PIOJ Growth-Inducement Strategy - Planning Institute of Jamaica

the elders, youth, children. What for example would be the knock-on
development impact of a gendered approach (a strong argument for which is
contained in Table A9.2 Unemployed Labour Force by Age & Gender 2009-2010.
What is it about the structure of the socio-economic environment that has women
having higher levels of unemployment - twice the number of unemployed males
in such age groups as 25-34, 35- 44; except for the age groups 14 – 19 and 65 and
over. What strategy will ‘unleash’ their creativity/entrepreneurship, access to
titles, access to employment in the intended infrastructural works which are a
lynchpin of the growth strategy.
3.0 On the Matter of Governance
Neither the growth strategy nor within that the CRP shall have the desired success in the
existing governance model in Jamaica. Where is the bi-partisan buy-in strategy? How
will we mitigate against the corrosive effect of electioneering in Jamaica, which, if we the
citizens do not take a stand, will be unleashed as we get further in the year and closer to
2012. The growth- inducement strategy and CRP will be all but dead in the water if it is
political business as usual in the lead up to the next general elections. This risk is noted
rather euphemistically and obliquely in the strategy document, page 90, as follows:
Near-term political economy will pose a critical challenge to the sustainability, and
hence credibility, of the current economic programme and policy stance.
Despite this threat, the Strategy document gives the overarching governance framework
slim treatment in item 6, namely
Adopt a new role for government. At present, government is widely perceived to be
―part of the problem. In fact, government is beset with inter-agency coordination
problems and, by its own actions, creates market distortions, allocative inefficiencies,
avenues for rent-seeking and corruption. Now engaged in a contractionary mode,
government should seek to pull back to performing well its core functions, efficiently
delivering services to the public and acting, not just to facilitate, but also to become an
effective partner with the private sector.
We need to transform governance not just the ‘efficiency of government’.
If the CRP is to realize its transformative potential it needs:
A human rights framework for economic and social development
A radically transformed governance ethos and practice – the ECJ, Contractor
General recommendations need immediate action; anti-corruption and
impeachment legislation; expanded access to information provisions;
transformation of the role of the MP vis a vis the agencies of the state and non-
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