Recommendations For The Restructuring Of - Jamaica Information ...

Public infrastructure and related services
Efficient public bureaucracy
An appropriate policy environment and regulatory mechanisms and
Effective diplomacy.
The determination of the core functions of Government was informed by an understanding of
“what Government should do and pay for; what government must pay for, but does not have to
do; and what Government should not do and should not pay for” (Osborne and Plastrik, 1997) 1 .
Importantly, the rationalisation was guided by the imperative for a Jamaican Public Sector that
is service oriented, results-based and guided by appropriate accountability mechanisms and
which therefore provides an enabling environment for the achievement of the Vision 2030:
“Jamaica the place of choice to live, work, raise families and do business”.
The Approach
The approach adopted in the exercise was iterative and inclusive involving major stakeholders
within the Public Sector and Trade Unions. Permanent Secretaries were asked to review the
functions of their specific Ministry, Departments and Agencies and decide upon one of six
options namely: retention, transfer, merger, abolition, divestment/privatisation and contracting
out. Matrices were completed, reflecting the recommendations posited by the Permanent
Secretaries and signed off by the respective Ministers. On review of the matrices and in
consultation with all Permanent Secretaries, additional modification was done, which informed
the draft Master Rationalisation Plan. The Plan was reviewed by the Consultative Monitoring
Group (CMG) and the report was subsequently presented to the Cabinet for approval.
The Master Rationalisation Plan was tabled in Parliament as a Green Paper to allow for public
debate and referred to the Public Administration and Appropriations Committee (PAAC) for
consideration and report. The PAAC invited feedback from the public sector, private sector and
civil society, in the form of written and oral submissions. The PAAC concluded its deliberations
and presented its Report to Parliament on December 21, 2010.
Consultations
Meetings with Public Sector Workers
A critical element in the approach is extensive consultations and engagement in social dialogue
with stakeholders at all levels. The PSTU facilitated dialogue in all Ministries with various
stakeholders within the Public Sector to include Ministers, Permanent Secretaries, senior
managers and in some instances, general staff. The inputs from staff were noted and were
1 Osborne, David and Plastrik, Peter “Banishing Bureaucracy: The Five Strategies for Reinventing Government” First Plume
Printing, USA, 1997
Public Sector Master Rationalisation Plan 7
Recommendations for Restructuring of Ministries, Departments and Agencies PSTU: May 2011