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Page 80

Public Bodies Ministry of Transport and Mining (Selected) Clarendon Alumina Production Limited _____________________________________________________________________________________________

Public Bodies, FY 2020/21 Page Ministry of Finance and the Public Service 79

Clarendon Alumina Production Limited

Introduction Clarendon Alumina Production Limited (CAP) represents the Government of Jamaica in the “Joint Venture” operation JAMALCO. CAP holds 45% while General Alumina Jamaica LLC (GAJ), holds 55%. GAJ is owned 100% by General Alumina Holdings Limited (GAH), which is owned 100% by the Noble Group (SGX:N21). Up to December 1, 2014 GAJ was owned by Alcoa Minerals of Jamaica, LLC (AMJ). During the period December 1, 2014 to November 30, 2017, Alcoa World Alumina (AWA) functioned as the managing partner under a three year Management and Transition Services Agreement (MTSA) of the JAMALCO operations. At the conclusion of the MTSA, Noble, the majority shareholder assumed the role of managing partner. The JAMALCO operation is funded by contributions proportionate to each partner’s holdings. Operational and Financial Overview CAP will continue to manage the Company’s stake in JAMALCO and participate in the Management Committee to ensure that the following activities are undertaken during the year:

• Incorporation of the steam supply from the 94 megawatt Liquefied Natural Gas plant built by New Fortress Energy into the JAMALCO operation and refinery facility to further strength the joint venture operations.

• Improvement of the operating efficiencies and initiatives of plant operation to optimise capacity, minimise down time, and reduce costs through measures relating to bauxite, energy, and caustic soda usage. These operating efficiencies will be realised through improved energy consumption, arrangements for new mining areas as well as new and improved management of refinery.

• Achievement of the plant’s production target of 1.26 million tonnes (2019/20: 1.18 million tonnes) of alumina for JAMALCO. CAP’s entitlement is 45% of the production output.

CAP will continue to contribute to the JV operation’s capital expenditure for sustaining capital works to improve production and minimize productivity loss. CAP forecasts operating loss of US$35.06 million (2019/20: loss US$50.52 million). CAP plans to maintain a staff complement of nine (9).

June 12, 2021

Page 22


Ministry of Education

Mandeville Region

St. Elizabeth

Sydney Pagon Agricultural High

Post No. Posts Classification Remarks

Old Post

No. Grade

2ASEIGSHouse MotherSAG-12011 HSC-7617

1ASEIGSLaboratory AssistantSAG-12008 HSC-6269

1LAPIDGLibrary AssistantSAG-12007 HSC-7615

2ASEIGSMaintenance SupervisorSAG-12006 HSC-6268

3ASEIGSMatronSAG-12010 HSC-6271

1GSEIGSOffice AttendantSAG-12025 HSC-1640

Post of Nurse (NPG/RN 2) reclassified and

retitled with effect from April 1, 2013.

2RNHPCSchool NurseSAG-12012 HSC-7356

2SSOPSSecretary 2SAG-12005 HSC-7714

3SSOPSSenior SecretarySAG-12047 HSC-3717

2DRLMOTractor DriverSAG-12040 HSC-1619

1GSEIGSWasherSAG-12018 HSC-1627

1GSEIGSWasherSAG-12019 HSC-1628

1GSEIGSWasherSAG-12020 HSC-1629

2GSEIGSWatchmanSAG-12030 HSC-1636

2GSEIGSWatchmanSAG-12031 HSC-1637

2GSEIGSWatchmanSAG-12032 HSC-1638

2GSEIGSWatchmanSAG-12033 HSC-1639

Total - Non-Academic46

Total - Sydney Pagon Agricultural High70

Total - St. Elizabeth70


Bethabara Infant

Post No. Posts Classification Remarks

Old Post

No. Grade


Classroom TeacherSIF-40614 HSC-9136

Classroom TeacherSIF-40615 HSC-9137

Classroom TeacherSIF-40616 HSC-9138

Classroom TeacherSIF-40617 HSC-9139

Classroom TeacherSIF-40618 HSC-9140

Classroom TeacherSIF-40654 HSC-9141

PrincipalSIF-40610 HSC-9133

Senior Teacher 2SIF-40613 HSC-9135

Senior Teacher 3SIF-40612 HSC-9134

Total - Academic9


June 12, 2021

Page 3

Policy on

Categorisation and Rationalisation of Public Bodies September 2016



MFPS Ministry of Finance and the Public Service

SOE State Owned Enterprise

PBMA Act Public Bodies Management and Accountability Act

FAA Act Financial Administration and Audit Act

IMF International Monetary Fund

GFSM The Government Finance Statistics Manual 2014, (published by the IMF)

