Vision 2030 Jamaica NDP Full

Vision 2030
Jamaica
National
Development
Plan
“Planning for a Secure & Prosperous Future”

Vision 2030 Jamaica | National Development Plan
Planning Institute of Jamaica

16 Oxford Road, Kingston 5
Tel: 906-4469 -72/906 -4463-4/960-9339 • Fax: 960-5058
E-mail: ndp@pioj.gov.jm
Website: www.pioj.gov.jm
© 2009 by the Planning Institute of Jamaica

All rights reserved. Published 2009
NATIONAL LIBRARY OF JAMAICA CATALOGUING-IN-PUBLICATION DATA
Vision 2030 Jamaica: national development plan/Planning Institute of Jamaica
p.; cm.
Bibliography: p.
ISBN 978-976-8103-28-4
1. Jamaica – Economic policy 2. Jamaica - Economic conditions

3. Jamaica - Social policy 4. Jamaica - Social conditions
5. Environmental policy – Jamaica 6. Jamaica – Environmental conditions
I. Planning Institute of Jamaica
338.97292 dc 22
Cover and book design by Chrysalis Communications

Printed in Jamaica by Pear Tree Press
Vision 2030 Jamaica
Table of Contents National Development Plan
A Vision for Jamaica ..............................................................................vi

Foreword .........................................................................................vii-viii
Messages...........................................................................................ix-xiii
Acknowledgements .............................................................................xiv
Executive Summary ............................................................................xxi
Introduction.........................................................................................1-4
Chapter 1: Context for Vision 2030 Jamaica - National

Development Plan.............................................................................5-16
Chapter 2: National Goals .............................................................17-34

Overview of the National Goals ...............................................................................17
Goal 1: Jamaicans are Empowered to Achieve their Fullest Potential ...............19
Goal 2: The Jamaican Society is Secure, Cohesive and Just ................................21
Goal 3: Jamaica’s Economy is Prosperous ...............................................................24
Goal 4: Jamaica has a Healthy Natural Environment............................................30
From National Goals to National Outcomes and Strategies..............................32
Chapter 3: National Outcomes .................................................35-206

Goal 1: Jamaicans are Empowered to Achieve their Fullest Potential ...............36
National Outcome #1 – A Healthy and Stable Population ..............................37
National Outcome #2 – World-Class Education and Training .........................57
National Outcome #3 – Effective Social Protection .........................................77
National Outcome #4 – Authentic and Transformational Culture .................89
2030
Vision
Jamaica
“Jamaica, the place of choice to live, work, raise families and do business” Page i
Goal 2: The Jamaican Society is Secure, Cohesive and Just..................................98

National Outcome #5 – Security and Safety ......................................................99
National Outcome #6 – Effective Governance ...............................................111
Goal 3: Jamaica’s Economy is Prosperous..............................................................126

National Outcome #7 – A Stable Macroeconomy ..........................................127
National Outcome #8 – An Enabling Business Environment ........................139
National Outcome #9 – Strong Economic Infrastructure ............................155
National Outcome #10 – Energy Security and Efficiency .............................175
National Outcome #11 – A Technology-Enabled Society ............................185
National Outcome #12 – Internationally Competitive Industry Structures...193
Agriculture ...........................................................................................................................203
Manufacturing....................................................................................................................207
Mining and Quarrying......................................................................................................210
Construction........................................................................................................................213
Creative Industries ............................................................................................................216
Sport .....................................................................................................................................219
Information and Communications Technology ...........................................................221
Services ................................................................................................................................224
Tourism ................................................................................................................................229
Table of Contents
Goal 4: Jamaica has a Healthy Natural Environment .........................................234

National Outcome #13 – Sustainable Management and Use
of Environmental and Natural Resources ......................................................235
National Outcome #14 – Hazard Risk Reduction
and Adaptation to Climate Change ..................................................................245
National Outcome #15 – Sustainable Urban and Rural Development ......253
Chapter 4: Key Strategies and Actions Under

the National Outcomes for Years 1 – 3 (2009-2012) .......................261
Chapter 5: Implementation, Monitoring

and Evaluation Framework ...............................................................305
List of Acronyms and Abbreviations .................................................315
Appendices: 1-7 ...........................................................................321-356

Appendix 1 – Vision 2030 Jamaica Plan Development Process ...............................323
Appendix 2 – Methodology for Plan Formulation.........................................................329
Appendix 3 – T21 Jamaica: An Integrated Development Planning Model .............337
Appendix 4 – List of Sector Plans,Task Forces and Chairpersons ..........................339
Appendix 5 – External Reviews – Clusters.....................................................................341
Appendix 6 – Communicating Vision 2030 Jamaica
– List of Presentations and Consultations ....................................................................345
Appendix 7 – Stakeholders in the Planning Process ....................................................349
References and Selected Bibliography......................................357-370

Index.............................................................................................371-376
Page ii “Jamaica, the place of choice to live, work, raise families and do business”
List of
Table of Contents
Figures
Figure 1:Vision, Goals & Outcomes ..........................................................................xv
Figure 2: The Guiding Principles ..............................................................................xxiii
Figure 3: National Goals ...........................................................................................xxiv
Figure 4: Forms of Capital - A Model for Jamaica’s Road to Prosperity............12
Figure 5: Defining a Secure and Prosperous Society for Jamaica........................15
Figure 6: The National Goals ......................................................................................17
Figure 7: The Path to a Secure and Prosperous Future for Jamaica...................18
Figure 8: Alignment of Vision, Goals and Outcomes..............................................33
Figure 9: Goal 1 and Related National Outcomes.................................................36
Figure 10: Prevalence of Poverty 2000-2007 .........................................................80
Figure 11: Goal 2 and Related Outcomes................................................................98
Figure 12: Murder Rate per 100,000 from 2000-2008 .......................................102
Figure 13: Goal 3 and Related National Outcomes ............................................126
Figure 14: Jamaica - Public Debt 1980 – 2008 ......................................................128
Figure 15: Jamaica - Ranking of Tax System 2009.................................................132
Figure 16: Jamaica - Inflation Rate 1990-2008 ......................................................134
Figure 17: Jamaica - Ease of Doing Business Ranking 2009................................140
Figure 18: Jamaica – Balance of Payments 1994 – 2007 .....................................143
Figure 19: Map of Jamaica’s Geographic Location................................................161
Figure 20: Jamaica - Total Value of Petroleum Imports 2002 – 2008 ...............176
Figure 21: Jamaica - GCI Ranking 2008-2009........................................................194
Figure 22: Jamaica - Tourism Visitor Arrivals 1991-2007.....................................230
Figure 23: Goal 4 and Related National Outcomes ............................................234
Figure 24: Institutional Framework for Implementation,
Monitoring and Evaluation .....................................................................314
Figure 25: Organizational Chart for Plan Development Process .....................323
“Jamaica, the place of choice to live, work, raise families and do business” Page iii
List of
Tables
Table 1: National Strategies Linked to Goals and Outcomes.............................xvi
Table 2: National Outcomes linked to Goals........................................................xxv
Table 3: Jamaica – SWOT Analysis.............................................................................10
Table 4: Leading causes of visits to health facilities by Health Region, 2007
(January-June)..................................................................................................42
Table 5: Leading Causes of Death Ranked in Order of Frequency (By Sex)
- Jamaica 2005.................................................................................................43
Table 6: National Strategies and Responsible Agencies
- A Healthy and Stable Population..............................................................48
Table 7: Proposed Indicators and Targets for National Outcome #1................56
Table 8: Educational Indicators for Selected Countries, 2005.............................59
Table 9: Distribution of Students Achieving Mastery of Literacy
at Grade 4 by Year 2006-2008 ....................................................................60
Table of Contents
- World-Class Education and Training .....................................................69

Table 11: Proposed Indicators and Targets for National Outcome #2 .............76
- Effective Social Protection ......................................................................83
- Authentic and Transformational Culture...............................................93
- Security and Safety .................................................................................107
Table 17: Proposed Indicators and Targets for National Outcome #5 ...........110
- Effective Governance.............................................................................118
- A Stable Macroeconomy .......................................................................135
- Enabling Business Environment ...........................................................148
- Strong Economic Infrastructure..........................................................167
Page iv “Jamaica, the place of choice to live, work, raise families and do business”
Table of Contents
Table of Contents
- Energy Security and Efficiency .............................................................179
Table 27: Proposed Energy Source and Diversification Options to
meet Projected Growth in Demand for Energy ................................180
Table 28: Proposed Indicators and Targets for National Outcome #10.........184
- A Technology-Enabled Society .............................................................189
- Internationally Competitive Industry Structures ............................196
Table 33: Sector Contribution to GDP 1982 - 2007 ..........................................201
Table 34: Main Goods- and Services-Producing Sectors
and Industries and Responsible Agencies ............................................202
Table 35: Proposed Indicators and Targets for the Agricultural Sector ..........206
Table 36: Proposed Indicators and Targets for the Manufacturing Sector......209
Table 37: Proposed Indicators and Targets for the Mining
and Quarrying Sector ..............................................................................212
Table 38: Proposed Indicators and Targets for the Construction Sector.......215
Table 39: Proposed Indicators and Targets for the Creative Industries..........218
Table 40: Proposed Indicators and Targets for Internationally Competitive
Industry Structures - Sport.....................................................................220
Table 41: Proposed Indicators and Targets for ICT .............................................223
Table 42: Proposed Indicators and Targets for Services .....................................228
Table 43: Proposed Indicators and Targets for Tourism......................................233
Table 44: National Strategies and Responsible Agencies - Sustainable
Management and Use of Environmental and Natural Resources...239
Table 45: Proposed Outcome Indicators and Targets
for National Outcome #13.....................................................................243
- Hazard Risk Reduction and Adaptation to Climate Change.........248
Table 48: National Strategies and Responsible Agencies....................................256
Table 50: Key Strategies and Actions under
the National Outcomes for Years 1 - 3 (2009-2012)........................263
Table 51: Defined Clusters for the Review of 1st Draft Sector Plans ............341
Table 52: Persons Participating in the Cluster Reviews......................................343
“Jamaica, the place of choice to live, work, raise families and do business” Page v
A Vision
for Jamaica
National Vision Statement
“ Jamaica, the place of choice to live, work,

raise families, and do business
The Vision ”
From bustling townships and cities to the “irie” countryside, we are a people of tremendous
God-given talent and potential. Out of diverse hardships we remain strong and deeply
spiritual. Jamaica, an island gem basking in brilliant sunshine where cool waters cascade
from the mountains to the fertile soils of the valleys below.
As a united family at home and abroad, we commit to a vision in which:
• we ensure equitable access to modern education and training appropriate to the
needs of each person and the nation
• we provide quality and timely healthcare for the mental, physical and emotional well-
being of our people
• our children and our children’s children can continue to enjoy the unique
environmental and cultural treasures of our island home
• we seek out and support the entrepreneurial talents and creativity of our people
• we create prosperity through the sustainable use and management of our natural
resources
• we create and advance national prosperity and security by vigorously seeking,
learning, generating, and applying scientific and technological knowledge
• we provide full access to efficient and reliable infrastructure and services
• we are the premier destination to visit and do business
• we hold to and build on those positive core values and attitudes that have made us
distinctly Jamaican
• we resolve conflicts through dialogue and mediation
• we treat each other with respect and dignity
• we all have a meaningful voice in the decision-making of our country
• we create a safe and secure society
• we know our rights and responsibilities and stand equal before the law
• Our families contribute positively to the society and nurture, protect, encourage and
support their members
We especially seek to create a secure future for our vulnerable population in
ensuring that:
• each child has equal opportunity to develop his or her full potential through access to
the best care, affection and protection
• our youth are empowered to contribute meaningfully in building and strengthening the
communities to which they belong
• our elderly and persons with disabilities are fully integrated within society, have access to
appropriate care and support services and are treated as valuable human resources
• no one falls into, or remains in poverty for lack of adequate support
“One love, one heart, one Jamaica”
Page vi “Jamaica, the place of choice to live, work, raise families and do business”
Foreword
Foreword
This Plan has been produced in the midst Government to guide the process of
of a global financial and economic crisis preparing a long term national
that is the most serious since the Great development plan to enable Jamaica to
Depression of October 1929. While achieve developed country status by
Jamaica has to respond to short-term 2030.
emergencies, it cannot lose sight of the
strategic and long-term requirements for Previous planning efforts floundered,
development. We must continue to plan, partly because they were perceived as
even though we operate in a dynamic being owned only by the Government of
global context, and deal with the the day. This Plan is therefore, broad-
consequences while we grasp the based in scope, non-partisan and
opportunities to prosper. inclusive, the recipient of input from the
public and private sectors, Trade Unions,
Many social and economic problems pre- NGOs, external agencies and ordinary
exist the current crisis. Partly due to citizens. The final product is a National
our neglect of long-term issues, our Development Plan which captures the
nation has suffered from a number of very diverse needs and aspirations of our
inadequacies since achieving people.
Independence in 1962 which has led to:
poor GDP growth performance, high This yearning for a secure and
levels of debt, unacceptable levels of prosperous future is encapsulated in the
unemployment and poverty, crime and vision statement: “Jamaica the place
violence, low levels of skills, weak of choice to live, work, raise families,
infrastructure, and uncompetitive and do business”. This vision embodies
industries that produce low value the clear message that emerged from the
commodities. inclusive planning process.
This weak national performance has This reveals that that hopes and dreams
been exacerbated by very rapid of our people transcend mere growth in
urbanization, migration and globalization per capita income, although this is
which have had a negative impact on the considered a worthy goal. Important
structure and stability of the Jamaican issues that emerged during the
family. The result has been a weakening consultation phase were for: greater
of social capital and the emergence of access and opportunities; efficient delivery of
negative social values and mindset that health, education, justice and security
we must overcome if the society is to services; a more inclusive society which
advance rapidly. Jamaicans have fosters a greater sense of hope, particularly
expressed a clear wish to break out of the young; greater development of rural
this vicious cycle of low performance areas; protection of the environment; and a
and build a quality society. In response to strong desire to preserve the positive and
this wish, the Planning Institute of transformational aspects of our culture and
Jamaica (PIOJ) was mandated by heritage.
“Jamaica, the place of choice to live, work, raise families and do business” Page vii
By 2030, we see Jamaica as a country commitment for transformation, a sense

having a vibrant and sustainable of urgency about the unsustainable
economy, society and environment; a nature of the current path, and a
high level of human capital development; passionate desire to achieve greatness.
greater opportunities and access to
these opportunities for the population; Today, our children, from the tiny boy in
and a high level of human security. Aboukir, St. Ann, to the teenage girl in
Developed country status for Jamaica is, Cave, Westmoreland, have access to
therefore, a definition crafted from our technologies that were once considered
realities and aspirations and against science fiction. They seek opportunities
which we will measure our achievements to realise their full potential. This Plan is
and successes. to ensure that, as a society, we do not fail
them.
Vision 2030 Jamaica is the strategic
guide or roadmap to achieve this level of We have a duty to ourselves, to the
development. Through short- and sacrifices of past generations and to the
medium-term priorities, policies and hopes of future generations, to preserve
programmes which are captured in the the best of our country and to
Medium Term Socio-Economic Policy transform the worst. The outcome in
Framework (MTF), the Plan provides 2030 is dependent on the decisions we
dynamism and flexibility. This framework make today.
for implementation facilitates consistent
monitoring and evaluation and allows I invite all Jamaicans, as well as our global
domestic as well as global changes to be partners, to join in the next stage of this
reflected and incorporated in the exciting journey: the successful Plan
planning process. implementation of Vision 2030 Jamaica.
We will not achieve developed country

status overnight; the change will be Wesley Hughes, CD, PhD
gradual. To achieve this goal requires Director General
leadership, partnership, national will and Planning Institute of Jamaica
Foreword
Page viii “Jamaica, the place of choice to live, work, raise families and do business”
Message
Messages
From The Governor General
His Excellency, The Most Honourable

Patrick L. Allen, ON, CD, PhD
Governor General
It is fitting that the Vision 2030 Jamaica a sustainable way, we must draw upon
- National Development Plan, which is those values, skills and attributes that are
being tabled in Parliament, is the result of right with Jamaica. It will require
widespread consultations with transformational leadership at every level
stakeholders across Jamaica, as it in the society, a willingness to work with
embodies the kinds of positive each other and the use of our natural
conversations that we must have if we resources in the best ways possible.
are to express our concerns one to
another, define our common goals and But perhaps most importantly, the
identify pathways toward achieving them. realization of the Vision 2030 Jamaica -
National Development Plan will require
The four overarching national goals that the input of our youth who must have a
have been identified speak to sense that they are at the centre of our
empowerment, social security, economic nation’s development. We must engage
prosperity and the health and well-being them and involve them in the
of Jamaicans living in a healthy natural transformation process.
environment. These are goals with which
every Jamaican can identify, as they seek I believe in the ability of every Jamaican
to address pertinent issues that relate to to contribute in a meaningful way to the
their ability to provide for their families accomplishment of the Vision 2030
in a secure and enabling environment. Jamaica - National Development Plan
This is especially important during this and I applaud the Planning Institute of
period of economic uncertainty. Jamaica for so ably leading the process of
change.
If we are to achieve these national goals Patrick L. Allen
and impact the country’s development in Governor-General
“Jamaica, the place of choice to live, work, raise families and do business” Page ix
Message
From The Prime minister
The Honourable Bruce Golding, MP

Prime Minister
My fellow Jamaicans, we are now economic growth, improve social

embarking on a path of national welfare, and prepare us to face the
transformation through Vision 2030 challenges of integrating into the global
Jamaica – National Development Plan - a economy. Our economy must be
vision of a new society that is inclusive of prepared to trade with the rest of the
the dreams and aspirations of all world efficiently and competitively if we
Jamaicans; a society that is secure, are to enjoy a secure and prosperous
humane and just; and a place for which future.
we all take responsibility in owning and
protecting for future generations. The current, severe global economic
crisis affecting the local and international
Messages
We are all agreed that our country has landscape has left many countries reeling.
underperformed for much of the post- This is the context within which we
independence period in critical areas must start the long process of
such as economic growth, justice, coordinating and accelerating the
security and the delivery of social implementation of the strategies and
services. We have also not done enough programmes set out in Vision 2030
to protect and nurture our young and Jamaica. This long-term Plan forcibly
care for our natural and cultural drives home to us, the point that our
environment. We are committed to survival cannot be guaranteed by doing
changing this. “business as usual”. The Plan requires us
to draw on our creative energies as a
Vision 2030 Jamaica demands people, and to summon up the will to
commitment by us as a Government and succeed. The crisis provides us with
society in general, that will accelerate great challenges, but equally so, great
Page x “Jamaica, the place of choice to live, work, raise families and do business”
Message from the Honourable Prime Minister
Messages
opportunities to pursue development long-term plan that can make such a
with new approaches and new sources claim, and this speaks to its sustainability.
of national competitiveness.
To all who are directly involved in the
Vision 2030 Jamaica places strong focus day to day implementation of Vision 2030
on the enhancement of our human Jamaica, I challenge us to be more
resources, particularly first-class efficient and effective in serving with
education and training. Our education devotion and integrity and to improve
and training system must be transformed the capacity of the State to deliver. To
if we are to be globally competitive. A our private sector, non-state actors
stable macroeconomic environment (NGOs, CBOs and trade unions) as well
which lends itself to attracting increased as our international partners, I appeal for
investments that will serve as a stimulus your continued support during this the
for job creation; greater investment in implementation phase. There is much
crime fighting, constitutional reform and work to be done in improving health,
improved governance; and the education, infrastructure, rural
preservation of our natural and built development, strengthening the family,
environment, are critical pillars of the changing the mindset, and transforming
Plan. values. The Government cannot do this
alone; the support of the entire country
I remain undaunted and resolute in my - every community, village and town is
commitment to lead this transformation needed. This partnership is the essence
process.Victory and success hinge on of Vision 2030 Jamaica.
sustained public-private partnership and
dialogue, which were central to the I am determined to lead the
development of Vision 2030 Jamaica. I implementation process to build a
am satisfied that the wide-scale country where opportunities abound for
consultations held among critical our people; a country that is no longer
stakeholders in the planning process has ‘held hostage’ to mounting debt; and a
resulted in a truly national output. This country where the future generation can
planning process has bridged all sectors enjoy a better way of life than our
in the society, including, Government generation. I have every confidence that
ministries and agencies, private sector, Vision 2030 Jamaica - National
academia and civil society to harness and Development Plan is the ‘road map’ that
incorporate the widest possible range of will take us there; and make “Jamaica, the
technical expertise, experiences and place of choice to live, work, raise
skills. The Plan has strong political families, and do business”.
support from the Opposition, which Bruce Golding
initiated its formulation. This is the first Prime Minister of Jamaica
“Jamaica, the place of choice to live, work, raise families and do business” Page xi
Message
From The Leader of the Opposition
The Most Honourable

Portia Simpson Miller, ON, MP
Leader of the Opposition
Our beloved National Anthem, itself a and the Tourism Master Plan for
prayer for structured guidance to our Sustainable Development stand out as
country’s development has enshrined two recent examples of the recognition
within it the abiding request of our of the need for visioning and forward
Father to “Give us vision lest we perish”. planning and the measured tangible
outcomes that confirm this to be a
Yet the process of visioning is not just critical component of nation building.
occasioned by spirited prayer. It depends
upon a structured and committed It is therefore fitting that the Planning
process of consultation, alignment and Institute of Jamaica has successfully
realignment to ascertain the true spearheaded the process of developing
MEssages
priorities of the nation. Vision 2030 Jamaica, National

Development Plan.Vision 2030 Jamaica
Jamaica’s history has been replete with will provide a structured rubric that
opportunities to have developed a allows us to measure, refine and achieve
blueprint upon which our society would the agreed targets and outcomes that
have been engineered. For several will advance Jamaica’s march to
decades and for myriads of reasons the Developed Country Status.
committed space to have allowed us to
do that have to an extent evaded us. This We must ensure that just as the process
is not to say there have not been efforts to date has centralized the need for
that have advanced our developmental consultation and participation that the
agenda. The National Industrial Policy implementation and execution of the
Page xii “Jamaica, the place of choice to live, work, raise families and do business”
Message from the Leader of the Opposition
Messages
various strategies and activities will patrimony. On this measurement we
continue to benefit from the full cannot fail; or the outcomes we all agree
participation of the citizenry and of all to be necessary for the attainment of
interest groups. Developed Country status will be
unnecessarily denied us.
Our collective ownership of this process
will redound to the nation’s benefit. I intend to always be the greatest
Once properly implemented and advocate for this process and avail my
monitored the past inequities that have energy and focus and that of the People’s
affected many in our society will be National Party, within and without the
corrected. The achievement of this Plan Parliament to its success.
and its successful implementation will be
seen by future generations of Jamaica as Portia Simpson Miller
a treasured part of our collective Leader of the Opposition
“Jamaica, the place of choice to live, work, raise families and do business” Page xiii
Acknowledgements
Vision 2030 Jamaica - National Development We are also grateful to the following
Plan was prepared with the invaluable individual Consultants, who at short notice
contribution, dedication and commitment of provided significant assistance: Dr. Neville
the Jamaican people, at home and in the Beharie, who helped to clarify and articulate
Diaspora, who dared to act decisively to the issues for integration of the sector plans
specify their vision of a secure and into the National Development Plan; Mr.
prosperous future by 2030. Michael Fairbanks, who brought international
and transformational perspective to the
Specifically, the PIOJ thanks all those who process; Dr. Weishuang Qu, from the
contributed their resources, time and Millennium Institute, and Dr. Damien King,
intellect to initiate, prepare and finalize the UWI, for providing technical expertise in
Plan, including: the Government of Jamaica building the T21 Jamaica Model, and in
and the Opposition which mandated and training the PIOJ core model team, for on-
guided the process; the Ministries, going use and application of the model,
Acknowledgements
Departments and Agencies; the Cabinet respectively; Mrs. Dawn Sewell-Lawson, for
Office; the many stakeholders including developing the results-based performance
students, academia, officials and technical framework for monitoring and evaluation of
staff in the public and private sectors; non- the Plan; Mrs. Carole McDowell, for her
governmental organizations; the man-in-the technical review and editing of the final draft
street; trade unions and civil society, who of the integrated Plan; and Ms. Gina
assisted in crafting the Vision and providing Sanguinetti, who edited the first draft of the
the scope and direction for the Plan. document.
The PIOJ pays special tribute to the Vision 2030 Jamaica has drawn from the
Chairpersons and members of the various work of the Education Transformation
Task Forces drawn from the public and Programme, Jamaica Justice System Reform,
private sectors and civil society who the PIOJ Dialogue for Development Series,
generously gave of their time, technical and PIOJ 50th Anniversary Conference, published
creative ideas, and worked assiduously to works, the lessons of previous national
develop the draft sector plans. Their work development plans, and international best
was highly complemented by the external practices.
review panels which provided critical review,
intellectual advice and comments, referenced Jamaica owes much to the Caribbean
by their extensive experience and Development Bank (CDB), the Canadian
perspectives, thus laying the foundation for International Developent Agency (CIDA) and
the formulation of this integrated Plan. other international development partners,
which provided financial and other resources
The PIOJ is also indebted to the Plan to start and maintain the process.
Advisory Group (PAG), led by the Hon. Karl
Hendrickson, and consisting primarily of Finally, the PIOJ acknowledges the work of
industry leaders who brought the unique its staff, in particular the Plan Development
perspectives from their respective fields to Unit, which worked tirelessly to complete
the early stages of the Plan formulation this Plan.
process.
Page xiv “Jamaica, the place of choice to live, work, raise families and do business”
National
Vision “Jamaica, the place of choice to live,
work, raise families, and do business”
What does Where do we want
this mean? to be by 2030?
(The National Goals) (The National Outcomes)
1
1. A Healthy and Stable
Jamaicans are Population
empowered to 2. World-Class Education
achieve their fullest and Training
3. Effective Social
potential Protection
4. Authentic and
2
Transformational Culture
The Jamaican
society is secure, 5. Security and Safety
cohesive and just 6. Effective Governance
7. A Stable Macroeconomy
8. An Enabling Business
Environment
3 Jamaica!s economy 9. Strong Economic

Infrastructure
is prosperous 10. Energy Security and
Efficiency
11. A Technology-Enabled
Society
12. Internationally
Competitive Industry
4
Structures
Jamaica has a
13. Sustainable Management
healthy natural and Use of Environmental
environment and Natural Resources
14. Hazard Risk Reduction
and Adaptation to Climate
Change
15. Sustainable Urban and
Rural Development
Figure 1:Vision, Goals & Outcomes
“Jamaica, the place of choice to live, work, raise families and do business” Page xv
Vision 2030 Jamaica | National Devevlopment PlanPlan
What do we have to do?

(The National Strategies Linked to Goals & Outcomes)
1 2
Jamaicans are Jamaicans are Jamaicans are The Jamaican
empowered to empowered to empowered to society is secure,
achieve their fullest achieve their fullest achieve their fullest cohesive and just
potential potential potential
National Outcome 1: National Outcome 2: National Outcome 3: National Outcome 5:
A Healthy and Stable World-Class Education Effective Social Security and Safety
Population and Training Protection
!"#$%&"'()#*"#+,$+-. !"#$%&"'()#*"#+,$+-. !"#$%&"'()#*"#+,$+-. !"#$%&"'()#*"#+,$+-.
• Maintain a stable population •Infuse poverty and vulnerable • Strengthen the capacity of
• Ensure that children 0-8
• Strengthen disease issues in all public policies communities to participate in
years old have access to
• Expand opportunities for the creating a safe and secure
surveillance, mitigation, risk adequate early childhood
poor to engage in society
reduction and the education and development
sustainable livelihoods • Reform and modernize the
responsiveness of the health programmes
• Create and sustain an law enforcement system
system • Enable a satisfactory learning
effective, efficient,
• Strengthen the Health environment at the primary • Improve the security of the
transparent and objective
level border and territorial waters
Promotion Approach system for delivering social
• Ensure that the secondary • Strengthen the anti-crime
• Strengthen and emphasize assistance services and
school system equips school capability of law enforcement
the primary health care programmes
leavers to access further
approach • Promote greater agencies
education, training and/or
• Provide and maintain an participation in, and viability • Strengthen the management,
decent work
of social insurance and rehabilitation and
adequate health • Accelerate the process of
pension schemes reintegration of clients of
infrastructure to ensure creating and implementing a
efficient and cost effective standards-driven and correctional services
service delivery outcomes-based education
• Establish and implement a system
• Develop and establish National Outcome 4: National Outcome 6:
sustainable mechanism for Authentic and Effective
financing and management
human resources mechanisms for schools Transformational Culture Governance
• Establish effective • Ensure a physical
governance mechanisms for environment in all schools !"#$%&"'()#*"#+,$+-. !"#$%&"'()#*"#+,$+-.
supporting health services that is safe and conducive to •Promote core / • Strengthen the process of
• Support national food learning at all levels of the transformational values citizen participation in
security school system • Promote the family as the governance
• Strengthen the linkages • Ensure that adequate and central unit of human • Reform the justice system
between health and the high quality tertiary development • Ensure tolerance and
environment education is provided with • Preserve, develop and
respect for human rights and
an emphasis on the interface promote Jamaica’s cultural
• Introduce a programme for freedoms
with work and school heritage
sustainable financing of • Expand mechanisms to • Integrate Jamaica’s nation • Engage in constitutional
health care provide access to education brand into developmental reform
and training for all, including processes • Strengthen public
unattached youth • Strengthen the role of sport institutions to deliver
• Promote a culture of in all aspects of national efficient and effective public
learning among the general development goods and services
populace • Foster equity in all areas of
• Establish a National the society
Qualification Framework
• Strengthen accountability
• Strengthen mechanisms to
align training with demands and transparency
of the labour market mechanisms
Table 1: National Strategies Linked to Goals and Outcomes
Page xvi “Jamaica, the place of choice to live, work, raise families and do business”
National Vision

3
Jamaica’s Jamaica’s Jamaica’s
economy is economy is economy is
prosperous prosperous prosperous
National Outcome 7: National Outcome 9: National Outcome 12:

A Stable Strong Internationally
Macroeconomy Economic Competitive Industry
Infrastructure Structures
!"#$%&"'()#*"#+,$+-. !"#$%&"'()#*"#+,$+-. !"#$%&"'()#*"#+,$+-.

• Ensure fiscal and debt • Expand and rationalize land • Develop company
sustainability transport and infrastructure sophistication and
• Develop an efficient and services productivity
equitable tax system • Develop a modernized public • Develop economic linkages
• Maintain financial system transport system and clusters
stability • Expand domestic and • Develop economies of scale
• Maintain price stability international air transport and scope through
infrastructure and services collaboration among
National Outcome 8: • Expand and diversify enterprises in the region
An Enabling Business maritime infrastructure and • Enhance the framework for
Environment services competition among
!"#$%&"'()#*"#+,$+-. • Develop Jamaica as a regional enterprises
• Ensure a facilitating policy, logistics hub with multimodal • Promote eco-efficiency and
regulatory and institutional transport linkages the green economy
framework for business • Expand the broadband
development network island-wide
• Increase access to capital • Ensure adequate and safe
• Use trade and foreign water supply and sanitation
relations to create an services
enabling external
environment for National Outcome 10:
economic growth Energy Security
• Strengthen investment and Efficiency
promotion and trade
!"#$%&"'()#*"#+,$+-.
facilitation
• Develop an efficient labour • Diversify the energy supply
market • Promote energy efficiency
• Improve the labour and conservation
environment to enhance
labour productivity and National Outcome 11:
worker satisfaction A Technology-Enabled
• Develop the capabilities of Society
Micro, Small and Medium-
Sized Enterprises !"#$%&"'()#*"#+,$+-.
• Integrate science and
technology into all areas of
development
• Create a dynamic and
responsive National
Innovation System
Table 1: National Strategies Linked to Goals and Outcomes (Cont’d)
“Jamaica, the place of choice to live, work, raise families and do business” Page xvii

4
Jamaica has a Jamaica has a
healthy natural healthy natural
environment environment
National Outcome 13: National Outcome 15:

Sustainable Management Sustainable Urban and
and Use of Environmental Rural Development
and Natural Resources
!"#$%&"'()#*"#+,$+-. !"#$%&"'()#*"#+,$+-.
• Integrate environmental • Create a comprehensive and
issues in economic and efficient planning system
social decision-making • Create an appropriate
policies and processes framework for sustainability
• Develop and implement planning
mechanisms for biodiversity • Create sustainable urban
conservation and centres, including urban
ecosystems renewal and upgrading
management • Create vibrant and
• Develop efficient and diversified rural areas
effective governance • Ensure safe, sanitary and
structures for environmental affordable shelter for all
management
• Manage all forms of waste
effectively
National Outcome 14:

Hazard Risk Reduction
and Adaptation to
Climate Change
!"#$%&"'()#*"#+,$+-.
• Improve resilience to all
forms of hazards
• Improve emergency
response capability
• Develop measures to adapt
to climate change
• Contribute to the effort to
reduce the global rate of
climate change
Table 1: National Strategies Linked to Goals and Outcomes (Cont’d)
Page xviii “Jamaica, the place of choice to live, work, raise families and do business”
National Vision
Selected Socio-Economic Indicators Jamaica

(1970-2007)
!"#!$%&'() 1970 1980 1990 2000 2005 2006 2007

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1
GDP figures used for 2000 - 2007 utilize the 1993 System of National Accounts and 2003 base year.
“Jamaica, the place of choice to live, work, raise families and do business” Page xix
Photograph contributed by JCDC

National Vision
Page xx “Jamaica, the place of choice to live, work, raise families and do business”
Executive
Executive Summary
Summary
“…I know the plans I have for you…plans to prosper you and not to harm you, plans to give you hope and a future”
(Jeremiah 29:11)2
Introduction
Jamaica, the largest English-speaking processes, and a collapse of some locally-
island in the Caribbean, is known owned financial institutions from 1995 to
worldwide for its vibrant culture, 1997.
sporting prowess and physical beauty;
and boasts of its political stability, We also have experienced relatively low
favourable climate, geographic location rates of economic growth that compare
and abundant natural resources. Our unfavourably with our regional and
island is home to a warm-hearted, international counterparts, low
talented and diverse people. productivity in most sectors, lack of
national consensus on critical socio-
We have made considerable progress economic issues, poor student
towards meeting international standards outcomes, severe environmental
in a number of our key social indicators, degradation, and high rates of violent
including the achievement of high life crime. Governance has been an area of
expectancy, near universal enrolment in particular concern, with erosion of social
primary and junior secondary education, capital and trust, an inefficient justice
and widespread access to potable water. system, political polarization, and weak
By 2015, we will have achieved many of accountability mechanisms in the public
the Millennium Development Goals sector. One profound impact of this has
related to poverty, child nutrition, been the sustained outward migration of
universal primary education, and access many Jamaicans, including the highly
to safe drinking water, among others. educated, who have chosen other
countries in which to live and dedicate
In spite of these achievements, since their talents.
gaining independence in 1962, our
country’s development has been Our quest for economic development
characterized by paradoxes and has been affected by a series of external
potential: periods of expansion have shocks including hurricanes, the impact
alternated with periods of poor of the terrorism attack in the USA in
economic performance; growth has September 2001, a steep rise in
occurred alongside social issues of oil prices and international recessions.
inequity including inequalities in wealth Nonetheless, we have seen
and opportunity; and we have consolidations of structural adjustment
experienced major social and political and liberalization processes, reductions
reforms, structural adjustment in poverty levels, and dynamic expansion
2
The Bible - New International Version (NIV).
“Jamaica, the place of choice to live, work, raise families and do business” Page xxi
in the tourism, financial services, monitoring and evaluation framework,

telecommunications, entertainment, and limited involvement of non-state actors
distribution sectors. and weak synergies between targets,
indicators and budgets.
Since 2007, we have been facing a global
economic crisis that exceeds the scope The present status of Jamaica’s national
of previous downturns experienced development reflects the accumulation
since Independence and, if not of choices we have made in the past. To
addressed, could affect the change this path, we have to make new
implementation of this Plan. Its impact is choices.
likely to limit, in the near term, our
access to capital markets, reduce the Vision 2030 Jamaica
profitability of local businesses, stymie
economic growth, reduce employment in – Our Road to Sustainable
critical sectors of the economy and Prosperity
worsen our balance of payments. The Vision 2030 Jamaica is our country’s
unfolding situation also has negative first long-term National Development
implications for the advancement of our Plan which aims to put Jamaica in a
position to achieve developed country
Executive Summary
social development agenda as well for

the timely achievement of the Millennium status by 2030. It is based on a
Development Goals. comprehensive vision:
Within this context, therefore, we are “Jamaica, the place of choice to live,
forced to examine and to strategically work, raise families, and do business”.
and explicitly address the factors that
limit decisive progress towards higher This envisages a major transformation
levels of development in order to from a middle income developing
advance the well-being of our nation. country to one which affords its citizens
Importantly, we must chart a new a high quality of life and world-class
direction for realizing our hopes and standards in critical areas including
aspirations for a brighter tomorrow and education, health care, nutrition, basic
forge an irreversible path to sustainable amenities, access to environmental goods
prosperity for all. and services, civility and social order. In
the Jamaican context, these elements are
For decades we have relied upon our fundamental to the achievement of
natural endowments and short- and progress towards a more sustainable
medium-term national development society which integrates and balances
plans to realize our national the economic, social, environmental, and
development objectives. Our planning governance components of national
efforts have had only limited success, due development - a development that
to inherent weaknesses which included “meets the needs of the present without
relatively short-term planning horizon, compromising the ability of future
inadequate resources to support generations to meet their own needs.”3
implementation, an ineffective
3
World Commission on Environment and Development: Our Common Future. Oxford: Oxford
University Press. 1987.
Page xxii “Jamaica, the place of choice to live, work, raise families and do business”
Executive Summary
The New Paradigm Guiding Principles
Executive Summary
Vision 2030 Jamaica introduces a new Vision 2030 Jamaica aims at enabling
paradigm which redefines the strategic Jamaica to achieve developed country
direction for Jamaica and puts us on a status by 2030. It is based on seven
different path – a path that will lead to Guiding Principles which put people at
sustainable prosperity. The new paradigm the centre of Jamaica’s development.
will move from dependence on the These are: transformational leadership;
lower forms of capital – our sun and partnership; transparency and
sand tourism and exporting sub-soil accountability; social cohesion; equity;
assets and basic agricultural sustainability; and urban and rural
commodities, to development of the development. They give priority attention
country’s higher forms of capital – our to elements that are essential to
cultural, human, knowledge and delivering a world-class quality of life for
institutional capital stocks that will move all Jamaicans and reflect the key pillars of
us into higher stages of development.4 change needed to realize the Vision for
our nation.
The central challenge is to create the
conditions in which our productive
enterprises are able to generate greater Transparency Transformational
levels of wealth, and in which the social & Leadership
and environmental conditions and Accountability
general well-being of the
society are enhanced.
Partnership
Equity
People
Figure 2:
Social The Guiding Principles
Cohesion
Sustainable
Sustainability: Urban &
(Economic, Rural
Social, Development
Environmental)
4
There are seven forms of capital, namely: natural, man-made, financial (lower forms), knowledge,
human, institutional and cultural (higher forms).
“Jamaica, the place of choice to live, work, raise families and do business” Page xxiii
Deliberate steps must be taken to National Goals

change the mindset of our nation and Vision 2030 Jamaica is built on four
address traits that are likely to inhibit strategic goals for our country’s
progress towards our development. development. These goals are mutually
Core values such as respect, honesty and reinforcing and synergistic in design, and
truthfulness, forgiveness, tolerance, trust, their achievement cannot be realized in
honour, discipline, responsibility, isolation from each other. They give
cooperation, good work ethic and greater articulation to our vision
punctuality, are essential for transitioning statement and are the pillars on which
this society to a prosperous one. the new paradigm for Jamaica’s
sustainable prosperity rests. These goals
are presented in Figure 3 below.
GOAL 1
Jamaicans are
Executive Summary
empowered to achieve
their fullest potential
GOAL 2 GOAL 3
The Jamaican Jamaica’s
society is safe, economy is
cohesive and just prosperous
GOAL 4
Jamaica has a healthy
natural environment
Figure 3: National Goals
Page xxiv “Jamaica, the place of choice to live, work, raise families and do business”
Executive Summary
National Outcomes
Executive Summary
development conditions and, when
and Strategies accomplished, lead to the achievement of
Operationally, the four National Goals the National Goals. Each outcome is
are mapped into 15 National Outcomes, aligned to a specific goal, and collectively
which in turn will be pursued through they provide the roadmap for
National Strategies. The National achievement and success under Vision
Outcomes reflect the desired changes in 2030 Jamaica.
National Goals National Outcomes
1
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2
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3
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` %G2UPI,5I2*-
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` )*2FUP*Z-
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+&6$*%&0+&#
0?9 )IZ5+UH+C,*-_+H+G*K*H5-+H[-JZ*-3T-NHFU23HK*H5+,-
+H[-"+5I2+,-(*Z3I2P*Z
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$6+HG*
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Table 2: National Outcomes Linked to Goals
“Jamaica, the place of choice to live, work, raise families and do business” Page xxv
These outcomes, as summarized below, governance and management and increase

will be achieved through the the level of resources for the health sector.
implementation of a range of National
Strategies which address the National Outcome # 2:
development challenges facing Jamaica World-Class Education and Training
and take full advantage of our strengths Under Vision 2030 Jamaica, our country will
and opportunities. The National develop an education and training system
Strategies in turn guide the that produces well rounded and qualified
implementation of the sector plans individuals who are able to function as
which contain detailed sector strategies creative and productive individuals in all
and action plans for the development of spheres of our society and be competitive in
Jamaica’s economic, social, environmental a global context. We will build on the
and governance sectors to 2030. foundation of the education transformation
A synopsis of the 15 National Outcomes processes which are progressing towards
is presented below. improvement of the education system at all
levels.The contribution of the HEART
National Outcome # 1: Trust/NTA to the delivery of training in
A Healthy and Stable Population Jamaica will be further strengthened as it
Executive Summary
We recognize that the ultimate objective of continues to contribute to the creation of a

Vision 2030 Jamaica is to improve the society of lifelong learners. Our initial
quality of life of our population.Vision 2030 emphasis will be to improve our capacity to
Jamaica will integrate our population support the holistic development of the child
concerns, including the various dimensions and provide opportunities for the education
of our society, such as gender, youth, working and training of our under-trained population,
age, the elderly and persons with disabilities, particularly our unattached youth. We will
into our development planning.We will continue to enhance our tertiary institutions
ensure that our population is balanced and to ensure that we have world-class
grows at a rate that is sustainable.We will graduates who are able to contribute to a
build on the positive achievements in the knowledge-based and innovative society. At
health sector and ensure that where the the very minimum, the average beneficiary
health outcomes are weak (such as the of our education and training system will:
maternal mortality and infant mortality have completed the secondary level of
rates) these will be improved to acceptable education; acquired a vocational skill; be
levels.We expect our average life proficient in English Language, a foreign
expectancy to increase to more than 76 language, Mathematics, a science subject
years by 2030.To achieve this, we will and Information Technology; participate in
implement the Health Promotion Approach sports and the arts; be aware and proud of
and encourage healthy lifestyles.We will our local culture; and possess excellent
strengthen and emphasize our primary interpersonal skills and workplace attitudes.
health care delivery while improving our By 2030, more than 98 per cent of our
secondary and tertiary care.We will build population who are 15 years and older will
partnerships among the public and private be fully literate.
sectors and civil society to improve
Page xxvi “Jamaica, the place of choice to live, work, raise families and do business”
Executive Summary
National Outcome # 3: and respect for the differences between us,
Executive Summary
Effective Social Protection are essential to the maintenance of
Vision 2030 Jamaica puts people at the harmony and a productive environment. Our
centre of its programmes and sees it as strategies will include measures to identify
important to identify and support the and promote our core values, strengthen our
vulnerable in our society. Under this families as the foundation of our society,
outcome,Vision 2030 Jamaica will reduce deepen our involvement in and support for
the vulnerability of our population by sport, and integrate our Nation Brand into
effectively addressing the needs of those national development.
who are unable to provide adequately for
themselves, and by ensuring that the eligible National Outcome # 5:
population is covered under some form of Security and Safety
pension or social insurance scheme, Vision 2030 Jamaica will not be realized
recognizing that a higher proportion of while our nation operates under a cloud of
elderly will be in our population by 2030. fear and without cohesion.This outcome will
The strategies to achieve this outcome restore a sense of security and safety to our
include: measures to identify and create society by: reducing the level of crime and
employment and business opportunities for violence in our country; providing adequate
the unemployed and underemployed poor; security and rehabilitation for individuals
improved targeting of and the provision of who are custodial clients in correctional
benefits to the needy; and measures to institutions; and providing restitution to those
increase the participation of persons with who have been victimized.The Plan is
disabilities in all spheres of national life. sensitive to social and demographic
dimensions such as gender and age and to
National Outcome # 4: the relationships between law enforcement
Authentic and Transformational agencies and communities. It will address
Culture the varying dimensions of crime such as the
We recognize the uniqueness of our role of criminal gangs, the drugs-for-guns
Jamaican culture, its impact on the world trade, “donmanship” and border security.
stage particularly with respect to music, the Our strategies emphasize increasing the
visual and performing arts and sports, and capacity of law enforcement agencies,
the importance of having a shared sense of modernizing our law enforcement
identity, values and wholesome attitudes. institutions and legal framework, and
Under this outcome,Vision 2030 Jamaica empowering communities to participate fully
will ensure that our heritage is respected in mainstream society while decreasing the
and preserved by our people and all who influence of criminal networks.
come to our shores, and that the material
value of our culture as expressed through National Outcome # 6:
our creative industries contribute Effective Governance
meaningfully to the development of our Vision 2030 Jamaica proposes a
society. Additionally, we recognize that a strengthening of our model of governance to
positive sense of self and pro-social and overcome the various challenges that cut
transformational values such as respect for across our country’s developmental spheres.
others and their rights, punctuality, honesty The Plan recognizes the following as
“Jamaica, the place of choice to live, work, raise families and do business” Page xxvii
fundamental to the development of our to the Budget; undertake fundamental tax

society: strong and accountable institutions; reform including the incentives system;
political commitment to effective improve and simplify tax administration and
management of the State; transparency in payment processes; strengthen the
government; a justice system that is legislative, regulatory and institutional
accessible and accountable; equity in all framework for the financial system; enhance
spheres of society; and tolerance and the effectiveness of monetary policy tools;
respect for human rights and freedoms. and bring fiscal policy and monetary policy
Under Vision 2030 Jamaica we will focus on into closer alignment.
justice sector reform, public sector
modernization, constitutional reform, and a National Outcome # 8:
vibrant civil society that balances the power An Enabling Business Environment
of the Government and holds it accountable A competitive and enabling business
for delivering better services and improving environment supports economic growth and
the well-being of all.The Plan presents a development. Efficient and transparent
framework for the achievement of social public institutions reduce transaction costs
transformation through a new paradigm of and well-functioning markets promote
local governance which will give efficient resource allocation.While we have
Executive Summary
communities greater scope for their self- made progress in improving some aspects of
management and enable them to actively our business environment, other aspects are
participate in policy decisions at the national inefficient and unnecessarily burdensome.
level. Under Vision 2030 Jamaica, we will make
the necessary improvements to the business
National Outcome #7: environment by enhancing our institutional
A Stable Macroeconomy and regulatory framework for business
Economic development benefits from stable investment and operations, developing
and predictable macroeconomic conditions efficient local and external markets for
which reduce risk and uncertainty in goods, services, labour and capital, and
decision-making by economic actors. Our improving opportunities for micro, small and
macroeconomic challenges include high medium-sized enterprises.We will: improve
levels of public debt, persistent fiscal deficits and streamline bureaucratic processes
and a complex and cumbersome tax including those related to land ownership,
system.Vision 2030 Jamaica will address titling and transfer; strengthen the
these challenges to create favourable framework for e-commerce and protection
macroeconomic conditions for high and of intellectual property rights; strengthen our
sustained growth in the standard of living of bilateral, regional and multilateral relations;
our people.We will undertake the necessary expand the involvement of the Jamaican
steps to improve macroeconomic Diaspora in national development;
performance in the short- and medium- strengthen investment promotion and trade
term, while laying the foundation for fiscal facilitation; improve labour productivity and
and debt sustainability, an efficient and worker satisfaction; promote and develop
equitable tax system, financial system entrepreneurship; increase training and
stability, and price stability over the long credit facilities for MSMEs; and encourage
term.We will: eliminate fiscal deficits; reduce formalization of informal enterprises and
the relative size and servicing costs of the individuals.
public debt; reduce the cost of public bodies
Page xxviii “Jamaica, the place of choice to live, work, raise families and do business”
Executive Summary
National Outcome # 9: Vision 2030 Jamaica will provide a secure
Executive Summary
Strong Economic Infrastructure and sustainable energy supply for our
High-quality infrastructure facilitates the country.We will diversify our energy supply,
efficient movement of persons, goods, and increase use of renewable energy.We
services and information, increases the will coordinate decision-making between the
productivity of economic processes and bauxite and alumina industry and the public
contributes to balanced and sustainable electricity supply to resolve the fundamental
spatial development. Vision 2030 Jamaica medium-term fuel choice between coal and
will ensure the development of world-class natural gas to replace dependence on
transport, telecommunications, water supply petroleum, based on economic and
and sanitation infrastructure that environmental considerations. At the same
contributes to the competitiveness of our time, we will become more efficient in our
producers and improved quality of life for use of energy throughout our economy and
our people. Our transport system will be society. Over the long term, we will take
expanded and adapted to meet the evolving advantage of emerging technologies that will
needs of our economy and society.We will: reduce our dependence on fossil fuels
improve and rationalize the road transport permanently.
infrastructure; ensure the completion of the
island-wide highway network; improve flow National Outcome # 11:
of traffic in urban centres; and plan modern A Technology-Enabled Society
railway linkages along key routes.We will Science, technology and innovation (STI)
expand our domestic and international air play a fundamental role in the creation of
transport infrastructure and services, and wealth and improvement of quality of life.
establish Jamaica as an integrated maritime Vision 2030 Jamaica will deepen the
centre.The development of a modernized application of science and technology to
public transport system and a multimodal benefit all aspects of national development
regional logistics hub will be priorities.We and unleash the full creative potential of our
will ensure that broadband infrastructure people.We will implement strategies to build
and access are expanded island-wide, and our capacity for undertaking research and
provide adequate and safe water supply and development, and for applying science and
sanitation services for economic and social technology to practical and productive uses.
uses. Public-private partnerships will be a We will develop a viable and robust STI
key approach in developing strong economic policy and promote lifelong learning and
infrastructure for our future. literacy in information and communications
technologies (ICTs). Under the Plan, we will
National Outcome # 10: establish a dynamic and responsive National
Energy Security and Efficiency Innovation System to create effective
Energy represents an essential input for linkages and partnerships among key STI
modern economies and social life. Jamaica is stakeholders, and build the critical mass that
almost entirely dependent on imported will enable us to ‘catch up’ as quickly as
petroleum as its primary source of energy. possible and take a leap forward in our
The long-term planning for the energy sector application of STI.These strategies also will
must focus on the heaviest users of energy lay the foundation for our long-term
– transport, the bauxite and alumina transition to a knowledge-based society and
industry and electricity generation – to innovation-based economy.
achieve meaningful improvements.
“Jamaica, the place of choice to live, work, raise families and do business” Page xxix
National Outcome # 12: extension services and access to credit;

Internationally Competitive support long-term development of rural
Industry Structures communities; promote environmental
A nation’s productivity ultimately depends on sustainability and strengthen hazard
the performance of its economic enterprises mitigation; and implement key food security
at the microeconomic level.Vision 2030 projects.
Jamaica will increase international
competitiveness at the enterprise and Manufacturing
industry levels by: enhancing company Despite a relative decline since 1990,
sophistication; developing economic linkages manufacturing remains the largest
and clusters; promoting economies of scale contributor to GDP among the goods-
and scope through regional collaboration; producing sectors in our economy.The
strengthening the framework for fundamental requirement for the sector is to
competition among enterprises; and achieve levels of productivity that will enable
promoting eco-efficiency and development it to compete successfully in domestic and
of the green economy.The development of export markets.Vision 2030 Jamaica will
internationally competitive industry enable manufacturing to make the transition
structures will provide the microeconomic to higher levels of productivity and value-
Executive Summary
conditions for increased productivity added production.We will: strengthen

throughout the Jamaican economy, including relationships between manufacturing and
our main goods- and services-producing educational, training and research
sectors and industries. institutions; increase exposure of
manufacturers to innovative production
Agriculture technologies; establish a centre of excellence
Our agricultural sector has exhibited for manufacturers; ensure availability and
persistently low productivity and has been access to competitive factory space;
vulnerable to increased competition from strengthen relevant industry associations;
imports. Given its potential contribution to promote the use of clean technology and
GDP, employment, rural livelihoods, compliance with relevant environmental
environmental sustainability and food standards and regulations; improve customer
security, agriculture occupies an important service; and use creative aspects of Brand
position in the planning for Vision 2030 Jamaica in marketing Jamaican
Jamaica. Our vision is for the transformation manufactured products.
of the Jamaican agricultural sector through
a research-oriented, technological, market- Mining and Quarrying
driven and private sector-led revolution, The most important metallic mineral for our
which repositions agriculture to focus on mining and quarrying sector is bauxite, the
high value production and contribute to ore from which alumina and aluminium are
national food security.The National derived. Jamaica’s bauxite industry is at a
Development Plan will: develop modern, mature stage, and is vulnerable to
efficient farming systems including intensive, international competition and to fluctuations
protected and mechanized agriculture; in the global economy and commodity
implement development plans for key markets. Jamaica’s limestone resources are
traditional and non-traditional sub-sectors; by far the largest mineral resources
strengthen agricultural marketing structures possessed by the country. Limestone has the
and linkages with other sectors; expand most diverse end-use structure of any
agricultural training; improve the policy and industrial material.Vision 2030 Jamaica
institutional framework, infrastructure, provides a path to regain our
Page xxx “Jamaica, the place of choice to live, work, raise families and do business”
Executive Summary
competitiveness in the bauxite and alumina Creative Industries
Executive Summary
industry, and take greater advantage of our Jamaica is distinguished by the worldwide
other mineral resources, particularly through reach of its culture, particularly music.
development of value-added products based Cultural and creative industries are among
on limestone.The strategic approach will: the fastest growing aspects of the global
develop cost-efficient energy solutions for economy, representing up to 7 per cent of
the bauxite and alumina industry and non- the world’s GDP. We possess the potential
metallic minerals sub-sector as a priority; to develop our cultural and creative
provide an integrated approach to land use industries into a major contributor to
planning, reserves management and economic growth based on our
infrastructure development for the sector; demonstrated competitive advantages and
establish a national entity to lead the the projected long-term expansion of the
development of non-metallic minerals; global creative economy.Vision 2030
encourage value-added production through Jamaica will realize this potential, through
market studies and application of research strategies to: enhance the capacity of
and technology; enhance labour relations creative enterprises, associations and
and productivity; assist in building viable individuals; build horizontal and vertical
mining communities; improve rehabilitation clusters and networks within the creative
of mined-out lands; and promote greater industries; establish processes to encourage
compliance with environmental standards formalization of creative enterprises;
and legislation. promote application of ICT to production,
distribution and marketing of creative
Construction products and services; and develop the
Construction has been a fundamental part policy, legal and institutional framework and
of the Jamaican economy for centuries. financing mechanisms to facilitate and
The modern construction sector provides the encourage the development of our creative
means by which the new Jamaica is being industries.
built, and has many linkages with other
sectors. Vision 2030 Jamaica will develop a Sport
competitive construction sector that Our sportsmen and sportswomen have
supports sustainable development, with the demonstrated the ability to compete
flexibility to adopt and adapt new successfully at the highest international
construction technologies. We will: expand levels.The successes of national sporting
certification and licensing for operatives, teams such as the Reggae Boys and
contractors and professionals; improve the Sunshine Girls in international competitions,
enabling framework and business and the performance of the Jamaican track
environment; reduce the sector’s carbon and field team at the Beijing Olympics, have
footprint and waste generation; undertake provided occasions for unprecedented
demonstration projects that embody best demonstrations of national pride and unity.
practices; strengthen and improve the While our policy framework identifies sport
Government contracting system; establish a as a strategic priority for Jamaica, the
new construction industry policy and economic potential of sport has not been
development board; encourage application developed. Vision 2030 Jamaica will
of life-cycle costing and value engineering; increase the growth of sport as a business
and support increased participation by local and commercial activity that contributes to
construction sector enterprises in domestic, our economic development, and provides a
regional and international markets. source of wealth for a wide range of
professions, including athletes, coaches,
“Jamaica, the place of choice to live, work, raise families and do business” Page xxxi
trainers, managers, promoters and Services

entrepreneurs. We will: build the capacity of (Financial, Business and Distribution)
MSMEs geared at meeting the needs of the Services have emerged as the driving force
‘Business of Sport’; develop a sport museum in modern economies, and global trade in
as a resource centre and attraction for local services has grown faster than merchandise
and foreign visitors; promote Jamaica as a trade over the past two decades.The most
sports tourism destination; and mobilize fundamental change in the structure of our
enterprises within other sectors and economy since Independence has been the
industries to expand the value chain and overall growth of services, which represented
linkages with sport. To ensure the consistent 53.9 per cent of GDP in 1962 but increased
production of elite athletes, we will: establish to 68.1 per cent of GDP by 2007; financial
strong research capabilities and advanced services, business services and distribution
sport programmes; develop financial support showed the highest relative growth. Under
systems; and facilitate the holistic Vision 2030 Jamaica, we will have high
development of our professional athletes. quality, knowledge-based financial, business,
and distribution services that are able to
Information and Communications evolve and expand to achieve and maintain
Technology (ICT) global competitiveness.We will: diversify the
Executive Summary
The information and communications range of financial institutions and products;

technology (ICT) industry in Jamaica establish a fully automated financial trading
includes the information technology system; develop offshore banking; develop
industries, telecommunications industries the capacity of service providers to meet
and the broadcast media. While the international standards of certification;
telecommunications network is included in expand use of the full range of modes of
the expansion of strong economic delivery of export services; improve levels of
infrastructure, and the role of ICT as an training by services enterprises for managers
enabler of other sectors is considered under and staff; develop advanced ICT networks
a technology-enabled society, the and applications for services; and strengthen
development of ICT as an industry in its the technology and innovation capacity of
own right is also an important part of our service providers.
Plan. Under Vision 2030 Jamaica, we will
develop an advanced private sector-driven Tourism
ICT industry that achieves sustained global Tourism is one of the leading growth
competitiveness and enhances the industries in the global economy. Jamaica
productivity of our goods- and services- has been one of the best-known resort
producing sectors. In building a strong and vacation destinations in the world for
competitive ICT industry Vision 2030 decades, and has seen sustained growth of
Jamaica will: create a favourable business its tourism industry since Independence. In
environment and supporting framework for 2006, total arrivals, comprising stopover
ICT investments and operations; develop visitors and cruise passengers, passed the 3
ICT-focused business parks and funding million mark for the first time.Tourism is one
mechanisms; encourage greater use and of our leading industries and is a major
application of ICT by Government and contributor to GDP and employment as well
private enterprise, including MSMEs; and as a leading earner of foreign exchange.
increase the capacity to gather and apply Vision 2030 Jamaica will realize the vision
information on the ICT industry. of an inclusive, world-class, distinctly
Page xxxii “Jamaica, the place of choice to live, work, raise families and do business”
Executive Summary
Jamaican tourism industry that is a major environmental management is increasingly
Executive Summary
contributor to socio-economic and cultural becoming the basis for the success of
development, with a well-educated, highly economies and social systems.
skilled and motivated workforce at all levels
within a safe, secure and sustainably National Outcome # 14 :
managed environment. We will: widen the Hazard Risk Reduction and
participation in the tourism industry by local Adaptation to Climate Change
stakeholders; improve training and working Natural and man-made hazards which lead
conditions at all levels; promote investment to disasters have dire consequences for
and economic linkages; diversify our tourism economic activities, infrastructure, human
product, source markets and market welfare and natural resources management.
segments; improve standards and levels of To a large extent, disasters result from the
customer service; increase the value earned failures of development policy to mitigate
and retained from each tourist; increase the vulnerability to hazard events. Climate
use of Jamaican inputs and culture in all change is likely to increase the incidence of
areas of the industry; and strengthen the natural disasters by causing extreme
integration of tourism development with weather events to occur more frequently.
sustainable land use planning and Under Vision 2030 Jamaica we will place
environmental management. greater emphasis on hazard risk
management activities and programmes for
National Outcome # 13 : reducing our existing and future
Sustainable Management and Use of vulnerability.We will incorporate climate
Environmental and Natural Resources change scenarios in future economic and
Vision 2030 Jamaica will ensure that land use planning and provide a framework
environmental considerations become to ensure that we reduce the risks
integral factors in socio-economic decision- associated with natural hazards by
making, thereby moving us into the realm of integrating hazard considerations into our
a green economy. To achieve this outcome, country’s development planning.
Vision 2030 Jamaica will give priority
attention to: increasing environmental National Outcome # 15 :
awareness of the general population and Sustainable Urban and Rural
their participation in the management of Development
natural resources; providing an effective Physical planning approaches employed in
regulatory framework for the conservation past decades are inadequate for today’s
of our natural resources; incorporating Jamaica.Vision 2030 Jamaica creates a
environmental considerations into decision- framework for urban and rural development
making processes; determining the economic that supports the economic and social
value of our biodiversity and ecosystem development of all parishes to achieve their
services, as well as the long-term economic full potential, thereby creating sustainable
consequences of the continuing loss of communities. We acknowledge that poor
biodiversity; and preserving and renewing spatial planning in the past has resulted in
ecological capital. Our Plan articulates a mix various problems as is evidenced by run-
of national strategies that focus on the down town centres, urban sprawl,
effective management of our country’s environmental degradation, unsafe and
environmental and natural resources.This dilapidated housing, planned and unplanned
will ensure the continued provision of development in ecologically-sensitive areas,
essential environmental goods and services crime and disorder, rural-urban migration,
as we recognize that proactive and poverty.
“Jamaica, the place of choice to live, work, raise families and do business” Page xxxiii
The Plan proposes a spatial arrangement of The monitoring and evaluation system
land use that facilitates social and economic for the Plan will be highly participatory
development, respects the environment and and include the Government, private
satisfies the need for safety, efficiency, sector, civil society and international
aesthetics and social justice. We will development partners (IDPs). The
encourage the development of new and institutional framework defines roles and
progressive legislation to reflect the country’s responsibilities at three levels: political,
changing demands, and a modernized technical and consultative.
planning system, including clarification and
strengthening of the roles of the various The Cabinet has ultimate responsibility
agencies involved in physical planning. for implementation of the National
Development Plan, and will be
Implementation, Monitoring responsible to Parliament for reporting
and Evaluation Framework on the implementation and coordination
The success of Vision 2030 Jamaica of Vision 2030 Jamaica. The Planning
depends on the effectiveness of its Institute of Jamaica is the Technical
implementation. This process will involve Secretariat for the National
the efforts of a wide range of Development Plan. The Secretariat will
Executive Summary
stakeholders (ministries, departments systematically analyze and interpret

and agencies of Government, civil society social and economic data and
bodies, the private sector, trade unions information, and monitor and appraise
and international development partners) public and private sector programmes
over the short, medium and long term. and activities based on Vision 2030
Jamaica goals and outcomes. It will play a
The Plan will be implemented through a leading role in coordinating the efforts of
series of 3-yearly Medium Term Socio- both public and private sector
Economic Policy Frameworks (MTFs) stakeholders in the day-to-day
underpinned by a results-based monitoring and evaluation operations,
monitoring and evaluation mechanism and will ensure the timely preparation of
that establishes specific targets and reports to stakeholders. The Plan
indicators to measure and track implementation will be dynamic and
performance. The 31 sector plans flexible, and adjustments will be made to
provide the framework for ensure successful achievement of our
implementation at the sectoral level and national goals and outcomes to ensure
also represent the basis on which the and a secure and prosperous future for
MTFs are developed. Jamaica.
Page xxxiv “Jamaica, the place of choice to live, work, raise families and do business”
Introduction
Introduction
Well, it’s all about Jamaica,
And our vision to gain first world status
So Jamaicans one and all,
Come on, and join us!...
…Come join in, join in, join in,
Vision 2030 Jamaica Plan!
Vision 2030 Jamaica Song

