PIOJ Growth-Inducement Strategy - Planning Institute of Jamaica

programme of social inclusion that levels the playing field, broadens the base of
participation in the growth process, builds confidence, and allows buy-in by
stakeholders.
6. Public sector transformation. 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 a proactive partner with the private
sector.
4.2 Specific components of the growth-inducement strategy and corresponding agenda
items are listed in the Growth Strategy Matrix (Table 2.2). Some of these items are
further highlighted in Table 2.3. Details of the agenda for public sector transformation
are laid out in Part IV.J.
5.0 From Strategy to Implementation
5.1 In total, this strategy is comprehensive in scope, highly focused in its targets,
rooted in local (national) initiatives and effort, and eminently practical and relevant. It
effectively deploys limited financial resources in a tight budget scenario while calling for
forceful leadership and exercise of political will. It is a timely and doable strategy.
5.2 Several features of this proposed strategy are worth emphasizing:
First, this is not a “crash programme.” We seek to place in the forefront a strategic
framework that gives coherence, focus and direction to the growth-inducement
strategy (see above, Figure 2.1).
Second, because of limited resources, everything cannot be done at once. It is
therefore necessary to focus resources and action at those points which are
identified as critical to releasing binding constraints on economic growth and
capable of yielding demonstrable and significant results in a short and mediumterm
context.
Third, it is important to distinguish two phases of the strategy, i.e. measures that
are intended to take effect in the short term, and those that are designed for the
medium- term. All measures are expected to be brought on-stream within a threeyear
horizon and be fully integrated with the three-year budget cycle of
Government (Medium Term Expenditure Framework).
Fourth, because of the complex structure and time-phasing of the overall
programme and interdependence among its component parts, there is a clear need
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