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Page 79

Head No. 40000C and Title: Ministry of Labour and Social Security (Capital)





29487 Integrated Support to the Jamaica Social Protection Strategy 13,313,521.0 220,000.0 13,093,521.0 Revised Requirement


21 Compensation of Employees (GOJ) 36,515.0 22 Travel Expenses and Subsistence (GOJ) 59,000.0 23 Rental of Property and Machinery (GOJ) 9,485.0 24 Utilities and Communication Services (GOJ) 217.0 25 Use of Goods and Services 140,302.0

(GOJ $119.543m; IDB $20.511m; UNICEF $0.248m) 32 Fixed Assets (Capital Goods) (IDB) 8,015.0



21 Compensation of Employees (IDB) 19,542.0 22 Travel Expenses and Subsistence (IDB) 8,015.0 29 Awards and Social Assistance 1,217.0

(IDB $0.969m; UNICEF $0.248m) 32 Fixed Assets (Capital Goods) (GOJ) 4,760.0


Net reduction 220,000.0

TOTAL HEAD 40000C 13,313,521.0 - - 220,000.0 13,093,521.0

Savings or Under




Activity/ Project


Service & Object of Expenditure

Approved Estimates 2020/21

P R O P O S A L S Approved

New Estimates

Remarks & Object Classification Provided by Law


Supplementary Estimates

40000C - 1

June 12, 2021

Page 7


GREEN PAPER – National Policy for Senior Citizens

Executive Summary


T his National Policy for Senior Citizens (2018) reflects the commitment of the Government

of Jamaica to pursue social development for all its citizens, and to put in place the dynamic

enabling environment to achieve such development. This is in keeping with Vision 2030

Jamaica - National Development Plan, and finds synergy with the overall thrust towards economic

growth. The Government, through the Ministry of Labour and Social Security will focus efforts on

creating a responsive programme framework that acknowledges and facilitates the enjoyment of

citizen rights by older persons, while empowering their continued active and productive ageing. While

the national policy will be effected through various programmes and projects, and a multi-stakeholder

approach, overall monitoring and coordination rests on the Ministry of Labour and Social Security,

through the National Council for Senior Citizens (NCSC). A strengthened and capacitated NCSC will

implement directly, as well as coordinate and track efforts of other entities in addressing policy goals.

Background and Policy Context

The revision of the National Policy for Senior Citizens is in keeping with the commitment of the Gov-

ernment to establish a comprehensive social protection strategy, including adequate safety nets, that

mitigates risks to economic and social development. It is known that economic and social risks

typically place a significant burden on the elderly. Social progress and inclusive development require

specific consideration to be given to different age cohorts within the population.

Hon. Shahine Robinson with members of the recycled teenagers dance group at the launch of the NCSCs 40th Anniversary in 2016

June 12, 2021

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GREEN PAPER – National Policy for Senior Citizens

The guiding principles behind the policy provide a foundation that underpins the conceptualisation,

context and philosophy of the policy. They include respect for human rights and dignity; inclusive and

participatory development; gender equity; equitable access and reasonable accommodation and

evidence-based monitoring and evaluation. In support of the global thrust for credible engagement

of older persons in economic and social life, the policy is founded on three pillars that support inclu-

sion, well-being and development. These are: Active and Productive Ageing for National Development;

Advancing Health and Well-being; and Enabling and Supportive Environments.

The revised National Policy for Senior Citizens has established six major policy goals/expected

outcomes. These are:

Goal 1: Increased participation of senior citizens in all spheres of the society

Goal 2: Improved income security and social protection coverage for senior citizens

Goal 3: Adequate and supportive health and welfare systems for senior citizens

Goal 4: Improved independence, security and safety for senior citizens

Goal 5: Enhanced family support systems and community solidarity, from interaction with

senior citizens

Goal 6: Strengthened institutional and infrastructural networks for partnership, collaboration

and governance.

In capturing all of the above, six thematic areas have been defined for the National Policy for Senior


The Government and its partners, along with input and participation of senior citizens or their organ-

isations, will pursue strategies and actions under the following six thematic areas:

1. Social Engagement and Participation;

2. Social Protection, Income Security and Employment;

3. Health and Wellness;

4. Physical Environments, Protection and Safety;

5. Family Integration and Intergenerational Transfers;

6. Governance and Capacity-building.

Institutional Arrangements, Monitoring and Evaluation

The Ministry of Labour and Social Security (MLSS) is the lead Government body in the development

and implementation of the National Policy for Senior Citizens. The main department through which

policy and programme implementation will be monitored is the National Council for Senior Citizens

(NCSC) .Through strengthened capacity at the national and parish levels, the NCSC will galvanize its

own efforts, as well as coordinate and track efforts by a broad range of stakeholders, including Gov-

ernment, private sector, community organisations, civil society groups, and international partners, to

effect the pertinent strategies and programmes. A Monitoring and Evaluation Framework aligned to

the Jamaica Social Protection Strategy and other relevant monitoring frameworks will be developed

in support of the revised policy, with appropriate indicators and targets to facilitate assessments.