Composed and arranged by Grub Cooper, CD
Vision 2030 Jamaica is a strategic road
Photograph contributed by JTI

map by which our country will progress
to become developed over the next 21
years and by which our people here and
in the Diaspora will make Jamaica “... the
place of choice to live, work, raise families,
and do business”.
Director General of the Planning

Institute of Jamaica (PIOJ), Dr. Wesley
Hughes, declared that “…2030 is not a
magic number. We won’t wake up
overnight and see development…” As
such, the Plan outlines a vision for our
country in which we can all have a stake
in the present as well as the future,
through a process of transformation
involving our collective participation.
For us to be successful in realizing our

Vision, we must all become excited
about this challenging opportunity, and
transform our hearts and minds towards
positive action through a shared vision
that is realistic and relevant to us as
individuals, to our families and the
society.
This National Development Plan

integrates 31 sector plans prepared by
Task Forces, comprising stakeholders
from public and private sector bodies,
civil society and International
Development Partners (IDPs).
“Jamaica, the place of choice to live, work, raise families and do business” Page 1
In outlining how we will achieve thinkers and key specialists in the

economic, social, and environmental society, led by the Director General of
well-being and improved governance, the PIOJ. This enabled the incorporation
the Plan: of issues where feasible, and the
• identifies long-term goals and elimination of duplications and
outcomes; inconsistencies. Following Cabinet’s
• presents national and sector approval,Vision 2030 Jamaica was
strategies for achieving the discussed and reviewed by the society to
outcomes; ensure national input and ownership
• proposes outcome indicators to before being finalized.
measure performance over the long
term; The Plan will be implemented through a
• identifies key strategies and actions series of 3-yearly Medium Term Socio-
for years 1 – 3; Economic Policy Frameworks (MTFs)
• presents the framework for its which is supported by a results-based
implementation, monitoring and monitoring and evaluation mechanism
evaluation. that establishes specific targets and
indicators to measure and track
The Plan reflects feedback and opinions performance. The sector plans also
of a wide cross-section of the society provide the framework for
obtained through extensive island-wide implementation at the sectoral level, and
consultations with key stakeholder also represent the basis on which the
groups including the youth, private MTFs are developed.
sector, civil society organizations, media,
IDPs, and trade unions. Given that this is a long-term
development plan, it is not practical to
To ensure the highest quality, the Plan identify the total cost of implementation,
Introduction
was rigorously reviewed by small multi- nor all the performance measures, over
disciplinary teams comprising critical 21 years.
Page 2 “Jamaica, the place of choice to live, work, raise families and do business”
Introduction
Structure of the Document
Introduction
This document contains five chapters
and seven Appendices, as follows:
• Chapter 1: Context for Vision • Chapter 5: Implementation,

2030 Jamaica - National Monitoring and Evaluation
Development Plan - provides the Framework - describes the
rationale for the Plan. It briefly mechanisms through which the Plan
describes Jamaica’s journey to will be transformed into action and
nationhood, presents an overview of the main institutions that will be
our socio-economic development, involved in its implementation. It also
and takes a comparative look at sets out the framework through
where we are now in terms of this which progress against indicators and
development within the context of targets are to be monitored and
our Caribbean counterparts, as well evaluated.
as globally. The Chapter also provides
a synopsis of the history of planning • List of Abbreviations and
in Jamaica, and presents the new Acronyms
paradigm – the road we have to
travel to achieve our overall goal of • Appendices: 1-7
developed country status by 2030. Appendix 1 – Vision 2030 Jamaica
Plan Development Process
• Chapter 2: National Goals – Appendix 2 – Methodology for
outlines the four strategic goals for Plan Formulation
the country’s development over the Appendix 3 – T21 Jamaica: An
next 21 years, and establishes the Integrated Development Planning
links with the National Vision and Model
National Outcomes. Appendix 4 – List of Sector Plans,
Task Forces and Chairpersons
• Chapter 3: National Outcomes – Appendix 5 – List of Clusters for
presents the fifteen National External Review
Outcomes that reflect the actual or Appendix 6 – Communicating
intended changes in the country’s Vision 2030 Jamaica – List of
development conditions for achieving Presentations and Consultations
the National Goals. It presents a Appendix 7 – Stakeholders in the
rationale for each Outcome along Planning Process
with National Strategies for achieving
these. • References and Selected
Bibliography
• Chapter 4: Key Strategies and
Actions for Years 1- 3 - sets out • Index
key medium-term strategies and
actions for addressing the issues and
challenges over the first three years,
and to ultimately attain the overall
results outlined in Chapter 3.
Introduction
Photograph by Howard Moo-Young
Emancipation Park, Kingston.
Chapter 1:
Context for Vision 2030 Jamaica

Context for Vision 2030 jamaica-
National Development plan
The Road to Sustainable Prosperity
Nationhood known for its beauty, political stability

Jamaica, the largest English-speaking and abundant natural resources such as
island in the Caribbean, is approximately bauxite, limestone and good potable
1 million hectares in size – 82 km wide water supply. It boasts of a climate
by 234 km long – and is more than 2,256 which is favourable to tourism and
metres at its highest point, Blue agricultural production. Its geographic
Mountain Peak. Its varied topography and location, in close proximity to the largest
climate allow for a diversity of habitats developed country, proves advantageous
and growing conditions. The population for sustained capital investments and
is approximately 2.7 million with an trade.
average annual growth rate of 0.5 per
cent and is projected to reach 2.9 million On August 6, 1962, Jamaica celebrated
by 2030. A commonly held view is that the culmination of decades of advocacy
the size of the populace of Jamaicans for independence. On that day, the
living in the Diaspora approximates that Jamaica National Flag was first raised,
of the resident population. signifying the birth of our nation. We
watched as the vestiges of colonial rule,
the Royal Air Force and the British Navy
Jamaica is known worldwide for its and Army, gave way to a Jamaican defense
strong sense of identity, force, including an air wing and a coast
guard.
expressed through its music,
Our prayerful National Anthem
sport and rich cultural mix, which
reverberated throughout the hallways of
enables the country’s influence to schools and public buildings. Our nation
was filled with hope and pride as we
extend far beyond its shores. became the first in the English-speaking
Caribbean to gain independence from
Britain and to begin the journey of
Our island is home to a warm-hearted, nationhood. Our vision then, was to
talented and diverse people, who are stand as a proud and successful country
known worldwide for their strong sense in the United Nations with a happy, free
of identity, expressed through music, and prosperous population under a
sport and rich cultural mix, which unifying national motto, “Out Of Many,
enables Jamaica’s influence to extend far One People”.
beyond its shores. Our island is also
“
Context for Vision 2030 Jamaica Overview of Socio-Economic
Development ...the challenges of
In retrospect, Jamaica’s development has economic dependence,
been characterized by paradoxes and including marked
potential. During the decade following inequalities in wealth
Independence (1962-1972), economic and opportunity, and
sectors such as mining, manufacturing resource constraints
and construction, and the tourism
prevented the
industry had strong growth. This resulted
in Jamaica being one of the leading development of the
countries in the Caribbean in economic economy from
development. However, resource reaching its full
constraints and the challenges of potential.
”
economic dependence, including marked
inequalities in wealth and opportunity,
prevented the economy from reaching its
full growth potential. the trade and foreign exchange regimes
and privatization of Government assets
The steady economic growth in key services including tourism,
experienced between 1962 and 1972 telecommunications and banking.5 The
occurred alongside many unresolved rapid liberalization of trade and foreign
social issues of inequity, including limited exchange regimes along with inadequate
access by the broad base of society to oversight and regulation of the financial
public goods and services such as services sector contributed to
education and health care. Economic inflationary pressures in the early 1990s,
infrastructure, such as roads, water, and and a full-blown crisis in the financial
electricity, was less than satisfactory. services sector from 1995 to 1997.
Labour market conditions and industrial After 1997, the financial services sector
relations were at best volatile. recovered, though at a substantial cost to
Institutional reform and the legislative the Government as reflected in
framework were fledgling and there was increased public debt. An important and
weak social cohesion in some areas. positive outcome was a strengthened
Despite these challenges, the society was regulatory framework for the financial
relatively peaceful, orderly and secure. services sector.
Since 1972, Jamaica has experienced Economic development also was

periods of poor economic performance constrained by a series of natural
followed by relatively short periods of disasters and external shocks including:
economic growth. Major social and hurricanes in 2001, 2004, 2005 and 2007;
political reforms characterized this the terrorism attack in the USA in
period, particularly in the areas of September 2001; international recessions
education and industrial relations. in 2000 and again in 2007; and steep
Structural adjustment processes were rises in oil prices particularly from 2004
implemented, including liberalization of to 2008. Nonetheless, there has been
5
In the 1970s, the Government acquired the oil refinery and assets in the bauxite industry, consequent
on the decision of foreign companies to cease operating in Jamaica.
Chapter 1: Context for Vision 2030 Jamaica
consolidation of previous structural The target for universal primary

adjustment and liberalization processes, schooling has been achieved with net
reduction in poverty levels, and dynamic rates of over 90 per cent for both boys
expansion in the tourism, and girls. Universal quality education for
telecommunications, and entertainment our children is still unsatisfactory with
industries, and in the financial services student performance below average in
and distribution sectors. major assessments at the primary and
secondary levels.
Jamaica has succeeded in raising the
overall standard of living as measured by Several of Jamaica’s health indicators
some of its key social indicators, and is have improved substantially over the last
on track to achieve some of the two decades, reflecting the
Millennium Development Goals (MDGs) epidemiological transition observed in
by 2015. Life expectancy, which was 72 other Caribbean countries. However,
years in 2007, is comparable to that of HIV/AIDS, a communicable disease, has
high income countries. The percentage become a serious public health concern,
of households with access to piped and there has been an increased
water increased to 70.2 per cent in 2007 prevalence of lifestyle-related chronic
from 66.6 per cent in 2000.6 The diseases, such as cardiovascular diseases,
proportion of the population living diabetes and obesity.8 There are lingering
below the poverty line has moved to concerns on the slow rate of
one in 10 in 2007, from one in four in improvement in the infant and maternal
1990. 7 Enrolment in primary and junior mortality rates.
secondary education is near universal.
Where We Are Now
UNITED NATIONS MILLENNIUM Forty-seven years after Independence,
DEVELOPMENT GOALS we stand at a crossroads in our
1. Eradicate Extreme Poverty and development, with disappointing
economic growth, a lack of national
Hunger
consensus on critical issues, and high
2. Achieve Universal Primary Education incidence of violent crimes that threaten
3. Promote Gender Equality and our country’s stability. Jamaica now has
Empower Women one of the highest murder rates in the
world, reaching 60 per 100,000
4. Reduce Child Mortality
population in 2008. Other challenges we
5. Improve Maternal Health continue to face include: high public
6. Combat HIV/AIDS, Malaria and other debt; low productivity in most sectors;
Diseases fiscal imbalance; anaemic export
performance; weak infrastructure; poor
7. Ensure Environmental Sustainability
educational performance; unemployment
8. Develop a Global Partnership for among youth (ages 15-24 years) as high
Development as 23.6 per cent;9 weak institutions;
inadequate transparency and
6
Jamaica Survey of Living Conditions, 2007.
7
Proportion of persons living below the poverty declined to 9.9 % in 2007 from 16.8 % in 2004 -
8
Food and Agricultural Organization, 2002.
9
Context for Vision 2030 Jamaica accountability in governance; and a high pillars of competitiveness, in most cases
perception of corruption permeating they are not efficiently or effectively
public and private sectors. supporting Jamaica’s transition to an
innovation-driven economy.
The Human Development Index10
considers Jamaica as a medium level Governance has been an area of
developing country, with an HDI score of particular concern, with erosion of social
0.736 ranking 101st out of 177 countries capital and trust, an inefficient justice
in 2008. This was below the level of system, political polarization, and weak
Barbados, the Bahamas, St. Kitts and accountability mechanisms in the public
Nevis, Antigua and Barbuda, and Trinidad sector. Transparency International
and Tobago, which ranked 31st, 49th, 54th, reported that Jamaica’s rank in
57th and 59th respectively. transparent and good governance slipped
from 57th in 2003 to 84th out of 132
In 2007, Jamaica’s GDP per capita stood countries in 2007. In order to correct
at US$4,147 (103rd among 210 nations this, Government introduced measures
and territories of the world). By to strengthen the required levels of
contrast GDP per capita in the accountability and to enable scrutiny by
developed countries was in the range of the public, particularly in the contracting
US$20,000 – US$120,000, while regional and procurement processes.13
counterparts Trinidad and Tobago and
Barbados enjoyed GDP per capita levels Jamaica ranked 54th out of 147 countries
of US$15,457 (58th) and US$12,687 in the 2008 Environmental Performance
(63rd), respectively.11 Index (EPI), outperforming many
developed countries and, along with the
The 2008-2009 Global Competitiveness Dominican Republic and Cuba, leads in
Index (GCI) ranks Jamaica 86th out of the Caribbean with respect to
134 countries, whereas Puerto Rico, environmental protection and
Barbados and Trinidad and Tobago rank sustainability. Despite the improvements
41st, 47th and 92nd respectively. The GCI in environmental management, Jamaica
report characterizes Jamaica as a was ranked as extremely vulnerable in
country in the efficiency-driven stage of the 2008 Environmental Vulnerability
development,12 which means that Index (EVI). We need to halt the
although we have some elements of the deterioration of the natural resources,
10
Human Development Report 2007/2008, UNDP (based on 2005 data).
11
GDP per capita in current dollars is based on the United Nations Statistics Division National
Accounts Main Aggregates Database. The range of developed countries is based on the IMF list of
advanced economies.
12
The GCI report utilizes three main categories to characterize a country. A factor-driven economy
competes on the basis of factor endowments, unskilled labour, natural resources and price. Countries
in the second tier are efficiency-driven and have to begin to improve both their productivity and
product quality in order to increase their competitiveness. This requires that they invest more in
higher education and training, promote more efficiency in goods and labour markets, increase the
sophistication of their financial markets and increase their application of existing technologies. At the
highest level, countries characterized as innovation-driven economies are able to sustain higher wages
and standards of living by offering new and unique products. This is only possible through innovation
and increasing the extent to which they add value to basic products. See Porter and Schwab, The
Global Competitiveness Report 2008-2009 (2008).
13
In 2002, the Government instituted the Access to Information Act to facilitate public access to official
documents.

SUSTAINABLE PROSPERITY
• A state of development where individuals, families and communities

enjoy a high standard of living and a high quality of life, while
respecting and preserving the natural environment
• A new balance of economic competition with economic cooperation

that promotes the efficient use and sharing of natural resources,
technologies, knowledge and capital at the local, national and global
levels
• The highest expression of a free-enterprise system, which affords

social, economic, political, cultural and artistic freedoms, side by side
with individual responsibility, mutual respect and special consideration
for people truly in need
the pollution of the Kingston Harbour, The impact of the global economic crisis
and the declining conditions of our on Jamaica is likely to limit, in the near
beaches and coral reefs. term, access to capital markets, reduce
the profitability of local businesses,
One profound impact of these stymie economic growth, reduce
economic, social, environmental and employment in critical sectors of the
governance challenges has been the economy, and worsen our balance of
sustained outward migration of many payments. The unfolding situation also
Jamaicans, including the highly educated, has negative implications for the
who have made other countries the advancement of our social development
places of choice to live and unfold their agenda as well as for the timely
talents. achievement of the Millennium
Development Goals.
Currently, we are facing a global
economic crisis that exceeds the scope The choice for Jamaica to become a
of previous downturns experienced developed society requires us to forge
since Independence and, if not an irreversible path to sustainable
addressed, could affect the prosperity by strategically addressing
implementation of the Plan. Since 2007, those deficiencies which impede
the global economy has been improvement in our productivity and
experiencing instability and decline constrain international competitiveness.
evidenced by: volatility in global stock These deficiencies include inadequacies
markets; sub-prime mortgage crisis and in the fundamental operations of our
declining real estate markets in North institutions, poorly maintained
America and Europe; rising levels of infrastructure, macroeconomic instability,
unemployment; and the failure of several and sub-optimal quality of public goods
international investment banks and and services such as health care and
companies. primary education.
Context for Vision 2030 Jamaica Jamaica – SWOT Analysis country’s main strengths and
A summary of the context for our path weaknesses, as well as the opportunities
to sustainable prosperity, based on our and threats we face, is presented below.
Table 3: Jamaica – SWOT Analysis14
JN9HO6N#J BHPQOHJJHJ
!"7$-*'2*"(/3")(.*/)*3"<*+<.* !"#$%&"'()*"+,"-$+.*/)"0'$1*2"(/3"14'3*'2
!"HD<(/3$/%".(5+4'",+'0* !"#$%&"3*5)")+"678"'()$+
!"S/$@4*"04.)4'(."(22*)2 !"9*.()$-*.:".+;"<*'"0(<$)("$/0+1*2"
!"J)'+/%"O()$+/"L'(/3 !"8++'"2)43*/)"+4)0+1*2
!"=+/%")'(3$)$+/"+,"<+.$)$0(."2)(5$.$): !"=+;"<'+340)$-$):"(0'+22"*0+/+1$0"2*0)+'2"
!"#$%&".$,*"*D<*0)(/0: """"(/3"$/342)'$*2
!"J)'()*%$0"%*+%'(<&$0".+0()$+/ !"#$%&"<'+<+')$+/"+,"4/)'($/*3";+'>,+'0*
!"P54/3(/)"/()4'(."'*2+4'0*2"T"(%'$04.)4'(. !"=+;".*-*.2"+,"2+0$(."0(<$)(."(/3")'42)
.(/32I"1$/*'(."'*2+4'0*2I")+4'$21" !"?/*,,$0$*/0$*2"(/3"$/*@4$)$*2"$/"A42)$0*"
())'(0)$+/2I";()*'"'*2+4'0*2 ""2:2)*1
!"B*..F3*-*.+<*3"1('$)$1*"(/3" !"B*(>"0+1<.$(/0*";$)&"(/3"*/,+'0*1*/)"+,"
)*.*0+114/$0()$+/2"$/,'(2)'40)4'* """".(;2
!"#$%&"1+5$.*"<&+/*"<*/*)'()$+/ !"#$%&"3*<*/3*/0*"+/"$1<+')*3"<*)'+.*41
!"P-($.(5.*"'*/*;(5.*"*/*'%:"'*2+4'0*2 !"#$%&"*/*'%:"0+2)2
!"#$%&".*-*.2"+,"5$+3$-*'2$):"(/3"*/3*1$21 !"B*(>"<45.$0")'(/2<+')"2:2)*1
!"E$5'(/)"0$-$."2+0$*): !"C+1<.*D"(/3"0415*'2+1*")(D"2:2)*1
!"C+/2)'($/)2"$/"542$/*22"*/-$'+/1*/)"
!"#$%&"0+2)"+,"0(<$)(.
!"B*(>"2:2)*1"+,"2<()$(."<.(//$/%"(/3"
""*/-$'+/1*/)(."1(/(%*1*/)
!"7*%'(3()$+/"+,">*:"*0+2:2)*12
!"E4./*'(5$.$):")+"/()4'(."(/3"1(/F1(3*"
""&(G('32
R88R9NSO?N?HJ N#9HPNJ
!"?1<(0)"+,",.40)4()$+/2"$/"%.+5(."*0+/+1:"
!"?/0'*(2$/%"(00*22")+"'*%$+/(."(/3";+'.3" """"(/3"%.+5(."0(<$)(.I"04''*/0:"(/3"
"""1('>*)2 ""0+11+3$):"1('>*)2
!"7*1+%'(<&$0"3$-$3*/3 !"?/2)(5$.$)$*2"$/"24<<.:"(/3"<'$0*"+,"
!"6'+;)&"$/"*0+/+1$0"-(.4*"+,"%.+5(."04.)4'(." ""$1<+')*3"+$."
"""""$/342)'$*2"(/3"1('>*)2 !"L'($/"3'($/"+,")'($/*3"(/3"*340()*3"
!"HD<(/2$+/"+,")&*"8(/(1("C(/(."(/3" ""M(1($0(/2
"""'*%$+/(."0('%+")'(,,$0 !"?1<(0)"+,"%.+5(."0.$1()*"0&(/%*
!"6.+5(."(3-(/0*2"$/"20$*/0*I")*0&/+.+%:"(/3" !"?/0'*(2*3".$>*.$&++3"+,"/()4'(."&(G('32
"""""$//+-()$+/ !"?1<(0)"+,"%.+5(.$G()$+/"(/3"'*%$+/(."
!"7*-*.+<1*/)"+,")&*"6'**/"H0+/+1: ""$/)*%'()$+/"+/"4/0+1<*)$)$-*"2*0)+'2"(/3"
!"=('%*"7$(2<+'( ""$/342)'$*2"
!"J)'+/%"'*.()$+/2&$<";$)&"$/)*'/()$+/(." !"9*%$+/(."(/3"&*1$2<&*'$0"$..*%(."3'4%2"(/3
"""3*-*.+<1*/)"<(')/*'2 """"%4/")'(3*2
! "?1<.*1*/)()$+/"+,")&*"CJKH !"?/)*'/()$+/(.")*''+'$21
!"?/(3*@4()*"<+.$)$0(.";$.."+'"2+0$(."
""""<(')/*'2&$<2")+"$1<.*1*/)")'(/2,+'1()$+/
14
The analysis of strengths, weaknesses, opportunities and threats (SWOT Analysis) is a common tool
in strategic planning.
Development Planning

capital, for example, our sun and sand
in Jamaica tourism, sub-soil assets and basic
Development planning has had a long agricultural commodities. These “basic
tradition in Jamaica. The first national factors” represent the more easily
development plan was prepared as early imitated advantages on which a nation
as 1947; the most recent for the period can compete, and cannot create the
1990-1995. Other national development levels of prosperity required for
planning exercises have included the sustained economic and social
National Industrial Policy (1996), and a development. Continuing along this path
series of Medium Term Socio-Economic will simply produce more of the same.
Policy Frameworks (MTFs), the most This is unsatisfactory. Although the use
recent of which was for the period of the lower forms of capital provides
2004-2007. the foundation for development,
sustained levels of prosperity will only be
After decades of engaging in short- and generated when we begin to effectively
medium-term plans, Jamaica’s develop and use the higher forms of
development objectives have not been capital.15 We have to make new choices.
fully realized. While capacity to generate
medium- and long-term planning in the Vision 2030 Jamaica introduces a new
public sector has grown, review of this paradigm which redefines the strategic
development planning tradition has direction for Jamaica. It puts us on a
identified weaknesses. These include: a different path – a path that will lead to
relatively short-term planning horizon sustainable prosperity. The central
which did not have a strategic focus on challenge for our country’s national
long-term development; lack of development is to create the conditions
continuity; inadequate resources to in which our productive enterprises are
support implementation; an inadequate able to generate greater levels of wealth
monitoring and evaluation framework; and in which the social and
limited involvement of the private sector, environmental conditions and the
other non-state actors and the wider general well-being of the society are
society; and weak synergies between enhanced. We must, as a nation, make an
targets, indicators and the budget. urgent yet bold choice to exploit the
country’s higher forms of capital – our
Jamaica’s Road to Sustainable cultural, human, knowledge and
Prosperity - The New institutional capital stocks - and move
Paradigm towards an innovation-driven stage of
The present state of our national development. This implies that, as a
development reflects the accumulation country, we will sustain higher wages and
of choices we have made in the past. The standards of living through higher levels
sum of a nation’s capital stocks, and how of productivity, develop new and unique
they are used, determine that nation’s products and services, and add value to
level of prosperity. The old paradigm we the lower forms of capital by the
pursued for generating prosperity application of science, technology and
focused on exploiting the lower forms of innovation.
15
This model posits seven (7) forms of capital, namely: the natural, man-made, financial, knowledge,
human, institutional and cultural forms of capital – of which the last four comprise social capital (see
for example Fairbanks in Harrison and Huntington, 2000).
Context for Vision 2030 Jamaica Figure 4: Forms of Capital - A Model for Jamaica’s Road to Prosperity
Capital Stocks
of a Nation
Cultural The New Model:

Higher
• Based on Higher Forms of Capital
Human • Higher Value-Added Production and Exports
• Mindset and Culture Favourable to
Knowledge Innovation
Institutional
The Old Model:

Financial
Lower
• Dependence on Basic Factors of Production

• Dependence on Natural Resource-Based
Man-Made Exports
• Competition Based on Price
Natural
Endowments
Guiding Principles ! Transformational Leadership

Vision 2030 Jamaica is the nation’s first Making this choice requires strong and
long-term national development plan decisive leadership at all levels of the
which will enable Jamaica to achieve society to champion the transformation
developed country status by 2030. It is to developed country status. Champions
based on seven guiding principles which of change and accountability within the
put people at the centre of Jamaica’s various institutions of Government in
development. These are: transformational partnership with the private sector, civil
leadership; partnership; transparency and society and IDPs must assist in achieving
accountability; social cohesion; equity; the desired result. Ownership of Vision
sustainability; and urban 2030 Jamaica and the development
and rural development. They give planning process must reverberate at
priority attention to elements that are every level of the society. We all must
essential to delivering a world-class have a sense of our roles and take
quality of life for all Jamaicans, and reflect responsibility for the successful
the key pillars of change needed to implementation of the Plan.
realize the Vision for our nation.
There has been a relatively successful

!"Partnership
The new world of opportunities precedent towards social partnership in
envisaged under Vision 2030 Jamaica Jamaica in the form of three successive
requires the promotion of the common Memoranda of Understanding between
good over vested interests and the Government of Jamaica and the
significant technical and financial island’s main Trade Unions. A Social
resources, both of which are beyond the Partnership Consultative Committee has
scope of the Government alone. We been established to advance a more
enter the Plan implementation period inclusive collaboration between the
heavily indebted and with limited scope Government, the Opposition, private
for borrowing to finance the investments sector, trade unions, academia, and other
which must drive the planned civil society bodies, to reach consensus
development. An alternative strategy is on the measures required to address the
needed to bridge the resource gap and country’s fiscal deficit and to navigate us
remove obstacles that could stymie the through the global economic crisis.
success of this National Development
Plan. Vision 2030 Jamaica calls for every
citizen to participate in both the
A number of countries have looked to responsibilities and benefits of national
partnership – the coming together of development and hinges this on
two or more groups or organizations – partnership as both a fundamental value
to achieve some common objective as a and a strategy.
development strategy.16 The success of
these countries highly recommends the !"Transparency and Accountability
partnership approach to a country such The new paradigm recognizes that
as Jamaica which has huge needs in transparency and accountability are
technology and resources. The success of essential for the efficient functioning of
the Plan is predicated on the conscious our economy and for fostering social
collaboration of the Government well-being. As we embark on this
(central and local), citizens, and the journey, we will ensure timely access to
private sector (local and external), and information that can be used to measure
the pooling and use of their expertise performance and hold officials
and resources in public private accountable for their actions.
partnerships in pursuit of the objectives
of the Plan. Opportunities for such !"Social Cohesion
partnerships will include: the input of the This guiding principle will engender a
voluntary sector and faith-based sense of belonging in our citizens and
organizations in facilitating change in the generate the trust required to take us
mindset and reinforcing positive core through both good and challenging times
values of our society; private sector as we journey towards sustainable
capital investments in social and prosperity. It will ensure that our citizens
economic infrastructure; and citizen coalesce around a set of shared values
monitoring to ensure accountability and and responsibilities and a common sense
value-for-money from public of nationhood.
investments.
16
For example see Bernard in Caribbean Journal of Public Sector Management Vol. 1 No.2, May 2000.
Context for Vision 2030 Jamaica !"Equity • have achieved relatively high levels
This guiding principle will facilitate and of per capita income;17
ensure equality of opportunity and equal • possess advanced productive
rights for all citizens including access to sectors;
public goods and services such as • enjoy high quality infrastructure and
education and health care. The new social services;
paradigm will promote the human rights • undertake relatively high levels of
of our people, including the poor, and the research and innovation.
most vulnerable and marginalized
groups. It will identify and address In addition to these broad
gender biases that are often inherent in characteristics, the Human Development
macroeconomic and sectoral policies. Index (HDI) combines measures of life
expectancy, literacy, school enrolment
!"Sustainability and per capita GDP into a single index
Sustainable prosperity for our nation to measure relative human development
requires us to effectively integrate among nations.
economic, social and environmental
issues to enable us to make the wisest What does Developed Country Status
use of our capital stocks to meet the mean for Jamaica?
needs of current and future generations. In the Jamaican context, essential
We recognize that economic, social and elements needed to enhance the quality
environmental problems and solutions of life for all Jamaicans and for which
are all inter-connected and that an Jamaica can achieve world-class
integrated approach, underpinned by standards, as depicted by Figure 5,
good governance, to addressing these include: education; health care; nutrition;
issues will ensure that our development basic amenities; access to environmental
is sustainable. goods and services; civility and social
order. These elements are fundamental
!"Urban and Rural Development to the achievement of progress towards
This principle will encourage us to a more sustainable society with high
promote development in both urban and human development, which integrates
rural areas. It will allow for and balances the economic, social,
decentralization of power and decision environmental and governance
making at the local level, optimal use of components of national development.
resources in all areas, and facilitate the This sustainable approach has been
development of multi-sectoral and spatial defined as development that “meets the
linkages. needs of the present without
compromising the ability of future
Developed Country Status generations to meet their own needs.”18
There is no single definition of a However, in the initial period of
developed country. The generally implementation, deliberate steps must be
accepted concept refers to countries taken to change the mindset of our
that: nation.
17
The World Bank defines high-income countries as those with per capita Gross National Income
(GNI) of US$11,456 or more in 2007 as calculated using the World Bank Atlas method.
18
World Commission on Environment and Development: Our Common Future. Oxford: Oxford
University Press. 1987.
Figure 5: Defining a Secure and Prosperous Society for Jamaica

World-Class Standards
Education
Health Care Nutrition
Secure and
Prosperous
Society
Basic Civility and

Amenities Social Order
Access to
Environmental
Goods and
Services
Changing the Mindset integrity, good work ethic and

At the heart of this vision for Jamaica is punctuality are essential for transforming
the transformation of the society. This this society into a prosperous one.
transformation will only take place if
there is a change in the mindset of the The Jamaican economy must be recast
nation which addresses those traits that through the adoption and infusion of
are likely to inhibit progress towards transformative values to change the
development. This change is vital if we attitude of workers and employers, to
are to significantly reduce crime and improve their abilities to work together
violence, improve education and training and increase productivity. These values
outcomes, advance the development of are found to be strongly correlated with
our infrastructure, increase productivity higher levels of productivity and income.
and manage our national debt.
As a nation, we must choose the path for
We must recapture the respect for and sustainable prosperity to ensure a more
give prominence to positive societal promising future. The challenges are
values and attitudes.19 Core values such great. The choice is clear – sustainable
as respect, honesty and truthfulness, prosperity for our people – as embodied
forgiveness and tolerance are the sine in our new vision:
qua non of any civilized society. “Jamaica, the place of choice to live,
Attitudinal values such as trust, honour, work, raise families and do business”.
discipline, responsibility, cooperation,
19
Amartya Sen (2001) identifies the major contribution that culture, values and attitudes make to the
development of a country.
Photograph by the Gleaner Company Ltd.
Chapter 2:
National Goals
National Goals
Jamaicans are Overview of

the National Goals
empowered to The key underlying objective of Vision
achieve their fullest 2030 Jamaica is to secure sustained and
broad-based improvement in the quality
potential of life of our people that will transform
Jamaica into “the place of choice to live,
work, raise families and do business”. In
order to achieve this objective, the
National Development Plan articulates a
The Jamaican society comprehensive and integrated strategy
around four fundamental goals:
is secure, cohesive
and just Goal 1: Jamaicans are empowered to
achieve their fullest potential
Goal 2: The Jamaican society is secure,
cohesive and just
Goal 3: Jamaica’s economy is
prosperous
Goal 4: Jamaica has a healthy natural
Jamaica’s economy is environment
prosperous These National Goals are mutually

reinforcing and synergistic in design, and
their achievement cannot be realized in
isolation from each other. Selection of
these goals, and the design of the
associated outcomes, strategies and
programmes, collectively represent a
Jamaica has a new approach to development planning
healthy natural in Jamaica. This approach is broad in
scope, participatory in design and
environment intended implementation, long-term in
Figure 6: National Goals
reach and transformational in character. In the broadest sense, the new paradigm
The Plan thus provides a comprehensive contained in the Plan seeks to achieve
framework in which the linkages among the four goals by developing, preserving
economic, social, environmental and and deploying the nation’s capital stocks,
governance spheres are made, and in a concerted effort to shift from the
presents a broad strategic thrust for the employment of lower forms of capital to
transformation of the Jamaican economy
“
and society towards sustainable
development and prosperity for the Many of us dare to believe
Jamaican people.
that this country ... may go
Vision 2030 Jamaica recognizes that out into the world to make
economic growth, while necessary, is not
sufficient to engender the establishment a contribution larger than
of sustainable prosperity for the our size alone would lead
Jamaican people. For this to be achieved,
”
sustained economic growth must be one to expect.
complemented with measures that
ensure broad participation in the (1962) The Rt. Excellent Norman
benefits of growth, and an environment Washington Manley, MM QC, National
Hero of Jamaica
that fosters creation of a society in
which citizens feel empowered and
secure enough to pursue a high quality
of life. Indeed, enhanced empowerment,
improved security and fairness, and higher forms of capital, thereby boosting
National Goals
greater attention to environmental productivity and establishing the basis for

quality are not only ends in themselves, a higher standard of living.
but are also essential ingredients in the
attainment of sustainable prosperity.
A Secure and Prosperous Future by
2030
Vision 2030 Jamaica
Jamaicans are The Jamaican Jamaica’s Jamaica has a

empowered to society is secure, Economy is healthy natural
achieve their cohesive and Prosperous environment
fullest potential just
Figure 7:The Path to a Secure and Prosperous Future for Jamaica
Chapter 2: National Goals
The four National Goals give greater 0.800 or higher that will rank us among
National Goals
articulation to our vision statement and the countries of the world with high
are the pillars on which the new human development.
paradigm for Jamaica’s sustainable
prosperity rests. Cascading from these Jamaica’s working age population will
goals, are fifteen National Outcomes reach a maximum of 66.5 per cent of the
which reflect the actual or intended total population by 2025, up from 63.4
changes in development conditions. Each per cent in 2007. This is referred to as
goal is aligned to a number of these the “demographic bonus” or “dividend.”
outcomes which provide the roadmap This increase in the working-age
for success. population of almost 200,000 persons
represents a unique one-off opportunity
GOAL 1: to increase the size and productive
Jamaicans are Empowered to potential of Jamaica’s human capital that
will not be repeated in the foreseeable
Achieve their Fullest Potential
future. However, the country faces
Vision 2030 Jamaica will create a society
higher costs associated with an aging
in which all Jamaicans are empowered to
population and increased longevity and
participate fully in the development of
must use the opportunity for economic
their country and to develop their
growth presented by its demographic
talents and abilities, thereby elevating
dividend to prepare for these long-term
their standard of living and quality of life.
trends.
By 2030 we will achieve an HDI score of
Photograph contributed by HEART / Trust NTA
While virtually all our citizens would like There are some who may be in need of
to attain a high standard of living, and higher levels of support than the
many have attained it, too many are majority in the society. These include
hindered by a wide range of obstacles. vulnerable subgroups such as the poor,
This is a major development challenge the elderly and persons with disabilities.
facing the country. The real purpose The society must ensure that provisions
behind economic development is to are made to enable these subgroups
improve the well-being of individuals. We through appropriate social protection
know that increased well-being of programmes.
individuals fuels their ability to be
productive contributors to economic
development. The empowerment of
Jamaicans should be seen both as a
contributor to their future personal
development and a result of the
economic development that is being
pursued – a veritable virtuous cycle.
Photograph contributed by PIOJ

What are the tools needed to empower
individuals? The Human Development
Report20 highlights a number of variables
as indicative of the level of development
of a society. These include economic and
social variables such as health, gender
equity, population parameters and As a society, we must be cognizant of the
National Goals
education. The Global Competitiveness differences that exist between the two
Report21 points to other variables such population subgroups, males and females.
as workforce development and training Each gender is affected and responds
as important social factors that differently to the same policies and
contribute to economic development.
“
Other areas highlighted that contribute
to human capital formation include ...In Jamaica, the participation rate
culture, innovation and values and and performance of individuals in
attitudes. These perspectives echo wider the school system differ
sentiments that support the themes of substantially between males and
education and training, health, culture females. The labour force
and values and population planning as participation and employment
essential areas of focus for enabling rates are also markedly different by
individuals and society in general to gender. Most notably, the high
develop. propensity for males to be the
perpetrators and victims of violent
crimes... clearly points to the need
for a gendered approach to
development planning and
”
implementation.
20
Human Development Report, UNDP.
21
Published by the World Economic Forum.
“
well with our enrolment at the primary
National Goals
Vision 2030 Jamaica seeks to level. The prevalence of poverty has
build on mixed progress... in been trending downwards, and in 2007
the social areas, in order to was reported to be 9.9 per cent, down
empower our people by from 14.3 per cent in 2006. However,
focusing on achievement of a maternal and infant mortality rates
high level of human resource continue to be higher than desired, with
development (education, the latter estimated at just over 21 per
1,000 live births in 2005. The global
training and health system
economic crisis that began in 2007 will
reform), fostering of innovation
impact our economy negatively and may
and cultural preservation, and affect our ability to meet our MDG
strenghening of systems geared targets for 2015.
to protecting vulnerable groups
”
in the society. Vision 2030 Jamaica will empower
Jamaicans to achieve their fullest
programmes. There are numerous potential through four National
examples of societal issues arising from Outcomes. These are:
differences in gender. For example, in • A Healthy and Stable Population
Jamaica, the participation rate and • World-Class Education and Training
performance of individuals in the school • Effective Social Protection
system differ substantially between males • Authentic and Transformational
and females. The labour force Culture
participation and employment rates are
also markedly different by gender. Most Through these outcomes, we will
notably, the high propensity for males to improve on the mixed progress made to
be the perpetrators and victims of date in the social areas by ensuring a
violent crimes, such as murder, clearly high level of human resource
points to the need for a gendered development (education, training and
approach to development planning and health system reform) fostering of
implementation. Under this approach, innovation, cultural preservation, and
each policy and programme should be strengthening of systems geared to
evaluated for its differential impact on protect vulnerable groups in the society.
men and women. The gender lens will
be used to evaluate societal issues such
GOAL 2:
as crime and poverty to support the
development of appropriate policies and The Jamaican Society is
programmes. Secure, Cohesive and Just
Vision 2030 Jamaica recognizes that in an
We have had mixed progress towards environment characterized by high levels
the empowerment of our people. of crime and violence and inequitable
Measured by the HDI, we have done well dispensation of justice, citizens are
in areas such as life expectancy (72.4 alienated and less productive than they
years in 2007), but we have not done as might be, and are more likely to engage
well with respect to some of our in destructive behaviour. This fuels a
educational outcomes such as literacy. vicious cycle that militates against
We also have had mixed progress with achievement of positive social, economic
respect to the MDGs. We have done and cultural outcomes. Under this goal,
we will improve the overall situation in Governance is most effective when it

the country with regard to security and involves a partnership between the State
governance. and non-state participants (private
sector and civil society).
This goal establishes the importance of a
“
society that is safe, respects the rights of
all, operates with a sense of shared This goal establishes
values and offers justice and fair play in
the eyes of its members. Security and the importance of a
justice may only be attained and society that is safe,
sustained in an environment in which
human rights are respected and where respects the rights of
there is consensus around a set of all, operates with a
common values.
sense of shared values
The issue of crime and violence has and offers justice and
become one of the most pressing
concerns for Jamaicans. It has had a fair play in the eyes of
negative impact on all spheres of society its members.
”
and has been cited as being a major
factor contributing to the low levels of
GDP growth Jamaica has experienced
over the last 30 years.22 Segments of our Jamaica is globally recognized as a
society are crippled by fear and already country that has a strong democratic
scarce resources have been re-allocated tradition. The World Bank23 speaks of the
National Goals
into crime prevention and control. country as a stable democracy with a

Private firms are forced to pay large high calibre bureaucracy, a good
sums for security and many that operate regulatory framework, strong institutions
in certain communities also pay and a well-developed public sector,
indeterminate amounts of extortion staffed by highly qualified individuals. The
“fees”. Community members are Bank notes that these advantages have
sometimes unable to pursue gainful not translated into public perception of
occupations and schooling due to the good governance. There is a high level of
impact of gang violence in their public discontent and a perception of
communities. poor quality service in the public sector.
This perception is rooted in real
Governance has become central to the deficiencies in the regulatory and
development discourse in recent institutional frameworks that include
decades. This is largely founded on the outdated laws and excessive
recognition that strong and accountable bureaucratic processes.
institutions, political commitment to
effective management of the State, and a The society also shows signs of social
vibrant and organized civil society are and political polarization and has a
fundamental to development. history of political violence, which makes
22
In the World Bank Report on Crime, Violence and Development: Trends, Cost and Policy Options in
the Caribbean, March 2007, it is stated that “were Jamaica and Haiti to reduce their rates of homicide
to the level of Costa Rica, each country would see an increase in its growth rate of 5.4% annually.”
23
World Bank Governance Indicators: Country Data Report for Jamaica 1995-2005. (2006).
it difficult to form consensus on policies • the redefined position of the State
National Goals
that are in the public interest and entail a from its previous function as a
long planning horizon. development agency to that of a
facilitator of market-driven policies.
Elements contributing to the weakening
of governance in Jamaica include: Jamaica has made some strides towards
• apathy towards, and alienation from improving governance. Many of these
existing political institutions and initiatives are being led by Government
processes and increasing disregard and involve the private sector and civil
for the norms of civil society by a society, individually and collectively,
growing number of persons, seeking to meet the benchmarks of good
especially the young; governance. Examples of these initiatives
• poor performance of the economy include the Reform of the Public Sector,
and the persistence of poverty; Access to Information Act, Local
• increased criminal activity, including Government Reform, Local Sustainable
drug trafficking; Development Planning Framework and
• the inability of the State to sustain the MTF. Much remains to be done to
levels of welfare that were put in enhance governance in Jamaica; the Plan
place in the post-independence era; will address the key obstacles to good
governance.
Vision 2030 Jamaica will achieve the goal goal because it has proven elusive for the
for the Jamaican society to be secure, majority of our people throughout the
cohesive and just through two National island’s history.
Outcomes:
• Security and Safety The starting point in creating a
• Effective Governance prosperous future for Jamaica is to
understand the wellspring from which
The first outcome includes those economic prosperity flows. Prosperity is
strategies that will be implemented determined by the productivity with
under the heading of national security, which a nation uses its resources to
including the functions of the Jamaica produce goods and services. The more
Constabulary Force and the Department efficiently a nation creates products and
of Correctional Services. The second services that are highly valued and
outcome focuses on the justice system, desired by its own citizens and by the
the role of the State, and other world, the more prosperous it will be.
governance matters relating to areas
such as social inclusiveness and rights.
“
Vision 2030 Jamaica has a
GOAL 3: Jamaica’s Economy is clear and compelling
Prosperous mission... to prepare the
Vision 2030 Jamaica has a clear and conditions and means by
compelling mission in guiding the nation which firms and individuals
to a prosperous future – to prepare the in the country will create
wealth with ever-increasing
conditions and means by which firms and
levels of productivity that
National Goals
individuals in the country will create eventually compare

wealth with ever-increasing levels of favourably with the most
productivity that eventually compare productive nations in the
”
favourably with the most productive world.
nations in the world.
Prosperity matters because it helps to

free people’s hearts and minds so that As barriers to the movement of goods,
they may develop a healthy and rich services, capital, people and information
emotional and spiritual life.24 throughout the world have fallen, nations
and firms strive increasingly to achieve
Economic prosperity is the ability of an international competitiveness.
individual, group, or nation to provide Competitiveness is determined by the
shelter, nutrition, and other goods and relative levels of productivity26 between
services that enable people to live a nations. Individuals around the world
good life, according to their own have vastly different purchasing power,
definition.25 For Jamaica, economic and countries possess stocks of wealth
prosperity is a particularly important in different proportions.
24
Adapted from Fairbanks in Harrison and Huntington (eds.) (2000) Culture Matters, p. 270.
25
Ray, Debraj. (1998). Development Economics.
26
Productivity may be defined as the amount of output produced (in terms of goods or services) per
unit input used. One commonly applied measure is labour productivity as output per worker or
output per labour-hour. Total factor productivity or multifactor productivity measures changes in
output that are not directly caused by changes in inputs of capital and labour.
National Goals
Competitiveness may be viewed as the set of institutions, policies, and
factors that determine the level of productivity of a country or economy.
The level of productivity, in turn, determines the sustainable level of
economic prosperity that can be earned by a country.
Productivity supports high incomes and attractive returns to capital,

leading to a high standard of living. More competitive economies have
higher levels of productivity and are able to generate higher levels of
income for their citizens. Competitive economies with high productivity
also are more likely to achieve high and sustained growth rates over the
long term. Empirical evidence indicates that, among countries, a
correlation exists between high levels of productivity and competitiveness
rankings and high levels of economic prosperity as measured by per capita
GDP.
International reports indicate that the unfavourably with regional and

standard of living in many regions in international counterparts.29
Africa, Latin America and the Caribbean
Nonetheless, Jamaica has recorded many
is threatened by declining productivity.27
economic achievements over past
This is certainly true for Jamaica. Growth
decades. Macroeconomic gains include
accounting studies indicate that, despite
the reduction of inflation from an all-
positive contributions from accumulation
time high of 80.2 per cent in 1991 to an
of physical and human capital from 1960
average of 13.1 per cent per annum over
to 2000, Jamaica has suffered from an
the five years from 2004 to 2008.30 A
overall decline in total factor
number of economic sectors and
productivity, which is substantially below
industries have experienced relatively
the average levels achieved globally and
sustained growth throughout the entire
within Latin America over the same
post-Independence period, including
period.28
tourism, the bauxite industry, financial
Despite its favourable endowments of services, distribution, energy, transport,
natural and human resources, Jamaica has and communications. The Jamaican
recorded disappointing economic economy has seen a marked increase in
performance over the period since its the contribution to GDP of the services
independence in 1962. Notwithstanding sector and the number of professional
some early progress, our relatively low and other knowledge-based occupations
rates of economic growth compare since Independence.31
27
See for example, ILO (2008), World Bank (2003a).
28
IMF (2006a), Penn World Tables (Version 6.2), Jamaica Productivity Centre, World Bank (2003). For
example, one study indicates that unit labour productivity in Jamaica fell by a total of 27.5% from
1972 to 1998, while real unit labour costs rose by 32.5% over the same period - see Alleyne (2001)
as quoted in Hussey (2002).
29
The Jamaican economy has grown by an annual rate of only 1.9% in real terms over the entire period
from 1962-2007 (PIOJ), and by only 1.1% per annum from 1970-2007(based on the United Nations
Statistics Division National Accounts Main Aggregates Database). By contrast the world economy has
grown by a rate of 3.1% per annum from 1970-2007.
30
Annual % change in CPI as measured from December to December (ESSJ 2004-2008).
31
Services increased their share of Jamaica’s GDP from 65.6% in 1982 to 68.1% in 2007 based on
contribution to total goods and services production, i.e. GDP share excluding imputed bank service
charges (PIOJ).
We confront profound challenges on the Development Plan, until recovery takes

road to prosperity. These exist at many place.
levels, ranging from constraints in the
macroeconomy and business We face a growing trade deficit on goods
environment to weaknesses in the and services. The main sources of foreign
productive sectors. Many of the factors exchange earnings for the past half-
that affect economic development in century continue to be tourism and
Jamaica are outside the economic exports of bauxite and alumina, along
sectors, hence the need to address with growing inflows of remittances.
simultaneously the issues raised with Even though the share of total exports
regard to the other three goals. represented by non-traditional exports
has risen in recent years, this growth is
The economic development challenges largely accounted for by the categories
that Jamaica faces include: persistent of crude materials and mineral fuels. The
fiscal deficits; very high levels of public productive sectors that account for the
debt; high dependence on imported larger shares of the country’s labour
petroleum and inefficient use of energy; force are those with the lowest levels of
poor performance in the formal productivity, namely agriculture,
education system; low levels of distribution and construction. The large
innovation and investment in research informal sector constitutes a further
and development; high levels of violent drag on national productivity, as the
crime; the economic cost of HIV/AIDS levels of productivity in the informal
and other diseases; environmental economy are generally lower than in the
pressures generated by our production formal economy. While services have
and consumption patterns; and the increased their share of GDP over time,
National Goals
impact of natural and man-made hazards it is clear that we have not yet
on the economy. succeeded in diversifying our economy
into higher value-added production and
An important challenge is presented by exports.
the global economic recession which
commenced in US credit markets in As described above, our economic
2007, and spread in 2008-2009 to affect development faces many challenges
the economies of developed and including low growth rates, high debt
developing countries alike. The load, budget constraints, crime, weak
consequences for Jamaica are likely to export performance, poor education
include: reduced flows of direct performance and energy dependence.
investment; greater difficulty in sourcing However, these many challenges may be
financing from global capital markets; seen as the symptoms or outcomes of a
reduction in demand for Jamaica’s deeper challenge: that the underlying
exports; and a downturn in tourism basis for the productivity of the nation is
earnings. The impact will limit the obsolete. We are a nation whose
prospects for growth in our economy prosperity historically has been based on
and reduce funds available for spending sub-soil assets, location, sunshine and
on social services in the initial years of cheap labour.
implementation of the National
National Goals
The importance of the higher forms of capital may be illustrated even for
developed countries with substantial endowments of natural resources. For
example, core copyright industries in the USA grew three times as fast as
the annual growth rate of the economy between 1977 and 1996, the year
when cultural products (including films, music, television programmes,
books, journals and computer software) became the largest US export for
the first time, surpassing other traditional industries, including
automobiles, agriculture, aerospace and defence.
Competing on these “basic factors” is judicial process that is quick and fair in
the most easily imitated form of administering justice; and spend
advantage that a nation can possess. substantial amounts of their revenue on
Research suggests that the higher the new product and market knowledge,
percentage of exports represented by training their employees, and developing
natural resources and raw materials, the trusted partnerships and unique brands.
higher the level of poverty that exists in This model allows long lead-times to
a nation.32 There are many regional develop complex products that meet the
economic units, nations and states that unique needs of demanding and
are as close to major markets as Jamaica sophisticated customers who have little
is, and that speak English, many of whom price sensitivity when paying for
enjoy over three hundred days of perceived value. It also allows for part of
sunshine, and have beaches, fertile soil, the economic surplus to be used in the
and mineral resources. compensation and training of employees.
This model is where revenue expansion
Dependence on these basic factors in a and high and rising wages intersect,
globalizing environment forces the nation where economic growth and social
and its firms to compete primarily on equity converge. But it is possible only
price. In the “Era of Total Global when the higher forms of capital are
Competition,” this model has become present and developed.
rapidly more unsustainable, and cannot
represent a path to developed country We are engaged in an historic process of
status for Jamaica. regional integration, driven by the
progressive implementation of the
There is another model. Competing Caribbean Single Market and Economy
based on the so-called higher forms of (CSME), which will see a profound
capital means using assets that are hard deepening of regional integration,
to measure, hard to see, but very including free movement of people, free
important. This model depends on the trade in services and capital market
protection of tangible and intangible integration. The CSME offers Jamaica the
property rights so that firms: may invest opportunity to participate more fully in
in innovation with little fear of someone expanded regional markets, and to
stealing their ideas; have access to a benefit as a member state of CARICOM
32
See Fairbanks and Lindsay (1997), Sachs and Warner (1995).
from stronger regional unity in • Fix the remaining constraints in the

hemispheric and global trade basic factors of production (Basic
negotiations. However, regional Factor Stage)
integration opens our economy to • Improve the efficiency enhancers of
greater competition from companies and our economy to world-class levels
producers throughout the region, and (Efficiency Stage)
will require a wide range of fundamental • Invest in the long-term transition to
supporting measures on our part and on an innovation-based economy
that of other member states, that (Innovation Stage)
ultimately will challenge our existing
concepts of national sovereignty.
“
Vision 2030 Jamaica creates a
Globalization brings opportunities, new paradigm for economic
threats and risks to the economies of prosperity. We will transform
developing nations – opportunities for our economic model from
competitive enterprises to access global dependence on natural,
markets, threats to inefficient industries financial and man-made capital
and firms from increased competition in to development based on the
domestic and export markets, and risks higher forms of capital -
of exposure to crises in global capital, institutional capital, knowledge
currency and commodity markets. Under resources, human capital and
the national goal for a prosperous
”
cultural capital.
economy, we will respond to the
challenges of globalization by pursuing
global competitiveness through the To achieve the goal of economic
National Goals
development of world-class industries prosperity,Vision 2030 Jamaica will

and enterprises and improvement in undertake measures that strengthen our
productivity levels. natural, man-made and financial capital
stocks to provide stable macroeconomic
Vision 2030 Jamaica creates a new conditions, strong economic
paradigm for economic prosperity. We infrastructure and a secure, affordable
will transform our economic model from energy supply as basic requirements for
dependence on natural, financial and a competitive economy. We will address
man-made capital to development based fundamental aspects of the business
on the higher forms of capital - environment by building institutional
institutional capital, knowledge capital and streamlining bureaucracy, and
resources, human capital and cultural enhance the efficiency of our markets for
capital. goods, services, labour and capital. These
steps will provide appropriate responses
To build the pillars of competitiveness of to short-term economic conditions, and
our economy and ultimately achieve high also lay the foundation for long-term
levels of economic development, we will growth and development.
take the following three fundamental
steps in transforming our economic Under Vision 2030 Jamaica, we will
model based on our particular stage of strengthen our trade relations and
development and specific circumstances: investment promotion to increase
National Goals
The Global Competitiveness Report clearly delineates the importance of
understanding the particular stage of development of each country:
“… almost everything matters for competitiveness. Universities matter, the
roads matter, financial markets matter, the sophistication of customer needs
matters, and so on. Many of these influences are deeply rooted in a nation’s
institutions, people, and culture. Improving competitiveness is a special
challenge, because no single policy or grand step can create competitiveness.
Ultimately all dimensions of the business environment must be improved. In
any given country at a particular point in time, however, there will be a few
elements that represent the most pressing barriers keeping companies from
reaching higher levels of productivity. These barriers can be identified only by
understanding the specific circumstances in a country or region.
Improvements in some areas of the business environment will have little or
even negative effects unless the binding constraints to productivity are
removed.”
Source: Global Competitiveness Report 2007 - 2008
market access and build on the National Outcomes:

competitive advantages provided by • A Stable Macroeconomy
Jamaica’s worldwide reputation and • An Enabling Business Environment
favourable Nation Brand. We will • Strong Economic Infrastructure
develop our higher forms of capital • Energy Security and Efficiency
strategically to improve the international • A Technology-Enabled Society
competitiveness of our productive • Internationally Competitive
sectors and support the long-term Industry Structures
transition to an innovation-based
economy by: enhancing the The National Outcome for
sophistication of our companies; building Internationally Competitive Industry
economic clusters and linkages; Structures includes the development of
improving labour relations and the main goods- and services-producing
productivity; investing in the creation of a sectors and industries of the Jamaican
green economy; and applying science, economy.
technology and innovation to all areas of
national development. The steps that will This model recognizes that it is possible
be taken to achieve the goal of economic for our country to build areas of
prosperity for Jamaica also will competitive advantage for value-added
contribute to the achievement of production in a wide range of economic
Millennium Development Goal 8 to sectors given an efficient and enabling
develop a global partnership for environment and strategic partnerships
development.33 in the private and public sectors. It
therefore avoids pre-selecting and
Vision 2030 Jamaica will achieve the goal targeting specific areas for preferential
for a prosperous economy through six treatment.
33
MDG 8 has the following targets: Address the special needs of least developed countries, landlocked
countries and small island developing states; develop further an open, rule-based, predictable, non-
discriminatory trading and financial system; deal comprehensively with developing countries’ debt;
provide access to affordable essential drugs in developing countries; and make available benefits of
new technologies, especially information and communications.
GOAL 4: deteriorating air and water quality; poor

Jamaica has a Healthy Natural management of solid, liquid and
hazardous wastes; loss of biodiversity;
Environment
watershed degradation; net loss of forest
Our quality of life depends on the quality
cover; and increasing incidence of fires.
of our natural environment. This goal
While data and analysis of environmental
recognizes the importance of the natural
problems have improved over the last 12
environment and ensures harmony
years, serious gaps and a lack of time-
among development activities,
series data hamper efforts to use
environmental sustainability and
quantitative indicators to spot emerging
conservation of the country’s natural
problems, assess policy options and
resources. It further recognizes that
gauge the effectiveness of environmental
healthy, productive and protective
programmes.34
environments, social systems and
economies are the bases of
Over the past three decades, fuelled by
development, sustainability and human
global developments, concern for
welfare.
environmental issues also has increased
in Jamaica. Many new institutions,
Ecosystems such as forests, mangroves
policies, pieces of legislation and
and coral reefs, provide essential services
standards have been implemented by the
such as flood control, recharging ground
Government geared towards the proper
water, and waste assimilation which
management, conservation and
underpin economic development and
protection of natural resources within
sustain human health. Jamaica’s main
the context of sustainable
industries, including agriculture, tourism,
development.35 Inconsistent monitoring
National Goals
manufacturing, and mining and quarrying,

and enforcement of these laws and
rely heavily on the country’s rich natural
policies, inadequate financial and human
resource base. These economic activities
resources, improper planning for
are not always practiced in a manner
development, and the general lack of
that is sensitive to the environment,
awareness on the part of the citizenry
partly due to unsustainable consumption
have hindered the effective conservation
and production patterns which result in
and management of the island’s natural
these natural resources deteriorating
resources.36
faster than they can replenish
themselves.
Under this goal,Vision 2030 Jamaica
focuses on the effective management of
Although we have made substantial
the country’s natural resources to
improvements in environmental
ensure the continued provision of
management, many challenges still remain
essential environmental services. It also
and need to be addressed. Recent
focuses on the design of environmental
evaluations of the state of the
policies that internalize the cost of
environment indicate a number of
pollution and environmental damage into
worrying trends. Among these are:
the production costs of all economic
34
2008 Environmental Performance Index, World Economic Forum.
35
“Jamaica’s Commitment to the Conservation and Management of Natural Resources: Ten Years in
Retrospect” (2002). Laleta Davis-Mattis, National Environment and Planning Agency.
36
Jamaica National Environmental Action Plan (JaNEAP) 2006 – 2009, National Environment and
Planning Agency
activities. The strategies recognize that pattern of development, there exists a
National Goals
successful environmental management is myriad of challenges including:
increasingly becoming the basis for the fragmented subdivisions; unbalanced
success or failure of economies and regional development; urban sprawl;
social systems.37 limited availability of affordable housing;
squatting; inequity and poverty;
Jamaica’s location, geography and geology environmental degradation; and
make the island prone to several natural congested towns due to the increasing
hazards. Major threats include landslides, dependence on automobiles.
hurricanes, floods, droughts and
earthquakes. We are increasingly These challenges are inter-related.
acknowledging the importance of climate Although some effort has been made to
change, the consequences of which are address them, existing development
profound, particularly on Jamaica and policies have not been sufficiently
other highly vulnerable Small Island comprehensive and far-reaching.Vision
Developing States (SIDS) which are 2030 Jamaica proposes to: foster
characterized by a high concentration of innovative urban and regional planning
development and essential infrastructure (based on sustainability principles);
along the coasts. The impacts of climate decentralize power and decision-making;
change will include sea-level rise and the optimize the use of resources; facilitate
accelerated erosion of coastal zones, the development of multi-sectoral and
increased frequency and intensity of spatial linkages; and identify and harness
hurricanes, more flooding of coastal the growth potential of each area, to
areas, coral reef destruction, and the create sustainable rural and urban
spread of vector-borne diseases. This communities.
goal will focus on the development of a
comprehensive integrated approach to Vision 2030 Jamaica will achieve the goal
hazard risk management and climate for Jamaica to have a healthy natural
change. environment through three National
Outcomes. These are:
Jamaica suffers from a proliferation of • Sustainable Management and Use of
economic and social policies that do not Environmental and Natural
adequately consider spatial implications Resources
for the achievement of balanced regional • Hazard Risk Reduction and
development in terms of equitable Adaptation to Climate Change
distribution and access to services and • Sustainable Urban and Rural
employment opportunities.38 While some Development
benefits have been derived from the
37
“Building Resilience in SIDS: The Environmental Vulnerability Index”, UNEP.
38
A Strategy Document for the National Sustainable Development Plan for Jamaica (2002-2022),
National Environment and Planning Agency.
From National Goals to National Strategies