PED Public Enterprises Division, MFPS

PEX Public Expenditure Division, MFPS

SHRMD Strategic Human Resources Management Division, MFPS

CSO Community Service Obligations

FRF Fiscal Responsibility Framework

PFM Public Financial Management

PB Public Body

PSTM Public Sector Transformation and Modernisation Programme

CTMS Central Treasury Management System

TSA Treasury Single Account

MDA Ministry Department and Agency

June 12, 2021

Page 18

Policy on

Categorisation and Rationalisation of Public Bodies September 2016


d) Accounting for the use of funds as per the requirements of the Financial

Administration and Audit (FAA) Act, through parent Ministry.

e) Part of TSA and CTMS, specific approval must be given by MFPS (PEX) for

retention of any existing account as well as for opening of any new one; bank

accounts deemed unnecessary should be closed.

f) Compensation as per the central government rates/scales (default position)

g) Human resource issues as per GOJ rules

h) Benefits (e.g. motor vehicle, travelling, health, education) applicable to the central

government are applicable to these entities, except otherwise specifically approved.

This should be the default position.

2) Included in the Public Investment Management System (FAA/PBMA Acts) and the

Government procurement rules

3) All entities may not be bodies corporate, but must be distinct organisations that are formed

under statute (Acts of Parliament), which stipulate their responsibilities and powers.

4) Generally, the boards of un-incorporated entities are advisory, while corporate bodies have

governing boards

5) To the extent that the entity is a body corporate:

a) it must also fulfil the legal, accounting and other requirements attendant on such a

status as stipulated by the appropriate oversight entities, such as tax authorities, the

Institute of Chartered Accountants of Jamaica (ICAJ), the Companies Office of

Jamaica, etc.

b) the provisions of the Public bodies Management and Accountability (PBMA) Act are

applicable, (unless specific exemptions are given), including reporting requirements,

inclusive of annual reports.

6) The financial statements are audited by the Auditor General.

7) Entities are not (normally) allowed to borrow, as they do not possess the inherent capacity

to service debt.

8) The requirements of the Financial Distribution Regulations do not apply to these entities.


(Non-Commercial, Financially Self-sufficient)

1) These PBs are primarily bodies corporate and Statutory Bodies, but may include some

government companies that do not satisfy the commercial criteria. Companies falling in this

category should be reviewed to determine if it should transition to: a) Category III status, or

b) a statutory body instead.

June 12, 2021

Page 17



Make your OGP website or web page as engaging and accessible as possible. Use plain language and include a clear call to action for people to get involved.

When communicating information about the OGP process, consider what channels or media are commonly used by citizens, civil society, and other stakeholders (e.g., newspapers, television, radio, e-mail, Facebook, Twitter, YouTube, WhatsApp, Slack, etc.).

Keeping a well-maintained document repository will be important for those outside the process to understand what has happened and why, but it can be equally useful as a reference tool for those involved in a NAP process.

Consider using visualizations, infographics, videos, or other appropriate media to communicate relevant information and updates on the process and its outcomes.

OGP has a range of videos, graphics, photos, and other material that may be used to help communicate the initiative to stakeholders.

OGP has developed a communications toolkit to prepare and equip you with everything you need to know to clearly communicate your NAP.


• A multi-stakeholder forum is formed to oversee the OGP process. It meets on a regular basis (i.e. at least every quarter) in person or remotely, as appropriate.

• The government and/or multi-stakeholder forum accepts inputs and representation on the NAP process from any civil society or other stakeholders.

• Opportunities for remote participation are provided for at least some meetings and events to enable the inclusion of groups unable to attend in person.

• The government facilitates a mechanism for direct communication with stakeholders to respond to NAP process questions, particularly during times of intense OGP activity. Government keeps a record of communications and responses to make available to the IRM researcher.

• The government and/or multi-stakeholder forum conducts outreach and awareness raising activities to relevant stakeholders (e.g. citizens, civil society organisations, government departments, subnational governments, parliament, academics, private sector, etc.) to inform them of the OGP process.

Case Studies

THE PHILIPPINES The Philippines established a multi-sectoral group—PH-OGP Steering Committee—composed of three representatives from national government,

one representative from local government, three representatives from civil society, and two representatives from business groups. The committee oversees the development and implementation of NAPs, meets quarterly, and is chaired on an alternating basis by government and civil society.

ROMANIA The Romanian government’s OGP team created the “OGP Club” in order to establish a constant dialogue and collaboration with those interested in

open government. From 2014 to 2016, 22 meetings were held with representatives from government, academia, civil society, and the private sector. Materials and notes of all of the meetings are published on Romania’s dedicated OGP website.


June 12, 2021