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TERMS OF REFERENCE

Public Sector Learning Framework Project Officer

Project title: Public Sector Learning Framework Functional Designation: Public Sector Learning Framework Project Officer Executing agency: The Management Institute for National Development Duration of Assignment: 39 months Deadline for Application: July 8, 2016

Purpose of the Assignment: The purpose of this assignment is to provide management and coordination support to the Management Institute for National Development (MIND), and to work closely with the PSLF Advisor/Consultant and identified stakeholders within the Jamaican public service, towards achieving the objectives of the Public Sector Learning Framework (PSLF) in a sustainable manner.

1. SERVICES REQUIRED The Management Institute for National Development (MIND) in its capacity as lead implementer for the Government of Jamaica’s Public Sector Learning Framework (PSLF) requires the services of a Project Officer to provide management and coordination support to the effective and timely implementation of the PSLF, its full integration into MIND’s operations and the Government of Jamaica’s (GoJ) strategic human resource management framework. The terms of reference is concerned with this scope of work.

2. BACKGROUND MIND is an executive agency and the GoJ’s public service learning, organisational and leadership development institute, charged with developing the human resource capacity of the public service to respond effectively to the priorities of government and national development and public sector modernisation and transformation.

In keeping with its mandate, the Agency, in 2009 established a strategic focus, hinged on four (4) thematic outcomes identified as the “pillars of excellence” that will help it to better coordinate and focus its strategies, and consequently, direct all staff efforts and resources towards supporting GoJ’s priorities and needs. These are:

o Theme 1: Stakeholder Satisfaction and Approval o Theme 2: Programme and Operations Excellence o Theme 3: Transformative Learning and Professionalization o Theme 4: Resource Mobilization and Management

Additionally, 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.

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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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o Establish and record practices and procedures for appropriate verification and replication. o Design and develops databases to support PSLF implementation activities. o Maintain statistics and keep a record of all information/data generated in the process of implementation. o Establish and monitor stakeholder feedback channels to allow for continual improvement in practices

and processes. o Manage the logistics and coordinate the activities of technical and other working groups that may be

formed in support of the various project deliverables. o Organise and manage meetings, including appointments with stakeholders, logistical arrangements and

providing recording secretary support. o Assist in event planning and implementation including the preparation of budgets in keeping with the

needs. o Support the preparation of promotional materials, media releases, articles and relevant information for

print and electronic media, including social media as agreed. o Perform general administrative duties in support of the Project. o Other duties as directed by the PSLF Project Manager.

4. QUALIFICATIONS o Postgraduate qualification in Organisational Development/Human Resource Management with an

emphasis on Training and Development, or other related technical area o At least five (5) years’ experience working across all levels of the organisation o Public sector knowledge and experience o Project management experience (qualifications in this area would be an asset) o Influencing and negotiation skills o Proven written, analytical, presentation and reporting skills o Stakeholder engagement and management skills

5. ATTRIBUTES o Able to work with little supervision, focused, well organized, detail oriented; o Able to prioritize work, multi-task and meet deadlines; o Strong interpersonal skills and flexibility, responsibility, integrity, team work, self-motivated, preparedness to

work outside of regular working hours; o Excellent verbal and written communication skills.

6. LOCATION, NATURE OF APPOINTMENT AND DURATION The PSLF Project Officer will be contracted to work at the MIND, Kingston Campus in a full-time capacity for a period of thirty nine (39) months beginning August, 2016 and ending October, 2019, which is the date for full implementation of the PSLF.

7. APPROVAL OF DELIVERABLES All deliverables that emerge from the scope of work to be undertaken by the PSLF Project Officer should be submitted to the PSLF Project Advisor/Consultant for review and approval.

8. INTELLECTUAL PROPERTY All information gathered and works derived as a result of this consultancy are the sole property of the MIND. Therefore, the Consultant is prohibited from using any output and information gathered through this assignment for his or her personal use, without the expressed permission of the MIND.

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November 2019                                                                    Page 1 of 6   

TERMS OF REFERENCE

Technical Consultant

Project Title: MIND Expansion and Upgrading Project Functional Designation: Technical Consultant Executing Agency: The Management Institute for National Development (MIND) Duration of Assignment: 12 Weeks Purpose of the Assignment: The purpose of this assignment is to provide technical leadership and support to the

Management Institute for National Development (MIND), and to work closely with identified stakeholders within the Jamaican public service, towards developing a Concept Note to allow for the expansion and upgrading of the Agency in support of its mandate and institutionalisation of the Public-Sector Learning Framework and establishment of the Public Sector Leadership Development Centre.

1. SERVICES REQUIRED

The Management Institute for National Development (MIND) in its capacity as the Government of Jamaica’s Management Training and Public Sector Leadership Development Institute and the lead implementer for GoJ’s Public Sector Learning Framework (PSLF) and Leadership Development Centre, requires the services of a Consulting firm to undertake the effective and timely development of a Project Concept Paper for the Expansion and Upgrading of the Agency. This is with special emphasis on MIND’s Physical and ICT Infrastructure and supporting Organizational Capacity and Capability to support its mandate, and towards implementation of the Public Sector Learning Framework (PSLF) and the establishment of a Public Sector Leadership Development Centre for Public Sector Transformation.

2. BACKGROUND

MIND was established on February 1, 1994, with a mandate and structure to amalgamate four independently operated training entities:

 Administrative Staff College (Norbrook)  Finance and Accounts College of Training (Hope Road)  Secretarial and Training College (Duke Street)  Mandeville Outreach Training Centre

With this amalgamation, all of MIND’s programmes were now housed under two of the then existing four locations, these being Hope Road and Mandeville. Additionally, in 1999, the Government of Jamaica’s Pubic Sector Modernisation thrust resulted in a Cabinet decision to transform MIND into an Executive Agency of Government. With this new designation, MIND’s strategic role and operations towards raising the level and profile of the human resource capacity of the public service to implement and fast track the sector’s modernization programme and support Government’s priorities, significantly increased.

Since 1999, the changes in the public sector’s operational environment have been unprecedented, resulting in a concomitant positive shift in a number of areas of the Agency’s business, including the emergence of new product lines and growth in existing ones. Consequently, the Agency currently leads and/or is involved in a number of major public sector projects, not limited to the establishment of a Public Sector Learning Framework (PSLF) and Leadership Development Centre (LDC), Organisational Development Consultancies, MINDReach, and major local and regional partnerships and collaborations.

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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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