National Outcomes and and Sector Strategies
Our National Strategies are the broad
Strategies
approaches which are designed to
The Vision of making “Jamaica, the place
achieve our National Goals and
of choice to live, work, raise families and
Outcomes – they are what we choose to
do business” is the starting point for our
do to achieve the desired results for our
Plan. Our four National Goals represent
country. The National Strategies are
the ultimate desired state of our country
supported by a range of sector strategies
through which we realize our National
which have been developed in the sector
Vision. We can, and will, make progress
plans for each of the social, governance,
that brings us ever closer toward these
economic and environmental sectors.
ideal goals over the planning horizon to
These strategies form the link to the
2030 and beyond.
specific actions in the form of sector-
level programmes and projects through
National Outcomes
which Vision 2030 Jamaica will be
The results-based management approach
implemented. In our Plan, we consider a
that we employ calls for the
sector, in a broad sense, to refer to a
identification of an intermediate level of
major area of national development.39
results toward the achievement of the
National Goals. Under Vision 2030
The Next Chapter
Jamaica, 15 National Outcomes aligned
Chapter 3 contains a detailed
to the four National Goals are
presentation of each of the National
articulated as the discrete building blocks
Outcomes for Vision 2030 Jamaica. Each
with which we construct the future of
outcome contains an overview of the
National Goals
our nation. These outcomes are the

situation and an analysis of the main
desired results which we seek to achieve
issues and challenges relevant to the
in each of the main areas of our national
achievement of the outcome. The
development. A range of indicators and
National Strategies to achieve each
targets aligned to the National
outcome are presented in a summary
Outcomes provide quantitative
table, followed by an elaboration of each
milestones against which we will
National Strategy and a listing of some of
measure our progress in implementing
the key selected sector strategies that
the National Development Plan over
will be pursued under each National
time.
Strategy. These are followed by the
proposed outcome indicators and
targets by which we will measure our
progress toward each National
Outcome.
39
The United Nations System of National Accounts groups the resident institutional units that make up
a country’s economy into five sectors: the non-financial corporations sector; the financial corporations
sector; the general government sector; non-profit institutions serving households sector; and the
households sector. The presentation of national economic data is often grouped under two sectors –
the goods-producing sector and the services sector. Similarly national economic data are sometimes
presented under individual productive sectors (e.g. manufacturing, mining and quarrying, distributive
trade), while reference also may be made to the social sector as well as to individual social sectors
(e.g. health, housing). The range of sectors as considered under Vision 2030 Jamaica is indicated by
the list of Task Forces formed to develop sector plans (see Appendix 2).
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Figure 8: Alignment of Vision, Goals and Outcomes
National Goals
Photograph contributed by NMIA Ltd.
Norman Manley International Airport (NMIA Limited)
Chapter 3:
National Outcomes
National Outcomes
1. A Healthy and Stable Population
2. World-Class Education and Training
3. Effective Social Protection
4. Authentic and Transformational Culture
5. Security and Safety
6. Effective Governance
7. A Stable Macroeconomy
8. An Enabling Business Environment
9. Strong Economic Infrastructure
10.Energy Security and Efficiency
11.A Technology-Enabled Society
12.Internationally Competitive Industry Structures
a. Agriculture
b. Manufacturing
c. Mining and Quarrying
d. Construction
e. Creative Industries
f. Sport
g. Information and Communications Technology (ICT)
h. Services
i. Tourism
13.Sustainable Management and Use of Environmental
and Natural Resources
14.Hazard Risk Reduction and Adaptation to Climate Change
15.Sustainable Urban and Rural Development
Goal 1: Jamaicans are Empowered to Achieve

their Fullest Potential
World-Class
Effective
Education
Social
and
Protection
Training
National Outcomes
Jamaicans are
Empowered to
Achieve their
Fullest Potential
A Authentic
Healthy and
and Stable Transformational
Population Culture
Figure 9: Goal 1 and Related National Outcomes
Chapter 3: National Outcomes | # 1 - A Healthy and Stable Population
National Outcomes
National Outcome # 1
A HEALTHY AND STABLE
POPULATION
Overview
Under this outcome,Vision 2030 Jamaica
builds on the positive results achieved
for our population and health profile in
recent years (e.g. life expectancy which
stood at 72.4 years in 2007), to ensure
that where the health and other
population outcomes are weak (e.g.
infant mortality which stood at 21.3 per
thousand in 200540) they will be
strengthened to compare with the best
in the world.41 We expect our average
life expectancy to be higher than 76
years. We will achieve this by raising the
standard of our health care delivery and
Photograph by the Gleaner Co. Ltd.

by building the awareness and
commitment of our population to the
maintenance of healthy lifestyles and
environments.
“
Prior to the 1980s, our population policy
Vision 2030 Jamaica was synonymous with reduction in
will build on the fertility and population growth.42 Since
positive outcomes that then, the policy framework has been
have been achieved by broadened to include mortality,
the health sector … to international and internal migration,
ensure that the urbanization and settlement. Further
delivery of health revision to the policy resulted in the
care… compares with addition of gender, children, the aged, and
the best in the world. the environment as concerns for
population policy and planning.43 Our
”
country will maintain this focus as we
strive to achieve a balanced and stable
population.
40
Demographic Statistics 2007, STATIN.
41
Infant mortality rates ranging from 2.9 per 1,000 in Iceland to 5.1 per 1,000 in Cuba.
42
The Jamaica Family Planning Association (FAMPLAN) pioneered programmes for fertility reduction in
the non-Government sector while the National Family Planning Board (NFPB) played the dominant
role for similar interventions in the public domain.
43
The National Population Policy was revised by the PPCC and adopted by Parliament in 1996. The
revised Policy included all areas in the earlier policy and incorporated others which were considered
relevant in light of the changing demographic conditions.
“
We regard the promotion and
maintenance of good health as a concern The aging of the
for which the entire society should take
responsibility. We will focus attention on population,
the dissemination of information to particularly the
empower individuals to make healthy growth of the elderly
choices. We will place emphasis on
strengthening our primary health care
and the working age
system to prevent simple health care cohorts, will emerge
issues from escalating into chronic and as one of the most
life threatening outcomes. We will significant
transform our secondary and tertiary
care institutions and enable them to demographic and
focus their resources on delivering high socio-economic
quality care. challenges to face
At all levels of the health care system, we
our country.
”
will strengthen the human resources
paying particular attention to categories
National Outcomes
such as our nursing staff and female. The population growth rate was
pharmacists. We will ensure that our estimated at 0.5 per cent. This rate has
equipment and physical structures are been the same for the last four years. By
the most appropriate and adequate for 2030, it is projected that the population
the demand that will be placed on them. will have increased by approximately 7.1
per cent to 2,872,000.45 Some 51 per
One of the enduring impediments to cent of the population is expected to be
accessing health care is the lack of females. However, the age composition
adequate financing. Various mechanisms of our population will be notably
such as public private partnerships, different. Our working age and elderly
health insurance and user financing have population will constitute a higher
been explored. In 2007, a policy was proportion of the population as a result
implemented to enable all users of the of declines in fertility and mortality rates
public health care system to access and emigration of our younger
health care without charge for most population. The process is commonly
services. Under Vision 2030 Jamaica, we referred to as ‘aging’ (of the population).
will continue this policy and explore This has led to our country now being
appropriate and sustainable mechanisms classified as one with a ‘moderately’ aging
for continued health financing. population but it will enter into a phase
of rapid aging within the next three
Population Profile decades. Evidence of aging is seen when
Jamaica’s population was estimated to be increases in the median age are observed
2,682,100 at the end of 2007.44 Just over over time. The median age for men and
50 per cent of the population was women moved from 16.4 years and 17.9
44
Economic and Social Survey Jamaica, 2007.
45
Based on estimates for 2008 from the Statistical Institute of Jamaica.
years in 1970 to 23.7 and 25 years Youth Population
National Outcomes
respectively in 2005. The aging of the As with the child population, the
population, particularly the growth of the proportion of youth (15–24) in our
elderly and the working age cohorts, will population has been declining. In 2005,
emerge as one of the most significant the number was 491,700 (18.5 % of the
demographic and socio-economic population). By 2007, the number had
challenges to face our country. fallen to 459,139 (17.1 % of the total
population). In both periods, the gender
Child Population distribution was in favour of females who
The proportion of children (0-14 years) accounted for just over 50 per cent of
in our population was estimated at 29.4 the youth population. Based on medium
per cent (782,600) of the total level growth projections,47 this age
population in 2005. By 2007, it had cohort is expected to decline to 14.6
declined to 28.3 per cent. This age per cent of the total population by 2030.
The gender distribution is expected to
be reversed with just over 50 per cent
males. Although this age group overlaps
with the working age population, it has
been singled out because of its
vulnerability to a number of social ills.
For example, the unemployment rate
among youth is more than twice the
overall rate for all age groups within the
working population. They are the
primary victims and perpetrators of
crimes, particularly violent crimes. The
Photograph contributed by C. Hughes
large proportion of youth48 in our

working age population presents an
opportunity for our country’s
development. It is therefore essential
that we build the capacity of this group
cohort is expected to further decline to to ensure that it is integral to
23.2 per cent (666,304) by 2030. Males development planning and
are more highly represented than implementation.
females in this cohort when compared
to their distribution in the wider Working Age Population
population. The projected decline in the Our working age population (15-64
child population will have implications years) was estimated at 1,699,300
for the physical and social infrastructure (63.4 %) in 2007 and is expected to
required to support our children and will increase to 1,884,032 (65.6 %) by 2030.
favourably affect the dependency ratio of The current and expected ‘bulge’ in the
our population.46 population of working age is regarded by
demographers as a ‘window of
46
The dependency ratio shows the population that is dependent (child 0-14 years and elderly 65 and
over) as a proportion of our working age population.
47
Based on projections made in 2008 by the Statistical Institute of Jamaica.
48
In 2007, they comprised 27 per cent of the working age population.
opportunity’ or ‘demographic dividend’. that the proportion of our population

This means that there is a higher reporting at least one disability was 6.3
proportion of persons in the working per cent (163,206).50 However, it is
age relative to the dependent ages (child generally presumed that censuses
0-14 years and elderly 65 and over). We understate the level of disability,
must position our society to use our particularly the milder forms, in any given
surplus population optimally for population. Internationally, the World
development. The working age will reach Health Organization (WHO) estimates
its maximum in 2025 at about 67.0 per that the level of disability for most
cent of the total population. countries would be about 10 per cent of
their total population. Assuming that this
holds true for Jamaica, the level of
disability as revealed by the census
grossly understates the extent of the
problem. It may therefore be assumed
that persons with disabilities (PWDs)
comprise a larger than stated segment of
our population and have been
marginalized from the mainstream of
National Outcomes
development in the society.

Photograph contributed by C. Clayton
Persons with disabilities (especially older

women) are at risk of several health
problems, including, depression, urinary
tract infection, and restricted lung
disorder. Women with disabilities are
Elderly Population also at risk of coercive sterilization, and
Our elderly population (60 years and forced abortion. Inadequacies of
over) is the fastest growing age group. reproductive health care and education
The dependent elderly (65 years and and ignorance of contraception make
over) was estimated at 207,700 (7.8 %) them vulnerable to sexual abuse. Often
in 2005 and by 2007, had grown to they fail to report physical and sexual
223,961 (8.4%). Over the period 2007 to
2030, it is estimated that this cohort of
our population will increase by 2.8 per
cent to 11.2 per cent (321,664).49 The
changing profile points to the need for
greater concentration on programmes
for the elderly, and eventually a levelling
in the requirements for infrastructure
for children and youth.
Persons with Disabilities

The 2001 Population Census estimates
49
Based on 2008 projections made by STATIN.
50
This figure is based on individual reporting and was not medically or scientifically determined.
abuse because they are dependent on majority of variables identified as
National Outcomes
care givers. “determinants of health” are in the social
and economic realm (see Textbox).
The PWDs are generally characterized
as persons with low levels of formal Life Expectancy
education and training who face hostile Jamaica ranks high among developing
labour market conditions and countries with respect to the health
employment relations. This is a subgroup status of the population. This status is
whose rights and capacity to contribute the result of improvements that
will be addressed under Vision 2030 occurred in the 20th century. Life
Jamaica in all spheres of our activities. expectancy at birth increased from 38
years in 1900 to 72.4 years in 2007. The
Health Profile infant mortality rate, which measures
The health of a population is not only a child survival and is a good indicator of a
reflection of the level of development of country’s health status, declined to 21.3
the society but also a contributor to the from 174.3 deaths per 1,000 live births52
capacity of the society to develop. The over the same period. The improvements
least healthy populations are found in the in life expectancy apply to both men and
world’s least developed countries.51 This women. However, the life expectancy for
might be explained by the fact that the women has always been higher than that
of men and this disparity has been
growing. While the life expectancy for
Determinants of Health women is higher (75 compared with 69
• Socio-economic status (including for men) health adjusted life expectancy
income and employment) after the age of 60 shows that women
• Level of education spend more time in illness and disease
• Environment (work, housing, than men.
physical)
• Nutrition and food security Measured against the Human
• Lifestyle Development Index, Jamaica ranked
• Cultural factors above the average life expectancy of
• General living conditions and developing countries, which was 65.0
experiences (poverty, years in 2006. The Human Poverty Index
discrimination, social exclusion that measures deprivation in three basic
and opportunities for social dimensions (long and healthy life,
support and networking) knowledge and a decent standard of
• Mode of transportation living) also ranked Jamaica relatively
• Genetics highly in 2007, at 34th of 108 developing
• Violence and crime countries.53
51
For example, sub-Saharan Africa, which is one of the poorest regions in the world, has the highest
level of HIV/AIDS in the world and also accounts for high rates of infection from diseases such as
tuberculosis and leptospirosis. This compares with countries such as the USA which, although among
the first to have identified the HIV/AIDS virus as present in their society, has maintained relatively low
levels of infection.
52
The latest available data on infant mortality was for 2005.
53
UN Human Development Report 2007, pp. 239.
Morbidity and Mortality ranked in order of frequency. Diseases of

The leading causes of death in Jamaica the circulatory system – hypertension,
during the first half of the 20th century stroke and heart diseases, together are
were infectious diseases. In the 21st the leading causes of morbidity and
century, the main causes of morbidity mortality. When differentiated by gender,
and mortality are chronic non- there are similarities in the top five types
communicable lifestyle diseases,54 injuries of illnesses that caused death but clear
and mental illness. Table 4, which shows differences in the ranking of these
Jamaica’s morbidity data as captured by illnesses between either sex. For
the public health sector for the first half example, cerebrovascular diseases were
of 2007,55 provides evidence of this. the leading causes of death among males
while endocrine, nutritional and
Table 5 shows the leading causes of metabolic diseases were the primary
death among men and women in Jamaica causes of death among females.
Table 4: Leading Causes of Visits to Health Facilities by Health Region,56 2007 (January-June)
?R;!O PR;!O S;!O ?;!O T7U7)=7 L8*98&*#8

6NOAPQ?N? .8M)()&(
National Outcomes
P*58V)()&( P*58V)()&( P*58V)()&( P*58V)()&( P*58V)()&(
!"#$%&$'()*' +,-./0 //-,12 /0-232 /,-+42 .,-/4, +45,
6)($7($(8*98&:$8
;$(#)%7&*%" 0/->2, 2-004 4-.44 3->0> 40->3, +/5/
<%7=&
?@)'86)($7($ +/->>> 1-3>2 2-+>3 2-0/, ,,-,0> /25.
A$')&*BC%)'7%"
6)($7($(8 +,-4>. 4-0.0 2->,0 4-,/+ ,+-0+, /.51
D)'=EFG)'H8?<6I
JF(=FE*(@$E$&7E8 3-113 4-,+> ,-+,4 4-.42 +4-+// />5>
K("=:)7&%" />-2/, 0-432 ,-3>. 0-2,2 ++-3., 35/
!"!#$% &'&()*+ ,'(&-* ,'(.// ,/(,&) '/'(&)) &--
R=*'*U)=87'G8?*=)7E8?F%M$"8T7U7)=7-8+>>2
54
For example diabetes and diseases of the circulatory system (hypertension).
55
Latest period for which data were available.
56
SERHA-South East Regional Health Authority; NERHA-North East Regional Health Authority;
WRHA-Western Regional Health Authority; SRHA-Southern Regional Health Authority.
There were also differences in the rate reverse. There are also myths that give
National Outcomes
of occurrence of the different types of greater exposure of young girls to risk.
illness between males and females which Many women are not sufficiently
are not indicated in the table. For empowered to insist on safe sex
example: practices.
• the rate for Endocrine, Nutritional
and Metabolic Disease57 was 35 per Measures employed in the fight against
cent higher in females than in HIV/AIDS have two broad objectives.
males; These are to prevent the spread of the
• the rate for cerebrovascular disease and to mitigate the impact on
diseases was 24 per cent higher in individuals who have contracted the
women than in men; virus. The Threshold 21 Jamaica model
• the rate for Ischaemic Heart was used to simulate the impact of using
Disease was 9 per cent higher in preventative measures versus increasing
men than in women; the availability of antiretroviral (ARV)
• the rate for homicides among men drugs which are used to mitigate the
was 8 times that of women. impact of the virus on those who have
contracted it. The
model suggests
Table 5: Leading Causes of Death Ranked in Order of
Frequency (By Sex) – Jamaica 2005 that prevention
(testing, behaviour
change, ARV for
7*.% G%<*.% HIV infected
!"#123(,&02%4#5-6&060(2*.#*23# females who are
!"#$%&%'&()*+,-.*&#/0+%*+%+
7%6*'(.0,##/0+%*+% pregnant) would
8"#123(,&02%4#5-6&060(2*.#*23# have a greater
8"#$%&%'&()*+,-.*&#/0+%*+%+
7%6*'(.0,##/0+%*+% impact in reducing
9"#:+,;*%<0,#=%*&6#/0+%*+%# 9"#=>?%&6%2+0)%#/0+%*+%+ the spread of the
disease than
@"#=>?%&6%2+0)%#/0+%*+%+ @"#:+,;*%<0,#=%*&6#/0+%*+%
focussing on
A"#B6;%&#=%*&6#/0+%*+%+# A"#B6;%&#=%*&6#/0+%*+%+ supplying ARV.
1,(2(<0,#*23#C(,0*.#C-&)%>#D*<*0,*4#8EEF
One of the major
With respect to HIV/AIDS, the health concerns is that Jamaica has
male:female infection ratio in the 10 to among the highest rates of cervical and
19 age group was 1:2.84. Adolescent prostate cancer in the world. Both are
females in the 10 to 14 age group face preventable, and mortality from both can
similar risk and those in the 15 to 19 age be lessened by better knowledge of
group face three times the risk of screening, early diagnosis, better
acquiring the infection when compared laboratory facilities, and more prompt
to males in the same age groups. Male to recall when tests are positive.
female transmission is easier than the
57
These include diabetes and some forms of cancers.
Mental Health strategic plan (2007-2011) is being

Mental, neurological and substance use developed and the mental health
disorders cause a large burden of disease legislations have been reviewed. More
and disability. Globally, they account for needs to be done, particularly to build
13 per cent of overall disability-adjusted public awareness and encourage families
life years (DALYs) and 33 per cent of and communities to bear more of the
overall years lived with disability burden of support for mentally ill
(YLDs).58 In Jamaica, while there is persons in our society.
widespread recognition and commitment
to disorders like schizophrenia, psychosis State Mechanisms for Increasing
and cocaine addiction, not enough Access
attention is focused on mental health A number of mechanisms have been put
conditions with the greatest disease in place by the State to ensure that the
burden, and potential for triggering most vulnerable have access to health
secondary illnesses and development care. These include the abolition of user
challenges for individuals. These include fees in public health care institutions and
depression, alcohol abuse and cannabis the establishment of programmes such
use during adolescence, and emotional as PATH, the Jamaica Drugs for the
and psychological issues affecting Elderly Programme (JADEP), and the
National Outcomes
children.Violence-related mental health National Health Fund (NHF).

is poorly identified because women are
reluctant to disclose spousal abuse. In the PATH programme which
guarantees beneficiaries’ health benefits
Women predominate among depression and certain health and education benefits
and anxiety complaints, accounting for to their children, more women access
71.6 per cent respectively of persons benefits than men. JADEP initiated in
visiting health institutions in 2007. Drug 1996, targets citizens 60 years and over
dependence and schizophrenic/psychotic with specified chronic diseases, the
disorders are far more common among majority of whom are women. Under
men who accounted for 95.4 per cent this programme, the elderly pay nominal
and 61.3 per cent respectively of all visits prices for prescribed drugs which are
in 2007. available at public and participating
private sector pharmacies. Like JADEP,
Jamaica has made some strides in the NHF targets all persons with
developing a modern approach to mental specified chronic diseases. Its guiding
health. For example, a policy for mental principle is universal coverage.
health care is in place, the second
58
World Health Report 2001.
Administration and Delivery and making informed decisions and
National Outcomes
of Health care choices.
Public Health Care System The public health system has been
While health services are delivered challenged by resource constraints to
through a mixture of public and private meet the increased demands on its
sector effort, our public sector is the services resulting from the abolition of
main provider of these services. They are “User Fees.” As one of the mechanisms
delivered through a decentralized system to overcome this challenge, the MOHE
comprised of four Regional Health has developed partnerships with local,
Authorities (RHAs) that are each regional and international organizations
responsible for health care delivery in to improve its ability to deliver a high
their respective regions.59 The Ministry quality health service and ensure the
of Health and Environment (MOHE) is health and wellbeing of our population.
responsible for: policy formulation,
development and monitoring; creating Public Expenditure on Health Care
new relationships between the MOHE Public expenditure on health as a
and its agents; and oversight of the percentage of GDP was 2.3 per cent
regions. compared with 6.9 per cent for Cuba,
3.2 per cent for Haiti and 2.4 per cent
The MOHE has a five year strategic for Trinidad and Tobago.60 These
planning cycle. A new National Strategic expenditures must be understood
Plan for 2006-2010 took effect in April against the background of the total
2006. The public sector’s priorities for estimated population which was 11.3
health include: the need to million for Cuba, 9.8 million for Haiti, 2.7
reduce/control the spread of HIV/AIDS; million for Jamaica and 1.3 million for
focus on Maternal and Child Health, for Trinidad and Tobago.
example, reducing maternal mortality;
and implementing the Healthy Lifestyle Private Health Care Delivery
Policy, promulgated in 2004, to control Private health care providers participate
the incidences of lifestyle related in the delivery of primary health care
Chronic Non-Communicable Diseases mainly through the plethora of health
(CNCDs). centres and private doctors who
operate throughout the island. They are
The strategies dictate increased major participants in the delivery of
attention to health education and specialized medical services and
promotion to reorient our people secondary health care. There are eight
towards health seeking behaviour. This is private hospitals and some 2,000
based on recognition of the cause and physicians in private practice. A major
effect principles of engaging in risky portion of the ambulatory and primary
behaviour related to lifestyles, and care is delivered in the private sector.
facilitating individuals taking Private hospitals handle about 5 per cent
responsibility for their own health status of the total hospital services; the public
59
The major proportion of health care complement was de-centralized in 1997 with the promulgation
of the Health Services Act and establishment of four Regional Health Authorities, to deliver health
care to the population.
60
UNFPA State of the World Population 2008.
hospitals handle the more complicated Growth in Chronic and Lifestyle

and costly cases, particularly for patients Diseases
who are not insured. There are no Chronic and lifestyle diseases such as
formal relationships between the public Ischaemic Heart Disease and
networks and the private sub-sector. hypertension have become the major
However, health services reform has causes of illness among the population.
promoted public-private partnerships in This highlights the need for the
a number of areas such as hospital care, population to take responsibility for the
pharmaceutical and diagnostic services. preservation of its health and for early
Vision 2030 Jamaica envisages increased interventions at the primary level to
collaboration between the public and prevent the onset of chronic illnesses.
private sector in financing and delivering
health services. Overburdening of the Emergency
Rooms and Secondary Health Care
Notwithstanding Jamaica’s relatively good Institutions
positioning with respect to most health The accident and emergency rooms at
indicators, there is some dissatisfaction most of our secondary health care
with the delivery of health care institutions are constantly overcrowded
particularly as it relates to the public dealing with primary health care
National Outcomes
health care system. Areas such as the concerns. In contrast, many of our
infant and maternal mortality rates primary health care institutions which
which are higher than desired are causes should serve the needs of most of the
for concern. outpatients are under-utilized in part due
to under-resourcing of key health
Issues and Challenges personnel and equipment.
Some of the major issues and challenges
that must be addressed to achieve HIV/AIDS and STDs
improvements in our health are HIV/AIDS continues to be a threat to
summarized below. the society (although major reduction
has been reported in areas such as in the
Under-resourced Facilities and Aging level of mother to child transmission)
Infrastructure and sexually transmitted infections and
Our health care institutions at all levels diseases persist at a higher than
are under-equipped and under-staffed desirable rate. Simulation exercises
with respect to some categories of staff. conducted with the T21 Jamaica model
Much of the infrastructure is old. The suggest that a failure to reduce the
ability of these institutions to deliver the prevalence of HIV/AIDS will lead to a
required level of service is severely reduction in the average life expectancy
restricted by these shortcomings. The of our population by 2030. These
recent policy to increase access to projections are concurrent with
health services by abolishing user fees scenarios generated by STATIN
has brought these shortcomings into regarding the potential impact of
greater focus. HIV/AIDS on our population by 2030. It
is therefore important to continue and
strengthen the ongoing measures to fight
HIV/AIDS and sexually transmitted
diseases.
Quality of Service Delivery more refined diet,62 and these dietary
National Outcomes
Although recent surveys commissioned changes have contributed to obesity and
by the Ministry of Health and nutrition-related chronic diseases.
Environment suggest that the level of Despite progress, we have not fully
satisfaction with service delivery by achieved the objectives of the Food and
health personnel is high, users of both Nutrition Policy63 to provide adequate
public and private health care facilities food and nutrition for all, due in part to
persistently complain about the poor issues of affordability and poor food
quality of service. These complaints have choices. Nutrition is particularly
been mainly associated with a shortage important to the health of certain
of medical personnel61 and signal the population groups, including children,
need for greater accountability by the adolescents, pregnant and lactating
staff, better training, and a higher level of women, and the elderly. Our country
staffing to reduce the burden on certain remains at risk with respect to the
categories of health care personnel. supply of adequate nutrition to
vulnerable segments of our population,
Uneven Distribution of Tertiary Care and therefore the long-term health of
Institutions the population is at risk.
Tertiary level health care institutions are
unevenly distributed throughout the Environmental Risks
island, and this limits access to intensive The state of the environment is
health care opportunities for large important to the maintenance of a
segments of the population. This healthy population. An unhealthy
sometimes results in unnecessary loss of environment presents the risk of
life. Many of these institutions either supporting and spreading diseases,
have vital equipment that are non- vectors of diseases such as rats and
functional or are without tertiary care mosquitoes and of the population
equipment. These conditions will be encountering hazardous wastes (such as
reversed under Vision 2030 Jamaica. lead and insecticides) and atmospheric
pollution. Diseases of the lung and lead
Shortage of Health Personnel poisoning are examples of conditions
Jamaica, as in the global environment, is that might arise from air and ground
experiencing a shortage of health care pollution. In much of our country, waste
personnel. This is compounded by the of all types is improperly disposed of and
inability of our local institutions to offer our atmosphere is polluted through
competitive salaries and benefits, which sources such as emissions from factories
contributes to a high level of migration and automobiles. We must implement
of our highly skilled health care appropriate measures to enlighten the
personnel, particularly nurses, without population on acceptable ways of
adequate replacement. disposing of waste and implement
standards that will contain the levels of
Food and Nutrition atmospheric, water, and ground
Over the last three decades, Jamaica has pollution.
moved increasingly toward a higher fat,
61
Referenced in the Economic and Social Survey Jamaica 2007, p. 23.4.
62
Turner-Pitt, Marchelle and Sharmaine Edwards (2006). Situational Analysis of Food and Nutrition in
Jamaica. Ministry of Health, Kingston.
63
The Food and Nutrition Policy was first established in 1973 and has since undergone
several revisions. The last revision was in 2008.
National Strategies secondary and tertiary care institutions

In response to the issues and challenges, to focus on the higher levels of care and
the national focus will be multifaceted. allow them to be better resourced and
Under Vision 2030 Jamaica, we will equipped for this purpose. The
ensure that the population takes greater strategies will improve the governance of
responsibility for the maintenance of its our health care system to ensure
health. We will increase the focus on the effective management and delivery at all
primary health care system, ensuring that levels.
primary health care facilities are better
equipped and staffed and are able to The National Strategies, an elaboration
operate with flexibility in order to of each and some selected sector
improve access. This will enable the strategies are listed below.

– A Healthy and Stable Population
?FW2H?FR#>WXFW<G2<> X<>0H?>2AR<#FG<?I2<>#
0+%''&'1#2')(&(/(,#.3#4%5%&6%
National Outcomes
$&'&)(78#.3#9,%+(:#%';#<'=&7.'5,'(
!"!# $%&'(%&'#%#)(%*+,#-.-/+%(&.'#
>(%(&)(&6%+#2')(&(/(,#.3#4%5%&6%
?%(&.'%+#@%5&+8#0+%''&'1#A.%7;
!"B# >(7,'1(:,'#;&),%),#)/7=,&++%'6,C#
5&(&1%(&.'C#7&)D#7,;/6(&.'#%';#(:,# $&'&)(78#.3#9,%+(:#%';#<'=&7.'5,'(#
7,)-.')&=,',))#.3#(:,#:,%+(:#)8)(,5
$&'&)(78#.3#9,%+(:#%';#<'=&7.'5,'(
07&=%(,#>,6(.7#0%7(',7)
!"E# >(7,'1(:,'#(:,#9,%+(:#07.5.(&.'#
?GH)
F--7.%6:
@AH)
IAH)#
!"J## >(7,'1(:,'#%';#,5-:%)&K,#(:,#-7&5%78 $&'&)(78#.3#9,%+(:#%';#<'=&7.'5,'(#
:,%+(:#6%7,#%--7.%6:# 07&=%(,#>,6(.7#0%7(',7)
!"L## 07.=&;,#%';#5%&'(%&'#%'#%;,M/%(,#:,%+(: $&'&)(78#.3#9,%+(:#%';#<'=&7.'5,'(

&'37%)(7/6(/7,#(.#,')/7,#,33&6&,'(#%';#6.)(# 07&=%(,#>,6(.7#0%7(',7)
,33,6(&=,#),7=&6,#;,+&=,78#
!"N## <)(%*+&):#%';#&5-+,5,'(#%#)/)(%&'%*+,#
5,6:%'&)5#3.7#)/--.7(&'1#:/5%'# $&'&)(78#.3#9,%+(:#%';#<'=&7.'5,'(
####### 7,)./76,)#
!"O## <)(%*+&):#,33,6(&=,#1.=,7'%'6,
$&'&)(78#.3#9,%+(:#%';#<'=&7.'5,'(
5,6:%'&)5)#3.7#:,%+(:#),7=&6,)#;,+&=,78
$&'&)(78#.3#9,%+(:#%';#<'=&7.'5,'(
!"P## >/--.7(#'%(&.'%+#3..;#),6/7&(8# $&'&)(78#.3#F17&6/+(/7,#
H33&6,#.3#(:,#07&5,#$&'&)(,7#QR%';)S
$&'&)(78#.3#9,%+(:#%';#<'=&7.'5,'(
!"T## >(7,'1(:,'#(:,#+&'D%1,)#*,(U,,'#:,%+(:# ?%(&.'%+#<'=&7.'5,'(#%';#0+%''&'1#F1,'68#
%';#(:,#,'=&7.'5,'( $&'&)(78#.3#F17&6/+(/7,
H33&6,#.3#(:,#07&5,#$&'&)(,7
$&'&)(78#.3#9,%+(:#%';#<'=&7.'5,'(
!"!V# 2'(7.;/6,#%#-7.17%55,#3.7#)/)(%&'%*+,#
$&'&)(78#.3#@&'%'6,#%';#(:,#0/*+&6#>,7=&6,
3&'%'6&'1#.3#:,%+(:#6%7,
1-1 Maintain a Stable Selected Sector Strategies:
National Outcomes
Population • Strengthen and improve policies,
Under Vision 2030 Jamaica, we will plans, programmes and other
maintain a stable population with a relevant capacities to provide
sustainable balance between the various reproductive health services and
demographic groups. While many commodities for all who need them
countries around the globe pursue the • Strengthen policies, systems and
goal of controlling the population growth programmes for mortality
rate, several developed countries have reductions and improvement in
moved beyond the point of stability, to health status
the point where they have a declining • Develop and strengthen systems
population. This is not a desirable and mechanisms to measure
outcome for Jamaica. Our ideal is to international migration flows for
have zero growth rather than negative or monitoring demographic
positive growth. To meet our characteristics
developmental objectives, we will need a
balance between our working aged 1-2 Strengthen Disease
population and those that are Surveillance, Mitigation,
dependent. Too sharp a decline in our
Risk Reduction and the
young working-aged population will
increase our dependency ratio to Responsiveness of the
unsustainable levels. This must be Health System
balanced against the fact that the fertility Globalization has increased the threat of
rate among our adolescent population infectious diseases. The outbreak of
(10-19 years) is higher than it should be. malaria in Jamaica in 2007 provides a
graphic example of this. Our society is
We will pursue the objective of ensuring grappling with HIV/AIDS which
that our different population subgroups continues to be a threat to our
such as the elderly, youth and population. The increasing
children are protected and prevalence of chronic and
empowered with their physical, lifestyle illnesses and
mental, spiritual and social needs environmentally induced
satisfied. To do this, we will illnesses emphasizes the
ensure that programmes are in need to maintain a focus
place to support the needs of on non-communicable
our population, particularly the diseases. Under Vision
vulnerable and that our birth, 2030 Jamaica, we will focus
death and migration rates are in on the prevention of the
balance. Many of the support spread of diseases of all
programmes for the various types. This includes
population subgroups will be transmissible diseases such as
implemented under different HIV/AIDS and other STDS
National Outcomes such as: World- as well as lifestyle and
Class Education and Training; chronic illnesses. We
Effective Social Protection; and will emphasize the
Authentic and Transformational institutional
Culture. responsiveness
to these illnesses. Some of the strategy therefore focuses on a holistic

mechanisms to be applied will include approach to health preservation which
early screening of our population to includes the maintenance of the
facilitate timely interventions, reproductive health of our citizens and a
strengthening of our primary health care shift in the emphasis in mental health
facilities to increase prevention care from an institution-based approach
approaches and introduction of a to one that is community-based.
research agenda to keep health care
providers and the population abreast of Selected Sector Strategies:
critical information such as new diseases, • Strengthen the policy framework
methods of treatment and prevention, and reorient the health system to
and methods of control. support the healthy lifestyle
approach
Selected Sector Strategies: • Empower communities to support
• Enhance early screening/detection enhancement of the healthy lifestyle
programmes approach
• Prioritize national epidemiology • Develop personal skills of
issues individuals to make informed
• Introduce a research agenda and choices
National Outcomes
programme to support informed • Build strong alliances with key

planning and decision making in stakeholders to support healthy
health administration and delivery lifestyles through measures such as:
• Strengthen primary, secondary and  implementation of the Building
tertiary prevention programmes Code to ensure the
• Improve risk/disaster mitigation introduction of green space
through prevention, preparedness and recreational facilities;
and response  encouragement of physical
• Ensure conformity to international activities;
health regulations/requirements  ensuring that a healthy
environment is encouraged
1-3 Strengthen the Health (e.g. a smoke-free
Promotion Approach environment);
The Health Promotion Approach places  supporting adequate nutrition
emphasis on empowering individuals to at school and home;
make informed choices to preserve their  ensuring support for mental
health and minimize their exposure to health.
health risks.64 Individuals will be • Mainstream demographic
encouraged to seek environments that considerations, such as gender
minimize exposure to hazards and differentials in health conditions and
practice healthy lifestyles including health-seeking behaviour, to address
balanced nutrition, regular physical issues such as the reluctance of
exercise, adequate rest, and minimal men to seek health care
exposure to health risk factors. This
64
Health promotion has been defined by the 2005 Bangkok Charter for Health Promotion in a
Globalized World as "the process of enabling people to increase control over their health and its
determinants, and thereby improve their health." Means of health promotion include health education
and social marketing.
1-4 Strengthen and • Strengthen the capacity of
National Outcomes
Emphasize the Primary secondary health care facilities to
provide vital services that are not
Health Care Approach
delivered at the primary level
Under this strategy,Vision 2030 Jamaica
• Deepen and expand the shift to
will strengthen the primary health care
primary health care and reduce
institutions and the capacity of health
reliance on long-stay hospital care
personnel to ensure improved delivery
• Ensure the effectiveness of the care
and increased access to this level of
pathway
services. This will not only remove the
burden from the secondary and tertiary 1-5 Provide and Maintain an
level care institutions but more Adequate Health
importantly, it will create the foundation Infrastructure to Ensure
for good health for our people. The
approach being adopted is both
Efficient and Cost
comprehensive and integrated and Effective Service
involves communities, public-private Delivery
partnerships and inter-sectoral The public health sector has been
collaboration. Measures such as engaged in a programme of rehabilitation
increasing flexibility in the operational and renewal of its physical infrastructure
hours of health centres will be for several years. Notwithstanding the
implemented to allow access beyond improvements that have been achieved,
regular working hours. We will ensure much of the health infrastructure,
that the requisite facilities are available particularly the health centres, remains
to provide seamless transition through below acceptable standards. In order to
all levels of health care. maintain a population in optimal health,
the infrastructure must be improved. A
Selected Sector Strategies: well maintained, modern and appropriate
• Ensure efficient allocation of infrastructure will help to ensure that
resources to support the primary delivery of health services is efficient and
health care strategy cost effective.
• Build adequate support services
and mechanisms to ensure seamless Through this strategy,Vision 2030
transition throughout the care Jamaica will improve the infrastructure,
pathway – from primary to tertiary including buildings, equipment and
level care systems. It will incorporate increased use
of appropriate technology and take a effective health technology

more integrated approach to service • Mainstream health technology
delivery. The use of technology will be assessment
reflected in the development of the e- • Integrate health care and social
health infrastructure to improve service protection systems
delivery by providing: real-time access to • Formulate and implement a national
patient information; efficiency in the health information policy and
management of all levels of the health regulatory framework to guide
services; and improved ability to monitor stakeholder participation
service delivery island-wide. • Promote the use and application of
information in planning
The strategy identifies and implements management and health care
measures that will increase the delivery
resources available to the health sector
to achieve the standards targeted under 1-6 Establish and Implement
Vision 2030 Jamaica. The public health
system operates with a fragmented
a Sustainable Mechanism
information database. This reduces the for Supporting Human
effectiveness of administration of the Resources
National Outcomes
system and constrains efficient patient There can be no improvement in health

management and allocation of staff. This services delivery without corresponding
strategy will support current efforts to improvement in the quality and
establish a central database that will be distribution of staff. Many of our skilled
accessible to health administrators and health personnel migrate to more
those who deliver services. developed countries where the
conditions and benefits of service are
Selected Sector Strategies: much better than in Jamaica; the result is
• Establish standards and ensure that shortage in some categories of skilled
they are observed in the health personnel. Inefficiencies in the
construction and maintenance of deployment of staff result in a skewing in
health facilities (with emphasis on their distribution towards the better
health centres) resourced health care institutions in our
• Ensure the provision and equitable country. Our strategy will be to develop
access to appropriate and cost- mechanisms for the management of
human resources to improve the 1-7 Establish Effective
National Outcomes
allocation of staff, increase the retention Governance Mechanisms
of qualified, competent personnel and
for Health Services
balance the training of new personnel
with the present and future needs of the Delivery
health care system. This will lead to The governance structure of the health
efficiency and effectiveness in our health care system is weak and reduces the
care delivery. Under Vision 2030 effectiveness and efficiency of health care
Jamaica, we also will strengthen the delivery. These weaknesses are
performance-based management system manifested in areas such as in the
to ensure that health care personnel acquisition and allocation of resources
maximize their potential. and a lack of uniformity in the quality
and adequacy of care delivered by public
Selected Sector Strategies: and private health care institutions. The
• Review the required competencies regulatory framework limits the extent
for the health workforce and to which the governance structure may
establish and implement a Human become effective and efficient. Under
Resources Strategic Plan to ensure Vision 2030 Jamaica, we will amend the
a sustainable supply of skills and regulatory framework as needed and
competencies for the sector increase the level of participation in
• Apply skills mix deployment and health care delivery through
task shifting of human resources for partnerships with various stakeholder
maximum efficiencies groups. Changes will be made in areas
• Strengthen the performance-based relating to the accountability framework
management system governing the operations of the RHAs,
• Establish a system to manage the their structures, reporting relationships
impact of migration of critical and roles and functions.
health care personnel
Selected Sector Strategies: for the population, informed food

• Facilitate social participation in choices for a healthy lifestyle, and
health care delivery mitigation against food shortages
• Modify/develop the regulatory resulting from natural and man-made
framework for optimal health care hazards and emergency situations.
• Foster public-private partnerships
in financing health care Selected Sector Strategies:
• Strengthen existing programmes to • Design food policy from a
improve and facilitate access to nutrition/health perspective and
health care (e.g. National Health support the production of safe
Fund, NIGold) foods
• Align food import and local
1-8 Support National Food production policies with
Security recommended dietary goals
The need for food security has emerged • Promote an efficient distribution
as a national priority, as global economic system for consistent supplies and
and environmental forces combine to price stability
threaten long-term food supply and • Encourage home food production
prices. Food security has been defined including backyard gardening
National Outcomes
as ensuring that “All people at all times • Promote consumption of legumes,

have both physical and economic access ground provisions, fruits, vegetables
to sufficient food to meet their dietary and low fat foods to meet
needs for a productive and healthy life.”65 recommended dietary goals
The national strategy for food security through education and public
integrates actions among health, awareness programmes
environment, agriculture, foreign trade • Establish a comprehensive recovery
and hazard mitigation. Food security for system to mitigate food shortages
Jamaica will provide for adequate, safe resulting from natural and man-
food supplies for proper dietary made hazards and emergency
requirements, access to basic food items situations
65
See Turner-Pitt, Marchelle and Sharmaine Edwards (2006) p. 9.
1-9 Strengthen the Linkages This strategy has been designed to
National Outcomes
between Health and the ensure that, as a nation, we aggressively
and continuously identify and assess the
Environment
linkages between the health of our
Vision 2030 Jamaica recognizes that
population and the state of the natural
various environmental conditions can
environment and define appropriate
affect human health. Human-induced
long-term strategies to anticipate
changes in the environment such as
changing environmental conditions that
climate change and land use change have
may pose threats to human health.
resulted in the emergence of diseases
and contributed to the emerging
Selected Sector Strategies:
epidemiological transition.66 For
• Create appropriate frameworks to
example, changes affecting water
strengthen health security
resources can influence health via the
• Identify and assess the linkages
distribution of disease transmitting
between the health of Jamaicans
insects or pollutants in water. The World
and the state of the environment,
Health Organization (2006) estimates
and define appropriate long-term
that one quarter of all diseases are
strategies to anticipate changing
caused by environmental changes.
environmental conditions
Activities such as agricultural run-off,
• Generate and sustain action across
industrial discharges, mining, and
sectors to modify environmental
incineration have resulted in heavy metal
determinants of health
contamination of water bodies and soil.
• Infuse climate change issues into
These are a major health concern as
health policy (see National Strategy
they can lead to heavy metal
14-2)
accumulation in the tissues of humans
and other organisms and contribute to
health disorders such as cancers.
66
The relationship between human well-being and the natural environment is influenced by services
provided by ecosystems, and the health of many people around the world continues to be affected
by human-induced changes in the environment.
1-10 Introduce a Programme lesson the burden of financing borne by

for Sustainable Financing the State and individual health seekers.
This will involve mechanisms such as
of Health Care
partnerships between health care
Health financing has been a perennial
providers, the State, health seekers and
concern for many of our citizens. The
enterprises in the private sector, the
issue of financing generally revolves
establishment of a dedicated health fund
around questions such as: who should
and allocative efficiencies that lessen the
pay for health care – individual, society,
cost of health care to end users.
state or a combination of stakeholder
groups; what mechanisms should be
employed to secure financing, whether
• Establish a sustainable financing
by individuals or state; and what level of
mechanism for the public health
care should be expected as minimum
system
guaranteed benefits for specified levels of
• Implement measures to achieve
payment or financing. Many in our
allocative efficiencies and ensure
society are unable to bear any, or the
greater equity in the distribution of
complete cost of financing varying levels
resources
of health care. With our existing
• Strengthen the information system
resource constraints, exacerbated by the
National Outcomes
on financing and expenditure to

global financial crisis, our Government is
make them reliable and comparable
challenged to finance the public health
by facility or region
care system at a level that will guarantee
• Eliminate catastrophic health costs
the provision of adequate and effective
to citizens
services. It is therefore important that
mechanisms be developed that will
Table 7: Proposed Indicators and Targets for National Outcome #1
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Chapter 3: National Outcomes | # 2 - World-Class Education and Training
National Outcomes
WORLD-CLASS
EDUCATION AND
TRAINING
Overview
Education and Training are universally Human Development Report to
agreed to be linchpins of the determine the level of development of a
development process. The level of country. Countries such as Ireland,
education and training of a society is one Singapore, Japan and Malaysia have all
of the key indicators used in the UNDP invested heavily in education and training
as drivers for their long-term
“
development.67
PROFILE OF THE EDUCATED
JAMAICAN Vision 2030 Jamaica recognizes the need
The Educated Jamaican will: for every Jamaican child to have access
1. Love to learn and will to education to the level that enables
therefore be a lifelong learner, him/her to access further education,
continuously developing
training and/or decent work. Demands
wisdom and knowledge
on education are growing – rapid
2. Be well-rounded, agile of mind,
able to adjust to different
technological change and the move
situations, responsible and able towards a knowledge-based society has
to make decisions meant a reassessment of the content and
3. Speak an additional language delivery of education to better face the
and have at least the minimum challenges of the 21st century. Demands
requirements for tertiary
for educational opportunities are also
education
4. Be a productive citizen-worker
growing. Participation in education has
in charge of his or her personal been increasing steadily due to
economic advancement population growth, higher rates of
5. Contribute to national primary completion, demands from
development by being: industry for a more highly trained
a. Socially-aware and workforce and a positive perception of
responsible
the gains to be made from progressing
b. Conscious of what is good
for society
to and completing secondary- and
c. Committed to a sustainable tertiary-level programmes.
lifestyle
d. Spiritually-conscious and Under Vision 2030 Jamaica, our country
mature will develop an education and training
e. Tolerant of diversity
system that produces well-rounded and
f. Rooted in his/her Jamaican
“Smaddiness”
qualified individuals who will be
”
(Task Force on Educational Reform Final Report)
empowered to learn for life, able to
function as creative and productive
67
For example, in 2005, Singapore spent 18.2% of its budget on education, while Jamaica spent 10% in
the same year (see Table 8).
The current education system is governed by

seven strategic objectives, namely to:
1. Devise and support initiatives striving towards literacy for all in order to
extend personal opportunities and contribute to national development
2. Secure teaching and learning opportunities that will optimize access,
equity and relevance throughout the education system
3. Support student achievement and improve institutional performance in
order to ensure that national targets are met
4. Maximize opportunities throughout the Ministry’s purview that promote
cultural development, awareness and self-esteem for individuals,
communities and the nation as a whole
5. Devise and implement systems of accountability and performance
management in order to improve performance and win public confidence
and trust
6. Optimize the effectiveness and efficiency of staff in all aspects of the
service in order to ensure continuous improvement in performance
7. Enhance student learning by the greater use of information and
communications technology as preparation for life in the national and
global communities
Source: White Paper on Education (2001)
National Outcomes
individuals in all spheres of our society the average beneficiary of our education
and be competitive in a global context. and training system will have completed
Our literacy rate for those over 15 years the secondary level of education,
old will exceed 98 per cent. acquired a vocational skill, be proficient
in the English Language, a foreign
We will build on the foundation of the language, Mathematics, a science subject,
education transformation processes at all Information Technology, participate in
levels of the system and on the sports and the arts, be aware and proud
outstanding achievements of the HEART of our local culture and possess
Trust/NTA68 in the development and excellent interpersonal skills and
delivery of technical, vocational workplace attitudes.
education and training.
We will strengthen our tertiary
Initially,Vision 2030 Jamaica will focus on institutions incrementally to ensure that
strengthening our capacity to support we have world-class graduates who are
the holistic development of the child and able to lift our production of goods and
provide opportunities for remediation services up the value chain beyond
and development of our under-trained simple processes and products. We
out-of-school population. We will recognize the important role of the
continue the process of transformation Management Institute for National
of our secondary school system to Development (MIND) in building the
ensure that it delivers individuals who capacity of public sector employees to
are well prepared for further education, deliver effective and efficient services.
training or work. At the very minimum,
68
Human Employment and Resource Training Trust/National Training Agency.
Education institutions comes primarily from tuition
National Outcomes
Education in Jamaica is administered and other student fees.
primarily by the Ministry of Education
(MOE) through its head office and six The education system has had a mixture
regional offices. Formal education is of successes and failures. In areas such as
provided mainly by the Government, enrolment at the pre-primary (early
solely or in partnership with churches childhood) and primary levels, our
and trusts, as well as by private system compares favourably with other
institutions. Based on the stipulation of countries69 (see Table 8). Tertiary level
the Education Act (1980) the education enrolment as a percentage of the eligible
system consists of four levels: early cohort, although lower than developed
childhood, primary, secondary, and countries such as Japan and the UK, is
tertiary. Public education is funded higher than countries such as Singapore
primarily from taxation revenue through and Trinidad and Tobago.
annual budgetary allocations. Financing
for education delivered by private
Table 8: Educational Indicators for Selected Countries, 2005
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69
Although data on Jamaica were available for 2008, the year 2005 represents the latest period for
which data were available from the UNESCO database on all the countries being compared with
Jamaica.
The percentage of Jamaica’s annual public school age without the necessary
sector budgetary allocation for preparation to access the primary level
education, up to 2005, was less than all curriculum; they under-perform at higher
the countries highlighted in Table 8, levels of the school system. To address
except for Japan. In the crucial area of the weaknesses, the Early Childhood
pupil/teacher ratio, Jamaica’s ratio of 28:1 Commission (ECC) has spearheaded the
was higher than all the countries shown implementation of requirements that all
in the Table. In 2008, there were early childhood institutions be registered
improvements for Jamaica in most of the to ensure that they meet a prescribed
categories compared. At the pre-primary set of minimum standards.
level, gross enrolment rose to 99 per
cent, secondary enrolment to 93.4 per Poor Performance of Children at the
cent and allocation for education rose to Primary Level
12.1 per cent. Enrolment at the primary The outputs of the public primary
level remained the same at institutions have been the subject of
approximately 95 per cent. intense criticism. These criticisms stem
from the apparent under-performance of
Issues and Challenges children at crucial stages in their
development due to a range of factors
National Outcomes
Weaknesses in Early Childhood including under-resourcing, teacher

Development quality, and inadequate facilities. For
Many early childhood development example, at the grade 4 level, despite
institutions are under-resourced. They improvements, performance of children
lack equipment, trained personnel, and on the literacy test has been less than
appropriate physical and social satisfactory. In the three-year period
environments. Some parents are ill- 2006 - 2008, the percentage of children
equipped for their role as caregivers and who achieved literacy in each year was
to provide a supporting environment for 64.8 per cent, 63.5 per cent and 68.9 per
the development of their children. As a cent, respectively (see Table 9).
result, many children attain primary
Table 9: Distribution of Students Achieving Mastery of Literacy at Grade 4 by Year 2006-2008

!"#$ %&&' %&&( %&&)
*+,-+.-"/01234 5(67%8 7568%5 5)6%)9
*+,-#:;23<2/=->?4031@ 7&6'(5 %A6979 776%(9
B-#:;23<2/=->?4031@ '5,) '7,8 '),9
Poor Performance at the Secondary required qualifications. A higher
National Outcomes
Level percentage of them (30.4 %) passed five
At the secondary level, the student or more subjects without the inclusion
performance has been relatively poor. of Mathematics and or English Language.
For example, in 2008 54.4 per cent of
the children who sat the CSEC70 Gender Differentiation in
examination in English Language attained Performance
Grades 1-3. Students also continued to Another performance issue relates to
perform poorly at CSEC Mathematics the glaring disparity between males and
although the percentage of students females, particularly at the secondary and
attaining Grades 1-3 rose to 43 per cent higher levels of the education system.
from 35.3 per cent in 2007. When For all school types (public and private)
calculated as a percentage of the total and at all levels, girls consistently do
eligible cohort, 30.6 per cent attained better than boys. For example, on the
Grades 1-3 in English Language and 19.9 Grade 4 Literacy Test, there is a
per cent attained Grades 1-3 in substantial performance gap for those
Mathematics, in 2008. The basic entry who are in the “non-mastery” group,
requirement for tertiary institutions is putting a higher percentage of boys at
five CSEC subjects including English risk of being functionally illiterate by the
Language and Mathematics. In 2008, 24.7 end of Grade 6.71
per cent of the total cohorts met the
Photograph contributed by C. Miller
70
Caribbean Secondary Examination Certificate.
71
MOE, presented in JASPEV Progress Report 2006.
Based on the differentiated performance Violence in Schools

in secondary schools, more females than Violence in schools, particularly at the
males qualify for entry into tertiary secondary level, has become a matter of
institutions. This is reflected in the national concern. In 2008, 57 cases of
gender balance at the tertiary level, violence were reported and police
where males are poorly represented intervention was required in 49 (86%) of
when compared to females the cases. Children, particularly boys,
(approximately 66% who enrolled in have been aligning themselves with
2007 were females compared to 34% criminal gang networks and the inter-
males). At the premier local institution, gang rivalry and violent behaviour seen
University of the West Indies (UWI), the in the wider society is finding expression
level of differentiation is more on some school compounds. Several
pronounced with over 70 per cent school boys and girls have died in
females to less than 30 per cent males. incidents on and off the school
compound. The Ministry of Education is
Poor Attendance in Schools implementing programmes to stem
Despite high levels of enrolment, the violence in schools and protect children
average attendance across the various on school compounds. This includes the
school levels and types is cause for Safe Schools Programme and the training
National Outcomes
concern. Over the three-year period of School Resource Officers (94 were
2003/04 – 2005/6 respectively, the trained in 2008).
combined male and female average
attendance at each level was as follows: Inadequate Access at the Tertiary
All Age – 75.4 per cent; Primary & Junior Level
High – 77.3 per cent; Secondary High – Entry to university level education is
82.1 per cent, Technical High – 84.5 per restricted by insufficient spaces, the
cent; and Agriculture High – 89.5 per inability to pay and the lack of
cent. Over the same period, the average matriculation requirements. Although the
male attendance rate was consistently number of locally-based universities has
lower than the rate for females. doubled to four and the number of
Photograph contributed by M. Blake-Hall
foreign-based programmes and delivery through secondary levels and allow the
National Outcomes
modalities have increased and are still tertiary to be self-financing. It has been
growing, access problems remain for argued that in our context, the benefits
some. The Students Loan Bureau (SLB) to the country from investments in
provides loans and grants to qualified tertiary education far outweigh the costs
students who are financially challenged and justify continued budgetary support
but the funds are limited and benefits are to the institutions. Competing demands
channeled to individuals attending such as health care; early childhood,
approved institutions. In 2008, just over primary and secondary education are
98 per cent of applications for loans assigned lower priorities. The challenge
were approved by the SLB. The private remains as to how to optimally allocate
sector also provides financial assistance the resources among the competing
through grants and scholarships to priorities and increase the level of
students and colleges. These efforts are funding to education and training.
uncoordinated.
Other challenges include: how to retain
Variations in the Standard of Delivery and attract high quality teachers given
at the Tertiary Level the resource constraints and competing
Some institutions – local and foreign – global demands for them; how to
are operating without satisfying the modernize and adequately resource
standards of the University Council of learning institutions given the financial
Jamaica. This has called into question the constraints; and how to galvanize the
quality of output of these institutions. society for parents to provide a
The result is that some of our tertiary supporting and nurturing environment
level graduates are completing training for their children (at the Early Childhood
below the desired standard. and primary levels) at home and in the
community.
Misalignment with Labour Market
Demands Accountability
Universities, particularly the premier The need for higher levels of
institutions, are not sufficiently accountability throughout the system has
responsive to the demands of the labour been of grave concern among the
market. Increasing the linkages between education authorities. Increased
these institutions and the private sector, accountability will ensure that standards
particularly in the development of of delivery can be set and maintained at
delivery programmes and in their all levels of the system. This will improve
research agendas, offers prospects for both the quality in the delivery of
improving this situation. education and training and the
performance of learners who benefit
Resource Allocation from our education and training system.
Debates on how resources should be Efforts to improve accountability must
apportioned for education have led to be buttressed by extensive use of data to
suggestions that budgetary allocations inform, target, remediate and effect the
should be redirected to the pre-primary necessary improvements to the system.
Training other developing countries of the world.

