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Page 38

LIST OF ESTABLISHED OFFICES

IN THE PUBLIC SERVICE

Cabinet Office

Public Sector Modernisation Division

Modernisation Programme Implementation Unit

No. of

Offices Post Classification Remark

Post [# 559] of Executive Secretary 1 (OPS/SS 4) transferred from the Cabinet Secretariat with effect from June 1, 2016.

4SSOPSExecutive Secretary 11

Post [# 559] of Executive Secretary 1 (OPS/SS 4) transferred from the Public Sector Reform Unit with effect from June 1, 2016.

4SSOPSExecutive Secretary 11

Post [# 559] of Executive Secretary 1 (OPS/SS 4) transferred from the ICT Unit with effect from June 1, 2016.

4SSOPSExecutive Secretary 11

29

29 Modernisation Programme Implementation UnitTotal -

Project Planning and Management Unit

No. of

Offices Post Classification Remark

6SEGGMGPrincipal Director1

3SEGGMGProject Officer1

1SEGGMGProcurement Officer1

3PAFMGProgramme Financial Officer1

2PAFMGProject Finance Officer1

5

5 Project Planning and Management UnitTotal -

Modernization Policy Development

No. of

Offices Post Classification Remark

Post [# 58839] of Principal Director (GMG/SEG 6) transferred from the Public Sector Reform Unit with effect from June 1, 2016.

6SEGGMGPrincipal Director1

Post [# 58840] of Senior Policy Analyst (GMG/SEG 4) transferred from the Policy Development Unit with effect from June 1, 2016.

4SEGGMGSenior Policy Analyst1

Two (2) posts [#s 58841-2] of Policy Analyst (GMG/SEG 3) transferred from the Policy Development Unit with effect from June 1, 2016.

3SEGGMGPolicy Analyst2

New post [# 68786] with effect from June 1, 2016.

3SEGGMGResearch Assistant/Documentalist1

Post [# 680] of Executive Secretary 1 (OPS/SS 4) transferred from the Public Sector Reform Unit with effect from June 1, 2016.

4SSOPSExecutive Secretary 11

Page 24The Civil Service Establishment (General) Order, 2016

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4.2 PMAS Components

The diagram below illustrates the Performance Management and Appraisal System for Chief Executive Officers of Executive Agencies in the Government of Jamaica.

Performance Management

Agreement Components

Performance

Appraisal Process PMAS Results

Corporate Results

Commitments for key service

delivery output achievements

consistent with overall

Government priorities and the

corporate / business plan.

CEO self-appraisal and

Permanent Secretary;

with input from the

Portfolio Minister.

Excellence in the production

of key outputs in an

economic, efficient and

effective manner.

Demonstrated Compliance

Generic commitments to ensure

Executive Agency compliance

with relevant legislation,

regulations and instructions.

CEO self-appraisal and

Permanent Secretary;

with input from the

Portfolio Minister and

central agencies.

Excellence in the

demonstration of executive

accountability to ensure

corporate compliance.

Leadership Competencies

Generic commitments

consistent with the

Government’s standard

leadership competencies for

executive level positions.

CEO self-appraisal and

Permanent Secretary;

with input from the

Portfolio Minister and

the OSC.

Excellence in the

demonstration of executive

leadership behaviours in the

work place.

Performance Feedback

4.3 Performance Management Agreement Components

The Performance Management Agreement (PMA) is a mutual understanding between the CEO,

Portfolio Minister and Permanent Secretary as to what is expected for the performance cycle

period. The PMA template is provided in Annex B. To ensure transparency and understanding

among Executive Agency staff, CEOs are encouraged to communicate and share their key

performance commitments with their organization, especially with regard to corporate results.

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The PMA is comprised of key commitments and their related performance measures for the

following three performance components:

1. Corporate Results: Highly focused on their service delivery mandates, Executive

Agencies are expected to achieve corporate results consistent with the priority areas of

focus for the Government (see Annex C). In conjunction with their Executive

Management Team, the CEO is expected to identify output level service delivery results in

the Executive Agency Business/Operational Plan. These key commitments are challenging

but achievable with effort through the CEO’s own management influence and control, and

demonstrated staff leadership competencies. They must be accompanied by related Key

Performance Indicators as set out in the Business/Operational Plan and reported against

in the Annual Report. The content of the Annual Report will be used in determining the

extent to which the key commitments were met. As such, CEOs need only identify

and describe in their performance management agreements the service delivery

output targets and related Key Performance Indicators for the annual business

cycle.

4. Compliance Results: CEOs are expected to demonstrate their accountability to ensure

Executive Agency compliance with relevant legislation, regulations and instructions. The

Executive Agency Act and related regulations, as well as the Financial Instructions to

Executive Agencies will serve as key benchmarks for expected performance. In addition,

compliance with other relevant regulations regarding financial management, procurement

and related reporting will also be taken into consideration in assessing CEO performance

(see Annex D). As such, CEOs need only indicate their commitment in their

performance management agreements to ensure compliance with the relevant

legislation, regulations and instructions pertaining to the management of

Executive Agencies.

5. Leadership Results: CEOs are expected to demonstrate executive leadership

competencies which are required to carry out the responsibilities of the position

successfully (see Annex E). These four areas of key leadership competencies will serve as

key benchmarks for expected performance. As such, CEOs need only identify and

describe in their performance management agreements the areas of personal

leadership development if/when they wish to highlight particular areas for

improvement based on feedback from past performance appraisals.

4.4 Performance Management Agreement Requirements

Alignment

Performance management agreements are to demonstrate alignment with:

 Priorities of the Portfolio Minister representing the Government of Jamaica,

 The Executive Agency Framework Document;

 The Executive Agency Corporate Plan; and

 The Executive Agency Business/Operational Plan (annual).

