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Ministry of Finance and the Public Service Fiscal Policy Paper 2017 72 | P a g e

Appendix II

Public Financial Management (PFM) Reform Programme

Introduction

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.

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Appendix IV

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

executed across four (4) pilot institutions - the Ministry of Finance and the Public Service,

E-Gov, Ministry of Health and the National Health Fund. Three additional institutions

(HEART Trust, Office of the Prime Minister and Port Authority) were included under the

pilot in June 2016.

• The GOJ and the BOJ signed a service level agreement (SLA) in August 2016. Full

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

paid through the TSA. A ledger accounting system, with ledgers for the RTGS and ACH

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

been transferred from the Ministry of Finance and the Public Service to the AGD.

• 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

(AIA) will be required to be lodged to the Consolidated Fund, with daily sweeps of revenue

transit accounts. All MDA bank accounts used for depositing AIA proceeds are therefore to

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;

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Ministry of Finance and the Public Service Fiscal Policy Paper 2017 102 | P a g e

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

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LIST OF ESTABLISHED POSTS

Ministry of Education

Montego Bay Region

Hanover

Knockalva Agricultural High

Post No. Posts Classification Remarks

Old Post

No. Grade

Academic

Classroom TeacherSAG-47100

Classroom TeacherSAG-47106

Classroom TeacherSAG-47107

Classroom TeacherSAG-47108

Classroom TeacherSAG-47109

Classroom TeacherSAG-47110

Classroom TeacherSAG-47111

Classroom TeacherSAG-47112

PrincipalSAG-47093

Senior Teacher 3SAG-47096

Senior Teacher 3SAG-47097

Senior Teacher 3SAG-47098

Senior Teacher 3SAG-47099

Vice PrincipalSAG-47095

Total - Academic14

Non-Academic

2GSEIGSArtisanSAG-16446 HSC-1978

3ASEIGSAssistant BursarSAG-16457 HSC-3543

4GSEIGSAssistant MatronSAG-17650 HSC-6259

4ASEIGSBursar 1SAG-16456 HSC-3542

1GSEIGSCleanerSAG-16439 HSC-1977

1GSEIGSCleanerSAG-16449 HSC-1976

1ASEIGSClerical Assistant 1SAG-17657 HSC-3544

2ASEIGSClerical Assistant 2SAG-16461 HSC-3545

2GSEIGSCookSAG-16443 HSC-1975

2GSEIGSCookSAG-16444 HSC-1974

1DRLMODriver (Van)SAG-16450 HSC-1979

3GSEIGSElectricianSAG-16424 HSC-6343

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

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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

Example: the OECD organises regular online meetings of its open government experts group, which includes government representatives leading this agenda in OECD member and partner countries.

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