The primary aim of training is to impart This system is embodied in the
to individuals the occupational skills that operations of the HEART Trust/NTA, a
allow them to participate effectively in statutory organization which was
the labour market. In an increasingly established in 1982 by the Government.
knowledge-based global economy, one of
the key advantages that a country can Technical and vocational education and
offer is the quality of its human capital. training is regulated through the
A well-trained workforce is emerging as National Council on Technical Vocational
one of the key drivers of a country’s Education and Training (NCTVET)
prosperity and competitiveness.72 financed through the HEART Trust
Increased investment in training and Fund74 and is largely delivered by HEART
workforce development is therefore Trust/NTA-supported institutions and
essential for raising economic programmes distributed throughout the
competitiveness, productivity and island. In Fiscal Year 2007/2008, there
capacity for technological progress. were 107,093 trainees (60.9% females to
Vocational and continuous on-the-job 39.1% males) enrolled in HEART
training enable individual workers to Trust/NTA financed programmes. The
become efficient and increase their number that completed was 59,177
National Outcomes
productivity – overall workforce (52.4% females).

productivity benefits.73
Another premier institution, the
Educated and trained individuals are Management Institute for National
inextricably linked to the labour market Development (MIND), was established
by the education and training institutions to provide management and leadership
that are available to prepare them for training to support the human resource
effective engagement in the workforce. capacity of the public sector, to respond
The institutional framework that has effectively to the priorities of public
been created to support training and services delivery consistent with the
workforce development in Jamaica is reform and modernization of the
built on three main modalities: Jamaican public sector. Over the period
1. Workplace-Based Training 2005/06 – 2007/08, MIND trained an
2. Institution-Based Training annual average of 4,582 per year from
3. Community-Based Training the public and private sectors in 11
subject areas ranging from Government
Jamaica has managed to develop a public Accounting and Auditing to
training system that is regarded as a Environmental Management.
standard bearer for the Caribbean and
72
Global Competitiveness Report and Index.
73
Ibid.
74
Budgetary allocations to training outside of the teachers colleges and universities are largely financed
through the HEART Tax paid by employers directly to the HEART Trust Fund. Some $15.3 billion was
allocated to the provision of training in 2007. It was estimated that J$219 million is spent by the
private sector on training and workforce development annually (JEF, State of the Industry Report on
Training and Development 2001).
A growing number of private institutions education system. In addition, the
National Outcomes
deliver training in areas such as geographical location of some
management, banking and institutions restricts access to individuals
vocational/technical areas. Training and from other regions of the country.
workforce development programmes are
provided by community colleges, Poor Labour Market Alignment
teachers’ colleges, universities and other There is need to increase the degree of
public and private post-secondary congruence between the training
institutions and programmes. programmes offered by training
institutions and the demands of the
Issues and Challenges labour market. Training is often not
relevant to new demands and is
Largely Untrained Workforce and inadequate in some cases to quickly
High Levels of Illiteracy address the changing needs in the
Estimates suggest that close to 70.0 per workplace. More emphasis needs to be
cent of the labour force, or over 700,000 placed on training for job growth,
workers,75 have received no formal especially in the areas of hospitality,
training. Close to 20 per cent of the construction, and information and
labour force has been adjudged to be communications technology.
functionally illiterate.76 The proportion
of untrained individuals observed in the Inadequate Funding for Supporting
workforce is reflected in the Labour Force Training
unemployed pool from which the labour While 70 per cent of the labour force
force is drawn. These facts are indicative remains untrained, the level of funding
of the need to increase the avenues by available is inadequate to finance the
which training may be accessed. This will training required. Partnerships with the
create opportunities for training for private sector are being explored as a
individuals in the workforce who are means of addressing this constraint.
unable to access institutional training
due to work obligations. Insufficient Promotion of
Entrepreneurship
Inadequate Access to Training New employment opportunities and
Programmes growth in the economy are mostly
While Jamaica applies international created by new businesses. The training
standards and skill competencies in its system does not sufficiently promote a
workforce development and training, the culture of entrepreneurship. It is
capacity of learners to fully access the important that this system presents
learning process is often hampered by entrepreneurship as a possible and
the quality of the output of the desirable outcome of training.
75
STATIN Labour Force Survey, 2007.
76
A 2003 study (Fox, 2003) revealed that of first-time job seekers, 70.2 per cent had received no
vocational, technical or professional qualification. Close to 20 per cent of Jamaican adults were
illiterate, 15.0 per cent possessed only basic numeracy skills and some 142,000 youth were outside of
the education system and labour force. Of this number, 5.0 per cent had not advanced beyond
Grade 9. However, specialists from the Heart Trust/NTA suggest that the methodology used to
collect this data might have resulted in an overstatement of the number of people who are untrained.
Fragmented Delivery of Training largely untrained adult labour force, our

Although the National Council on citizens must adopt a culture that sees
Technical and Vocational Education and learning as a lifetime pursuit. This will
Training (NCTVET) operates as a increase the likelihood that untrained
regulatory body to set standards, adults in our labour force will voluntarily
develop curricula, register training seek training. Our society must adopt a
institutions and certify training ‘cradle-to-the-grave’ approach to
programmes among other functions, learning to ensure that our workers are
delivery and development of training prepared for changes to the
programmes remain fragmented and requirements for employment.
differentiated in standard. Tertiary level
programmes are not operating within a Inadequate Career Guidance
standardized certification scheme. Career education and guidance is limited
Although the University Council of in scope and must be better integrated
Jamaica (UCJ) is responsible for into the education and training systems.
certifying tertiary level programmes and There is need to carefully map new and
registering institutions that deliver emerging careers, and identify
education and training at the tertiary opportunities for new entrants to the
level, there is no single framework for labour market.
National Outcomes
ranking and comparing programmes of

varying levels (international and local). A Need for Stronger Partnerships
mechanism is needed to evaluate and While the training system has already
rank different programmes relative to forged meaningful partnerships with the
each other. private sector, trade unions and other
segments of the society, these
Absence of a Culture partnerships need to be strengthened in
of Lifelong Learning order to secure a sustainable supporting
In a world that is dynamic and in which framework in the management, financing
the boundaries are constantly moving, and delivery of training in our country.
our society must be flexible. With a
National Strategies secondary system to focus less on
National Outcomes
In the development of our National remediation and more on the delivery of
Strategies, careful consideration has been secondary level education.
given to the issues and challenges Simultaneously, those who have left the
outlined above and to the underlying formal school system without achieving
factors contributing to the poor an acceptable level of basic education
outcomes at some levels of the will be provided with appropriate
education system. Simulation exercises avenues for upgrading themselves. We
conducted with the Threshold 21 (T21) will increase access to tertiary level
Jamaica model indicate that combined education and make it more relevant to
expenditure on education, infrastructure the labour market.
and national security would yield a high
growth rate for our country, School and training plants will be
improvements in health, and reduction in upgraded to provide appropriate and
the level of poverty and crime. We adequate space and facilities. These
therefore view education as a priority facilities will inspire and support the
area for attaining the goals of Vision 2030 inculcation of habits of enquiry and
Jamaica. The philosophy underpinning the reasoning as well as the growth of
National Strategies is outlined below, cognitive skills. They will facilitate
followed by the strategic framework and teaching and training efforts.
a listing of the National Strategies along
with selected sector strategies to Central to the transformation in
achieve those eleven strategies. education and training is the capability of
the teaching staff. Existing and new staff
We recognize that the poor quality of will be trained to acquire the knowledge,
primary and secondary school graduates classroom practices and philosophy
poses a substantial challenge to the consistent with current and emerging
competitiveness, development and worldwide education and training
progress of the country. The education practices. This training demands higher
and training systems must be advanced entry requirements to the profession
to ensure that graduates are able to and the introduction of proficiency
produce world-class goods and services. requirements for student-centred and
This will require the infusion of technology-assisted teaching by all
transformative values from the first to practitioners. It also demands the
the last contact that students have with strengthening of our teacher training
the education system. These values institutions and programmes to ensure
provide students with the fundamental that they are equipped to prepare the
attitudes that are required for their teachers for emerging education and
active engagement in innovative and training practices.
productive activities.
Parents, particularly those with children
Initially, focus will be on the early 0-5 years old have major roles to play in
childhood and primary levels to ensure the transformation process. Parents will
that children are given a solid foundation be sensitized to accept their central role
for progressing to higher learning and in the education of their children. The
reduce the likelihood of failure in higher role of mothers cannot be over-
examinations. This will allow the emphasized. This has implications for the
content and extent of support services
offered to women, and in particular Training focuses on imparting

teenage mothers, who may not be occupational skills to the individual and
cognizant or may lack the emotional links educated individuals to the labour
maturity to offer their infants such market by preparing them for effective
exposure. The role of the father must engagement in the workforce. The
also be highlighted. The failure of many correction of the shortcomings in the
fathers to assume their responsibilities in education system will address the poor
the lives of their children has been linked quality of matriculants to the training
to the failure of children to perform, system. Finally, the training system will
particularly boys. Parenting must be prepare workers and potential workers
encouraged in the context of a balanced for viewing entrepreneurship as a
family setting as far as possible. preferred option – the economy may
only meaningfully increase its capacity to
The primary aim of training institutions absorb new entrants into the labour
is to impart skill areas that are relevant market if the stock of businesses is
to existing and emerging jobs or career increased.
tracks. In an increasingly knowledge-
based global economy, one of the key While the public sector has always
sources of a country’s competitiveness assumed the major role in the delivery
National Outcomes
resides in the quality of its human capital. of education and training, the private
sector has played a role.
The Plan envisages greater collaboration The National Strategies, an elaboration
National Outcomes
between the private and public sectors of each and some selected sector
and civil society in the delivery and strategies are listed below.
financing of education.
Table 10: National Strategies and Responsible Agencies - World-Class Education and Training
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77
The term “Decent Work” originated in the International Labour Organization (ILO). It is used to
refer to employment that involves: opportunity for work that is productive and delivers a fair income;
security in the workplace and social protection for families; better prospects for personal
development and social integration; freedom for people to express their concerns, organize and
participate in the decisions that affect their lives; and equality of opportunity and treatment for all
women and men. The ILO has developed an agenda for the community of work referred to as the
“Decent Work Agenda.” The Decent Work Agenda is built on four pillars: standards and rights at
work; employment creation and enterprise development; social protection; and social dialogue.
2-1 Ensure that Children 0-8 2-2 Enable a Satisfactory

Years Old Have Access Learning Environment at
to Adequate Early the Primary Level
Childhood Education This strategy increases the involvement
and Development of parents in the educational
development of their children,
Programmes
introduces programmes to support the
This strategy recognizes the importance
psychosocial needs of children as well as
of creating a sound foundation for the
a system of reflective learning at the
wholesome development of the child. It
primary level. It recognizes differences in
is well established in the literature that
the capacity of children, driven by factors
literacy and other fundamental
such as gender, and builds on the
educational building blocks are
measures under National Strategy 2-1.
developed during the formative years of
Under Vision 2030 Jamaica, work already
the child. The strategy ensures that the
begun in this area will be strengthened
structures and programmes geared
to ensure that the learning environment,
towards early childhood care and
inclusive of the psychosocial needs of
development meet specified standards
children, is at an acceptable standard at
with respect to the quality of
all primary schools.
National Outcomes
practitioners, facilities and delivery of

programmes and services for the
creation of a supportive learning
• Ensure that all primary school
environment. Emphasis will be placed on
leavers are literate and numerate
enhancing the capacity of parents to
• Eliminate streaming and adopt a
contribute to the holistic development
policy for mixed-ability grouping in
of the child and on the standards of
classrooms
facilities and delivery in early childhood
• Institutionalize a system of support
institutions. Measures will be
to provide services to students
implemented at the pre-school, pre-
(public/private schools)
primary and primary levels.
• Ensure that pedagogical skills for
developing literacy and numeracy, as
well as scientific enquiry, are core
• Strengthen school/home
components of teacher training
relationships and parental
• Promote developmentally
involvement in early childhood
appropriate involvement of parents
education
at all levels
• Put mechanisms in place to address
• Strengthen the process of
the psychosocial needs of children
development of an integrated
• Strengthen the framework for
system that caters for children with
establishing, legislating and enforcing
varying capabilities
standards in all early childhood
• Institutionalize diagnostic testing
education institutions
and provide the requisite support
• Establish an environment for all
for teachers and students
children 0-8 years old to access
high quality and developmentally
appropriate programmes
2-3 Ensure that the • Create mechanisms that will enable
National Outcomes
Secondary School the school system to integrate new
System Equips School and emerging technologies and
ideas to improve the teaching and
Leavers to Access
learning process
Further Education, • Increase the use of cooperative
Training and/or Decent education
Work
Through this strategy,Vision 2030 2-4 Accelerate the Process
Jamaica will ensure that all students who of Creating and
exit the secondary school system have
skills and competencies that are relevant
Implementing a
to the labour market or for Standards-Driven and
matriculation to programmes of higher Outcomes-Based
learning. This strategy will establish Education System
broad-based curricula to create Under this strategy,Vision 2030 Jamaica
internationally competitive graduates will emphasize the institutionalization of
with skills, competencies, values and a competency-based approach78 in all
attitudes and interests which meet educational institutions at all levels. This
globally accepted norms. It will use approach recognizes that the learning
relevant state of the art technologies and process encompasses the acquisition of
ideas to improve the teaching and knowledge, skills and attitudes. This
learning process. It will institutionalize a strategy will improve the quality of
system of support services to help delivery of services supplied by local
students address deficiencies or educational institutions to meet the best
challenges (e.g. behaviour management global standards and to ensure that all
and counseling). schools of a similar level are similarly
resourced and capable of delivering to a
Selected Sector Strategies: comparable standard. Apart from the
• Widen curricula to expose all establishment of common national
students to academics, vocations, a standards, this strategy will include the
foreign language, sports, and the provision of appropriate infrastructure
arts and staff throughout the educational
• Create opportunities and system. Existing and new staff will be
programmes to enable students to trained to acquire the knowledge,
be responsible and caring citizens classroom practices and philosophy
and recognize the importance of consistent with current and emerging
contributing to the community worldwide education and training
• Ensure an adequate number of practices. The strategy is designed to
secondary school places for all retain the best teachers in the system by
students addressing the terms and conditions of
• Foster partnerships with industry service.
and other key stakeholders to
generate cooperative education
opportunities
78
The Competency-Based Approach to learning focuses on imparting the skills and talents needed to
be able to perform a particular task at a specified standard. The method involves using a series of
assessment tools that identify not only the technical skills that a candidate possesses but also his
behavioural competencies.

Selected Sector Strategies: 2-5 Develop and Establish
• Improve the quality of life of Financing and
teachers within the work
Management
environment, including the
improvement of the terms and Mechanisms for Schools
conditions of service for the This strategy will ensure that financing
teaching workforce mechanisms are in place to support the
National Outcomes
• Establish frameworks for improving resourcing of the educational system to

the quality stock of teachers the levels required for world-class
(professional development delivery. It includes considerations for
opportunities, access to pre-service partnerships with the private sector and
teacher education, opportunities to other entities. It focuses on improving
use emerging forms of assessment capacity and accountability in the
and technologies) management of schools.
• Promote and encourage teaching as
a viable profession Selected Sector Strategies:
• Introduce a competency-based • Create a mechanism that will
approach to education at all levels establish a dedicated pool of funds
• Develop curricula at all levels that for education
create well-rounded, eager to learn • Forge new public-private sector
self-driven students with enquiring partnerships and expand existing
minds ones in creating quality schools
• Ensure more efficient use of the • Build the capacity of school
school year management systems to support
• Increase the use of technology as a effective and sustained school-
tool for enhancing teaching and based management, paying attention
learning to ISO79 9001 Quality Management
• Ensure that schools are gender Systems
sensitive • Institutionalize results-based
• Encourage greater gender balance management systems and
in the teaching profession strengthen capacity for the
collection and analysis of relevant
data to support continuous
improvement
79
International Standards Organization.
• Create platforms to facilitate • Promote and establish mechanisms
National Outcomes
effective parental involvement at all for accountability in the
levels of the education system, in management, security and
school governance and decision- maintenance of the school plant
making • Ensure that all regulations and
• Strengthen and enforce legislation governing operations of
performance-based systems that institutions are enforced
facilitate accountability in school • Create a positive, healthful,
management resource-efficient and
environmentally-friendly physical
2-6 Ensure a Physical environment at all school plants
Environment in all • Create a standardized prototype
physical environment to be
Schools that is Safe and
replicated in all schools nationwide
Conducive to Learning • Establish a framework for
at all Levels of the improving and maintaining the
School System quality of school plants (e.g.
Under this strategy, efforts will be made minimum standards for classroom
to preserve the safety of students and sizes, playing fields, green spaces,
staff in educational institutions and to school gardens, perimeter fencing)
create a physical environment that is
conducive to learning. Extortion, bullying, 2-7 Ensure that Adequate
substance abuse, sexual promiscuity and and High Quality
violence against students and staff are
Tertiary Education is
increasing in frequency. Under Vision
2030 Jamaica, we will ensure that all Provided with Emphasis
institutions have adequate spatial on the Interface with
facilities relating to ventilation, lighting, Work and School
green spaces, playing fields and secured This strategy focuses on ensuring that
perimeter fencing, and are equipped with tertiary level education in Jamaica is
new and emerging learning technologies internationally competitive in quality,
such as SMART80 boards. encourages entrepreneurship and has
specific relevance to the workplace. The
Selected Sector Strategies: strategy will ensure that Jamaican
• Ensure that all school plants meet universities collaborate with private
international standards institutions in areas such as research and
• Develop and establish mechanisms in the development of programme
to ensure equitable distribution of offerings to maintain relevance and
resources for maintaining and effectiveness. It also will create avenues
improving schools for increasing access to tertiary level
• Promote and facilitate community programmes by addressing the current
involvement in the operations of constraints of limited space and
schools unaffordable cost.
80
These are computerized, interactive whiteboards built by SMART technologies to be used in place of
chalkboards.
Selected Sector Strategies: • Expand access through varying

• Use curricula that are broad-based methods/modalities, for example,
and relevant, that capture new and Community Colleges, e-learning,
emerging trends and enable the life-long learning institutions and
student to readily access the labour programmes
market • Provide mechanisms to facilitate all
• Create platforms to facilitate students being able to take
alternative methods of accessing advantage of educational
tertiary education opportunities (e.g. student loans)
• Enforce a National Quality • Create partnerships with other
Assurance Mechanism public sector entities (for example,
• Increase use of cooperative in transportation) to facilitate
education through alliances access to schools
between tertiary institutions and • Conduct labour market analysis of
the work place the needs of persons with special
• Use private finance as a conduit for needs
investment in higher education • Create appropriate infrastructure
through bond issuances, to accommodate persons with
securitizations, private and special needs
National Outcomes
public/private student loan • Increase the provisions for training

programmes of special needs practitioners
• Institutionalize entrepreneurship • Provide incentives to stakeholders
training to offer programmes for special
• Target international students and needs
faculty for participating in the local • Increase the mechanisms for
system providing financial assistance to the
poor/needy trainees
2-8 Expand Mechanisms to • Improve access to training and
increase the range of training
Provide Access to
programmes for unattached youth
Education and Training • Increase opportunities to create a
for All including more literate population
Unattached Youth • Improve the capacity for remedial
This strategy: expands the modalities of education
delivery to include options such as • Increase the use of technology-
technology-based educational and enabled training programmes
training programmes (e.g. e-learning); • Provide incentives for public and
broadens the types of programme private sector companies and
offerings; varies criteria for entry; and community-based organizations to
creates opportunities for individuals to create learning opportunities
improve their basic education. Particular • Promote distance
attention will be given to persons with education/training programmes
special needs, and to unattached youth. • Introduce programmes to cater to
the social skills of trainees to
Selected Sector Strategies enable them to be productive and
• Ensure adequate numbers of school successful human beings
places for children at all levels • Introduce programmes to retain
displaced workers
2-9 Promote a Culture of standards; may be clearly located in
National Outcomes
Learning among the relation to each other; and maintain
established global standards. It will
General Populace
provide recognition and credit for all
This strategy will support all forms of
learning of knowledge and skills. This
learning and lifelong skills upgrading for
framework will provide a basis for
all – in the education system, adult
evaluating and positioning various types
education and continuing training, at
of qualifications across the spectrum of
work, and in other settings in which
the education and training system.
people learn and develop their
knowledge skills and competencies. This
strategy promotes a culture that will see
• Establish the policy framework to
learning as an experience that continues
enable seamless articulation among
throughout an individual’s lifetime. It will
providers for the creation of a
infuse into the psyche an innate desire to
National Qualification Framework
access continuous education and training
(NQF)
from ‘cradle-to-grave’. New modalities
• Institutionalize a NQF within a
will be created to facilitate this culture.
broader range of disciplines
Selected Sector Strategies: • Institute a public awareness
• Infuse career education programme about the NQF
programmes in school curricula at • Encourage the involvement and
all levels buy-in of stakeholders to develop
• Increase public education training programmes and increase
programmes emphasizing lifelong competencies
learning • Ensure that local standards are
• Expand mentorship programmes - aligned with international norms
(Big Brother/Little Brother; Big and accepted globally
Sister/Little Sister) at all levels
• Establish career development 2-11 Strengthen the
centres and train persons to Mechanisms to Align
effectively guide individuals Training with Demands
• Establish work-based programmes of the Labour Market
for students in schools The aim of this strategy is to ensure that
• Expand technical and vocational training programmes conform to
education and training programmes national and sectoral labour market
in all schools demands and support individual
• Promote broad-based education employment needs. It will create
• Emphasize and implement mechanisms for increasing the
programmes targeting higher level responsiveness of training institutions to
training the shifting demands of industry. It
provides for greater linkages between
2-10 Establish a National training institutions and the private
Qualification Framework sector in the development and delivery
Vision 2030 Jamaica will create a single of programmes.
national qualifications framework to
ensure that all training programmes in
Jamaica: conform to established
Selected Sector Strategies: • Facilitate collaboration between

• Increase the use of labour market HRD in firms and training
research in the development and institutions
delivery of training programmes • Implement cooperative education
• Establish additional lead groups for and work-based learning, including
the identification of job summer internships
competencies • Improve and increase career
• Integrate the CBET approach into development programmes and
all human resource development services
functions including recruitment and
evaluation
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National Outcomes
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Chapter 3: National Outcomes | # 3 - Effective Social Protection
National Outcomes
EFFECTIVE SOCIAL
PROTECTION
Overview
People are the focus of the Vision 2030 regulations, safety nets and
Jamaica - National Development Plan. comprehensive policies are needed to
The outcome of Effective Social provide social protection for our people.
Protection, which centres on mitigating The three broad areas articulated in the
the vulnerabilities that can leave persons Plan under this theme are: Social
at risk, is integral to the Plan. Social Assistance (including welfare) and the
protection involves the provision of protection of Vulnerable Groups; Social
mechanisms to cushion citizens against Insurance and Pensions; and Poverty
losses in income and threats to their Reduction. Special attention is given to
economic security. Age, incapacity, persons with disabilities, in the broader
difficult circumstances, and shocks, such context of their need for enabling
as the sudden death of the main bread environments, as well as in relation to
winner in a family and catastrophic their prominent position among
illness, can create temporary or households living in poverty.
permanent impact on the ability of
persons to provide for their own basic Social Assistance and Protection of
needs. Social protection therefore Vulnerable Groups
imposes an important role on In the context of social assistance and
Government, particularly where the very the protection of vulnerable groups,
vulnerable are concerned. A mix of Vision 2030 Jamaica acknowledges a
financial provisions, facilitatory clear role for the State. Given the human
rights perspective and people-centred
“
remit of the Plan, we will ensure that
Vision 2030 those citizens who are unable to provide
and care for themselves will be
Jamaica will put supported through the resources of the
people at the State and its partners. Partners with the
State will include the families and
centre of its
communities to which the vulnerable are
programmes attached, along with voluntary and faith-
and… reduce based organizations. Families and
community members will be encouraged
the vulnerability to become the primary caregivers for
of our the vulnerable in the society, with the
support of the State to supplement their
population… efforts.
”
We will ensure that adequate and These include children, youth-at-risk, the
appropriate provisions are in place for elderly, persons with disabilities (PWDs),
physical care and safety, in accordance persons impacted by HIV/AIDS, women,
with global standards. We will provide and poor families. This list is a
care without compromising dignity, and demographic characterization, and is not
place emphasis on support and exhaustive. The reform process envisages
rehabilitation. further identification and targeting of
vulnerable groups requiring social
In light of scarce resources, objective assistance.Vision 2030 Jamaica will
means of selecting beneficiaries will be promote appropriate services and
maintained, so that benefits of the social infrastructure for these groups. For
assistance system are targeted to the example, we will identify and address the
neediest members of the population. unique needs of children through the
Under Vision 2030 Jamaica, we will build protection of their rights and promote
on the achievements of the Programme adequate family, community and State
for Advancement through Health and support for their care and security.
Education (PATH) and other social
assistance programmes. The selection Other aspects of social assistance to
mechanisms and other aspects of social vulnerable groups include the provision
National Outcomes
assistance delivery are being enshrined in of health subsidies through the Jamaica
new legislation to repeal the Poor Relief Drugs for the Elderly Programme, the
Law of 1886. National Health Fund and the Drug Serv
programme for the purchase of
From time to time, the social assistance medication. Government has been
system is called upon to respond to responsive to important changes in the
emergency situations such as natural or population structure, and in life
man-made shocks or other events. expectancy and morbidity rates. This is
Under the Social Safety Net Reform critical for social protection, since the
Programme (SSNRP) initiated in 2000, elderly and persons with chronic
there are ongoing and pending projects illnesses are vulnerable to financial
which require a responsive and capable distress. Since 2008, Government has
social assistance system. In this regard, waived most fees in the public health
strategies to further strengthen the care system.
institutional capacities within the key
ministries and agencies, as well as within Our strategies are not only concerned
non-governmental and community with the alleviation of circumstances, but
organizations, are included as short to include a careful analysis of different
medium term imperatives in Vision 2030 vulnerabilities, how these can be
Jamaica. The use of modern technologies, prevented or diffused, and in general, the
enhancement of human resources and levels of social infrastructure that must
the building of case management be established for the enhancement of
capacities are all integral to the direction quality of life. Our Plan addresses such
being taken in the modernization of vulnerabilities as homelessness, youth-at-
social assistance delivery. risk, impact of natural disasters, deportee
and refugee status, human trafficking, and
Several vulnerable groups are already chronic illnesses. The aim is to create
identified in social development practice within the various arms of the social
and programming within our country. assistance network, the capacity to treat
with a variety of needs, be they Medical Insurance is available free of cost
National Outcomes
temporary or permanent. The Plan to NIS pensioners through the NI Gold
recognizes the urgent need for public Health Plan.
education to raise awareness among
families of the rights of vulnerable Occupational pensions are offered within
persons, as well as many of the other the public sector to different groups of
issues in social protection. professionals, e.g. police, teachers,
judiciary. Many private sector
Social Insurance and Pensions organizations offer their employees
Social insurance and pension coverage private pension packages negotiated with
are essential for limiting personal risk, established pension providers.
and for cushioning families against
poverty. These types of provisions are Significant reforms in the regulation of
expected to extend some level of the pensions industry have been
income security for old age or incapacity undertaken since 1999. The first phase of
for work. In this context, the Plan this reform introduced a regulatory
recognizes two broad levels of framework for the management and
provisions: the National Insurance administration, and fiduciary integrity of
Scheme (NIS); and occupational (public these schemes, embodied in the Pensions
and private) pension schemes. Act of 2005. A second phase to these
reforms focuses on strengthening
The NIS is a contributory scheme existing legislation for safeguarding the
managed by the Government, which has adequacy of pension benefits (portability,
had its own legal standing since 1966. All vesting, indexation, protection of
employed and self-employed persons are benefits).
eligible to contribute to the scheme,
which offers a range of benefits during Vision 2030 Jamaica places emphasis on
working life, and after retirement. The increased participation among our
NIS provides a minimum guaranteed citizenry, wider coverage particularly
pension, which citizens need to within the informal sector, extensive
supplement with other income sources. public education to improve awareness,
Photograph contributed by D. McDonald
and the strengthening of viable pension under 24 per cent to just below 10 per
fund capacity. Addressing the challenges cent. This is the result of several factors
of the plethora of public pension including the Government’s poverty
schemes with their separate legislations, reduction programmes which have
as well as the need for fully funded tended to be multi-dimensional and
schemes, will require public consultation focussed on human capital development.
and legal reform. Long-term reduction in the level of
poverty will be more challenging, given
Poverty Reduction the level to which it has been reduced
Poverty has beenIncidence
declining (seeofFigure
Povertyand the downturn in the global economy
2000-2007
10). Over the period 2000 to 2007, the that began in 2007. The latter is likely to
prevalence of poverty declined from just have negative impact on its prevalence.
Incidence of Poverty 2000-2007
30.00%
Figure 10: Prevalence of Poverty 2000-2007
National Outcomes
30.00%
22.50%
22.50%
15.00%
15.00%
7.50%
7.50%
0%
2000
2001
2002
2003
2004 0%
2000 2005
2001 2006
2002 2007
2003
2004
2005
2006
2007
KMA Other T
Towns
owns Rural Areas Jamaica
Source: Adapted from Survey of Living conditions, 2007
KMA Other Towns Rural Areas Jamaica
Strategies to address the long-term respond more appropriately to the
National Outcomes
reduction of poverty are embodied in changing dynamics and needs of
effective social protection. Poverty has vulnerability. The efforts at developing a
negative impacts on social cohesion and National Disability Act point to the need
social justice. While social assistance for legislated recognition of the rights of
measures will support those families and persons with disabilities, so that
individuals with limited capacity to help discrimination can be eliminated, and
themselves, other initiatives have to be opportunities and access to quality of life
taken to provide households with can be expanded.
opportunities for economic
empowerment. Unsustainable Public Sector Pension
Scheme
Vision 2030 Jamaica endorses education Non-contributory pension schemes in
and training as important vehicles for the public sector have become an
poverty reduction, as they concentrate increasing drain on the country’s budget.
on the development of human capital. In Life expectancy has increased and payout
the context of Jamaica’s poverty profile, periods after retirement have been
work opportunities and rural extended. In response, Government has
development will have reduced impacts increased payments to partially
on poverty reduction. Support to small- compensate for erosions from inflation.
scale agriculture, land tenure issues, Many long-retired public servants are
access to credit and venture capital, challenged to sustain themselves with
access to basic amenities, transportation their retirement benefits. The conversion
and marketing systems, are some of the to contributory pension schemes will
areas addressed by Vision 2030 Jamaica. provide public sector employees with
Above all is the recognition that a the opportunity to manage their
responsible institutional framework and retirement options, increase the level of
a well-resourced National Poverty Plan benefits that may be paid and improve
are essential foundations for progress. the viability of the schemes.
Issues and Challenges Low Level of Participation in

The main issues that challenge the National Insurance Scheme
realization of effective social protection Social insurance mitigates risks.Yet there
for Jamaica include: is a large percentage of persons, many of
them self-employed or in the informal
Inadequate Infrastructure for sector, who are not participating in the
Delivering Social Welfare Services National Insurance Scheme, which is the
Equipment and plant needs for minimum guaranteed pension available.
institutions that serve the vulnerable are Given the propensity of these persons to
many times neglected. This reduces the fall into poverty, it is imperative that the
effectiveness and level of services that coverage be expanded.
can be delivered to clients.
Inadequate Systems
Inadequate Legislation of Targeting the Vulnerable
The process of safety net reform has The issue of targeting is complex, and
included review of legislation in an effort involves various policy decisions as to
to modernize the relevant laws, and to the priority areas of focus. The
imperative is to ensure that scarce opportunities, particularly where

resources are best expended, and that persons with disabilities are concerned.
the most deserving of the population Discrimination is fuelled mainly by
receive the benefits. There are challenges factors such as ignorance, and an
to reducing errors of inclusion and unwillingness or inability of service
exclusion, which require different providers to allocate the resources
approaches to targeting. required to facilitate access or
participation by PWDs.
Inadequately Resourced and
Managed System of Welfare Delivery Poor Communication to the
It is essential for the system of welfare Vulnerable on Available Benefits
delivery to have the necessary Data indicate that, in many instances, the
technology and human resources to poorest households are not benefiting
ensure that services may be efficiently from some social protection
and effectively delivered. Reduction in programmes. Part of the reason lies in an
duplication and bureaucracy will cut inequity in the availability of
costs; modern management systems will appropriately directed information and
allow for greater productivity and client- education.
responsiveness.
National Outcomes
Need for Greater Personal

Inadequate Development in Rural Responsibility
Areas In many ways, social protection
Rural area development in Jamaica is provisions require a degree of personal
seen as a major factor in empowering responsibility on the part of the
rural households, and the entire society. beneficiaries. Government policies and
Development of physical and social programmes are expected to support
infrastructure in rural areas will enable those who are most needy. In many
the creation of jobs, and have a multiplier instances, the responses at the individual
effect on consumption expenditure. and family levels will impact on how
successful the programmes are at
Discrimination against PWDs breaking the poverty cycle. Educational
There are many areas of discrimination outcomes are a prime example of areas
that limit the exercise of the rights of the which might be impacted by individuals
vulnerable and create poor access to taking greater responsibility.
“
Let us resolve always to
help those less
”
fortunate among us.
(1962) Rt. Excellent Sir Alexander Bustamante,
GBE, National Hero of Jamaica, PC
National Strategies environment to enable all citizens, and
National Outcomes
The National Strategies outlined here especially vulnerable persons, to access
address the key issues identified for social services and opportunities,
effective social protection. They attempt provided equitably and efficiently
to pull together in a summary statement, through capable institutions.
the over-arching imperatives which
embody the major elements of sector The National Strategies, an elaboration
level strategies and activities. The six of each and some selected sector
National Strategies speak to the creation strategies are listed below.
of the necessary policy and programming
Table 12: National Strategies and Responsible Agencies - Effective Social Protection
----
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3-1 Infuse Poverty and intergenerational cycle of poverty. It

Vulnerability Issues in all involves addressing various barriers to
employment and entrepreneurship, such
Public Policies
as low skill and education levels, while
Vision 2030 Jamaica will ensure that the
expanding employment opportunities
design and implementation of public
and access to resources. Human capital
policies give consideration to their
development and personal responsibility
potential impact on vulnerable groups.
are major principles embodied in this
The policy development process will
strategy.
therefore be strengthened to better
identify vulnerable groups that are likely
While there are varied definitions of
to be affected (directly or indirectly),
sustainable livelihoods, Development
thus minimizing potential negative
Alternatives (DA) defines it as
impacts while maximizing efforts to
encompassing “activities intended to help
improve the lives of the poor and other
economically disadvantaged members of
vulnerable groups. Gender differences
society meet their daily subsistence
also will be taken into consideration.
needs in a manner that is dignified, locally
appropriate, and environmentally
sustainable.”81
• Identify and target vulnerable
National Outcomes
groups
The Food and Agriculture Organization
• Mainstream poverty concerns in all
(FAO) identifies two key questions under
public policies
the sustainable livelihoods approach:
• Mainstream gender concerns in all
What institutional arrangements enable
public policies
some poor people to achieve
• Ensure adequate public services to
sustainable, secure livelihoods, when
the poor
others fail? What policies and strategies
• Enforce policies that support
can support the poor?82
decent work
• Foster multi-sector partnerships
The Sustainable Livelihoods (SL)
between State and non-State
framework “places people, particularly
sectors to address the needs of the
rural poor people, at the centre of a web
poor
of inter-related influences that affect how
• Create and improve public
these people create livelihoods for
awareness of issues relating to the
themselves and their households.” The
rights of children and other
resources and livelihood assets to which
vulnerable groups
they have access and use are central to
this framework. “These can include
3-2 Expand Opportunities natural resources, technologies, their
for the Poor to Engage in skills, knowledge and capacity, their
Sustainable Livelihoods health, access to education, sources of
This strategy identifies mechanisms for credit, or their networks of social
the Government and its partners to support.”83 National Strategy 15-4 –
assist the poor to break the Create Vibrant and Diversified Rural Areas
81
Development Alternatives Information Network, www.dainet.org/livelihoods.
82
FAO, Natural Resources Management Environment Department, www.fao.org/sa/pe4.
83
International Fund for Agricultural Development , www.ifad.org/sla.
also addresses issues related to system to deliver an effective and
National Outcomes
sustainable livelihoods. efficient system of social assistance.
Selected Sector Strategies: Selected Sector Strategies:

• Promote human capital • Strengthen the system of
development identification of beneficiaries of
• Promote and support assistance programmes
entrepreneurship • Increase awareness of the
• Design and implement programmes availability and eligibility criteria of
that support poor households to social assistance programmes
seek and retain employment • Develop and strengthen databases
• Utilize public works projects to of the vulnerable groups and
boost employment of the poor welfare beneficiaries
• Create and strengthen economic • Establish a reliable fund for
opportunities for persons with sustained financing of the requisite
disabilities range of welfare support
• Promote asset creation among the programmes
poor • Address the unique needs of
• Give high priority to rural specific vulnerable groups
development projects • Strengthen customer service
capacity in the delivery of social
3-3 Create and Sustain an assistance programmes
Effective, Efficient, • Provide adequate human resources
to administer and deliver social
Transparent and
assistance programmes effectively
Objective System for
Delivering Social 3-4 Promote Greater
Assistance Services and Participation in and
Programmes Viability of Social
Strengthening the social assistance
Insurance and Pension
system, effective targeting of vulnerable
groups and designing and implementing Schemes
adequate benefits are the main This strategy identifies mechanisms to
objectives of this strategy. We recognize increase the proportion of the
that issues, such as a continuing and population covered by social insurance
deepening recession, are creating and occupational pension schemes. The
hardships in our society, particularly for working poor and members of the
poor and other vulnerable groups. This informal sector are primary target
will increase the burden on our social groups for greater inclusion. Our aim is
assistance system especially in the face of to mitigate the negative effects
deficiencies in our system of targeting associated with loss of income due to
and delivery of services to the incapacity or retirement. Contribution
vulnerable.Vision 2030 Jamaica will levels, as well as levels of benefits are
implement measures that will strengthen essential aspects of the viability and
the capacity of the social assistance relevance of social insurance and pension
funds, particularly the Civil Service community lack the capacity to support
Schemes which are non-contributory. their vulnerable members.Vision 2030
Under Vision 2030 Jamaica, strategies will Jamaica will enter into partnerships that
be put in place to address these issues. will invest the responsibility of caring for
Vision 2030 Jamaica will continue the the vulnerable primarily with families and
process of fundamental pension reform by extension communities. This strategy
to encourage private savings, long-term proposes the enforcement of legislation
investment and development of creative to ensure that families take greater
retirement products for all, and improve responsibility for their vulnerable
the management of pension funds. members. In addition, it implements
measures geared towards the
Selected Sector Strategies: strengthening of support services for
• Promote personal responsibility families, especially at the community
and planning for retirement level.
• Expand coverage of occupational
pension schemes Selected Sector Strategies:
• Expand range of benefits provided • Promote and encourage social
by social insurance and pension partnerships between the
schemes Government and the business
National Outcomes
• Promote NIS participation in the community and civil society groups

informal sector • Strengthen the families’ capacity to
• Advance public awareness and care for their vulnerable members
knowledge of social security
provisions 3-6 Create an Enabling
• Establish funded schemes in the Environment84 for
public sector
Persons with Disabilities
Under Vision 2030 Jamaica, persons with
3-5 Promote Family disabilities (PWDs) will be given
Responsibility and opportunities to participate in all
Community spheres of life, on an equal basis with
Participation for the others. We will improve access for
Protection of Vulnerable persons with disabilities by removing
social and physical barriers and educating
Groups
the public on the rights of persons with
Although the State bears ultimate
disabilities. Modifications to buildings and
responsibility for the care of the
public spaces, as well as the enforcement
vulnerable, the ideal is that families
of appropriate policies and legislation will
should take responsibility for their
be undertaken. The heterogeneity of the
vulnerable members. The health and well
group requires age- and gender-sensitive
being of individuals are better supported
responses, and an almost case-by-case
in a caring environment such as may be
appreciation of needs.
provided in a family setting. The State’s
responsibility should be seen as residual,
beginning only where the family and
84
An enabling environment for PWDs is one that provides the mechanisms to enable persons with
disabilities to participate fully in all spheres of activities e.g. wheel chair ramps that provide full access
to persons who are wheel chair bound, blind features on buildings and documentation in Braille to
allow access to the blind, and visual alerts for the hearing impaired.
Selected Sector Strategies: • Strengthen linkages between
National Outcomes
• Ensure adequate provisions of and agencies that serve the needs of
access to essential specialized and PWDs
inclusive services • Ensure that appropriate
• Strengthen the capacity of service technologies are in public service
providers to adequately interact institutions
with PWDs by improving their • Develop physical infrastructure in
knowledge, attitudes and practices the public and private spheres to
• Improve the policy, regulatory, and ensure accessibility for PWDs
institutional framework to support
the enforcement of the rights of
PWDs
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National Outcomes
Chapter 3: National Outcomes | # 4 - Authentic and Transformational Culture
National Outcomes
AUTHENTIC AND
TRANSFORMATIONAL
CULTURE
Overview
Culture has been defined as “the way of making meaning in life.”86 It is expressed
life of a people”85. “A country’s culture is in areas such as language, the arts and
the dynamic reservoir of the ways of the various arenas of interaction,
thinking and doing accumulated over including business, religion and other
time, which has come to be agreed upon social relations. Culture, inherently,
and transmitted across generations. It affects all aspects of human life and
includes the knowledge, experience, forms the basis for our values, objectives
beliefs, values, customs, traditions, foods, and outlook for the future.
distinctive institutions and its ways of
Vision 2030 Jamaica recognizes the
uniqueness of our Jamaican culture, its
Characteristics of Values: impact on the world stage particularly
with respect to music, the visual and
• learnt and taught – performing arts and sport, the
transmitted and inculcated importance of having a shared sense of
through socialization; identity, wholesome87 values and
• enduring – grounded in attitudes and of ensuring that the
cultural heritage; cultural/creative industries that emanate
• morally desirable – outlining from our natural way of life redound to
the social criteria for and the the benefit of our people. We will ensure
cultural assumptions upon that our heritage is respected and
which good and bad, right preserved by our people and all who
and wrong, moral and come to our shores and that the
immoral, noble and vile are material value of our culture as
established; expressed through our creative
• a basis on which to act – industries contribute meaningfully to the
they influence our behaviour development of our society. We
by preparing us to act in recognize that a positive sense of self
certain morally-oriented and pro-social and transformative values
ways. such as respect for others and their
!"#$%&"'()*+',-.%-)&'#/"'0#.-&1'2&3%*)'4.#/ rights, punctuality, honesty and tolerance
for the differences between us are
essential to the maintenance of harmony
and a productive environment.
85
Macionis & Plummer, 2001.
86
Division of Culture, The National Cultural Policy of Jamaica: Towards Jamaica the Cultural Superstate
(Kingston: Ministry of Education, Youth and Culture, March 2003), page 9.
87
Wholesome has been defined as “sound in body, mind or morals” (Merriam-Webster Online
Dictionary). Thus “wholesome values” is used here to refer to those values that promote sound or
healthy body, mind and morals not only for the individual but for the entire society.
Core Values
The priorities we set, choices and In 2002, the Values and Attitudes
Secretariat identified a range of
decisions we make, are based on the
core values through a consultative
core values we uphold. These include the
process, including the following:
personal values of the individual as well • Respect
as the collective values of a community. • Honesty and Truthfulness
• Forgiveness and Tolerance
The formation and promotion of • Fairness
wholesome values is inextricably linked • Discipline
to the promotion of our cultural • Responsibility
expressions, the construction of identity • National Pride
and the capacity of our people to sustain • Love/Compassion
themselves economically through their • Cooperation
• Punctuality
cultural creations. The construction of
• Good Work Ethic
values in a country as diverse or plural
as Jamaica must be based on a conscious
and institutional framework of valuing
who we are. society includes “the institutions, the
relationships, the attitudes and values
National Outcomes
Social Cohesion that govern the interactions among

Our culture and values have been shaped people and contribute to economic and
by a number of experiences resulting social development. Social capital,
from the presence of various however, is not simply the sum of
nationalities (Africans, Asians, Europeans institutions which underpin society; it is
and others) through: conquest of the also the glue that holds them together. It
indigenous inhabitants; slavery; includes the shared values and rules for
indentureship; and colonialism. People social conduct expressed in personal
from varying backgrounds were relationships, trust and a common sense
combined and recombined within a of civic responsibility…”88 Social capital
common geographic boundary. These is an evolving concept which can
experiences formed the background of generate benefits including enhanced
our cultural diversity, aptly expressed by health, better educational outcomes,
our motto “Out of Many, One People” improved child welfare, lower crime
which perfectly defines and provides rates, reduced tax evasion and improved
insight into our culture. Under Vision government responsiveness and
2030 Jamaica, we will strengthen the role efficiency. These are among the goals we
of culture in building a socially cohesive strive for as a developed country.
society and capitalize on our cultural Conversely, a lack of social capital may
strengths to drive our development. encumber our daily lives and limit our
social and economic opportunities.
Social Capital
In crafting the development of the Cultural Capital
country, culture and wholesome values Cultural capital becomes increasingly
are strategic pillars on which to build important to economic development as
social capital. The social capital of a a nation ascends to higher levels of
88
Social Capital, World Bank 1998.
productivity. Cultural capital includes earned from the island’s achievements in
National Outcomes
core and transformational beliefs, creative industries, sport and other
behavioural norms, and the areas.
manifestations of culture articulated
through the full range of artistic and Managing and building our nation brand
creative forms. Culture is important means that we will consciously engage in
because there are either sets of beliefs a process of improving the most
and attitudes that are pro-innovation and important aspects of our economy and
create the conditions for prosperity, or society, and communicating these
those that are anti-innovation. There is a improvements to the world and to
long and rich literature in the field of ourselves. Building the Nation Brand
behaviour that links mental models89 therefore parallels and supports the
with results. There appears to be strong process of national transformation
correlations between certain “pro- envisaged by Vision 2030 Jamaica. We will
innovation beliefs”90 and prosperity. make creative use of the Nation Brand
Jamaican attitudes, beliefs, goals, values, to offer our producers a competitive
and assumptions about the world inform advantage in accessing international
our actions and influence our outcomes export markets.
and experiences. An innovative vision, a
new national narrative, of Jamaican Sport
success has to emerge from, and be Another important component of our
presented to our people.Vision 2030 cultural capital is represented by sport.
Jamaica will seek to transform the The successes of Jamaica’s sportsmen,
mindset and collective consciousness of sportswomen and national sporting
our people as a foundation for national teams at the highest levels of
development. international competition have
contributed to the national pride and
Nation Brand fame of our country. Sport also has
An important aspect of Jamaica’s cultural important social benefits including
capital is the relatively high level of contributions to physical and mental
international awareness and reputation health, socialization of children and
that the country enjoys throughout the adolescents, and community
world, perhaps unequalled by any other development.
country of similar size. A Nation Brand,
reflecting the image and reputation of a In the Jamaican context, sport has
country, is largely formed through six particularly important roles in building
channels, namely: tourism, exports, unity at the national and community
government policies, investment levels, including bridging divisions created
promotion, culture and the people by political tribalism. There are existing
themselves.91 Jamaica’s Nation Brand policy initiatives that will expand and
(sometimes referred to as “Brand broaden the participation in sport,
Jamaica”) is based on the global “share of including policies on healthy lifestyles, the
mind” enjoyed by Jamaica as the disabled, youth and the elderly.
cumulative result of the recognition
89
See Fairbanks and Lindsay (1997), Fairbanks (Changing the Mind of a Nation) and Lindsay (Culture,
Mental Models, and National Prosperity) in Harrison and Huntington (eds.) (2000).
90
Harrison and Huntington (eds.) (2000).
91
Anholt (2006).
Issues and Challenges Inadequate Facilities and Human

Resource Development for Sport
Aspects of Jamaica’s Culture and While Jamaicans have demonstrated
Social Capital abundant human talent in sports there is
There are aspects of Jamaica’s culture limited construction and maintenance of
that are not conducive to innovation and infrastructure for sports at the parish
increased productivity. These include and community levels, including schools.
inadequate attention to punctuality, This inhibits broad participation in
declining appreciation and respect for recreational and competitive sport.
civic rights and responsibilities, and There is inadequate capacity for training
disturbingly low levels of inter-personal the increased numbers of sport
and institutional trust.92 These represent administrators, coaches, managers and
aspects of our social capital that must be other personnel needed to support the
corrected to create an authentic and expansion of sport and its role in
transformational culture and support national development.
our process of national development.
Breakdown in the Family Structure
Identification, Preservation and Many Jamaicans are born into situations
Promotion of our Local Culture where little or no family support is
National Outcomes
including Heritage Sites provided. This has led to a breakdown in

Much of our culture – material and non- the transmission of wholesome values
material (including artefacts and sites) – and has contributed to the relatively
is at risk of being lost. We have not built large number of unattached and
a strong framework for identifying, otherwise “at risk” youth in our society.
protecting and preserving these aspects We believe that this is at the centre of
of our heritage. Much of our population many of the behavioural problems that
is ignorant of what these may be and of are manifested in our society ranging
their importance to our society. It is from delinquency among the youth to
essential that we strengthen our capacity hardcore crimes.
to unearth, preserve, develop and
promote our cultural heritage.
“
We are going to emancipate
ourselves from mental
slavery, because while others
can free the body, none but
ourselves can free our
”
minds.
(1937) The Rt. Excellent Marcus Garvey, Jnr.,
National Hero of Jamaica
92
Powell, et al (2006).
National Outcomes
National Strategies visibility of our culture and its role in our
Our Plan will be underpinned by the development.
promotion of a set of national core
values.The National Strategies will build The National Strategies, an elaboration
on this foundation of core values to of each and some selected sector
enhance awareness of, respect for and strategies are listed below.

– Authentic and Transformational Culture
----
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4-1 Promote inculcated within the Jamaican

Core/Transformational context
• Equip families to embody their
Values
roles and responsibilities as agents
Vision 2030 Jamaica will identify, through
of cultural transmission
a process of national consultations, a set
• Infuse the teaching of core values
of core values that, by their practice, will
in all areas of the education
lead to wholesome attitudes that are
system
able to support the transformation and
• Use media to promote core values
development of individuals and the
through programming
nation. We are mindful of the process
• Facilitate psychosocial healing in
already undertaken by the Values and
communities
Attitudes Secretariat93 through which a
• Increase awareness of the values of
set of Core Values were identified for
the physical and built environment
Jamaica. We will build on this process to
• Promote the importance and
arrive at a current set of values for
relevance of our national symbols
which we will seek the acceptance of
including heroes
our nation. We recognize that core and
transformational values are central not
only to the achievement of cohesive and 4-2 Promote the Family as
National Outcomes
just societies but also to their prosperity. the Central Unit of

An increasing number of development Human Development
theorists attribute variations in the level Vision 2030 Jamaica promotes a stable
of development between some countries and supportive family environment as a
to differences in their cultural values.94 basic premise for the development of
We will treat this process as a priority society. The absence of a stable and
under Vision 2030 Jamaica. We will supportive family environment has had
employ a wide range of methods to negative impact across the society
promote our core values, including affecting areas such as our educational
through early childhood development and national security outcomes. It has
programmes, the education and training resulted in the manifestation of
systems and public education campaigns. unattached and other youth in our
society who both display antisocial and
Selected Sector Strategies: other negative types of behaviour. While
• Implement a sustained programme we recognize that our sense of the
to promote core values through framework (e.g. marriage or common
the following activities: law) around which we build our families
• Establish a permanent institutional is varied, we accept the common
framework for identifying, principle that stable, committed unions
promoting and reviewing national are the foundation for producing and
values and attitudes raising our children and establishing our
• Hold national focus groups (taking society. These parents must develop the
cognizance of various interest capacity to nurture and support their
groups and stakeholders) to children. Under Vision 2030 Jamaica, we
determine how core values should will implement measures to strengthen
be defined, communicated and family bonds and build the capacity of
93
Formerly located in the Office of the Prime Minister.
94
For example, see Harrison and Huntington (eds.) (2000).
parents to increase their involvement in Selected Sector Strategies:
National Outcomes
all aspects of the development of their • Strengthen the process to identify,
children. National Outcome # 2: World- monitor, maintain and promote
Class Education and Training, also targets protected heritage sites
improvement in parenting and family • Strengthen and institutionalize
support through the Ministry of documentation of cultural heritage
Education’s Early Childhood (tangible and intangible)
Development Programme. • Widen access to repositories
(libraries, museums and archives)of
Selected Sector Strategies: culture and heritage
• Build parenting capacity (including • Involve the private sector in the
responsible sexual behaviour, development and preservation of
values, family participation, parental culture at the community and
involvement in cultural/school national levels
activities, protection of vulnerable • Implement appropriate measures to
groups) through the following protect and preserve cultural
activities: expressions
• Ensure mandatory parenting • Promote public awareness of the
education counselling with importance of cultural forms and
prenatal care visits in hospitals retention of heritage
and clinics • Provide wider access to Jamaican
• Strengthen the Child Development cultural expression locally and
Agency to facilitate more effective internationally
implementation of the provisions
of the Child Care and Protection 4-4 Integrate Jamaica’s
Act Nation Brand into
• Support and introduce initiatives
Developmental
targeting men to enhance their
parenting capabilities through Processes
employment and other economic Jamaica possesses a treasure-trove of
opportunities Nation Brand equity, created from its
cultural, historical, physical and human
capital. The value of this Brand equity can
4-3 Preserve, Develop and
be increased by consciously building
Promote Jamaica’s Jamaica’s Nation Brand and integrating
Cultural Heritage this asset into all aspects of national
The cultural heritage of our country, as development. A properly managed
represented in our artifacts, sites, music, national brand is an asset to all
poetry and history, is in danger of being stakeholders, helping to: attract
lost and degraded at the very least. This investment and talent; give a competitive
strategy will prevent the degradation and advantage to producers and exporters;
unfair use of our culture and the illegal provide inspiration to Jamaicans at home
exportation of our artifacts. It will and abroad; contribute to a culture of
promote our culture through activities innovation; and safeguard national
such as the development and promotion identity. The process of developing
of “culture yards.” Jamaica’s Nation Brand has several well-
structured steps, including building a
brand team, conducting a brand asset 4-5 Strengthen the Role of

audit, defining and testing the brand, and Sport in all Aspects of
implementing and monitoring the brand
National Development
over time. In implementing our Nation
Vision 2030 Jamaica will strengthen the
Brand,Vision 2030 Jamaica will promote
role of sport in national development by:
our culture, creativity and intellectual
broadening opportunities for
property.
participation in recreational and
competitive sports for persons of all age
groups; increasing facilities for sporting
• Review and enhance laws and
events at the national, community and
Intellectual Property (IP)
school levels; increasing the number of
framework to strengthen and
trained coaches, administrators, and
protect the Nation Brand and to
other personnel; strengthening the
convey values, images and the
institutions for sport education and
reputation of Jamaica, including
administration; and establishment of
designs, music, trademarks,
appropriate and effective policies,
copyright, collective marks,
legislation and regulations to promote
geographical indications and
sport participation.
certification marks
National Outcomes
• Promote and use IP as a tool for

In charting the future for the
economic development
development of sport in Jamaica, we will
• Improve policy framework to
learn from the experiences of other
support Jamaica’s Nation Brand
countries that have successful sport
• Establish institutions to undertake
industries. For example, Australia offers a
key roles in implementation of the
model with aspects that are relevant for
Nation Brand
Jamaica, such as the establishment of the
• Increase the capacity of existing
Australian Institute of Sport as a centre
organizations to monitor and
for the development of elite athletes,
regulate the use of the Nation
investment in sport facilities, research
Brand
and development including sport science
• Undertake comprehensive National
and medicine, and capacity development
Branding for Jamaica
of clubs and sport associations. The role
• Market and promote the Nation
of sport as an economic activity is
Brand
addressed under National Outcome #
• Coordinate implementation of the
12: Internationally Competitive Industry
National Branding Strategy with the
Structures.
Core Values campaign and National
Export Strategy
• Promote media literacy and the
• Increase physical education and
positive use of media as change
sports programmes in schools
agent and source of empowerment
• Increase organized sport activities
in communities
• Develop public education
programmes on gender equality in
sport
• Design/upgrade community facilities • Develop sport administration at
National Outcomes
for multi-use recreational and primary, secondary, tertiary and
competitive sport including national levels
activities for the elderly and • Establish sport academies in
persons with disabilities Jamaica
• Ensure a multi-sport mini-stadium • Update the Sport Policy and align it
in each parish with other policies that affect sport
• Adopt international best practices • Develop effective anti-doping
for training of sports personnel programmes
including certification • Ensure national sporting
infrastructure to meet the long-
term development of sport
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Goal 2: The Jamaican Society is Secure, Cohesive and Just
Security
and Effective
Safety Governance
National Outcomes
The
Jamaican Society
is Secure,
Cohesive and Just
Figure 11: Goal 2 and Related Outcomes
Chapter 3: National Outcomes | # 5 - Security and Safety
National Outcomes
SECURITY AND SAFETY
Overview
This outcome will restore a sense of of society and has been cited as a
security and safety in our society by significant factor in the low levels of
reducing the level of crime and violence GDP recorded by Jamaica over the
as well as civil disturbances in some years. It has left segments of our society
communities. It will provide adequate crippled with fear and has resulted in the
security and rehabilitation for individuals reallocation of budgetary resources into
who are custodial clients in correctional crime prevention and control. Private
institutions and restitution to those who firms are forced to pay large sums of
have been victimized.Vision 2030 Jamaica money for security, and in some
will increase our sense of security by instances, extortion fees. Community
transforming our society into one which members are sometimes unable to
conforms to the rule of law, respects the pursue gainful occupations and schooling
rights of all, and coalesces around a set due to the impact of gang violence in
of shared values. their communities.
“
Reports from international agencies and
Vision 2030 Jamaica the media suggest that the problem of
will increase our violent crimes extend beyond our shores
to the wider English-speaking Caribbean.
sense of security by A World Bank report96notes that murder
transforming our rates of 30 per 100,000 persons in the
society into one Caribbean is higher than any other
which conforms to region of the world. This is supported by
a 2002 study of crime in the Caribbean
the rule of law, by Professor Anthony Harriott,97 which
respects the rights notes that “the central concern is not
of all, and coalesces the general crime rate, but rather the
around a set of rate of violent crime. Over the last two
decades, there have been significant
”
shared values. increases in the rate of violent crimes in
every Caribbean country for which data
is available.” This has created an image of
high crime in the region notwithstanding
Violent crimes have become one of the
95 the fact that other types of crime such
most pressing concerns for Jamaicans. It as larceny and forgery, have declined. In
has had a negative impact on all spheres Jamaica, however, there was an
95
A violent crime or crime of violence is a crime in which the offender uses or threatens to use violent
force upon the victim. This entails both crimes in which the violent act is the objective, such as
murder, as well as crimes in which violence is the means to an end, such as robbery. Violent crimes
include crimes committed with and without weapons. With the exception of rape, males are the
primary victims of all forms of violent crime.
96
Jamaica: The Road to Sustained Growth, The World Bank, 2003.
97
Harriott, 2002.

