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Report on IDP Retreat 2009 by aah10440

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        15th Annual Retreat of
        the International
        Development Partners
        United Nations, Jamaica

                  Hosted by the United Nations Resident Coordinator
                                                   Kingston, Jamaica
                                            November 24 – 25, 2009
          15th Annual Retreat of the International Development Partners         2009

AFIS             Automatic Fingerprinting and Identification Systems
CAD              Canadian Dollar
CARICOM          Caribbean Community
CCTV             Closed Circuit Television
CDA              Child Development Agency
CDB              Caribbean Development Bank
CDERA            Caribbean Disaster Emergency Response Agency
CIATA            Centre for Excellence for Advanced Technology in Agriculture
CSME             CARICOM Single Market and Economy
CIDA             Canadian International Development Agency
CSJP             Citizen Security and Justice Programme
DCS              Department of Correctional Services
DFID             Department for International Development
ECLAC            Economic Commission for Latin American and the Caribbean
EC               Early Childhood
ECD              Early Childhood Development
ECI              Early Childhood Institution
EOC              Emergency Operation Centre
ESSJ             Economic and Social Survey of Jamaica
EU               European Union
FAO              Food and Agricultural Organization
FID              Financial Investigation Division
FLA              Firearms Licensing Authority
GDP              Gross Domestic Product
GOJ              Government of Jamaica
IDB              Inter-American Development Bank
IDP              International Development Partner
IFAD             International Fund for Agricultural Development
IICA             Inter-American Institute for Cooperation on Agriculture
IIRP             International Institute for Restorative Properties
JDF              Jamaica Defence Force
JCF              Jamaica Constabulary Force
JELC             Jamaica education and Leadership College
JMD              Jamaican Dollar
JSLC             Jamaica Survey of Living Conditions
JTC              Jamaica Teaching Council
JUST             Justice Undertaking for Social Transformation
LAMP             Land Administration and Management Programme
MFPS             Ministry of Finance and Public Service
MNS              Ministry of National Security
MOAF             Ministry of Agriculture and Fisheries

         15th Annual Retreat of the International Development Partners             2009

MOE             Ministry of Education
MOH             Ministry of Health
MOJ             Ministry of Justice
MTF             Medium-Term Socio-Economic Framework
NDP             National Development Plan
NEI             National Education Inspectorate
NPL             Nutrition Products Limited
ODPEM           Office of Disaster Preparedness and Emergency Management
ODPP            Office of the Director of Public Prosecutions
OPM             Office of the Prime Minister
PAHO            Pan-American Health Organization
PATH            Programme of Advancement Through Health and Education
PIOJ            Planning Institute of Jamaica
RBM             Results Based Management
SERP            Support for Economic Reform Programme
SSRP            Security Sector Reform Programme
STATIN          Statistical Institute of Jamaica
TIP             Trafficking in Persons
UNAIDS          United Nations Programme on HIV/AIDS
UNDP            United Nations Development Programme
UNEP            United Nations Environment Programme
UNESCO          United Nations Educational, Scientific and Cultural Organization
UNFPA           United Nations Population Fund
UNICEF          United Nations Children’s Fund
USD             United States Dollar
USAID           United States Agency for International Development
VSC             Vital Statistics Commission
WB              World Bank

15th Annual Retreat of the International Development Partners        2009

         “The Jamaica that I want to help to build may not be
       realized in my lifetime. The National Development Plan
      speaks of Vision 2030. That is 21 years away! At 61, I
       may not live to see that day. But every ounce of my energy,
      every minute of my day, every sinew in my body is dedicated
       to ensuring that the day will come when your children and
                       mine can enjoy a better life.
        “And if I am not there with them on that day, I will be
           content in my soul that I helped to get them there.”
                        Excerpt from presentation by
                 Prime Minister, the Hon. Bruce Golding, MP
                        during his contribution to the
                    2009/10 Budget Debate in Parliament

         15th Annual Retreat of the International Development Partners                   2009

                            Table of Contents

Introduction…………………….………………….……………………………………….… ….7

 Part 1: Welcome and Opening Remarks…………………………………….….8
   Session 1:   Welcome and Opening Remarks
                Minh Pham, United Nations Resident Coordinator in Jamaica………....… ...9
                Setting the Stage
                Pauline Knight, Planning Institute of Jamaica……………………………..11
   Session 2:   The Year in Review and the Global Financial Crisis and its
                Potential Impact on Jamaica
                The Honourable Audley Shaw, Minister of Finance & the
                Public Service……………………………….…………………………….13
                General Discussion/Question & Answer……...……..……………………17

Part 2: Working Group Reports………………………………………………….18
   Session 3:   Debt, Public Finance and Economic Growth
                Barabara Scott, Planning Institute of Jamaica………...…………..………..19
                Badrul Haque, IDP Working Group Chair & World Bank

                General Discussion/Question & Answer…………………...……………..22
   Session 4:   Education
                The Honourable Andrew Holness, Minister of Education……………...…27
                Karen Hilliard, IDP Working Group Chair & USAID Mission
                General Discussion/Question & Answer…………………………...……..35
   Session 5:   National Security, Justice and Crime
                Major Richard Reese, Permanent Secretary, Ministry of
                National Security………………………………………………………….39
                Robert Rainford, Permanent Secretary, Ministry of Justice………………...42
                Minh Pham, IDP Working Group Chair & United Nations
                Resident Coordinator in Jamaica……………………………………..……46
                General Discussion/Question & Answer…………………….………..…..48
   Session 6:   Food Security
                Mark Panton, Chief Technical Director, Ministry of Agriculture
                & Fisheries………………………………………………………………...49

           15th Annual Retreat of the International Development Partners                2009

                   Dunstan Campbell, IDP Working Group Chair & FAO
                   General Discussion/Question & Answer…………………………………53

Opening Remarks……………………………………………………………….54
                   Minh Pham, UN Resident Coordinator…………………………….…….55

Part 3: Presentation on the H1N1 Virus.………………………………………..56
     Session 7:    Presentation on the H1N1 Virus
                   Ernest Pate, PAHO Representative………………………………………57
                   Ronald Jackson, ODPEM………………………………………………...62
                   General Discussion/Question & Answer…………………………………63

Part 4: Presentation on Disaster Preparedness and Risk Response…………..64
     Session 8:    Presentation on Disaster Preparedness & Risk Response
                   Ronald Jackson, Executive Director, Office of Disaster
                   Preparedness & Emergency Management…………………………………65
                   General Discussion/Question & Answer…………………………………68

Part 5: Vision 2030 National Development Plan……………………………….71
     Session 9:    Presentation on the National Development Plan – Vision 2030
                   Leila Palmer, Planning Institute of Jamaica……………………………….72
                   General Discussion/Question & Answer…………………………………79

Part 6: Summary and Closing Remarks………………………………………...84
     Session 10:   Summary and Closing Remarks
                   Minh Pham, United Nations Resident Representative in Jamaica…………85

Part 7: Appendices……………………………………………………………….86
                   Retreat Agenda…………………………………………………………...87
                   List of Retreat Attendees…………………………………………………89

                   Summary of Retreat Evaluation…………………………………………..91

                   Sample Copy of Retreat Evaluation Form………………………………...92

             15th Annual Retreat of the International Development Partners                        2009

The International Development Partners (IDPs) Retreat is an annual working meeting between the
IDPs and the Government of Jamaica (GOJ) with the aim of facilitating dialogue against the
backdrop of the IDPs’ strategic plans and the GOJ’s priority goals and objectives.

The retreat had five (5) specific objectives:
   1. Overview of past and current collaborative activities
   2. Assessment of the current and potential impact of the global financial crisis
   3. To provide an understanding of the GOJ’s developmental priorities as expressed in the
       National Development Plan, and how the achievement of the stated goals may be affected
       by the global crisis
   4. Alignment of the developmental goals/plans of the IDPs with those of the GOJ
   5. To hear from the working groups regarding their progress in their specific areas, namely:
            i. Debt, Public Finance and Economic Growth
            ii. Education
            iii. National Security, Justice and Crime
            iv. Food Security

The duration of the retreat was two days, with the following format:
   1. Review of the fiscal status of the country and the mitigating steps to be implemented
   2. Reports by Working Groups in the four key areas of international development support:
       Debt, Public Finance and Economic Growth; Education; National Security, Justice and
       Crime; and Food Security.
   3. The current state of play of the H1N1 Virus
   4. Disaster Preparedness and Risk Response
   5. The National Development Plan and the Medium Term Socio-Economic Framework

  15th Annual Retreat of the International Development Partners            2009

                                                        Mr. Minh Pham
                                                        United Nations Resident
                                                        Coordinator in Jamaica

                                                        Dr. Pauline Knight
                                                        Director General (Acting),
                                                        Planning Institute of

Part 1: Welcome                                         Jamaica

 and Opening                                            Minister, The Hon.

   Remarks                                              Audley Shaw
                                                        Minister of Finance and
                                                        the Public Service

              15th Annual Retreat of the International Development Partners                              2009

                               Day One – November 24, 2009

Session 1: Welcome and Opening Remarks

1.1.   Mr. Minh Pham
       United Nations Resident Coordinator in Jamaica
Opening remarks were delivered by Mr. Minh Pham, the United Nations’ Resident Coordinator in
Jamaica who extended to all a hearty welcome, and pointed out that in comparison to the previous
year’s retreat, this one was in many aspects, a recessional package. This comment was received with
much humour.

Mr. Pham pointed out that the objective of the retreat was to promote fruitful discussions and arrive
at a cogent approach to supporting Jamaica’s priorities. He indicated that this objective should in no
way be viewed as a “one off” effort, but rather, as continued strides towards daily development in
2009. He pointed out that the agenda itself (see Appendices), reflects the spirit of discussion since
2007, particularly the social effects of issues occurring within the global economy.

He highlighted that over the course of the retreat, participants would be privy to reports from the
four (4) working groups, namely:
    1. Debt, Public Finance and Economic Growth
    2. Education
    3. National Security, Justice and Crime
    4. Food Security
According to Mr. Pham, these areas were chosen based on the fact that they had been deemed
crucial, yet not inclusive; as well as the fact that they were part of the six (6) priorities of the
country’s Medium Term Socio-Economic Framework.

Apologies were extended on behalf of Dr. Wesley Hughes, Director General of the Planning
Institute of Jamaica (PIOJ) who was unable to attend.

In his general remarks, Mr. Pham expressed an interest in hearing from representatives from the
PIOJ regarding the Vision 2030 National Development Plan, information regarding the state of play
of the H1N1 Virus within Jamaica, as well as obtaining an understanding of the state of preparation
for hurricanes within the country by representatives from the Office of Disaster Preparedness and
Emergency Management (ODPEM).

Mr. Pham indicated his concerns regarding the debt overhang and recession conditions in Jamaica,
as well as the issues of job recovery, the spike in crime and violence and the resultant moneys spent
to combat such. The year 2010 was identified as the year in which Jamaica would have completed
one-third of the journey towards achieving the Millennium Developmental Goals (MDGs).
Questions were then raised as to whether or not the country could rely on bauxite and other
industries to promote growth and keep the country on track, and how the Jamaican economy could
be restarted. He also indicated the need to identify the future economic drivers towards
development within the country.

              15th Annual Retreat of the International Development Partners                               2009

He concluded his remarks by challenging the participants to keep in mind, particularly for the
different working group sessions, the following points:
    1. Whose development is it? What are we doing and why are we doing it? Are we keeping in
        mind the most vulnerable members of the society? How can debt service be recalibrated?
        Whose interest is it?
    2. The issue of data, the lack thereof, as well as the weaknesses within it. Using data to guide
        programmes and policies, as well as to establish benchmarks for performance.
    3. As the international community, do we walk the talk within the spirit of the Paris

Mr. Pham then thanked all in attendance for taking the time to attend the retreat and expressed that
he was looking forward to very fruitful and frank discussion particularly as it relates to ownership of
the various initiatives within the country.

                15th Annual Retreat of the International Development Partners                                             2009

1.2.     Dr. Pauline Knight
         Director General (Acting), Planning Institute of Jamaica
In the absence of Dr. Wesley Hughes, Dr. Pauline Knight presented on the area of debt financing.
She acknowledged the sector’s reliance on the International Development Partners (IDPs) while
reflecting on the development goals accomplished, and thanked them for their collaboration as well
as their guidance in optimizing the nation’s potential. Dr. Knight, on behalf of the Planning Institute
of Jamaica (PIOJ), thanked the partners for their commitment in complementing the Government’s
programme of national development in the face of ever increasing challenges. She highlighted that
the nation’s problems included the debt overhang, fiscal deficits, as well as increasing levels of crime
and unemployment.

She referred to the National Development Plan which served as a blueprint to chart Jamaica’s course
towards achieving the status of ‘developed country’ by the year 2030. The vision was for Jamaica to
be “the place of choice to live, work, raise families and do business” (National Vision Statement),
and she identified the nation’s development partners as being critical players in making this vision a
reality. She commended the efforts of the IDPs in aligning their assistance with the Government’s
priorities through the various working groups, and highlighted that the initiative had provided a
platform for close, well-structured collaboration and urged partners to continue in this vein.

Dr Knight welcomed the current efforts to harmonise the critical mass of assistance in the form of
loans, grants and technical expertise, areas she deemed as helpful in complementing loan financing
for specific programmes. In addressing the issue of the impending agreement with the International
Monetary Fund (IMF), Dr Knight noted that it was expected that any agreement reached would
result in stringent fiscal measures and limited resources to support on-going capital programmes.
As the country accesses much needed budget support to complement balance of payments financing
from the Fund, grants and technical assistance will be needed to support the Government’s wide
ranging reform agenda, consolidating social sector gains achieved to date and building human
capital. It is only through such efforts that the nation could ensure that the benefits of a Stand-By
Agreement do materialize.

The role of the Planning Institute, as the Government’s interlocutor with its development partners,
had been further reinforced by a Cabinet decision in 2009, which articulated that all projects had to
be reviewed and given clearance by the Planning Institute of Jamaica (PIOJ). She pointed out that
this was not an attempt to place bureaucratic obstacles in the path of development but rather to
provide a clear understanding of which partners were doing what, as well as to identify the specific
role projects would play in helping the country to meet the medium term goals of the 2030 vision.

This policy assured strategic partnering and monitoring in keeping with the Paris Declaration on Aid
Effectiveness of March 20051, when more than one hundred countries (including Jamaica) and
donor organizations committed themselves to an ambitious plan to reform the system of aid delivery
by 2010 under five main tenets:
  The Paris Declaration, endorsed on March 2, 2005, is an international agreement to which over one hundred
Ministers, Heads of Agencies and other Senior Officials adhered and committed their countries and organisations to
continue to increase efforts in harmonisation, alignment and managing aid for results with a set of monitorable actions
and indicators within the context that the government owns and leads.

              15th Annual Retreat of the International Development Partners                             2009

•       National ownership
•       Alignment with national development strategies
•       Harmonization among donors to minimize delivery costs
•       Managing for results
•       Mutual accountability in managing aid and in achieving development results.

Dr Knight further reiterated the commitments made in the National Goals of Jamaica (see Figure
1.1), and pointed out that the country had one year remaining to reach its target gate. She concluded
by requesting the IDPs continued commitment to a high level of cooperation and harmonisation in
achieving the desired goals for Jamaica’s development.

Figure 1.1.
National Goals of Jamaica

              15th Annual Retreat of the International Development Partners                                2009

Session 2: The Year in Review and the Global Financial Crisis and its
                    Potential Impact on Jamaica
2.1.   The Honourable Audley Shaw
       Minister of Finance and the Public Service, Government of Jamaica
Minister of Finance, the Hon. Audley Shaw, declared that the annual retreat was an event that he
looked forward to as Jamaica was reliant on the help of its International Development Partners
(IDPs) in charting its way through extra turbulent waters. He noted that the country had been
suffering from the consequences of recent developments in the global economy, a situation which in
his estimation had been complicated by conditions which existed over a period of some fifteen years
before the global implosion. He explained that at a time when the global economy had been growing
at a rate of approximately five per cent per annum, Jamaica’s economy had grown on average by
about one per cent each year. The financial sector, in his estimation, had collapsed due to a collapse
in the productive sector.

Minister Shaw explained that the Government of the day had applied a strategy of high interest rates
to mop up liquidity and had continually increased these interest rates to a point where the average
lending rate was 53 per cent. He reported that numerous customers of financial institutions were
unable to sustain payments and this in turn led to their businesses collapsing. He used himself as an
example of problems faced by noting that he had had two businesses that had collapsed, as he had
borrowed money at 15 per cent and the rates had escalated to up to 70 per cent. He noted that those
who went into overdraft had to pay excesses of up to 110 per cent interest in penalties. He
emphasised the point that Jamaica was perhaps, the only country in world with interest rates at those
levels, and this was what had ultimately led to the collapse of the financial sector.

He informed the group that an enquiry into the financial crisis of the 1990s, particularly as it relates
to the operations of FINSAC, was currently taking place and he hoped that the inquiry would
conclude that a policy which led to the collapse of over 40 financial institutions should never be
repeated. He declared that Government policy should never again allow the repeat of a situation in
which Jamaica had double digit interest rates, meanwhile the rest of world had single digit interest

Minister Shaw noted that this debate was before the country once again. The rest of world had
interest rates of between 0 and 5 per cent, while Jamaica’s Treasury Bill rate was still 16 per cent. He
advised that he had sent a strong message, especially to private sector partners who loaned money to
the Government that Jamaica had to develop an appetite for low interest rates. He also indicated
that a major issue of concern to the International Monetary Fund (IMF) was the high interest rates
that continued to prevail in Jamaica. He said that the rates continued to militate against
competitiveness and profitability of the average business and against the ability to earn foreign
exchange through efficient production. He stressed the fact that whether or not the proposed
agreement with the IMF became a reality, an issue that was firmly on the table and one that all
Jamaicans would have to confront, was that of reduced interest rates.

Minister Shaw recalled that he had been told by the previous Government that, as a middle-income
country, Jamaica was unable to benefit from concessionary loans from the multilaterals, nor access

              15th Annual Retreat of the International Development Partners                               2009

funds at cheaper rates. However, since receiving the financial portfolio of the country within the
current administration, he had received commitments of over USD$1 billion at interest rates of
between 1.25 and 5 per cent from the World Bank and the Caribbean Development Bank (CDB), of
which the Government had so far accessed over USD$700 million. He expanded by stating that the
country had also received €100 million from the European Union in the form of grants. In addition,
the Government would be receiving a World Bank loan at an interest rate of approximately 0.6 per

Minister Shaw reported that the Government was also working with bilateral partners in seeking
cheaper funding of major projects. The Government had had success in negotiating large-scale
infrastructure projects with various bilateral partners, the most significant being the Government of
China from which it was receiving funding at interest rates of sub 3 per cent. The Government had
also raised funds for the construction of a major cruise ship pier in Falmouth, Trelawny, in a joint
venture with Royal Caribbean Cruise, to be financed at an interest rate of 2.5 per cent.

