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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 72 | P a g e

Appendix II

Public Financial Management (PFM) Reform Programme

Introduction

The GOJ remains committed to the comprehensive reforms of its public financial management (PFM) system during the current fiscal year and across the medium term. The overall objective of the reform programme is to ensure that the PFM system is fulfilling the key goals of:

 Aggregate fiscal discipline;

 Strategic allocation of resources;  Effective and efficient delivery of services.

To this end, the GOJ has established essential monitoring and oversight mechanisms, chiefly: (i) the PFM Oversight Committee, which provides strategic direction and (ii) the PFM Secretariat and Monitoring Team which provides administrative support, coordinates donor and technical support as well as monitoring and reporting on the PFM Reform Action Plan (RAP).

Summary of Progress in Key PFM Areas

The PFM system has been strengthened through the Fiscal Responsibility Framework legislation. Significant progress was made in FY 2016/17 to strengthen core PFM functions, namely: accounting and cash/treasury management; budget management; revenue administration and procurement. Some key activities completed were:

 Implementation of a new Treasury-linked accounting and reporting system alongside the Treasury Single Account (TSA) to facilitate centralization of the government cash management function within the Accountant General’s Department. A key focus going forward is the strengthening of this cash management function and the continuing modernization of the Accountant General’s Department.

 Establishment of an Oversight Committee to develop a Code of Conduct for Public Bodies. Cabinet Office is currently making arrangements to negotiate with the Management Institute for National Development (MIND) to commence the assignment.

 Implementation of a Budget Preparation and Management System (BPMS) which has been procured and is now being configured and tested so that medium term results based budgeting can be developed to sustain the results of the reform program.

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Mr. Speaker, I had a full and diverse life before representational politics.

Throughout my entire life, Mr. Speaker, I have never sought the limelight and have always been content with working behind the scenes, supporting and promoting others. But then the call came …..to serve Jamaica in a different capacity. A capacity that provides the opportunity to maximize positive change but that requires certain personal sacrifices. With the tremendous support of my family, friends, and colleagues I have answered that call and I stand before you today and pledge again to serve Jamaica with diligence and sincerity.

1.3 TAKING STOCK OF HOW FAR WE HAVE COME

Mr. Speaker, Jamaica is in transition. A new Jamaica is emerging. Jamaica, Mr. Speaker, is moving in the right direction.

Having found ourselves one of the most indebted countries in the world only a few years ago, on the brink of collapse, Jamaica is emerging as a shining example to the world of what can be achieved when there is unity of purpose.

At the end of this financial year, by March 31, Jamaica’s Debt to GDP ratio will fall to 96%, which will be the lowest level of debt in nearly two decades, and the first time below 100% over that period.

This is a national achievement of which all Jamaicans can be proud.

The road here has not been easy and all segments of the Jamaican society have contributed to this success. Mr Speaker may I ask my colleagues in this House to recognize the role played by:

• Public sector unions and staff • The financial institutions and investing community • The private sector • The Economic Policy Oversight Committee, the Social Partnership, and Civil

Society, more broadly • The media • The Ministry of Finance and the Public Service, Bank of Jamaica, Planning

Institute of Jamaica • Ministries, Departments and Agencies across the Government of Jamaica

(GOJ) • And Mr Speaker, both the Government and the Opposition over the six year

period 2013 to 2019.

Mr. Speaker, Jamaica is the world’s only example in recent times of a small country that has reduced its public debt by the equivalent of half its gross domestic product in a short timeframe without handouts, without debt relief or without bilateral debt support from “friends” or partners.

We found ourselves completely on our own and had no choice but to rescue ourselves with our own resources.

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November 2019  Page 2 of 6   

Consequently, the Agency has had to become increasingly resourceful over the years in response to a growing need for adequate human resource capacity and capability, and physical space for satisfying classroom, social and administrative facilities, in response to its mandate to provide effective leadership development programmes and management training appropriate to all levels, and in line with the demands of a modern and competitive public service. The growing lack of adequate resources continue to threaten the levels of service, programmes and projects which have been planned for each strategic cycle, as the Agency extends and deepens its commitment to developing public sector human resource excellence and leadership.

The Government in its Cabinet Decision # 49/09, established its position in rationalizing the public service as a pathway to improved professionalism, effectiveness, efficiency, accountability and responsiveness to citizens’ needs. Along with the establishment of the Public Sector Transformation and Modernisation Division, a strategic review of the GoJ Modernisation Plan led to the establishment of a new Strategic Human Resource Management (SHRM) function with a mandate to provide strategic direction through policies and frameworks that support the development and management of the Public Service 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 stakeholders, 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 Programme Management Committee and governed by a PSLF Oversight Committee which is co-chaired by the Chief Executive Officer (CEO) of MIND and the Deputy Financial Secretary, Strategic Human Resource Management, Ministry of Finance and the Public Service. . In order to achieve all that has been envisaged for public sector transformation, a more streamlined approach, which brings together on-going and new public sector leadership development initiatives, within a common

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a. Chairperson & Minister (avoiding ‘no surprises’ when critical issues arise)

b. Chairperson & CEO c. Chairperson & Staff d. Board Members & Staff e. Staff & the Media

V. Process for identifying key stakeholders – internally & externally and determining what they need to know

VI. Methodologies for effective stakeholder engagement VII. Clear accountability for stakeholder engagement and relationship

management VIII. Frequency of communication with stakeholders and the media – including

social media and updating of website IX. Channels for communication – appropriateness based on message X. Feedback mechanism to determine effectiveness of communication and

engagement of stakeholders XI. Process for handling disputes internally and externally

4.0 SCOPE OF WORK

In keeping with the assignment objectives, the consultants will be required to specifically:

a. Develop and determine the appropriate methodologies for establishing the Protocol on Communicating with Stakeholders including the Media:

i. Review Corporate Governance Framework for Public Bodies and other documents which provide guidance on the expectations in improving the governance of Boards

ii. Review available reports and conduct literature review on issues related to Communicating with Stakeholders inclusive of the media in Jamaica and internationally; identifying best practices in addressing similar issues;

iii. Develop appropriate consultation strategy to gather information that will inform the design of the Protocol.

b. Document findings, analysis and recommendations, make presentation to the Implementation Oversight Committee and stakeholders, and incorporate feedback into final report.

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