National Outcomes
uncharacteristic and significant upsurge have had little or no lasting impact on

in major crimes including robbery, the rate of murders. Operation Kingfish,
breaking and larceny in 2008.98 They launched in 2004, has successfully
increased by 65 per cent, 63 per cent captured a number of major gang leaders
and 225 per cent respectively over 2007. and suspected drug lords, but this has
not yet resulted in major decrease in the
A multitude of measures have been rate of murders. The conclusion is that a
implemented to attempt to arrest the more targeted and intelligence-driven
murder rate in particular. Some of these approach is required.
include: community transformation
interventions; international collaboration Globally, the fear of crime has been
between Jamaica and countries such as heightened by an upsurge in international
the United Kingdom (UK), Colombia and terrorism that now poses a threat to all
the United States of America (USA) to regions of the world. It has brought
reduce the trade in guns and drugs; and severe restrictions which have affected
the development of special programmes the way we travel and cross borders.
such as Crime Stop which has resulted,
inter alia, in the capture of hundreds of Trafficking in Persons has become a
illegal weapons. major international issue that has
affected our nation. Trafficking of human
A plethora of special departments and beings may be regarded as the
operations in the police force such as recruitment, transportation, harbouring,
the Anti-Crime Investigative Detachment or receipt of people for the purpose of
(ACID), established in 1993, and the exploitation.99 It is estimated to be a
Crime Management Unit (CMU) in 2000 US$5 to US$9 billion-a-year global
98
Based on preliminary data from the Statistics Department of the Jamaica Constabulary Force.
99
Exploitation includes forcing people into prostitution or other forms of sexual services, forced labour,
slavery or practices similar to slavery, servitude and the removal of organs.
industry. The USA maintains an A major impediment to effective law
National Outcomes
international watch on Trafficking in enforcement is the delay in dispensing
Persons. Countries are rated on a three justice. Despite ongoing reform and
tier system with one being the best efforts to modernize the justice system,
rating and three being the worst. A US there is a backlog of cases before the
report on Jamaica cites cases of males Courts, resulting among other factors,
and females being coerced into sexual from a shortage of key personnel such as
exploitation and sometimes forced judges, defense lawyers, and prosecutors.
labour as the major infractions Dilapidated structures and absence of
committed in this country. In 2007, appropriate technology for recording,
Jamaica was rated at tier two, an storing and processing information on
improvement on the tier three at which matters before the Court also hinder
the country had been ranked within the the efficiency of operations in the
previous five years. Courts. Inefficiencies in the justice
system reduce the effectiveness of law
The proliferation of international enforcement agencies such as the
criminal networks and the international Jamaica Constabulary Force.
drugs trade are two other global
concerns. These issues have threatened These inefficiencies also contribute to
the security and safety of both the corruption within law enforcement
developing and developed world, with agencies. They create opportunities for
profound impact on Jamaica. individuals to bypass the system through
processes such as bribery of public
Cyber and intellectual property crimes officials. This has contributed to the
are emerging. The growing importance of general perception among the public that
the Internet heightens the relevance of a high level of corruption exists within
this issue. An important response to law enforcement agencies. The Justice
these issues is the modernization of our Sector Reform process is expected to
laws. Vision 2030 Jamaica will modernize contribute to the elimination of these
our law enforcement and legislative shortcomings.
framework to respond appropriately to
these challenges.
Chart 5.1: Murder Rate per 100,000 2000 - 2008
Figure 12: Murder Rate per 100,000 from 2000-2008
70
52.5
Series1
Rate per 100,000

35
2000
2001
2002
2003
2004 17.5
National Outcomes
2005
Years 2006
2007 0
2008
Issues and Challenges the number of females murdered has

been increasing. In 2007, the number was
High Murder Rate 147; it rose to 164 in 2008.
While Jamaica’s total crime rate declined
over the last ten years, violent crimes In contrast to the trends in murder, the
have been increasing at a disconcerting general crime rate has been steadily
rate. The murder rate, in particular, has declining. In 1996, the rate was 2,256
almost doubled in every decade since offences per 100,000. By 2006, this rate
Independence. In 2000, the country’s had declined to 1,074. However, in 2007,
murder rate was approximately 33 per the rate rose to1,244 and preliminary
100,000 persons. By 2008, it had risen indications are that it rose further in
(despite fluctuations) to 60 per 2008.101 Nonetheless the earlier trend
100,000,100 among the three highest in clearly focuses the concern on violent
the world. crimes and murder in particular.
This fact has had a crippling effect on the The society has puzzled over the factors
society and has fuelled a strong sense of that have led to the high murder rate. In
victimization and fear of crime in some quarters, poverty and
Jamaica. Although close to 90 per cent of unemployment have been named as the
the murders are committed on males, main causes. However, while links have
100
Jamaica: The Road to Sustained Growth, The World Bank, 2003 and the JCF Statistics Department
(preliminary data for 2008).
101
These data were not available at the time of preparation of this document.
been established between the incidence Dons and Garrison Communities
National Outcomes
of poverty and unemployment and The advent of political “garrisons”104 and
certain types of crimes,102 there is little the attendant rise of the community
or no evidence to support the notion “dons”105 have contributed to the
that the murder rate is the direct result proliferation of community gangs and
of these factors.103 Two main factors that murders. Garrison communities first
have been pinpointed are the ease of arose in the 1960s as outcomes of a
illegally accessing guns and the rise in polarised political culture. This type of
criminal gang networks. polarization resulted in the death of over
800 people during the 1980 General
Guns, Gangs and the Elections. Many of these communities
Transnational Drugs Trade have evolved into havens for criminal
The transnational drugs trade is a factor gangs with the dons operating as leaders
that has been associated with the of criminal networks.
proliferation of gangs and the illegal
movements of guns across borders. The Domestic Violence
drugs–for–guns trade between Haiti and In 2008, approximately 4 per cent of
Jamaica, in particular, has been cited as a murders stemmed from domestic
major component of the operations of disputes. In 2007, the number of
local and international criminal gangs and incidents of domestic violence rose by
the movement of guns into our island. 29 per cent to 9,625 when compared to
Guns and gangs are two factors that 2006. Assault and wounding accounted
have been linked to the high murder for 45.8 and 41.9 per cent respectively of
rate. Over the years 2006, 2007 and the total. Women are the main victims of
2008, the percentage of murders this type of violence. However, anecdotal
reported to have been committed with evidence suggests that there is a higher
guns were 75 per cent, 79 per cent and than reported rate of domestic violence
78 per cent respectively. Over the same against men, as abuse of men by women
period, gang related murders accounted is rarely reported. This type of violence
for 33 per cent, 50 per cent and 46 per points to psychosocial factors such as
cent respectively. Some law enforcement the absence of meaningful family
officials suggest that stemming the relations and an internalised value
movement of drugs between countries system that supports dysfunctional
such as the USA and UK has resulted in behaviour that might be influencing the
increased competition among local gangs society.
over turf to compensate for income lost.
102
Ibid.
103
The fact is that while the rate of poverty has been trending downwards (the 2006 Survey of Living
Conditions (SLC) indicates that poverty has fallen to the lowest level over the last ten years), the
murder rate has been trending in the opposite direction. This and other factors suggest that
addressing poverty and unemployment, though essential, will not necessarily result in significant
reductions in the murder rate.
104
A Garrison community may be regarded as “a veritable fortress completely controlled by elements in
a political party” Balls, Patricia. Garrisons and Corruption, 2007.
105
The term “dons” refers to some leaders in Garrison and other communities suspected to be heads
of criminal networks.
Sexual Violence murders in any rural parish was 3 per

The number of cases of rape and carnal cent. This pattern, notwithstanding
abuse reported have been increasing. fluctuations in the actual percentages, has
Rape as defined by the law may only be been sustained between 2006 and 2008.
committed on females. Thus, in all These statistics suggest the need for a
recorded cases of rape and carnal abuse, community-based approach in the
females are the victims, the majority of analysis of and response to these crimes.
whom are girls. Sexual abuse of males is
not uncommon but is less reported and High Percentage of Youth
recorded as buggery or indecent assault. Involvement
Boys are the main victims. There is an age dimension to the
commission of crimes.Youth are the
Violence against Children largest subgroup (15-24 years) involved
There is reason for concern about as both the primary victims and
increases in the number of children that perpetrators of violent crimes and
are being murdered. In 2006, the number murder in particular. The obvious
was 65. By 2008, it had risen by conclusion is that an age dimension to
approximately 46 per cent to 94. the analysis and treatment of these
Violence in general and occasional crimes is very important.
National Outcomes
incidents of murder has been affecting

our schools. Many of these acts of High Percentage of Males in
violence including incidents of murder Criminality
are being committed by other children. There is marked differentiation between
This has prompted the Ministry of male and female involvement in criminal
Education to implement special security acts both as victims and perpetrators.
arrangements, in schools. It also points Over the period 2002 to 2006, the ratio
to the need to strengthen measures to of males to females who committed
address the psychosocial needs of our major crimes was 98:2. The trend
children. continued into 2008. While the
differences between males and females
Geographical Distribution of Violence were less marked, men were also far
Another dimension to the problem of more frequently the victims of major
violent crime is the distinctive pattern in crimes. In 2007, 65.6 per cent of victims
the geographical distribution of murders. were males compared with 35.4 per cent
A higher proportion of murders are females. In 2008, the degree of
committed in urban areas as opposed to differentiation was similar – 62 per cent
rural areas. In 2008, 58 per cent of males compared with 38 per cent
murders were committed in the females. When rape and carnal abuse are
metropolitan areas of Kingston, St taken from the statistics,106 the degree of
Andrew and St. Catherine. This contrasts differentiation increased to 71 per cent
with 42 per cent for the rest of the males compared with 29 per cent
island. Among rural parishes, St. James females. This clearly points to the need
and Clarendon accounted for 13 per to take a gendered approach to the
cent and 10 per cent respectively while analysis of and fight against crime.
the next highest concentration of
106
Rape and carnal abuse, as defined by the law, may only be committed against females.
Inadequate Institutional Capacity rehabilitation, after-care and counseling
National Outcomes
The institutional capacity for maintaining services for custodial and non-custodial
law and order has been incrementally clients.
improved with: the acquisition of
equipment; new leadership in the JCF; Low Level of Societal Trust in the
infusion of new methodology and Security Forces
technical support from overseas; new The work of the security forces is
and rehabilitated physical infrastructure; hampered by a lack of trust between
training; and recruitment of senior staff themselves and the communities they
to strengthen the policy and research serve. There have been many accusations
capacity of the Ministry of National of police excesses, particularly from
Security. inner city communities. When compared
to international standards there is a
Despite these improvements, the JCF relatively high level of fatalities caused by
and the DCS still operate under police attacks which have not served to
constraints that include: an inadequate strengthen public confidence in the JCF
number of personnel for monitoring and and ISCF. Over the period 2006 to 2008,
policing; poor quality infrastructure, the average number of persons killed
particularly the Adult Correctional annually by the police was approximately
Institutions and police stations in rural 262. A counterpoint is that, during the
areas; insufficient modern crime-fighting same period, the average number of
equipment and motor vehicles; policemen killed was 14. This has been
insufficient training in modern methods exacerbated by documented cases of
of policing, management of custodial involvement of the security forces in
clients, investigation and crime solving; criminal enterprise and corruption which
the absence of a modern legal have fueled public perception that this is
framework to facilitate effective a widespread characteristic of the
detection and prosecution of offenders; security forces.
and inadequate programmes for
National Strategies It also addresses the varying dimensions

There are many ways to stimulate of crime such as the role of criminal
investment, but improvements in the gangs, the drugs-for-gun trade, dons and
adherence to law and maintenance of border security. Issues such as the
order, in the context of the present and reform, modernization and improvement
long-standing crime problem, will likely of the operational capacity of law
have high payoffs for investment in enforcement agencies are also addressed
Jamaica. Increased national security will under the Plan.
raise two of the three components of
production – capital and total factor While we note that the solution to
productivity. Threshold 21 (T21) Jamaica crime, particularly murder, is complex,
model simulations, to capture the effect there are some areas for primary focus
of investing in improved national security based on the foregoing discussion. The
on capital formation and technological Plan recognizes that the long-term
capacity, produced higher payoffs than solutions require gradual intervention in
equivalent investment in any other area targeted communities that are most
including health, education and vulnerable and among population
infrastructure. National security should segments such as young males. It also
therefore be a priority area for identifies the need for targeting the
National Outcomes
implementation under Vision 2030 guns-for-drugs trade and criminal gangs.

Jamaica. It further recognizes that, in the short
run, the security forces must have the
Vision 2030 Jamaica gives consideration capacity to contain outbreaks of criminal
to the multiplicity of complex issues violence especially in high risk
surrounding national security. It ensures communities. This will be achieved
sensitivity to social and demographic through: training in modern methods;
dimensions such as gender and age and acquisition of modern and effective non-
to the relationships between law lethal equipment for controlling
enforcement agencies and communities. community unrest; the modernization of
National Outcomes
A model simulation was conducted to quantify the effects of shifting public
resources towards national security. Based on the model simulations, the
proportional reallocation of 10 percent of discretionary expenditure to
National Security up to 2030, raises GDP per capita by 33.6 per cent;
shifting that amount entirely from General Services provides a boost of
38.8 per cent – the largest gain from a series of simulations.
the legal framework to facilitate effective financing the strategies. The reform of
policing; adequate numbers of the justice system will complement the
appropriate vehicles; and improved improvements to the security forces.
capacity for investigation and
prosecution of offenders. The Plan will The National Strategies are listed in the
foster greater collaboration between table below. An elaboration on the
civil society, the private sector and the National Strategies and some selected
Government in implementing and sector strategies follow.
Table 16: National Strategies and Responsible Agencies – Security and Safety
----
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5-1 Strengthen the Capacity will improve the working environment

of Communities to and arrangements for law enforcement
officers to the best international
Participate in Creating a
standards and ensure that they operate
Safe and Secure Society under an effective management
Under this strategy,Vision 2030 Jamaica structure, in alignment with a modern
will implement measures to empower model of policing. We will address ethical
communities to become independent of concerns levelled against law
the criminal gang networks and enforcement officers and improve their
participate fully in mainstream society. level of accountability. We recognize that
This will include encouraging greater the appropriate framework needs to be
conformity to the laws and values of the developed to deal with modern crimes
wider society, provision of social and such as cyber and intellectual property
physical infrastructure, training for crimes. Our strategy includes plans for
under-trained and unattached youth, re- acquiring new equipment, building new
socialization, and identification of accommodations and refurbishing some
opportunities for entrepreneurship. existing ones.
Initiatives will facilitate increased positive
ties between communities and law Selected Sector Strategies:
enforcement agencies.
National Outcomes
• Devise and implement an

effective management
Selected Sector Strategies: framework aligned to a modern
• Improve the implementation of model of policing
targeted community interventions • Support the reform of the
• Implement holistic programmes Justice System
focussing on prevention and • Create a comprehensive human
suppression of youth involvement resources development system
in crime to ensure professionalism
• Promote awareness and care for within law enforcement
vulnerable groups agencies
• Establish/strengthen community • Develop a holistic approach to
groups and councils the welfare of law enforcement
• Develop programmes to mobilise officers
and draw on societal support for • Strengthen accountability
safer communities frameworks within law
• Improve community conformity to enforcement agencies
legal requirements • Modernize the approach to
policing activities
5-2 Reform and Modernize • Facilitate a culture of integrity
the Law Enforcement and ethical behaviour with law
System enforcement agencies (JCF, JDF,
Through this strategy Vision 2030 PICA, DCS)
Jamaica will ensure that law enforcement • Improve the quality of services
entities are effective and efficient in the provided by law enforcement
delivery of services and operate at the agencies (JCF, JDF, Department
highest standard of professionalism. We of Customs and PICA)
5-3 Improve the Security of strategy will enhance the level of
National Outcomes
the Border and equipment available to law enforcement
agencies and introduce new approaches
Territorial Waters
that will be more effective in reducing
We recognize that threats to our
crime.
security do not all originate within our
borders. The illegal movement of
narcotics and guns across our borders as
• Increase access to policing services
well as the trafficking of persons and
contraband illustrate this point. Under • Improve communication and
this strategy Vision 2030 Jamaica will information technology
reduce possible external threats of infrastructure
terrorism, the movement of contraband, • Roll out community policing in all
particularly drugs and illegal weapons, communities island-wide
and respond to the illegal movements of • Adequately equip law enforcement
people through Jamaica. By reducing the agencies to deliver a timely
influx of illegal guns and the trade in response (JCF, JDF, PICA, DCS)
drugs, the murder rate is expected to • Reinforce the regulatory
decline. framework for private security
firms
• Strengthen security mechanisms at 5-5 Strengthen the
ports of entry Management,
• Improve institutional capacity to Rehabilitation and
monitor marine and aerial domains
• Ensure a coordinated national
Reintegration of Clients
response to threats of terrorism of Correctional Services
• Advance the regulatory framework Through this strategy,Vision 2030
for non-citizens Jamaica will strengthen the ability of the
• Fortify collaboration with regional Department of Correctional Services
partners and international bodies (DCS) to secure, rehabilitate and
reintegrate its custodial and non-
5-4 Strengthen the Anti- custodial clients. It focuses on
strengthening the institutional
Crime Capability of Law
framework of the DCS, including the
Enforcement Agencies building of new and rehabilitation of
Vision 2030 Jamaica will, through this existing facilities, building the capacity of
strategy, implement measures to personnel in the department, introducing
strengthen the capacity of law modern methods of rehabilitation and
enforcement agencies to effectively increasing community involvement in the
contain crime and reduce the reintegration of former inmates and
opportunities for its occurrence. Our offenders into civil society.
Selected Sector Strategies: • Establish a comprehensive system

• Expand the framework for for the reintegration and
rehabilitation of inmates and rehabilitation of deportees through
offenders partnership between state and non-
• Strengthen the institutional capacity state actors
of the DCS and its partners • Develop an appropriate framework
• Provide suitable alternatives to for human resource development
incarceration for offenders who are within the DCS
mentally ill where appropriate
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National Outcomes
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107
http://en.wikipedia.org/wiki/List_of_countries_by_murder_rate
Chapter 3: National Outcomes | # 6 - Effective Governance
National Outcomes
EFFECTIVE GOVERNANCE
Overview
“Governance is the exercise of power in levels of government, from local to
the economic, political and global.
administrative management of the
country’s resources. Governance In the last half century, Jamaica has
comprises the traditions, institutions and developed a better understanding of
processes that determine how power is what good governance is and its
shared and exercised, how decisions are importance to sustainable development.
made and how authority responds on We continue to make strides towards
issues of public concern.”108 improving the face of governance. Many
of these initiatives and programmes are
“
being led by the Government and
“Effective (good) governance include the active participation of the
. . . requires a capable private sector and civil society. Examples
democratic state as well as a include:
vigorous civil society and an • Reform of the Public Sector as
innovative private sector. It is reflected in White Paper 56/2002
not an event but a process. It “Government at Your Service:
is the product of deliberate Public Sector Modernization Vision
policy choices which and Strategy 2002 – 2012,”
countries make in managing improving among other things, the
themselves and creating a delivery of services in public sector
vision for the future” institutions, and the accountability
framework of these institutions
Sidiropoulos, Elizabeth (ed). 2005. • Improved transparency in the public
“Editor’s Note, Public Sector Governance –
Singapore and the Czech Republic” In The service and access to information
South African Institute of International facilitated by the Access to
Affairs, Global Best Information Act
”
Practice Report No. 4.
• Modernization of Jamaica’s Justice
System
The principles of governance applies to • Establishment of the framework for
the Government and also the private Local Government Reform
sector and citizens’ organizations. It goes • The development and
beyond the issues of institutions and implementation of a Local
forms of government to encompass the Sustainable Development Planning
social coordination mechanisms that Framework
contribute to political action. It looks at • The development and
the decision-making process in all implementation of the Medium-
political and social bodies (states, Term Socio-Economic policy
businesses, local communities, non- Framework
governmental organizations) and at all
108
Government at your Service - Public Sector Modernization Vision and Strategy 2002-2012. Cabinet
Office, GOJ.
While we have formal institutions, a well- Issues and Challenges

established parliamentary democracy
and a relatively strong and competent Government Effectiveness
civil service, these have not resolved the Government effectiveness in the
many governance challenges that we Jamaican context is of utmost
face. importance as it is tied to several issues
such as rule of law and corruption which
Vision 2030 Jamaica proposes a have direct consequences for
strengthening of the current model of governance. Our citizens are now
governance to overcome the various demanding and expecting public
challenges that cut across our country’s institutions to deliver on their promises
developmental spheres. The Plan and objectives, in an efficient, customer
recognizes the following as fundamental friendly manner. Although the Jamaican
to the development of our society: public sector has many abilities it lacks
strong and accountable institutions; some critical capacities, as evidenced by
political commitment to effective weak systems and processes within its
management of the State; transparency in management and administrative
government; a justice system that is structures.109 Another area of weakness
accessible and fair; equity; and tolerance is the capacity of the Government to
National Outcomes
and respect for human rights and draft and enact legislation in a timely
freedoms. manner. Government continues to deal
with these areas of concern about
Other key areas of focus of this National government effectiveness through the
Plan include engaging in constitutional reform programme underway for the
reform, reform of the justice system, public sector. The current public sector
modernization of the public sector, and a reform programme details plans to re-
vibrant civil society that balances the affirm the values of public service,
power of the Government and holds it stressing integrity, objectivity and
accountable for delivering better accountability. Another aim of the reform
services and improving the well-being of process is to secure improvement in the
all. The Plan also presents a framework public sector through the establishment
for the achievement of social of a performance culture.
transformation through a new paradigm
of local governance which will give Whilst progress has undoubtedly been
communities greater scope for their self- made, it is neither fast nor
management and enable them to actively comprehensive enough to enable the
participate in policy decisions at the Government to cope with the challenges
national level. The strategies articulated of the modern era, such as the newest
will enable us to achieve the average wave of globalization, reducing the fiscal
score of the top 15 HDI countries in our deficit and meeting the rising
governance indicators by 2030. expectations of the society for better
services from the State. Tied to
109
Jones (2008).
government effectiveness are the quality institutions needs to be strengthened to
National Outcomes
of public institutions and the efficiency of improve effectiveness, and to ensure that
their operations. Excessive bureaucracy working arrangements are open and
and red tape, over-regulation, corruption, transparent.
dishonesty in managing government
contracts, and lack of transparency and There is need for stronger corporate
accountability impose excessive governance frameworks within public
economic costs to business, slow down sector institutions as well as
the process of economic development, strengthening of the anti-corruption and
and affect our country’s competitiveness ethics mechanisms. The need is
and growth.110 highlighted by the 3.3 out of 10 score for
Jamaica in the latest Transparency
The experience of our citizens with International Corruption Perception
Government services, as elaborated in Index (2008 Report). A score of 10
National Strategy 8-1, is a key indicator indicates that a country is highly “clean”,
of the quality of governance. There is a while a score of 0 indicates that it is
perception by the public that some highly corrupt. This latest score has
public sector institutions are not ranked Jamaica 84th among the 179
effectively carrying out their stated countries surveyed.
functions/mandates. A frequent theme
emerging from reviews of the functions Issues related to the perception of
of a range of different organizations with corruption caused the Government to
limited resources in the public sector is place greater focus on the transparency
the difficulty in dealing with large and accountability of public bodies,
numbers of clients. This scenario through Ministry Paper 56/ 2002 -
produces frustration for citizens due to ‘Government at Your Service’ – as part of
long lines and multiple visits to public overall public sector reform, and through
offices to obtain goods and services, a number of bills including the Public
often coupled with poor treatment by Bodies Management and Accountability
public officials. Public officials, de- Act (2001), the Corruption Prevention
motivated by the difficulties, often Act (2002), the Financial Audit and
provide sub-standard customer service. Administration Act (2002), the
Contractor General’s Act (1983) and the
Weak Accountability Mechanisms in Access to Information Act (2002).
Government
There are over 165 active public bodies An Inefficient Justice System
in Jamaica comprising statutory agencies Jamaica enjoys very strong judicial
and authorities as well as Government- traditions. The many challenges to
owned companies, which collectively maintaining these strong traditions
represent an important subset of the inlclude:
public sector and are integral to the • increasing demands on often over-
development and implementation of a stretched resources
number of key policy objectives. The • outdated technology
accountability framework across these • infrastructural inadequacies
110
GCI Report 2007-2008.
These and other challenges lead to the justice system. Some Jamaicans
lengthy delays in disposing of cases, and perceive the legal system and the lawyers
diminishing confidence in the rule of law and judges who administer the system as
and a rise in dangerous social practices hindrances to the operation of a fair and
such as vigilantism, street justice and just society rather than an essential
human rights abuses. component of the society.
There are increasing demands on our The Government began implementing

justice system in Jamaica as a result of changes to improve the performance in
changing social, technological and the administration of justice through the
economic conditions. The fragmentation Jamaica Justice System Reform Project.
of some communities, lack of social and However, it will take time to restore full
economic progress and the sharp rise in trust in public institutions and public
violent crimes are major factors officials that dispense justice.
contributing to inordinate pressure on
STRENGTHS OF THE JAMAICA WEAKNESSES OF THE JAMAICA

JUSTICE SYSTEM JUSTICE SYSTEM
National Outcomes
1. High levels of confidence in the 1. Delays in disposing of cases

integrity and commitment of resulting in backlogs
the judiciary 2. Poor infrastructure – decayed
2. Integration of mediation into courthouses
both criminal and civil cases 3. Inconsistent enforcement of
3. Availability of legal aid for laws and legal processes
criminal cases 4. Inadequate emphasis placed on
4. Existence of specialized courts human rights and adherence to
5. Institutional commitment and international treaties
advocacy for reform 5. Complex and inflexible court
procedures
6. Outdated and inefficient
practices and procedures
National Outcomes
Rule of law and public freedoms are primarily provided by State
institutions and, more specifically, relate to:
• the justice system which is responsible for interpreting the law, and
penal institutions;
• the police, responsible for enforcing the law while respecting individual
and collective rights;
• parliamentary assemblies;
• high courts;
• institutions responsible for promoting and safeguarding human rights,
which ensure that democracy takes root and that there is ownership of
human rights values;
• various institutions such as mediators (ombudsmen), bar associations,
contracts commissions.
Rule of Law
A strong rule of law regime is essential Perception of Corruption
for sustainable economic development; it In Jamaica, ‘corruption, in perception and
can contribute positively to increases in reality’ has grown to become a major
foreign investments and improved social popular concern and public policy issue.
indicators, such as lower infant mortality Jamaica’s Corruption Perception Index
and higher literacy. The rule of law as a (CPI) Score has been consistently low
concept, comprises several instrumental and, in 2008 fell into the group of
features that work together to create countries identified as highly corrupt
this rule of law. Each Jamaican citizen is (84th out of 179 countries with a score
subject to the ‘rule of law’; the law of the of 3.3 out of 10).111 This perception of
land is supreme and all people are equal corruption is further compounded by
before the law. The rule of law in Jamaica what is considered the failure of
is threatened by the following: authorities to adequately punish public
• Slow pace of development of officials and members of the security
appropriate forces who are identified as being
guidelines/laws/procedures for involved in acts of corruption. The hopes
adherence to effective governance of strengthening democracy in Jamaica
principles rest with substantial reduction of
• Outdated legislation corruption, which the public ranks as
• Lack of resources to monitor and one of the top problems facing the
enforce the implementation of laws, nation (Munroe, 2000:14).
policies etc.
• Escalating crime and violence
• Persistence of garrison
communities
111
Jamaica 2015. National Progress Report 2004-2006 on Jamaica’s Social Policy Goals.
Infringement on and Lack of Respect Low Levels of Citizen Participation in

for Human Rights and Freedoms Governance Structures
The infringement on and lack of respect Citizen participation in governance has
for human rights and freedoms is always been a driving force for change. In
evidenced by issues such as child Jamaica, citizen participation in
prostitution, trafficking in persons,112 and governance issues is low due to:
police excesses. There has been • Narrowly defined mechanisms for
increasing violence against women and citizen participation in decision-
children since 2003. The Government has making processes
been chided by the citizenry for its poor • Lack of internal capacity of some
record in dealing with sexual violence NGOs/CBOs to effectively facilitate
against women and children. The justice community participation
system also has been criticized for the • Low voter turnout at national and
prejudicial/discriminatory way in which it local government elections
deals with sexual violence, which is the
second leading cause of injury to Gender Inequality and Inequity
Jamaican women. Additionally, the Women and men are differentiated in
International Organization for Migration the way that they are positioned in
(IOM) states that Jamaica is a source for society and in the way that they are
National Outcomes
women and children trafficked for affected by various situations and

purposes of sexual exploitation and experiences. For example, there are
labour, while the International Labour differences in their life expectancy and in
Organization (ILO) estimates that the way that illnesses affect them. While
several hundred minors from here are women live longer than men, they suffer
involved in child labour and the sex from more illnesses than men in their
trade. older years. Additionally, males are the
main victims and perpetrators of crimes,
Citizens have also cited the abuse of particularly violent crimes. Females are
power by members of the Police Force the main victims of gender-based
and lack of Police accountability as an violence, including rape and carnal abuse.
infringement on their rights.
Despite progress made in fostering
gender equity in our society, inequities
persist in the positioning of men and
women. This is particularly evident in
areas such as the education system and
politics. Women are better represented
at the higher levels of the education
system. At the tertiary level, they exceed
men by a margin of two to one and
Photograph by Warren Hutchinson
outperform males at the secondary level.

With respect to political power and
leadership, they fare worse than males.
Some 13 per cent of Members of
112
See also National Outcome #5.
Parliament are female; and of the three in Constitutional Reform
National Outcomes
the governing party, one is a Cabinet The process of constitutional reform
member. Representation of females at dates back to 1991. The Constitution
the Local Government level and in the sets out the rules regarding the
Upper House of Parliament is somewhat executive, the legislature, the judicature
better but still far below the level of and the public service. It contains
males. provisions relating to Jamaican
citizenship and to the fundamental rights
In the labour market, women are under- and freedoms of the individual. Our
represented and lag behind men in their Constitution is not legally rooted in any
rate of employment. The rates of Act on the part of the Jamaican people
unemployment in 2007 were 6.2 per but in a statute of the United Kingdom
cent for men compared with 14.5 per Parliament – The Jamaica Independence
cent for women. Act. The process of constitutional reform
will consider a number of issues
The foregoing demonstrates the including: the change from a
importance of taking a gendered constitutional monarchy to a republic;
approach to fostering equity in the the replacement of the Judicial
society and in pursuing the development Committee of the Privy Council as the
of our country. The framework for the final court of appeal; the revision of
development and implementation of Chapter 3 of the Constitution dealing
policies, programmes and plans must be with fundamental rights and freedoms;
guided by an awareness of gender and separation of powers.
differentials.
National Strategies embodies participation, transparency,

The following Table identifies the accountability, efficiency and promotion
National Strategies that will take Jamaica of the rule of law in our country.
onto the path of good governance. These
strategies are designed to reflect the The National Strategies, an elaboration
important roles civil society, the private of each and some selected sector
sector and the State collectively have to strategies are listed below.
play to achieve governance that
Table 18: National Strategies and Responsible Agencies - Effective Governance

----
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National Outcomes
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6-1 Strengthen the Process • Mainstreaming gender in all aspects
National Outcomes
of Citizen Participation of local and community governance
and empowering marginalized or
in Governance
underserved groups
Throughout the world, there is a
movement towards greater
The process of citizen participation in
decentralization and the deepening and
governance must respond to the current
broadening of the democratic process.
realities and emerging trends of the
Decentralization and local governance
twenty-first century society. This
are recognized as basic components of
National Strategy proposes a model by
democratic governance, providing the
which democracy, participation and
enabling environment in which decision-
accountability at the local level are to be
making and service delivery can be
pursued.
brought closer to all citizens.
The formal parliamentary system allows
• Give constitutional recognition and
for citizens’ input and engagement
protection to the Local
through Parliamentary Committees, and
Government System
our process of Local Government
• Fully implement Local Government
Reform presents a new approach to
Reform
governance. This new approach will
• Create a platform to improve the
empower our citizens and communities
effectiveness of the people’s
to have a say in the management of their
representatives
own affairs and in national policy and
• Effectively infuse participatory
decision-making processes that affect
processes in Government, the
their quality of life and life chances.Vision
national policy framework, and
2030 Jamaica responds and builds on this
investment processes
approach by:
• Strengthen the capacity of local
• Utilizing and fully recognizing the
organizations/bodies (PDCs, DAC,
Parish Development Committee
CDCs) to facilitate citizen
(PDC) Model as a mechanism for
participation in decision-making
effecting local governance. This
processes
Model features Development Area
• Create frameworks to ensure that
Committees (DACs) and
public information is accurate and
Community Development
accessible to all to enable citizens’
Committees (CDCs) as a means of
participation
facilitating participatory local
• Institutionalize a culture of
governance for sustainable
openness and accountability
development. It empowers
communities and civil society and
forges real partnerships between
central Government and all
stakeholders
6-2 Reform the Justice • Enhance the administration systems

System113 in the Courts
The system of justice is a generic • Facilitate the legal representation of
platform on which all other sectors of the rights of citizens
the society depend and build. An inability • Increase the level of professionalism
to secure and sustain justice has of all officers in the justice system
implications for the strength of a
country’s democracy. An efficient justice 6-3 Ensure Tolerance and
system sustains the society and facilitates Respect for Human
its peaceful evolution. The rule of law and Rights and Freedoms
the effective functioning of the Courts Chapter III of the Jamaican Constitution
and other parts of the justice system outlines the fundamental rights and
underwrite the wealth and prosperity of freedoms of our citizens and bears
Jamaica by providing the legal certainty, substantial similarity to provisions on
clarity and predictability which are some civil and political rights listed in the
of the essential pre-conditions of Universal Declaration on Human Rights,
successful investment, commerce and and given legal force and effect in the
finance. International Covenant on Civil and
Political Rights (ICCPR). Some of these
National Outcomes
Vision 2030 Jamaica will provide a justice provisions include the right to life,
system that is available, accessible, freedom from inhumane and cruel
accountable, affordable, flexible and fair. conditions, the rights to health,
This strategy will facilitate increasing the education and work. Although the more
size and capacity of the judiciary, improve aspirational provisions of human rights
the technology for timely disposal of law contained in the economic and social
cases, strengthen the Court system and rights set out in the Universal
rehabilitate the existing infrastructure. Declaration on Human Rights and in the
Emphasis will also be placed on International Covenant on Economic,
rebuilding trust in the justice system by Social and Cultural Rights (ICESCR) have
building the capacity of public officers not been given constitutional status in
responsible for dispensing and Jamaica, they have served as broad
administering justice and facilitating a indicators for social and economic policy
knowledge culture within the system. in the domestic sphere.
Selected Sector Strategies: The State has generally followed policies

• Provide timely justice to encourage designed to show deference to the main
early resolution of matters at civil and political rights, and to encourage
reasonable cost human development through policies
• Present a high standard of justice to meant to increase access to and
promote transparent administration availability of health care and educational
of the law services, and improve employment
• Provide a physical environment that opportunities. In the case of the right to
facilitates the efficient life and freedom from inhumane and
administration of justice degrading treatment, there are some
113
Information taken from the Jamaica Justice System Task Force Report, 2007.
noted weaknesses in the performance of define the form of Government for
National Outcomes
the State (for example, the level of police Jamaica’s future.
killings and the degrading conditions in
some of the island’s correctional Selected Sector Strategies:
facilities).Vision 2030 Jamaica defines a • Amend the Constitution to ensure
framework to improve our performance full sovereignty in the executive and
level concerning human rights. The Plan judicial branches of government and
effectively addresses issues such as: to reflect the current realities of
human trafficking; preserving the rights our society
of the child; violence against women and • Prepare guidelines with appropriate
children; and equity for disadvantaged sanctions, on the roles and
groups. responsibilities of members of the
Houses of Parliament to ensure
Selected Sector Strategies: effectiveness and accountability
• Strengthen the culture within the
legal profession to respect human 6-5 Strengthen Public
rights Institutions to Deliver
• Entrench a new Charter of Rights
Efficient and Effective
in the Constitution that guarantees
the fundamental rights of every Public Goods and
Jamaican citizen Services
• Create a platform for dispute- This national strategy will address three
resolution procedures across all main areas of public sector governance,
spheres of the society namely:
• Build capacity across the society to • Government effectiveness
facilitate respect for diversity and • Regulatory Quality
privacy towards creating an • Equity in the distribution of goods
atmosphere of tolerance and services
• Incorporate human rights issues
into all national policies The environment in which the public
• Align development programmes service now operates has changed over
with human rights commitments the past several decades. Clients of the
expressed in international treaties, public service are now more informed
national constitution and legislation and educated and have higher
expectations for the quality, efficiency
6-4 Engage in Constitutional and effectiveness of public services
delivered. The Government has long
Reform
recognized this, and that an efficient
Engaging in Constitutional Reform at this
public service is important to the
time in our country’s history will begin
development of the country.
the process of removing from the
Constitution the last remaining vestiges
Vision 2030 Jamaica will initiate the
of colonial status as befits the modern
transformation of Jamaica’s public sector
Jamaican society.Vision 2030 Jamaica will
to one that is efficient, productive,
implement the reform process that will
transparent and accountable and takes
lead to full sovereignty in the executive
into account the needs and interests of
and judicial branches of government. The
all citizens. This will be achieved through
process of constitutional reform will
the development of policies, regulations
and procedures that are transparent and • Build capacity of public sector
easy to understand and which will entities to effectively implement
reduce the propensity of public officials stated mandates
to engage in corruption. We will establish • Strengthen corruption prevention
mechanisms to build the capacity of an authorities
already well educated public service • Build openness and accountability
towards improving productivity. into practices and organizational
Frameworks will be created for building principles
social capital and partnerships to • Proliferate and promote the
positively impact good public sector delivery of first-class, easily
governance and promote equity in the accessible and secure e-government
distribution of and access to public services
goods and services. • Build an ethical framework to
diminish both the practice and
Emphasis will be placed on increasing the perception of corruption
use of technology to improve the quality • Ensure access by all to fair
of citizens’ experience with Government treatment in the distribution of
agencies, making services faster, more goods and services
convenient and user-friendly and with • Develop transformational
National Outcomes
more accessible information, while leadership in public officials

lowering transaction costs.114 Tied to this • Effectively infuse participatory
is the need to improve regulatory quality processes in Government business,
to create an environment conducive to national policy framework,
the efficient operation of the public investment processes
sector and businesses and provide much • Harmonize ICT infrastructure and
needed protection for vulnerable groups. systems across the public sector
• Proliferate and promote the
Selected Sector Strategies: delivery of first-class, easily
• Foster world-class customer accessible and secure e-government
service and professionalism in all services
public institutions • Strengthen the capacity of local
• Create mechanisms for efficient organizations/bodies
and effective delivery of services
• Strengthen the capacity for the 6-6 Foster Equity in all
drafting and promulgation of Spheres of the Society
legislation including building the Vision 2030 Jamaica recognizes the
capacity at the Office of the importance of gender in the promotion
Parliamentary Counsel of equity in the society. The differentiated
• Create an efficient and effective experiences of men and women and
regulatory environment that is impacts of these experiences, make it
responsive to change and dynamic essential that we develop and implement
• Review and update legislative policies, programmes and plans that are
framework including repeal and guided by an awareness of the
revision of outdated laws where differences between genders. This
applicable strategy seeks to ensure that gender
114
Jamaica Social Policy Evaluation Project, Status Report 2006
related inequalities in the society and the 6-7 Strengthen
National Outcomes
imbalances that result are corrected and Accountability and
mitigated as far as possible.
Transparency
We will ensure equity in the various Mechanisms
spheres of our society including our Governments worldwide are moving
institutional structures and policies, towards openness, transparency and
focussing on areas such as our politics accountability. Globally, the move to
and labour market where gender openness is supported by statements
inequalities are prominent. We also will aimed at ensuring universal and equitable
ensure that, in the delivery of services in access to information as a basic human
areas such as health, recognition will be right. Accountability represents an
given to differences in the approach to increasingly important element of the
health that men and women take and work of Government as it monitors the
that equal respect is given to each actions of public officials and civil
gender. servants in order to promote
transparency and encourage high quality
Selected Sector Strategies: performance.115
• Create a psychological and
structural environment that Our citizens and regulators are calling
facilitates equal access for for higher levels of transparency and
employment by both sexes, accountability.Vision 2030 Jamaica will
including vulnerable groups strengthen accountability and
• Ensure that health services transparency mechanisms by ensuring
especially in rural areas caters to that: our resources are managed
health care needs of both men and efficiently and effectively in order to
women deliver high quality public services;
• Develop a multi-sectoral and citizens are involved in the decision-
integrated plan to transform making process of government; and
structural barriers which impede those who are assigned responsibility for
greater involvement by women and making the decisions are held
the youth in representational accountable for their actions. New
politics and private and public measures to be introduced to control
sector decision-making entities corruption include:116
• Develop a protocol to promote • Imposition of criminal sanctions for
gender equality in all levels and breaches of the rules governing the
stages of the electoral process award of Government contracts
• Establishment of a Special
Prosecutor to investigate and
prosecute persons involved in
corruption
115
From www.cabinet.gov.jm.
• Enactment of legislation for the Selected Sector Strategies:

impeachment and removal from • Build into practices and
office of public officials guilty of organizational principles openness
misconduct, corruption, abuse of and accountability
authority or betrayal of public trust • Build an ethical framework to
• Introduction of whistleblower diminish both the practice and
legislation to protect persons who perception of corruption
provide information on wrongdoing • Facilitate access to information at
on the part of public officials all levels of the citizenry
• Revision of the libel and slander law • Introduce participatory budgeting
to ensure that it cannot be used as to heighten citizens’ participation
a firewall to protect wrongdoers and accountability for the alignment
of priorities with budgetary
allocations
• Institutionalize a culture of
openness and accountability in
institutions and among citizens
National Outcomes
Public launch - Plan preparation process
116
Taken from inaugural address by the Honourable Bruce Golding at the swearing-in ceremony as
Prime Minister of Jamaica, September 11, 2007 at King's House.
National Outcomes
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Goal 3: Jamaica’s Economy is Prosperous
Strong
Economic
Infrastructure
Internationally
Competitive An Enabling
Industry Business
Structures Environment
National Outcomes
Jamaica’s
Economy
is
Prosperous
Energy A
Security Technology-
and Enabled
Efficiency Society
A
Stable
Macroeconomy
Chapter 3: National Outcomes | # 7 - A Stable Macroeconomy
National Outcomes
A STABLE
MACROECONOMY
Overview
Economic development benefits from The following aspects of the
stable and predictable macroeconomic macroeconomy are addressed below:
conditions which include relatively low • Fiscal and Debt Sustainability
levels of inflation, a stable exchange rate • Tax Reform
and sustainable fiscal balances. A stable • Financial System Stability
macroeconomy reduces risk and • Price Stability
uncertainty in decision-making by
economic actors. Jamaica has significant Fiscal and Debt Sustainability
macroeconomic challenges that Sustainable fiscal and debt policies enable
constrain its economic prospects. These governments to finance the provision of
adequate levels of public goods and
“
services over the long term without
A stable macroeconomy
adversely affecting the availability of
reduces risk and
uncertainty in decision- resources to fuel private sector growth.
making by economic Jamaica had a history of deficit financing
actors… Jamaica… will as a feature of fiscal policy during the
address these challenges to decades of the 1970s and 1980s.
create macroeconomic However, the Government produced
conditions for high and small fiscal surpluses from 1989 to
sustained growth in the 1995,117 before the financial sector crisis
standard of living of our of 1995 to 1997 forced a return to fiscal
people. deficits to help meet the costs of
”
Government intervention.118 While the
Government has successfully generated
primary surpluses in recent years,119
include levels of public debt that are fiscal deficits have continued,
among the highest in the world, representing 4.6 per cent of GDP for
persistent fiscal deficits, and a tax system 2007/08. Persistent high fiscal deficits are
that is complex and cumbersome. Under a source of macroeconomic instability,
Vision 2030 Jamaica, we must and will generating inflationary pressures and
address these challenges to create the raising uncertainties about future levels
macroeconomic conditions for high and of Government taxation and borrowing.
sustained growth in the standard of living
of our people.
117
Fiscal surpluses averaged 3.0% of GDP from 1989/1990 – 1995/1996 (PIOJ/Ministry of Finance and
Planning).
118
It has been estimated that the cost of restructuring the financial sector was equivalent to 40% of
GDP (IMF 2006).
119
The primary budget surplus of a government is the surplus before interest payments on its
outstanding debt. Jamaica recorded a primary surplus of 6.5% for 2007/08.
11,250
Jamaica - Public Debt 1980 - 2008
Figure 14: Jamaica - Public Debt 1980 - 2008
US$M
7,500
15,000
11,250
3,750
US$M
7,500
0
3,750
1988 1990 1992 1994 1996 1998 2000 2002 2004 2006 2008
0
1980 1982 1984 1986 1988 1990 1992 1994 1996 1998 2000 2002 2004 2006 2008
Year
Source: Ministry of Finance
Year
Source: Ministry of Finance
Domestic Debt (US$M) @ end-of-yearDomestic
exchange rate !"#$%&'()*+*,-$.("/(0*+1+%&(1+2
Debt (US$M) @ end-of-year exchange rate
-3&(4#56*%(!&$7*%&
External Debt (US$M) External Debt (US$M)
The public debt has become a dominant registered stock and treasury bills. The
National Outcomes
factor in our country’s macroeconomy internal debt presently accounts for 54

over the past two decades. The total per cent of the total debt (2008) while
public debt reached a peak of 212 per the external debt accounts for 46 per
cent of GDP in 1984 and then declined cent.
relative to the overall economy to a low
of 80 per cent in 1996, but increased The long-term economic development of
dramatically in both absolute and relative Jamaica will benefit from sustainable
terms in subsequent years as a reduction in the relative level of the
consequence of the Government’s public debt. The national debt impacts
intervention to resolve the financial Jamaica’s prospects for economic
sector crisis. development in many ways. Firstly and
most simply, debt service payments
Our country’s public debt had risen to a reduce the funds available to the
total of $1,119.4 billion (US$13.9 billion) Government to address development
in current dollars by the end of 2008, challenges in areas such as education,
representing 106.9 per cent of GDP, one security, health and infrastructure,
of the highest debt ratios in the world, affecting both recurrent and capital
and a per capita debt of over expenditure. Debt service payments
US$5,000.120 Two trends have accounted for 54 per cent of the total
characterized the structure of Jamaica’s Government budget for the fiscal year
public debt: increased reliance on 2007/2008, compared to 12 per cent for
borrowing from private creditors education, 7 per cent for national
(primarily commercial banks and bond security and 5 per cent for health. All
markets); and the relative increase in the other sectors combined received 22 per
internal debt, consisting primarily of local cent of the budget.
120
The debt to GDP ratio for 2008 reflects the rebasing of GDP by the Statistical Institute of Jamaica in
2008 to conform with the United Nations System of National Accounts (1993). This had the effect of
increasing the measure of GDP in nominal terms.
The debt also forces the Government to economic growth in 2009 is projected to
National Outcomes
raise capital at unprecedented levels to fall to its lowest level in more than half a
finance its budget, leading to the century.122 The fiscal impact on Jamaica
“crowding out” of the private sector in may include: reduced flows of direct
accessing resources in the local capital investment, export earnings and tax
market to finance investment in revenues; difficulties in sourcing financing
productive ventures. Higher debt service from global capital markets; and reduced
payments also contribute to fiscal funds available for spending on social
deficits. Moreover, cross-country analysis services.
indicates a significant and negative
relationship between total public debt High Public Wage Bill
and productivity growth, whereby higher The Government has consistently
levels of public debt reduce the ability of generated primary surpluses in recent
countries to achieve positive economic years, through expansion of revenue and
growth.121 compression of non-debt expenditure.
However the Government’s ability to
Issues and Challenges increase its primary surplus is
constrained by the need for expenditure
Global Economic Conditions on social programmes and the high
Jamaica’s efforts to achieve fiscal and public sector wage bill which
debt sustainability have been made more represented 64 per cent of annual non-
challenging by the onset of a global debt recurrent budgeted expenditure in
economic downturn in 2007. World 2007/08.123
121
See World Bank (2003) and International Monetary Fund (2006a).
122
World Economic Outlook Update (IMF, January 2009) projects global growth of only 0.5% in 2009.
123
The three largest areas of public sector wage expenditure are national security, education and health.
Loss-Making Public Entities Tax Reform

Another source of pressure on fiscal Extensive studies of Jamaica’s tax
expenditure is the cost of loss-making system125 have suggested the need for
public bodies, including Air Jamaica, the far-reaching changes to facilitate faster
Jamaica Urban Transit Company (JUTC), and more broad-based economic
and the Sugar Company of Jamaica growth. The reformed tax code should
(SCJ).124 be simple, transparent, efficient,
predictable and equitable.
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The Report of the Jamaica Tax Reform Committee (2004), which drew on
previous studies of Jamaica’s tax system, made a number of
recommendations for tax reform including:
• Increasing the General Consumption Tax (GCT) rate (Jamaica’s value-

added tax)
• Unification of GCT rates and elimination of special exemptions on
certain categories of goods
• Reform of property taxes
• Elimination of stamp duty and reduction in transfer tax
• Increase and indexation of individual income tax threshold
• Elimination of education and HEART taxes
• Harmonization of corporate income tax and personal income tax rates
• Simplification of payroll taxes
• Commissioning of an independent study on the costs and benefits of
incentives to the productive sectors
124
The estimated losses of the JUTC and SCJ in 2006/2007 totaled $2.2 billion, while the projected
losses of Air Jamaica for 2007 were US$63.8 million (Jamaica Public Bodies Estimates of Revenue and
Expenditure 2007/2008).
125
See Bahl and Wallace (2004 and 2007).
Jamaica has undertaken some reforms of 414 hours each year in Jamaica,
National Outcomes
its system of taxation in recent years to compared to only 76 hours per year in
broaden the tax base, improve tax Ireland and 61 hours in St. Lucia.
collection, control tax evasion, and
facilitate voluntary compliance. Reforms Effects of Incentives System
since 1991 include: introduction of the Jamaica possesses a multiplicity of
General Consumption Tax (GCT), incentives, many of which have
taxpayer registration number (TRN) and accumulated over more than half a
tax compliance certificate (TCC) system; century. Typically the incentives provide
removal of taxation on dividends; relief from income tax on earnings,
improvement of tax collection facilities; capital allowances, as well as concessions
and introduction of electronic and online on import taxes and duties to eligible
payment of taxes. enterprises for up to fifteen years. Some
incentives are specific to particular
Issues and Challenges sectors and industries such as
agriculture, manufacturing and tourism.
Complexity of Tax System
Our tax system has evolved over many An argument made in favour of
decades, and has become increasingly incentives is that Jamaica competes with
complex and cumbersome. The most other countries that offer incentives in
recent global assessment indicates that, seeking to attract investment. However
despite reforms, Jamaica has one of the some studies have suggested that
worst tax systems in the world, ranking incentives may distort the allocation of
173rd out of 181 countries in the overall resources, discriminate against small and
ease of paying taxes, 175th in the number labour-intensive firms, reduce
of required annual tax payments, 148th in government revenue, create lasting
the time required to pay taxes, and 133rd inequities in the tax burden across
in the total tax rate.126 For example, tax sectors and firms, and encourage
compliance for a typical company is informality in the business sector.127
estimated on average to take a total of
126
PricewaterhouseCoopers and the World Bank Group, Paying Taxes 2009 (2008).
127
See for example, Enterprise Research Institute, Jamaica - A Private Sector Assessment (Kingston: IDB,
2005).
Jamaica - Ranking of Tax System 2009

St. Lucia
Figure 15: Jamaica - Ranking of Tax System 2009
Jamaica
Trinidad and Tobago
0 50 100 150
Ranking out of 181 Countries 200
(1st - Highest; 181st - Lowest)
Source: PricewaterhouseCoopers and the World Bank Group, Paying Taxes 2009 (2008)
United States
Total
Total Tax Rate
Tax
Time to Comply
Time
Number of T ax Payments
Tax
Overall Ranking on Ease of Paying T
Taxes
axes
St. Lucia
National Outcomes
Jamaica
0 50 100 150
Ranking out of 181 Countries 200
(1st - Highest; 181st - Lowest)
Source: PricewaterhouseCoopers and the World Bank Group, Paying Taxes 2009 (2008)
Total Tax Rate
Time to Comply
Financial System Stability financial institutions129
Number of Tax Payments and a fall in the
Overall Ranking on Ease of Paying Taxes
The maintenance of financial system contribution of the financial services
stability is particularly important to sector to GDP from 7.8 per cent in 1995
Jamaica, given the history of its financial to 7.0 per cent in 1998.
sector in the 1990s, and the
macroeconomic threats posed by the The Jamaican Government responded by
unfolding downturn in the global protecting deposits, replacing non-
economy and financial markets. As has performing loans with Government-
been well-documented,128 after riding a backed securities, and selling the
wave of liberalization and rapid restructured banks and financial
expansion during the period 1990-1995, institutions. The restructuring of the
the sector underwent a traumatic sector was largely completed by 2001 at
adjustment from 1995 to 1997, with a a total cost equivalent to some 40 per
contraction in the total number of cent of GDP and led to significant
128
See for example, Wint in PIOJ, Jamaica Human Development Report 2005.
129
The total number of financial institutions fell from 159 in 1995 to 135 by 1998 (ESSJ 1995-1998).
increase in the public debt.130 The the increased risks and complexities of
National Outcomes
rehabilitation of the financial sector also financial instruments and transactions;
saw strengthening of the regulatory the need to strengthen the consolidated
institutions and framework including the approach to supervision of financial
establishment of the Financial Services conglomerates which dominate the
Commission (FSC) in 2001, and sector; and the threats posed by money-
amendment of the Bank of Jamaica Act, laundering and other financial crimes. It
Banking Act and Financial Institutions is intended that many of the issues in the
Act. This period of restructuring also saw existing supervisory and regulatory
increased penetration of the domestic framework for banks will be addressed
banking and insurance industries by in the Omnibus Banking Bill which is
regional competitors, and sale of the currently under preparation.
Government’s share of National
Commercial Bank (NCB) to a Canadian Other supervisory and regulatory
company. The financial sector has challenges include the delays in
regained some buoyancy which has seen developing and enacting relevant
its share of GDP climb back to 7.8 per legislation, and inadequate systems for
cent by 2007, and the total assets of the sharing of information across
financial sector increased from J$238.9 supervisory agencies, resulting in
billion in 1999 to J$657 billion by the administrative loopholes and overlapping
end of 2007. The gross national savings jurisdictions.
rate has averaged 21.6 per cent of GDP
from 1980-2002.131 Unregulated Financial Operations
Recent years also have seen the
Issues and Challenges emergence of a number of unregulated
financial operations which accept
financial sums from individuals and
Supervisory and Regulatory
organizations and offer rates of return
Challenges
The supervisory and regulatory significantly higher than those available
for regulated financial institutions. These
framework of the financial sector has
been strengthened significantly since the schemes represent risk to individuals as
financial instability of 1995-1997, with well as to the financial system and wider
adoption of international best practices economy in the event of their failure.
in many areas. However the sector These developments will require
adequate and effective policy and
continues to face a number of challenges
regulatory responses by the Bank of
that are relevant to its stability, including:
Jamaica (BOJ) and FSC.132
the regulatory challenges posed by the
rapid growth of securities dealers and
130
IMF (2006).
131
World Bank (2003).
132
The BOJ is responsible for regulating deposit-taking institutions and the FSC for non-deposit-taking
institutions.
22.5%

Jamaica - Inflation Rate 1990-2008
0%
1990 1992 1994 2006 2008

Figure 16: Jamaica - Inflation Rate 1996 1998
1990-2008 2000 2002 2004
Year
90.0% Source: STATIN
% Annual Change Point-to-Point in the Consumer Price Index
67.5%
45.0%
22.5%
0%
1990 1992 1994 1996 1998 2000 2002 2004 2006 2008
Year
Source: STATIN
Price Stability years from 2004 to 2008.134 Price

National Outcomes
% Annual Change Point-to-Point in the Consumer Price Index
A major policy goal of the Jamaican stability will remain the long-term
Government since 1991 has been to objective of monetary policy, and under
reduce inflation,133 which had been an Vision 2030 Jamaica, the measures taken
endemic feature of the domestic to achieve this objective will be as
economy since the early 1970s. Inflation consistent as possible with other policy
has negative effects on economic growth objectives for economic growth.
by increasing uncertainties about future
savings, investment and pricing decisions, Issues and Challenges
and reducing the value of fixed incomes.
In pursuit of price stability, Government High Interest Rates
has used both fiscal and monetary tools. Despite a downward trend in nominal
and real interest rates over the past
The Government produced small fiscal decade, interest rate policy remains an
surpluses in the first half of the decade issue in our monetary policy. While high
of the 1990s but returned to fiscal real interest rates have served to absorb
deficits to help meet the costs of liquidity in the domestic market and
rehabilitation of the financial sector sustain high levels of public sector
crisis. The monetary authorities also have borrowing,135 they also have raised the
contained growth of the money supply. cost of financing to productive
These and other measures succeeded in enterprises, increased the cost of
reducing the annual inflation rate in interest payments on the public debt, and
Jamaica from an all-time high of 80.2 per diverted capital from investment in
cent in 1991 to under 7 per cent in 1999 production to low-risk high-return
and 2000. The inflation rate has averaged financial instruments.
13.1 per cent per annum over the five
133
See for example, Lattie (2000).
134
Annual % change in consumer price index (CPI) as measured from December to December.
135
Real interest rates averaged 11.0% over the ten year period from 1994-2003 (Real treasury rates
taken from King in PIOJ, Jamaica Human Development Report 2005).
Vulnerability of the Economy National Strategies
National Outcomes
As a small, open economy with high The National Strategies are based on the
trade-to-GDP ratios, Jamaica is fundamental importance of
particularly vulnerable to the impact of macroeconomic stability as a basic pillar
external shocks, such as increases in oil of economic prosperity, which provides
prices and international commodity the conditions for the successful
prices, on price levels in its domestic development of all economic sectors.
economy. Consequently,Vision 2030 Jamaica will
undertake the necessary steps to
Exchange Rate Management improve macroeconomic performance in
Allowing the foreign exchange rate to the short and medium term, while laying
adjust to domestic inflation may result in the foundation for fiscal and debt
a more competitive real effective sustainability, an efficient and equitable
exchange rate (REER) but would also tax system, financial system stability and
increase the cost of debt service price stability over the long term.
payments on the external debt and the
domestic cost of imports. The National Strategies, an elaboration
of each and some selected sector
strategies are listed below.
Table 20: National Strategies and Responsible Agencies – A Stable Macroeconomy

----
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4,&,'2)3$5+$6,&.&-*$.&0$27*$8(1/,-$9*):,-*
7-1 Ensure Fiscal and Debt will reduce the debt-to-GDP ratio over
Sustainability the long term. However, in the medium
Fiscal and debt sustainability represent term, the reduction of the debt-to-GDP
necessary conditions for future ratio will require reducing the absolute
macroeconomic stability and economic size of the public debt stock through
growth.136 To achieve fiscal sustainability positive net amortization. In the design
by reducing or eliminating fiscal deficits of macroeconomic policy, we will take
under Vision 2030 Jamaica, the into account the potential differential
Government will: continue to maintain impact on males and females, and on
relatively high primary surpluses; vulnerable groups including the poor, as
improve the efficiency and effectiveness well as the implications for the natural
of non-debt Government recurrent and environment.
capital expenditure through public sector
modernization and prioritization of Selected Sector Strategies:
public sector investment; remove loss- • Reduce the fiscal deficit towards a
making public enterprises from the balanced budget
budget through rationalization and • Ensure alignment of revenue and
privatization; and improve public sector expenditure projections with
planning and budgeting processes and planned Government priority
National Outcomes
capacity. Options for the role of the objectives

private sector in the delivery of public • Reduce the budgetary cost of
services will be explored as a means of Public Bodies and Public Sector
contributing to fiscal sustainability. Entities
• Manage the composition of the
Given the size and composition of the public debt in terms of tenor,137
public debt, there is a narrow range of variable and fixed interest rates, and
options for long-term debt reduction currency denomination to minimize
and management. To achieve debt servicing costs, taking account of
sustainability the Government will: risk
reduce the pressure for debt financing • Reduce public debt stock in the
through greater fiscal prudence; lower medium term
the cost of borrowing by improving • Increase transparency and
credit ratings over time, increasing the predictability of primary market
efficiency of markets for Government debt issues
securities and accessing lower-cost • Develop a liquid and efficient
multilateral funding sources; and reduce market for Government securities
the cost of debt servicing by superior including expansion of the
treasury management. We will pursue a secondary market
path of increasing economic growth that
136
In the context of public debt, a sustainable debt position is often viewed as one where the
government (or public sector) is solvent. To be deemed solvent, a government must be expected to
honor current and future financial obligations, including the implicit commitment to continue
providing certain public goods, services, and transfers in the future.
137
Maturity of financial instruments.
7-2 Develop an Efficient and 7-3 Maintain Financial
National Outcomes
Equitable Tax System System Stability
Under Vision 2030 Jamaica we will Vision 2030 Jamaica places emphasis on
undertake fundamental tax reform to strengthening the policy, regulatory and
reduce the complexity of the system, institutional framework for our financial
reduce the time and number of system to ensure its long-term stability.
payments required, and ensure that This National Strategy will: strengthen
horizontal and vertical equity is achieved. the technical and technological
We will determine the optimal incentives capabilities of regulatory agencies;
system that will contribute to the provide a robust legislative and
successful achievement of our long-term regulatory framework to support the
economic development goal, taking into integrity of the financial sector; improve
account global and regional the major clearing and settlement
considerations including the implications systems through which financial
of the WTO Agreement on Subsidies and institutions execute the transfer of funds;
Countervailing Measures and the enhance coordination between local and
CARICOM harmonization of incentives overseas agencies in the identification
under the implementation of the CSME. and investigation of financial crimes;
promote domestic savings; and
Selected Sector Strategies: strengthen the supervisory
• Implement fundamental tax reform independence of the Bank of Jamaica.
to increase efficiency, simplicity and
equity of the tax system Selected Sector Strategies:
• Improve and rationalize tax • Strengthen the legislative and
administration and payment regulatory framework for the
processes financial system
• Improve tax compliance in the • Strengthen the institutional
informal sector by shifting the framework and capacity to
burden of taxation towards effectively regulate financial
consumption institutions and combat financial
• Carry out reform of the incentives crimes
system to the productive sectors
7-4 Maintain Price Stability reducing or eliminating fiscal deficits and

Jamaica’s monetary policy is primarily their associated inflationary pressures.
conducted through the tool of open
market operations involving trading in Selected Sector Strategies:
Government securities and reverse • Control operating targets to
repurchase transactions between the influence money supply and
Central Bank and authorised money exchange rates in line with
market dealers. This tool is used to monetary policy objectives and
manage the growth of the monetary targets
base and money supply and to influence • Evaluate effectiveness of the
changes in interest rates and foreign monetary policy framework over
exchange rates to achieve the desired time and modify based on evolution
outcome of price stability. The National of the monetary transmission
Strategy to maintain price stability will mechanism
enhance the effectiveness of the primary • Align domestic inflation with that of
monetary policy tool of open market Jamaica’s major trading partners
operations, and bring fiscal policy and consistent with desired
monetary policy into closer alignment by macroeconomic outcomes
National Outcomes
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12<1':T7:;N:N'74'12>2R
Chapter 3: National Outcomes | # 8 - An Enabling Business Environment
National Outcomes
AN ENABLING BUSINESS
ENVIRONMENT
Overview transfer, and the process for land

A competitive and enabling business development approvals and granting of
environment supports economic growth environmental permits and licences.
and development. Efficient and
transparent public institutions reduce Under Vision 2030 Jamaica, we will make
transaction costs for businesses, and the necessary improvements to the
diminish the diversion of resources from business environment by ensuring an
productive purposes. Well-functioning efficient bureaucracy, adequate access to
markets promote efficient resource capital, supportive trade relations, a well-
allocation. functioning labour market and improved
opportunities for micro, small and
medium-sized enterprises. By 2030, we
“
Under Vision 2030 will have as competitive a business
Jamaica, we will make environment as any country in the
Caribbean.
the necessary
improvements to... have
The following aspects of the business
as competitive a environment are addressed below:
business environment • Bureaucracy
as any country in the • Access to Capital
Caribbean. • Trade and Foreign Relations
”
• Labour Market and Productivity
• Micro, Small and Medium-Sized
Enterprises (MSMEs)
Jamaica has made progress in improving
aspects of its bureaucracy, including Bureaucracy
creating a streamlined process for The business environment is affected by
registration of new companies that is the degree of efficiency and
among the best in the world. The responsiveness of the public sector
ongoing process of Public Sector entities with which firms must interact at
Modernization has contributed to various stages of their business
improving customer service throughout operations. The Public Sector
the Government. However, other aspects Modernization Programme has led to
of our bureaucracy are inefficient and improvements in many aspects of
unnecessarily burdensome, increase bureaucracy, including the ease of
transaction costs and reduce starting or closing a business.138
competitiveness. These include customs, However, bureaucratic institutions and
tax administration, land titling and regulations continue to be cited by
138
World Bank, Doing Business 2009 (2008).
Jamaica - Ease of Doing Business Ranking 2009
Figure 17: Jamaica - Ease of Doing Business Ranking 2009
Enforcing Contracts
Trading Across Borders
Getting Credit
Registering Property
Dealing with Construction Permits
Starting a Business
National Outcomes
Overall Ranking
0
00 40
37.5 80
75 120
Jamaica's Ranking out of 181 Countries 112.5
(1st - Highest; 181st - Lowest) 150
Source: World Bank, Doing Business 2009 (2008)
numerous studies as sources of approvals associated with building a

problems that affect the ability of standard warehouse in Jamaica than in
businesses to operate competitively in St.Vincent and the Grenadines (156 days
Jamaica.139 A business environment that is compared to 74 days).140
unduly difficult also increases the
tendency of entrepreneurs to operate in Other Bureaucratic Constraints
the informal economy. Other areas of particular concern in
which Jamaica compares poorly with
Issues and Challenges best practices in other countries include
problems in acquisition, titling and
Delays in the Licensing Process transfer of land, a complex and inefficient
Development projects in Jamaica face court system for resolution of
delays in the licensing process for commercial cases, and lengthy and costly
building and environmental approvals, import and export procedures.
which add significantly to transaction
costs and reduce the competitiveness of Legislative Hurdles
the business environment. For example, The constraints in the bureaucratic
it is estimated to take more than twice framework are compounded by defects
as long to complete all the licenses and in the process of carrying out the
139
For example, Enterprise Research Institute (2005).
140
legislative reforms necessary to improve structure of their assets in favour of
National Outcomes
the business environment. These loans and advances to the productive
legislative hurdles include: delays in sectors and away from non-productive
reforming archaic or outdated laws and investment in Government paper.
regulations; inadequate policy
development capacity in ministries and High Interest Rates
agencies; and capacity constraints in the Lending rates to the productive sectors
drafting and enactment of new remain uncompetitive. While interest
legislation. rates have trended downward over the
past decade, the spreads between
Access to Capital deposit and lending rates in Jamaica
Increased access to capital will play an remain higher than in many other
important role in Jamaica’s long term countries in the region.141
economic development. Efficient capital
markets allocate financial resources to Lack of a Credit Information Bureau
their most productive uses. A modern Jamaica currently lacks a credit
well-functioning financial sector plays information bureau which can provide
important roles in supporting innovation information on borrowers and reduce
and entrepreneurship, assessing and lending risks, while respecting privacy
managing risk, and ensuring transparency and confidentiality. Jamaica was ranked
in financial markets. These roles are 84th of 181 countries in access to credit
particularly important for Jamaica, given in 2008, based largely on this factor.142
that high levels of public sector Jamaica also lacks a central depository
borrowing limit the availability of capital for fixed-income securities, as already
for private sector investment. provided for equities.
Issues and Challenges Trade and Foreign Relations