Minister Shaw pointed to large scale infrastructure projects which in the past had been financed with
funds attracting interest rates of 10 to 12 per cent, ventures which in his estimation should not have
exceeded 2 to 5 per cent. The section of highway from Kingston to Portmore had been financed at
12 per cent, and Highway 2000 through the Vineyards to Sandy Bay had been financed at over 10
per cent. Additionally, a part of the funding came from locally-raised bonds from pension funds that
were inflation linked. The cost of financing that portion of the costs had therefore exceeded 20 per
cent. For Minister Shaw, toll increases simply could not keep up with those dramatic costs. Minister
Shaw emphasised that his administration was committed to bringing the Jamaican financial
environment in line with global community by dramatically lowering interest rates.

In describing Jamaica’s dire economic situation, the Minister noted that three out of the four bauxite
companies operating in the island had closed, remittances were down by 17 per cent, and tourism
earnings had declined resulting in a drop of up to US$1.5 billion in foreign exchange earnings out of
the national budget. This figure represented 20 per cent of the country’s national budget and 10 per
cent of the gross domestic product (GDP).

Minister Shaw observed that it would have been fiscally imprudent on Jamaica’s part if the current
Government had not sought the IMF’s assistance. The IMF had been set up for the purpose of
ensuring global financial stability and had had its coffers recharged by the ‘Group of 20 Countries’
to the tune of USD$750 billion last year. He noted that of the over 60 countries that had applied for
assistance from the IMF, 40 had so far received support. Jamaica had a responsibility to maintain a
minimum value of imports including items such as oil and food, and it would have been reckless not
to approach the IMF for standby support. He informed the group that negotiations with the IMF
and were in the final stages of constructing a ‘Letter of Intent’ which will form the basis of a formal

He indicated that though some were afraid of the imminent conditionalities, the development
partners present would be well aware of the Government’s commitment to performance-based loans
and had put in place ambitious, self-imposed targets to ensure fiscal responsibility. It had set limits
on the country’s debt-to-GDP ratio, limits on fiscal targets and had commenced a review of the
public sector through a task force under the chairmanship of the former Permanent Secretary within
the Office of the Prime Minister (OPM), Mrs. Patricia Sinclair-McCalla. This review he estimates will

              15th Annual Retreat of the International Development Partners                              2009

be marked as the most comprehensive review enacted within the Jamaican Government. Under the
review, every agency, department and Ministry will be required to justify its existence and every
individual expected to demonstrate how their role fits into the larger scheme of the public sector.

Taxation reform being undertaken would be treated in terms of relevance to the public good, the
achievement of value for money, and the delivery of services in an efficient manner. The focus will
not just be a reform of policy, but rather, administrative reforms to increase transparency and reduce
corruption, for example, the registration of illegally obtained vehicles.

Minister Shaw expressed his gratitude for the support of the International Development Partners
(IDPs). He referred to the support of the United States Agency for International Development
(USAID), the US Treasury Department, Internal Revenue Service of the United States and the IMF
who had committed assistance in the area of tax reform administration. He articulated that a Cabinet
submission was currently being prepared regarding important reforms in the administrative structure
of taxation. An important feature of the new system would be the separation of domestic and
international taxation. The Customs Department would also be made an executive agency. The
Inland Revenue Service’s audit and assessment capabilities, as well as compliant capabilities would
be far more sharply defined. He noted that Jamaica had one of highest rates of tax evasions and tax
avoidance in the world and the challenge was to achieve the desired results by encouraging the
development of a culture of paying taxes and encouraging good governance practices and principles.
One way of achieving this was to ensure that taxpayers see that their tax dollars are expended in a
transparent and productive way.

He noted that tough decisions had to be taken over the next few weeks and called upon the resolve,
good will and steady heads and hearts of every Jamaican to understand that many of the decisions
being made were decisions that should have been taken long ago; decisions which, regardless of their
lack of popularity, would support good governance and productivity to move forward without being
spoiled by political expediency.

In going forward the Government would be actively working towards the following:
       Improvement in agriculture through a reduction in food imports and waivers, and the
       feeding of more tourists with local food.
       The signing of fewer waivers for products that can be grown here by Jamaican farmers, value
       added here and processed in local factories.
       An increase in major investment endeavours, for example, the building of more hotels.
       Setting up a major Convention Centre in Montego Bay with assistance from the
       Government of China.
       Redevelopment of downtown Kingston through the establishment of an international
       financial centre in that location. An announcement had been made in Parliament regarding
       the plans to move ahead with the Urban Renewal Act, a piece of legislation geared towards
       the provision of incentives to encourage the development of downtown Kingston. Digicel, a
       large multi-national telecommunications company, had so far accepted the offer and the
       CEO, Mr. Dennis Obrien, had announced the construction of the company’s corporate
       headquarters downtown. The organization was finalizing arrangements with the Urban
       Development Corporation (UDC). Two other large corporate entities had also expressed
       interest in establishing regional data processing and information technology centres and

             15th Annual Retreat of the International Development Partners                              2009

       corporate offices in downtown Kingston as part of the urban renewal being promoted by
       the Government.
       Exploring the opportunity of establishing a free zone in Caymanas Estates to make Jamaica a
       focal point of interchange where east meets the west, through the establishment of a
       manufacturing and assembly processing zone. This move will be strategic since Jamaica has
       the seventh largest natural harbour in the world and is located in the sea lane which connects
       the country to Europe, the Far East, South, Central and North America, all global points of

He expressed that it was the Government’s intention to bring back good governance strategies to
the country, so as to put the country on a path of disciplined growth, where respect for law and
order returned. For Minister Shaw, crime within the country is far too rampant and if not curbed
would militate against Jamaica’s advancement.

Minister Shaw underscored the significantly important contributions being made by the IDPs in the
social, economic and cultural lives of Jamaicans, and encouraged continued support, while
expressing his appreciation for such.

              15th Annual Retreat of the International Development Partners                         2009

General Discussion/Question & Answer

           Questions/Comments                                           Response
Vivian Gray, CIDA                                     Hon. Audley Shaw, Minister of Finance and
                                                      the Public Service
What measure was the Government contemplating         The question of a fiscal responsibility framework,
that could be implemented even without an IMF         including a legislative framework was something
agreement? Measures perhaps should look at fiscal     that had been included in the JLP manifesto even
responsibility legislation or a measure which would   before the completion of the election process.
put a limit on the borrowing powers of the            These had been included in the performance
Government.                                           matrices with the World Bank, the IDB and CDB
                                                      and were being put it into the IMF Letter of
                                                      Intent. The IMF was impressed by performance
                                                      matrices that the Government had signed off on
                                                      with other multilaterals.

                                                      Cabinet had already passed the framework for its
                                                      fiscal responsibility law which had to be
                                                      promulgated. The parameters of the law as it
                                                      relates to ceilings on debt and deficits are still
                                                      being fine tuned.

Phillip Hamilton, Jamaica Observer              Hon. Audley Shaw, Minister of Finance and
                                                the Public Service
How soon should the country expect to hear from Minister Shaw highlighted that there really was no
the IMF regarding the terms of the agreement?   need to pre-empt the internal processes of the
                                                IMF, since bureaucracies exist within their
                                                organisation. He commented however, that the
                                                country was making good progress with the
                                                negotiations and expressed confidence that there
                                                would be an impending IMF agreement.

  15th Annual Retreat of the International Development Partners          2009

                                                        Working Group 1:
                                                        Debt, Public Finance
                                                        and Economic Growth

                                                        Working Group 2:

Part 2: Working                                         Education

Group Reports                                           Working Group 3:
                                                        National Security,
                                                        Justice and Crime

                                                        Working Group 4:
                                                        Food Security

              15th Annual Retreat of the International Development Partners                            2009

Session 3: Debt, Public Finance and Economic Growth
3.1.   Barbara Scott
       Director, Planning Institute of Jamaica
Barbara Scott reported on behalf of Mr. Wesley Hughes, Financial Secretary in the Ministry of
Finance and the Public Service. She reported that the Planning Institute of Jamaica (PIOJ) was
working closely with the Ministry of Finance and external agencies in the area of debt and finance.

Dr. Scott reported that the PIOJ was working with the Ministry in the implementation of an
extensive reform agenda which embraced:
        Taxation Reform
        Fiscal Reform Legislation
        Public Sector Workforce Strategy
        Framework for the Investment Prioritisation Initiative
        Debt strategy which includes the enactment of a Debt Management Legislation
        Centralised Treasury Management framework which will facilitate greater control over
        resources available to Ministry of Finance for capital investment.

Dr. Scott noted that while the anticipated IMF agreement would provide balance of payment
support, the country still required budget support to cover recurrent expenditure, debt payments, as
well as recurrent and capital expenditure. She noted that the PIOJ was collaborating with specific
development partners on several policy loans and budget support programmes which would result in
the country obtaining over US$400 million this fiscal year to complement the amounts expected
from the IMF.

Dr. Scott looked at the current modus operandi in working with International Development
Partners (IDPs) like the World Bank and the Caribbean Development Bank (CDB) under which
disbursements were linked to certain conditionalities. She applauded the fact that this time around
the Government had been able to agree with the development partners as it pertains to the actions
that it intended to embark on, as well as to link disbursement to the completion of the agreed
actions. She underscored the Government’s commitment to reform, not only in the financial sector
but also in the areas of health and education, as well as other areas of the economy. Since these
actions had to be scheduled, it presented a challenge in terms of meeting the requirements for
disbursement and it was therefore necessary to accelerate the implementation of some activities,
which were all linked to schedules and therefore time bound. She in turn requested the technical
assistance of the IDPs to aid the country in meeting its goals as scheduled.

Dr. Scott noted that the current difficulties being experienced had led to an agreement with the
UNDP under which a flexible fund project was being proposed. This fund was expected to benefit
from resources from several of Jamaica’s bilateral partners who, while not providing budget support,
had been willing to contribute to the fund through the provision of technical expertise to support
the achievement of the requirements of the Budget Support Programme. Dr. Scott highlighted the
importance of the assistance provided by the IDPs through the Flexible Fund facility, and expressed
her appreciation to the partners – CIDA, USAID, DFID and the executing agency responsible for

              15th Annual Retreat of the International Development Partners                               2009

the programme, the UNDP. She pointed out that this fund had facilitated the access of technical
expertise in areas such as:
        Taxation policy, specifically as it related to the Incentives Framework,
        The Prioritisation Framework for Public Sector investments
        Fiscal Responsibility Legislation – several conditions are linked to this but it cannot be
        rushed, as the aim is to put together a valid, credible and practical legislation.
        Tax Administration
        Public Sector Workforce Strategy
        Centralised Treasury Management
        Debt Management Strategy

These were all financed through the Flexible Funds Project and all required continued support. She
shared that it was not easy to identify expertise in these areas which were largely new to Jamaica. The
process was also delayed by the lack of expertise in preparing the necessary Terms of References
(TORs) for consultants. She acknowledged the role of the IDPs in supporting other projects related
to the country’s fiscal situation and announced that consultants would soon be engaged to work
with the Ministry of Energy to define an action plan to accompany the Energy Conservation
Strategy, as well as with the Ministry of Education in carrying out the budget expenditure review for
the sector in an attempt to determine the value for money being attained within the education
sector. As such, she requested further support in the form of expertise in efforts to expedite the

She pointed out that the Government had displayed a high commitment to broad sector reform
which included a suite of reforms in the education sector. She pointed to the IDB Reform
Programme which looked at human capital development, but also alluded to the fact that the
Government was experiencing challenges as it relates to institutional capacity, and overall limited
resources. Dr Scott then concluded by requesting continued assistance in the form of loans and
grants, as well as further technical expertise.

              15th Annual Retreat of the International Development Partners                               2009

3.2.   Badrul Haque
       IDP Working Group Chair & World Bank Representative

Dr. Haque commended the resilience of Jamaicans in the face of crises. He noted that many people
have questioned Jamaica’s ability to cope, however he was confident that the nation would survive.
He noted that even before the working group had been set up, the partners had collaborated well,
however donor activities needed to be more efficiently harmonised with those of the various
Government agencies.

He noted that as a group, the IDPs respond to signals from the Government and appreciate their
work, while trying to afford a certain level of flexibility. He highlighted that Japan was one of the
quietest, yet dominant donors, with the majority of the contribution in the USD$6 million dollar
grant from the World Bank. Donor coordination, while not always perfect, followed a process. He
reported that the first IDP working group meeting, held in September 2008, had utilised
communication technology in facilitating video connections with the IMF in Washington DC as well
as the CDB. The meeting was successful and had received very positive feedback. He expressed the
need for the working group to define its Terms of Reference more clearly, and proposed that they
ask the question: ‘What do we want to get out of this?’

He commended the USAID on the excellent work they had done, and pointed out that debt was
Jamaica’s biggest challenge and if the development partners could tackle this, then they could tackle
anything. He underscored the fact that the Government had formulated the reforms they wanted to
pursue and the IDPs supported them, not against promises, but rather, against what they had

At the policy level the Government was very committed to what they intended to accomplish,
however they faced the challenge of carrying out their daily agenda while simultaneously
implementing the Reform Programme. Consequently, the Government needed much more technical
support and financial resources to achieve reform at a faster pace, as if the process was too long, key
players would either move on or lose interest. The IDPs then would need to supply much more
technical support. They could provide the needed TORs as well as the personnel and financial
resources to speed up the reform process. The key challenge highlighted for the upcoming year was
identified as providing support in aiding the government to achieve its objectives.

              15th Annual Retreat of the International Development Partners                              2009

General Discussion/Question & Answer

           Question/Comments                                             Response
H.E. Frederic Meurice, Ambassador of                  Badrul Haque, IDP Working Group Chair &
Belgium                                               World Bank Representative
The Ambassador noted the existence of a               The working group Chairman indicated that
contradiction. On one hand Jamaica is said to have    there was a real problem in terms of personnel.
qualified people, able to provide needed expertise.   The Head of the Tax Administration Unit was
On the other hand, it was said that there were        driving the goals of the Unit, however there was
difficulties in closing the agreement with the IMF    the need for a dedicated person to identify tax
negotiations because some technical questions         evaders. It was an issue of being in a fiscally tight
were difficult to solve. The Minister also referred   environment where reliance had to be placed on
to fiscal delinquency in Jamaica. One is left with    existing staff because additional staff could not
the impression that the onus was being put on         be hired. Badrul Haque suggested that the IDPs
external partners to solve problems that could be     could bring in personnel needed to help in the
solved internally.                                    implementation of bilateral projects. Jamaicans
                                                      residing overseas could be brought back to work
                                                      and transfer knowledge, especially since in the
                                                      medium to long-term, the pay off would be

                                                      Barbara Scott, Director, PIOJ
                                                      Barbara Scott reiterated the difficulty of finding
                                                      people, especially those with international
                                                      experience, to dedicate to special areas of
                                                      reform. She pointed out that several areas were
                                                      new to Jamaica and the expertise was not
                                                      available within the country. As such, the
                                                      country would need to draw on external
                                                      expertise, particularly in relatively new areas such
                                                      as centralised treasury management.

                                                      Ruth Jankee, Facilitator
                                                      Pointed to the example of Grace Silvera of
                                                      Diageo International as an example of a skilled
                                                      Jamaican in the diaspora who had been brought
                                                      back to share her expertise.

Sonia Gill, UNDP                                      Barbara Scott, Director, PIOJ
By how much is the public sector rationalisation      The PIOJ had put together a paper to present to
process being driven by the need to preserve          Mrs.    Patricia  Sinclair-McCalla    outlining
capacity to enact policies driven by donor support?   recommendations for the rationalisation of the
If the Government did not have the capacity to        public sector from the vantage point of the
deliver, then any assistance would be to no avail.    PIOJ.

               15th Annual Retreat of the International Development Partners                            2009

            Question/Comments                                              Response
Robert Fuderich, UNICEF                                  Barbara Scott, Director, PIOJ
How would the gains achieved in the public sector        The Permanent Secretary had met in retreat and
over the years be maintained? Would the country          discussed the approach that Dr. Knight should
be able to reach the most vulnerable members of          take. They were also seeking to interface with
the society?                                             the OPM. The reform had to be done in a
                                                         rational manner to ensure the continuity and
                                                         sustainability of the public sector.

                                                         Badrul Haque, IDP Working Group Chair &
                                                         World Bank Representative
                                                         Jamaica had learnt the importance of protecting
                                                         social gains, and was currently placing
                                                         tremendous importance on protecting the
                                                         vulnerable population. The IDPs had been
                                                         working with the vulnerable sections of the
                                                         population since the 1980s, using the Jamaica
                                                         Survey of Living Conditions Survey (JSLC) as a
                                                         base. It was recognised that many benefits had
                                                         not been reaching the vulnerable and resultantly,
                                                         significant improvements were made in several
                                                         areas, for example programmes such as the
                                                         Programme of Advancement through Health
                                                         and Education (PATH).

                                                         Barbara Scott, Director, PIOJ
                                                         The PATH programme had never been
                                                         compromised; the Government had always
                                                         maintained its commitment to the PATH
                                                         programme. Certain programmes in the budget
                                                         were sacrosanct because of the Government’s
                                                         commitment to poverty alleviation.

Cynthia Currie, Inter-American Institute for             Badrul Haque, IDP Working Group Chair &
Cooperation                                              World Bank Representative
What is the level of stability of the Jamaican dollar,   One could never be 100 per cent sure in
especially since instability has the most severe         quantifying this matter, however, the
impact on vulnerable members of the population?          Government had to achieve what it could with
                                                         minimum ill results.

             15th Annual Retreat of the International Development Partners                        2009

           Question/Comments                                         Response
Minh Pham, UN Resident Coordinator                 Badrul Haque, IDP Working Group Chair &
                                                   World Bank Representative
Will current programme priorities be reassessed in The programmes the Minister referred to were
light of the impending IMF agreement?              the ones which were already being worked on.
                                                   These emerging areas were also those which the
                                                   IDB, CDB and EU intended to put more
                                                   resources into. Last year there was some
                                                   disappointment due to the realization that an
                                                   item that had previously been identified as
                                                   completed, had not actually been carried out.
                                                   The IDPs needed to provide support and
                                                   collaborate in terms of addressing gaps and
                                                   avoiding the duplication of efforts.

                                                   Karen Hilliard, IDP Working Group Chair &
                                                   USAID Representative
                                                   Taxation had requested financing from the
                                                   Flexible Fund. When costings had been
                                                   determined there would be regrouping to see
                                                   how the work could be carried out most
                                                   efficiently. USAID had aligned itself with an
                                                   overall effort to respond to the financial crisis
                                                   with additional resources. Primary areas were
                                                   poverty alleviation and the provision of
                                                   assistance to the Government in order to raise
                                                   revenue on a more consistent basis.

