ZET - JamaicaGazette.comJamaica Government News and Information
Ministries, Departments and Agencies
Public Financial Management (PFM) Reform Programme
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.
June 12, 2021
PUBLIC FINANCIAL MANAGEMENT REFORM
In consultation with its development partners, the GOJ is currently executing an updated public
financial management reform action plan. In this regard:
• A new procurement manual has been developed, with technical support from the IDB and is
currently being reviewed. Implementation of an Electronic Tendering System has been
(HEART Trust, Office of the Prime Minister and Port Authority) were included under the
pilot in June 2016.
responsibility for the management of government bank accounts is being transferred to the
AGD. It is anticipated that by end-September 2016, a list of all dormant and inactive accounts
to be closed, will be prepared to facilitate closure by December 2016.
• The GOJ continues its expansion of the coverage and functionality of the central treasury
management system (CTMS). As at August 2016, the salaries of 53,000 public servants are
accounts, has been developed for the CTMS. Steps are being taken to introduce ledgers for all
other accounts. Responsibility for further development and management of the CTMS has
• A new organizational structure for the Accountant General’s Department (AGD) should be
approved by September 30, 2016.
• By March 2017, all earmarked Central Government revenue flows or Appropriations-in-Aid
be closed by end FY 2016/17.
• With continued technical assistance support from the IMF, the MOFPS has been enhancing its
macro-fiscal capacity. This process focuses on:
Strengthening the assessment of fiscal risks;
Documenting methodology and processes for the efficient production of key
outputs and continuous effective management of datasets and information;
June 12, 2021
System (FINMAN)- 37 ministries and departments and agencies (MDAs) on centralized payments system, upgrade to FINMAN MDA software, introduction of FINMAN treasury management module (TMM), Training in Risk Assessment and Business Continuity and approximately 60 bank accounts closed and folded into the Treasury Single Account (TSA).
With a budget of $1,497mn in FY 2017/18, implementation will continue to reform, improve and strengthen the systems and processes of Tax Administration Jamaica (TAJ), the Jamaica Customs Agency (JCA), the Debt Management Branch (DMB) of the MOFPS and the Government’s Central Treasury Management System (CTMS). Some of the additional major activities to be supported include – the implementation of an Asset, Facilities and Inventory Management System, implementation of a Document Management System for MOFPS, TAJ and JCA, the Rehabilitation of the TAJ East Street building, commence implementation of an Electronic Single Window for border agencies and acquisition of equipment for border protection.
ENHANCING COMPETITIVENESS AND GROWTH
Jamaica: Foundations for Competitiveness and Growth The objective of this project is to strengthen the enabling environment for private sector competitiveness to help unleash growth and competitiveness in the Jamaican economy. These goals are expected to be attained by enhancing competition in the business environment, facilitating large-scale private investment and supporting Small and Medium Enterprises (SMEs) by providing low-cost financing.
This project is funded by a loan of US$50mn from the World Bank and will be implemented over a 6- year period.
During the 2016/2017 fiscal year, the development of the Application Management and Data Analysis (AMANDA) system continued with the approval of the functional requirements documents by the National Works Agency, negotiation with an information technology firm and the submission of justification for the Public Portal II and the establishment of a wide area network (WAN) among all the participating agencies. A second attorney was engaged and placed at the Attorney General’s Chamber to review key commercial transaction documents. The disbursement of loan funds from the Development Bank of Jamaica (DBJ) to SMEs was over $600mn.
In the 2017/18 fiscal year, the WAN for the AMANDA is scheduled to be established and this will facilitate the further development of Public Portal II in the Municipal Corporations and other referral agencies. The feasibility study to assess the viability of establishing a ship registry is scheduled to be implemented during the fiscal year. The Logistic Hub Initiative (LHI) Master Plan which started in the early 2016/17 is expected to be completed. The engagement and placement of two (2) attorneys at the Attorney General’s Chamber will continue and this is expected to help clear the backlog of key commercial transaction documents to be reviewed. The drafting of the regulations governing of the Special Economic Zone (SEZ) Act and the subsequent promulgation of the Act are expected to be completed in fiscal year. The SEZ Authority is scheduled to be established and an interim head is to be appointed to lead the agency. The study to determine the feasibility of establishing the Caymanas Economic Zone (CEZ) is expected to commence after delays in completing the procurement processes. The firm managing the Jamaica Business Fund programme is scheduled to continue disbursing grants
June 12, 2021
LIST OF ESTABLISHED POSTS
Ministry of Education
Montego Bay Region
Knockalva Agricultural High
Post No. Posts Classification Remarks
Senior Teacher 3SAG-47096
Senior Teacher 3SAG-47097
Senior Teacher 3SAG-47098
Senior Teacher 3SAG-47099
Total - Academic14
3ASEIGSAssistant BursarSAG-16457 HSC-3543
4GSEIGSAssistant MatronSAG-17650 HSC-6259
4ASEIGSBursar 1SAG-16456 HSC-3542
1ASEIGSClerical Assistant 1SAG-17657 HSC-3544
2ASEIGSClerical Assistant 2SAG-16461 HSC-3545
1DRLMODriver (Van)SAG-16450 HSC-1979
2GSEIGSFarm HandSAG-16421 HSC-1983
2GSEIGSFarm HandSAG-16422 HSC-5743
2GSEIGSFarm HandSAG-16433 HSC-5740
2GSEIGSFarm HandSAG-16434 HSC-1981
2GSEIGSFarm HandSAG-16436 HSC-1980
2GSEIGSFarm HandSAG-16437 HSC-5742
2GSEIGSFarm HandSAG-16438 HSC-1982
2GSEIGSFarm HandSAG-16441 HSC-5741
3ASEIGSFarm ManagerSAG-16471 HSC-6261
3GSEIGSHead CookSAG-17654 HSC-1973
1ASEIGSLaboratory AssistantSAG-17658 HSC-6260
Page 16EDUCATIONAL INSTITUTIONS ESTABLISHMENT, 2015
June 12, 2021
● OECD International Forum on Open Government, 30 September 2014
● Interactive communication means: governments are recognizing that trust is a prerequisite for effective and strategic communication – and this requires new formats to engage with citizens. Communicators are shifting toward using techniques such as citizen panels, Google Hangouts, and online or offline deliberative dialogue formats.
➢ Example: OGP often hosts webinars to bring together the open government community and encourage peer learning and knowledge sharing on critical open government issues among civil society, government practitioners, and other participants. The webinars cover various themes such as anti- corruption, public service delivery and inclusion. Webinars can be accessed on the OGP website here.
➢ Example: in Paraguay, an informal WhatsApp group was created that includes a variety of governmental and non-governmental actors working on open government
June 12, 2021