PUBLIC SECTOR REFORM ACTIVITIES

During the period under review the Public Sector Reform Unit (PSRU) continued activities designed to further advance the reform and modernization of the public sector as mandated in Ministry Paper No. 56/2002 - Government at Your Service: Public Sector Modernization Vision and Strategy 2002-2012. Presented hereunder are some of the major achievements and undertakings of the process:

Rationalization and Delegation of the Human Resource Management Functions of the Public Service
Plans were formulated to ensure that: the Ministry of Finance and Planning maintained its operational and financial focus; the Office of the Services Commissions remains impartial and accountable outside the traditional Government reporting lines; the Cabinet Office provides the central focus and senior leadership for human resource management.

Implementation is expected during 2004. Delegation of the human resource (HR) function to ministries and agencies continued. In 2003, fourteen entities including the Ministry of Finance and Planning have been delegated authority. This has resulted in:

• Overall improved efficiency in the appointment of employees in these entities.
• The completion of comprehensive audit reports on the performance of these entities in this area.
• A significant increase in the number of competitive appointments, in keeping with the principle of merit.
• Improved management of the training and development function in the majority of entities.
• A change in the role and functions of the Office of the Services Commission to include auditing, monitoring and the provision of advice on the management of the delegated functions, training of designated personnel in the management of delegated functions, recourse and redress, the development and administration of job selection tools.

Performance Management and Appraisal System (PMAS)
In order to promote the achievement of improved public sector performance, the GOJ took steps to implement an effective performance management system in April 2003. A Performance Management Implementation Team, chaired by the Chief Personnel Officer, was appointed, six pilot ministries chosen and implementation teams established within each to drive the process internally. The pilot ministries were:

• Office of the Prime Minister
• Office of the Cabinet
• Office of the Services Commissionentries; and
• Ministry of Finance and Planning
• Ministry of Transport and Works
• Ministry of Local Government, Community Development and Sports

The achievements to date are:

• Staffs in all ministries were sensitized on the principles and features of the new system.
• Gap analyses were conducted to assess the state of readiness for implementation and to develop strategies to close gaps identified in eleven ministries.
• A core team of fifty-two persons completed training in essential elements of the system.
• Guideline instruments were developed.
• Output focused job descriptions and work plans linked to strategic objectives and focus of respective ministries were completed in 75% of the pilot entities and started in all the others.

By April 1, 2004 most pilot ministries will be ready to manage employees' performance using the new system. April 1, 2005 is the deadline set for implementation of the system ministry-wide. Agencies of the various ministries will begin the implementation process in April 2005.

Modernization of Ministries and Creation of Performance Based Institutions (PBIs)
A major objective of public sector modernization is the continuing creation of PBIs with structures, systems, processes and internal capacity to efficiently and effectively deliver services to clients. This was a significant success area for the PSMP under which the Ministry of Transport and Works and the Ministry of Land and Environment were selected for modernization primarily in relation to their core policy, corporate planning and development functions. The MTW has made significant progress towards completion of its modernization plans.

The PSRU will continue to assist and support activities geared towards the transformation of selected ministries and entities.

MINISTRY OF EDUCATION, YOUTH AND CULTURE

A concise assessment was made by the Cabinet Office/PSRU to examine the status of recommendations made by a number of studies conducted of the MOEYC during the period 1998 to 2003. The PSRU took the assessment a step further by projecting some outputs, performance indicators and outcomes for consideration where these were not stated in the studies reviewed.

This assessment served as an initial step towards identifying critical areas that could be considered for immediate action and proposed priority areas for consideration by the Minister and the Senior Management Team.

The new focus on output and the need to improve the quality of output by the educational system has spurred the formation of a high-level team of public and private sector interests to review the sector performance over the last 20 years and to recommend and collaborate on appropriate courses of action with a view to improving the current and future output of the education system.

The PSRU supported the Ministry in the recruitment process for the important position of Chief Education Officer and other top-level posts, helping to ensure that the strategic policy focus of these positions were fully recognized and that the selection process was based on best practice.

Child Development Agency (CDA)
The PSRU facilitated a 10-week consultancy to assist in identifying critical policy and operational issues relating to the CDA and to recommend options that could be considered to improve the overall service delivery capacity. The consultancy output report represents the collaborative efforts of the CDA's Chief Executive Officer, Ministry of Health's representatives and the PSRU.