                                                   Congress had identified seven countries for
                                                   technical assistance. Jamaica was one of the
                                                   seven identified. Washington had announced an
                                                   additional USD$1.25 million in technical
                                                   assistance funds; some to tax reform and some
                                                   to be channelled towards a poverty alleviation
                                                   grant with the UNDP, in an effort to implement
                                                   job skills training and employment generation,
                                                   with the intention of targeting the most
                                                   vulnerable and most volatile communities. If
                                                   everyone did what they could, it would all add
                                                   up to a significant impact.

                                                   Jimmy Burrowes, USAID
                                                   USAID will support the Ministry of Finance and
                                                   Planning in the area of tax reform.

             15th Annual Retreat of the International Development Partners                        2009

           Question/Comments                                         Response
                                                   Lorraine Belisle, CIDA
                                                   CIDA would not be realigning their
                                                   programmes for Jamaica, since many of the
                                                   existing programmes within CIDA’s regional
                                                   strategy already address the Jamaican situation.
                                                   Other mechanisms have been intensified to
                                                   transfer technical assistance where possible.
                                                   With regards to the possible IMF agreement,
                                                   CIDA hoped to help the Government through
                                                   the crisis.

                                                   Badrul Haque, IDP Working Group Chair &
                                                   World Bank Representative
                                                   There had to be a strategy for the country.
                                                   Focussing on debt was only one thing. The
                                                   Government had to think beyond the
                                                   immediate; for example the energy issue had to
                                                   be looked at, also labour productivity and the
                                                   skill mix of the labour force. Flexibility would
                                                   also be needed in order to respond quickly to
                                                   crises. Climate change was a big issue into which
                                                   significant resources were being put –– US$50
                                                   million for the regional adaptation project.

                                                   In a crisis the World Bank goes into the market
                                                   and borrows money, and loans this money in
                                                   order to get back money. Money from the trust
                                                   fund can be used as capital and leverage. Donor
                                                   preference is based on concerns, for example
                                                   those of taxpayers, like climate change.

Akiko Fujii, UNDP                                  Badrul Haque, IDP Working Group Chair
There was the issue of data. It was necessary to   Data is in fact critical, and a grant may be
ensure evidenced-based policy making, as well as   approved to aid STATIN in whatever areas
to harmonise data management and data              related to data that will require resources.
                                                   Barbara Scott, PIOJ
2009 was a successful year for the PIOJ and the    Mission 2030 needed assistance to establish
Ministry of Finance. What were the challenges in   baselines so as to track progress. Through
the area of data collection that required IDP      STATIN, a census was scheduled for 2011,
support?                                           however the budget was grossly inadequate.
                                                   Assistance was needed for evidence-based
                                                   planning, as well as the monitoring and
                                                   evaluation framework.

              15th Annual Retreat of the International Development Partners                           2009

            Question/Comments                                            Response
Ernest Pate, PAHO
The health sector was under severe pressure. It
was clear from the beginning that MDG goals
couldn’t be met. Eighty per cent of the budget
covered salaries and the sector could not be run on
20 per cent.

If restructuring in a country that had a high
percentage of people that were medically indigent,
the fact that about 70 per cent of the costs for
health care represented out of pocket expense,
would result in significant impacts to the social
sector in the event of a downturn. The issue being
faced in the rationalization of the public sector was
how to handle the health sector. Questions arising
are: What are the priority areas? Where best to
support the health sector? How to strengthen
primary health care to ensure greater access to
basic services? What aspects of information
systems needed improvement? How to address
drug availability? He articulated that greater
collaboration was needed to address these
Kwame Boafo, UNESCO                                     Barbara Scott, PIOJ
Reference was made to the high percentage of            Debt issue was being addressed in the context of
debt servicing. Was there a ceiling for debt            fiscal responsibility, and to that end, a Debt
repayment? Were there any strategies to deal with       Servicing legislation should be passed early in
that?                                                   the next fiscal year.

The Finance Minister listed a number of
institutions that Jamaica had approached for loans:
even with low interest rates, when would the
country stop?

Robert Fuderich, UNICEF
There had to be compromises in a changing world.
It was not simply a matter of having social
programmes but having the personnel in place to
deliver the services. There is also the need for
greater support and balance towards activities
being undertaken.

              15th Annual Retreat of the International Development Partners                               2009

Session 4: Education
4.1.   The Hon. Andrew Holness
       Minister of Education
The Hon. Andrew Holness provided a comprehensive overview of the structure of the education
sector, highlighting the reforms and expected deadlines for each of the entities included in the
reform initiative. It was within this vein that the structure of the Education Ministry, following the
process of modernization, was presented as follows:

The Ministry would retreat into being a policy Ministry, focusing on policy development, as well as
the monitoring and evaluation of policies. Due to benefits to be gained by economies of scale, it
would retain the payroll functions. The Ministry had also recently adopted the responsibility for the
Early Childhood Commission which covered the educational development of children 0-6 years.

The Ministry of Education had established a Trust Fund to be devoted to the maintenance of
infrastructure. It was expected that the Fund would be registered by the end of December 2009. The
Ministry’s National Parenting Commission would address the issues of parenting. It was felt that a
greater level of accountability should be required of Jamaican parents. Notwithstanding, careful
thought had to be given to the manner of implementation as the unevenness in social structure
made it very difficult to hold some parents accountable.

The National Council on Education had also been set up to analyse education data, review and
reflect on policy and to establish school boards. The legislation to establish the Jamaica Teaching
Council was expected to be completed by May 2010. The JTC would be responsible for the
regulation, registration and licensing of members of the teaching profession and would ensure that
high standards are maintained. The Minister acknowledged the help of UNESCO in getting
preliminary work done, particularly as it related to strategically managing the relationship between
the Jamaica Teachers’ Association (JTA) and the National Teaching Council.

The National Education Inspectorate (NEI) was being established to assess and review the quality
of schools and the overall education system. This Inspectorate would play a leading role in assisting
in the development of a culture of accountability within the sector. The Inspectorate had already
inspected 10 schools and the report would be disseminated among the development partners. The
creation of the Inspectorate had been supported by the World Bank.

Nutrition Products Limited (NPL) which administered the school feeding programme was currently
under review. The Minister noted that even if NPL was phased out and an agency would be
established to address the school feeding programme.

The establishment of a Tertiary Commission was an initiative on the agenda since the rapid
development of tertiary-level education had occurred without Government support, but was rather
accomplished through private initiative. This demonstrated that the sub-sector did not need the
support of the Government. The Government’s role was to create the framework to facilitate its
development and to maintain the regulatory environment. It was necessary to forge a new
relationship between the tertiary sector and the Government. A policy had to be developed that
treated the tertiary sector as a supplier of a service that the Government paid for. There was also the

                  15th Annual Retreat of the International Development Partners                                                        2009

possibility of a subsidy being provided in this area. This subsidy however, would be one that would
have to be earned. The intention was for the Ministry to place the relevant funds into the Students’
Loan Bureau, as opposed to directly into the institutions themselves. This effort was geared towards
allowing the Government to generate earnings from these subsidies.

The Council of Community Colleges, along with the University Council of Jamaica were to be
merged into the Tertiary Commission.

The Jamaica Education and Leadership College (JELC) was currently attached to the Jamaica
Teaching Council (JTC). Its primary role would be to establish a national qualification framework
for becoming a principal. The current system was arbitrary and a more transparent method of
selecting principals was required. The Leadership College would identify a pool of persons who
could lead, set standards for principals, provide training for principals and maintain a data base. The
Leadership College was expected to remove the divide that existed between principals and the
Ministry. The next phase in this initiative would be to draft a framework to this effect.

Figure 4.1
   Modernized Ministry of Education

   Education Policy, Planning & Monitoring, Corporate Services, Financial Management, Planning & Development, Corporate Services,
   Public Relations/Communications, Internal Audit, Legal Services

                Early Childhood Commission                                                                                  Tertiary
                 Early                    Primary                    Secondary                     Post                    Tertiary
               Childhood                   6-11                        11-16                    Secondary                    18+
                  0-6                                                                             16-18

                                         National Parenting Support Commission

                                                                         National Council on Education
                                                    Jamaica Teaching Council
                                              National Education Inspectorate
                                                                                                  Council of Community Colleges of
                                      Nutrition Products Limited                                              Jamaica
                                                    Jamaica Library Service
                                                       Jamaica Educational Leadership Academy
                                              Regional Educational Authorities

                                                                                                             HEART NTA
                                                                                       Overseas Examinations Commission
                                            Curriculum and Assessment Agency
                                                                                    National Youth Service
                                                                                                    Jamaica Foundation for Life Long

The Jamaica Library Service was identified as a vibrant marketing programme, however more
needed to be done in terms of public relations in order for the libraries to encourage the public to
better utilise the available services provided.

The Minister reported that seven Regional Educational Authorities were to be established. The
Ministry did not ignore the evident concerns regarding the issue of regionalization, but rather
pointed out that regionalisation would be pursued in a practical way, not only to ensure efficiency,

              15th Annual Retreat of the International Development Partners                                2009

but also to encourage accountability and effectivity. The headquarters would continue to provide
support as required. The Ministry would also be intensifying the integration of the HEART
programme into schools to target the large pool of unattached young people. HEART would
provide the school system with the necessary support to foster continued education among young
people. The intention was also to establish a vocational programme at the tertiary level to parallel the
academic programme.

The National Youth Service would also be used to support the Career Advancement programme.
The strategy was that the education system would leverage its resources to provide assistance to
those students who left school without any trade or qualification and to correct illiteracy. The
National Youth Services would manage an apprenticeship programme to facilitate the transition
from school to work. The Apprenticeship and Mentorship System programme would be structured
in conjunction with the private sector. It would include training in education to produce teachers’
aids. There would also be a community service component. An issue currently under debate, which
could bear impact on the enactment of such programmes, was the possible removal of the National
Youth Service from the portfolio of the Ministry of Education, and its potential placement within
the Ministry of Youth and Culture.

Dr. Rebecca Tortella assisted the Minister in expanding on the progress made in the Early
Childhood Sector. She reported that 48 per cent of the existing 2,741 early childhood institutions
(ECIs) had been inspected. The pace of inspections was not as fast as had been hoped and every
effort was being made to try and accelerate inspections. This was due to the fact that many
institutions did not meet fire and public health requirements. She noted that the standards for
management and administration had been approved and would be distributed in January 2010. She
shared that the draft Child Development Therapy Module was currently being reviewed, and that the
World Bank would be assisting in the development of ‘Age 4 Assessment Tools’, which would
facilitate the screening and referral of those children in need of special attention. More than 500
early childhood institution teachers had been trained in areas focused on helping children to learn by
doing and through play. The Minister reported that the Government intended to expand its
presence in the early childhood sector, in which the majority of students currently received their
education in private institutions where they had to pay fees. At present, the government operated
a mere 31 early childhood institutions. Dr. Tortella also reported that a Health and Safety
Programme was currently being developed.

In addressing the issue of literacy, Minister Holness reported that the goal was to improve quality
and access. While the Ministry had improved access and high levels of enrolment were recorded, the
records showed low levels of attendance. There was still a higher pupil teacher ratio than desired.
The Minister noted that the primary school system continued to be too focused on getting students
into traditional high schools, and used this achievement as the benchmark for success, rather than
testing how much knowledge a student could pull out of the curriculum. Many children were de-
motivated as they did not see the relevance of the knowledge they were acquiring. The Ministry’s
strategy was to refocus schools by trying to ensure that students developed the requisite cognitive
skills. The role of primary school was to help students learn how to acquire knowledge and that of
the secondary level to help them to acquire knowledge. The teacher’s job was to guide students to
sources of knowledge, as well as to assist them to access and to filter knowledge in order to pinpoint
knowledge relevant to them. Unfortunately, the education system in Jamaica is heavily invested in a
political way, and therefore very difficult to change.

                                15th Annual Retreat of the International Development Partners                                         2009

Principals would be required to shift focus from the knowledge-based GSAT to the Grade 4
Achievement Test, which was a literacy based test. The challenge was going to be to get principals
and school boards to embrace new goals specifically geared towards literacy. These efforts would
require the widespread recognition of the value to be achieved at the Grade 4 level, in comparison to
the expected achievements at the Grade 6 level. The Minister reported that approximately 25 per
cent of students leave school at the primary level illiterate, as opposed to roughly 50 per cent in
1980, thereby demonstrating improvement. It was within this vein that Minister Holness announced
the mounting of a National Literacy Campaign which would be publicized under the theme:
“Literacy for Life, Reading for Reason”. The overall strategy towards increasing literacy rates would
therefore be two-pronged, through the enactment of a Competence Based Transition policy along
with strategic literacy support.

Figure 4.2

                                                    Crudely Estimated Illiteracy at GSAT '05 - '09
                                                                                                   Com. Task (33)%: # of
                        52.0   25,150                                                              students scoring 33% or less
                                                                                                   on Communication
                                                                                                   Tasks, challenged
                        48.0                                                                       reader, unable to communicate
                                                                                                   in writing, follow simple
                        44.0                                                                       instructions, construction
                                                                                                   sentences. Demonstrated
                                                                                                   incompetence in basic literacy
                        40.0                                                                       skills. Functionally illiterate

                        36.0                                                                       Lang (33)%: # of students
                                        Functionally Illiterate
      % Score on GSAT

                                                                                                   scoring 33% or less: suggests
                                                                                                   difficulty reading, insufficient
                        32.0                                                                       knowledge of language, and
                                                                                                   level of literacy competence at
                                                     literate at or below Grade                    or below Grade 4
                        28.0                         4 Standards

                        20.0                                                                       Lang (25)%: # of students
                                                                                                   scoring 25% (guess score) or
                        16.0                                                              8,344    less in Language Arts.
                                                                                                   Suggests inability to read, a
                                                                            Illiterate             severe lack of knowledge of
                        12.0                                                                       the structure, rules and
                               5430                                                                interpretation of
                                                                                          5,048    language, possible special
                                                                                                   needs. Illiterate below grade 4
                           2005              2006                 2007             2008   2009     standards


Dr. Tortello also announced the establishment of a Book Start Programme which would see each
child in the early childhood sector given a bag with locally developed books. This was a strategy to
motivate parents to encourage their children to read. She noted that Jamaica’s children’s books
sector was not highly developed, and this initiative had been deemed a good strategy to jump start
the local children’s book industry.

               15th Annual Retreat of the International Development Partners                                   2009

The Ministry had also enacted a Family Literacy Programme which was a comprehensive
programme to promote reading and improve literacy skills starting with the basic unit of society –
the family. This was to be enacted through a partnership with the soon-to-be-established National
Parenting Support Commission (NPSC) and the Early Childhood Commission, the Jamaica Library
Service, members of the private sector and community-based organizations. The mode of delivery
of this programme is to be in the form of parenting seminars to discuss the benefits of literacy and
the role of the parent in promoting the love of reading among their children. Family reading
activities will also be created for parents and their infants at local libraries and clinics. This will be a
aided by a project tagged ‘Bookstart Jamaica’, which is geared towards providing the parents of
newborns with reading tips and locally developed books.

The Minister described the concept of developing Enrichment Centres as places in which teachers,
through the use of technology, would provide special attention to those children who were either
below or above average in educational performance, that is, those who display learning challenges
and those who are considered to be ‘gifted’ respectively. The Minister reported that to date, twenty
(20) enrichment centres had been established with the assistance of the private sector, at a cost of
approximately JMD$3 million for each centre. The locally based arm of the international
telecommunications company Digicel, had already committed JMD$34 million to this initiative.
Other organizations, namely, the Jamaica National Building Society (JNBS) and the Victoria Mutual
Building Society (VMBS) had also indicated that they would support the venture. The overall goal
was to establish one thousand (1,000) enrichment centres in most of the seven hundred and ninety-
two (792) islandwide, and as such, the Minister indicated that this was an area in which the IDPs
could lend support.

The Government had spent over JMD$7billion on the Education Transformation Programme, with
the majority of the investment going towards infrastructure. This Programme was an ongoing one
which was currently in its fifth year. The deadline for the Programme was April 2010, by which time
all initiatives were expected to be self-sufficient, with the exception of the Jamaica Leadership
College, which had a late start. Following the completion of the Education Transformation
Programme, the Ministry’s next step was to develop a National Education Plan.

A comprehensive literacy strategy was also expected to be rolled out by January 2010, with specific
focus on the following areas:
        Proficiency pathway
        The establishment of accountability matrices and standards
        Guides for the use of literacy programmes for Grades 1-3 and Grades 4-6
A Behaviour Management Strategy has also been drafted, along with a Citizenship Programme
which was currently being piloted. A value based curriculum guide had also been prepared for
infusion into the existing curriculum and co-curricula activities.

The Minister then went on to point out several other initiatives taking place within the Ministry of
   1. Drafting the Special Education Policy (submission to Cabinet pending)
   2. Creation of a registry of specialists
   3. Child Find Project on-going
   4. Systems audit in progress – Phase 1 completed

              15th Annual Retreat of the International Development Partners                        2009

   5.   Development of guidelines for teacher referral and identification
   6.   Review of draft management structure for the education sector
   7.   Development of special education transitioning plan
   8.   Preparation of a human resource development plan for the sub-sector

The upcoming plans for the year 2010 were identified as:
   1. Commencement of a pilot of two regions in readiness for full roll-out in 2012
   2. Continuation of the process for legal definition of NEI and JTC
   3. Continuation of the development and implementation functions of the NEI and JTC
   4. NEI to conduct one hundred and fifty (150) inspections
   5. Definition and establishment of NCEL and continuation of programme development
   6. Completion of the transition of transformational programmes into central Ministry
       operations (literacy, numeracy, behaviour, special education etc.)
   7. NEI to become operational (includes infrastructure programme)
   8. Continuation of the design of Quality Assurance system
   9. Commencement of capacity building to support transformation
   10. Obtaining Cabinet approval for J-TEC and commence activities for its establishment
   11. Synthesis of new programmes, policies and systems into a five (5) year National Education
       Plan (drafted)

The anticipated challenges for the upcoming year were cited by Minister Holness as:
   1. Fiscal space – the impact on implementation
   2. Impact of HR transition on programme implementation
   3. Speed of the process to establish new support legislation
   4. Possible impact from an IMF agreement

              15th Annual Retreat of the International Development Partners                               2009

4.2.   Karen Hilliard
       IDP Working Group Chair & USAID Mission Director
Dr. Hilliard commended the strong leadership of the Minister of Education who had clearly outlined
the priorities to be addressed and the path the Ministry intended to pursue. This she esteemed was
the main contributory factor to the success experienced by her respective working group over the
period under review. She expressed on behalf of the IDP working group that they were indebted to
the Minister for his clarity of vision.