Jamaica is a small island with an open
High Levels of Lending to the Public economy that has long been relatively
Sector integrated with the global economy. By
The rapid increase in the public debt one index that measures degrees of
following the financial crisis of 1995- economic, social and political
1997 led to increased lending to the globalization, Jamaica ranked 66th of 123
Government by commercial banks and countries, ahead of all other countries in
financial institutions. The stock of the Caribbean region except Costa
Government securities held by financial Rica.143 Jamaica has a relatively high trade
institutions peaked at $97 billion at the openness ratio (total imports and
end of 2000, but has declined since. An exports divided by GDP) that averages
important challenge for the financial between 90 per cent and 100 per
sector will be to continue to shift the cent.144
141
For example, the spreads between deposit and lending rates in Jamaica averaged over 12% per
annum in 2006, compared to spreads of 5-7% in other highly-indebted Caribbean countries such as
St. Kitts and Grenada (IMF, 2006).
142
143
KOF Index of Globalization presented by Axel Dreher (2006).
144
United Nations Statistics Division National Accounts Main Aggregates Database 1970-2007. By
contrast the USA has a trade openness ratio of 20%-30%.
The Global Competitiveness Index (GCI) including Colombia,Venezuela, Cuba,

suggests that the size of the market Costa Rica and the Dominican Republic.
available to domestic producers is The further development of regional
important because large markets enable integration has included the
firms to exploit economies of scale and establishment of the Association of
increase productivity.145 As barriers to Caribbean States (ACS), formed to
trade fall, nations with small domestic promote consultation, cooperation and
markets, such as Jamaica, are able concerted action among all the countries
increasingly to achieve economies of of the Caribbean.
scale through access to large
international markets. The trade relations Another important external factor is the
between Jamaica and the rest of the existence of the Jamaican Diaspora
world become important in creating the formed by the trend of net outward
conditions for our firms to benefit from migration from the island over the past
increased market size. half-century, particularly to the United
Kingdom, the USA and Canada. The size
The main multilateral components of of the present-day Jamaican Diaspora is
Jamaica’s international trade relations are estimated at 2.0 million to 2.5 million
governed by the WTO Agreement and persons.147 This group represents a
National Outcomes
its annexes,146 the Convention major resource that can play a strategic
establishing the World Intellectual role in the long-term economic
Property Organization (WIPO), the development of our island similar to the
Lomé Convention between the important role that, for example, the
European Union (EU) and African, Chinese and Indian Diaspora are playing
Caribbean and Pacific (ACP) countries in the economic development of their
and its successor, the Cotonou respective countries. This role goes
Agreement. In 2008 the EU concluded an beyond being a source of remittances,
Economic Partnership Agreement (EPA) important as these have become as a
with the Caribbean Forum of ACP states source of foreign exchange and
(CARIFORUM) including Jamaica. The livelihood support to the local economy.
main bilateral trade relations include the
Caribbean Basin Initiative (CBI) with the The Diaspora can play a strategic role in
United States of America (USA) and the our economic development in a number
Caribbean-Canada Trade Agreement of ways, including: as a source of
(CARIBCAN). investment and entrepreneurship for
business ventures; by providing lobbying
As a member of CARICOM, Jamaica is support for Jamaica in international fora;
engaged in the establishment of the as a source of academic and technical
Caribbean Single Market and Economy expertise; as a market for tourism and
(CSME) which will integrate regional our exports of goods and services; and
markets and economies. CARICOM has as a network for advancement of
established bilateral agreements with a Jamaicans in international businesses and
number of regional trading partners other endeavours.
145
Michael E. Porter and Klaus Schwab, The Global Competitiveness Report 2008-2009 (Geneva: World
Economic Forum, 2008), 6.
146
Trade-Related Aspects of Intellectual Property Rights (TRIPS), Trade-Related Investment Measures
(TRIMs) and General Agreement on Trade in Services (GATS).
147
Based on discussions with the Diaspora and Consular Affairs Department of the Ministry of Foreign
Affairs and Foreign Trade.
Issues and Challenges fallen over the period, representing a bias
National Outcomes
away from production toward
Balance of Payments consumption.
and Trade Deficits
Jamaica has seen its current account Dependence on Primary Exports
balance of payments deficit increase from Earnings from tourism and exports of
US$256 million in 1991 to US$1,740 bauxite and alumina have remained the
million in 2007. The trade deficit on largest sources of foreign exchange
goods and services has grown from earnings estimated at US$1,613 million
US$509 million in 1991 to US$3,118 and US$1,154 million, respectively, in
million in 2007. Of concern is that the 2006. While non-traditional exports
share of imports accounted for by have risen from 25 per cent of total
consumer goods has risen, while the exports in 2001 to 31 per cent in 2006,
percentages of total imports represented this growth is largely accounted for by
by intermediate and capital goods have the categories of crude materials and

Figure 18: Jamaica - Balance of Payments 1994 - 2007

 





             
   Source: BOJ

Current Account Balance (US$ m)
Goods and Services Balance (US$ m)
mineral fuels, indicating that Jamaica has and Adjustment Team (JTAT) within the
not yet been successful in diversifying Ministry of Foreign Affairs and Foreign
into higher value-added exports. The Trade (MFAFT) and the Caribbean
other main inflow of foreign exchange Regional Negotiating Machinery
earnings that has helped to offset the (CRNM).
growing deficit on goods and services
has come from net private transfers Regional Integration and Economic
(remittances) which increased from Partnership Agreements
US$153.3 million in 1991 to US$1,907 Jamaica will face particular challenges in
million in 2007. implementing the measures required for
full establishment of the CSME as well as
International Agreements for implementation of the economic
It will be important for our foreign and partnership agreement (EPA) with the
trade policy negotiations to ensure that EU. These processes will open the
the interests of developing countries and Jamaican economy to greater
small and vulnerable economies, competition from Caribbean and
including Jamaica, are robustly defended European companies, producers and
in international negotiation processes workers. The CSME also will require
and reflected in final agreements, Jamaica and other member states to
National Outcomes
particularly during the current Doha bring about unprecedented convergence

Round of negotiations under the WTO on common support measures such as
for liberalization of world trade in areas research and development, intellectual
such as agriculture, non-agricultural property rights, macroeconomic policies
market access and services. It will be and legal infrastructure.
important also to consider the gender
implications of trade agreements Investment Promotion and Trade
including their potential impact on Facilitation
industries in which women are While we have experienced relatively
disproportionately employed, such as sustained inflows of foreign direct
services and free zone manufacturing. investment over the past decade,148 our
trade deficits have continued to grow,
Private Sector Involvement in Trade and investment promotion and trade
Negotiations facilitation resources in key overseas
An ongoing concern is to ensure that markets have been cut back in recent
Jamaican firms are not disadvantaged as a years. As we seek to expand our
result of unfair trading practices or the economic space through greater
outcomes of international trade integration with the global economy, our
negotiations. It will be important to ability to mobilize investment from
strengthen the partnership between the foreign and domestic sources and the
public sector and private sector in ability of our companies to compete in
foreign trade policy development and international markets for goods and
negotiations through existing services will be essential to sustainable
mechanisms such as the Jamaica Trade growth.
148
Jamaica received foreign direct investment (FDI) inflows totaling US$2.95 billion from 2004-2007,
representing 3.4% of total FDI) inflows to the Caribbean over the same period (UNCTAD 2008).
Labour Market and • Relatively low levels of worker
National Outcomes
Productivity education and skill
The reform of the labour market will be • Relatively low levels of technology
an important aspect of the long-term and capacity utilization of
economic development of our country. machinery
Improvement in labour productivity is • Constraints resulting from
fundamental to enhancing the inadequate physical infrastructure
competitiveness of productive including roads and public transport
enterprises in Jamaica, while the systems
efficiency and flexibility of the labour • Absence of a productivity culture
market will contribute to optimal • Firm-level factors including inferior
allocation of this important and production practices, plant
abundant factor of production. Efficient organization, management systems
labour markets establish meaningful and employee incentive
relationships between worker programmes
remuneration and output that provide • Low levels of social capital,
incentives for increased productivity. The particularly trust, leading to
relationships between employers and increased transaction costs and
their employees, whether unionized or unproductive use of resources in
non-unionized, are also important for resolution of adversarial labour
economic production and development. relations
Jamaica earned a relatively favourable • Levels of uncertainty in the
estimate of its labour market from the macroeconomic environment
GCI report in 2008, with the weakest including high public debt
areas identified as low cooperation in • Impact of crime and violence
labour-employer relations, firing costs, • High proportion of workforce
pay and productivity, and migration of employed in micro and small
skilled labour. enterprises (MSEs) and the informal
sector which exhibit relatively low
According to the Jamaica Productivity levels of productivity
Centre, “the Jamaican economy has been
in a low-growth, low-productivity trap Employment in the goods-producing
since the 1970s.” Labour productivity has sector fell from 44.7 per cent of the
declined at an annual average rate of 1.5 total employed labour force in 1991 to
per cent over the period 1973 – 2007.149 35.4 per cent in 2007. The share of the
While limited systematic research on the services sector rose from 54.6 per cent
factors affecting productivity in Jamaica to 64.4 per cent of the total employed
has been undertaken to date, the main labour force during the same period.
contributors to low productivity have Total employment has grown from
been identified as including the 907,900 persons in 1991 to 1,136,900 in
following:150 2007, while the unemployment rate has
fallen from 15.4 per cent of the labour
149
Jamaica Productivity Centre, Jamaica: Productivity Summary Report 1972 – 2007 (Draft) (2008), v.
150
See for example the review carried out in Downes (2002).
force in 1991 to 9.9 per cent in 2007. In address the existing inequalities between
2007, the youth unemployment rate of genders in the levels of remuneration,
23.6 per cent was more than three times employment and conditions of labour.
the adult unemployment rate of 7.0 per
cent; the female unemployment rate, at Harmonization of Labour Laws and
14.5 per cent, was more than twice that Standards with CARICOM
of the male rate of 6.2 per cent. As part of the implementation of the
CSME, Jamaica will be required to
In 2008, Jamaica’s inactivity rate (which harmonize its labour laws and standards
refers to the proportion of persons of with other CARICOM states. The CSME
working age who are outside of the will increase mobility of and competition
labour force) was 34.6 per cent. This is for skilled labour and jobs among
comparable to the average for the Latin member states.
America and Caribbean region, which
recorded a rate of 34.4 per cent in 2006. Labour Migration
As with many other developing
Issues and Challenges countries, Jamaica continues to suffer
from net outward migration of many of
Labour Market Rigidities its most skilled and educated workers
National Outcomes
There are a number of factors that and professionals.151

reduce the efficiency and flexibility of
Jamaica’s labour market, which must be High Levels of Unemployed Youth
addressed in planning for a more The high youth unemployment rate
competitive economy. These include: contributes to the high numbers of
lack of flexible work times; high levels of unattached youth in our society. This
redundancy payments in the case of staff group is critical to our long-term
reductions; outdated laws governing development, as they are
various aspects of the local labour disproportionately represented as
market (e.g. opening hours); weak victims and perpetrators of violent
linkages between labour supply and crimes, and as youth-at-risk for
demand; and inadequate labour dispute reproductive health, as discussed under
settlement mechanisms. National Outcomes # 1, 2 and 5. They
also represent the cohort at the
Gender Equity beginning of their productive lives.Vision
To extend equal rights to all Jamaicans 2030 Jamaica must ensure that our
and take advantage of the talents of the labour market provides our youth with
entire population it will be important to every opportunity to fulfil their
productive potential.
151
It has been estimated that Jamaica suffers a “brain drain” of 34 - 59% of its tertiary educational
graduates (Knight Pauline, Easton Williams and Steven Kerr, PIOJ 2006) (unpublished).
Micro, Small and Medium- 2001.155 Almost half of all MSEs and
National Outcomes
Sized Enterprises informal enterprises are engaged in the
Micro, Small and Medium-Sized wholesale and retail trade, with
Enterprises (MSMEs) play an important education, social work and other
role in the economic development of personal services accounting for 22 per
many countries, and represent the main cent.
source of new business start-ups, with
the potential to contribute to economic Issues and Challenges
growth and innovation.152 They represent
a particularly important sector of the Capacity Constraints of MSMEs
Jamaican economy, and include the sub- Despite their importance to the
set of Micro and Small Enterprises economy MSMEs are subject to a range
(MSEs).153 Labour force data indicate that of capacity constraints which must be
the “Own Account” category addressed to enable their full
(representing sole traders) accounted development. These include: limited
for 399,675 persons or 34.5 per cent of access to credit; limited technical, human
the total employed labour force in 2008. and institutional capacity; inadequate
In addition, MSEs make an important entrepreneurial skills; high levels of
contribution to gender equity in the informality; and relative lack of economic
local economy, with women representing linkages and market access.
56 per cent of the labour force in
MSEs.154 Limited Data and Information on
MSMEs
There is also a strong linkage between There is inadequate information on size
MSEs and the informal sector, as many and characteristics of MSMEs and the
MSEs operate informally. A recent study informal sector. Financial support and
suggests that if the contribution of the attention will need to be placed on
informal sector were taken into account, obtaining the necessary data to inform
it would increase the size of our the decisions that must guide the
registered GDP by a range of 40 per planning and development of MSMEs and
cent - 44 per cent for the period 2000- the informal sector.
152
Perhaps the best example of the importance of MSEs is their role in the transformation of Taiwan,
where economic planning was based on fostering the growth of small enterprises (firms with 10
employees or less) which accounted for over 90% of all enterprises in the 1950s when the nation
began its modern period of growth. Taiwan has employed a range of strategies to foster small and
medium enterprises including the “centre-satellite” strategy where a larger manufacturing company is
linked to small companies who provide it with supplies and services.
153
A micro-enterprise in Jamaica is defined as one with less than 10 employees and less than US$0.125
million in annual sales, while a small business in Jamaica is defined as one with less than 10 employees
and between US$0.125-1.0 million in annual sales.
154
Robles, Hernandez et al, Informal Sector Study for Jamaica (2004).
155
This informal economic activity goes unreported in formal estimates of GDP. Robles, Hernandez et al,
(2004).
National Strategies operations, and ensure efficient local and

The National Strategies recognize the external markets for goods, services,
broad impact of our business labour and capital.
environment on economic development.
Vision 2030 Jamaica will enhance our The National Strategies, an elaboration
fundamental legal and institutional of each and some selected sector
framework for business investment and strategies are listed below.
Table 22: National Strategies and Responsible Agencies – Enabling Business Environment
----
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National Outcomes
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8-1 Ensure a Facilitating Selected Sector Strategies:
National Outcomes
Policy, Regulatory and • Improve customs and clearance
processes for imports and exports
Institutional Framework
• Improve and streamline
for Business bureaucratic processes for business
Development establishment and operation
Vision 2030 Jamaica will improve our • Improve processes related to land
business environment by ensuring a ownership, titling and transfer
facilitating policy, regulatory and • Reform and modernize land use
institutional framework for business planning and development and
development through measures such as: environmental permit and licence
improvements in customs; expanding e- systems
Government; modernizing laws and • Improve efficiency and effectiveness
regulations; and streamlining of systems for commercial dispute
bureaucratic processes. This requires us resolution
to address and remedy each aspect of • Expand e-Government services and
our business environment that access
represents a constraint to economic • Strengthen legal and regulatory
development. Each area will require an framework for e-commerce and
in-depth review of the existing protection of intellectual property
conditions and the proposals that rights
already have been made to improve • Increase consultation with and
them, as well as consideration of new participation of stakeholders in the
approaches that may not yet have been development of the policy, legal and
considered. institutional framework for business
• Rationalize the public sector
This National Strategy is supported by agencies and institutions relating to
National Strategy 6-5 (Strengthen Public business operations and approvals
Institutions to Deliver Efficient and • Review and revise policy, legal and
Effective Public Goods and Services) regulatory framework to enhance
which provides the framework to the business environment
improve the efficiency of services by the • Strengthen mechanisms to protect
public sector with mechanisms to ensure consumer rights
accountability. This strategy will build on
the existing initiatives already engaged in
improving the business environment,
including the Public Sector
Modernization Programme and initiatives
to streamline the planning approval
process.
8-2 Increase Access to participation in all levels of global

Capital governance mechanisms and institutions.
Financial resources are the currency of Vision 2030 Jamaica will enhance the
production. As our economy evolves, the role of trade and foreign relations in
financial needs of our productive sectors national development by strengthening
and enterprises are also evolving, along our bilateral, regional and multilateral
with the mechanisms for meeting these relations and improving the ability of
needs.Vision 2030 Jamaica addresses this domestic producers to take advantage of
evolution through plans that will support a favourable and enabling external
the diversification and refinement of the environment.
financial sector, as well as through the
development of the business Selected Sector Strategies:
environment for all productive sectors. • Promote Jamaica’s economic, social
The growth of the productive sectors and environmental interests within
will be enhanced by improved access to the multilateral system
financial capital, mediated through • Ensure successful creation,
efficient financial markets which bring implementation and effective use of
together suppliers and users of financial the Caribbean Single Market and
resources. Economy (CSME)
National Outcomes
• Maintain and develop strategic

Selected Sector Strategies: coalitions and alliances at the WTO
• Develop and implement measures including the Group of 33, Small
for expansion of the domestic and Vulnerable Economies Group
capital market and African, Caribbean and Pacific
• Provide a framework for (ACP) countries
diversification of the range of • Implement the Economic
financial institutions and products Partnership Agreement (EPA)
between the EU and CARIFORUM
including legislation, standards, and
8-3 Use Trade and Foreign
development support
Relations to Create an • Strengthen strategic bilateral
Enabling External foreign and trade relations
Environment for • Maintain and enhance relationship
Economic Growth with ACP countries
Trade and foreign relations provide an • Strengthen effectiveness of the
enabling external environment for Jamaica Trade Adjustment Team
economic growth in Jamaica by: providing (JTAT) and Caribbean Regional
access to large external markets that Negotiating Mechanism (CRNM)
compensate for the small size of the • Incorporate development issues
domestic market; enhancing exchanges including gender and environmental
of technical, human and cultural sustainability in trade policy
resources; facilitating capital flows; • Strengthen the involvement of the
strengthening relationships with sources Jamaican Diaspora in national
of key economic resources including development
energy supplies; and supporting Jamaica’s
• Strengthen key foreign relations involved in promoting investment and
National Outcomes
capabilities including functional and trade. A key approach under Vision 2030
technical cooperation, participation Jamaica will be to increase the number
in multilateral organizations, and capacity of overseas missions in key
Diaspora relations and consular markets and to improve the
functions collaboration among agencies involved in
• Undertake periodic review and the promotion of Jamaica, including the
refinement of trade policy Ministry of Foreign Affairs and Foreign
Trade, Jamaica Trade and Invest and the
8-4 Strengthen Investment Jamaica Tourist Board.
Promotion and Trade
Facilitation
• Market and promote Jamaica as a
To take full advantage of the
premier destination for investment
opportunities in the external
• Strengthen the capacity of
environment created by favourable trade
investment and trade institutions
and foreign relations as well as by
Jamaica’s strong Nation Brand, we will
place strategic emphasis on 8-5 Develop an Efficient
strengthening our national capabilities Labour Market
for investment promotion and trade The National Strategy to develop an
facilitation. This decisive commitment to efficient labour market will involve
compete in global markets requires addressing the factors that reduce the
development of strong targeted efficiency with which the supply and
investment promotion programmes and demand for labour are matched. This
building the capacity of institutions strategy is fundamental to improving the
contribution of Jamaica’s human capital

National Outcomes
to national prosperity. Steps will be taken • Broaden the geographical and

to: ensure that education and training occupational scope of Government
programmes equip workers with the Employment Services (GES)
skills demanded by a rapidly evolving • Encourage more private sector-led
economy; strengthen application of employment services
labour market signalling; improve the • Enforce regulation of the
mechanisms to bring together the employment services industry to
providers and buyers of labour services; ensure its effectiveness and to
revise legislation and regulations to minimize the exploitation of job
improve labour market flexibility; reduce seekers
youth unemployment; and ensure • Strengthen and improve access to
equitable participation in the labour the Labour Market Information
market of all eligible Jamaicans. This System (LMIS)
National Strategy is complemented by • Institute more circular and
National Strategy 2-11 to strengthen temporary planned migration
mechanisms to align training with the programmes
demands of the labour market. • Introduce programmes to increase
employment among youth and
Selected Sector Strategies: women
• Promote industry involvement in • Promote equity in the labour
the output of the education and market
training systems • Develop and promote flexible
• Promote work experience labour market arrangements,
programmes at the secondary and policies and legislation
post-secondary levels
8-6 Improve the Labour • Promote alternative working
National Outcomes
Environment to Enhance arrangements, through viable
strategies that can reduce travel
Labour Productivity and
time for workers (e.g.
Worker Satisfaction telecommuting)
Jamaica’s new economic model is based • Promote a national programme of
on increasing the productivity of its re-socialization to improve work
human capital. The National Strategy to ethics, values, attitudes and
improve the labour environment to behaviour among workers
support labour productivity and worker
satisfaction is aimed directly at
8-7 Develop the Capabilities
accomplishing this requirement. The
relationships between employers, of Micro, Small and
managers, trade unions and the work Medium-Sized
force will be improved, the conditions at Enterprises
the workplace will be enhanced to Jamaica will enhance the role played by
increase worker satisfaction and Micro, Small and Medium-Sized
productivity, core labour standards will Enterprises (MSMEs) in building the
be respected, and payment systems will economy by developing their capacities
reinforce worker performance. At the and improving the channels through
national level, we will create an which they participate in economic
environment and culture in which the activities. MSMEs are found in all
importance and sources of productivity productive sectors and benefit from the
are better understood and applied to broad measures taken to develop these
create economic prosperity. sectors. However, these enterprises have
certain characteristics that require
Selected Sector Strategies: specific measures to meet their
• Advance and enforce mechanisms particular needs, which will be addressed
for adequate social protection for under the Vision 2030 Jamaica - National
workers Development Plan. These measures
• Boost labour-management include steps to: widen the channels
cooperation and good work through which MSMEs can obtain
practices financing; develop the technical and
• Improve industrial relations organizational capacity of MSMEs;
mechanisms strengthen the capacity of the industry
• Promote performance-based pay organizations that represent MSMEs
and incentives systems including the Small Business Association
• Legislate and enforce the “decent of Jamaica (SBAJ); provide ongoing
work” agenda training programmes to build human
• Develop and implement a national capital in MSMEs; develop economic
programme of productivity linkages to other MSMEs and to the
management formal sector; and implement
• Promote the use of improved programmes that will encourage more
technology for greater productivity MSMEs to enter the formal sector over
time.
Selected Sector Strategies: analysis and application of data and

• Provide training and capacity information on MSMEs and the
development for MSMEs informal sector
• Expand credit facilities for MSMEs • Enhance and streamline processes
• Increase awareness and information for formalization of informal
on business opportunities and enterprises and individuals
programmes for MSMEs • Strengthen the capacity of industry
• Promote and develop organizations that represent
entrepreneurship MSMEs
• Increase and strengthen acquisition,
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National Outcomes
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Chapter 3: National Outcomes | # 9 - Strong Economic Infrastructure
National Outcomes
STRONG ECONOMIC
INFRASTRUCTURE
Overview
High-quality infrastructure is important goods, services and labour; increases the
to economic prosperity for many productivity of economic processes; and
reasons. Transport, water supply and improves decision-making by
telecommunications infrastructure help entrepreneurs and other economic
to integrate economic activities across actors.Vision 2030 Jamaica will ensure
regions and markets by enhancing the the development of world-class
efficient movement of persons, goods, transport, telecommunications, water
services and information. Infrastructure supply and sanitation infrastructure that
contribute to the competitiveness of our
T21 MODEL SIMULATION producers and improved quality of life
for our people.
A model simulation was
conducted to quantify the effect Investment in infrastructure has been
of shifting public resources shown to have a significant effect on
economic growth. The results of the
toward infrastructure. The
Threshold 21 Jamaica (T21) model
exercise suggests that a ten
indicate that improvement in physical
percent proportional transfer of economic infrastructure (such as roads,
Government’s discretionary energy and water supplies, air and sea
budget in favour of infrastructure ports, and telecommunications
raises GDP per capita in 2030 by networks) usually has higher payoffs in
20.6 per cent, while drawing the form of higher rates of economic
from General Services to effect growth than equivalent investment in
the transfer yields a 24.7 per health and education over the time
cent gain. horizon to 2030. This is because such
improvements have a faster impact on
total factor productivity.
influences the spatial location of The returns to investment in physical

economic activities and contributes to infrastructure tend to be high in
balanced and sustainable regional countries at Jamaica’s income level,
development within a country. Extensive especially considering the relative
and high-quality infrastructure is underinvestment in physical
considered a pillar of international infrastructure in recent decades. These
competitiveness that: enables the higher growth rates eventually increase
efficient functioning of markets for the size of the economy and the levels of
funding available for other services such employment, as well as induced

as health and education over the development which ultimately leads to
medium and long term. High-quality wealth creation and growth.157 Jamaica’s
infrastructure contributes to social and two international airports and 14
environmental goals, by improving access seaports are particularly important, as
to public services, reducing negative they provide the main means of physical
environmental impacts and supporting connection between the island and the
the sustainable use of natural resources. rest of the world. Our domestic
transport infrastructure includes one of
While the provision of infrastructure the most dense road networks in the
traditionally has been the responsibility world, four active domestic aerodromes
of the State, the private sector has been and a rail network used specifically in the
playing an increasing role through a bauxite industry.
number of mechanisms including direct
investments and build-own-operate- Land Transport
transfer arrangements, particularly in With a dense road network and limited
telecommunications and road alternatives for internal transport,
infrastructure.156 Jamaica is highly dependent on road
transport for personal and freight
National Outcomes
Transport movement. The road network has

Transport – land, air and maritime – suffered over the years from
provides economic and social gains to a underinvestment in periodic
country through indirect and direct maintenance. The density and topography
156
E.g. Highway 2000 (Jamaica’s first modern toll road).
157
Studies have revealed that for every US$1.0 billion investment in highways through the Federal-Aid
Programme in the United States of America, approximately 41,000 full time jobs are created and for
every one million passengers passing through an airport in Europe, 4,000 jobs are created through
direct, indirect and catalytic impact on employment in the surrounding community (Rodrigue,
Comtois and Slack 2006).
create significant challenges for road freight transport services of the Jamaica
National Outcomes
construction and maintenance. Traffic Railway Corporation (JRC) in 1992,
volumes have increased, fed by rapid railway operations in Jamaica are limited
growth in the number of motor vehicles. to the activities of bauxite companies.
This has contributed to congestion in Interest has been expressed in
major towns and cities across the revitalizing the railway but, to date, public
island.158 Road safety and access to land or commercial passenger and freight
transport are important issues to be services have not been restored.
addressed. These problems are further
compounded by the frequency with Air Transport
which overloaded trucks use the Jamaica’s air transport comprises an
roadways. The importance of the public international and a domestic system. The
transport system to road transport in air transport system consists of: the
Jamaica is highlighted by the finding of a aviation service providers such as
recent survey that nearly 75 per cent of airports, air traffic services, aircraft
households do not own a motor maintenance organizations, airlines
vehicle.159 The student population is (including the national airline,
dependent on public transport for access Air Jamaica) and Aeronautical
to schools. Telecommunications Limited
(AEROTEL); users of air transport, such
Railway transport forms the second tier as passengers and shippers; the regulator,
of land transport, a mode of the Jamaica Civil Aviation Authority
transportation that was introduced in (JCAA); and the administrator of the
Jamaica as early as the 1840s. Since the island’s airports and aerodromes, the
closure of the public passenger and Airports Authority of Jamaica (AAJ).
158
The negative effects of traffic congestion include the loss of productive time of motorists and
passengers, increased air pollution and vehicular wear and tear, and interference with passage of
emergency vehicles.
159
PIOJ and STATIN, Residential Consumer End Use Survey: Volume 1 – Household Energy & Transport
Final Report (2007).
The system includes two international Jamaica’s water-based transport is almost

airports – Norman Manley International entirely represented by deep-sea
Airport (NMIA) in Kingston and the maritime transport, as inland waterways
Sangster International Airport (SIA) in and short-sea coastal shipping currently
Montego Bay – and four active domestic play minor roles in the island’s transport
aerodromes – Boscobel, Ken Jones, system. Jamaica is a maritime state by
Negril and Tinson Pen. Both international virtue of its dominant regional trans-
airports have undergone major shipment hub, cruise ship terminals and
expansion and upgrading in the past other well-developed maritime
decade. While total passenger transportation infrastructure. Maritime
movements have been increasing in transport has made a major commitment
recent years, air cargo and aircraft to establishing Jamaica as a global trans-
movements have declined, due in part to shipment hub, including substantial
restructuring of Air Jamaica in 2005 after investment in expansion of the Port of
the Government reassumed full Kingston, which was rated 55th among
ownership of the national airline. the world’s ports in 2007 on the basis of
container traffic.160 It will be essential to
Maritime Transport maximize the return on this investment
As an island, Jamaica will continue to by supporting port development through
National Outcomes
have an important role for maritime expansion of support services and

transport in its long-term development. facilities.
160
Institute of Shipping Economics and Logistics, Shipping Statistics Yearbook 2008 (2008).
Issues and Challenges as to defective vehicles and bad road
National Outcomes
conditions.
Cost and Timeliness of Maintaining
Road Network Public Transport System
Funding for road construction and The existing public transport system
maintenance presents a major challenge presents access problems for a number
to the public sector, particularly given of social groups, including the elderly and
the budget constraints imposed by the the disabled. The long-term development
requirements for debt service payments. of Jamaica’s public transport system will
The lack of adequate funding for periodic require design and integration of the
maintenance in particular leads to early most efficient transport modes,
failure of roads even when standard establishment of sustainable funding
maintenance activities are carried out. mechanisms, and coordination with
The present approach to road repairs national spatial planning and
where regular and planned maintenance environmental management frameworks.
is replaced by patching of failed areas
that have been previously patched is not National Air Carrier
sustainable and does not address the The main challenge for international air
fundamental causes of road failure. transport in the near term will be to
resolve the fate of Air Jamaica, which
Fragmented Responsibility for began operations in 1969. The national
Maintaining Road Network carrier has passed through phases of
The responsibility for road construction private and public ownership without
and maintenance is divided between the achieving financial viability. The strategic
National Works Agency (NWA) with issues include the limited economies of
responsibility for main roads, and local scale of small national carriers and the
authorities for parochial roads. Road need to provide adequate airlift for
maintenance also must be combined Jamaica’s travel and tourism industry and
with maintenance of associated passenger and cargo movements. The
infrastructure such as drains and Government is pursuing options for
culverts. privatization of Air Jamaica based on
rationalization of its operations.
Road Safety
Road safety represents an important Domestic Air Transport
aspect of a sustainable land transport The main challenges for the domestic air
system. While the number of road transport system include maintenance
fatalities has declined over the past and expansion of aircraft fleet and land-
decade, the number of admissions to based infrastructure including
accident and emergency units of public aerodromes, and difficulties in generation
hospitals resulting from motor vehicle of economic levels of revenue from
accidents has increased over the same internal personal, business, tourism and
period.161 This has been attributed freight traffic.
primarily to poor driving habits, as well
161
Road traffic fatalities declined by 2.6% from 391 in 2003 to 381 in 2006 (Road Safety Unit), while
cases seen at accident and emergency units of public hospitals from motor vehicle accidents (January-
September) rose by 46.4% from 9,005 in 2003 to 13,182 in 2006 (ESSJ 2003-2006).
Maintenance of Standards Security Threats

Both the international and domestic air Security is a major concern for maritime
transport systems must maintain and air transport, including the need to
required standards of aviation legislation address the transnational threats of the
and regulation, civil aviation obligations, drugs and arms trades, illegal migration
air navigation and traffic control, air and international terrorism.
freight and cargo handling, customs and
immigration, customer service and Environmental Issues
security management. The main environmental issues relating
to land transport include: air pollution,
Air Transport Infrastructure noise, and dust from motor vehicle
Infrastructure issues include insufficient traffic; modifying land use to
air cargo facilities, limited domestic accommodate new or expanded
aerodrome infrastructure, inadequate roadways; and increased surface water
infrastructure to accommodate peak runoff from paved roadways. The road
hour passenger flows and the fact that network is vulnerable to damage caused
the existing international airports do not by natural hazards, particularly
have the capacity to extend runways to hurricanes, tropical storms and flooding,
support long stage lengths. including sediment floods. The
National Outcomes
environmental impacts of marine

Constraints in the Enabling transport include: ship-borne waste;
Environment for Maritime Transport dumping; oil and exhaust pollution;
The expansion of maritime transport potential introduction of aquatic invasive
faces a number of constraints in the species through ship ballast water; and
supporting domestic environment, impact on coastal eco-systems from port
including lack of adequate and facilities and shipping activities. The
modernized maritime legislation, delays transport sector is one of the largest
in approval process for construction of consumers of imported petroleum in the
maritime infrastructure and inefficient Jamaican economy and must address its
customs procedures. contribution to climate change due to
burning of fossil fuels.
Logistics Hub
National Outcomes
A major transport and
logistics hub or
junction represents a
particularly high level
of evolution for the
transport sector in any
country. Logistics refers
to the process of
managing the flow of
goods, services, people,
information, energy, and
other resources
through the entire
supply chain from
Figure 19: Map of Jamaica’s Geographic Location
source to end use. A
number of countries and cities, including • A large pool of trainable labour
Singapore, Dubai, Hong Kong, Miami, the • Some existing elements of required
Netherlands and Germany have achieved policy and regulatory framework
the status and benefits that come from • Potential for development and
having established a major logistics hub. expansion of supporting services
Jamaica has the opportunity to establish
itself as a premier logistics hub in the The benefits to Jamaica of becoming a
Caribbean based on a number of factors, major transport and logistics hub will
including: include:
• Increased generation of primary
• Its strategic geographic location in revenue streams from transport
proximity to the main East-West and related facilities and services
shipping lanes between the Far • Increased contribution of transport
East, Europe and Eastern North services to Gross Domestic
America, and trade and air routes Product (GDP) and employment
to the Americas, Europe and the • Opportunities for development of
Caribbean related economic activities
• The opportunity to capitalize on throughout the logistics value chain
increased trade flows from the • Enhanced integration of intermodal
expansion of the Panama Canal that linkages between land, air and
will double its capacity by the year maritime transport systems
2015 • Integration of administration for
• A well-developed transport and strategic planning for land, air and
telecommunications infrastructure, maritime transport
services and institutions with a • Provision of an ideal platform for
foundation for the main elements global competitiveness for domestic
of a major logistics hub producers and exporters
Issues and Challenges have to take a number of priority actions

in the short term to secure the
Competition opportunity to establish a major logistics
Jamaica will have to implement a number hub successfully and fulfil the long-term
of steps over the short, medium and long potential of our transport sector.
term to ensure its ability to establish a
transport and logistics hub successfully. Low Existing Level of Logistics
The importance of timely Capacity
implementation is highlighted by the We will have to upgrade our logistics
consideration that the Caribbean region capacity, which currently compares
will not be able to support more than unfavourably with international
one major logistics hub (in addition to competitors. The Logistics Performance
Miami). The country that acts decisively Index for 2007 ranked Jamaica 118th out
to take advantage of the existing window of 150 countries for its overall logistics
of opportunity and establish first mover performance across a range of
advantage over competing locations will dimensions.162 This compares with
benefit by capturing the lion’s share of rankings of 1st for Singapore, 54th for
primary revenue streams from such a Panama, and 96th for the Dominican
position, while other countries will Republic. The most problematic aspects
National Outcomes
either fail to establish a major hub or will of our logistics performance included
be restricted to secondary status and infrastructure, handling of international
limited revenue streams. In order to pre- shipments, logistics competence, tracking
empt other regional competitors such as and tracing, and timeliness. However,
the Dominican Republic, Puerto Rico, Jamaica ranked 5th in the world on
Cuba and Trinidad and Tobago, we will domestic logistics costs.
Telecommunications Network
Information and Communications
Technology (ICT) has emerged as one of
the more visible representations of
modern development, profoundly
influencing production processes and
social life. Information and
communications technologies (ICTs)
form the basis for the transition to the
information society that represents the
model for developed economies in the
21st century. The speed and depth of the
changes resulting from ICTs have been
termed the second Industrial Revolution.
The development of the ICT industry
has transformed life in Jamaica in many
ways. We have seen the introduction
and spread in the use of mobile phones,
162
Arvis, Jean-François, Monica Alina Mustra, John Panzer, Lauri Ojala and Tapio Naula. 2007. Connecting
to Compete: Trade Logistics in the Global Economy - The Logistics Performance Index and Its
Indicators. (Washington, D.C.: The World Bank).
National Outcomes
personal computers and the Internet, telecommunications infrastructure
dramatic expansion in the number and includes a 100 per cent digital
range of telecommunications and telecommunications network, a
broadcast media providers, and growth submarine fibre optic transmission ring
of applications of ICTs in businesses, around the island, international
schools and households. submarine cable links through the
Cayman-Jamaica fibre system and the
The telecommunications industry has recently installed Columbus
experienced among the highest levels of Communications’ Fibralink system to the
expansion and investment in our Dominican Republic.
economy, particularly since the year
1999 which saw the lifting of the We have achieved relatively high uptake
monopoly on telephone services. Since of some ICTs, in particular mobile
the liberalization of the industry in 1999, telephony. In 2008, the phone
there has been an explosion in the penetration rate reached 114 per cent of
number of telecommunications licences the population based on subscribers for
granted in Jamaica, increasing from a fixed and mobile phones. A range of
total of 2 licences in 2000 to 441 international indices show that Jamaica
licences by 2008. has generally achieved a position midway
among the nations of the world in the
Jamaica has three main mobile providers: development of its ICT sector, and has
Cable & Wireless Jamaica Limited the potential to increase the
(trading as LIME), Mossel Jamaica Limited contribution of its ICT infrastructure to
(trading as Digicel) and Oceanic Digital national development. The World
Jamaica Limited (trading as Claro). The Economic Forum Networked Readiness
Government has awarded spectrum Index for 2007-2008 ranked Jamaica 46th
licences to Digicel and Cable & Wireless of 127 countries in terms of ICT
to offer broadband services in the 3.5 environment, network readiness and
GHz band. Jamaica’s advanced usage of ICT.
“
Issues and Challenges Vision 2030 Jamaica plans to
ensure the development of
Spectrum Management world-class transport,
There has been an exponential growth in telecommunications, water
the demand for radiofrequency supply and sanitation
spectrum, which represents a
infrastructure that can
fundamental resource for Jamaica’s
contribute to the
telecommunications network. In some
competitiveness of Jamaican
areas, such as broadcasting and mobile
producers and improved quality
broadband, this increased demand has
of life for the
resulted in the limited availability of FM
”
frequencies for analog broadcast and the Jamaican people.
need to review current allocations to
ensure that the spectrum is being Human Resource Development
utilized for its best purpose. Challenges The rapid pace of change and
in spectrum management include being technological advance will require
able to anticipate the needs of users, to ongoing human resource development to
manage the various demands for ensure that adequate trained personnel
spectrum to avoid conflict among are available to companies and
National Outcomes
potential users and to provide the organizations in the industry, including

appropriate regulatory framework for regulatory agencies. This will require a
the development of wireless number of modalities, including formal
communication systems. Jamaica also academic programmes, vocational and
requires a transition plan to convert its skills training, in-house training by
broadcasting systems to digital audio and companies and access to international
television (which will include conversion skills as required.
of existing radio and television sets), and
to accommodate the expansion of Access to Infrastructure
mobile broadband using 3rd and 4th The long-term development of the
generation technologies. telecommunications infrastructure must
address: the need to extend affordable
Regulatory and Legislative universal access to marginalized
Framework communities, remote areas, and
There are three main regulatory vulnerable groups; and the competitive
agencies, the Office of Utilities market requirement to ensure that all
Regulation (OUR), Spectrum service providers have equitable access
Management Authority and Broadcasting to telecommunications infrastructure
Commission, with different roles. The systems.
resulting fragmentation and overlapping
jurisdictions in telecommunications Risk Resilience
caused by the existence of the multiple Our telecommunications infrastructure
regulators may be resolved by creating a needs to be adapted on an ongoing basis
single telecommunications regulator. to address vulnerabilities to hazards and
build increasing levels of resilience.
Water Supply and Sanitation the responsibility for the execution of
National Outcomes
Services small rural projects.
Water is the fundamental requirement
for all human settlements, as expressed Issues and Challenges
by the slogan of the National Water
Commission (NWC) - “Water is Life!” High Levels of System Losses
It is estimated that 17 per cent of The levels of non-revenue water165 are
freshwater consumption in Jamaica is for high due to aging infrastructure and the
domestic usage. Our water is mainly under-metering for 15 per cent of the
consumed by the productive industries population. Non-revenue water is
including agriculture (which accounts for estimated at 60 per cent of the total
75 per cent of total water consumption), amount of water distributed by the
food processing, and tourism.163 Faced NWC.166 System losses are also high in
with the likelihood of growing the agricultural sector where water used
imbalances between the demand and for irrigation is lost to leaky canals and
supply of freshwater at a global level evaporation.
over the next 25 years,164 Jamaica must
consider water as a fundamental Inadequate Water Distribution
strategic resource that is not only Infrastructure
necessary for improved quality of life for There is inadequate storage capacity in
our population but also one which can many parishes to increase the reliable
provide us with a competitive advantage yield and to ensure that there are
in those industries, such as tourism, sufficient supplies of water during the
where water represents an important dry season. While sufficient water exists
input. on the island to meet all water demands,
the water resources are not necessarily
Since April 1996, the Water Resources located close to the major centres of
Authority (WRA) has had responsibility water demand. The infrastructure to
for regulation, control and management
of the nation’s water resources. The Rainfall is the sole
NWC on the other hand has source of freshwater
across Jamaica, yielding
responsibility for the public supply of
three basic water
drinking water and sewage treatment, resource types, namely:
and operates within the policy context • Surface water – rivers
of the Government’s goal of universal and streams;
access to potable water by the year • Groundwater – wells
2010 and the establishment of sewerage and springs; and,
systems in all major towns by 2020. The • Direct rainwater –
National Irrigation Commission (NIC) evapotranspiration
has responsibility for the supply of water and harvested
for agricultural and irrigation uses, while rainwater
the Rural Water Supply Company has
163
Source: Water Resources Authority (WRA).
164
United Nations Environment Programme. 2000. Global Environment Outlook 2000. (New York:
United Nations).
165
Non-revenue water is water that has been produced but lost before reaching the customer, through
physical losses or leaks, or apparent losses, e.g. theft or under-metering inaccuracies.
166
Ministry of Water and Housing [online], http://www.mwh.gov.jm.
move the water to the areas where it is system, compared to 51.4 per cent of
needed is absent or inadequate in some households in the KMA and 12.2 per
parts of the country. cent in other towns. The commonest
form of rural sanitation is the pit latrine,
Inadequate Sanitation Services used by 57.9 per cent of rural
While sanitation services have increased households. Septic tanks, pit latrines and
in recent years,167 they are less extensive other types of onsite sanitation systems
than the coverage of water services, and can be effective and safe. However, if not
sewage disposal practices are also often constructed, used and maintained
inadequate. Sewerage is not generally properly, they can pose a threat to health
provided in rural areas, except in housing and the quality of ground and surface
developments, with only 4.3 per cent of waters.
rural households connected to a sewer
National Outcomes
Soapberry Sewerage Plant, Kingston
167
The percentage of households island-wide with water closets linked to sewer rose from 18.3% in
2001 to 21.9% in 2007 (Jamaica Survey of Living Conditions 2001 and 2007, PIOJ/STATIN).
National Strategies adequate and safe water supply and
National Outcomes
Under Vision 2030 Jamaica, each of the sanitation services for economic and
components of our transport system will social uses. Public private partnerships
be expanded and adapted to meet the will be a key approach in developing
evolving needs of our economy and strong economic infrastructure for our
society. The development of a future.
modernized public transport system and
a multimodal regional logistics hub will The National Strategies, an elaboration
be priorities. We will ensure that of each and some selected sector
broadband infrastructure and access is strategies are listed below.
expanded island-wide, and provide
Table 24: National Strategies and Responsible Agencies – Strong Economic Infrastructure
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9-1 Expand and Rationalize network will concentrate on completion
Land Transport of the island’s highway network. The
expansion of land transport will involve
Infrastructure and
development of rail transport on critical
Services corridors for passenger and cargo traffic.
Jamaica already has an extensive built
road network. Over the long term, our Selected Sector Strategies:
existing road network will be • Strengthen the institutional
rationalized as it will not be possible to capacities and capabilities of the
maintain the entire network at the same roads authorities to develop and
standards. Road maintenance will be maintain the road network
prioritized based on economic and social
National Outcomes
• Improve and rationalize the road

criteria, including consideration of the transport infrastructure
relative costs and benefits of primary, • Encourage and facilitate greater
secondary and tertiary road networks. private sector participation in the
The role of effective periodic and construction, management and
routine maintenance is particularly maintenance of the road network,
important given the cost-effectiveness of including key arterial roads
road maintenance and rehabilitation • Secure a sustainable means of
compared to new road construction. The funding for road maintenance
impact and importance of drainage expenditures
structures on the road network must be • Produce and implement a formal
adequately addressed, particularly as the hazard mitigation strategy and a
majority of road failures is due to poor disaster management contingency
drainage of the pavement. Proper road plan for road transport
maintenance will result in reduced • Ensure that road networks are
vehicle operating costs. It will be developed within guidelines of
necessary to rationalize responsibility for national environmental agencies
construction and maintenance for main • Ensure the completion of the
and parochial roads as well as major island-wide highway network
drains and gullies between the National • Improve flow of traffic in urban
Works Agency (NWA) and local centres
authorities, for example, through the • Develop intermodal traffic options
creation of a single Road Authority. • Plan and develop modern railway
linkages along key routes
Vision 2030 Jamaica will develop further • Develop road systems and
opportunities for private sector infrastructure to facilitate safe non-
participation in the construction of new motorized transport
roads and cost recovery through user • Develop driver feedback/intelligent
fees. The development of the road roads
9-2 Develop a Modernized Selected Sector Strategies:
National Outcomes
Public Transport System • Develop and implement a long-
The development of a modernized public term plan for the public transport
transport system is a key national system including for schools, taking
strategy for Jamaica’s economic into consideration integrated,
infrastructure. Public transport multimodal options for bus, rail,
represents the most efficient use of the taxi, ferry and air transport
road network, as well as the most • Develop and expand public bus
efficient use of energy resources for land system to meet sustainable
transport. Public transport reduces the transport needs
negative impact of land transport on the • Ensure access to public bus system
environment by reducing fuel emissions. for all vulnerable groups
The majority of our population is • Extend taxi routes and licensing to
dependent on public transport. Public meet demand of travelling public
transport will continue to represent • Ensure provision of proper facilities
their main land transport option for the for buses and taxis
foreseeable future, as provision of • Ensure that adequate policies and
individual vehicles for the entire regulations for public transport are
population would represent an implemented
unsupportable burden on the island’s • Promote use of public transport
economy, road network, and the over private car travel
environment.
9-3 Expand Domestic and
While the existing public transport International Air
system is entirely based on buses and Transport Infrastructure
taxis, the long-term development of a and Services
modernized public transport system also We must expand our domestic and
must consider other transport modes, international air transport services to
including passenger rail on critical meet the increasing demand for air travel
corridors and short-sea transport e.g. by domestic and international
ferries, as well as introduction of passengers. Domestic air transport will
alternative fuels such as ethanol and benefit over the long term from
natural gas. Under Vision 2030 Jamaica, increased numbers of aerodromes that
the development of the public transport can accommodate regular and private
system will require: construction and passenger flights and support the growth
installation of supporting facilities; of general aviation services island-wide.
establishment of an appropriate Under Vision 2030 Jamaica, infrastructure
regulatory and fee structure; ensuring development will include: completion of
physical and economic access for all current upgrading projects at the two
social groups, including students, the existing international airports and
elderly and the disabled; and integration domestic aerodromes; consideration of
of transport planning with the overall further expansion of the existing
spatial and land use planning for our international airports; and the long-term
country. consideration of the potential
construction of a third international
airport on the south coast at
Vernamfield, to meet the long-term
requirements for the growth of air location and the major investments
transport, particularly for freight. The already made in maritime transport with
expansion of air transport infrastructure a national strategy to expand and
will require careful consideration of land diversify maritime infrastructure and
requirements and the reservation of services, by: supporting port
required lands as part of the long-term development with adequate training and
spatial planning for Jamaica. Resolution of ancillary services; diversification into dry
the long-term future of Air Jamaica will and liquid bulk cargoes; and developing
have to be based on an economically linkages that can leverage the investment
viable model, as the Government cannot in port facilities through initiatives such
continue to cover operating losses of a as duty-free shopping and manufacturing
national carrier indefinitely. and industrial zones.
Selected Sector Strategies: We will take advantage of the

• Facilitate the increase and opportunities to establish an integrated
upgrading of domestic aerodromes maritime centre, for example, as a ship
and air strips in the country registry location and a crewing nation
• Promote intra-island air service supplying trained maritime officers for
• Promote growth of domestic air the world shipping industry.
National Outcomes
services including scheduled,

unscheduled, airwork and general Selected Sector Strategies:
aviation in Jamaica • Promote development of short-sea
• Reserve suitable land areas for shipping
airport expansion and future • Facilitate the smooth development
development of strategic maritime infrastructure
• Ensure strategic alliances for for cargo and passengers
airport development and operation • Encourage development of multi-
• Establish policy and business use port facilities
framework to facilitate expansion • Reserve suitable land areas for port
of international air service expansion and future development
• Resolve long-term future of Air • Exploit opportunities to become a
Jamaica crewing nation due to the
• Develop new international airport worldwide shortage of ship’s
at Vernamfield integrated into officers
proposed multimodal • Provide technical capacity ashore
transportation system for maritime industries
• Nurture ancillary and supporting
9-4 Expand and Diversify services to develop a maritime
Maritime Infrastructure centre
• Facilitate home-porting of cruise
and Services
ships
The demand for Jamaica’s maritime
• Facilitate growth of ship registry
facilities is derived from the island’s
• Encourage shipping and ship
strategic location at the centre of an 800
management companies to base
million person market in the Western
their operations in Jamaica
Hemisphere including the largest market
• Encourage the entrepreneurial
in the world, the USA. Vision 2030
potential of trained maritime
Jamaica will capitalize on our strategic
personnel
9-5 Develop Jamaica as a logistics facilities in proximate locations
National Outcomes
Regional Logistics Hub such as Caymanas, offers the foundation
for our country’s logistics hub. Over the
with Multimodal
long term, the development of a major
Transport Linkages integrated logistics hub on the South
Vision 2030 Jamaica will leverage our Coast, centred on Port Esquivel and
strategic geographic location and Vernamfield, could: integrate the creation
competitive advantages in existing of import infrastructure for liquefied
transport infrastructure to develop a natural gas as part of the development of
regional logistics hub. This process has the energy sector; provide multi-use
the potential to transform Jamaica’s port facilities for the export of industrial
economy in the same way that the minerals; facilitate expansion of tourism
development of logistics hubs in on the South Coast; and provide the
Singapore and Dubai has transformed potential for industrial parks for the
the economies of those countries. To manufacturing sector.
accomplish this major national strategy,
Jamaica must overcome competition Selected Sector Strategies:
from rival locations in the Caribbean, • Develop a national mechanism and
coordinate its policy and institutional framework to spearhead
framework, and mobilize public and development of logistics hub
private sector investment to develop the • Establish a comprehensive policy
infrastructure and services required to and institutional framework for
create a modernized and efficient development of logistics hub
logistics hub. We must overcome the • Develop and link major and
inadequate level of our existing logistics supporting logistics centres and
capacity through human resource facilities island-wide
development and adherence to world- • Develop safe and efficient
class standards of service delivery. multimodal transport and
communication linkages for logistics
The logistics hub will generate increased hub
primary revenue streams from transport • Promote Jamaica as a major
and related facilities and services, and logistics hub to local and
will provide the ideal platform for international private sector
domestic producers to trade goods and investors and a globally diverse
services into regional and global markets. customer base
The expansion of the Port of Kingston • Develop skilled labour force for
and Kingston Container Terminal, in logistics hub
conjunction with the development of • Develop international cargo
multimodal transport linkages and facilities
9-6 Expand the Broadband to increase access to computers and

Network Island-Wide other devices for internet connectivity
The main information and on an affordable basis to help bridge
communications infrastructure for our Jamaica’s internal ‘digital divide’.
future economic and social development
is represented by the broadband Selected Sector Strategies:
network. To expand the broadband • Expand ICT infrastructure and
network island-wide,Vision 2030 Jamaica broadband penetration to cover
will create the infrastructure required to the entire island
provide affordable universal access to • Expand the deployment of
information and communications Community Access Points (CAPs)
technologies for industrial, commercial within publicly accessible spaces
and residential users. Broadband • Encourage public and private sector
network development is driven by partnerships to establish Internet
private sector investment, and will be connectivity in publicly accessible
supported by a transparent, efficient and spaces
responsive policy and regulatory • Facilitate greater computing device
framework, including a licensing and rate- ownership and improved
setting regime. penetration of computing devices
National Outcomes
throughout homes and businesses

We will ensure that the development of • Create an appropriate policy and
the broadband network addresses the regulatory environment conducive
need for equitable access to to investments in ICT and network
telecommunications infrastructure development, governed by an
systems by all service providers, as well independent regulatory institution
as domestic and international • Enhance the ICT infrastructure to
connectivity (including to the existing ensure the support and security of
fixed-line telecommunications operators) the nation’s information assets and
and reductions in cost of internet minimize vulnerabilities of ICT
outbound connectivity. The broadband networks
network will accommodate multiple • Promote multiple modes of
technological platforms, including information delivery systems and
wireless, fixed land-line and fibre optic networks including new wireless
cable networks offering combined cable, and wired technologies
internet and telephone services, as well • Ensure equitable access for all
as future technologies that may be educational and training institutions
developed. The expansion of the to low-cost, reliable high-speed
broadband network will be internet and computer facilities
complemented by e-inclusion initiatives
9-7 Ensure Adequate and Based on these estimates, Jamaica will be
National Outcomes
Safe Water Supply and using more than 41 per cent of its
reliable safe yield of freshwater by 2015,
Sanitation Services
and the water supply system would have
To ensure the provision of adequate and
to almost double its delivery between
safe water supply and sanitation services,
2003 and 2015.
Vision 2030 Jamaica will strengthen the
nation’s infrastructure for storage,
Currently, reliable and safe yields168 of
treatment, distribution and disposal of
freshwater in Jamaica are estimated at
water. This will be achieved through a
4,085 million cubic metres per year, with
range of strategies including:
groundwater accounting for 84 per cent
strengthening national capacities to make
and surface water 16 per cent. Present
decisions among competing demands for
production from both ground and
the allocation of limited water resources;
surface water resources totals 920
increasing financing for infrastructural
million cubic metres per year – 22.5 per
development; and the creation of an
cent of the current reliable safe yield.
institutional framework to allow for
This leaves a balance of 3,165 million
efficient and effective water resources
cubic metres per year (over 77% of the
management.
total) available for development.
Strengthening the country’s
Under Vision 2030 Jamaica, water,
infrastructure is particularly important as
sanitation and hygiene will be linked to
new water required by the country by
support human health, protect
the year 2015 has been estimated at 790
ecosystems and reduce poverty. We will
million cubic metres per year by the
provide stronger coordination between
Water Resources Authority (WRA), with
the planning and development of water
172 million cubic metres for non-
supply, sanitation services and human
agricultural purposes and 618 million
settlements.
cubic metres for agricultural purposes.
168
The reliable yield or exploitable surface water is the daily water flow that is exceeded 90 percent of
the time. The safe yield or exploitable groundwater is the quantity of groundwater that can be
withdrawn over a long period without impairing the aquifer as a water source. WRA, [online],
Glossary, http://www.wra-ja.org.
Selected Sector Strategies: • Provide sufficient water for

• Implement Integrated Water achieving food security
Resources Management (IWRM) in • Introduce acceptable water pricing
an established institutional and cost recovery mechanisms
framework anchored in the Dublin • Develop wastewater systems that
and other related principles and are economical, sustainable and
informed by regional and national environmentally friendly
research findings • Use participatory approaches to
• Improve institutional arrangements design, manage, maintain and
for water management by making protect watershed areas,
the ten hydrological basins the catchments and networks and
management units to address water promote effective programmes for
problems water conservation and prevention
• Ensure equitable sharing of water of contamination
resources in each hydrological basin • Ensure water and sanitation are
• Allow for increased public-private costed and financed to promote
partnerships preferably in denser equity, efficiency and sustainability
population areas and leave low • Implement appropriate compliance
density areas for Government measures
National Outcomes
systems • Introduce mechanisms towards

• Ensure that Millennium equitable water allocation and to
Development Goals for safe and encourage recycling of industrial
adequate water and sanitation are effluent and domestic wastewater
met and surpassed

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Chapter 3: National Outcomes | # 10 - Energy Security and Efficiency
National
National Outcomes
Outcome # 10
ENERGY SECURITY AND
EFFICIENCY
Overview
Energy represents a fundamental input create a modern, efficient, diversified and
for modern economies and social life. environmentally sustainable energy
Jamaica has been almost entirely sector providing affordable and
dependent on imported petroleum as its accessible energy supplies with long-
primary source of energy throughout its term energy security that contributes to
modern history. Transport is the largest international competitiveness
consumer of petroleum in our economy, throughout all the productive sectors of
accounting for 37 per cent of total the Jamaican economy. By 2030, no less
petroleum consumption in 2008. The than 20 per cent of our energy supply
bauxite and alumina industry follows will come from renewable sources.
close behind, at 34 per cent, while
electricity generation accounts for 23 In an uncertain global environment, our
per cent. The long-term planning for the dependence on imported petroleum
energy sector must focus on these main renders the country vulnerable to
areas in order to achieve meaningful disruptions in energy supply as well as to
improvements.Vision 2030 Jamaica will increases in the price of oil, as occurred
in 1973 and more recently in the years
“
since 2002, when the annual average spot
Vision 2030 Jamaica peak price of crude oil on the
will create a modern, international market increased by 288
efficient, diversified and per cent from US$25 per barrel in 2002
environmentally to US$97 in 2008.169 Our total imports
sustainable energy of petroleum products (oil bill) were
sector providing valued at US$2.71 billion in 2008, up
affordable and from US$0.64 billion in 2002, and
accessible energy imports of mineral fuels represented 30
supplies with long-term per cent of total merchandise imports in
energy security that 2007.
contributes to
international The International Energy Agency (IEA)
competitiveness
projects that global energy demand will
throughout all the
productive sectors of the increase by over 50 per cent by 2030
Jamaican economy. based on current energy policies and
growth trends, and fossil fuels will
continue to dominate the fuel mix.170
”
These trends imply continued growth in
energy-related emissions of carbon
169
Economic and Social Survey of Jamaica (2002 and 2008).
170
United Nations Environment Programme and International Energy Agency, Analysing Our Energy
Future – Some Pointers for Policy-Makers (2007).
Figure 20: Jamaica - Total Value of Petroleum Imports 2002 - 2008
0 750 1,500 2,250 3,000
2002
2003
3,000
2004
Source: PIOJ
2005
Year
2006 Petrolem Products Imports (
2007
National Outcomes
2008 US$M
Petrolem Products Imports (US$M) Source: PIOJ
dioxide (CO2). The world today faces Energy Security

two main threats related to energy – Energy security may be broadly defined
inadequate and insecure supplies at as ensuring adequate and affordable
affordable prices and global warming due energy supplies in order to sustain
to over-consumption of fossil fuels. The economic performance and national
prospects for global energy markets development.172 Traditionally, Jamaica has
heighten concerns about energy security depended on petroleum supplies from
and the impact of climate change on Venezuela, Mexico, Trinidad and Tobago
energy-dependent small island states and Ecuador, supplemented by purchases
such as Jamaica. As stated by the IEA, on the spot market. However, our long-
“The challenge for all countries is to put term energy security is threatened by
in motion a transition to a more secure, diminishing global oil reserves, increasing
lower-carbon energy system, without demand in developing countries
undermining economic and social (particularly China and India), political
development.”171 uncertainties in key oil-producing
regions, and the potential impact of
171
International Energy Agency, World Energy Outlook 2007 - Executive Summary (2007).
172
See for example, World Economic Forum, The New Energy Security Paradigm (2006).
National Outcomes
natural and man-made disasters on cent in energy generation, with net
energy production and transport system peak demand projected to more
infrastructure. The range of than double from 606.9 MW in 2006 to
diversification options for our energy 1,439.3 MW by 2027.175 The expansion
sector includes natural gas, coal, petcoke of electricity generation capacity for
and renewable energy resources such as public supply and for the bauxite and
solar energy, biofuels and wind. Another alumina industry will require long-term
recent development has been the choices for the fuel mix.
advancement of activities related to the
exploration for potential oil and gas Issues and Challenges
deposits in onshore and offshore areas
of Jamaica.173 Dependence on Imported Petroleum
Imported petroleum accounts for 94 per
Energy Efficiency and Conservation cent of Jamaica’s energy consumption.176
Energy efficiency is increased by using Our dependence on imported
less energy per unit output, and petroleum makes our island highly
contributes to increased competitiveness vulnerable to disruptions to the supply
of economic production as well as and price of our main energy source.
environmental sustainability and energy This dependence reduces the island’s
security. Jamaica is very inefficient in the energy security. Dependence on
use of energy with an energy intensity petroleum also limits the country’s
index that is more than four times the ability to improve energy efficiency and
global average.174 Energy conservation is reduce energy costs. Our renewable
a broader measure that encompasses energy sub-sector is not as well
energy efficiency as well as behavioural established as in some developing
changes that reduce energy countries, such as Brazil, the Dominican
consumption. Republic and India. Diversification of
energy sources, therefore, must
The Least Cost Expansion Plan for the represent a priority for meeting Jamaica’s
public electricity system assumes an energy needs.
average annual growth rate of 4.2 per
173
Exploration activities in Jamaica have occurred in two phases. The earlier phase spanned 1955 - 1973,
done by private companies, and more recently 1978 - 1982 by the PCJ. A new exploration phase
began with the opening of new licensing rounds in 2005-2007(PCJ). http://www.pcj.com/oil-
gas_energy_main.htm.
174
The Jamaica Energy Policy Analysis 2005, Cabinet Office (2005), indicates that the economy requires
up to 20,000 British thermal units (BTU) to produce US$1.00 of output, compared to a global
average of 4,600 BTU.
175
OUR (2007). The projections for peak demand are being revised and updated by the OUR to take
into account the relatively flat demand since 2006, due in part to the rising price of oil and electricity.
176
PCJ.
Inefficient Electricity System public sector; low public awareness of