The areas covered included management of the homes; staff considerations; education, health and safety issues of children in care; and the required management information systems that will enhance the data collection, monitoring and evaluation of these children. The report also highlights specific areas of policy and operational issues that address the quality and consistency of care across government and NGO children's homes, the level of managerial oversight, and the effectiveness of working arrangements with partner agencies. The PSRU will continue to support the MOH and the CDA in assisting with the process of implementation of the recommendations that have been accepted.

Immigration, Citizenship and Passport Division (ICPSD)
The Immigration, Citizenship and Passport Services Division (ICPSD) is to be considered for Executive Agency status. This is consistent with the Government's strategic objectives of strengthening public bodies to facilitate the delivery of services in an effective, efficient and economical manner.

The PSRU facilitated a ten week consultancy to assist the ICPSD in its preparation to undergo a diagnostic and transformation process that will enhance its overall service delivery capacity. This consultancy sought to capture critical issues affecting the ICPSD - it provided an overview of the current situation, the opportunity to dialogue with the senior-level staff of the ICPSD to obtain a perspective of the entity's current focus, its core functions, the constraints experienced in the related operations and the improvements required to realize its goals and objectives.

PSRU collaborated with the ICPSD Senior Director and senior management staff to discuss the approach to be adopted to transform the entity into an Executive Agency and to assist in the overall preparation for the diagnostic study to be conducted and its subsequent transformation.

The following objectives were realized:

• The completion of the initial phase of the Prior Options Review in collaboration with the management and technical staff of the ICPSD and documentation of results.
• The development of the terms of reference for the diagnostic study.
• The establishment of a transition team to oversee the transformation.

>AIRPORTS AUTHORITY OF JAMAICA

The Airports Authority of Jamaica (AAJ) is currently undergoing corporate reorganization. The PSRU facilitated a short-term consultancy to assist the AAJ in its reorganization. The objectives of the consultancy were to:

• Review the work done by the AAJ in effecting adjustment to its structure and staffing, and make recommendations for improving the present structure for more efficient and effective operations under the divested regime.
• Evaluate the mechanism that AAJ has put in place to facilitate subsequent phases of the reorganization process and define a strategy for implementation of the new structure.

Reports have been prepared in collaboration with the entity and with senior representatives of the Ministries involved.

The reorganization of the AAJ will reflect administrative and operational changes brought about by the recent privatization of the Sangster International Airport, and prepare the Authority for the pending transfer of the Norman Manley International Airport to a separate operating entity, that will be a wholly owned subsidiary of AAJ.

>CUSTOMER SERVICE AND STANDARDS

During FY 2003/04, the Standards and Monitoring Unit of the PSRU continued to advance its objective of ensuring that improvements in customer service become and remain a focal point in the operations of all public sector entities. The Unit employed various strategies, including:

• The continued sensitization of agencies about the principles of public service;
• Providing assistance to agencies in instituting measures for improving customer service;
• Monitoring of agencies' performance in relation to customer service;
• Encouraging and providing guidance in the development of Citizen's Charters;
• Facilitating the resolution of customer complaints against public sector entities;
• Identifying barriers to efficient service delivery and developing, implementing and monitoring strategies to overcome them;
• Implementing measures to reward agencies that consistently provide excellent service;
• Participating in plans designed to lead to the implementation of a public sector wide performance management and appraisal system.

>ACHIEVEMENTS

• Twenty agencies completed their Citizen's Charters with the assistance of the Unit.
• The Office of Disaster Preparedness and Emergency Management has officially launched its document and released it to the public.
• An additional twenty agencies are in the process of charter development.
• Agencies are monitored quarterly with Citizen's Charters to evaluate adherence to standards in Citizen's Charters, and remedial actions taken where necessary in collaboration with the entities.
• Three newsletters (Charter Bulletin) were published and circulated to all public sector entities.
• The Public Sector Customer Service Competition, 2003 was successfully staged in November. There were significant improvements in service levels and customer satisfaction levels reported across the board, with high achievement recognized for the winner of the competition - the Administrator General's Department. The panel of judges included senior representatives from the office of the Public Defender, the JCSA, OSC, OUR and PSOJ and the media.
• Customers are able to report service delivery issues or complaints via the print media, letters and the toll-free customer service line to the Unit. Ninety-nine (99) of the one hundred and nine (109) service delivery complaints were resolved - a 90.8% success rate. Unresolved complaints related mainly to inaccuracies or incompleteness of customer applications.
• Recommendations were implemented at the Swallowfield Examination depot (improvement of physical facilities and improvement of the filing process) and the National Insurance Scheme (involvement in the development and implementation of the computerized system).