She reported that the top three (3) priorities identified at the last IDP retreat were in the area of
eduction were:
       1. Early Childhood education
       2. Literacy and Numeracy
       3. Modernisation and transformation of the Education System

Other priorities identified were:
       4. Establishing a Parenting Support Commission
       5. Literacy and numeracy policies
       6. Programme for out-of-school youth
       7. National Education Trust

Dr. Hilliard reported that the group, in going forward, had focused on harmonisation of work and
joint planning and had also assessed their effectiveness. The latter exercise led to the development of
new approaches. In terms of process, the group had met periodically throughout the year. During
these meetings, the group had established feedback mechanisms to determine what was working and
what was not working within the group. The group had in turn:
         Established a matrix of priorities against which all programmes are to be aligned
         Developed TORs for the group, with input from the PIOJ, to define its role as an IDP
         group, as well as in relation to the thematic groups formed around the Vision 2030
         Developed a coordinated donor position to be fed into the larger group

The progress made in these areas had in turn led to:
       Greater alignment and support to thematic groups
       The merger of the Early Childhood Development group with the Education group to
       facilitate a complete life-cycle approach from birth to 24 years. They had also decided to
       include the youth at risk cohort (16 to 24 years). The intent was to move forward in the same
       vein over the course of the next calendar year.
       Increased aid effectiveness with the alignment of donor resources, and greater alignment of
       local priorities with the Paris Declaration
       Increased focus on building local capacity
       Enactment of results-based elements to projects to help Jamaica enhance accountability for
       policies, education strategies and performance
       Strong participation with GOJ partners
       Reduced duplication of efforts, along with rationalized donor activities, making them more
       cost effective
       Simplified donor policies

              15th Annual Retreat of the International Development Partners                                 2009

        Supporting the priority areas outlined by the Ministry of Education
        Donors coalescing behind local institutional strengthening
        Community of Practice (COP) for Education
        Education Section Expenditure Review

Dr. Hilliard reported that members of the group were satisfied that their priorities were in keeping
with the requirements of the Paris Declaration and noted that they had:

    1. Provided technical assistance for Grade 4 literacy and Numeracy tests
    2. Established monitoring and evaluation approaches that were being absorbed in the
       transformation agencies
    3. Launched a cross-national report card effort where Jamaica’s performance would be
       measured against that of other countries in the region

Dr. Hilliard reported that the group had rationalised its activities to facilitate cost effectiveness and
reduce duplication. They had also attempted to simplify their policies and worked cooperatively as
much as possible. She highlighted the examples of: (1) a project jointly implemented by the World
Bank and the USAID in supporting the National Education Trust, in which the project document
was crafted by both entities in such a way as to leverage the strengths of each agency and (2) the
collaboration between The World Bank and the IDB that had also collaborated closely on the loans
that had financed the Education Sector Expenditure Review through the use of one implementing
unit, one common operations manual and one accounting manual.

Dr. Hilliard reiterated that the group’s approach had been more efficient, allowing the Ministry
access to all funds available. She said the priorities going forward would be the same as discussed in
2008 and recommitted the support of the IDPs in achieving the goals of the Ministry.

               15th Annual Retreat of the International Development Partners                               2009

General Discussion/Question & Answer

          Questions/Comments                                              Responses
Pierre Somse, UNAIDS                                   Hon. Andrew Holness, Minister of Education
The MDG is to achieve 100 per cent literacy by         The challenge faced by the politicians was that the
2015. With all the challenges of debt, what is         public required results, and as such, the targets
the probability of meeting this goal, especially in    could have been no less ambitious. The target is
view of the slow progress being made in the            nevertheless achievable through a system of
transformation programme?                              accountability and the proper utilization of
                                                       resources. It was not about putting new resources
                                                       in place but rather using existing resources more
                                                       efficiently and effectively; by providing guidance
                                                       and support, as well as providing the nation with
                                                       information regarding the Ministry’s performance.

                                                       No child would sit GSAT in 2011 unless he or she
                                                       had been certified literate at the Grade 4 level, and
                                                       failing schools would in turn be identified through
                                                       the level of repeat at that level.

                                                       Karen Hilliard, IDP Working Group Chair &
                                                       USAID Mission Director
                                                       The working group had focused on early
                                                       childhood, literacy and numeracy as a priority.
                                                       USAID had identified the 71 worst performing
                                                       primary schools and trained people in instructional
                                                       technology and the use of more creative learning
                                                       material. By the time the programme ended 68 of
                                                       the 71 schools had surpassed the national averages
                                                       in literacy.

                                                       The USAID was currently working with
                                                       UNESCO, UNICEF, the World Bank and others
                                                       to focus on what happens in the classroom.

Minh Pham, United Nations Resident Hon. Andrew Holness, Minister of Education
Mr. Pham indicated that he was not sure The Minister responded that this issue was based
whether the budget support intended for the on the actions/inaction of the Ministry of Finance.
various Ministries, agencies and departments
actually reached them, since the disbursement
of funds was based on specific requirements
which in his estimation had been exceeded. Mr.
Pham posed the question as to whether or not
the intended funds got stuck elsewhere.

               15th Annual Retreat of the International Development Partners                               2009

          Questions/Comments                                              Responses
Vivian Gray, CIDA                                      Hon. Andrew Holness, Minister of Education
In relation to the National Education Trust            The idea was to find a way to attract and mobilise
Fund and the Inspectorate, what was the cost           philanthropic support locally and overseas from
of capitalising projects? Would funding be             within the diaspora. Any commitments made by
coming from the national budget?                       the Government would be considered and will
                                                       eminently become debt, thereby making it very
                                                       difficult to avoid the effects of fiscal constraints.

                                                       The first challenge was to stay within the fiscal
                                                       space given for education. The second challenge
                                                       was to find funds. Funds could be found from
                                                       Trust funds, and pension funds were always
                                                       seeking long-term projects for financing. There
                                                       were also cash rich agencies in within the
                                                       Government from which funds could be sourced.

                                                       There was also the issue of the education tax that
                                                       had been established for the purpose of funding
                                                       education development, but which had never been
                                                       placed in a dedicated fund. The IMF did not find
                                                       the establishment of dedicated funds acceptable
                                                       unless it was dedicated for a set time period.

                                                       The Minister was however confident that solutions
                                                       could be found and confident of the private
                                                       sector’s support.

Sonia Gill, UNDP                                       Hon. Andrew Holness, Minister of Education
Regarding the role of engagement with civil            In terms of parenting support, the Government
society, it was apparent that the transformation       did not intend to set up parallel institutions but to
programme was primarily state led, relying on          support and direct resources to existing agencies
state infrastructure, particularly during a time of    whose programmes were aligned to national goals.
resource limitations. How could civil society
become more engaged in work geared towards             An education trust fund is to be established first,
what the Ministry was already trying to achieve?       followed by a Health Trust Fund. The Ministry
                                                       was working with the private sector on literacy
                                                       issues. Four presentations had already been made
                                                       to individual companies: Digicel, Lime, VMBS and
                                                       JNBS, presentations which were well received and
                                                       very successful.

              15th Annual Retreat of the International Development Partners                             2009

         Questions/Comments                                             Responses
Ronald Jackson, ODPEM                                Hon. Andrew Holness, Minister of Education
A clear strategy had been outlined in early          There were clear signals given by the IDPs that the
childhood, primary and secondary education.          Government needed to realign expenditure from
However, there is concern regarding the              tertiary to early childhood, primary and secondary
assessment of graduates of tertiary institutions.    levels of education. The thinking of the
What was the parallel strategy in keeping            Government was that while tertiary education was
graduates in the country?                            extremely positive, the other levels of education
                                                     represented a greater public good. In essence, the
                                                     closer you are to market, then the more you
                                                     should pay. The early childhood, secondary and
                                                     primary students couldn’t repay student loans,
                                                     however tertiary students could. The Government
                                                     planned to undertake a comprehensive reform of
                                                     the tertiary education sector in keeping with its
                                                     potential to be ‘big business’. If they could
                                                     produce students that could be assimilated into the
                                                     markets of other countries, then it could be seen
                                                     as a productive business enterprise which could
                                                     serve the Caribbean and some Latin American
                                                     countries, for example in the areas of sports,
                                                     business, medicine and agriculture. The challenge
                                                     was to set up a robust, affordable credit system for
                                                     tertiary education, in efforts to increase access to

                                                     The Government therefore had to expand the
                                                     student loan system, as well as to establish a
                                                     system of bonding students who accessed these
                                                     loan facilities in an effort to get them to work off
                                                     the government investments which they had
                                                     received. It was necessary to change the
                                                     relationship between the universities and the
                                                     Government which currently gave the sector a
                                                     dead subsidy: University of the West Indies got
                                                     JMD$7 billion in the past year, while the
                                                     University of Technology received JMD$2 billion
                                                     and the other universities received approximately
                                                     JMD$4 billion in total. The Minister suggested
                                                     that the funding should be given to the Student
                                                     Loan Bureau (SLB) and the debt on the loans
                                                     treated as a sort of ‘mortgage’. The Minister also
                                                     pointed out that the Government was not
                                                     interested in restricting graduates.
         Questions/Comments                                             Responses

              15th Annual Retreat of the International Development Partners                            2009

Ronald Jackson, ODPEM                               Hon. Andrew Holness, Minister of Education
The premise is based not so much on the             The competition within the tertiary sector could
resources assigned to the sector but the quality    only lead to improvement in quality, especially
of the education received, were the procedures      when universities had more initiative. The
and mechanisms adequate and not in need of          Government’s role was not to create barriers but
improvement?                                        to create a level playing field. The strategy was to
                                                    create a Tertiary Commission to define the
                                                    relationship between the Government and
                                                    universities. Following this, quality and value
                                                    could be quantified, and a parallel tertiary space

              15th Annual Retreat of the International Development Partners                            2009

Session 5: National Security, Justice and Crime
5.1.   Major (Ret.) Richard Reese
       Permanent Secretary, Ministry of National Security

Major Reese identified the lack of progress on the legislative agenda as a major source of concern
and challenge in the Ministry of National Security. He noted that the lack of achievement pointed to
the dire need for increased support in building capacity to bring the required amendments on board.
The immediate focus was on amendments that impacted revenue-earning activities, particularly
those requiring immediate action.

In presenting a picture of the security environment, he reported that major crimes were 22 per cent
higher than in the previous year. Two categories of violent crimes, murder and rape had continued
to show a decline while shooting and carnal abuse had shown an increase. All categories of property
crimes had increased. Approximately 30 per cent of Jamaicans had been criminally victimized in the
past 12 months as opposed to 24 per cent in 2006. Additionally, the JCF was in the process of
addressing accuracy and accountability in its reporting on crimes.

Major Reese reported that the policy framework of the Ministry was guided by the international
agreements and instruments which included:
    1. The Inter-American Convention against Terrorism
    2. The UN Convention against Transnational Organised Crimes (2000)
    3. The Protocol to Suppress and Punish Human Trafficking
    4. The Protocol Against Illicit Manufacturing and Trafficking in Firearms & their parts
    5. Maritime and Air Space Agreements and
    6. The Vision 2030 objective - “To increase our sense of security by transforming our society
       into one which conforms to the rule of law, respects the rights of all and coalesces around a
       set of shared values.”

This policy framework for the Vision 2030 is focused around (5) strategies, namely to:
   1. Strengthen the capacity of communities to participate in creating a safe and secure society
   2. Reform and modernize the law enforcement system
   3. Improve the security of the border and territorial waters
   4. Strengthen the anti-capability of law enforcement agencies
   5. Strengthen the management, rehabilitation and reintegration of clients of correctional

Regional Agreements enacted during the year included:
       The Caribbean Basin Security Initiative
       US-Jamaica Bilaterals
       Proposed MOU between Jamaica and Haiti
       The Dominican Republic/Haiti/Jamaica sub-regional agreement was also currently being

              15th Annual Retreat of the International Development Partners                              2009

According to Major Reese, key items on the Ministry of National Security’s 2009/10 agenda were as
    1. Gang Reduction Strategy
    2. Anti-Gang Legislation
    3. Small Arms Policy
    4. Managing Official and Unofficial Ports of Entry
    5. Port Security Act
    6. Aviation Risk Assessment
    7. Implementation of the JCF Strategic Review Recommendations
    8. Crime Prevention and Community Safety Strategy
    9. Anti-Gang Strategy
    10. Support for the National Identification System
    11. Rehabilitation and Reintegration of Deported Persons and Ex-offenders
    12. Prison Population Reduction Policy

Major Reese provided an overview of the progress made in relation to the implementation of the
JCF Strategic Review which was commissioned in July 2007 and completed in May 2008. The review
did not cover all the divisions, as priorities had to be reordered in keeping with fiscal constraints.
The JCF had however assumed oversight for the Legal Medicine Unit with the intention of
transforming the Unit. From this review, one hundred and twenty-four (124) recommendations were
submitted and accepted by the National Security Council.

Recommendations of the Review included improvements to police stations islandwide,
improvements to the Twickenham Park training facility, expansion of prison capacity and the
training of personnel. Major Reese noted that the overall implementation of recommendations had
commenced in the broad strategic areas of culture and the establishment of a 1-800 hotline.
Additionally, anti-corruption was being addressed through the vetting of the Conflict of Interest
policy, and the roll out of this vetting policy had already commenced. Other issues addressed
included culture, transformation, anti-corruption measures accountability, leadership and
management framework, and professionalization.

Major Reese pointed out that the merger of the Police Services Commission and the Police Civilian
Oversight Authority had been set in train with the holding of bipartisan meetings, as part of further
efforts to increase oversight and accountability.

The Major outlined the policies which he deemed to currently have operational impact as follows:
      Safe Community Policy
      Small Arms Policy
      Trafficking in Persons (TIP) Task Force
      Organised Crime in collaboration with the Financial Investigation Division (FID)and the
      Jamaica Constabulary Force (JCF) and capacity building for the Proceeds of Crime and Anti-
      Gang programmes
      Community Policing and Closed Circuit Television (CCTV)
      Further strengthening of electronic systems, for example the Automatic Fingerprinting and
      Identification Systems (AFIS) was being expanded to include the Department of
      Correctional Services and the Firearms Licencing Authority. The initiative will be to

             15th Annual Retreat of the International Development Partners                             2009

       introduce a split database to capture non-criminal prints. Finger printing of all individuals
       applying for passports will also become a requirement.

Major Reese informed the group that inter-ministerial collaboration was being conducted through
MOUs with the Ministry of Education, and the Ministry of Youth and Culture’s Safe Schools
Programme. What is being proposed is the establishment of an inter-ministry security committee
and a Safe Community Policy. He noted that the ability to manage the assets of JCF and to maintain
equipment re readiness for deployment was critical to the success of the above. He concluded his
presentation by highlighting what he considered the centrepiece of all challenges -- the timely
legislative reform for revenue generation and compliance.

                15th Annual Retreat of the International Development Partners                             2009

5.2.    Robert Rainford
        Permanent Secretary, Ministry of Justice
The Government recognised the urgency of the transformation of the justice system for the benefit
of all Jamaicans. The Permanent Secretary reported that the Justice Reform Recommendations
presented by the Jamaica Justice System Reform Task force in June 2007 had guided the priorities of
the Vision 2030 National Development plan and the 2009-2012 Medium-Term Socio-Economic
Policy Framework. Support for the implementation of recommendations and other commitments
for Justice Reform made in the five-year Jamaica Justice System Reform Policy Framework were
accessed through CAD$6 billion in funding from the Canadian Government.

He noted that the review of the justice sector which had resulted in the development of these
recommendation, had been undertaken by the Canadian Bar Association (CBA) and the Public
Sector Modernisation Programme in keeping with the Government’s overall modernisation plan.

Mr. Rainford indicated that the framework which had been approved by Cabinet in March 2009
creates a vision for justice reform, and sets out seven (7) strategic objectives towards achieving that
vision. These objectives are:
    1. The fair and timely resolution of cases
    2. To improve access to justice
    3. To strengthen the judiciary and workforce
    4. To strengthen the linkage between justice sector institutions
    5. To establish a sound court infrastructure
    6. To implement a social component to the delivery of justice
    7. To strengthen public trust and confidence in the justice system

Table 5.1
Summary of Projects of the Ministry of Justice
           Project                         Donor                           Areas of Support
Support for the Economic        EU/European Development             Child Justice (Diversion Feasibility,
Reform Programme (SERPIII)      Fund (EDF)                          Remand Centre for Girls)
                                                                    Drug Court
                                                                    Lucea Family Court
Citizen Security and Justice    Inter-American Development          Capacity Strengthening of the Police
Programme (CSJP)                Bank (IADB)                         Public Complaints Authority
                                                                    Equipment and Training for the Family
                                                                    Social Workers for the Victim Support
                                                                    Diagnostic Study of the Justice Sector
                                                                    ‘End-to-end Automation Requirements’
                                                                    Capacity Strengthening of the MOJ

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           Project                          Donor                         Areas of Support
Justice Undertakings for Social   Canadian International           Order in Institutions, Legislations &
Transformation (JUST)             Development Agency (CIDA)        Society
                                                                   Capacity strengthening in the MOJ,
                                                                   ODPP & the Office of the Chief
                                                                   Parliamentary Council
Restorative Justice Programme,    Canadian-Caribbean               Review of Court Processes and Systems
Phase III                         Cooperation Fund                 Policy Framework for Transformation
                                                                   Restorative Justice Conference
                                                                   Restorative Justice Training (community
                                                                   practitioners, public service providers)
                                                                   Public Awareness
Security Sector Reform            European Union (EU)              Jamaica Justice System Reform Policy
Programme (SSRP)                                                   Agenda Framework Implementation
                                                                   Backlog Reduction Strategies
                                                                   Anti-Corruption Legislation
Restorative Justice Policy        United Nations Development       Restorative Justice Policy Development
                                  Programme (UNDP)                 Establishment of a Restorative Justice
                                                                   Conduct Study on the Gender Barriers
                                                                   Associated with the Access to Justice
National Plan of Action for       United Nations Children’s        Diversion Committees
Child Justice                     Fund (UNICEF)                    Training
                                                                   Public Awareness
New Traffic Ticketing System      International Development        Traffic Ticketing system in all Resident
                                  Bank (IDB)                       Magistrates Courts.

