PIOJ Growth-Inducement Strategy - Planning Institute of Jamaica

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3.0 Major Themes This document is the result of the CRP development process to date. Its major themes are as follows: 1. Enhancing the impact of current violence reduction initiatives through greater coordination and harmonization of activities at the community level and more strategic deployment of available resources. 2. Scaling up of best practices based on lessons learnt. 3. Focusing on longer term sustainability of the programme and a “weaning” of community residents after its conclusion through the transformation of personal and community attributes and assets into productive activity, wealth creation and sustainable livelihoods. 4. Building of trust in the state through deeper, on-going engagement with communities and a formalization of community governance to promote legitimate community leadership. 4.0 Critical Success Factors The CRP will seek to improve on previous initiatives by incorporating a focus on four important aspects: 1. Political transformation - breaking links between politics and ‘dons’, gangs and forms of organised crime and other criminal elements. 2. Strategic operational engagement by the security forces against criminal elements to complement social and economic interventions. 3. Unwavering prioritisation of and commitment to the programme by State and societal action with clearly designated political champions and strong Parliamentary oversight for accountability. 4. Steadfast linking of community outcomes with the economic, social wellbeing and justice goals outlined in Vision 2030. 5.0 Priority Actions The CRP seeks to integrate and synchronise the efforts of government, civil society and private sector organisations in pursuit of common objectives. Partners have agreed to work together within a common framework towards the achievement of objectives that help to advance the goals of vision 2030. Priority initiatives agreed upon are indicated in Table G.1. 183
Table G.1 Priority Initiatives Objective Priority Initiatives Implementation Partners Strengthen legitimate and participatory governance Establishing national governance structures to coordinate the delivery of services Increasing transparency and accountability in governance Strengthening the community and parish development planning and implementation process Cabinet Office CRP Secretariat Office of the Prime Minister (ECJ), CAFFEE, JCSC, NIAL,OCG, Political Parties ALGA, DoLG, MNS, NAPDEC,NCO, NLA, SDC,STATIN Strengthening legitimate and participatory local governance structures and the relationship between them ALGA, ICCF,NAPDEC, SDC Increase Safety and Justice Tackling serious crime BWA,CSJP,DCS,ICJS,JCF,PMI Supporting effective community-based policing JCF, MoJ, MNS, SDC Enhance Social Transformation Improve Physical Development Improve Socio-Economic Development Promote the development of Children and Youth Enhancing evidence-based crime prevention Increase school safety Increasing access to Justice Increasing social inclusion and cohesion Fostering personal and community empowerment Upgrading localised structures and formalising informal settlements Establishing and enhancing connecting infrastructure Developing public spaces Improving employability Providing employment opportunities Promoting entrepreneurship Promoting prioritisation of youth within CRP interventions Supporting programmes for children and youths in need of care and protection Facilitating programmes for prevention of teenage pregnancy and support to teenage parents Supporting high-risk youth initiatives Promotion of youths as assets in the development process JCF, JSIF, MNS, MoH, Mona Informatics, VPA JCF, MoE, MNS, MoJ DCS, DRF, JFJ, Legal Aid Clinics, MoJ, VSU CAB, CHASE, Insports, JCDC,MYSC, NTP,OPD,PSOJ,PSMP,SDC, Roots FM CHASE, CDA, DRF ,JCC, MoH, Fathers Inc. MoH, MYSC, NPC,PALS, PMI,RLMS,WROC CSJP, FFTP, HAJ, JSIF, Local Authorities, MWH, NEPA, NHT, NLA, NSWMA, NWA, SDC JSIF, JPSCo, Local Authorities, MWH, NSWMA,NWA CSJP, JCF, JSIF, MYSC, MNS, NSWMA, NWA, SDC Aganar, CSJP, HEART-NTA, JBDC,JFLL, NYF, RLMS, YUTE CSJP, JCC, JEF, JAMPRO, JSIF, MIIC, MLSS, PSOJ DBJ, JMA, JAMPRO, JYBT, MIIC, UTECH, UWI ICCF, JCF, JSIF, PMI, PSOJ, NYS, SDC, UWI, YUTE CDA, CISOCA, CF, HTCC, JASW, JCC, JCF, MoH, OCR, WFOJ, VSU JASWA, JCC, MoE, RISE, WFOJ, WMC, WROC, CDA, CSJP, DCS, MoE, NYS, PMI, VPA EMC, NCYD, NYOJ, OPM,SDC 184
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i A GROWTH-INDUCEMENT STRATEGY FOR
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To the many ordinary Jamaicans who
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Preface The Jamaican economy has ex
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for making a determined start on th
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the private sector groups, listed b
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Citibank N.A. Jamaica Branch Grace
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need for “additional fiscal space
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Chapter 2 ________________ Summary
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1.0 The Economic Situation Today 1.
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expected to provide an essential an
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Table 2.1. The Policy Framework: A
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programme of social inclusion that
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Strategic Focus Table 2.2. Growth S
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6.0 Short-Term Growth Stimulus 6.1
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decline of 2.0 - 2.2 percentage poi
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Table 2A.2. NWA Projects To be Fast
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Table 2A.5. Community Renewal Proje
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Table 2B.3. Impact of Repairing Far
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Appendix 2C Methodology of the Grow
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Part I _________ Overview 28
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2.0 Vision 2030 Jamaica Before delv
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3.0 May 2010 Security Event and Aft
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the longer than anticipated global
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April July October January April Ju
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Three industries recorded increases
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9.0 Proposals for Growth-Stimulus I
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targeted economic and social infras
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partnering with government to disco
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3.0 Growth Inducement Strategy The
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Growth-Inducement Strategy Alignmen
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50 Part II _________ Situational An
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inadequate provision of public infr
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2.0 Macroeconomic Assessment 2.1 In
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Increased global oil consumption wa
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$4,742.0 million and $688.4 million
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Non -Traditional Domestic Exports E
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negative impact of the Jamaica Debt
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ethanol and paint, whereas lower de
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Analysis of preliminary GCT data re
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The number of ship calls to the isl
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industry was, however, estimated to
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4.0 Projected Performance 4.1 Calen
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increased marketing and extension s
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Electricity & Water For FY 2010/11,
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J$ Million Figure 5.1. Private Sect
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2011/12). These extreme weather eve
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Chapter 6 ________________ Assessme
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creates allocative inefficiencies,
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Million $ Per cent Jun-10 Mar-10 De
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Table 6.1. Employed Labour Force by
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J$ million Mar-10 Dec-09 Sep-09 Jun
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FIGURE 7: GROSS NATIONAL SAVINGS RA
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4.10.2. However, the extent of the
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Part III ____________ Analytical Fr
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functional relationship between the
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It follows that: (5) s = I/Y = [S -
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However, the existence of measureme
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(d) v* = Y*/K* This is a measure of
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in Chapter 8. The mutual interactio
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Transforming the complex set of str
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Appendix 7A A Methodological Note T
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Chapter 8 ____________________ Asse
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The DBI focuses more narrowly on qu
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to ask, is it possible to predict g
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can be made to serve a very useful
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For further elaboration of the cons
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progressive Jamaica-based firms and
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Table 8.2. Jamaica: Doing Business,
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Table 8.4. Global Competitiveness I
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Table 8.5 (continued) Rank Indicato
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Rank* Constraint Table 8.7 Business
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