RESOURCE MANAGEMENT, ACCRUAL ACCOUNTING AND CORPORATE PLANNING

Resource Management In line with the objectives of Ministry Paper 56/2002, the GOJ will commence the first phase of implementation of accrual accounting in pilot ministries - the Ministries of Finance and Planning, Ministry of Transport and Works and the Office of the Services Commission - in 2004.

This will build on the model already implemented in the eight Executive Agencies, and develop activity-based approaches to the costing of outputs.

In laying the groundwork for the transition, the PSRU negotiated with the World Bank for the provision of technical assistance to examine the current accounting systems. It also coordinated consultations with the Ministry of Finance, the Cabinet Office and the consultants that resulted in a report outlining twenty-eight recommendations regarding the transition to improved financial management systems and the provision of support to components such as the integrated payroll system.

The twenty-eight recommendations have been reviewed and largely accepted and now guides the longer-term implementation process. In partial satisfaction of the recommendations, a broad based steering committee (with PSRU representation) was established to provide strategic leadership. In addition, small technical working committees comprising key officers have also been formed to assess and report on specific areas including the assessment of various aspects of accounting systems, processes and legislation and to develop a communication programme to support the implementation process.

The MOFP team completed a training needs assessment and a draft-training manual. A roll-out plan is currently being reviewed by the steering committee. Training has already commenced in key skills and involves sensitization of critical personnel on:

• The reason for the change to accrual accounting, benefits and expected changes.
• The principles of environmental accounting.
• The principles of accrual accounting.
• Functional or job specific training.
• Accounting and computer training.

The move to accrual accounting in Central Government will see the GOJ adopting International Public Sector Accounting Standards (IPSAS) and is expected to result in improved asset management, performance analysis and reporting. It will take total operational costs into account and improve the level of financial management and resource application by ministries. Ultimately, it will facilitate the move towards a focus on outputs and the costing of these outputs to achieve desired outcomes as well as improve efficiency of resource allocation and use across Government.

Corporate Planning
In tandem with the move to implement accrual accounting and the implementation of performance management in the public sector, the PSRU initiated a review of the corporate planning templates and processes. The PIOJ has piloted the revised and more output-focused template successfully and eedback from other test sites has been positive.

The PSRU, in collaboration with the PIOJ and Ministry of Finance has commenced the review of this template and the MOFP's budget and costing template with a view to linking the templates and mainstreaming the implementation across the public sector in 2004. A steering committee with representatives from the MOFP, PIOJ and the Cabinet Office has been formed to lead and coordinate this process and to develop an action plan for the implementation.

The expected outcomes of the coordinated implementation of performance management, accrual accounting and corporate planning are overall improvement in the effectiveness of financial management, planning and resource allocation at the ministry level in support of the Government's capital projects and policy priorities, as well as higher-level management and performance reporting in a "real-time" environment.

Information Technology
The following achievements were realized in the 2003:

• Twenty-two HR business processes were mapped/identified and ten processes reengineered. The Committee was reactivated to implement and review additional processes.
• HRMIS 2.0 prototype implemented in eight government agencies. Three additional organizations are expected to receive the system by the end of March 2004. Over one hundred user support visits were made to twenty-nine sites. Twenty-two of these sites are currently operational.
• The Software Requirement Specification draft has been completed with a view to determining consistent and accurate user requirements in the HRM of GOJ.
• A concept paper on implementing shared ICT Corporate Services for the Cabinet Office, Ministry of Land and Environment, and Office of the Prime Minister was completed. The initial proposal, prepared in consultation with primary stakeholders, has been accepted. Jobs and job descriptions for the organization structure is currently being defined and prepared.