Mr. Rainford pointed to the Ministry of Justice’s success in meeting the conditions for the release of
the first fixed and variable tranches of €15.5 million budget support under the EU Security Sector
Reform Programme (SSRP) and outlined the conditions agreed for the release of the next
disbursement. These were:

    1. Implementation of the Justice Transformation Policy Agenda Framework Activities for
    2. Collaboration with the Ministry of Finance to ensure adequate budget support for the
       implementation of the Justice Transformation Framework by 2010/11, as specified within
       the costed action plan
    3. Increasing the complement of Supreme Court Judges from a baseline of twenty six (26);
       Masters in the Supreme Court from baseline of one (1); Court of appeal judges from a
       baseline of seven (7); and Resident Magistrates (RMs) from a baseline of fifty four (54)
    4. Whistleblower Legislation tabled in Parliament
    5. Appointment of an Independent Commission for the Investigation of Excesses and abuse
       by agents of the State

              15th Annual Retreat of the International Development Partners                                2009

In the area of community justice, he reported that the Community Justice Tribunal was being piloted
in four (4) communities, namely Granville, St James; Spanish Town, St Catherine; May Pen,
Clarendon and Tower Hill, St Andrew. He noted that most of the crime in the island was
committed in these areas. The initiative was in keeping with the Restorative and Community Justice
Conference in May 2009, which saw approximately four hundred (400) persons in attendance. The
aim of the conference was to:
        Introduce through training, the principles and practices of effective community justice
        Develop with participants, steps to be taken to establish community justice tribunals in
        targeted communities
        Develop a database to foster the collaboration with partners for Restorative Community
        Justice Implementation

The conference addressed the following topics:
       1.     Moving from policy to practice
       2.     Community Justice Tribunals
       3.     Criminal Justice System
       4.     Engaging communities in the community justice process
       5.     Developing a Community Justice Tribunal Model
       6.     Designing a Community Justice Tribunal in Jamaica
       7.     Designing Services to target Youth and other vulnerable groups

In October 2009 the Ministry, with the technical support of the International Institute for
Restorative Practices (IIRP), commenced training of fifty (50) Justices of the Peace, community
leaders and other justice sector personnel in restorative practices. Training was carried out in various
areas including an introduction to Restorative Justice Practices. The practicum component of the
capacity building exercise would be completed by February 2010. This is intended to be the capacity
building phase in which the participants involved in the preliminary training processes will carry out
activities in furtherance of the Ministry’s Restorative Community Practices Programme in the above
mentioned pilot communities. Twelve (12) persons would be selected to participate in a workshop
to be facilitated by the IIRP for the training of trainers. The Ministry was currently attempting to
identify a national technical advisor in restorative justice to help in driving the project forward.

He commended the work of the development partners UNDP, UNICEF, the British and the US
Governments, as well as all the IDPs that had aligned themselves with justice reform. Mr. Rainford
indicated that the current strategies for the 2009/10 fiscal year were geared towards three (3) main
         1.     Fair and timely case resolution
         2.     Establishing a sound court infrastructure
         3.     Strengthening public trust and confidence in the justice system.

The Permanent Secretary reported that the case management programme was scheduled to be
turned over to the Ministry in March 2010. This programme identified court reporting as one of the
major challenges of the justice system. Court reporting was a critical element in speeding up the
process of justice administration and delivery. He noted that real time court reporting had been
installed in the Supreme Court and the Court of Appeal. Efforts were also being made to roll out the

              15th Annual Retreat of the International Development Partners                             2009

same equipment in the parishes, and in twelve of the island’s circuit courts. He requested the
assistance of the development partners in achieving this goal.

In attempting to establish sound court infrastructure, the Ministry intended to build new court
houses. The flagship programme was the establishment of the Justice Square in Downtown
Kingston. The Ministry had acquired the piece of property located at 54 King Street and would be
rehabilitating the former NCB building as part of this programme. The Ministry was also in the
process of identifying land in Mandeville and St James to establish family courts. Judicial complexes
were being planned for Morant Bay, Port Maria, Falmouth, Black River, Portmore and Spanish
Town. The Ministry was also looking at the development of regional justice complexes in Montego
Bay, Mandeville and St Ann’s Bay.

Public trust and confidence in the judicial system was being encouraged by:
        Continuing work on the establishment of the Office of the Special Coroner.
        Installing a Special Prosecutor to lead the Independent Commission into the investigation
        of abuse by agents of the state
        Building capacity in institutions, for example through the establishment of a Justice Reform
        Implementation Unit and the Court Management Services, as well as the development of the
        independence of the judiciary.
        Expanding and developing the Justice Training Institute
        Public Education

Mr Rainford thanked the IDPs for the focused way in which they had assisted the Ministry. In
moving forward, he declared that the Ministry would continue to work on the Restorative Justice
Programme, to look at the study on gender barriers to justice, implant the justice component of the
IDB financed Security and Justice Programme, establish at least ten (10) community justice tribunal
panels and commence its formulated construction programme.

              15th Annual Retreat of the International Development Partners                              2009

5.3.   Minh Pham
       IDP Working Group Chair & UN Resident Coordinator
Mr. Pham said he would present his overview of the activities of the working group by answering
the three (3) questions: What have we done in 2009? What were the challenges and lessons learnt?
What are the priorities identified for 2010?

The working group consisting of representatives from CIDA, DFID, UNICEF, USAID, World
Bank and the EU, had met eight (8) times. He stated that the group was also joined by members of
the two ministries from time to time.

First, one of the major questions was how to transform the JCF Reform Programme, with its over
120 recommendations, into an implementable programme, bearing in mind cost and resource gaps.
For this purpose he declared, it would be necessary to coordinate the interventions and the
allocation of resources. Mr. Pham also informed the group that within the JCF Review there was
another sub group comprising representatives from DFID, USAID and the EU that supported the
police reform programme.

Second, at the request of PIOJ and the Prime Minister the group had looked, in a comprehensive
way, at major interventions at the community level on matters related to community security,
making note of how interventions worked, or not and their impact and the level of coordination.
Recommendations made included structure, coordination, harmonisation and impact that will be in
turn translated into a community security strategy. The assessment will be tabled to Cabinet very
soon to be translated into community strategy. He noted that the JCF Strategic Review
implementation plan was a good template for other IDP coordination initiatives to follow.

Third, achievement was the establishment of a Community of Practice, an electronic network to
bring together practitioners in the same area to facilitate the exchange of experiences which could be
synthesised into a body of knowledge. The electronic networking method resulted in the reduction
of transaction costs. The Community of Practice was is managed by a facilitator who acts a ‘traffic
cop’ by managing the discussions. There were plans to establish a few more within other sectors,
for example education and environment.

Finally, Mr. Pham went on to state that Justice was an emerging portfolio for the working group
which would take priority in 2010. The JUST programme, funded by CIDA, would be a good
starting point for the group. He cited the current challenges and lessons learnt:
    1. Leadership, particularly government leadership was critical
    2. Coordination and alignment had a cost, and requires commitment in the form of both time
         and resources. This particular working group had been fortunate to have obtained the
         assistance of CIDA in funding the costs of coordination.
    3. The JCF implementation is a good template to follow in terms of coordination and
         alignment of resources, along with apportioning the division of labour.
    4. The Ministry of Justice and the Ministry of National Security have worked closely together in
         concrete joint activities
    5. It is important to identify ways in which budget support intended for the line Ministry can
         be unlocked.

              15th Annual Retreat of the International Development Partners                               2009

Mr. Pham stated that the initial priorities for 2010 would include a continuation of the work that the
group had already been doing with focus on justice, community security strategy and community
policing. It would also be critical to devise methods to marry law and order with social interventions,
in efforts to make them come forward as a package.

Mr. Pham concluded by stating that he looked forward to continuing to support these efforts and
the Government, and expressed his pleasure in working with the group.

              15th Annual Retreat of the International Development Partners                              2009

General Discussion/Question & Answer

          Questions/Comments                                           Responses
Barbara Scott, PIOJ                                Major Reese, Permanent Secretary, MNS
The PIOJ has been working with the Ministry in     The challenge was in resourcing the
the area of the establishment of a                 Transformation Centre. Another critical area was
Transformation Centre which is an excellent        that of housing juvenile offenders. The Ministry
concept. There have already been initial           did not have sufficient estate with the requisite
discussions with some partners, but the Ministry   facilities for juvenile offenders, especially for girls.
had not yet secured the level of buy-in they had   The Armadale Enquiry had demonstrated the
hoped to receive. Major Reese could probably       inadequacy of estates for housing juveniles. The
make the case better than the PIOJ, as it would    Government was seeking to make provisions in
be transformational if Jamaica managed to have     the upcoming budget to address these areas. A
a Transformation/Rehabilitation Centre.            Cabinet submission was also currently being
                                                   reviewed in relation to the electronic monitoring
                                                   of offenders.

                                                   Under the transformation effort being led by Dr.
                                                   Patricia McCalla, the Ministry would be making
                                                   recommendations regarding children in state care
                                                   in terms of introducing case management practices
                                                   common to the CDA and the Department of
                                                   Correctional Services.
Helen Jenkinson, Delegation of European Major Reese, Permanent Secretary, MNS
Security and Justice are obviously inseparable.     No funding support had been utilised by the
                                                    Ministry in achieving the first set of objectives,
There is a misunderstanding regarding what since all but one requirement had been met. Some
budget support was. Under The European funding ($154 million) had been secured for the
Commission, budget support funds were second set of objectives. It is recognised that there
disbursed when certain conditions were met. is a challenge between the objectives of the
Additional funds would not be disbursed until Ministry and the wider demands of the
the next set of conditionalities had been met. consolidated fund. The Ministry was however
The purpose was to support the Government’s expecting to achieve other conditionalities in terms
policies, and it was up to the Government to of anticipated budget support.
show how they achieved it.
                                                    Robert Rainford, Permanent Secretary, MOJ
The next tranche of budget support for the The Ministry had surpassed its requirements, and
Security and Justice sector might be a little more with support from CIDA had managed to put a
difficult to deliver as the next set of results and dent in backlog. From the policy perspective and
conditionalities were tied to legislation around legislative drafting aspect, the Ministry had
which there had been an evident bottleneck. The support, since the Ministry had been trying to
appeal is therefore made to other donors who engage retired drafters locally and internationally
were in a position to assist, to do so.             in attempts to build capacity in the legislative

              15th Annual Retreat of the International Development Partners                            2009

Session 6: Food Security

6.1.   Dr. Mark Panton
       Chief Technical Advisor, Ministry of Agriculture and Fisheries
Dr. Panton, on behalf of the Ministry of Agriculture and Fisheries, thanked the International
Development Partners for their work and continued support in terms of driving the success of
agriculture and food security in Jamaica.

He reminded the meeting of the issues identified by the thematic groupings as the factors that
affected food security:
        High food import bill - US$880 million in 2008
        Declining agricultural productivity and production
        Escalating cost of inputs
        Nutrition/chronic lifestyle diseases
        High fuel costs

Dr. Panton proceeded to present an overview of the sector in 2009. Data from STATIN had shown
that Jamaican consumers were eating more locally grown foods. Also, the value of food imports had
declined by 28 per cent, possibly due to reduced demand as a result of economic hardships. The
Ministry’s productivity programme had also boosted production in the food sector. This strategy
was focused on 12 crops for which incentives were offered by way of agricultural inputs to
encourage production. Increases of 16 per cent, 22 per cent and 20.6 per cent had been recorded for
2009 when compared with first three quarters in 2008. Based on figures shown, the sector had
demonstrated real growth based on targeted efforts by the Ministry. In turn, the PIOJ had reported
that the agricultural sector had performed creditably: crops such as onions, potato and carrots, as
well as fish farming showed significant increases in productivity, and had made an overall
contribution to the state of the economy. There was also evidence of improved livelihoods in some
farming communities.

Improved performance was due to:
   1. Implementation of the Production and Productivity programme
   2. Doubling of RADA extension officers (60 hours of continued education per year)
   3. Renewed interest and assistance from IDPs
   4. Increase in the number of irrigation schemes to over 800
   5. Technical assistance to farmers and water users in mitigating risk in form of drought,
   6. Diversification of agricultural activities in banana producing areas
   7. Increasing confidence of farmers in accessing marketing information
   8. Promoting proper post-harvest techniques (storage, transportation etc.)

Considerable progress had been made in implementing food security. Short-term measures
combated the effects of the high cost of inputs, and increased public education and projects such as
backyard gardens were very successful. Increased assistance was needed however to foster greater
progress. The aim was to increase productivity levels and to take it to the next level.

              15th Annual Retreat of the International Development Partners                                2009

Land suitability and availability was identified as a critical issue. Land use policy and surveys had to
be utilised to determine the fit between crops and available land, and in turn, there had been the
implementation of the Agro-Invest Corporation which matched investors with lands.

Other strategies include:
       Promotion of the use of modern technology in enhancing productivity; was looking at
       initiatives such as small tools
       Increasing consumption of locally-produced foods
       Programme to foster greater public awareness
       A large percentage of raw materials used in the school feeding programme were imported.
       The Ministry was therefore looking at the use of locally produced liquid eggs to substitute
       imported buttermilk, as well as the incorporation of locally produced melon, june plum and
       citrus juices in the school feeding programme.
       Reduction of lifestyle diseases
       Promoting the value chain production, from the farm to the fork, eg. cassava pancakes,
       guava jams
       Establishing links with supermarkets, processors etc.
       Expanding the pool of loan funds

Dr. Panton reported that the Ministry planned to launch a programme to provide increased financial
access for farmers. Farmers needed to be encouraged to approach farming as a business in order to
create wealth, through the development of a credit history which would ensure their continued
access to financing. He added that the Development Bank of Jamaica (DBJ) was working with a
number of financial institutions to accept 50 per cent collateral loans from farmers. The Ministry, in
the meantime, was focusing on research and development, and there was a project underway which
involved the development of a database of information related to farmers across the island. Dr.
Panton informed the meeting that the Ministry was boosting demand-driven research and
development programmes at Bodles and Hounslow to drive agriculture. Another important initiative
highlighted was the development of post-harvesting infrastructure across island. The private sector
would be the driver in this area.

Dr. Panton identified praedial larceny as a major problem, and indicated that his Ministry would be
making attempts to collaborate with the Attorney General’s Department and the Ministry of
National Security to attack the problem. So far, the Ministry had made strides in combating this
problem through the hiring of a Praedial Larcency Co-ordinator, having preliminary looks at
potential pieces of legislation and the institution of traceability systems.

It was also indicated that sustainable development was to be pursued in the Fisheries Sector. This
initiative was expected to involve:
         Banning of night diving
         Establishment of fish sanctuaries
         Upgrading of licencing and regulatory systems
         Amending the Fisheries Bill
         Promoting sustainable forestry through the development of a Forestry Management Plan
         Development of agricultural insurance

             15th Annual Retreat of the International Development Partners                           2009

Dr. Panton informed the IDPs that in 2010 the Ministry of Agriculture and Fisheries would be
working alongside them in the following priority areas:
       Instituting an integrated approach in the implementation of the National Agricultural Plan
       Development of a National Food and Nutrition Security Policy in association with the
       Caribbean Food and Nutrition Institute
       Providing support for the Praedial Larcency Programme
       Continuing support for Disaster Risk Mitigation initiatives
       Commissioning a study to examine the challenges of the food import bill and recommend
       strategies for its reduction
       Developing an integrated approach to food security to include coordination with the
       thematic groups to address social and economic issues that affect food security
       Strengthening of the capacity of the Centre of Excellence for Advanced Technology in
       Agriculture (CIATA) in fulfilling its mandate of coordinating the research agenda for
       Providing of technical support in the form of capacity building in the value chain approach
       Providing assistance to other ministries to protect the food safety system and develop
       adequate systems for traceability
       Identification of mechanisms for measuring the IDP impact on food security. The IDB
       workshop to be held in January 2010 would be a good starting point to review the
       quantitative impact of donor support on the funding of the budget.
       Development of effective mechanisms for collaboration between IDPs and
       Obtaining assistance for the Ministry in the form of updating the strategic framework for
       donor cooperation to complement the sector’s plans.

Dr. Panton again thanked the IDPs for their cooperation and support and expressed that he was
looking forward to further dialogue as they worked towards improved food security in Jamaica.

              15th Annual Retreat of the International Development Partners                              2009

6.2.   Mr. Dunstan Campbell
       IDP Working Group Chair & FAO Representative
Dr. Campbell reported on the activities of the thematic group in the area of agriculture. The working
group which comprised of representatives from the EU, IDB, USAID, UNDP, WB, FAO, IICA
and the Ministry of Agriculture and the PIOJ, met three times during 2009. A major issue had been
formulating a definition for food security and identifying the participants. The group recognised that
food security also impacted health and education, and as such representatives from those sectors
were to be invited to join the thematic group in 2010.

When the activities of development partners were compiled, it demonstrated that they had
contributed significantly to the progresses made in agriculture in 2009. Regardless, the absence of a
harmonisation plan meant that the group was unable to coordinate activities as well as it should
have. In 2009 there was more bilateral cooperation with the individual IDPs, efforts which provided
the ability for the group to keep abreast of what each other was doing and set the stage for improved
performance in 2010.

According to Dr. Campbell, information and reports were shared, and in this way they were able to
learn what each agency was doing. For example, it was discovered that the IDB, WB and FAO were
all working on the issue of agricultural insurance, without the advantage of collaborating efforts.

Dr. Campbell noted that though there had been progress in individual portfolios, gaps continued to
exist in the area of food security, and as such the initiatives for the upcoming year would include:

       Definition of a framework for food security in Jamaica
       Enactment of the necessary interventions based on the established definition
       Implementation of data to measure the impact of IDPs level of funding to MOAF and the
       Identification of mechanisms for more effective collaboration.

              15th Annual Retreat of the International Development Partners                           2009

General Discussion/Question & Answer

          Questions/Comments                                            Responses
Pierre Somse, UNAIDS                                 Dr. Panton, Ministry of Agriculture & Fisheries
In relation to social and economic factors of food   In Tanzania 70 per cent of the population was
security -- in Africa cultural practices and         involved in agriculture making the country totally
indigenous knowledge about agriculture played a      self sufficient in food. However, in Jamaica, the
key role in agricultural development. Was this       Ministry wanted to change the existing concept of
taken into consideration in Jamaica?                 subsistence farming in Jamaica and to focus on
                                                     productivity and best practices including business

Minh Pham, UN Resident Coordinator                   Dr. Panton, Ministry of Agriculture & Fisheries
How would self-reliance be balanced against the      Previously, developing countries were told that if
ultimate costs of food? How would a food             they couldn’t produce food at the price of global
summit inform future discussions? How would          market they should not produce. This resulted in a
one grow on their own and how much does the          food crisis.
country buy from outsiders? It was not logical to
rely on imports. What was the balance between        The point was raised in Rome that support should
self-sufficiency and self-reliance versus reliance   be provided to farmers to enable them to achieve
on the external market for food security? Has        food security. Tanzania was now achieving food
such an issue ever been discussed?                   security and in those African countries where there
                                                     was starvation, it was due to war and natural

                                                     The increase in extension officers to correct the
                                                     national situation was commendable but tools are
                                                     needed if the work is to be carried out effectively
                                                     and efficiently. Currently, 95 per cent of the budget
                                                     for extension officers is dedicated to the provision
                                                     of salaries and 5 per cent to programming. This
                                                     expenditure was insufficient to adequately respond
                                                     to the challenges

                                                     The paradigm needed to be redefined with more
                                                     emphasis being placed on women and youth in
                                                     developing food security.

