PIOJ Growth-Inducement Strategy - Planning Institute of Jamaica

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3.0 Current Poverty Reduction Initiatives 3.1 Current poverty programmes in Jamaica span a wide range of interventions, from construction of community infrastructure such as roads and schools, water and sanitation projects, rural electrification, and skills building, to cash transfers, residential care and employment programmes. In addition, there are education, training and apprenticeship programmes, as well as nutrition support. Altogether, millions of dollars of resources are now being spent on poverty programmes of various kinds. 3.2 However, Jamaica will not reap positive and sustainable outcomes, if programmes remain fragmented and there is inadequate provision for measuring programme effects. Across Ministries, agencies, and even NGOs (inclusive of donor/lender facilitated projects), ad hoc, well intentioned initiatives are currently giving rise to duplication of efforts, wastage of resources, poorly designed projects, and detached and fragmented programme approaches. This is not due to a dearth of information and data but to a less than productive use of the available information. There is also limited accountability for results of these efforts, owing to lack of an institutional focus, monitoring of impacts, and assessment of outcomes. Best practices require a more structured approach with proper coordination and monitoring. Such coordination would support the work of various Ministries and agencies involved in a wide range of strategic interventions, without negatively affecting the immediate roles and responsibilities of each agency. 3.3 Vision 2030 Jamaica is now the overarching framework for social policy interventions going forward. Accordingly, a restructured poverty programme now needs to be drafted, which builds on the merits of the previous policy and programme and on best practices gleaned from experience here and elsewhere. As a matter of immediate relevance, the Community Renewal Programme, currently being developed and led by the PIOJ, aims to address priority social issues that negatively affect some 100 vulnerable communities islandwide. This programme could be one of the major new initiatives operating under the umbrella of a restructured poverty programme. 4.0 Responsibility Framework 4.1 An appropriate framework would involve assignment of responsibility for coordination to a single institution, the NPCRU, with well designed mechanisms for monitoring poverty. As its charter, this Unit would have policy and programme documents that embody the tenets of the long-term Development Plan. The Unit would be able to balance the allocation of available resources between short term or immediate measures and longer term approaches according to the relevant plan and policy, in keeping with the medium-term economic and social framework (MTF) and in line with the GOJ’s budget process. The Unit would 193
therefore need to have sanctioned opportunities to influence the budget process in accordance with stated priority programme areas. Though the Unit requires authority for coordination and oversight, this should not detract from the mandate and responsibility of the various agencies whose programmes would form part of the mix of initiatives for poverty reduction. The Unit would be the first port of call for any assessment of poverty programmes in Jamaica. As a coordinating body, the Unit would be well placed to sift through and disseminate information, provide structured and streamlined objective approaches to interventions, monitor overall reach of services and initiatives, and bring a more unified perspective to bear on national efforts. 4.2 This Unit would be mandated to pull together the various strands of the social development support system, and to encourage synergies and integration with the economic development sphere. Applying the needed multi-faceted approach to poverty reduction will require linking programmes and initiatives, pulling on technical support through an inter-sectoral planning and monitoring mechanism. Nongovernment organizations (NGOs) have played a highly significant role in poverty reduction in the Jamaican context, and these organizations could likewise become more effective through a shared agenda of purpose and priorities. 5.0 Recommendations a. Government is asked to assign the portfolio of poverty reduction and mitigation to a single named Ministry or agency. b. A National Poverty Reduction Coordinating Unit (NPRCU) is to be established within the approved entity, with a mandate to revise the National Poverty Eradication Policy and Programme, consistent with Vision 2030 Jamaica. The Unit would provide technical direction and secretariat services, with an accompanying collaborative, inter-agency mechanism for programme monitoring and evaluation. c. The Planning Institute of Jamaica (PIOJ) is ideally placed to locate the NPRCU: Apart from being removed from the immediate implementation of activities, the PIOJ has access to several levels of data, information, and interaction that allows it a broad view of the critical issues involved in poverty reduction. As the national planning agency, it can bring economic, environmental and social development theories to bear on critical aspects of poverty reduction, addressing the key elements of income, inflation and inequality which are some of the major factors that influence economic well-being of the poor. It could, therefore, create an organic linkage between conduct of the poverty programme, analysis and measurement of its outcomes, and assessment of accountability. 194
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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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conditions. These combined with a p
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Figure 9.4. Proportion of Primary A
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6.0 Logistics are Essential for Tou
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Page 155 and 156: Part IV ________________ Policies a
Page 157 and 158: Current Status: Cabinet by decision
Page 159 and 160: e more than compensated for by the
Page 161 and 162: B ____________________ Eliminating
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Page 175 and 176: Develop formal and informal links t
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Page 179 and 180: 5.0 Recommendations Based on the ma
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Page 183 and 184: industry as well as provide funding
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Page 187 and 188: indirect losses experienced when th
Page 189 and 190: Table F.1 (continued) Area Type of
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Page 195 and 196: Table G.1 Priority Initiatives Obje
Page 197 and 198: Table G.2 Phased Implementation Pla
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Page 217 and 218: With the benefit of hindsight, some
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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