Jamaica requires an efficient and reliable the importance of energy conservation;
electricity supply for its long-term and an inadequate policy framework to
development. However, 50 per cent of promote energy conservation and
the island’s electricity-generating plant is efficiency.
over three decades old, has exceeded its
intended useful economic life, and is Environmental Sustainability
considered relatively inefficient.177 The use of energy has important
System losses in transmission and environmental consequences. There are
distribution represent 23 per cent of significant impacts on human health and
total output.178 The average price of the natural environment from oil
electricity in Jamaica rose from US$0.24 exploration, production, transport and
per kilowatt hour in 2006 to US$0.31 in use. Combustion of fossil fuels is the
2008.179 Available studies indicate that single largest contribution to climate
the price of electricity in Jamaica is in the change because of the volume of carbon
mid-range of electricity prices in the dioxide (CO2) and other greenhouse
Caribbean,180 but higher than electricity gases released. While Jamaica’s emissions
prices in many developed and developing of greenhouse gases represent a minor
countries,181 and reduces the fraction of the global total, as a small
National Outcomes
competitiveness of Jamaican firms in island state, we will be particularly

international markets. Jamaica’s vulnerable to the effects of climate
electricity supply is still subject to change. Other air pollutants caused by
periodic power fluctuations and outages combustion lead to health problems
that disrupt the operation of productive such as respiratory diseases and cause
enterprises. The Global Competitiveness damage to physical infrastructure. The
Report identifies the quality of electricity other environmental impacts of the
supply as an important contributor to energy sector include potential oil spills,
economic growth and one in which potential contamination of ground water
Jamaica is at a competitive by methyl tertiary-butyl ether (MTBE), a
disadvantage.182 gasoline additive, and the effects of
deforestation resulting from the
Inefficient Use of Energy production and use of fuel wood and
As a country we are very inefficient in charcoal. The environmental impacts of
our use of energy. This is due to a range the energy sector also have gender
of factors, including: the high energy use implications, including the relatively
of the bauxite and alumina industry; an higher use of charcoal and fuel wood by
inefficient public electricity system; female-headed households.183
inefficient energy technologies in
manufacturing and other productive
sectors; inefficient energy use in the
177
OUR (2007).
178
As estimated by the OUR.
179
The increase is almost entirely due to increase in the fuel charge over the period (OUR).
180
Jha, Abhas Kumar (ed.), Institutions, Performance, and the Financing of Infrastructure Services in the
Caribbean: World Bank Working Paper No. 58 (2005).
181
See for example IEA (2007).
182
Porter and Schwab, The Global Competitiveness Report 2008-2009 (2008).
183
PIOJ and STATIN, Residential Consumer End Use Survey: Volume 1 – Household Energy & Transport
Final Report (2007).
National Outcomes
Photograph contributed by the Ministry of Energy
National Strategies Over the long term, we will develop our
Vision 2030 Jamaica will provide a secure capacity to take advantage of emerging
and sustainable energy supply for our technologies that will reduce our
country. We will diversify our energy dependence on fossil fuels and
supply, increase use of renewable energy, contribute to the development of a
and explore our options for developing green economy.
all our indigenous energy sources. At the
same time, we will become more The National Strategies, an elaboration
efficient in our use of energy in all of each and some selected sector
sectors of our economy and society. strategies are listed below.
Table 26: National Strategies and Responsible Agencies –

Energy Security and Efficiency
----
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10-1 Diversify the Energy on a range of factors, including relative

Supply fuel cost and efficiency, security of supply,
Under Vision 2030 Jamaica, we will infrastructure costs, environmental
diversify our energy supply to increase considerations and availability of
energy security and to contribute to appropriate technologies. It will be
cost efficiency in the country’s energy necessary, as a priority, to coordinate
sector. Diversification will employ two decision-making between the bauxite
components: diversification of energy and alumina industry and the public
sources, and diversification of energy electricity supply to resolve the
suppliers. The precise trajectory for the fundamental medium-term fuel choice
diversification of the energy supply will between coal and natural gas to replace
be based on the completion of studies dependence on petroleum.
on our country’s energy sector and on
the evolution of international market In order to meet the projected growth
conditions and technologies. The in demand for energy, four broad
decisions on energy supply will depend diversification options are proposed, as
shown in Table 27.
Table 27: Proposed Energy Source and Diversification Options to

National Outcomes
meet Projected Growth in Demand for Energy
----
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184
Clean coal technology in the full sense involves reduction or removal of sulphur dioxide, nitrogen
oxides and particulate emissions generated by coal-fired power plants, as well as carbon capture and
storage (CCS) of the carbon dioxide generated by such plants. While a range of approaches for CCS
have been developed they have not yet been made available on a large-scale commercial basis.
We must emphasize that the planning other renewable energy fuels for motor
National Outcomes
horizon to 2030 represents a transitional vehicles, potential conversion of fleet
period in the evolution of the world’s operators (e.g. buses and taxis) to
energy supply. During this period, the compressed natural gas (CNG) and
world will be developing alternative other alternative fuels, and promotion of
energy sources that will represent long- hybrid vehicles.
term solutions to the economic and
environmental problems caused by fossil To diversify our energy sources, we must
fuels.185 However, these alternative maintain strategic foreign relations with
solutions are not yet ready for adoption our main existing energy suppliers and
for large-scale commercial use. with potential suppliers for new
Consequently it is likely that fossil fuels diversified fuel types. These sources
will remain the main source of energy include the main oil, gas and coal
for Jamaica until 2030, and the emphasis suppliers in the Caribbean region, as well
during this transition period is to switch as other international sources.
from inefficient use of fossil fuels to a far
more efficient use of fossil fuels through Selected Sector Strategies:
fuel choice and energy conservation in • Ensure an appropriate integrated
order to reduce the economic and policy, legislative, regulatory and
environmental costs. institutional framework for the
energy sector
Use of locally-produced ethanol as an • Secure long-term contracts for
oxygenate and octane enhancer and energy raw material and energy
increased use of solar energy, biogas, products from regional and extra-
photovoltaic devices, wind, hydropower regional suppliers
and other renewable energy sources will • Align foreign policy with energy
be explored to help reduce our policy to ensure energy security
dependency on imported petroleum • Develop energy diversification
over time. Over the long term, our priorities in a timely way based on
energy sector will have the flexibility and cost, efficiency, environmental
capacity to adopt and adapt to the considerations and appropriate
emerging technologies that will reduce technologies
the country’s dependence on fossil fuels • Develop and implement
permanently. Mechanisms to reduce programmes to achieve set
carbon emissions, including carbon obligatory and non-obligatory
trading, will be developed. targets for percentage of
renewables in the energy mix
Energy diversification in the transport • Create a fiscal environment that
sector will include use of ethanol and encourages development and use of
alternate energy
185
Emerging technologies which could become relevant to the development of the energy sector in
Jamaica over the planning timeframe to 2030 include fuel cells, second generation biofuels, and
efficient solid state thermoelectric converters for solar energy. Unforeseen advances also could come
from so-called "disruptive" technologies, which have the potential for significantly altering energy
production, distribution and use. Jamaica’s future energy options also may include nuclear energy in
the form of small pebble-bed nuclear reactors (small tennis ball sized helium-cooled reactors
consisting of only 9 grams of uranium per pebble to provide a low power density reactor in the size
range of 70-200 MW) which are expected to become commercially available in the time window
2020 - 2025 (Wright 2007).
• Promote strategic partnerships plants (such as new, combined-cycle

between the public and private natural gas plants) and by reducing
sectors to finance and develop system losses in transmission and
energy diversification projects distribution. Greater energy efficiency
• Accelerate comprehensive oil and and lower energy costs in the bauxite
gas exploration programme and alumina industry are necessary to
• Encourage research, development maintain international competitiveness as
and timely and efficient well as to reduce national energy
implementation of qualified intensity, and will be addressed primarily
renewable energy projects by adopting more cost-efficient fuel
• Undertake performance review of sources for alumina plants.
new and emerging energy
technologies on an ongoing basis The energy efficiency of the transport
sector will be increased by: promoting
10-2 Promote Energy imports of more efficient vehicles; levying
Efficiency and
Worldwide, energy efficiency has
Conservation improved considerably since the
Energy efficiency and conservation are 1970s in response to energy price
our best immediate hope to reduce the increases, supply uncertainties,
National Outcomes
nation’s use of oil and the attendant government policies and

negative environmental impacts. Under independent technological
Vision 2030 Jamaica, we will increase the improvements. Technological
efficiency of the energy sector in the advances have allowed for increases
generation, transmission and distribution in energy efficiency, reducing energy
demand while increasing economic
of electricity, in the use of energy in the
activity. Studies have indicated that
transport sector, and in the consumption energy savings of 20 – 30% could be
of electricity by industrial, commercial obtained globally over the next three
and residential consumers. This calls for decades through improvements in
renewed national efforts to conserve energy-using technologies and
energy and use it as efficiently as energy supply systems.
possible.
taxes on petrol at levels to encourage
On a micro-level, energy consumption
conservation; provision of adequate
cost is a significant component of firms’
infrastructure for transition to
operations and can influence profitability.
alternative energy vehicles; promoting
Investment in proven energy
car-pooling opportunities; and increasing
conservation measures (such as use of
mass transit opportunities and
cleaner technologies in manufacturing)
utilization. Energy efficiency and
can reap financial and environmental
conservation by consumers will be
benefits, and contribute to enhanced
enhanced by demand side management
economic competitiveness of firms.
programmes that: promote public
awareness of the importance of
Vision 2030 Jamaica will increase the
responsible energy use; facilitate the
efficiency of the electricity system by
introduction of energy-saving devices;
replacing old, oil-fired steam units with
employ energy-saving approaches in
more cost- and fuel-efficient generating
building design and construction; and
National Outcomes
Photograph contributed by the Ministry of Energy
promote energy conservation in the Selected Sector Strategies:
public sector, particularly in the water • Ensure an appropriate integrated
supply and sanitation systems. policy, legislative, regulatory and
institutional framework for the
We will promote energy efficiency and energy sector
conservation by the use of market • Liberalize energy industry and
mechanisms to increase competition and markets to promote competition
provide economic benefits. We will • Unbundle existing vertically
increase the role of independent power integrated industry structures and
providers (IPPs) and consideration will establish and implement common
be given to net metering or net billing by carrier and common access
households and enterprises that provide principles, where demonstrated to
electricity to the national grid. be technically and economically
feasible
• Establish a framework for timely • Promote use of appropriate

development, decision-making and technology to reduce emissions,
implementation of the least effluents and leaks from the energy
economic cost expansion plan sector
(LCEP) for generation, transmission • Increase awareness of energy-
and distribution of electricity related issues and best practices
• Encourage integrated among large and small consumers
energy/industrial parks • Develop and implement
• Develop institutional capacity to environmental stewardship
implement demand-side energy programmes in GOJ agencies
management programmes • Apply emerging appropriate energy
• Develop and implement technologies to increase efficiency
programmes to influence market • Encourage greater energy efficiency
behaviour toward and to promote and lower energy costs in the
efficient use of energy bauxite and alumina industry
• Update, apply and promulgate • Encourage greater energy efficiency
building codes to support efficient in the transport sector
use of energy • Promote use of clean technologies
in the productive sectors
National Outcomes
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Chapter 3: National Outcomes | # 11 - A Technology-Enabled Society
National Outcomes
National
Outcome # 11
A TECHNOLOGY-
ENABLED SOCIETY
Overview
Science, Technology and Innovation (STI) development and unleash the full
combined, are widely seen as important creative potential of our people. By
underlying factors behind rapid 2030, we will be among the top twenty
economic and industrial growth, leading countries in the world in e-readiness.
to the development of competitive
nations. STI play a fundamental role in Vision 2030 Jamaica beckons us to
the creation of wealth, economic become more deeply engaged in using
development and in the improvement of science and technology, and to value the
the quality of life for all citizens. They role of innovation in delivering greater
generate employment and well-being economic, social and environmental
through design and commercialization of benefits to our country.
new products and services; they help
reduce poverty; they improve education, Building the capacity for STI in Jamaica
health, nutrition and trade; and they build will enable us to:
new capacities that are essential in the • Make demonstrable progress in
21st century. The National Commission addressing health and nutrition
problems, avoid and/or mitigate the
“
impacts of natural disasters, embark
Vision 2030 Jamaica on a path of sustainable poverty
will deepen the reduction, improve spatial planning
application of science and safeguard fragile ecosystems,
and technology to and improve the quality of daily life
benefit all aspects of for the rural and urban poor
national development • Transform our economy into one
and unleash the full that is based on the production of
creative potential of our more knowledge-intensive, higher
people. value-added goods and services
• Raise productivity, wealth, and
standards of living by developing
”
new, competitive economic
activities to serve local, regional and
on Science and Technology (NCST) is global markets
the main coordinating agency for STI in • Develop appropriate R&D capacity
Jamaica. A draft National Science and to support technology-based
Technology Policy is being finalized to economic growth and to address
strengthen the framework governing STI. social, economic and ecological
Vision 2030 Jamaica will deepen the problems specific to our country.
application of science and technology to
benefit all aspects of national Innovation represents the highest rung in
the ladder of national productivity. As
nations improve the quality of all factors contributions to national

of production and the efficiency with competitiveness have increased in recent
which they are used, they approach the years. Within the broad application of
National Outcomes
maximum combination of goods and technology, the dissemination of

services they can produce with their knowledge and use of information and
given resources. Countries can achieve communications technologies (ICTs) in
significant progress by improving their particular have become more
use of natural, man-made, financial, and widespread. ICT is important as an
institutional capital. However, these industry in its own right, and it is also an
factors eventually confront diminishing enabler of all other sectors and
returns, as nations approach the limits of industries, including the economic, social,
productivity based on existing environmental and governance sectors.
technology. Ultimately, long-term This enabling role encompasses the
increases in productivity and prosperity concept of ICT for development
can only be achieved by innovation. (ICT4D), reflecting the contribution that
the application of ICTs can make to
Innovation depends on complex national development in all sectors as
interaction between the highest forms of the “general purpose technology” of the
capital – the knowledge, human and current era.186
cultural assets of a nation. An innovative
culture fosters: collaboration between The application of ICTs has led to
the public sector, private sector and reduction in transaction costs between
universities; high-quality research and businesses and consumers, and is
development; protection of intellectual credited with contributing to increased
property; and promotion of productivity in recent years.187 Research
entrepreneurship. suggests a strong linkage between the
levels of ICT advancement of a country
With respect to technology, its and growth in per capita GDP for both
186
See Porter and Schwab, The Global Competitiveness Report 2008-2009 (2008), 5.
187
One study estimates that almost one-third of the growth in labour productivity in the USA from
1959-2006 may be attributed to the growth in information technology (Jorgenson, Ho and Stiroh
2008).
developed and developing countries.188 Economist Intelligence Unit (EIU), which
National Outcomes
Studies also indicate that firms that use provides an assessment of a country’s
ICTs grow faster, invest more, and are status in terms of connectivity and its
more productive and profitable than ICT environment in relation to other
those that do not.189 ICTs also have countries, Jamaica’s 2007 rank is 46th out
profound implications for poverty of 69 countries. Jamaica has been ranked
reduction and social well-being.190 the #1 e-government nation in the
Caribbean for the last 3 years by the UN
ICTs foster the development of business Global E-Government Rankings and has
and social networks which enhance introduced electronic portals for
competitiveness and individual freedoms. accessing a range of Government
E-inclusion becomes an important aspect services and for payment of taxes.
of the information revolution as
“harnessing the full potential of the A comparison of the relative standing of
benefits of the global information society our ICT sector on indicators with the
is possible only if all nations and the Latin American and Caribbean region for
peoples of the world share this 2006193 shows that we compared
opportunity equally.”191 Access to favourably on a number of indicators
information technologies is one of the relating to access, including numbers of
targets included in the Millennium mobile subscribers and internet users
Development Goals (MDGs) and is per 100 persons, but were behind the
considered important by itself as well as region in telephone main lines and
for the achievement of all the MDGs. personal computers per 100 persons. We
also compared favourably on indicators
Development of the ICT sector in relating to affordability, institutional
Jamaica has been influenced by the efficiency and sustainability, and ICT
World Summit on the Information applications, but trailed in the level of
Society (WSIS) Declaration of Principles broadband subscribers at 1.70 per 100
(2003), in which countries involved in the persons compared to 2.95 per 100
WSIS, including Jamaica, affirmed a persons for the region. Recent surveys
commitment to building a “people- show that only 7.6 per cent of Jamaican
centred, inclusive and development- households have a computer with
oriented Information Society.”192 Under internet connection.194
the e-Readiness ranking produced by the
188
UNCTAD (2006).
189
World Bank (2006a).
190
For example, research from a ‘Village Pay Phone’ project in Bangladesh indicated that the introduction
of telephones to the village allowed the villagers to eat well all year round compared to only 9.9
months when there were no phones (UNDESA 2005).
191
UNDESA (2005).
192
http://www.itu.int/wsis/index
193
ICT at a Glance (World Bank), http://devdata.worldbank.org/ict/jam_ict.pdf.
194
PIOJ/STATIN, Jamaica Survey of Living Conditions 2007 (2008).
Issues and Challenges and conventions, including the Madrid

Protocol. The long-term development of
Low Levels of Investment in R&D innovative potential will require planning
Our capacity for research and innovation to address these weaknesses.
is limited by the relatively low levels of
overall expenditure on research and Limited Role of Government
development.195 Despite path-breaking In addition to its role in providing the
work in agricultural research and recent regulatory and legislative framework, the
expansion of the science infrastructure, Government can play a greater catalytic
we spend less than 1 per cent of GDP role through the demonstration effect of
on scientific research and development. its adoption of information technology196
and the impetus it can provide through
Lack of a National Innovation System promotion of e-government for online
A National Innovation System (NIS) can access and provision of Government
contribute to delivery of economic and services. However, there has been no
social prosperity. There are many real specific vision or agenda for STI
challenges in our STI development development, nor specific approaches on
processes, which are still relatively how STI can advance a broader national
underdeveloped. Linkages between key vision.
National Outcomes
players in the innovation process are

weak or, in some cases, nonexistent Human Resource Development
when compared to innovation processes There is still inadequate science and
in the developed world and rapidly technology education at the primary,
developing economies that are secondary and tertiary levels. Secondary
deliberately poised to leapfrog into school examination pass rates are
developed country status. Without particularly low in subjects that are
effective linkages among key critical for technological progress,
stakeholders, diffusion of STI into our including mathematics and sciences. We
economy will remain a challenge. have a low capacity for enquiry-based
approaches to learning, and scientific
Protection of Intellectual Property enquiry is not a core component of
Intellectual property is the fundamental teacher training. Technology deployment
resource of innovation. We already and usage is still curtailed by a
possess the basic legal framework for combination of human resource factors
protection of intellectual property. including high illiteracy rates, loss of ICT
However, the framework has a number skills due to migration, and low skill
of weaknesses, including limited capacity levels and high technology anxiety among
of collecting agencies and other the elderly.
institutions, existing high levels of piracy,
and relatively low public appreciation of Inadequate Data on the ICT industry
the importance of intellectual property The ICT industry suffers from the
rights. Jamaica is not a signatory to a absence of quantitative data at both the
number of intellectual property treaties micro and macro levels. There is also
195
Jamaica spends approximately 0.3% of GDP in R&D which is well below the levels of the rest of the
world with an average of 1.7% and Latin America and the Caribbean with an average of 0.6% of GDP
(see Kelly 2005).
196
An example of this role has been provided by the implementation of effective ICT systems in the
process of clearing goods at customs.
inadequate information on the status of we will maximize the contribution of
National Outcomes
ICT4D and the application of ICT in science and technology to all areas of
other industries and sectors. Financial national development. We will undertake
support and attention will be placed on strategies to build our capacity for
obtaining the necessary data to better research and development, and for
inform the decisions that must guide the applying and adapting science and
creation of the technology-enabled technology to practical and productive
society. uses. These strategies will lay the
foundation for our long-term transition
National Strategies to a knowledge-based society and
STI is fundamental to fostering economic innovation-based economy.
growth and global competitiveness and is
a sine qua non for advancing national The National Strategies, an elaboration
development. Under Vision 2030 Jamaica, of each and some selected sector
Table 29: National Strategies and Responsible Agencies – A Technology-Enabled Society
----
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11-1 Integrate Science and R&D and innovation such as

Technology into All venture capital, foreign direct
investment, revolving loan scheme
Areas of Development
for MSMEs, tax concessions on
The integration of science and
R&D equipment, and a national
technology into all areas of development
R&D fund
is important in the creation of a
• Create an effective policy and
knowledge-based economy and in
legislative framework to support
fostering economic growth and global
and advance STI including
competitiveness.Vision 2030 Jamaica will
strengthening the Intellectual
enable our country to take a leap
Property Rights (IPR) System
forward to become an acknowledged
• Develop a viable and robust STI
leader in this field through: increasing
policy, which is aligned with other
participation in the sciences; developing
policies (including biotechnology,
capacities among the public and private
energy, agriculture, environment,
sectors and academia to identify and
industrial, science education, health,
adopt appropriate technologies; applying
mining and ICT)
science and technology to economic and
• Align STI investments to solve
social processes; and promoting access
national problems in industry,
to technological solutions for all
National Outcomes
environment and society

categories of our population.
• Commercialize research and
innovation
• Encourage innovative use and
• Build capacity for effective science
application of ICT by Jamaican
and technology education in
private enterprise and Government
primary and secondary schools
• Promote lifelong learning in ICTs
• Use ICT to enhance learning in the
• Strengthen and modify the policy,
formal education system
legislative and regulatory
• Build strong links and create a two-
framework governing the ICT
way transfer of knowledge between
sector in a transparent, effective
research in tertiary institutions and
and efficient way
the market place
• Integrate ICT in the administration
• Create and improve strategic public
of justice and law enforcement
private sector partnerships in
• Promote greater use of Free and
building science and technology
Open Source Software (FOSS)
skills and competencies and
• Entrench a dynamic national and
improving infrastructure
local decision-making process based
• Review and define roles of R&D
on reliable scientific and other
institutions to gain maximum
relevant information
output of STI investments
• Make available and accessible
geospatial data, products and
services to all users, to facilitate 11-2 Establish a Dynamic and
planning, sustainable use, Responsive National
management and development of Innovation System
the island’s resources Vision 2030 Jamaica will develop an
• Create and maintain a coordinated effective world-class National Innovation
and creative funding mechanism for System (NIS) to contribute to the
delivery of economic and social and conduits for the flow of STI
National Outcomes
prosperity. We will create effective knowledge and skills into the
linkages among key NIS stakeholders to country’s innovation system
diffuse STI in the economy. We will also • Create knowledge parks and
build STI capacity (laboratories, centres of excellence to facilitate
processes and organizations) and the R&D and innovation, with emphasis
critical mass necessary for transforming on indigenous technology
Jamaica’s economy and society. This NIS • Identify priorities for STI
will enable us to ‘catch up’ as quickly as infrastructure development
possible and take a leap forward in consistent with state development
moving our country to become an objectives and the STI vision to
acknowledged leader in the application deliver joint investment by industry,
of STI. research institutions and
Government
Selected Sector Strategies: • Develop and organize world-class
• Align investment in STI research teams across all disciplines
infrastructure with national • Create a national research and
development goals development agenda and establish
• Create financing and incentive appropriate mechanisms to
mechanisms aimed at attracting encourage the private sector to
more research intensive activity in become a dominant player in STI
Jamaica and R&D activities
• Promote formation of and nurture • Increase commercial funding and
STI professional organizations as grants for ICT research and
vehicles for STI capacity formation innovation
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National Outcomes
Chapter 3: National Outcomes | # 12 - Internationally Competitive
Industry Structures
National Outcomes
National
Outcome # 12
INTERNATIONALLY
COMPETITIVE I NDUSTRY
STRUCTURES
Overview
The new paradigm for Jamaica’s level, productivity is enhanced by the
economic prosperity recognizes that availability of inputs and support services
wealth is created by the efficient that build enterprise capabilities and by
production of valuable goods and conditions that compel competitiveness
services. The National Outcomes of A through highly demanding customers and
Stable Macroeconomy, An Enabling intense inter-firm rivalry.197 These
Business Environment, Strong Economic microeconomic conditions are addressed
Infrastructure and Energy Security and in this national outcome of
Efficiency are important in creating the Internationally Competitive Industry
foundations for wealth creation – they Structures.
are necessary conditions for economic
The development of enterprise
prosperity, but they are not sufficient.
capabilities and business sophistication of
“
companies in our country (domestic
The development of firms as well as subsidiaries of foreign
internationally companies) involves improvement of the
competitive industry operational effectiveness of their
structures will provide activities throughout the value chain, and
pursuit of increasingly differentiated
the microeconomic
strategies that can capture greater
conditions for premiums from customers in domestic
increased productivity and export markets. The
throughout the microeconomic business environment
Jamaican includes the quality of input conditions,
economy... inter-firm strategy and rivalry, local
”
demand conditions, and the presence of
related and supporting industries.198
Empirically, many high-performing
A nation’s productivity ultimately
enterprises have been observed to be
depends on the performance of its
located in clusters of companies and
economic enterprises of all sizes and
supporting institutions in a particular
across sectors. At the microeconomic
industry, often concentrated in a
197
198
These four areas have become known as the national diamond of competitiveness (Porter 1990).
Jamaica - GCI Ranking 2008-2009
Dominican Republic
Figure 21: Jamaica - GCI Ranking 2008-2009

Trinidad and Tobago
Costa Rica
Dominican Republic
Barbados
Trinidad and Tobago
Singapore
Costa Rica
Jamaica
0 25 50 75 100
Barbados Global Competitiveness Index (GCI)
Ranking out of 134 Countries
(1st - Highest; 134th - Lowest)
Source: World Economic Forum (2008)
Singapore
Jamaica
0 25 50 75 100
Global Competitiveness Index (GCI)
Ranking out of 134 Countries
particular geographic region or urban Eco-efficiency embraces other concepts,
National Outcomes
(1st - Highest; 134th - Lowest)

Source: World Economic Forum (2008)
centre. Clusters provide a range of such as ‘pollution prevention,’ ‘source
benefits to firms including economies of reduction,’ ‘waste reduction,’ ‘waste
agglomeration, labour market pooling minimization,’ ‘clean (or cleaner)
(particularly for skilled workers), access production’ and ‘lean manufacturing.’
to specialized goods and services and Through eco-efficiency our local firms
technological spill-over effects. These will be able to reduce their negative
benefits enable companies located within environmental impacts while
a cluster to increase their levels of strengthening their basis for sustained
productivity and innovation. profitability. Compliance with
Another aspect of international environmental and production standards
competitiveness that has become including ISO 14000 and 22000 and
increasingly important is the relationship HACCP200 has become a requirement, in
between economic production by many cases, for entry to valuable export
industries and firms and the natural markets. Under Vision 2030 Jamaica, our
environment. Many of today’s industry enterprises will benefit from increased
leaders base their business operations compliance with environmental
standards in building a more prosperous
on the principle of ‘eco-efficiency’.199 By
Jamaican economy. We will progress
integrating environmental and economic
toward the creation of a ‘green
approaches, modern industries and firms
economy’ that is based on long-term
can enhance their international
sustainable use of environmental
competitiveness.
resources.
199
The term eco-efficiency was coined by the World Business Council for Sustainable Development in
1992 and is defined as “…delivery of competitively priced goods and services that satisfy human
needs and bring quality of life, while progressively reducing ecological impacts and resource intensity
throughout the life cycle, to at least a level in line with the Earth’s estimated carrying capacity.”
200
ISO - International Standards Organization; HACCP - Hazard Analysis and Critical Control Points.
Industry Structures
The development of internationally These capacities must be developed
National Outcomes
competitive industry structures will systematically to make Jamaican firms
provide the microeconomic conditions and industries more competitive over
for increased productivity throughout time.
the Jamaican economy, including the main
goods- and services-producing sectors Limited Inter-Sectoral Linkages
and industries. These include: Jamaica does not have strong linkages
• Agriculture among different sectors of its economy.
• Manufacturing Linkages broaden the value chain of
• Mining and Quarrying enterprises and industries, create higher
• Construction economic multipliers and retain greater
• Creative Industries value-added within the domestic
• Sport economy. We have limited development
• Information and Communications of economic clusters that represent
Technology (ICT) specialized centres of excellence.202
• Services (Financial, Business and Rising trade deficits as well as the limited
Distribution) impact of foreign direct investment in
• Tourism generating growth have been attributed
in part to the low levels of inter-sectoral
Issues and Challenges linkages and high import content of our
economy.
Capacity Constraints of Jamaican
Companies Limited Application of
Companies in Jamaica are affected by a Environmentally Friendly Processes
range of capacity constraints that reduce Despite advances in some sectors and
their business sophistication. These industries including tourism, the Jamaican
include: limited application of modern private sector has made limited progress
technology and management techniques; in implementation of EMS. Many Jamaican
lack of focus on customer service; manufacturers, for example, tend to
limited access to capital for upgrading procure ‘appropriate technologies’, 203
and retooling; low levels of energy- rather than cleaner technologies.
efficiency; and limited implementation of Functionality and price, as opposed to
environmental management systems resource efficiency, are the more
(EMS). The GCI report identifies local important criteria influencing
supplier quality and production process procurement. In order to become
sophistication as areas of competitive competitive, these producers will have to
disadvantage for Jamaica.201 Relatively upgrade their facilities, retro-fitting and
few Jamaican companies engage directly replacing obsolete equipment with
in export of goods or services, and even cleaner, state-of-the-art technologies to
fewer participate in or control their minimize operating costs and ensure
channels of international distribution. sustainability.204 Without improved
environmental performance, future
201
202
Ibid.
203
Appropriate technologies are intermediate technology, simple or small-scale machinery and tools that
tend to be used in developing countries because they are cheap and easy to produce and maintain.
204
ENACT Programme and Jamaica Manufacturers Association Limited, Exploring Issues and
Opportunities for Enhancing the Competitiveness of Jamaica’s Manufacturing Sector through Energy
Management (2004).
business operations will be exposed to developing economic linkages and

risks of rising prices for water, energy, clusters; promoting economies of scale
materials, and waste disposal. The private and scope through regional
sector has an interest – and an economic collaboration; strengthening the
opportunity – in managing the natural framework for competition among
capital portfolio wisely, as many of the enterprises; and promoting eco-efficiency
goods and services supplied by and investment in the emerging green
ecosystems cannot be replaced at any economy. The development of
reasonable cost. internationally competitive industry
structures will provide the
National Strategies microeconomic conditions for increased
We recognize that our prosperity productivity throughout the Jamaican
ultimately depends on the productivity economy, including our main goods- and
and performance of our economic services-producing sectors and
enterprises at the microeconomic level. industries.
Vision 2030 Jamaica will increase
international competitiveness at the The National Strategies, an elaboration
enterprise and industry levels by: of each and some selected sector
enhancing company sophistication; strategies are listed below.
National Outcomes

– Internationally Competitive Industry Structures
----
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>52'-3&$?&+3)5$;),*-.2&0$-.4$@00)+2-32).0
72.2035/$)8$9.46035/:$9.'&03,&.3$-.4$
;),,&5+&
!"#"$%&'&()*$&+).),2+$(2.A-B&0$-.4$+(603&50
<-,-2+-$=5-4&$-.4$9.'&03
>52'-3&$?&+3)5$;),*-.2&0$-.4$@00)+2-32).0
72.2035/$)8$E)5&2B.$@88-250$-.4$E)5&2B.$=5-4&
!"#C$%&'&()*$&+).),2&0$)8$0+-(&$-.4$0+)*&$
72.2035/$)8$9.46035/:$9.'&03,&.3$-.4$
$$$$$$$$315)6B1$+)((-D)5-32).$-,).B$&.3&5*520&0$
;),,&5+&
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72.2035/$)8$E2.-.+&$-.4$31&$>6D(2+$?&5'2+&$
72.2035/$)8$9.46035/:$9.'&03,&.3$-.4$
!"#F$G.1-.+&$31&$85-,&H)5A$8)5$+),*&3232).$
;),,&5+&
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72.2035/$)8$9.46035/:$9.'&03,&.3$-.4$
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<-,-2+-$9.032363&$)8$G.'25).,&.3-($
$$$$$$$$&+).),/$$
>5)8&002).-(0
<-,-2+-$K65&-6$)8$?3-.4-540
>52'-3&$?&+3)5$;),*-.2&0$-.4$@00)+2-32).0
Industry Structures
12-1 Develop Company • Develop world-class capacity in
National Outcomes
Sophistication and measurement and promotion of
productivity
Productivity
• Identify and strengthen export
In the early stages of the implementation
capacity in targeted areas
of Vision 2030 Jamaica, economic
• Strengthen relevant industry and
progress will require us to address the
professional associations, including
weaknesses in the basic pillars of
their capacity for strategic planning
competitiveness, including
• Enhance public private sector
macroeconomic conditions, and to
partnerships for furthering STI
improve the efficiency-enhancing pillars
development
to approach world-class levels.205
However, our long-term transition to an
innovation-based economy will require 12-2 Develop Economic
companies to transform their levels of Linkages and Clusters
sophistication by employing global best Vision 2030 Jamaica will develop
practices of management, technology and economic linkages and clusters to
production, and by creating complex strengthen the capacity of firms and
products and services that meet the industries to collaborate in building
unique needs of demanding and more complex value chains and retain
sophisticated customers. We will address more added value within the domestic
the capacity constraints of our economy. We will build on the
companies over time, through experience already gained in fostering
mechanisms such as training competitive clusters in sectors such as
programmes, technology transfers, and tourism, entertainment and agriculture,
partnerships between domestic and by assisting companies to cooperate in
international firms. production and marketing processes,
facilitating inter-sectoral linkages, and
Selected Sector Strategies: strengthening the institutional support
• Enhance physical, human, for the development of economic
institutional, technical and financial linkages and clusters among Jamaican
capacity of productive enterprises companies.
and individuals, including materials
and energy efficiency, supply chain Selected Sector Strategies:
management and product costing • Analyse the value chain for
and pricing Jamaica’s main productive sectors
• Develop and promote high-quality and industries
standards for globally competitive • Support and foster the
products and services development of new and innovative
• Promote application of ICT to process and product ideas through
production, distribution and business incubation and innovation
marketing of products and services centres
205
Based on the GCI: a factor-driven economy competes on the basis of factor endowments, unskilled
labour, natural resources and price; an efficiency-driven economy competes on the basis of higher
education and training, efficient markets for goods, labour and capital, and application of existing
technologies; while at the highest level, innovation-driven economies compete through innovation and
value-added production. See Porter and Schwab, The Global Competitiveness Report 2008-2009
(2008).
• Build horizontal and vertical within the Caribbean region. Economic

clusters and networks within the cooperation and coordination among
main productive sectors and neighbouring countries is an important
industries mechanism for expanding trade and
• Develop appropriate research and investment. This National Strategy will
measurement methodologies for build on the process of regional
the main productive sectors and integration under the CSME and EPA to
industries enhance collaboration between
• Strengthen partnerships between economic enterprises in different
national associations, Government countries to benefit from economies of
and other public and private sector scale and scope,206 specialization and
partners sharing of technology and best practices,
• Encourage collaboration and particularly in fostering joint approaches
pseudo-group buying of inputs to for accessing international and global
obtain lower unit cost of supplies markets. For Jamaican and Caribbean
• Identify, create awareness of and producers, the potential benefits from
facilitate opportunities for linkages economies of scale and scope include
among industries and sectors reduced production and shipping costs,
• Establish appropriate marketing and increased volumes of exports to regional
National Outcomes
information systems to bring and global markets, and more effective

together purchasers and producers use of complementary resources.
in linkage sectors and industries
• Encourage strengthening of the Selected Sector Strategies:
capacity of producers to meet • Strengthen strategic regional and
demands of purchasers in linkage global partnerships to support local
sectors and industries producers including exchanges and
• Leverage relationships with the co-production agreements
Jamaican Diaspora to improve • Promote joint-ventures with
access to foreign markets regional and international industry
• Promote collaboration among players
productive enterprises to develop • Promote regional cross-training,
economies of scale in production secondments and staff exchanges
and marketing
12-4 Enhance the Framework
12-3 Develop Economies of for Competition among
Scale and Scope through Enterprises
Collaboration among Competitive enterprises can only be
Enterprises in the created through actual competition.
Region Long-term economic development
Under Vision 2030 Jamaica, economic requires a strategic focus on maintaining
linkages will be strengthened not only an effective framework for competition
within the domestic economy but also among enterprises. This will include:
between Jamaica and other countries strengthening legislation and institutions
206
Economies of scale are reflected in lower unit cost of production as the volume of output increases,
while economies of scope result from production of a range of products and/or services using shared
or common inputs.
Industry Structures
National Outcomes
to promote fair competition; developing industries and enterprises will create the
trade regimes that allow fair access to potential for reduction in materials and
domestic and export markets; and energy costs and for improved
ensuring an appropriate role of the competitive advantages (e.g. ‘green
Government in regulating private sector products’).208
economic activities.
Vision 2030 Jamaica will take our
Selected Sector Strategies: productive enterprises beyond simply
• Strengthen policy, legislative and minimizing their negative impacts on the
institutional framework for fair natural environment. By basing new jobs
market competition and industries on sustainable use of
natural resources and unique
12-5 Promote Eco-Efficiency environmental assets (for example by
and the Green Economy developing renewable energy sources,
Promoting eco-efficiency includes promoting organic agriculture or
adopting the principles of ‘natural exploring the genetic potential of our
capitalism’, and will enable our endemic species),Vision 2030 Jamaica
companies to increase profitability and will help to build a green economy and
efficiency while becoming more lay the foundation for long term
environmentally and socially responsible. competitiveness and sustainability of our
Our companies will be encouraged to productive enterprises in the 21st
adopt an integrated ‘triple bottom line’207 century.
approach to foster greater levels of
operational efficiency, ethical behaviour
and environmental sustainability within
organizations. Processes which have earned
the label “environmentally-
Through greater adoption of eco- friendly” come close to the
efficiency, our companies will be able to: following characteristics:
increase their profits; gain competitive
advantage; secure increased market share • Zero pollution
• Zero waste production
from customers who are themselves
• Zero health hazards to
pursuing environmental improvement;
workers
and make better products. Under Vision • Low energy consumption
2030 Jamaica, companies will be • Efficient use of resources
encouraged to integrate environmental
considerations into all functional
management areas (e.g. R&D, strategic
planning, and marketing). Jamaican
207
A term that refers to the business goals of profitability, environmental awareness, and social
responsibility.
208
GOJ/CIDA Environmental Action (ENACT) Programme, Handbook on Natural Capital and Eco-
Efficiency (2005).
Selected Sector Strategies: • Support integration of

• Employ high levels of capital to environmental considerations into
increase use of cleaner all functional management areas
technologies • Address waste, emissions, water
• Develop the capacity of local and energy in integrated sustainable
companies in process, materials and planning for the productive sectors
energy efficiencies • Promote green jobs and industries
• Develop the capacity of local • Encourage adoption of
companies to meet international environmental management
environmental standards systems by productive enterprises
-B7C4;BE'#9784Q:'V<1'W',;7:5;B7C4;BEE?'*4QG:7C7CX:',;H9675?'$7598795:6'
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National Outcomes
G54H987C4;'IJ'6AB5:'4K 2N2>> 2N2>= 2N2>3 2N2O3 I2N22O'G:58:;7BD:'G4C;76'C;'T'?:B56M

DE4FBE'L&!'FB6:H'4;'!!!M B;H'BHH'2N2<2'G:58:;7BD:'G4C;76'C;
7A:';:U7'<='?:B56N'
Industry Structures
Main Goods– and In addition to these general conditions
National Outcomes
for economic growth, each sector has
Services–Producing particular issues and needs which are
Sectors and analysed and addressed in detail below.
Vision 2030 Jamaica will build the
Industries international competitiveness of our
Vision 2030 Jamaica recognizes that the goods- and services-producing sectors at
main goods- and services-producing the enterprise and industry levels by:
sectors and industries represent the increasing the productivity of our
basis of our national economy. These companies; promoting inter-sectoral
productive sectors and industries all will linkages; using our competitive
benefit from the favourable advantages to exploit local, regional and
macroeconomic conditions, development global market opportunities; and
of human and institutional capital and supporting the transition to higher levels
environmental sustainability that the of innovation and value-added
National Development Plan will create. production.
Table 33: Sector Contribution to GDP 1982 - 2007

@"*/.*".)+',/.AA-
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401&60%(&#$1" ?=:@< ??:A< ^1$()2+\0($-1.+?>>;+H/.()I+-6
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D')%(#$%$(/+012+E0()# ?:C< ;:A< %-1.(01(+G#$%)+).($I0().+_$(3
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%-1(#$K&($-1+-6+$12&.(#$).+(-+QJP:
4$.%)''01)-&.+H)#L$%).+$1%'&2$1"
R-()'.*+N).(0&#01(.+012+7'&K. S:B< >:B< 81+G0#($%&'0#*+(3)+%-1(#$K&($-1+-6
.)#L$%).+30.+$1%#)0.)2+(-+9=:A<
%&'()"*+,-.%/0123/$ S=:S< SA:?< -6+QJP+$1+CBBA*+K0.)2+-1
%-1(#$K&($-1+(-+(-(0'+"--2.+012
.)#L$%).+G#-2&%($-1+X)Z%'&2$1"
6$101%$0'+$1()#I)2$0($-1+.)#L$%).
.)4)56 ?BB:B< ?BB:B<
$12$#)%('/+I)0.&#)2Y:
H-&#%)T+P8UV+($I)+.)#$).+20(0W+DHHV+CBB9
O0.)2+-1+%-1(#$K&($-1+(-+(-(0'+"--2.+012+.)#L$%).+G#-2&%($-1+0(+%-1.(01(+X?>>SY+G#$%).
$:):+QJP+.30#)+)Z%'&2$1"+$IG&()2+K01[+.)#L$%)+%30#").:
Table 34: Main Goods- and Services-Producing Sectors and

Industries and Responsible Agencies
----
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9E:BM19.!L3.>L3C9B1>E9
*$+$,(#-./0.!"#$%&'(&#)
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*$+$,(#-./0.>+;&,(#-?.>+4),(6)+(.2+;.
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B#2;).C+$/+,
=#$42().9)%(/#.:/652+$),.2+;.!,,/%$2($/+,
*$+$,(#-./0.*$+$+".2+;.B)')%/66&+$%2($/+,
*$+$,(#-./0.E+)#"-
8262$%2.<2&F$().>+,($(&()
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*$+$+".2+;.D&2##-$+".!,,/%$2($/+./0.8262$%2
=#$42().9)%(/#.:/652+$),.2+;.!,,/%$2($/+,
B#2;).C+$/+,
National Outcomes
*$+$,(#-./0.B#2+,5/#(.2+;.G/#H,
>+%/#5/#2();.*2,()#I&$';)#,.!,,/%$2($/+./0.
8262$%2
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B#2;).C+$/+,
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=#$42().9)%(/#.:/652+$),.2+;.!,,/%$2($/+,
*$+$,(#-./0.>+0/#62($/+?.:&'(&#)?.J/&(7.2+;
:#)2($4).>+;&,(#$),.. 95/#(,
=#$42().9)%(/#.:/652+$),.2+;.!,,/%$2($/+,
*$+$,(#-./0.>+0/#62($/+?.:&'(&#)?.J/&(7.2+;
95/#(,
95/#(
>+,($(&()./0.95/#(.K>L9=M1BN
=#$42().9)%(/#.:/652+$),.2+;.!,,/%$2($/+,
*$+$,(#-./0.*$+$+".2+;.B)')%/66&+$%2($/+,
*$+$,(#-./0.>+;&,(#-?.>+4),(6)+(.2+;
>+0/#62($/+.2+;.:/66&+$%2($/+,.B)%7+/'/"-
:/66)#%)
K>:BN
:)+(#2'.>+0/#62($/+.B)%7+/'/"-.M00$%)
=#$42().9)%(/#.:/652+$),.2+;.!,,/%$2($/+,
*$+$,(#-./0.>+;&,(#-?.>+4),(6)+(.2+;.
9)#4$%), :/66)#%)
KO$+2+%$2'?.<&,$+),,.2+;.3$,(#$I&($/+N 8262$%2.<2+H)#,@.!,,/%$2($/+
8262$%2.:726I)#./0.:/66)#%)
=#$42().9)%(/#.:/652+$),.2+;.!,,/%$2($/+,
*$+$,(#-./0.B/&#$,6
8262$%2.B/&#$,(.</2#;
B/&#$,6.=#/;&%(.3)4)'/56)+(.:/652+-.
B/&#$,6
A$6$();
8262$%2.P/()'.2+;.B/&#$,(.!,,/%$2($/+
=#$42().9)%(/#.:/652+$),.2+;.!,,/%$2($/+,
Industry Structures
National Outcomes
Agriculture
Overview
The agricultural sector remains an shocks including weather conditions,
important contributor to GDP, pest infestations, impact of natural
employment, foreign exchange earnings disasters, and changes in export market
and rural life in Jamaica. It is comprised prices and trading regimes. Revitalization
mainly of small farmers with 2 hectares of the sector and its increased
or less who account for 77 per cent of contribution to the national economy is
the total number of agricultural holdings. contingent on its reorganization on the
The sector has experienced numerous basis of modern technology and
challenges that have resulted in an management in order to achieve greater
overall decline in output and direct efficiency and competitiveness. The role
contribution to GDP over the years.209 of the sector in providing food supplies
for the nation has been highlighted by
Our agricultural sector has exhibited the impact of fluctuations in global
persistently low productivity and has economic and commodity markets on
been vulnerable to increased our domestic economy in the recent
competition resulting from progressive period from 2007 – 2009. Food security
rounds of trade liberalization over the has important implications for achieving
past two decades. Other problems health outcomes related to nutrition and
include: heavy reliance on imports; use of healthy lifestyles.
inappropriate technologies; praedial
larceny; an aging work force; difficulties in The value of production and export of
titling and transfer of lands; high cost of traditional agricultural crops, including
and limited access to capital; and sugar and bananas, has been declining in
inadequate research and development. recent years, due in part to the impact of
The sector is extremely vulnerable to natural disasters and the erosion of
209
The Agriculture, Forestry and Fishing sector has fallen from 7.3% of GDP in 1982 to 5.0% in 2007
based on contribution to total goods and services production (i.e. GDP share excluding imputed
bank service charges). PIOJ time series data, ESSJ 2007. However, see note to Table 33.
market preferences. The Government Given the potential contribution of

has undertaken adaptation strategies to agriculture to GDP, employment,
address these challenges including plans the enhancement of rural
to privatize Government-owned sugar livelihoods, environmental
estates and promote rural diversification sustainability and food security, the
in affected parishes. The value of non- sector occupies an important
traditional exports including root crops, position in the planning for Vision
orchard crops, vegetables, ornamental 2030 Jamaica. Our long-term vision
horticultural crops and products from is for the dynamic transformation
aquaculture and marine fisheries has of the Jamaican agricultural sector
increased from 11.7 per cent of total through a sustained, research-
agricultural exports (including the value oriented, technological, market-
of sugar exports) in 1984 to 40.8 per driven and private sector-led
cent of total agricultural exports by revolution, which revitalises rural
2006. Despite an overall decline in communities, creates strong
agricultural output, the livestock and linkages with other sectors and
fishing sub-sectors have shown some emphatically repositions the sector
growth over the past six years, with the in the national economy to focus
agriculture production index for on production of high value
National Outcomes
livestock and fishing rising from 123.7 commodities and contribute to

and 66.6 respectively in 2001 to 129.0 national food security.
and 102.6 in 2007.210
Photograph by Richard Khouri
210
ESSJ (2007). For the Agriculture Production Index, production in the base year 1996 = 100.
Industry Structures
National Outcomes
Issues and Challenges settlement and housing
1. Declining competitiveness of development211
agricultural production, as 7. Limited capacity for research and
manifested in declining exports and development (R&D)
rising imports, due to: the small 8. Threats to the sustainable use of
size of landholdings; high cost of the island’s forestry resources,
inputs; praedial larceny; and limited including natural and man-made
application of modern technology hazards, soil erosion and illegal
2. Limited staffing and resources for logging
extension services 9. Threats to the long-term
3. Gaps in key infrastructure, development of Jamaica’s marine
including: inadequate maintenance fisheries including: over-harvesting;
of feeder roads; inadequate habitat destruction and pollution;
irrigation works; and lack of and incursions by fishing vessels
sorting, grading, packaging and from other countries including
storage facilities Colombia and Honduras
4. Weaknesses in marketing, 10. Environmental issues including: soil
including: high levels of informality erosion from over-cultivation and
in marketing and distribution inadequate soil conservation
channels; limited market techniques in hillside farming; use
information services; and relatively of chemical fertilizers; impact of
weak linkages to other economic natural hazards; and deforestation
sectors, industries and non- resulting from clearing of hillsides,
traditional export markets illegal settlements, monoculture
5. Aging work force farming and uncontrolled
6. Loss of agricultural lands to urban harvesting of trees
211
Agricultural lands now cover less than 40% of total land area, down from 62% in 1968.
Selected Sector Strategies: • Strengthen the capacity of

Competitive Diversified Value-Added Government to play a supporting
Agricultural Production role in development of the
• Strengthen agricultural research agricultural sector
institutions • Increase the number and capacity
• Develop a diversified range of of extension officers
agricultural production including • Strengthen efforts to reduce
higher value-added production praedial larceny
• Develop modern, efficient farming • Improve and rationalize road
systems through research and network including farm roads
application of local and network
international best practices • Provide adequate water supply,
• Implement development plans for irrigation and drainage to meet the
key agricultural sub-sectors needs of the sector
• Strengthen farmer organizations
Marketing for Domestic and Export
Markets Long-Term Rural Development
• Strengthen agricultural marketing • Apply land use policy and legislation
structures to halt the change of use and
National Outcomes
• Strengthen linkages with other degradation of agricultural lands

economic sectors and industries
including manufacturing and Environmental Sustainability
tourism • Increase application of
environmental best practices
Human Resources throughout the agricultural sector
• Establish model demonstration • Promote zero waste in agriculture
farms in strategic locations production and processing
• Strengthen existing educational • Develop organic farming as a major
institutions for agricultural training mode of production
• Encourage participation of youth in • Develop a comprehensive
agriculture agricultural insurance system
• Strengthen hazard mitigation for
Enabling Framework, Infrastructure and the agricultural sector
Support Services
• Develop a new agricultural sector National Food Security
policy • Promote national food security
• Promote micro-financing through
producer associations
Table 35: Proposed Indicators and Targets for the Agricultural Sector
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Industry Structures
National Outcomes
Photograph contributed by Caribbean Cement Co. Ltd.
Manufacturing
Overview
The manufacturing sector represents an Productivity Centre indicate that unit
important component of the economies labour productivity in the sector fell by
of many developing countries, including 18.6 per cent between 1972 and 2006,
Jamaica. During the period 2002-2006, reflecting the overall decline in labour
manufacturing represented, on average, productivity in the Jamaican
12.5 per cent of Jamaica’s GDP.212 economy.213The fundamental
Despite a relative decline since 1990, requirement for the sector is to achieve
manufacturing remains the largest levels of productivity that will enable it
contributor to GDP among the goods- to compete successfully in domestic and
producing sectors in the Jamaican export markets.
economy.
Vision 2030 Jamaica will enable the
The manufacturing sub-sectors which manufacturing sector to make the
have shown growth in recent years transition to higher levels of productivity
include the non-metallic mineral and value-added production using
products, food, alcoholic and non- efficient and clean technologies and
alcoholic beverage sub-sectors, paper environmentally sustainable processes,
and paper products, printing and with motivated, productive employees,
publishing, petroleum refining, chemicals, within an enabling business and
chemical products, rubber and plastic regulatory environment.
products. Data from the Jamaica
212
Contribution to Total Goods and Services Production at constant 1996 prices, (ESSJ 2002 – 2006).
However, see note to Table 33.
213
Data provided by the Jamaica Productivity Centre (constant prices with 2000 as base year).
Issues and Challenges Selected Sector Strategies:

1. Constraints in the macroeconomic Competitiveness
and business environment affecting • Improve quality and relevance of
competitiveness in which Jamaican training and accreditation at
manufacturers operate, including educational and training institutions
complex regulatory processes by strengthening linkages to the
2. Limited economies of scale manufacturing sector
resulting from relatively small • Increase exposure of manufacturers
plants geared for the domestic to relevant and innovative
market production technologies
3. High costs associated with crime • Encourage greater capacity
and security issues utilization, for example through
4. Limited access and the high cost of partnering between manufacturers
credit to the manufacturing sector • Establish a centre of excellence for
5. High costs of some productive manufacturers
inputs including energy
6. Low levels of investment in Enabling Environment for Manufacturing
modern technology and business Enterprises
practices • Strengthen relevant industry
National Outcomes
7. Constraints in transport and other associations including the JMA, JEA

infrastructure and SBAJ
8. Trade-related issues including: • Ensure availability and access to
implications of regional and global competitive factory space
trade liberalization; monitoring of
rules of origin requirements and Inter-Sectoral Linkages
re-export of extra-regional goods • Identify, create awareness of and
to Jamaica; and enforcement of facilitate opportunities for linkages
anti-dumping provisions to ensure between the manufacturing sector
compliance with international and purchasers in linkage sectors
agreements and industries
9. Requirements of international
product and process standards Environmental Sustainability
including Hazard Analysis and • Encourage development and use of
Critical Control Points (HACCP) environmentally friendly products
and ISO 9000 and 14000 and processes
10. Environmental pressures • Promote clean technology and use
generated by the manufacturing of alternative energy
sector, including: contribution to • Promote and encourage
solid and hazardous waste; limited compliance with relevant
recycling facilities; production of environmental regulations and
liquid and sludge waste; and air standards
emissions from manufacturing
processes
Industry Structures
Marketing and Customer Service • Develop mechanisms to manage
National Outcomes
• Improve customer service within effectively shipping and distribution
the sector costs
• Strengthen relationships with • Use creative aspects of Brand
wholesalers and retailers in Jamaica in marketing Jamaican
domestic and export markets manufactured products
• Promote the adoption of quality • Expand collaboration in regional
management and production and international marketing
systems and standards
Table 36: Proposed Indicators and Targets for the Manufacturing Sector
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Photograph contributed by the Ministry of Mining and Telecommunications

Mining and Quarrying
Overview
National Outcomes
The mining and quarrying sector is technology and the high quality of its
important to the national development human capital. Jamaica’s bauxite industry
of those countries, such as Jamaica, that is at a mature stage, and is vulnerable to
are endowed with exploitable mineral international competition and to
resources. According to conventional fluctuations in the global economy and
national accounting classifications, commodity markets. Jamaica’s main
minerals are metallic and non-metallic. global competitors in terms of metal
The most important metallic mineral for grade alumina are China, Australia, USA
our mining and quarrying sector is and Brazil; and, for bauxite, Guinea,
bauxite, the ore from which alumina and Australia and Brazil. Energy is the main
aluminium are derived. Total production cost element at most alumina plants in
of bauxite in 2006 was 14.9 million the world including in Jamaica, where
tonnes, the highest level achieved since energy costs accounted for 35 per cent
1974. of production cost in 2006, placing
pressure on the competitiveness of our
Bauxite and alumina are major sources industry. The downturn in the global
of export earnings (US$1.3 billion in economy since 2007 has reduced
2007) and the percentage of total demand for alumina, leading to
bauxite production consisting of alumina contraction in production and
has increased over the past three employment in the domestic bauxite and
decades, indicating a progression up the alumina industry. These circumstances
value chain.214 The sector also has the have increased the importance of
highest labour productivity in the strategic planning for the future of this
Jamaican economy, due to its capital industry.
intensity and efficiency, advanced
214
The percentage of bauxite processed into alumina has increased from 45.7% in 1973 to 69.7% in
2007 (ESSJ 1973 and 2007).
Industry Structures
Jamaica’s limestone resources are by far 4. Declining ratio of trihydrate
National Outcomes
the largest mineral resources possessed bauxite to monohydrate bauxite
by the country. Limestone and its reserves, leading to increased cost
derivative lime are among the most and lower yields in alumina
important basic materials used by processing
mankind with the most diverse end-use 5. Predominance of micro- to
structure of any industrial material. medium-sized local companies in
While Jamaica possesses large resources the non-metallic minerals industry,
of high-quality limestone, the levels of with limited technical and financial
economic reserves of chemical, capacity
industrial, metallurgical and whiting grade 6. Limited transport infrastructure
limestone have not been quantified. for the sector including inadequate
Production of most non-metallic bulk-handling port and loading
minerals has been increasing since 2002, facilities to accommodate non-
including limestone, gypsum, and sand metallic minerals exports
and gravel. In 2006, export earnings from 7. Weak supporting framework for
limestone and gypsum were US$1.8 research and development
million and US$1.5 million, respectively.
Vision 2030 Jamaica provides a path for Competitive Value-Added Production
Jamaica to regain its competitiveness in • Ensure appropriate policy and
the bauxite and alumina industry, while regulatory framework for long-
taking greater advantage of its other term development of the minerals
mineral resources, particularly through industry
development of value-added products • Develop cost efficient energy
based on limestone. solutions for metallic and non-
metallic minerals sub-sectors
Issues and Challenges • Increase use of appropriate
1. Inadequate long-term planning to research and technology in minerals
ensure availability of mineral industry operations
resources within the context of • Revise and improve mechanisms for
competing land uses encouraging investment in the non-
2. High energy costs that reduce metallic minerals sub-sector
global competitiveness of our • Strengthen enforcement of mineral
minerals industry licenses and regulations
3. Major environmental impacts, • Integrate development of mineral
including: dust and noise pollution; resources with overall land use
leaching of red mud lakes; loss of planning and zoning
biodiversity; reduction of forest • Prevent the sterilization of mineral
cover; scarification of landscapes; reserves hypothecated for future
watershed degradation; sediment production
loads to surface and coastal • Implement sequential land-use
waters; loss of habitats; and planning for lands containing
relocation of communities valuable mineral deposits
• Allocate sufficient mineral reserves Social Responsibility

to sustain production at targeted • Assist in building viable mining
levels communities
• Establish a national entity to lead • Participate in development and
the development of the non- enforcement of occupational safety
metallic minerals sub-sector, and health legislation and
particularly limestone regulations for the mining and
• Promote development of diversified quarrying sector
value-added non-metallic minerals • Encourage partnerships with
products communities which includes sharing
• Ensure access to and development of value created by mining
of port facilities for shipping of
non-metallic minerals Minimum Negative Environmental
• Intensify research and reconfigure Consequences
technical capabilities to mitigate a • Mine mineral resources with
declining trihydrate-to- appropriate planning for the end
monohydrate bauxite reserve use of land
balance • Improve monitoring of
• Encourage exploration for and rehabilitation of mined-out mineral
National Outcomes
exploitation of other metallic bearing lands

mineral resources including gold • Promote compliance with
and copper environmental standards and
• Enhance labour relations and legislation relevant to the mining
productivity in the minerals and quarrying sector
industry
Table 37: Proposed Indicators and Targets for the Mining and Quarrying Sector
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Industry Structures
National Outcomes
Construction
Overview
Construction has been a fundamental of infrastructure and electrical and water
part of the Jamaican economy for installations.
centuries. The buildings, roads, bridges
and other infrastructure constructed by Government is the largest single client in
past generations trace the history of the our construction sector. The local
island in physical form and represent a construction sector shows a dichotomy
vital part of our heritage. The modern in ownership – the majority of
construction sector provides the means construction firms are locally owned,
by which the new Jamaica is being built. while there are a small number of large
foreign construction companies that
The construction and installation sector typically undertake major construction
has many linkages with other sectors in projects including large infrastructure
the domestic economy. The low average and tourism projects.
growth in the macroeconomy in recent
years has been reflected in the Vision 2030 Jamaica will develop a
performance of the sector, which has dynamic and internationally competitive
shown only marginal growth over the construction sector that supports
past decade and a half.215 The main economic development and growth that
components of the sector include is environmentally sustainable, with the
residential construction, non-residential flexibility and creativity to adopt and
construction including schools, hotels, adapt new construction technologies
offices and other facilities, construction that may emerge over the long term.
215
The construction and installation sector (also referred to as the construction sector in the Plan) has
grown by a total of only 1% cumulatively in real terms over the sixteen year period from 1990-2006
(PIOJ).
Issues and Challenges 11. Limited use of green architectural