15th Annual Retreat of the International Development Partners   2009

 Day Two:
Overview &

              15th Annual Retreat of the International Development Partners                              2009

                               Day Two – November 25, 2009

Mr. Minh Pham
United Nations Resident Coordinator in Jamaica

Mr. Pham raised a number of points from the previous day’s discussions and presentations which
    1. The difficult days ahead due of the size and gravity of the problems being faced in Jamaica
    2. Doing more with less and value for money in the context of diminishing resources
    3. The retrenchment of the public sector
    4. The issue of the debt overhang

The feedback from the working groups endorsed the way in which all were operating. The groups
had made progress and the Government’s leadership and engagement was seen as critical to the
success of the working groups. Mr. Pham expressed his gratitude for the leadership and engagement
enjoyed. He also commended the modus operandi which had facilitated cross-sector discussions that
would not have taken place without the working groups.

He posited that he did not subscribe to the idea that certain issues were too sensitive to discuss. He
emphasised that the raison d’etre of the each working group was the ability to share frankly whatever
was on the agenda. He then ascribed the debt issue as being of critical importance, and as such, in
his estimation, it would irresponsible not to raise it.

In outlining the day’s programme he noted that the first two presentations pointed to the
vulnerability of the country. He observed that the third presentation to be made by Leila Palmer
would provide an excellent umbrella under which to discuss the national priorities.

He concluded his remarks by thanking all participants for attending.

  15th Annual Retreat of the International Development Partners        2009

                                                        Pan American


    Part 3:                                             The Office of
                                                        Preparedness and
Presentation on                                         Emergency
the H1N1 Virus

              15th Annual Retreat of the International Development Partners                              2009

Session 7: H1N1 Virus Presentation

7.1.    Ernest Pate
        PAHO/WHO Representative
Dr. Pate first presented an overview of the global situation relating to the H1N1 epidemic. He
indicated that most of the reported cases of infection had occurred among teenagers and young
adults, and that between 1 to 10 per cent of patients with clinical illnesses would require
hospitalization. In the school setting, for example, the number outbreaks had remained high, along
with the rates of hospitalization, particularly among those patients under 20 years of age. Of those
persons hospitalized, between 10 to 25 per cent would require admission to an intensive care unit,
and between 2 to 9 per cent of this group would in turn experience a fatal outcome. Between 7 and
10 per cent of patients hospitalised were pregnant women, with the greatest complication usually
occurring in the third trimester, making this group 10 times more likely to require ventilatory

According to Dr. Pate, most of the infections seen globally however were self-limited, that is, people
managed to recover without medication or hospitalization. He then, on behalf of the World Health
Organisation (WHO) urged the country to take measures to protect its healthcare system from an
increase in the number of cases of H1N1 infections, while cautioning officials not to over-simplify
the disease.

Figure 7.1
Diagram Illustrating the locations of confirmed cases of H1N1 Virus Infections Worldwide as at July
2009 (adapted from the World Health Organisation)

              15th Annual Retreat of the International Development Partners                                 2009

In relating these figures to the local situation, Dr. Pate noted that Jamaica had an average number of
thirty-two (32) ICU beds that provided ventilatory support and at the upper level there were forty-
one (41) intensive care beds in the country. He emphasised that no country had the number of beds
to deal with that type of surge possibility.

He outlined a number of lessons to be learnt from the second wave of the epidemic:
                 Most patients will not require medication or hospitalisation.
                 More younger people are being infected with the virus
                 Jamaica had vulnerable populations and needed to focus on how to prevent severe
                 illnesses among the high risk groups
He also posed the questions: ‘What was Jamaica doing in terms of epidemiology?’ and ‘How could
the severity of illness be prevented in order to decrease the number of possible fatalities?’

The group was informed that the virus was temperature sensitive and replicated more rapidly in
lower temperatures. The outbreak had however started in warmer months and so the globe had
experienced a lower rate of replication. In the latter half of the year, rapid increases were recorded in
South America and Australia which were experiencing their winter season. An increase in the
number of cases of the virus was also identified in Jamaica, as well as rapid increases in Europe,
Asia, Canada, the United States, Mexico, the southern cone, the Andean countries, Europe, Australia
and some African countries.

He reported that the case rates had been increasing in Canada in recent weeks, and the number of
outbreaks remained high primarily in schools. Canada had been testing all their cases so as to have a
clear picture of what was happening in their country. Of the cases that they had tested, figures
moved from 33.6 per cent positive to 38.1 per cent. Dr. Pate indicated that hospitalisation was
increasing in North America among people less than 20 years (0-17 yrs), and the globe now had
more deaths currently being attributed to pneumonia and influenza than normal (36,000 deaths per
year). The statistics for the Caribbean however had not changed, but rather had shown that either
the region had not been testing or some infected cases were not reaching the health care system,
especially since the data that had been collected was not representative of the true situation. For
example, while the Western Hemisphere (27 countries) had recorded five thousand (5,000) deaths,
Jamaica had recorded only seven (7) deaths.

He noted that there were 6.5 billion people in the world. It was thought that there would have been
enough vaccines manufactured to supply the need starting in October 2009. The virus however, was
not replicating at the anticipated rate and so the vaccines were not being produced quickly enough
to keep up with the number of reported infections. The WHO had expected to have three billion
vaccines in the first year. Dr. Pate said that those figures had been revised downward twice, as the
capacity to produce the vaccine was much less than had originally been anticipated. He indicated
that it was unlikely that more than 2.4 billion doses would be produced in the first year. In July 2009
the scientific advisory group, recognising that the vaccine would be limited, recommended that
countries prioritise the application by looking at the following three (3) strategic approaches:

    1. Vaccinate health workers to maintain a sanitary health environment
    2. Target high risk groups such as pregnant women and vulnerable children
    3. Vaccinate young (healthy) children to reduce spread of the disease

              15th Annual Retreat of the International Development Partners                                2009

The scientific advisory group also recommended the following order of prioritisation for groups at
greatest risk:
    1. Health workers
    2. Pregnant women
    3. Those with an issue of chronic diseases
    4. Healthy young adults – the age group that was dying
    5. Children – the group most likely to be infected
    6. Adults
    7. Over 65 age group

The good news was that even one dose of the vaccine could provide adequate coverage, and this
determined the recommendation of one dose per person, with the vaccine being safe for use to treat
even pregnant women. Dr. Pate explained that some of the vaccines were produced with adjuvants.
An adjuvant is an added substance which increases the antigenecity in the vaccine which allows the
development of antibodies at a faster rate. One of the risks that was of some concern was the
probability of virus mutation. After the application of millions of doses, however, there had been no
evidence of this occurring.

Dr. Pate then addressed the issue of accessing the vaccine. He informed the meeting that 200
million vaccines were needed to cover the at-risk group in this hemisphere. The vaccine was being
manufactured in the United States, Australia, South East Asia, China and Europe. He explained that
in the Western Hemisphere, PAHO had administered a revolving fund for vaccine purchase. The
process was that PAHO purchased in bulk for all the countries in the Hemisphere and so had the
ability to negotiate the lowest rate available and then passed these reduced prices on to the individual
countries. He noted that PAHO was not applying the tiered system where those who had the ability
to pay were charged five times the cost, and those who couldn’t paid twice the price. PAHO had
resisted this practice and as a result the hemisphere had enjoyed the highest rates of immunisation
coverage in the world. Through competitive bidding, PAHO had already negotiated a commitment
for the delivery of 110 million doses, at a cost of USD$7 per shot for delivery in 2010, beginning in
February. That was the best production and delivery package that PAHO could manage to obtain.

The WHO had told the producers of the vaccines that some countries were not in a position to buy
the vaccines. These countries included Columbia, Haiti, Cuba, Suriname, Paraguay, Guyana, Haiti,
Honduras and Nicaragua. Some 7.5 million doses would be needed to cover 10 per cent of their
population, and as such, they were scheduled to receive free vaccines to cover the at-risk per cent of
their populations. Jamaica, now classified as a middle-income country, was not among those

The conditions which applied to the distribution of the vaccines were:
               WHO and manufacturers would be indemnified against any liability
               The country would have to have a nationally approved plan
               Health workers were to be vaccinated first
               There had to be a plan in place for the rapid use of the vaccines
               Vaccines could not be sold or exported
               Adverse effects should be immediately reported

              15th Annual Retreat of the International Development Partners                              2009

The WHO was supporting the use of the vaccine since it was apparent that the infection could
potentially result in death. Evidence had also shown that the vaccine was safe and had no serious
side effects except for some minor redness in the direct area of the vaccine, mild fever and minor
pain, all of which usually cleared up within a few days. One dose of the vaccine was deemed to be
sufficient and children six months to nine years were to be prioritised and should be administered
with at least one dose. A second dose could be given if the vaccine was available. Dr. Pate theorised
that with the reduction in the volume of vaccines available, each country would go back to
traditional preventive measures –– covering the nose and mouth when coughing or sneezing,
washing of hands, staying home when ill, among other techniques. He explained that 40 per cent of
the virus was transmitted through the skin and so hygiene, scrupulously washing hands, was
important in reducing risk. He advised that medical care was important if the victim was pregnant,
experiencing high fever or constantly sleepy, and in those cases, medical attention should be sought
immediately. People in the at risk groups, children under two years and pregnant women with
underlying medical conditions should get antivirals as soon as they experienced flu symptoms.

Dr. Pate noted that those who were affected and not at risk, but who experienced worsening
symptoms should get anti-viral treatment, especially if they experienced difficulty breathing or a
fever that persisted more than three days. He repeated that the best way to approach the epidemic
was through preventive methods, hygiene, anti-viral and antibiotics. He indicated that the USAID,
CDC, and the Canadian Public Health system had provided a great deal of support to Latin America
and the Caribbean. One of the areas of support was that of the provision of training in the form of
risk communication. One of the world’s leading experts in risk communication was also brought in
to train members of the media, since social communication was required to examine surge
capacities. It was also necessary to look at how to prepare the population to accept the fact that the
vaccine would be delayed. Dr. Pate was concerned that the need for risk communication was not
being treated with the necessary seriousness, and in fact, a communication team had been created to
assist, but Jamaica had not made appropriate use of the team.

Dr. Pate described the simulation exercise that had been done between September 16 and 17, 2009
to test Jamaica’s preparedness to deal with an H1N1 epidemic. Funded jointly by the USAID and
PAHO, it was carried out in collaboration with the Ministry of Health and ODPEM, along with the
involvement of twenty-one (21) government agencies. He emphasized that the testing had not been
merely a desktop exercise but was a real simulation exercise, including the testing of all aspects of
the influenza preparedness. Dr. Pate provided a summary of the results as well as the gaps that had
been identified.

He reported that the following was observed:
       Coordination took a long time to be achieved
       Communication management was impaired - a plan had been written but had not been
       The National Plan had not been read and many people were unfamiliar with the components
       of the plan, with the exception of the Customs Department
       Responses in terms of transfers and counter referrals needed to be tightened up - the referral
       system was inefficient
       The ODPEM team was well prepared
       The MOH needed a designated Emergency Operation Centre (EOC)
       Training of staff should be carried out on how to handle the EOC procedure

              15th Annual Retreat of the International Development Partners                             2009

       Regional simulation exercises needed to be conducted
       A list of reserve emergency health workers should be compiled
       The national communication plan need to be tightened up
       Agencies needed to brief their staff on the plan and how it should be operated

Dr Pate concluded by reminding the meeting that if Jamaica had to buy the vaccine at USD$7 each
it would cost a great deal and, therefore, the country would need support in this area. It would also
be costly to administer vaccines on a rapid basis. Supplies of medicines were fairly good, but there
would be challenges to maintain the supply over a long period. Also, the island’s respiratory
resources were inadequate and public education was the key to reducing the magnitude of the
possible threat. He noted that the pandemic vaccine had to be seen as only one aspect of a
comprehensive approach, safety and hygiene were necessary precautions and as such, preventive
measures had to be stressed. PAHO had experience in the delivery of the vaccine, and despite
challenges, Jamaica had to be assisted in accessing it.

              15th Annual Retreat of the International Development Partners                                2009

7.2.   Ronald Jackson
       Executive Director, The Office of Disaster Preparedness and Emergency
       Management (ODPEM)
Dr. Jackson supported the concern expressed by Dr Pate in relation to the issues that would attend
any attempts to prioritise the distribution of the vaccine. He referred to the chaos and security issues
that would arise in this event, as people tried to access what they could. He raised the question of
the protection of the emergency management personnel in these situations.

Dr Jackson also pointed to the need for the country to take the threat seriously. One of the factors
contributing to this type of response was the rapid staff turnover in many agencies. The effort was
not taken to ensure that new staff was properly oriented. He noted that this was a problem that was
experienced across the various types of hazards.

He addressed the issue of a national coordination mechanism, noting that established mechanisms
were often disregarded. It was observed in the area of communication. He pointed to the need for
a greater appreciation for national coordination in approaching issues of emergency.

The next step was to address capacity at the local authority level. He reported that ODPEM was
currently administering such a programme. The agencies of government at the municipal level
needed strengthening and accountability issues had to be addressed at both national and local levels.

He congratulated Dr Pate on his very comprehensive presentation.

              15th Annual Retreat of the International Development Partners                           2009

General Discussion/Question & Answer

        Questions/Comments                                        Responses
Cynthia Currie, IIAC                           Ernest Pate, PAHO/WHO
Noticed that the Dominican Republic had a      The Dominican Republic attracts a large number of
much larger number of cases treated than the   European tourists where the virus was prevalent.
other countries in the Caribbean and           This might be one reason. Secondly the population
wondered what accounted for that.              in the Dominican Republic is higher than in other
                                               countries of the Caribbean.

Robert Fuderich, UNICEF                        Ronald Jackson, ODPEM
One of the problem areas would be in           ODPEM had recently run a programme called
schools. Many schools did not have running     “WASH” which resulted in a big jump in the
water, soap and towels. What could be done     number of children washing their hands. It was
to ensure that the message re hygiene was      therefore deemed as merely a matter of education
practical and executable?                      which was required to increase such hygienic
                                               practices. The agency had also tried to help schools
                                               to access running water. Many children in turn
                                               became involved in sourcing water to wash their
                                               hands, especially since sanitation was viewed as the
                                               best measure to prevent viral infection.

                                               The Government needed to be more prompt and
                                               prudent in making the decision to close schools in
                                               the wake of infection. If the school is not closed
                                               within the first three days, then there would be no
                                               point, as beyond four days the virus should be
                                               considered to have already been spread. The IDPs
                                               needed to see how schools could be assisted.
Ruth Jankee, Facilitator                       Ernest Pate, PAHO/WHO
What was the likely uptake on people           Individuals cannot be forced to take vaccines.
accessing the vaccination since there were     Education and encouragement was the only way to
also people advising against it?               get people to do so. Once people were assured that
                                               the vaccine was safe and had no adverse side
                                               effects, most people would take it.

How long would it take for any side effects Within the first two to three days.
to manifest?

Doctors had been giving a choice between It was possible to mix vaccines. There were no
the H1N1 vaccine and the regular flu shot. adverse effects from having both. The H1N1
Was it possible to substitute or mix vaccines? vaccine was better for prevention as the normal flu
                                               shot did not protect against the H1N1 virus.

  15th Annual Retreat of the International Development Partners      2009

                                                        The Office of
                                                        Preparedness and
    Part 4:
Presentation on
Preparedness &
Risk Response

              15th Annual Retreat of the International Development Partners                             2009

Session 8: Disaster Preparedness and Risk Response

8.1.   Ronald Jackson
       Executive Director, Office of Disaster Preparedness & Emergency
       Management (ODPEM)
Mr. Jackson noted that the absence of a hurricane this year had facilitated the review of ODPEM’s
programme and the key issue was vulnerability at both the community and local authority levels. He
invited a colleague to make the major presentation on one of the interventions being administered
by ODPEM. The presentation addressed a CIDA-funded project which focused on building disaster
resilience at both the national and community levels.

It was noted that the project was being used as a case study to demonstrate the various factors that
had to be addressed as the agency attempted to build disaster resilience at the community and
national levels. The aim of the project was to build resilience in every community in Jamaica, with a
major component of the project being the process of building partnerships around sustainable, long-
term hazard mitigation and disaster preparedness. The Partnership Facilitation Programme was the
focus of the project.

The project was attempting to bring about a culture change by achieving a shift from response to
mitigation and risk reduction. During this process, it was the hope to entrench principles that would
help the communities to better prepare and militate against disasters. The communities, therefore,
had to be empowered to participate in assessing damage and managing disaster at the community
level. This required the encouragement of a greater level of awareness, coupled with planning and
action at the community levels. The point was also made that communities had shown themselves to
be willing to undertake these responsibilities.

In 2002, Jamaica drafted the first Strategic Plan for the Management of Disasters and then modified
this in 2003. Following this effort, that there was the Caribbean Disaster Management Strategy
which was developed by the Caribbean Disaster Emergency Response Agency (CDERA), and was
now being continued through the National Development Plan - Vision 2030. The importance of
community enablement was also highlighted as Jamaica was becoming more regionalised in terms of
funding. This in turn was deemed to necessitate that communities be empowered to take advantage
of the available donor funds.

The outputs were:
        Stronger partnerships
        Training and organizing carried out in twenty-eight (28) communities
        Equipping community members with skills to develop their own disaster plan and revise this
        plan in partnership with the relevant parish councils
        Establishing community emergency response teams
It was reported that a strategy for ensuring sustainability was to help team members to plan for
future eventualities, such as the training of new team members. At the national level, ODPEM had
staged workshops with stakeholders at the parish level to establish zonal community disaster
committees. These participants, in turn, would be enabled to form similar committees at the
local/community level.

              15th Annual Retreat of the International Development Partners                                 2009

Stakeholders in the field of disaster risk management, ODPEM, Jamaica Red Cross, The University
of the West Indies, the Jamaica Fire Brigade and parish councils, had realised that changes could not
be effected without the requisite political will. The need for a flexible approach at Parish Council
and community levels was also recognised. ODPEM therefore encouraged ownership at the
community level, inculcating responsibility and accountability for participation in mitigation.

