 278,184.0

05000 Auditor General 7,852.0 537,260.0 10,000.0 527,260.0 535,112.0

06000 Office of the Services Commissions 5,899.0 189,845.0 - 189,845.0 195,744.0

07000 Office of the Childrens Advocate 10,965.0 129,078.0 - 129,078.0 140,043.0

08000 Independent Commission of Investigations 12,038.0 338,417.0 - 338,417.0 350,455.0

15000 Office of the Prime Minister - 3,561,685.0 61,000.0 3,500,685.0 3,500,685.0

15010 Jamaica+Information+Service">Jamaica Information Service - 569,530.0 87,396.0 482,134.0 482,134.0

Total Office of the Prime Minister - 4,131,215.0 148,396.0 3,982,819.0 3,982,819.0

16000 Office of the Cabinet - 425,723.0 - 425,723.0 425,723.0

16049 Management Institute for National Development - 389,554.0 250,000.0 139,554.0 139,554.0

Total Office of the Cabinet - 815,277.0 250,000.0 565,277.0 565,277.0

17000 Ministry of Tourism - 5,228,793.0 3,497,528.0 1,731,265.0 1,731,265.0

19000 Ministry of Economic Growth and Job Creation

- 7,624,980.0 1,690,070.0 5,934,910.0 5,934,910.0

19046 Forestry Department - 605,085.0 7,400.0 597,685.0 597,685.0

19047 National Land Agency - 1,661,323.0 1,203,782.0 457,541.0 457,541.0

19048 National Environment and Planning Agency - 889,581.0 104,736.0 784,845.0 784,845.0

19050 National Works Agency - 1,541,142.0 960,151.0 580,991.0 580,991.0

Total Ministry of Economic Growth and Job Creation

- 12,322,111.0 3,966,139.0 8,355,972.0 8,355,972.0

20000 Ministry of Finance and the Public Service (formerly Ministry of Finance and Planning)

- 30,159,486.0 - 30,159,486.0 30,159,486.0

20011 Accountant General - 727,231.0 - 727,231.0 727,231.0

20012 Jamaica+Customs+Agency">Jamaica Customs Agency - 8,057,377.0 8,057,377.0 - -

20018 Public Debt Servicing (Interest Payments) 138,458,716.0 - - - 138,458,716.0

20019 Pensions 20,545,343.0 7,691,661.0 - 7,691,661.0 28,237,004.0

20056 Tax Administration Jamaica - 7,784,958.0 - 7,784,958.0 7,784,958.0

Total Ministry of Finance and the Public Service (formerly Ministry of Finance and Planning)

159,004,059.0 54,420,713.0 8,057,377.0 46,363,336.0 205,367,395.0

26000 Ministry of National Security - 16,099,965.0 230,000.0 15,869,965.0 15,869,965.0

26022 Police Department - 33,085,994.0 525,000.0 32,560,994.0 32,560,994.0

26024 Department of Correctional Services - 7,254,399.0 10,000.0 7,244,399.0 7,244,399.0

26053 Passport, Immigration and Citizenship Agency - 2,184,148.0 2,184,148.0 - -

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CONTENTS

PAGE

Office of the Government Trustee (OGT) .. .. .. .. 455

Office of the Parliamentary Counsel .. .. .. .. 456

Office of the Supervisory of Insolvency (OSI) ., .. .. 453-454

Office of the Services Commissions .. .. .. .. 7-9

Office of Titles .. .. .. .. .. .. .. 336

Police Department .. .. .. .. .. .. .. 366-377

Post and Telecommunications .. .. .. .. .. 319-332 & 616

Tax Administration Directorate .. .. .. .. .. 80-166 & 594-614

Town Planning Department .. .. .. .. .. .. 334

PART II - LIST OF SALARY GROUPS AND GRADES

General Management Group (GMG) .. .. .. .. 526-528

Administrative Management (AM) .. .. .. .. 527

Chief Technical Director (CTD) .. .. .. .. 526

Court Administration Series (CAS) .. .. .. .. 527-528

Education Officer Series (EO) .. .. .. .. 528

Executive Management Group (EMG) .. .. .. 526

Senior Executive Group (SEG) .. .. .. .. 526-527

Auditor General Group (AUGD) .. .. .. .. 529

Auditor Group Series (AGS) .. .. .. .. .. 529

Fiscal Management Group (FMG) .. .. .. .. 530-532

Accounting Clerk Series (AC) .. .. .. .. 532

Accounting Technician Series (AT) .. .. .. .. 531

Audit Clerk Series (AUC) .. .. .. .. .. 531

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