June 12, 2021

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GREEN PAPER – National Policy for Senior Citizens

10.0 Policy Coherence

The proposed policy is in keeping with the spirit, thrust and provisions of several national policies,

legislation, and strategic documents. This recognises the breadth and comprehensive nature of the

interactions required for policy success, and underscores the high levels of integration expected within

the society and economy. Coherence is achieved not only through the synergies between the policy

documents, but also with regard to symbiosis of actions and focused development objectives. Addi-

tionally, policy coherence reinforces the interlinkages between the health, education, food security,

national security, and social security sectors, and underscores the recognition of the impact of various

actions and responses. Current processes of labour market reform and pension systems reform also

reflect consideration of the issues impacting senior citizens. Among the policies/strategic documents


a. Vision 2030 Jamaica – National Development Plan (Sector plans: Population, Health, Social

Insurance and Pensions, Social Welfare and Vulnerable Groups, Persons with Disabilities,

Education and Training);

b. National Insurance Act;

c. Poor Relief Act;

d. Disabilities Act 2014;

e. Offences Against The Person Act;

f. Jamaica Social Protection Strategy;

g. National Policy for Gender Equality;

h. National Policy for Persons with Disabilities ;

i. National Policy on Poverty (Green Paper 2016);

j. National Policy on International Migration and Development;

k. National Population Policy;

l. National Food and Nutrition Security Policy.

11.0 Institutional Arrangements, Monitoring and Evaluation

The National Policy for Senior Citizens will be effected through a network of government bodies

supported by the non-government and private sectors. The following describes the focal agencies

and key functional arrangements to achieve policy goals.

The Ministry+of+Labour+and+Social+Security">Ministry of Labour and Social Security (MLSS) has primary responsibility for developing and

effecting the policy for senior citizens in Jamaica. The Ministry carries out its work in this area mainly

through the Council+for+Senior+Citizens">National Council for Senior Citizens (NCSC/Council), which is a department in the Social

Security Division. The MLSS is responsible for staffing and organizational capacity for the NCSC, and

for provision of budgetary allocations. The Council is headed by a Board of Management and Executive

Director, and the department has policy and programme implementation and oversight roles. The

MLSS makes appropriate representation on policy or programme issues to the Cabinet or relevant

Sub-Committee through the available avenues.

The proposed institutional arrangements to drive the implementation and coordination of the National

Policy for Senior Citizens is depicted in the functional chart at Figure 3.

Programme implementation is not exclusively the remit of the NCSC as the policy is cross-cutting,

and many strategies will be implemented through various MDAs, as well as significant programme

roles to be played by non-government organisations, civic bodies and the private sector. It is expected

June 12, 2021

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GREEN PAPER – National Policy for Senior Citizens

that the NCSC will collaborate with MDAs and other stakeholders in either creating programmes and

interventions in support of the policy, or in monitoring and tracking through strategic partnerships.

The NCSC will work through its parish-level structure, and liaise with non-government organizations

and other stakeholders to effect the Policy through programmes and initiatives on behalf of all senior

citizens. Strengthening of local capacity at the parish level will benefit from a new thrust for regional

synergies and resource mobilissation.

11.1 Organisational Objectives

The proposed role of the Council falls into two dimensions: management and advocacy. Management

entails policy oversight, control of resources; funding, visibility of Council; efficacy of programmes,

development of a research agenda, and congruity of strategies to the Vision 2030 Jamaica National

Outcomes and the Social Protection Strategy. The latter two are further defined under the monitoring

and evaluation section. Advocacy involves enabling the ‘voice’ of the elderly, identifying and addressing

gaps in goods and services so as to promote productive and active ageing; encouraging the role and

participation of older citizens, and combating all forms of discrimination in policy or practice, while

promoting the value of senior citizens to family and community.

11.1.1 Management

Policy Oversight The required collaboration of MDAs, CBOS, NGOs, IDPs, corporate Jamaica, and academia is crucial

to the success of the policy. These stakeholders need to have a clear indication of the critical issues

affecting the elderly, the commitments made through the National Policy, and a proposed roadmap

for intervention. The Council has to incorporate the interests and capacity of the various stakeholders

to develop long-term working relationships. This can involve for example the development of a

“Framework for Partnership” document, the hosting of symposium to facilitate the sharing of ideas

and the opportunities for collaboration. Another strategy is participation in the country programme

preparation of relevant International Development Partners (IDPs). The Council has been successful

in garnering a number of volunteers at the community level and this provides tremendous support.

The consideration of the elderly in all government initiatives, policies and programmes is also a critical

role of the Council. Greater collaboration between the Council and MDAs can provide access to more


Funding and Control of Resources

While the Council is provided a budget through the MLSS, it can engage in partnerships that will pro-

vide additional resources for programme implementation. Other MDAs involved in programmes ben-

efiting the elderly would also receive budgetary allocation for the initiatives. The Council will advocate

for adequate resources to be made available for the effective delivery of its mandate and the broader

National Policy. The Council has the responsibility of identifying potential partners and forging long

term relationships with them.

Visibility of the Council

Managing the image of the main organisation that deals with issues concerning the elderly is a very

important role for the Council itself. The Council has to be seen as a key policy unit with an important

role in the Jamaican society. It should not be defined solely by a programme but should be able to

engage stakeholders at different levels and with different interests. Marketing and communication

systems will therefore be integral to the function of the Council. This may require partnering with public

relations professionals as well as locating itself in the core of activities that impact the elderly, this

includes economic and investment forums; disaster and risk management; national security; emerging

global concerns etc.

June 12, 2021