The project implementation process embraced the following issues:
       Allocation of resources - there was no budget line for preparedness
       The way in which parish committees operated - a much closer working relationship was
       required between the administrative arm of the committee and the Parish Council
       ODPEM’s approach was participatory and inclusive
       Increasing community awareness regarding the programme of disaster planning - the full and
       deep cooperation of community members had to be engaged and partnerships strengthened
       Local government structures had the responsibility to lead the process at the community
       ODPEM’s role was one of coordination; parish structures had to be accountable as they
       were the first and primary channels for any response and preparedness activities, and
       therefore ought to be the primary channel for mitigation and risk reduction
       Community disaster management training focused primarily on how to prepare for the
       hazard, plans for family, community structures including church and school; - with respect
       to this initiative, the Social Development Commission (SDC) worked closely with ODPEM
       in each community
       Communities were exposed to the national disaster structure and attempts were actually
       made to map the hazards - one community actually started to map the vulnerabilities
       First aid and CPR training was key to the process, and as many people in the community as
       possible were encouraged to participate in the training
       Optional training modules were land search and rescue, as well as water rescue
       Initial damage assessment training would begin in early 2010 - training in this area was given
       to the committed and the capable
       Training was also offered in shelter management at the community and parish levels
       Zonal Disaster Committees were established. Community members had to be represented in
       the local Parish Council in order to air issues
       Community disaster plans were established, and an initial three-page plan had grown into
       nineteen (19) pages. Communities were eager and were working hard at their disaster plans.
       Three hundred (300) persons had been trained over six months in 16 communities across
       ten (10) parishes, for which the goal was twenty-eight (28) - six new zonal committees had
       been formed, all of which were attached to Community Based Organisations (CBOs), with
       Trinityville being the pilot community.
       Twelve (12) community disaster plans were being developed and were scheduled to be ready
       by June of 2010 and populated within the community.

One of the major difficulties was the fact that disaster risk mitigation was not a priority at the parish
level. The need for champions at the community level was highlighted as necessary in order to
ensure the success of the disaster mitigation project. This translated into the need for encouraging
wider participation from parish disaster committees, Parish Councils and other local authorities. It
was noted that many community projects went beyond the scope of disaster resilience as

              15th Annual Retreat of the International Development Partners                              2009

communities sought to address various issues. Communities were seeking funding for public
education projects, garbage disposal management systems, small infrastructural works which
included the improvement of drains, river training, rain harvesting and the construction of foot
bridges. The help of the IDPs was therefore requested as it related to the possibility of working with
some of these communities.

According to Mr. Jackson, ODPEM’s goal was to achieve disaster resilience in Jamaica. The Agency
needed to review structures of governance as the current framework had been in place for over 30
years. ODPEM was in the process of wrapping up final notes for the preparation of legislation
which would look at the role of local government in disaster management. He noted that legislation
played an important role in the mainstreaming process. Mr. Jackson articulated that the Agency was
going forward with a joint programme of identifying key outputs, activities, indicators, and resources
needed to build a disaster resilient Jamaica. This was to be done primarily through mainstreaming
and the strengthening of partnerships.

Exploratory work had been done in some communities on climate change. ODPEM was looking at
fishing and farming communities in terms of how they had been responding to changes over the last
10 years. The Agency had learnt a lot of lessons which were informing its plan. More investment
would however be required in the form of both loans and grants. The engagement of more
communities would also serve to increase budget effectiveness. Within this context, development
partners might see opportunities for working with some community groups.

              15th Annual Retreat of the International Development Partners                            2009

General Discussion/Question & Answer

          Questions/Comments                                            Response
Minh Pham, UN Resident Coordinator                                           -
Commented that the presentation raised the point
discussed on the previous day which asked the
question: “Whose development is it?”

Helen Jenkinson, Delegation of the European           Joanna Ogilvie, ODPEM
Money in the past had been provided following a       The project was funded by a CIDA grant of
disaster. The humanitarian office based in the        CAN$63,000.00 with JMD$500,000 to each
Dominican Republic had funds to assist with           participating community.
disaster prevention, generally on a small scale but
recognised that working with communities was          In selecting communities, the ODPEM provided
the key to achieving results.                         a list of criteria to the parish disaster
                                                      committees. Criteria included vulnerability to
The EU had given €12.5 million to the Caribbean       risk, hazard, size of impact, economic standards
Risk Insurance Facility, a project managed by the     and housing stock. A wide range of criteria were
World Bank which pays subject to certain              used in trying to define what a vulnerable
parameters. In the case of Jamaica however, the       community was. About 60 per cent of Jamaican
parameters related to wind speed when generally       communities could be classified as vulnerable.
water is the problem. The Jamaican delegation
has made some effort to get headquarters to           Ronald Jackson, ODPEM
lobby for change in these World Bank                  ODPEM had developed a community
parameters. Jamaica is currently represented on       vulnerability ranking index for application to
the board of the World Bank which is a good           Jamaican communities. The project gestation
facility as it pays out quickly without asking too    didn’t allow the agency to go through that
many questions or requiring too much                  process, and so they had had to short-circuit that
justification.                                        mechanism to select communities.

What was the size of CIDA project? What was           Joanna Ogilvie, ODPEM
the average allocation per community? How were        There was a need for further research in relation
communities         selected?     Were        any     to classification. While rigour was applied in the
vulnerable/volatile communities included? If that     selection process, when it came down to 28
was the case, the EU had a poverty reduction          communities there was some subjectivity. Much
programme       that     could  address    small      of the choice was determined by the readiness of
infrastructure. The objective of the programme        the community to organise. There was an
was to assist the standard of living in volatile      opportunity for further work among
communities.                                          communities outside of the 28 with which
                                                      ODPEM currently worked.

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          Questions/Comments                                          Response
Karen Hilliard, USAID                               Ronald Jackson, ODPEM
Noticed that a number of communities on the list    In full agreement with this statement, it was
were very familiar. At what point did ODPEM         indicated that discussions into these issues were
decide on the viability of communities? It makes    currently being carried out with the Prime
no point of try to ameliorate the situation in      Minister of Jamaica. The cost to continue to
communities like Rocky Point when people really     mitigate the vulnerability and to continue to
should not be living there. If it were a decision   respond was not sustainable. ODPEM had been
exclusive to Jamaica, that would be fair enough,    promoting relocation as a viable mitigation
but to request the donors to continue to rebuild    strategy. After Tropical Storm Gustav there was
and reengage in communities that were not viable    a push on ODPEM’s part to move some
was a question to be considered.                    communities. Relocation exercises date back to
                                                    the 1920s, however some communities continue
If the IDPs and the Government of Jamaica don’t     to be recurring decimals for example Redbury in
send strong and consistent messages, the situation  Porus, Kintyre, and Moneague in St Ann.
would continue unchanged. Development               Agencies had failed to go the full way to
partners and agencies simply had to say no to       demolish and to put a moratorium on
places like Rocky Point. If Parish Councils don’t   construction and to police and prevent
take appropriate action, somebody would have to     reconstruction.
pay. The USAID, however, would no longer be a
part of these unconstructive strategies.           Currently running an initiative which was
                                                   successful in terms of approach. Thanks to
                                                   donors who contributed to the Tropical Storm
                                                   Gustav fund which continues to finance
                                                   initiatives in that area. Once legislation was
                                                   passed, no-build zones would be established in
                                                   disaster prone areas. Those communities that
                                                   couldn’t be removed would have to be treated in
                                                   a special way.

                                                    Joanna Ogilivie, ODPEM
                                                    The buy in at the Parish Council level was
                                                    critical.  Rocky     Point     Parish Disaster
                                                    Coordinator, the regional coordinator and
                                                    ODPEM ended up having to fight with the
                                                    Parish Disaster Committee regarding the
                                                    relocation of the Rocky Point community. It was
                                                    realized that nothing could be accomplished
                                                    without engaging the political will.

              15th Annual Retreat of the International Development Partners                          2009

          Questions/Comments                                           Response
Pierre Somse, UNAIDS                                Ronald Jackson, ODPEM
Did the initiative include assistance in putting up Coming out of Tropical storm Gustav, it was
structures that could resist certain levels of found that displaced people who were informal
hazards?                                            and some who chose to live in modest
                                                    circumstances which needed only minor
                                                    mitigation interventions were absent. The agency
                                                    had established a safe housing programme in
                                                    some inner-city communities in Kingston and St
                                                    Catherine, and intended to replicate these
                                                    initiatives. It involved training people who built
                                                    their own homes. There were simple low-cost
                                                    solutions that increased resilience to the high
                                                    probability events like a category two hurricane
                                                    or a tropical storm.

                                                     Ruth Jankee, Facilitator
                                                     Observed the need for the capturing and sharing
                                                     of information.

                                                     Ronald Jackson, ODPEM
                                                     ODPEM would be capturing and sharing all
                                                     relevant information.

  15th Annual Retreat of the International Development Partners       2009

                                                        Planning Institute
                                                        of Jamaica (PIOJ)

Part 5: Vision
2030 National

              15th Annual Retreat of the International Development Partners                             2009

Session 9: Vision 2030 National Development Plan for Jamaica

9.1.   Leila Palmer
       Planning Institute of Jamaica
Regarding the Vision 2030 National Development Plan, Mrs. Palmer noted that this was a far more
ambitious project than any previous plan which required stretching minds and vision beyond the
immediate and short-term.

Overview of the Vision 2030 National Development Plan

In November 2005, the PIOJ received a mandate to prepare a national development plan to put
Jamaica in a position to achieve developed country status by 2030. Given the time horizon and the
recognition of the possibility of a change in government, the PIOJ engaged the opposition and
sought their commitment to the process. The Government changed in 2007 before the completion
of the plan, and so it was the new government that launched it in October 2007. The new
opposition was then engaged in the process.

The task was completed in May 2009 and the Prime Minister tabled the plan in Parliament, along
with the Medium-Term Socio-Economic Framework - the vehicle of implementation. According to
Mrs. Palmer, the country had to coalesce around a shared vision “Jamaica the place of choice to live,
work, raise a family and do business” (National Vision Statement).

The plan should achieve the following four (4) reinforcing goals:
       1.      Jamaicans are empowered to achieve their fullest potential
       2.      The Jamaican society is secure, cohesive and just
       3.      Jamaica’s economy is prosperous
       4.      Jamaica has a healthy natural environment
This was the state that Jamaica should reflect when the vision was achieved, accompanied by the
under-arching national outcomes.

Results to be demonstrated by 2030, would include a stable and healthy population, world-class
education and training, effective social protection for the vulnerable and an authentic
transformational culture. In terms of achieving prosperity, macroeconomic stability was key as was
ensuring an enabling business environment and the creation of a strong economic infrastructure.
Education was used an example to explain the structure of the national strategy. The early childhood
sector would ensure that children 0-8 years had access to adequate early childhood education and
development programmes. The sector outcomes would reflect schools, communities and children
ready for development. Activities at the national level would also be aligned with activities at the
sectoral level.

            15th Annual Retreat of the International Development Partners   2009

Figure 9.1
National Goals and Outcomes of the Vision 2030 National Development Plan

               15th Annual Retreat of the International Development Partners                             2009

The vehicle through which the vision would be implemented is the Medium Term Framework
which would be revised every three (3) years. The sector plans worked at the level of ministries,
departments and agencies. It was appreciated that one master plan was unable to capture, in-depth,
all the issues relating to particular sectors, and as such thirty-one (31) task forces were created to
devise plans for each sector.

Figure 9.2
Illustration of the Various Sector Plans

                                   SECTOR PLANS
                     ECONOMIC              ENVIRONMENTAL                         SOCIAL

          1.  Macroeconomy and Trade                                18.   Correctional Services
                                            14. Urban Planning      19.   National Security
          2.  Agriculture                       and Regional
          3.  Construction                      Development         20.   Persons with Disabilities
          4.  Mining & Quarrying                                    21.   Population
          5.  Manufacturing                                         22.   Poverty
                                            15. Environmental             Reduction/Eradication
          6.  Creative Industries and           and Natural         23.   Social Security
              Sport                             Resources           24.   Social Welfare and
          7. Information and                    Management                Vulnerable Groups
              Communications                                        25.   Training
                                            16. Hazard Risk         26.   Culture and Values
          8. Energy                             Reduction and       27.   Education
          9. Tourism                            Climate Change      28.   Gender
          10. Science, Technology &                                 29.   Health
                                            17. Water               30.   Labour Market and
          11. Services                                                    Productivity
          12. Transport                                             31.   Governance
          13. Housing

                            (Adapted from the Planning Institute of Jamaica)

Mechanisms would be established to review aspects of the plan periodically so that at the end of the
three year period a new plan could be formulated. It was the Medium Term Framework that would
transform policy into action.

Figure 9.3
Framework for Implementation of the National Development Plan

              15th Annual Retreat of the International Development Partners                             2009

Figure 9.4
Priority Development Areas Identified for the Period 2009–2012

An institutional framework had been established for the purposes of timely and sound monitoring
and evaluation, with the facility to adjust as needed. It was divided into three segments: political,
technical and financial (see Figure 9.5).

Political: under the aegis of the OPM, Economic Development Committee which is chaired by the
Prime Minister, along with the Cabinet.

Technical Monitoring Committee: pending the identification of an advisory group to ensure that
there is alignment between the policy and operational framework. Members would include the
Financial Secretary, Director General of the PIOJ, Director General of STATIN and other
individuals who were aware of the broader picture.

Thematic Working Group: to look at day-to-day operations. Eighteen thematic groups had already
been identified to be chaired by Permanent Secretaries. IDPs were being invited to participate in
these thematic groups, which would form the hub of the Vision 2030 plan.

The PIOJ had been the designated national focal point and technical secretariat. This required the
establishment of proper mechanisms, with responsibilities in the areas of:
               Monitoring and evaluation
               Preparation of the successive medium-term frameworks
               Acting as secretariat for all critical meetings and groups
               Providing impetus for the establishment and operations of groups outlined above

              15th Annual Retreat of the International Development Partners                            2009

               Interfacing with all components of the system
               Analysing and interpreting social, economic and environmental data and identifying
               shifts in policies and programmes

Figure 9.5
The Link Between Institutional Arrangemnts Established for Monitoring & Evaluation

The initiatives in turn have led to responsibilities being placed on various aspects of government,
namely the Ministries, Departments and Agencies, with responsibilities being designated as follows:
       Implement strategies, actions and programmes of the National Development Programme
       through MTF and Sector Plans
       Collaborate with the Technical Secretariat on the refinement of performance indicators and
       Provide timely data/information on the selected indicators and strategic actions required on
       the sector/thematic area
       Collaborate with the Technical Secretariat in the preparation of quarterly and annual reports
       as well as successive Medium Term Frameworks
       Support the effective functioning of the thematic working groups and regularly participate in

Performance reporting was also highlighted as a major strategy, with the main outputs being:
       Annual Progress Report (Technical Secretariat)
       Thematic Reports (Technical Secretariat)

              15th Annual Retreat of the International Development Partners                           2009

        Quarterly Reports (MDAs)
        3-Yearly Medium Term Frameworks
        Issues/sector briefs, independent evaluations and research reports
        Jamstats Indicators Database (updated and published)

The opportunities created by the National Development Plan were identified as:
   1. Policy and planning framework for IDPs country strategy
   2. Context for greater collaboration towards national development by stakeholders (including
      IDPs, Private Sector and CSOs)
   3. Greater degree of consistency in establishing and monitoring strategic priorities at the
      national and sector levels
   4. Assistance in the change process in the public sector from a process oriented culture to a
      results oriented one (promotion of results based management)
   5. Comprehensive and reliable indicator framework (JamStats) that can be used by all

Mrs. Palmer then pointed to the key achievement to date:
   1.     Meetings/Consultations with MDAs technical staff to:
          Review Sector Plan (particularly Action Plans)
          Align corporate /operational plans and budget with NDP through MTF & Sector Plans
          Finalize indicators and targets
          Establish coordination and reporting mechanisms
          Mainstream participation of NDP staff in strategic planning processes

   2.      Establishment of Thematic Working Groups
           Three Thematic Working Groups (National Security & Justice, Education,
           Infrastructure) to hold meetings by the end of 2009

   3.      Publicity/Communication Strategy:
           Dissemination of documents (including schools, libraries)
           Ongoing islandwide presentations/discussions (SDC, Parish Councils, private sector)
           Collaboration with the JIS, PBCJ and other media houses
           Preparation of Popular Version well advanced
           Private Sector Champion in place

   4.      Tripartite Communications
           Consultation/meetings with Cabinet Office, OPM, MOFPS regarding rationalization of
           process/systems including an entire Government Business Plan, MTEF, Project
           Prioritization Mechanism, NPS, PFT

She noted that the global meltdown had had serious implications for Jamaica, and observed that a
great deal of currency was being placed on some short-term measures that would have long-term
implications; an example of which was the IMF, for which Mrs. Palmer questioned the implications
of the attendant conditionalities. Mrs. Palmer emphasised the importance of the partnership
between the Government and the IDPs which was vital in sustaining development through the
building of systems which served to ensure the sustainability of Vision 2030. She asked the IDPs to
promote and use the Plan, along with the MTF to facilitate donor harmonization in the IDP
community and the public sector, as well as to develop country papers and to ensure appropriate

             15th Annual Retreat of the International Development Partners                          2009

and better alignment and application of resources. She further implored that the Plan be used to
garner support for capacity strengthening. The readiness assessment would identify gaps and areas
for strengthening, reducing parallel structures, joint missions and joint reporting. Mrs. Palmer
concluded by stating that political will was key in moving from talk to action.

              15th Annual Retreat of the International Development Partners                                2009

General Discussion/Question & Answer

           Questions/Comments                                              Responses
Robert Fuderich, UNICEF                                 Leila Palmer, PIOJ
Would the IDPs be getting periodic updates about        At the end of each meeting, reports would be
the work of the Thematic Working Groups? The            prepared. IDPs would be involved in Thematic
IDPs did not know enough about Vision 2030 and          Working groups. There would also be quarterly
needed to update their own thinking as well as          and annual reports.
share in passing the message of the Vision.

Akiko Fujii, UNDP                                       Leila Palmer, PIOJ
It was great to see the high level of political         The process was built on many of the positive
commitment which reminds one of the MDG                 lessons learnt from MDGs and other
process. It was however important to make the           international best practices.
goals, those of the people. In the case of the
MDGs, the UN was successful in identifying
champions at the political and civil society levels’
people who did not work for the UNDP but
rather towards the MDGs and to this end, it was
important to make these the people’s goals.

Cynthia Currie, IICA                                    Leila Palmer, PIOJ
In view of the challenges highlighted in relation to    In reality, it was a total of seventy (70) indicators
getting data, how effective would it be in collecting   across thirty one (31) sectors. Without question,
data from seventy (70) sources? How organised           the capacity was in place to deliver as desired. It
was the process and what additional assistance          was an initiative which the Government had to
might be needed?                                        take and the hope was that there would also be
                                                        improved partnerships with the IDPs to achieve
                                                        this end.

                                                        Curline Beckford, PIOJ
                                                        The challenge of information gathering had been
                                                        recognized and the PIOJ was currently working
                                                        with agencies to see what they had and to
                                                        understand      their    problems.    Readiness
                                                        assessment would provide an indication of
                                                        where the country was, and how effective the
                                                        initiatives would be. The PIOJ had 16 high-level
                                                        indicators to monitor, and understood that
                                                        reporting had to be carried out on a manageable
                                                        set. As a result, they would look at the best
                                                        indicators aligned to the national outcomes. It
                                                        was a process, and now was a good opportunity
                                                        to get departments and agencies to support the
                                                        public sector modernisation programme.

