PIOJ Growth-Inducement Strategy - Planning Institute of Jamaica

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state sectors engaged in community development; real local government reform that empowers PDCs, CDC etc A re-imaging of the people and their communities by those who would seek to ‘re-engineer’ their lives, beginning from an appreciation of their intrinsic assets and capabilities, their inherent goodness, their sterling contribution to creating what we now market as “brand Jamaica” and as such their just desserts as the creative agents To become a national thrust going beyond the 100 communities identified for their pathologies and perhaps because they hold public attention for acting out; to instead be “the way” – the way we are with and for our people across the length and breadth of the island – a national resolve to never again practise exclusion, marginalization and stigmatization of the majority of our people. 4.0 Existing Assets Finally, a brief word on Appendix A7: Proposed West Kingston Commercial Lifestyles Centre - Concept Note It is a curious proposal – why concentrate and corral? What of existing assets: Ward Theatre Liberty Hall Ocean Boulevard plazas Kingston craft market What audit of existing internet cafes The performing arts programme of Area Youth Art in the street programme of Multi-Care Foundation Outreach programmes of ACIJ and IOJ Galleries for community development like Studio 73 and Rock Towa A properly managed St. William Grant Park The proposed restoration of historic churches and the community renewal programmes associated with that plan Rather than reinvent, let us audit to identify then place additional resources to enhance, expand, ensure sustainability, fast track, replicate, scale up the great stuff that already exists and/or is taking place – there is great scope for public-private partnerships and investment opportunities in this city and nation. At all costs, avoid concentrations – spread the investments, assets and the love. 213
C __________________ Enhancing National Resilience: Focus on the Built and Natural Environments Dr. Barbara Carby Director, Disaster Risk Reduction Centre, UWI 1.0 Background This presentation was prepared for the Planning Institute of Jamaica’s launch of its Growth- Inducement Strategy. As the time given to each presenter is short, only a brief review and discussion of the topic “Enhancing National Resilience: Focus on the Built and Natural Environments’ is possible. 2.0 The Growth Inducement Strategy I will first look at some aspects of the Strategy and then at aspects of national resilience. The Strategy states that US$19 billion worth of Jamaica’s infrastructure assets are exposed to natural hazards. On average, each year 1% - 2% of GDP is lost to the impact of hazards. These figures do not reflect the human costs – death, injuries, suffering, loss of livelihoods and income. It is clear that if national growth is to be induced and maintained, the question of resilience to the impact of hazards must be confronted. The United Nations International Strategy for Disaster Reduction (UNISDR) defines resilience as “The ability of a system, community or society exposed to hazards to resist, absorb, accommodate to and recover from the effects of a hazard in a timely and efficient manner, including through the preservation and restoration of its essential basic structures and functions.” A resilient society, therefore, suffers less impact and is able to recover from the effects of a disaster much more quickly. The Strategy covers major issues related to growth inducement. However, there are three areas which were omitted, and which have implications for both growth and national resilience. 1. The agriculture and water sectors are not included in Part IV.F; but Table F.1 indicates that, at March 2010, Agriculture, Hunting and Fishing employed most persons – approximately 25%. This would seem to be a potential area for growth. Agriculture is, of course, also a critical component of food security, itself an important component of national resilience. 2. Water will be needed for any type of growth - short, medium or long term. Given the present challenges associated with water delivery in many areas, coupled with 214
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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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7.0 Fundamental Steps Forward for J
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Part IV ________________ Policies a
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Current Status: Cabinet by decision
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e more than compensated for by the
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B ____________________ Eliminating
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Commercial Bank loan rates have als
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5.0 Expected Outcomes These measure
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capital, mainly in the form of equi
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oth local and overseas (including t
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Table C.1. Proposed Implementation
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PIOJ Growth-Inducement Strategy - Planning Institute of Jamaica

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