Integration of Services (One Stop Shops) and Creation of Shared Databases to Facilitate System Integration
Projects were commenced to promote public sector wide system integration.

A task force (with PSRU representation) was established to promote system integration, public sector wide, in the creation of one-stop-shops and shared databases across agencies. Initiatives undertaken by the project included:

• The simplification and automation of the system for the application and issuance of Tax Compliance Certificates resulting in the filing of applications on-line to one agency and the issuance of Certificates within 24 hours of application;
• Introduction of a special arrangement between the authorities and credit unions and other financial institutions removing the need for these institutions to submit documents to the Stamp Office. The result has been a reduction in the number of documents submitted to the Stamp Office for stamping.
• The preparation and publication of a Developer's Manual setting out all the requirements, standards, and procedures of the various agencies/departments involved in the building approval process;
• Streamlining and automation of the import/export process for agricultural and horticultural products

An E-Government readiness assessment survey was conducted. Over twenty-two questionnaires were completed and delivered to the Project Coordinator/UNDESA

National Health Insurance Scheme - Smart Card programme has been implemented.

Land Information systems - ongoing development based on digitized mapping

Review of Legislation for e-commerce, other e-transactions and digital signatures:
The PSRU conducted the following activities to advance review of legislation for e-commerce, e-transactions and digital signatures:

• Consulted stakeholders to identify the legislative changes needed to facilitate the introduction of e-commerce and digital signatures.
• Facilitated the legislative review to ensure that legislation such as the FAA Act and Access to Information Act make provision for e-transactions and digital signatures.
• Participated in the sensitization of ministries and agencies to the introduction of e-transactions and digital signatures, the changes that it will introduce to operations, and how these can improve their delivery of services.

Reforming the Policy Development Framework

In seeking further to extend participation in governance, the PSRU commissioned work to develop a Public Sector Code of Consultation based on a review of national and international best practices on the development of such codes. This work has provided the basis for stakeholders within Government and Civil Society to begin drafting the Code for the public sector. The Code will provide minimum rules for consultation and stakeholder participation in the development of policies, programmes and plans of Government Ministries and agencies.

>Greening of Government Achievements in this area include:

• The training, between May 2001 and December 2003, of more than 1,500 public sector employees in Environmental Management Systems, Environment and Sustainable Development, Integrated Environmental Management and Planning, Environmental Stewardship, and Strategic Environmental Assessment.
• The sensitization of approximately 25 senior accounting professionals in Environmental Accounting, in anticipation of the application of these principles along with the introduction of accrual a ccounting into the Ministries of Finance & Planning and Transport & Works.
• The development of an Environmental Stewardship Policy by a cross government committee of Ministry and agency representatives with the support of the Environmental Action Programme (ENACT).

Public Sector Employee Assistance Programme (PSEAP)
The Unit provided counselling, mediation and referral services to approximately 4,700 public sector employees through group and individual interventions. A counsellors' network has also been established and convenes on a bi-monthly basis. An Information Intake Template and a Counsellors' Handbook enunciating the modus operandi of these professionals have been developed. More than thirty persons have been trained in Basic Counselling.

Report on Consultants/Advisers in the Public Sector
A report on the status of Consultants/Advisers in the Public Sector, which made some far reaching recommendations in relation to the standardization of the policies on the engagement of consultants/advisers, was tabled by the Most Honorable Prime Minister. Work on implementing the recommendations has begun and a White Paper outlining further substantive recommendations is to be tabled concurrently with the report.

Pensions Reform
A Pensions Working Group examined existing pension's policy, legislation, schemes and administrative operations in the public sector with the aim of making recommendations for changes in the systems. These changes are geared to optimize benefits to employees, ensure consistency and equity within the sector, simplify and modernize administration of the schemes for greater timeliness and efficiency in payments. It is expected that a White Paper on the reform of the Public Sector Pension System will be tabled early in financial year 2004/05.

Establishment and Operation of the Access to Information Act (ATI Act)
Phase one of the ATI has been implemented in seven entities - the Office of the Prime Minister, Cabinet Office, the Ministry of Finance and Planning, Ministry of Local Government and Community Development, the National Works Agency, Planning Institute of Jamaica and Jamaica Information Service. Eight entities have been identified for implementation of phase two.

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