             15th Annual Retreat of the International Development Partners                           2009

          Questions/Comments                                           Responses
Pierre Somse, UNAIDS                             Charles Clayton, PIOJ
HIV had not been included in the framework, but While there were seventy (70) or more agencies
was a major issue that should be included in the involved in the generation of information, for
National Development plan.                       the integrated plan, the main source of data was
                                                 the Statistical Institute of Jamaica (STATIN).
Leadership was also very important, and it was
important for leadership to trickle down. Some Ruth Jankee, Facilitator
sectors needed better coordination. How would All these issues come back to the coordination
coordination of parties involved be ensured?     that thematic groups were facilitating.

Robert Fuderich, UNICEF
Monthly UN Country Team meetings could
provide a vehicle through which to keep the vision
alive by providing information to the group at
strategic points –– the results of the technical
working groups, evaluations or sets of data could
be built into the UNCT meetings. Oftentimes the
agencies were brought into the discussion by way
of a report. If a mechanism for reporting could be
built into the UNCT meetings, then the UN
agencies could inform their partners and
everybody would be on the same page.

Lorraine Belisle, CIDA                               Barbara Scott, PIOJ
Three years ago she attended a Thematic Working      The meetings of the original thematic working
Group but nothing had happened since. What           groups were suspended during the period in
were the lessons learnt from the Thematic            which the plan was being prepared because the
Working Groups that the PIOJ was running at that     sector groups were drawing on the same persons
time? Now that they were to be reinstated what       who were in the thematic working groups and so
lessons would be taken from the previous             it didn’t make sense to call the same persons into
exercise?                                            both activities. The process was now going to be

                                                     One of the main lessons was the fact that the
                                                     sector plans, the implementation of which would
                                                     be monitored by the thematic working groups,
                                                     were going to be monitored by the very persons
                                                     who developed the sector plans. That was the
                                                     main difference.

 15th Annual Retreat of the International Development Partners                    2009

Questions/Comments                                  Responses
                                   Barbara Scott, PIOJ
                                   Under the first model, there was the MTF which
                                   emerged primarily out of the PIOJ. There was
                                   now a process which had taken almost two
                                   years, persons had sat on the Education Sector
                                   Task Force and prepared the plan and were now
                                   the ones who would be members of the
                                   Thematic Working Groups and who would be
                                   monitoring its implementation. That was an
                                   important lesson that would be applied.

                                   There were now IDP working Groups. At the
                                   last meeting of the Education group it was
                                   decided that a useful approach would be to have
                                   the IDP working group as a subset of Thematic
                                   Working Group so that all development partners
                                   who were actively involved in the education
                                   sector and were represented on the IDP
                                   thematic group would be invited to be members
                                   of the group. The development partners would
                                   have to decide how to participate, that is,
                                   whether someone would be selected to represent
                                   the group or everybody would come to that
                                   forum because of the level of the discussion and
                                   dialogue. It was suggested that there be a
                                   continuation of the working groups, because the
                                   output of the groups drilled down to the
                                   projects and activities. Everyone would also be
                                   invited to participate in policy dialogue and the
                                   sectors’ strategic planning in the context of the
                                   thematic working groups.

                                   Richard Lumsden, PIOJ
                                   The sense of ownership in ministries was very

              15th Annual Retreat of the International Development Partners                           2009

           Questions/Comments                                           Responses
Minh Pham, UN Resident Coordinator                     Richard Lumsden, PIOJ
The question was raised regarding the alignment of     This was one of the areas of opportunity and
the planning process and to what extent the MTF        focus. The timing was challenging as the
was grounded within the budgetary framework to         Government was facing unprecedented resource
allow the kind of conversation required, especially    constraints which would affect how things
in the context of Public Sector rationalisation. The   happened. Managing the resource process would
understanding was that another framework was           have points of convergence in terms of the
being planned in the form of a medium term             sector plans. Some were medium term priorities,
expenditure framework. How would these                 Whether expressed in the medium term
frameworks relate to each other?                       framework or in a government business plan,
                                                       medium term priorities would be a feature.
                                                       Outcome indicators––whether they were called
                                                       ‘sector outcome indicators’ or ‘policy outcome
                                                       indicators’, were linked to the budget. One of
                                                       the things that would have to happen was
                                                       prioritisation as a means of survival for the
                                                       country and the ministries. Convergence on
                                                       priorities and resource allocation around the
                                                       priorities of the PIOJ would be a big step
                                                       forward, and would serve its purpose, be it by
                                                       the Government, the Ministry of Finance or by
                                                       the IDPs. This aspect of organising around
                                                       national and sectoral priorities would be one of
                                                       the greatest outcomes.

Ernest Pate, PAHO/WHO                                  Leila Palmer, PIOJ
There had been a reference to an attempt to move       The unprecedented global financial crisis had led
to a results-based management approach. This was       to a serious paradigm shift. The PIOJ had
a lot more urgent than was being acknowledged.         engaged the Ministry of Finance in terms of
UN agencies, as of January 2010, were mandated         forging links between the Ministry of Finance,
to move to an international public sector              the Public Sector, the Cabinet Office and the
accounting standard. In order to implement an          OPM. Between the budget and the systems for
international public sector accounting standard,       monitoring, these entities along with the PIOJ
part of the accountability would be based on an        were the major players in the process. The
RBM approach. It would be necessary to ensure          Ministry of Finance understood the importance
that wherever there was collaboration, whatever        of alignment. The question however was how to
the funding sources; it was going to be necessary      engage them at the director level. The Financial
as development partners to have that dialogue with     Secretary was the architect of this plan. The
national counterparts to ensure that the               PIOJ had engaged with the Deputy Financial
requirements were understood. At the same time         Secretary, and was also moving into the three-
there had to be an understanding and                   year cycle which was moving from a PSIP capital
acknowledgement that the accountability standard       expenditure system to the whole operation of
that all were going to have to adhere to was going     Government. There was however no easy way.
to be the way which all would have to work.

             15th Annual Retreat of the International Development Partners                           2009

          Questions/Comments                                          Responses
Ernest Pate, PAHO/WHO                               Leila Palmer, PIOJ
While it was acknowledged that a commitment had     In the context of Jamaica right now, there was
been made to a results-based approach, the new      high debt, along with low levels of discretionary
way to work had not been fully accepted. There      financing. The assistance of the IDPs would
needed to be more discussion and the transfer of    therefore be critical, and efforts were being
that information between development partners       made to ensure that whatever was available in
and national counterparts.                          terms of expenditure was aligned to the Plan.

Badrul Haque, World Bank                            This was one of the few times in her 13 years of
Expressed support Dr Pate’s comments and in         service that Jamaica had presented a Medium
keeping with Minh’s comment in relation to the      Term Framework, where it was aligned to a
medium-term and the operational strategy. The       specific long-term plan.
question was: what was the level of buy-in by the
Ministry of Finance, since traditionally, the
Ministry of Finance thinks one way and it was not
an easy task?

                                                    Charles Clayton, PIOJ
                                                    Certain health issues that couldn’t be ignored
                                                    were identified in the first medium-term
                                                    framework. Among them were HIV/AIDS,
                                                    maternal mortality, child mortality, and disease
                                                    surveillance. Those were areas that the PIOJ had
                                                    continued to focus on in the Medium Term
                                                    Framework, even though the outcome of health
                                                    itself wasn’t lifted out simply because in
                                                    comparison to crime, or educational outcomes,
                                                    for example, the health outcome, in comparison
                                                    seemed to require less attention.

                                                    Leila Palmer, PIOJ
                                                    Thanked the IDPs for their extraordinary
                                                    support, both financial and technical, and stated
                                                    that these resources were critical.

                                                    The Threshold 21 Model was a critical tool in
                                                    the process and the PIOJ had spent a lot of time
                                                    crafting this plan as it had helped to identify the
                                                    priorities. Work was still to be done but the
                                                    PIOJ had the capacity. It would be necessary to
                                                    build the systems in the ministries and agencies
                                                    in order to get the data to feed into that.

15th Annual Retreat of the International Development Partners   2009

  Part 6:
Summary &

              15th Annual Retreat of the International Development Partners                             2009

Session 10: Summary and Closing Remarks
Minh Pham
UN Resident Coordinator in Jamaica
According to Mr. Pham, there were three (3) underlying issues that were tabled at the onset of the
    1. Whose development is it?
    2. The need for evidence-backed interventions, linked to that was the question of data
         availability and data accuracy; and
    3. Whether the IDPs were walking the talk

He articulated that the messages to be captured from the discussion were:
        Business unusual – in the context of diminishing means, the need to do more with less, and
        achieving value for money
        The heightened sense of Jamaica’s vulnerability – the upward trend of food prices, recent
        trends in energy prices, the threat of a global H1N1 crisis, continued threat of natural
        disasters, and looming debt servicing, had resulted in the squeezing out of other means for
        those focused on the social sector, driving the country to the point where the most
        vulnerable were left the least capable of coping financially
        The reconfirmation of Paris Declaration: both in letter and in spirit.

Mr. Pham indicated that within a few weeks the draft report would be circulated for comments. He
restored all present to complete the available evaluation forms in order to allow the calibration of
the event in the following year. He concluded by thanking his colleagues for the level of passion and
participation displayed, in particular, the PIOJ team, including Leila Palmer and Barbara Scott. He
thanked all the ministerial representatives, and the small group which provided advice on the format
of the retreat: Lorraine, Robert, Karen and Jerry. Lastly, he conveyed thanks to the people who
made the retreat happen –– Ann-Murray Brown, UN Coordination Analyst, and other support staff
in the form of Rapporteur and Facilitator.

15th Annual Retreat of the International Development Partners             2009

                                                      Retreat Agenda

                                                      List of Attendees

                                                      Summary of Retreat

Appendices                                            Sample Copy of
                                                      Retreat Evaluation

                 15th Annual Retreat of the International Development Partners                              2009

                             Morgan’s Harbour Hotel & Marina
                                  November 24-25, 2009

DAY ONE                        TUESDAY, 24 NOVEMBER 2009

8:00a.m. – 9:00a.m.            REGISTRATION

9:00a.m. – 9:15a.m.            Welcome and Opening Remarks

                               Mr. Minh Pham
                               United Nations Resident Coordinator in Jamaica

                               Dr. Pauline Knight
                               Director General (Acting), Planning Institute of Jamaica

9:15a.m. – 10:00a.m.           The Year in Review and the Global Financial Crisis and its Potential
                               Impact on Jamaica

                               Hon. Audley Shaw
                               Minister of Finance and the Public Service

                               Question and Answer

10:00 a.m. – 10:30a.m.         COFFEE BREAK

                               Report by Working Groups

10:30a.m. – 12:00p.m.          Session 1: Debt, Public Finance and Economic Growth

                               Government Representative: Wesley Hughes, Financial Secretary,
                               Ministry of Finance and the Public Service
                               Chair of the IDP Working Group: Badrul Haque, Representative, World Bank

12:00p.m. – 1:30p.m.           Session 2: Education

                               Government Representatives: Hon. Andrew Holness, Minister of Education and
                               Audrey Sewell, Permanent Secretary, Ministry of Education
                               Chair of the IDP Working Group: Karen Hilliard, Mission Director, USAID

1:30p.m. – 2:30p.m.            LUNCH BREAK

2:30 p.m. – 4:00p.m.           Session 3: National Security, Justice and Crime

                               Government Representatives: Major Richard Reece, Permanent Secretary,
                               Ministry of National Security
                               Robert Rainford, Permanent Secretary, Ministry of Justice
                               Chair of the IDP Working Group: Minh Pham, Resident Representative, UNDP

4:00p.m. – 5:30p.m.            Session 4: Food Security
                               Government Representative: Zulikha Budhan, Principal Director of Planning
                               and Development, Ministry of Agriculture and Fisheries
                               Chair of the IDP Working Group: Dunstan Campbell, Representative, FAO

                 15th Annual Retreat of the International Development Partners                  2009

                             Morgan’s Harbour Hotel & Marina
                                  November 24-25, 2009

DAY TWO                        WEDNESDAY, 25 NOVEMBER 2009

9:00 a.m. – 10:00a.m.          A (H1N1) Virus Presentation

10:00a.m. – 10:45a.m.          Presentation on Disaster Preparedness and Response
                               Ronald Jackson
                               Executive Director, ODPEM

10:45 a.m. – 11:00a.m.         BREAK

11:00a.m. – 1:00p.m.           Vision 2030 Jamaica - National Development Plan
                               Mrs. Leila Palmer
                               Director, Plan Development Unit, Planning Institute of Jamaica

1:00p.m. – 1:15p.m.            Summary and Closing Remarks
                               Mr. Minh Pham
                               United Nations Resident Coordinator in Jamaica

1:15p.m.                       LUNCH

              15th Annual Retreat of the International Development Partners                           2009

                               LIST OF PARTICIPANTS
            INSTITUTION                            TITLE                             NAME
 1   CIDA                            Counsellor (Development)             Lorraine Belisle
 2   CIDA                            Senior Development Officer           Vivian Gray
 3   CIDA                            Development Officer                  Gresford Bennet
 4   DFID                            Head of Office                       Jennifer Leith
 5   Embassy of the People's         Ambassador                           H.E.Chen Jinghua
     Republic of China
 6   Embassy of France               Ambassador                           H.E. Marc-Olivier Gendry
 7   Embassy of Belgium              Ambassador                           H.E.Frederic Meurice
 8   Embassy of Germany              Ambassador                           H.E. Jurgen Engel
 9   Embassy of Japan                First Secretary                      Tadahiko Yamaguchi
10   Embassy of Japan                Officer                              Karen Coleman
11   Embassy of Venezuela            Deputy Chief of Mission              Madai Hernandez
12   European Commission             Head of Section Economic, Trade,     Thomas Millar
                                     Politics and Information
13   European Commission             Head of Section Economic, Trade,     Helen Jenkinson
                                     Politics and Information
     European Commission             Officer                              Winsome Johns-Gayle
14   FAO                             Representative                       Dunstan Campbell
15   High Commission of India        High Commissioner                    H.E.Mohinder Singh Grover
16   IADB                            Operations Officer                   Julian Belgrave
17   IICA                            Representative                       Cynthia Currie

18   JICA                            Representative                       Toshimasu Takashima

19   JICA                            Health Administrator                 Yukie Matsuura
20   Ministry of Agriculture         Principal Director of Planning and   Zulikha Budhan
21   Ministry of Education           Minister                             Hon. Andrew Holness
22   Ministry of Education           Advisor                              Rebecca Tortello
23   Ministry of Finance &           Minister                             Hon. Audley Shaw
     the Public Service
24   Ministry of Finance &           Consultant                           Paul Mathieu
     the Public Service
25   Ministry of Justice             Permanent Secretary                  Robert Rainford
26   Ministry of National Security   Permanent Secretary                  Major Richard Reese
27   ODPEM                           Executive Director                   Ronald Jackson

28   ODPEM                           Officer                              Nicole Brown

             15th Annual Retreat of the International Development Partners                    2009

                          LIST OF PARTICIPANTS
            INSTITUTION                      TITLE                               NAME
29   ODPEM                     Project Coordinator                 Joanna Ogilvie
30   PAHO/WHO                  Representative                      Ernest Pate
31   PIOJ                      Director -General (Acting)          Dr. Pauline Knight
32   PIOJ                      Director                            Barbara Scott
33   PIOJ                      Manager of the Multilateral         Andrea Shepherd -Stewart
                               Technical Corporation Unit
34   PIOJ                      Director, Plan Development Unit     Ms. Leila Palmer
35   PIOJ                      Consultant                          Richard Lumsden
36   UN                        Coordination Analyst/Retreat        Ann-Murray Brown
37   UNAIDS                    Country Coordinator                 Pierre Somse
38   UNDP                      Deputy Representative               Akiko Fujii
39   UNDP                      Assistant Resident Representative   Sonia Gill
40   UNDP                      ICT Associate/LAN Manager           Horace Sutherland
41   UNDP                      Disaster Advisor                    Alan Ross
42   UNDP                      Senior Advisor                      Andrew Mclean
43   UNDP/Consultant           Rapporteur                          Shamair Henry

44   UNDP/Consultant           Facilitator                         Ruth Jankee
45   UNDP/Consultant           Retreat Staff/Intern                Stephanie Llyod
46   UNDP/UN                   Resident Coordinator                Minh Pham
47   UNEP                      Country Coordinator                 Nelson Andrade
48   UNESCO                    Director/Representative             Kwame Boafo
49   UNFPA                     Representative                      Hernando Agudelo
50   UNFPA                     NPO for Population &                Glen Smith
                               Development Issues
51   UNICEF                    Representative                      Robert Fuderich
52   USAID                     Mission Director                    Karen Hilliard
53   USAID                     Business Development Specialist     Jimmy Burrowes
54   WORLD BANK                Special Representative              Badrul Haque
55   WORLD BANK                Education Specialist                Cynthia Hobbs

              15th Annual Retreat of the International Development Partners                              2009

                       MORGAN’S HARBOUR HOTEL & MARINA,
                        PORT ROYAL, NOVEMBER 24- 25, 2009

                         SUMMARY OF RETREAT EVALUATIONS

The retreat evaluation forms prompted responses to items geared towards eliciting opinions on the
overall proceedings of the retreat in the areas related to organisation, format, staff and venue.

Regarding the organisation of the retreat, over 90 per cent of the retreat’s attendees believed that
the event had been well organised, and that the information related to the retreat was communicated
in a timely manner, while sharing the overall view that the retreat kits had proved to be adequate.

The format of the retreat was also deemed satisfactory by the attendees since 76 per cent shared the
view that the plenary format was the ideal method for the topics being put up for discussion. All the
attendees (100 per cent) were of the opinion that the information provided during the course of the
retreat was presented in an organised and effective manner, while approximately 65 per cent
believed that the background material prepared for each session had been sufficient. The
participants also agreed unanimously that time allocated for each session had been sufficient, and
that the information garnered from each respective subject area was both valuable and useful.

As it related to the staff available during the retreat, approximately 95 per cent of the attendees
shared the view that the retreat staff had been sensitive to both their needs and concerns. The same
percentage also agreed that the facilitator for the event was generally prepared, while possessing
knowledge of, and being sensitive towards the relevant issues. The majority of the group were also
of the opinion that the facilitator had fostered the participation and inclusion of all present.

There was a split in the feedback regarding the venue - as to whether Kingston was a suitable venue,
or whether outside of Kingston would be better. 47 per cent of the participants had deemed the
venue (nearby Kingston) a suitable one with adequate facilities to host the event. Meanwhile, 53 per
cent were of the general impression that in the future, the result would be more successful if held
further away from Kingston.

Based on these overall responses, it would be fitting to conclude that the retreat had been an overall
success, with participants being satisfied and the agenda having been fully met. The overall turnout
was also impressive based on the number of attendees which including the invitees, along with other
members of the respective agencies, ministries and departments.

15th Annual Retreat of the International Development Partners   2009


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