Valid Performance Management Agreements

To be considered valid for the purpose of performance awards, performance management

agreements are to include the following:

 The period covered by the agreement;

 Validation of ongoing commitments as per position terms of reference;

 Commitments for all three performance components;

 Performance indicators of successful achievement of commitments; and

 The signatures of the Permanent Secretary and Portfolio Minister.

Ongoing Commitments

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Ongoing Commitments are part of the continuing responsibilities of the CEO as per the

employment contract that do not normally change from year to year. They reflect a balanced

representation of core accountabilities for ensuring Executive Agency compliance with relevant

legislation, regulations and instructions13 and for demonstrating executive leadership

competencies.

Key Commitments

Key Commitments are areas of focus over and above ongoing commitments for the performance

cycle which are directly linked to the performance of the Executive Agency in achieving the

output level service delivery results identified in the Business/Operational Plan. These expected

corporate results must be accompanied by related key performance indicators as set out in the

Business/Operational Plan and reported against in the Annual Report. These key commitments

may vary from year-to-year depending on the service delivery priorities contained in the

Business/Operational Plan.

Key Performance Indicators

Key Performance Indicators describe how an observer would know that the key commitments are

achieved within the performance cycle period and define standards for the expected level of

achievement of the service delivery outputs. The choice of a performance indicator implies that

qualitative or quantitative data/ information indicating performance achievement is available and

that efforts are made to obtain the information defined for the specific indicator. There are

generally one (1) to three (3) key performance indicators identified per service delivery output.

Mid-year Review of Key Commitments

A mid-year review of key commitments should be initiated by the Chief Executive Officer with the

Permanent Secretary. A summary of the discussion is documented in the appropriate template

noting any agreements or disagreements in the assessment of progress to date. This review step

is particularly important when circumstances change, e.g., in Government priorities or budget

restrictions, in Executive Agency mandate or portfolio composition, in annual Business/

Operational Plan priorities, or in personal circumstances. In such circumstances, the onus is on

the CEO to meet and discuss any proposed changes to the key commitments with the Permanent

Secretary and then with the Portfolio Minister. If warranted, an amendment to the performance

management agreement must then be prepared and signed by all three parties.

4.5 Performance Appraisal Process

Input on Performance Appraisal

At the end of the performance cycle, CEOs are required to self-appraise their performance

against the commitments and key performance indicators set out in their performance

agreement. They are also expected to complete a performance appraisal of their Executive

Management Team Members which they keep on file. The self-appraisal documentation will be

forwarded to the Permanent Secretary who will subsequently refer to and/or seek additional

information as required, including:

input on Corporate Results from the Portfolio Minister;

input on Compliance Results can be solicited from central agencies, if necessary,

including the Ministry of Finance and the Public Service, Office of the Contractor General,

Auditor General’s Department, etc.; and

input on Leadership Results solicited from the Office of the Services Commission (OSC)

which would engage an external expert (e.g. a retired permanent secretary or chief

personnel officer) to provide an additional independent perspective on performance based

on a 360 assessment; such an assessment entails collecting information from people who

work with the CEO on a regular basis, i.e., superiors, peers and subordinates. A

subsequent meeting with the individual to discuss their self-appraisal would be optional.

13

Included are the Financial Instructions to Executive Agencies or those instructions contained in Circulars.

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Performance Appraisal Recommendation

The Permanent Secretary will review all input received on the individual performance of CEOs of

Executive Agencies comprising the Ministry’s portfolio of institutions and meet with each CEO to

discuss the input received on the performance appraisal. The Permanent Secretary is charged

with determining both the performance appraisal rating and preparing narrative feedback to be

provided to each individual. The completed CEO performance appraisal documentation is then

forwarded by the Permanent Secretary to the Portfolio Minister along with a recommendation

regarding the award of performance pay. Upon approval by the Portfolio Minister the

performance appraisal documentation is forwarded to the Cabinet+Office">Cabinet Office for safeguarding and the

documentation recommending payment of performance awards by the Portfolio Minister is

forwarded to the Governor General.

In cases when the Portfolio Minister is not in agreement with a CEO performance appraisal and

performance pay recommendation made by the Permanent Secretary, the performance appraisal

documentation in its entirety will be forwarded to the Cabinet Secretary to adjudicate the final

decision who may bring it to the attention of the Prime Minister in extreme cases.

Performance Ratings

CEO performance ratings depend not only on the extent of corporate results achievement but as

well as on the manner in which they were achieved. The CEO’s demonstration of corporate

compliance with relevant legislation, regulations and instructions, as well key leadership competencies in the attainment of corporate results will be recognized and rewarded.

Overall performance is appraised with the following possible ratings:

Did not Meet /Unable to Assess

Did not achieve performance expectations or unable to assess the performance during the

cycle (due to leave, training, special assignment).

Succeeded -

Did not fully succeed in meeting performance expectations.

Succeeded

Has fully achieved the performance expectations.

Succeeded +

Exceeded the performance expectations.

Surpassed Went well beyond performance expectations.

Feedback

Following the final approval of the CEO performance appraisal and performance pay

recommendation, the Permanent Secretary will meet with all CEOs to provide structured

feedback on their performance, with a clear identification of strengths and weaknesses and

suggestions for learning. Emphasis is placed on sharing with the individual the consolidated

constructive feedback, including the performance ratings and any recommendations for

strengthening performance. Since the Permanent Secretary is responsible for providing feedback

to the CEOs, this task cannot be delegated, although it is advisable that the Permanent Secretary

designate a second senior manager from within the Portfolio Ministry to be present when the

feedback is provided.

4.6 Performance Pay

The Performance Management and Appraisal System for the permanent secretary position provides the opportunity to earn the following performance-based compensation:

1. Economic Increase

...
June 11, 2021


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