PIOJ Growth-Inducement Strategy - Planning Institute of Jamaica

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. 9.0 Priority Actions Priority areas targeted for action are indicated in Table A6.3. CRP Components Table A6.3 CRP: Action Plan Lead Programme/Agency 1. Establish CRP Secretariat PIOJ 2. Conduct assessment of existing programmes/projects/agencies working CRP Secretariat in the target community/area and identify gaps. 3. Develop and establish coordinating framework to ensure harmonisation CRP Secretariat of on-going and new projects in the community. 4. Establish a strategic alliance with existing programmes/projects e.g. CRP Secretariat JDIP for physical infrastructure projects. 5. Finalise list of communities for intervention. CRP Secretariat in conjunction with PIOJ & MNS 6. Governance SDC, CRP Secretariat a. Review and update Political Code of Conduct in consultation with the political directorate. b. Develop and establish governance framework for citizen inclusion in decision-making and practice. 7. Safety and Justice MNS, JCF Development and implementation of appropriate community safety mechanisms. 8. Social Transformation CRP Secretariat , NTP, PMI Design and implement national and community level social transformation programme. 9. Socio-Economic Initiatives CSJP, JBDC, SDC a. Identify income generating activities, including establishing business incubator and micro-lending facility. b. Develop and implement cross-functional programmes that provide training, employment and physical infrastructure development e.g. community parks and sanitation facilities. 10. Sustainable Physical Transformation. JSIF, CSJP, MWH, UDC, NHT, Identify sites for and develop/construct beautification areas, healthy life MoH zones and sanitation facilities. 11. Youth Development a. Assessment of youth population with an emphasis on identifying highrisk youth. b. Design and delivery of youth development programmes including skills training, income generation, mediation, life skills, psycho-social interventions, etc. MYSC, CSJP, PMI, MoH 10.0 Programme Budget: The CRP will be funded through a mix of sources i.e. Government of Jamaica (GOJ), International Development Partners (IDPs), the Private Sector (PS) as well as Diaspora and Charitable Funds. 187
H ____________________ Proposed West Kingston Commercial Lifestyles Centre A Concept Note This Concept Note was motivated by a request from some business leaders in the PSOJ to assist with developing a commercial product that could serve as a consilient point and catalyst for the redevelopment of Downtown Kingston. 1. 0 Introduction The West Kingston Commercial Lifestyles Centre (Kingston Lifestyles) is conceptualized as a strategically located, ring-fenced and secure, 9.7 acres commercially valuable and Community-valued business project in Downtown Kingston. The proposed location is adjacent to the Coronation Market (Curry) and the bustling nearby commercial district on Princess Street. Its location at the heart of the 50 commercially underserved residential communities of 254,588 residents within a 5KM radius gives it the promise of becoming the fulcrum of the modern and cosmopolitan renewal and re-development of the entire Downtown Kingston. Kingston Lifestyles market brand would be based on a strategic clustering of the economic, cultural, historical, social and geographical assets, and business opportunities, that competitively advantage Downtown Kingston as a commercial zone. This market brand would be strengthened by the systematic and institutional abating and neutralizing of the environmental risks (for example, crime, criminality and social disorder) that make Downtown commercial life unsafe and undesirable. Kingston Lifestyles would also represent a unique place identity of a modern and cosmopolitan space where shoppers and visitors can experience their aspirational desires such as connecting to the global space –technology hot spot, food court, small theatre for movies, etc. The social and economic architecture of this strategic clustering and risk management would include all stakeholders such as area residents, merchants and visitors - developing and valuing, and hence commoditizing a connection to the Centre. This should make them suspend, if not abandon their more narrow enclave social-political and economic, as well as class identities, in favour of the more modern, hip and inclusive globalized cosmopolitan place identity of the Centre. This constructed place identity is the social and public capital glue that bonds together the component parts of the cluster into a marketable and commoditized single identity –The Hip Place in the heart of Downtown Kingston. 188
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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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Chapter 9 ___________________ Inter
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3.0 The Burdens of LAC’s Logistic
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Page 179 and 180: 5.0 Recommendations Based on the ma
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Page 219 and 220: ight. Where we as a society fail is
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PIOJ Growth-Inducement Strategy - Planning Institute of Jamaica

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