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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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June 12, 2021


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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

...
June 12, 2021


Page 2

Page 2 of 6 May 16, 2018

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 infrastructure, with the

appropriate delivery mechanisms and administrative linkages, is required. Consequently, the establishment of a Public Sector

Leadership Development Centre is a critical element of the PSLF.

The model which has been developed for the MIND Leadership Development Centre, is underpinned by research conducted

through an environmental scan of leadership development across the world and rigorous consultations with local public and

private sector stakeholders. This research identified critical areas of leadership development programming (products and

services), target audience identification, funding, required leadership development expertise, technology use and application,

governance and staffing, partnerships and stakeholder engagement, as critical inputs for the successful establishment and

sustainability of the Centre. While it is recognized that there is no single best international model for developing leaders, as

each country has its unique considerations, the MIND Leadership Development Centre Strategy, Implementation and

Engagement Plan, proposes a focus on collective leadership practice, underpinned by reflective thinking and strategic

organizational alignment. The Centre will focus on impacting results at four levels:

Individual: develop public sector leaders at all levels to become more self-aware and empowered to lead through the full exercise of their competencies to achieve change and deliver results.

Organisational: develop a critical mass of leaders and by fostering leadership networks, the Centre will continue to help support the building of a public sector culture that fosters innovation and joined up government, generates commitment, and achieves sustainable results on both organisational, cross cutting/horizontal public sector priorities, as well as enterprise-wide initiatives.

National: develop leadership that enables the public sector to collaborate with other sectors in order to maximize the

...
June 12, 2021


Page 1

September 17, 2019 Page 1 of 4

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: 38 months Purpose of the Assignment: The purpose of this assignment is to provide project management,

coordination and administrative support to the Management Institute for National Development (MIND), and to work closely with the PSLF Manager, Director Public Service Capability Development/Programme Management Committee (PMC) 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 project management, coordination and administrative support towards 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 enable it to respond effectively to the priorities of government and national development. 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.

...
June 12, 2021


Page 2

Page 2 of 6 May 16, 2018

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 infrastructure, with the

appropriate delivery mechanisms and administrative linkages, is required. Consequently, the establishment of a Public Sector

Leadership Development Centre is a critical element of the PSLF.

The model which has been developed for the MIND Leadership Development Centre, is underpinned by research conducted

through an environmental scan of leadership development across the world and rigorous consultations with local public and

private sector stakeholders. This research identified critical areas of leadership development programming (products and

services), target audience identification, funding, required leadership development expertise, technology use and application,

governance and staffing, partnerships and stakeholder engagement, as critical inputs for the successful establishment and

sustainability of the Centre. While it is recognized that there is no single best international model for developing leaders, as

each country has its unique considerations, the MIND Leadership Development Centre Strategy, Implementation and

Engagement Plan, proposes a focus on collective leadership practice, underpinned by reflective thinking and strategic

organizational alignment. The Centre will focus on impacting results at four levels:

Individual: develop public sector leaders at all levels to become more self-aware and empowered to lead through the full exercise of their competencies to achieve change and deliver results.

Organisational: develop a critical mass of leaders and by fostering leadership networks, the Centre will continue to help support the building of a public sector culture that fosters innovation and joined up government, generates commitment, and achieves sustainable results on both organisational, cross cutting/horizontal public sector priorities, as well as enterprise-wide initiatives.

National: develop leadership that enables the public sector to collaborate with other sectors in order to maximize the

...
June 12, 2021


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