1. Shortages of skilled construction design for energy efficiency and
workers and technical personnel, waste reduction
leading to importation of skilled
personnel from other countries to Selected Sector Strategies
fill gaps Human Resources
2. Low labour productivity • Expand and accelerate certification
3. Weaknesses in the land and accreditation programmes
development approval process, relevant to the sector
including delays in the processing • Encourage participation of women
of land development approvals and in the sector
environmental permits • Establish a licensing system and an
4. Competition facing local private improved registration and
sector construction firms from classification system for
overseas construction companies contractors, professionals and
5. Inadequate levels of compliance operatives in the sector
with building standards and low
levels of research and development Enabling Framework and Business
6. The high cost and collateral Environment
National Outcomes
requirements for mobilization and • Coordinate and align the

performance bonds construction policy with other
7. Security concerns which lead to policies that affect the sector
increased costs and delays in • Support and participate in
completion of construction strengthening and improving the
projects216 planning and land development
8. High levels of informal activity system
9. Inadequate collaboration between • Strengthen relevant construction
local firms, particularly on major industry associations
construction projects • Establish special security measures
10. The highest gender disparity of for construction projects in crime-
any economic activity in prone areas
Jamaica217
216
See for example the report of the Joint Consultative Committee for the Building and Construction
Industry (2001), p.14.
217
In October 2006, 97.2% of the construction labour force were male (The Labour Force 2006,
STATIN).
Industry Structures
Environmental Sustainability • Strengthen and improve the
National Outcomes
• Encourage reduction and Government contracting system for
elimination of waste in construction construction projects
through improved design and
procurement Competitive Construction Sector Value
• Develop greater reuse and Chain
recycling of construction materials • Encourage application of life-cycle
• Reduce the carbon footprint of the costing and value engineering in
construction sector through energy design and implementation of
efficiency and other measures construction projects
• Encourage partnering and
Committed Leadership by Government, integrated teams in the
Private Sector and Labour Leaders construction value chain
• Undertake demonstration projects
that embody best practices in Participation in Domestic, Regional and
construction International Markets
• Establish the Construction Industry • Promote joint-ventures with
Development Board regional and international
• Develop Public Private Partnerships construction industry players
(PPPs) in the construction sector • Develop collaboration between
• Rationalize the procurement local construction enterprises
process across ministries and • Foster capacity and opportunities
agencies for local construction enterprises
• Disseminate timely and accessible and professionals to undertake
information on public sector major construction projects in
projects Jamaica
Table 38: Proposed Indicators and Targets for the Construction Sector
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Photograph by Colin Hamilton

Creative Industries
National Outcomes
Overview
Jamaica is distinguished by the worldwide architecture, visual and performing arts,
reach of its culture, particularly music. sports, manufacturing of musical
The National Culture Policy of 2003 instruments, advertising and cultural
identifies the important role of culture in tourism.218 Cultural and creative
national development through industries are among the fastest growing
promotion of positive national self- aspects of the global economy; they
identity, development of cultural represent up to 7 per cent of the world’s
industries and institutions, and cultural GDP, with growth forecast at 10 per cent
linkages to education, science and per annum, driven in part by the
technology and other economic convergence of media and the digital
industries and sectors. Cultural economy.219
industries involve the creation,
production and commercialization of By far the most successful creative
contents which are intangible and industry in Jamaica has been its popular
cultural in nature, which are typically music, whose leading exponent, Bob
protected by copyright, and which may Marley, has become the single most
take the form of goods or services. famous Jamaican at a global level, while
the presence of Jamaican music is
The range of cultural industries (also reflected in international music awards
known as “creative industries”) include events, music festivals and sales
printing, publishing and multimedia, charts.While there are limited data on
audio-visual, phonographic and the size of the creative industries in
cinematographic productions, crafts and Jamaica, there is evidence of their
design, and may be extended to include economic importance. A recent study
indicated that the copyright industries
218
This extended definition based on UNESCO is appropriate for Jamaica.
219
Nurse, Keith et al., The Cultural Industries in CARICOM: Trade and Development Challenges (Draft)
(2006).
Industry Structures
contribute about 4.8 per cent to the 3. Weaknesses in the legal and
National Outcomes
GDP of Jamaica, and account for 3.0 per institutional framework for
cent of all employment.220 protection of intellectual property,
and high levels of piracy
We possess the potential to develop our 4. Limited presence or ownership in
cultural and creative industries into a the marketing and distribution
major contributor to economic growth channels for creative industries
based on our demonstrated competitive 5. High numbers of micro and small
advantages and the projected long-term enterprises and individual
expansion of the global creative entrepreneurs, many of whom
economy.Vision 2030 Jamaica will realize function in the informal economy
this potential, and recognizes the 6. Limited capacity in modern levels
importance of the export market for our of business methods and
creative industries, which far exceeds the inconsistent standards of quality
size of our domestic market. and delivery
7. Relatively limited access to capital
Issues and Challenges for the creative industries
1. Inadequate coordination among 8. Lack of adequate statistics and
Government institutions related to information on creative industries
the creative industries and 9. Inadequate levels of business skills
between Government and the and technology application in
private sector creative industries
2. Inadequate numbers of properly 10. Inadequate opportunities for
equipped indoor and outdoor education and training in creative
venues to support music festivals, skills to meet the standards of
shows and other creative domestic and international
performances markets
Photograph by Jahsen Levy
220
Inclusive of the Core Copyright Industries, Interdependent Copyright Industries, Partial Copyright
Industries and Non-dedicated Copyright Support Industries (James 2007).
Selected Sector Strategies: • Ensure representation of cultural

• Build horizontal and vertical and creative industries in relevant
clusters and networks within the trade and investment negotiations
creative industries at regional and global levels
• Promote and preserve community • Promote application of ICT to
and public service broadcasting production, distribution and
• Increase opportunities and financing marketing of creative products and
for products and services in the services
creative industries • Develop policy, legal and
• Establish processes to encourage institutional framework to facilitate
formalization of creative and encourage the development of
enterprises the creative industries
• Enhance physical, human, • Promote media literacy and positive
institutional and financial capacity of use of media as change agent and a
creative enterprises, associations source of empowerment
and individuals • Expand and improve the
infrastructure for the creative
industries and performing arts
National Outcomes
Table 39: Proposed Indicators and Targets for the Creative Industries
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Industry Structures
National Outcomes
Photograph contributed by Jamaica Netball Association
Sport
Overview
Our sportsmen and sportswomen have netball, boxing, tennis, cycling, swimming,
demonstrated the ability to compete bobsledding and table tennis.
successfully at the highest international
levels for almost a century. Athletes such The National Sports Policy of 1994
as George Headley, Herb McKenley, aimed to use Jamaica’s comparative
Donald Quarrie, Merlene Ottey, Michael advantage in sports to support economic
McCallum, Courtney Walsh,Veronica and social development and included the
Campbell, Usain Bolt and Asafa Powell establishment of the National Council on
have become national icons who have Sport. The National Industrial Policy
contributed to the fame of Jamaica in (NIP) of 1996 also targeted sport as a
ways that are comparable to the strategic priority for Jamaica’s economic
contributions made by the island’s most development. However, while Jamaican
famous creative artistes. individuals and teams have enjoyed
remarkable successes in international
The successes of national sporting teams competitions, the economic potential of
such as the Reggae Boys (in football) and sport in Jamaica has not been developed.
Sunshine Girls (in netball) in
international competitions, and the There are no fully professional sport
performance of the Jamaican track and leagues and relatively limited linkages
field team at the Beijing Olympics, have with other sectors such as tourism,
provided occasions for unprecedented entertainment, health and wellness,
demonstrations of national pride and printing and manufacturing. There is a
unity. While the greatest successes have lack of focus on business opportunities
come in track and field events, the range in sport in Jamaica, while the
of sports in which Jamaicans have development of the economic potential
recorded significant international of sport is limited by inadequate levels of
achievements includes cricket, football, business skills and technology application
in sport and limited financing for Selected Sector Strategies:

sporting ventures.
Economic Growth and Development
Through its strategies and actions,Vision • Develop MSMEs geared at meeting
2030 Jamaica plans to increase the the needs of the ‘Business of Sport’
growth of sport as a business and • Develop a sport museum as a
commercial activity with potential to resource centre and attraction for
contribute to Jamaica’s economic local and foreign visitors
development, and to maximize the role • Promote Jamaica as a sports
of sport as a source of wealth for a wide tourism destination
range of professions, including athletes, • Mobilize enterprises within the
coaches, trainers, managers, promoters creative industries, manufacturing,
and entrepreneurs. The development of gaming, tourism, agriculture,
the economic contribution of sport will commerce and other sectors and
involve the full participation of our industries to expand the value
private sector, and will build on the chain and linkages with sport
regional dimensions of sport
competition and training in the Consistent Production of Elite Athletes
Caribbean. • Establish strong research
National Outcomes
capabilities in sport
Issues and Challenges • Develop advanced sport
1. Relatively limited access to capital programmes at Sport Academies
for sports-related enterprises • Develop financial support systems
2. Lack of adequate statistics and to create and sustain elite athletes
information on sports to provide a • Develop supporting facilities and
basis for planning and monitoring services to facilitate the holistic
or to evaluate their economic development of the professional
impact athlete
3. Inadequate levels of business skills
and technology application in sport
enterprises
Table 40: Proposed Indicators and Targets for Internationally

Competitive Industry Structures - Sport
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Industry Structures
National Outcomes
Information and
Communications Technology As a service industry, ICT provides a
wide range of hardware, software,
networking and other services to the
Overview
private and public sectors. The banking,
The information and communications
telecommunications, insurance and
technology (ICT) industry in Jamaica may
financial services industries lead the way
be considered to include the information
in the use and integration of information
technology industries (computer
technology in business. Within the public
hardware and software, systems and
sector, the Ministry of Finance and the
training), telecommunications industries
Public Service and its related agencies
(telephone, cable and internet) and the
are leading users of ICT.
broadcast media (television and radio).221
While the telecommunications network
The provision of hardware and software
is included in the expansion of strong
products and services in Jamaica started
economic infrastructure (see National
approximately forty five years ago in the
Outcome # 9), and the role of ICT as an
1960s. The early developers of the local
enabler of other sectors is considered
Information Technology (IT) industry
under a technology-enabled society (see
included such multinational companies as
National Outcome # 11), the
Burroughs, IBM, ICL (now Fuijitsu ICL)
development of ICT as an industry in its
and NCR who had established branch
own right is also an important part of
offices in Jamaica. Since that time, the
our National Development Plan. Under
local industry has evolved rapidly with
Vision 2030 Jamaica, we will develop an
the global acceleration of developments
advanced ICT industry that achieves
in hardware, software, communications
sustained global competitiveness, driven
technology and services. Just about all
by private sector investment, and
the major international information
enhances the productivity of our goods-
technology brands are represented or
and services-producing sectors.
221
In 1998, OECD member countries agreed to define the ICT sector as a combination of
manufacturing and services industries that capture, transmit and display data and information
electronically (OECD 2002).
are present in our country. In building a strong and competitive ICT

Organizations provide a truly diverse set industry,Vision 2030 Jamaica will: create
of products and services and operate in a favourable business environment and
a highly competitive environment. supporting framework for ICT
investments and operations; develop ICT-
Foreign direct investment inflows to the focused business parks and funding
ICT sector averaged 11 per cent of total mechanisms; encourage greater use and
foreign direct investment inflows to application of ICT by Government and
Jamaica over the period 2001-2005.222 private enterprise, including MSMEs; and
Jamaica has developed as an outsourcing increase the capacity to gather and apply
destination for service providers looking information on the ICT industry to plan
to the Caribbean for a near shore for its development and measure its
outsourcing location, largely due to the contribution to the national economy.
large English-speaking, trainable labour
pool, proximity to the largest Issues and Challenges
outsourcing market in the world, the 1. Limited ability to measure the
USA, and competitive cost.223 benefits of ICT investments and
the impact on productivity
The sophistication of the industry has 2. Gaps in the levels of required skills
National Outcomes
increased in recent years, including: and capabilities for ICT among the
establishment of wide area networks by work force
multi-location entities; replacement of 3. Existing focus of local ICT
old telephony infrastructure by voice- companies on low value-added
over-internet protocols (VoIP); services for export
installation of the latest technology in 4. Limited access to capital for new
storage, blade technology, virtualization ventures in the ICT industry
and databases by the larger and more 5. Constraints to the continued
advanced entities; and customization and development of the outsourcing
adaptation of software solutions. While industry, including inadequate office
there exists a software developers’ space, poor English standards of
association, software development is still students leaving the various levels
a small part of the industry. Local trends of the education system and the
in the use of ICT include an increased low take-up by local investors of
interest in outsourced operations and the opportunities presented by
hosted or managed services; application outsourcing
of ICT to e-learning and e-government; a 6. Limited existing capacity in the
progression to third or fourth manufacturing of hardware
generation industry applications in components and the creation of
banking, telecommunications, insurance software that has both domestic
and distribution; and innovation in music and international market potential
and digital media for entertainment.
222
Bank of Jamaica, Annual Balance of Payments (2003 – 2005).
223
In a recent survey Jamaica ranked 7th in competitive cost for call centres - the lower cost locations
included the Dominican Republic, Romania and Malaysia with India and the Philippines as the lowest
cost locations. China was not included in the survey (see Location Consultants 2006).
Industry Structures
7. Relatively limited application of e- and/or a mentoring nation that has
National Outcomes
commerce which is still primarily a highly developed ICT
concentrated in product and services/software industry
service delivery to consumers, • Develop and execute a planned
with limited attention paid to campaign to seek and attract global
business-to-business operations, ICT players and major ICT
brokerage/intermediary services, corporations to invest in Jamaica
online shopping malls, virtual • Expand ICT-focused business parks
communities, and content and for major service providers
service provision • Undertake studies to develop
8. Limited presence of electronic appropriate financial and non-
document management systems, financial incentives and resource
knowledge management pools for domestic and foreign
technologies and processes, investment in the ICT industry
groupware, business intelligence
through data warehousing and data Economic Growth and Development
mining, content management • Encourage innovative use and
systems, or environmental scanning application of ICT by Jamaican
for emerging ICT technologies private enterprise and Government
• Encourage Government to become
Selected Sector Strategies: an exemplar user of ICT
Conducive Business Environment applications
• Improve the efficiency and • Support Micro, Small and Medium
responsiveness of bureaucratic Enterprises (MSMEs) and NGOs in
processes for ICT businesses taking greater advantage of ICTs
• Create an appropriate policy and for strategic and operational
regulatory environment conducive effectiveness
to investments in ICT and network • Establish mechanisms for funding
development ICT ventures
• Develop investment and support • Build an effective indigenous ICT
framework for development of ICT industry
industry • Measure the contribution of the
use of ICTs and the ICT industry to
Regional ICT Centre the national economy
• Create a national partnership with • Encourage the increased use of e-
a high services demand nation commerce operations
Table 41: Proposed Indicators and Targets for ICT
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Services (Financial, Business

and Distribution)
National Outcomes
Overview
Services have emerged as the driving expansion, the sector experienced a
force in modern economies, and global traumatic adjustment during 1995-1997.
trade in services has grown faster than There was a reduction in the number of
merchandise trade over the past two financial institutions and a decline in the
decades.224The most fundamental change contribution of the sector to GDP.
in the structure of our economy since
Independence has been the overall The Government’s response included:
growth of services, which represented intervention to protect depositors and
53.9 per cent of GDP in 1962 but restructure insolvent institutions;
increased to 68.1 per cent of GDP by improvements in the regulatory
2007;225 financial services, business framework, including establishment of
services and distribution showed the the Financial Services Commission
highest relative growth.226 Under Vision (FSC); amendments to legislation; and
2030 Jamaica, we will have high quality, incorporation of the Jamaica Deposit
knowledge-based financial, business, and Insurance Corporation (JDIC). Following
distribution services that are able to this restructuring, the financial services
evolve and expand to achieve and sector regained some buoyancy, in part
maintain global competitiveness through fuelled by the growth of domestic debt.
2030. We have seen the increased growth of
the Jamaican money market as an
The financial services sector has had a intermediary between individual holders
complex history in Jamaica over the past of capital and the Government securities
two decades. After a period of rapid market. Financing and insurance services
224
According to the World Trade Organization (WTO) GATS – Fact and Fiction from www.wto.org.
225
All calculations of GDP % contribution by sector in this Plan are based on contribution to total goods
and services production (i.e. GDP share excluding imputed bank service charges). However, see note
to Table 33.
226
In the system of national accounts, the financial services sector is called financing and insurance
services, and business services is called real estate and business services.
Industry Structures
accounted for 7.8 per cent of GDP in The creation of the Caribbean Single
National Outcomes
2007. Market and Economy (CSME) will enable
free movement of skilled labour between
Under Vision 2030 Jamaica, the long-term English-speaking Caribbean countries,
development of the financial services including business service providers. A
sector will involve a range of recently completed study of the services
diversification options including: industries in Jamaica228 reviewed the use
expansion of the role of the stock of the four main modes of trading
exchange in mobilizing equity financing; services229 and confirmed that service
development of additional financial providers in Jamaica primarily use the
instruments such as municipal and first two modes – providers either a)
corporate bonds; provision of virtual export services abroad by using Jamaica’s
banking and venture capital funding; and advanced telecommunications system or
development of an offshore banking b) deliver services to foreign clients who
industry. The development of the sector travel to Jamaica. The modes that require
will be affected by the downturn in Jamaican service providers to leave the
global financial markets from 2007 – country are used the least.
2009. In particular, the range of possible
policy responses to this downturn by Distribution, including the wholesale and
governments in developed countries may retail trade, is the single largest sector in
lead to potential modifications in the Jamaican economy, accounting for
Jamaica’s plans to create an international 20.4 per cent of GDP and 14.6 per cent
financial centre. of the total employed labour force in
2007. The sector represents a key
Business services include real estate, component in the efficient operation of
consulting and professional services, and the local market for goods. The
accounted for 4.9 per cent of GDP in distribution sector has a highly
2007.227 The main developments affecting concentrated structure230 but remains
these services in recent years have open to competitive forces through the
included the liberalization of global and entry of new companies and by growth
regional markets and the rapid expansion of small enterprises. The sector has seen
of the telecommunications infrastructure a number of trends that have been
in Jamaica that has supported the growth evident internationally, including mergers
of business services firms. and consolidation among distribution
chains, backward integration into own-
227
Business services include accounting and business consulting firms, real estate brokers and managers,
lawyers, architects, engineers, information technology consultants and other service providers.
228
A-Z Information Jamaica Limited, Services Sector Study - Final Report (2006).
229
The four (4) main modes of trading services as identified under the General Agreement on Trade in
Services (GATS) are: Mode 1: Cross border supply – exporting using email, courier, fax, mail, video,
telephone, internet; Mode 2: Consumption abroad - consumer comes to Jamaica or foreign
company/person operating in Jamaica consumes service; Mode 3: Commercial presence – set up a
branch or subsidiary overseas; Mode 4: Presence/movement of natural persons – temporary entry
into another country to provide services.
230
Large and medium enterprises (with average annual sales in excess of US$1 million) represented
11.9% of the total number of enterprises in the distribution sector and accounted for 86.1% of total
sales by the sector in 2007 (ESSJ).
label production and expansion of securities dominating trading, and

marketing channels. Real sales in the varying legislation and rules across
distribution sector have increased by an member states
annual average of 1.4 per cent over the 5. Environmental issues including
past six years from 2002 to 2007.231 Due generation of increasing levels of
to its high import content, the e-waste associated with increased
distribution sector is affected by use of information and
Jamaica’s international and regional trade communications technology, and
policies, which can affect the supply and the need to apply environmental
price of traded goods by restrictions, assessment requirements in loan
regulations, tariffs and taxes. financing processes
Issues and Challenges Business Services

1. Inadequate capacity of monitoring
Financial Services institutions to ensure certification
1. Small fraction of total annual loan of professionals to meet
financing in Jamaica allocated to international trends and the
MSMEs requirements for regional
2. Emergence of a number of accreditation under the
National Outcomes
unregulated financial operations in implementation of the CSME

recent years 2. Negative impact of the net
3. Aspects of the supervisory and outward migration of skilled labour
regulatory framework that require 3. Costs of telecommunications
attention, including need for services including the cost of
increasing reporting requirements internet outbound connectivity to
and inter-agency cooperation, support international
rationalizing roles of regulatory competitiveness
institutions, strengthening the 4. Constraints in the business
regulatory framework and environment, including: existing
prudential standards for credit trade procedures; costs and delays
unions, and strengthening the in land development approval and
supervisory independence of the transfer processes; high cost of
Bank of Jamaica (the Central Bank) capital and operating inputs; high
4. Challenges relating to the creation levels of crime and violence; and
of an integrated regional capital inefficient tax payment processes
market for CARICOM member 5. Relatively low levels of awareness
states under the CSME, including of export modes and
relatively high transaction costs in opportunities among local service
regional capital markets, low providers
liquidity in some markets including 6. Capacity constraints of MSMEs and
Jamaica, a relatively small number informal enterprises in the
of listed companies with a few business services sector
231
Estimate based on data from Taxpayer Audit & Assessment Department (ESSJ 2007).
Industry Structures
Distribution 5. Environmental issues related to the
National Outcomes
1. Factors in the general business distribution trade including solid
environment that affect waste generated by the packaging
distribution including customs and of traded goods (e.g. PET
cargo handling, business bottles232), handling of hazardous
regulations, and the costs of materials and contribution to
financing, energy and security energy consumption and air
2. Transport constraints, including the pollution from road transport
limited capacity of highways to vehicles employed in the
accommodate container haulage distributive trades
vehicles, inadequate levels of
storage facilities, and lack of an Selected Sector Strategies:
intra-island coastal marine cargo Financial Services
system • Establish a fully-automated financial
3. Lack of comprehensive and reliable trading system
sectoral information due to the • Diversify the range of financial
large number of small, micro and institutions and products
informal enterprises • Develop public awareness on
4. Potential opportunity for financial literacy
e-commerce to increase online • Strengthen the credit
purchasing by Jamaican consumers, administration capacity of financial
as well as the potential threat of institutions
increased competition in the • Develop offshore banking
domestic market from overseas
suppliers
232
PET (Polyethylene terephthalate) is one of the most widely used types of plastic bottle.
Business Services and Distribution • Improve trade relations and

• Develop capacity of service facilitation for trade and investment
providers to meet international in services
standards of certification • Collaborate with providers in
• Expand use of the full range of development of advanced ICT
modes of delivery of export network and applications for
services services
• Improve the transport • Strengthen the capacity of
infrastructure and network for education and research institutions
distribution services to provide relevant research and
innovation for services
Sectoral • Strengthen the technology and
• Improve levels of training by innovation capacity of service
services enterprises for managers providers
and staff • Encourage energy efficiency and
conservation by service providers
National Outcomes
Table 42: Proposed Indicators and Targets for Services
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Industry Structures
National Outcomes
Tourism
Overview
Since the 1980s, tourism has been one of productive sectors in 2006.234
the leading growth industries in the
global economy, and represents some 35 The Jamaican tourism product comprises
per cent of the world’s export of a complex value chain and network of
services. According to the UN World services catering to visitors and
Tourism Organization, international domestic travellers. The country is
arrivals are expected to grow by 4.1 per holding its market share in the
cent annually to 2020.233 Jamaica has Caribbean tourism market235 but faces
been one of the better known resort strong competition from other regional
vacation destinations in the world for destinations including the Dominican
more than half a century, and has seen Republic, Cuba and Cancun, Mexico.
sustained growth of its tourism industry Jamaica ranked 60th out of a total of 133
since Independence. In 2006, total countries in the 2009 Travel & Tourism
arrivals, comprising stopover visitors and Competitiveness Index. Our more
cruise passengers, passed the 3 million favourable scores were in the areas of
mark for the first time. Today, tourism is policy rules and regulations,
one of our leading industries, prioritization of travel and tourism
contributing an estimated 8 per cent of strategies, and national affinity for travel
total GDP, directly employing and tourism; we scored poorly for safety
approximately 80,000 persons and and security, environment and price
accounting for some 47 per cent of total competitiveness.
foreign exchange earnings from
233
UNWTO, Tourism 2020 Vision (2001). While the UNWTO recognizes that the global economic
downturn in 2008-2009 has negatively affected travel and tourism, it has not revised its long-term
growth projections and has formed a Tourism Resilience Committee to plan responses and policy
recommendations for the global industry.
234
JTB.
235
Total stopover arrivals to Jamaica increased from 7.2% of total stopover arrivals to the Caribbean in
1985 to 7.6% in 2006 (CTO).
Jamaica - Tourism Visitor Arrivals 1991-2007
FigureJamaica
22: Jamaica - Tourism
- Tourism Visitor
Visitor Arrivals Arrivals 1991-2007
1991-2007
4,000,000
4,000,000
3,000,000
3,000,000
2,000,000
2,000,000
1,000,000
1,000,000
91 1992 1993 -0
1994 1995 1996
1997 1998 1999
1991 1992 1993 2000 2001 2002 -0
1994 1995 1996 2003 2004 2005
1997 1998 1999 2006 2007
2000 2001 2002
Year 2003 2004 2005 2006 2007
Source: JTB
Year
CRUISE PASSENGERS
PASSENGERS
STOPOVERS
STOPOVERS
Source: JTB
CRUISE PASSENGERS
STOPOVERS
National Outcomes
In 2003, Jamaica completed a Master Plan working conditions at all levels; promote
for Sustainable Tourism Development investment and economic linkages;
over the 10-year period 2003-2012, diversify our tourism product, source
which envisaged annual growth rates of markets and market segments; improve
4.0 per cent in visitor accommodation. standards and levels of customer service;
While there has been progress toward increase the value earned and retained
meeting some of the growth targets of from each tourist; increase the use of
the Master Plan, there are areas that Jamaican inputs and culture in all areas of
have not seen commensurate progress, the industry; and strengthen the
such as community-based development integration of tourism development with
and environmental sustainability. The sustainable land use planning and
downturn in the global economy since environmental management.
2007 has reduced discretionary incomes
in major source markets, and may affect Issues and Challenges
the levels of arrivals and expenditure in 1. The need for ongoing
our tourism industry in the short to improvement in key aspects of the
medium term. tourism product, including
development and diversification,
Vision 2030 Jamaica will realize the improving standards, upgrading of
vision of an inclusive, world-class, infrastructure in resort areas, and
distinctly Jamaican tourism industry that human resource development
is a major contributor to socio- 2. Need to earn and retain higher
economic and cultural development, with value for our country from each
a well-educated, highly skilled and tourist arrival
motivated workforce at all levels within a 3. Inadequate linkages between
safe, secure and sustainably managed tourism and the other sectors and
environment. We will: widen the industries of the economy, such as
participation in the tourism industry by agriculture, manufacturing, creative
local stakeholders; improve training and industries and services
Industry Structures
4. Reductions in the capacity of Air development of tourism, including
National Outcomes
Jamaica threaten the ability to improvement of the process for
maintain adequate air access and planning and building approvals and
airlift to Jamaica environmental permits and licenses
5. Negative perceptions of Jamaica as 9. The need to achieve greater
a travel destination due to crime inclusiveness to counter the
and tourist harassment development of tourism as an
6. A high level of dependence on the enclave industry and to widen the
North American market share of benefits derived from the
7. A wide range of environmental and industry by local residents and
socio-economic impacts, including communities
loss of wetlands as a result of the 10. Gaps in information on various
construction of resorts and hotels, aspects of the industry (for
beach erosion, damage to coral example, tourism does not appear
reefs, habitat loss, intensive use of as a separate sector within the
fresh water resources, and national accounts of the country
increased pollution despite its importance to the
8. The need for careful land use and Jamaican economy)
regional planning in the
Selected Sector Strategies: Competitive Jamaican Tourism Product

Participation and Inclusiveness • Develop new tourism market
• Create framework to facilitate segments
awareness, broad participation, • Develop diversified geographic
business opportunities and access source markets
for stakeholders • Develop a variety of
• Expand and promote accommodations
entrepreneurial and employment • Ensure the continued development
opportunities for communities of existing categories of
accommodations
Workforce • Establish a supporting environment
• Develop a dynamic and flexible for the development of various
demand-driven education and types of attractions
training system for tourism • Develop and implement flagship
• Strengthen the social infrastructure heritage, cultural, historical and
of workers and adjoining nature-based attractions projects
communities • Integrate airlift requirements for
tourism into transport policy,
Economic Integration and Development planning and implementation
National Outcomes
• Establish appropriate marketing • Promote dual-destination markets

systems to bring together with other Caribbean countries
purchasers in the tourism industry • Promote capabilities of tour
and producers in linkage sectors operators to develop new
and industries geographic markets and market
• Promote and enhance investment segments
opportunities in the industry for • Rationalize the expansion of ports
both local and international of call within carrying capacity
investors • Improve partnerships between
• Strengthen regional approaches to destination and cruise lines
marketing and trade negotiations • Transform the concept, physical
• Increase value- added and -retained ambience and shopping experience
per tourist arrival of the craft industry
• Strengthen use of knowledge to • Ensure that all aspects of the
increase value of the industry tourism industry meet required
• Promote efficiency of bureaucracy standards and customer service
regarding approvals and facilitation • Increase use of Jamaican inputs in
of investments, and operation of tourism product
the industry • Increase per cent of disembarking
cruise passengers and average
spend per passenger
Industry Structures
Sustainable Natural, Social and Built • Develop and apply multi-hazard
National Outcomes
Environment mitigation measures for tourism
• Ensure that the activities of the • Ensure compliance with health and
tourism industry support safety standards
biodiversity conservation objectives • Ensure that the implementation of
• Promote the application of local the national security strategy
sustainable development planning addresses the concerns of the
(LSDP) to resort areas tourism industry
• Ensure that environmental
management systems are
implemented by tourism entities
Table 43: Proposed Indicators and Targets for Tourism
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Goal 4: Jamaica has a Healthy Natural Environment
Sustainable
Management Hazard Risk
and Use of Reduction and
Environmental Adaptation to
and Natural Climate Change
Resources
National Outcomes
Jamaica
has a Healthy
Natural
Environment
Sustainable
Urban and Rural
Development
Chapter 3: National Outcomes | # 13 - Sustainable Management and Use Of
Environmental and Natural Resources
National
National Outcomes
Outcome # 13:
SUSTAINABLE
MANAGEMENT AND USE
OF ENVIRONMENTAL
AND NATURAL
RESOURCES
Overview
Achieving developed country status in To achieve this outcome,Vision 2030
Jamaica will require the sustainable Jamaica will give priority attention to:
management and use of our • Increasing environmental awareness
environmental and natural resources as of the general population and their
these are essential to enhancing the participation in the management of
quality of life of all Jamaicans. natural resources
• Providing an effective regulatory
Vision 2030 Jamaica is built on the framework which binds
notion that the rules for Government, Government and the people
business, investors, and consumers will including constitutional and
have to be rewritten to ensure that legislative reform which emphasize
environmental considerations become each person’s right to a healthy
integral factors in socio-economic environment and citizens’ right to
decision-making, thereby moving us into appeal decisions made with respect
to natural resources
“
• Incorporating environmental
Vision 2030 Jamaica is considerations into decision-making
built on the notion that
processes
the rules for government,
• Ensuring that development takes
business, investors, and
consumers will have to be place in the context of gender
rewritten to ensure that equity and social equity paying full
environmental attention to the limits of the
considerations become natural resource
integral factors in • Creating informed committed
economic decision- leadership who are champions for
making. environmental protection
”
• Preserving and renewing ecological
capital
the realm of a green economy. With the • Determining the economic value of
particularly high level of interdependence our biodiversity and ecosystem
among the environmental, economic and services, as well as the long-term
social systems in Small Island Developing economic consequences of the
States (SIDS) like Jamaica, progress continuing loss of biodiversity
towards attaining sustainability can only
be attained if these three systems are
viewed in an integrated manner.
Profile of Jamaica’s Natural such as bauxite and alumina mining

Environment and production
Jamaica has a variety of ecosystems – Despite all these problems, our country
including coastal and marine, forests, and has environmental institutions and
freshwater. These ecosystems provide a standards geared towards the
variety of goods and services but are management, conservation and
under pressure from human-induced protection of our natural resources
activities. For example: within the context of sustainable
• 94 per cent of Jamaica’s forests is development. These have contributed to
disturbed and more than 20 per Jamaica being ranked best in the English-
cent of land within forest reserves speaking Caribbean, along with the
has been impacted by human Dominican Republic and Cuba, in the
activity wider Caribbean in environmental
• Almost all of our watersheds have performance in the 2008 Environmental
been impacted by human activity Performance Index (EPI). In this EPI,
and experience some level of Jamaica ranked 54th out of 147
degradation countries.236,237 Under Vision 2030
• All major river courses receive Jamaica we will aim to improve this
pollutants at some point from ranking, so that by 2030 we will be in the
National Outcomes
industrial waste, sewage, silt, debris top 37 countries with an EPI ranking of
and agricultural run-off >85.
• 30 per cent of mangrove forests
has been lost due to activities such Issues and Challenges
as infilling for construction of hotel Inadequate Linkages between
and housing developments Economic Activities and the
• Land use pressures resulting in Environment
environmental degradation Protecting and managing Jamaica’s natural
including exacerbation of erosion resources will contribute to enhancing
and flooding, degraded and the quality of life of our citizens. The
diminishing wetlands, compromised origin of environmental problems that
water resources and deteriorating our country now faces can be attributed
coral reefs. Land use pressures are to the expansion of overall economic
greatest in the coastal and urban activities, coupled with excessive and
areas. Contributing factors are inefficient consumption of resources (e.g.
related to: poor agricultural and deforestation, watershed degradation,
forestry practices, human overfishing) and the emission of waste
encroachment in forest reserves beyond the environment’s capacity to
and protected areas, urbanization, assimilate. Additionally, unsustainable
population growth in vulnerable production and consumption patterns in
areas almost all sectors are increasingly
• Direct release of pollutants to the threatening the health of our country’s
air occur from economic activities ecosystems and biodiversity (See box on
page 237).
236
'Greener days' in Jamaica by Tony Best Published on: 1/30/08 in the Trinidad Guardian Newspaper.
237
The EPI has two overarching objectives: reducing environmental stresses on human health; and
promoting ecosystem vitality and sound natural resource management. Twenty-five environmental
indicators build the index which centres on countries environmental performance. The EPI tracks
actual results related to a core set of environmental issues that countries around the world have
prioritized.
National Outcomes
IMPACT OF JAMAICA’S ECONOMIC ACTIVITIES ON THE
NATURAL ENVIRONMENT
Tourism
There are several negative environmental impacts associated with the growth
in tourism.These include the concentration of infrastructure along the narrow
coastal zone, destruction of wetlands and mangroves to facilitate hotel
construction and erection of piers and marinas. There is the destruction of
marine habitat due to dredging, sea grass removal, damage to coral reefs and
discharge of sewage into off-shore areas.Thus, while the growth of this industry
presents many attractive opportunities and can generate great wealth, it also
presents a challenge as the country continues to struggle to maintain
competitiveness and ensure sustainability of the industry itself and the physical
environment. When carefully planned and managed, tourism can promote the
conservation of the environment and the preservation of cultural heritage of
an area.
Bauxite Mining
While bauxite mining makes a very important contribution to the economy
(approximately 5% of GDP), mining and processing of the ore as well as port
operations have had numerous negative environmental impacts.These include
dust and noise pollution, relocation of communities, deforestation, loss of
biodiversity, land and groundwater pollution from red mud disposal,
scarification of the landscape and beach erosion.
Manufacturing
Manufacturing has negatively affected water quality both in rivers and in places
such as the Kingston Harbour.This is primarily due to discharge of sewage and
trade effluent. Some activities, for example, cement manufacturing have
generated fugitive dust and others have affected air quality by burning fossil
fuels.
Agriculture
The major environmental impacts arising from agricultural practices such as
land clearing and uncontrolled use of fire include soil erosion, loss of
biodiversity and wildlife habitat. The use of agro-chemicals such as fertilizers,
pesticides and weedicides. results in run-off that has adversely affected water
quality in many locations
Economic losses due to resource management of solid, liquid and

degradation are hard to measure and are hazardous wastes; loss of biodiversity;
not yet reflected in our country’s watershed degradation; net loss of forest
national accounts. As a consequence, cover; and the increasing incidence of
conservation of our natural resources is forest fires.
not easily viewed as critical to
sustainable economic growth and is Data Management
usually overlooked. As a result, long-term While data and analysis of environmental
benefits are eclipsed by the focus on problems have improved over the last
short-term returns on investments.238 twelve239 years, data gaps and a lack of
time-series data hamper efforts to use
Inadequate Policy, Legislative and quantitative indicators to spot emerging
Institutional Framework problems, assess policy options and
Although we have initiated various policy gauge the effectiveness of environmental
responses to address environmental programmes.
issues – new policies, strategies and
action plans, laws and regulations, and Improper Management of Waste
have become party to several multilateral Deficiencies in the collection, disposal
and regional environmental agreements, and treatment and overall management
National Outcomes
much of the problems hindering progress of waste include:

in the environment and sustainable • Lack of a comprehensive waste
development arena relate to the management policy resulting in the
inadequate policy, legislative and haphazard management of waste
institutional capacity. Also, relevant • The volume of waste generated
institutions involved in environmental especially solid waste is increasing
management lack the capacity (financial, significantly and the waste stream is
human, physical) to effectively execute changing, and now includes a higher
their mandates and are unable to deal proportion of inorganic materials
with the complex nature of current (e.g. plastics and packaging
problems. This ineffectiveness is materials)
manifested in the level of post-permit • Infrastructure for disposal of solid
and on-going monitoring and in the and liquid wastes is inadequate, and
country’s inability to use market-based is non-existent for hazardous
incentives or disincentives to improve waste, including e-waste
environmental management. • A network of poorly managed
landfills, with very little progress
State of the Natural Environment being made towards modernizing
Although Jamaica has made substantial the landfill infrastructure to sanitary
improvements in environmental landfills
management, many challenges still • Outdated waste management
remain. Recent evaluations of the state technology that is not sufficiently
of the environment indicate a number of responsive to the changing
worrying trends. Among these are: conditions
deteriorating air and water quality; poor • Lack of awareness by the general
238
Jamaica National Assessment Report: A 10 year review of the 1994 Barbados Programme of Action
for the Sustainable Development of Small Island Developing States. Ministry of Land and
Environment.
239
The first State of the Environment Report was produced in 1997.
population of the importance of resources to ensure the continued
National Outcomes
proper waste management provision of essential environmental and
practices as well as cultural natural resources goods and services.
practices such as illegal and The strategies recognize that proactive
indiscriminate dumping and burning environmental management is
which contribute to human and increasingly becoming the basis for the
environmental health problems success of economies and social
systems.240
National Strategies
The strategies articulated below focus The National Strategies, an elaboration
on the effective management of the of each and some selected sector
country’s environmental and natural strategies are listed below.
Table 44: National Strategies and Responsible Agencies – Sustainable Management

and Use of Environmental and Natural Resources
----
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@+'-.&+0$?&,-*.&/(&'$+&4$A0+&&-&)$B)(&3<
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!"#N$;+&+)($+00$:.*/1$.:$K+1'($(::(3'-,(0<
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9::-3($.:$'>($A*-/($;-&-1'(*
240
“Building Resilience in SIDS: The Environmental Vulnerability Index”, UNEP. 2004.
13-1 Integrate Environmental assessments (for example, strategic

Issues in Economic and environmental assessment, health
impact assessment) in sectoral
Social Decision-Making
policy development
Policies and Processes • Create frameworks that will enable
This first strategy is aligned to the integrated management and
Millennium Development Goal #7 which sustainable use of Jamaica’s natural
aims at ensuring environmental resources (e.g. guidelines for
sustainability, and calls on nations to resource use, phased mining etc.)
“Integrate the principles of sustainable • Develop mechanisms that
development into country policies and effectively integrate environmental
programmes and reverse the loss of management in land use planning,
environmental resources”.241 Currently, especially as it relates to urban
our development strategies are focused planning, regional development and
on fostering economic growth, using the sectoral strategies
private sector as the primary vehicle for • Implement best management
undertaking the necessary economic practices for air, forests, ground and
activities (e.g. tourism, mining and surface water, land, soils and
manufacturing). This has resulted in many mineral resources consumption
sectoral policies not effectively taking
National Outcomes
• Promote the use of new, clean

account of environmental considerations technologies for all economic
and, consequently, contributing to activities (tourism, manufacturing
degradation of the natural environment. etc.)
• Implement best practices for the
Vision 2030 Jamaica will ensure that the management of air, forests, ground
necessary integration of environmental and surface water, land, soil and
issues in economic and social decision- mineral resource use
making policies and processes is • Update, strengthen and implement
supported by: an institutional framework relevant environmental and planning
to facilitate this integrated approach; legislation
effective communication between the
environmental practitioners and
13-2 Develop and Implement
economic policymakers to enable
meaningful policymaking; and effective Mechanisms for
policy tools such as the use of Strategic Biodiversity
Environmental Assessments (SEA) to Conservation and
lead economic actors to better Ecosystems
incorporate environmental factors in Management
their decision-making. Jamaica’s current environmental
legislation provides a basic framework
Selected Sector Strategies: for the conservation and sustainable use
• Create mechanisms at the national of biodiversity. This framework focuses
level, including political decision- biodiversity and ecosystems decision-
making and investment processes, making largely on mitigating the impact
to ensure the use of impact
241
The Millennium Development Goals Report, 2007. United Nations.
of project activities (e.g. the impact of • Develop a comprehensive
National Outcomes
mining) and on establishing areas to framework to reverse loss of
protect wildlife. While important, these ecosystems and biological
initiatives only partially address the resources through restoration
conservation of biodiversity and initiatives and protection from
ecosystems. Consequently, we still invasive species
experience loss of biodiversity and the • Implement waste management
unsustainable use of ecosystems and systems that effectively reduce the
their services. impact of waste on ecosystems
• Create an integrated, gendered and
Vision 2030 Jamaica recognizes that our sustainable approach to
development goals depend on ecosystem environmental management,
goods and services as well as biodiversity planning and conservation
and assigns an array of programmes for
biodiversity conservation and
ecosystems management involving both 13-3 Develop Efficient and
national and local level stakeholders. We Effective Governance
will therefore consider mitigation and Structures for
protection within a broader approach Environmental
that acknowledges that many of our
Management
citizens in their daily lives depend on a
Vision 2030 Jamaica recognizes the need
range of services (e.g. freshwater,
for an efficient, effective and accountable
fisheries) that ecosystems provide.
governance framework for developing
and improving the capacity of
Selected Sector Strategies:242 environmental leadership of public and
• Adopt an ecosystems management non-state institutions. Through this
approach which takes into account: framework we will: promote
• access to biological resources environmental stewardship; foster
for benefit sharing by our participation and the acceptance of
population at large sharing responsibility for protecting the
• sustainable use of biological environment; develop an effective system
resources for environmental monitoring and
• safe transfer, handling and use of compliance; and develop an effective
living modified organisms planning and regulatory framework for
• implementation of forestry environmental planning that ensures
management initiatives sustainability.
• establishment of terrestrial and
marine protected areas Selected Sector Strategies:
• research to enhance scientific • Build capacity (systems, processes,
understanding of ecosystems, infrastructure, and personnel) of
including their economic environmental institutions and
contributions to national encourage transformational
development leadership in such institutions
242
Some of the selected strategies listed below are extracted from the National Biodiversity Strategy
and Action Plan (NEPA, 2003).
• Create a dynamic and responsive 13-4 Manage all Forms of

regulatory environment including Waste Effectively
review and strengthening of The effective management of waste
relevant environmental legislation remains a challenge for Jamaica. We
• Establish institutional mechanisms currently generate approximately 1 kg of
to foster coordination and solid waste per person per day, and this
collaboration among resource is projected to increase to 1.5 kg per
management agencies on resource person per day by 2030 due to
protection issues population increase, changes in
• Create mechanisms to enhance consumption patterns, technological
accountability among all segments changes and modernization of the
of society, i.e. the state, private and economy. The characterization of the
public organizations and individual solid waste stream indicates that close
citizens to 20 per cent of the waste is inorganic,
• Support effective delivery of consisting of plastics, glass and other
environmental education at all non-biodegradable materials. The
levels of the Jamaican education corollary is that the high organic content
system and promote environmental of the waste produces large quantities of
awareness methane which self ignite at the landfills
National Outcomes
• Strengthen the capacity of local and contribute to air pollution and

organizations to facilitate citizen respiratory illness. There is also a
participation in sustainable problem with the inadequate
management of their local natural management of hazardous waste (e.g.
resources chemicals, e-waste) which has implication
for both human and environmental
health.
Photograph contributed by E. Emanuel
Vision 2030 Jamaica supports integrated • Harmonize all national and sectoral
National Outcomes
waste management which has the policies to take into account
added benefit of enabling resource potential implications for waste
management, as well as formulating generation and management
and implementing effective management • Modernize the waste management
and disposal strategies and infusing the infrastructure
6Rs of waste management (Rethink, • Integrate communities and private
Reduce, Reuse, Recycle, Retrofit and sector participation in the
Recondition). management of waste
• Create incentives for the
Selected Sector Strategies development of markets for waste
• Create an appropriate institutional (e.g. waste-to-energy conversion,
framework for the integrated recycling, zero-waste processing)
management of all types of waste, • Promote awareness among the
including the development of a general public to influence their
comprehensive waste management waste management practices
policy and associated standards and
regulations
Table 45: Proposed Outcome Indicators and Targets for National Outcome #13
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National Outcomes
Photograph by Richard Khouri
Chapter 3: National Outcomes | # 14 - Hazard Risk Reduction and
Adaptation to Climate Change
National
National Outcomes
Outcome # 14:
HAZARD RISK
REDUCTION AND
ADAPTATION TO
CLIMATE CHANGE
Overview
Natural hazards which lead to natural and decrease resilience of the agriculture
disasters243 have dire consequences for sector, among others. In view of the
economic activities, infrastructure, potential for global climate change to
human welfare and natural resources increase natural hazards,Vision 2030
management. To a large extent, disasters Jamaica will ensure that our country’s
result from the failures of development voice is added to those advocating at
policy to mitigate vulnerability to hazard international forums for greenhouse gas
events. In Jamaica, natural disasters have mitigation.
consistently affected community
livelihood systems as well as the Over the last decade, meteorological
productive sectors and industries such as hazards (hurricanes, droughts) have
agriculture, manufacturing and tourism. reinforced our vulnerability to disasters.
Between 2002 and 2007 Jamaica
Climate change is likely to increase the experienced six storm events (including
incidence of natural disasters by causing three major hurricanes) and several
extreme weather events to occur more flood events. These events combined
frequently. Sea-level rise as a result of resulted in damage and losses amounting
global warming will magnify the impact of to approximately $70.72 billion (in 2007
storm surge and waves on coastal areas prices), equivalent to 3.2 per cent of
and lead to shoreline erosion and GDP.244 There is an ever present threat
property loss. Climate change is also of earthquakes.
likely to weaken some protective
ecosystems such as coral reefs and Natural hazards cannot be considered in
mangroves due to increased sea-surface isolation from other hazard types. Our
temperatures and changes in salinity. country is also at risk of man-made
There are also socio-economic effects of hazards including oil spills, pollution,
climate change. Sea-level rise, for chemical contamination and fire. Fires
example, is expected to have an impact are the major man-made hazards that
on the water resources available to our threaten our country. Bush fires
population by increasing the salinity of accounted for 55 per cent of all fires in
aquifers. Climate change is also expected 2006, and hazardous materials spills have
to impact on livelihoods (e.g. agriculture been quite commonplace in the
and fisheries), lead to increased industrial and agricultural sectors.
vulnerability to vector-borne diseases,
243
It has been said that a natural hazard will never result in a natural disaster in areas without
vulnerability, e.g. strong earthquakes in uninhabited areas.
244
Data compiled by PIOJ from information received from various MDAs.
Photograph contributed by C. Beckford

There are likely to be more frequent and Jamaica is a party. A National
intense storms, high intensity Communication on Climate Change has
earthquakes and man-made hazards in been prepared out of which an
the future. Jamaica, like other Caribbean Adaptation Strategy will emerge.Vision
countries, is likely to be confronted with 2030 Jamaica provides a framework to
the possibility of diverting scarce ensure that we reduce the risks
National Outcomes
resources earmarked for development associated with natural hazards and

projects to deal with disaster relief and climate change by integrating hazard
reconstruction, thus retarding economic considerations into our country’s
growth. Disasters directly impact on development planning.
public finance by increasing expenditure
and reducing domestic revenue which in Issues and Challenges
turn lead to increased domestic and
external borrowing. Under Vision 2030
Jamaica’s Location, Geology and
Jamaica, we will aim to reduce the cost
Geography
of damage caused by disasters to less
Jamaica’s location, geology and geography
than 1 per cent of GDP.
make the island prone to natural
hazards. Major threats include landslides,
If we are to move towards a sustainable
hurricanes, floods, droughts and
future, we must implement measures to
earthquakes. For example the
mitigate hazard risk. A major area of
mountainous topography of the island
concern is that Jamaica’s capacity to deal
coupled with its susceptible geology
with disasters is inadequate. Currently,
contributes to the numerous landslide
hazard risk reduction is not integrated
occurrences which block roads and
into socio-economic decision-making.
damage infrastructure.
Vision 2030 Jamaica will place greater
emphasis on hazard risk management
Settlement Patterns
activities and programmes for reducing
Population growth, uncontrolled
existing and future vulnerability. We will
urbanization and rural and urban poverty
incorporate climate change scenarios
have contributed to the development of
into future economic and land use
unplanned settlements in marginal and
planning, as embodied in the United
environmentally sensitive lands (flood
Nations Framework Convention on
plains and unstable slopes).
Climate Change (UNFCCC), to which
Approximately 82 per cent of the Inadequate Emphasis on Hazard Risk
National Outcomes
population lives along the coastline (and Management Activities
within 5km of the coast) where the Greater emphasis needs to be placed on
major cities and towns are located. hazard risk management activities and
Settlement patterns and location of programmes for reducing existing and
major infrastructure along the coast future vulnerability. Among the more
increase vulnerability to hazard impacts. urgent priorities are hazard data
Many communities throughout the island collection and mapping, vulnerability
are located in vulnerable areas such as in assessment, risk assessment, watershed
flood plains, on steep unstable slopes or management and the use of risk transfer
along the coastline where they are measures such as insurance.
vulnerable to storm surges. This
pervasive situation has continued almost Environmental Degradation
unchecked for the last sixty years or so, Environmental degradation (of
due to inadequate planning and watersheds, coral reefs) has increased
environmental management the country’s disaster risk particularly
(enforcement of existing legislation) and from landslides and hurricanes. Poor
the lack of appropriate institutional and environmental practices such as
legislative arrangements. This increased improper disposal of waste,
vulnerability to natural hazards indiscriminate removal of forest cover,
disproportionately affects our poor. poor land use practices, and squatting
continue to exacerbate the effects of
Weaknesses in the Physical Planning these natural hazards.
System and Land Use Practices
Recent natural disasters, particularly Climate Change
hurricanes, floods, and landslides, have Climate change is expected to amplify
exposed the vulnerability of our country many of the natural hazards to which
and pointed to weaknesses in physical Jamaica is exposed. On the one hand this
planning, land use practices, and building is because extreme weather events are
practices. Our land use policy and likely to become more frequent and
practice do not incorporate current more severe. On the other hand, Jamaica
scientific, technical, and local knowledge as an island state is largely dependent on
about the relationship between hazard its coastline, and will become more
risk and socio-economic vulnerability. vulnerable to sea level rise associated
Despite advances made through with climate change. The fact that key
programmes and projects, not enough infrastructure related to tourism is
hazard mapping has been undertaken to concentrated along the coast increases
inform land use policy and building vulnerability. While the likely changes to
practices. Poor land use practices and rainfall are uncertain, minor changes can
deforestation render slopes vulnerable have major impacts on the island’s water
to landslides. Expanding urbanization of resources (particularly groundwater
reclaimed land in the narrow coastal sources). Sea level rise is also expected
fringe and on steep slopes increases the to have an impact on water resources by
risk from natural disasters, and requires increasing salinity in coastal aquifers.
large scale hazard mapping and improved
site selection.
National Strategies reconstruction. This will provide a

This section provides a brief description comprehensive integrated approach to
of the national strategies related to hazard risk management that combines
reducing hazard risk and adapting to the broader issues of climate change, as
climate change. The intent is to focus our well as the urgency to advance the
energies and resources on those mainstreaming of disaster management
activities that produce sustained benefits and climate change into socio-economic
over time.Vision 2030 Jamaica will give decision-making processes.
special attention to risk identification,
mitigation, risk transfer, preparedness, The National Strategies, an elaboration
emergency response, rehabilitation, and of each and some selected sector
Table 46: National Strategies and Responsible Agencies – Hazard Risk
Reduction and Adaptation to Climate Change
----
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National Outcomes
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14-1 Improve Resilience to all • Modernize the legal framework
National Outcomes
Forms of Hazards 245 related to hazard risk reduction
Natural and man-made disasters have • Create and introduce economic
affected Jamaica’s economic, social, and and financial market instruments
environmental development and will for risk transfer
continue to do so, unless we minimize • Use knowledge, innovation and
these impacts by engaging in mitigation, education to build a culture of
risk transfer, and preparedness measures safety and resilience at all levels by
which are less costly than recovery and integrating hazard risk reduction in
rehabilitation.Vision 2030 Jamaica the early childhood, pre-primary,
recognizes the role that hazard risk primary, secondary and tertiary
reduction can play in achieving education syllabuses and research
sustainable prosperity for this country community; and develop hazard risk
and proposes to ‘disaster-proof’ reduction training for different
development by: …“transforming ‘vicious groups of stakeholders
spirals’ of risk accumulation and disaster • Adopt a community-based
losses into ‘virtuous spirals’ of approach to hazard risk reduction
development, risk reduction and effective • Expand early warning systems to
disaster response”.246 We will build reduce the risk of hazards
capacity across the country to limit the • Incorporate hazard risk reduction
impact of hazards and incorporate in environmental and natural
hazard risk considerations into resources management
development planning. We also will build • Establish mechanisms for increasing
a rational framework for hazard resilience of the poor and most
mitigation within which our overall vulnerable
development objectives will be pursued. • Establish measures to incorporate
This framework will be further hazard risk reduction in land-use
articulated in a multi-sectoral manner practices and human settlements
using interagency coordination and the • Create opportunities for private
cooperation and support of the private sector involvement in hazard risk
sector and civil society. reduction, including business
contingency planning
Selected Sector Strategies: • Design housing settlements that are
• Create and strengthen national not vulnerable to hazards based on
platforms and establish the construction and rehabilitation
foundation for hazard risk techniques that enhance the long
reduction by engaging in multi- term usability
stakeholder dialogue • Regulate the importation, storage,
• Use predictive tools for modelling, distribution, use and disposal (the
hazard data mapping and risk management cycle) of hazardous
assessment materials
245
This national strategy is consistent with, and draws from the Hyogo Framework
246
DFID, 2004. “Disaster Risk Reduction: A Development Concern”
14-2 Improve Emergency 14-3 Develop Measures to

Response Capability Adapt to Climate
The potential number of casualties and Change
growing economic costs relating to Vision 2030 Jamaica provides the
disasters charge us to recognize the framework to ensure that climate change
importance of our ability to respond to issues are mainstreamed into national
emergencies. Emergency response policies and development activities. The
capability becomes fundamental objective is to avoid or minimize the
especially in situations where there are impact of disasters related to climate
high levels of vulnerability. The change by increasing coping capacity at
Environmental Vulnerability Index (EVI) various levels (including economic
ranks Jamaica as extremely vulnerable to sectors and communities) within the
the effects of hazards.Vision 2030 country. One of the key areas for action
Jamaica proposes to strengthen is to embed climate change mitigation
emergency response capability as a and adaptation in the physical planning
priority component of disaster system. The Plan will ensure that adaptive
preparedness and emergency measures become the mechanism to
management. We will build the capacity manage risks, and adjust economic
of key agencies such as the health and activity to reduce vulnerability and
National Outcomes
fire services to be able to respond to reduce vulnerability.

natural and man-made disasters in a
timely and effective manner. Our climate change adaptation measures
will consider development planning for
Selected Sector Strategies: our key economic activities (particularly
• Build adequate emergency response agriculture and tourism), location and
capability and early warning systems design of social and economic
• Develop institutional capacity to infrastructure, livelihoods, location of
respond to potential emergencies settlements, biodiversity, water
such as fires production, and land use management.
• Develop a larger core of trained
volunteers to effectively manage Selected Sector Strategies:
emergency response a • Create mechanisms to fully
• Build capacity of state agencies and consider the impacts of climate
facilities (e.g. hospitals, fire services) change and ‘climate proof’ all
to manage any potential disasters national policies and plans
• Increase capacity for search and • Identify strategic priorities for
rescue adaptation to climate change
• Develop mass casualty plans • Undertake research to identify
• Develop procedures to cope with sector-specific strategies for
potential disasters (e.g. continuous adaptation
education simulation exercises and • Promote education and discussion
drills) about climate change through local
• Strengthen the regional and community media
mechanisms for emergency • Adopt best practices for climate
response change adaptation
• Infuse climate change issues into
the physical planning system earlier in National Outcome #10, energy
National Outcomes
• Create and introduce economic conservation efforts, use of cleaner
and financial market instruments technologies, and development of
for risk transfer alternate energy will result in reduced
• Apply disaster risk reduction expenditure on imported oil, less
framework to build on climate pollution and reduction in pollution-
change mitigation measures related illnesses.
14-4 Contribute to the Effort We will engage in reforestation to

to Reduce Global Rate of increase the amount of greenhouse gases
removed from the atmosphere, provide
Climate Change
improved watersheds and waterways and
Even though Jamaica’s contribution to
reduce landslides and soil erosion. These
the global level of greenhouse gases is
measures (energy conservation and
relatively small,Vision 2030 Jamaica will
reforestation), if pursued on a global
implement mitigation measures to
scale, will mitigate and reduce the global
reduce the country’s carbon footprint.
rate of climate change. Vision 2030
Mitigation, through reducing greenhouse
Jamaica will provide the framework to
gas emissions, will be addressed through
enable us to lobby actively for the major
greater energy conservation. Energy
greenhouse gas-producing nations to
conservation in Jamaica will put us in a
take mitigation action and to participate
“win-win” situation as it provides other
in developing global solutions to climate
substantial positive economic, social and
change.
environmental benefits. As discussed
Photograph contributed by NEPA
Selected Sector Strategies: • Promote the use of clean

• Promote energy conservation and technologies in the manufacturing
non-carbon-based forms of energy sector (related to National Strategy
(see National Outcome # 10 on 12-5)
Energy Security and Efficiency) • Maximize the benefits of the Clean
• Reduce deforestation rate through Development Mechanism (CDM)
mechanisms such as reforestation under the Kyoto Protocol
programmes • Lobby at the international level for
• Conduct research on Jamaica’s high greenhouse gas-producing
levels and sources of greenhouse countries to become more energy
gas emissions with a view to and resource efficient
further reducing the emissions
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Chapter 3: National Outcomes | # 15 - Sustainable Urban
and Rural Development
National Outcomes
National
Outcome # 15:
SUSTAINABLE URBAN
AND RURAL
DEVELOPMENT
Overview
Vision 2030 Jamaica creates a framework Issues and Challenges

for urban and rural development that
supports the economic and social Fragmented Nature of the Planning
development of all parishes to achieve System
their full potential. It proposes a spatial One of the fundamental shortfalls in the
arrangement of land use that facilitates system is the fragmented nature of the
social and economic development, planning infrastructure. Over 20
respects the environment and satisfies institutions are involved in planning
the need for safety, efficiency, aesthetics (directly or indirectly) and are governed
and social justice. by 103 pieces of planning-related
legislation. Much of the legislation and
This Plan acknowledges that poor spatial plans are outdated and were drafted
planning in the past has resulted in when Jamaica was experiencing totally
various problems as is evidenced by run- different social and economic
down town centres, urban sprawl, circumstances and growth was largely
environmental degradation, unsafe and confined to the KMA and a few smaller
dilapidated housing, planned and urban centres. Planning approaches that
unplanned development in ecologically- worked in the 40s, 50s, 60s and 70s are
sensitive areas, crime and disorder, rural- inadequate for today’s Jamaica. The
urban migration, and poverty in many development of new legislation is
rural areas. Physical planning approaches required to reflect these changing
employed in past decades are inadequate demands and clarify the roles of the
for today’s Jamaica. agencies involved in planning.
Jamaicans (developers and residents) are Inadequate Capacity at the

advocating new choices of land use, Institutional Level
housing, transport, employment and At the institution level, there is a
environmental standards. Vision 2030 shortage of trained staff (both
Jamaica will encourage the development numerically and in some specialist areas);
of new and progressive legislation to inadequate financial resources resulting
reflect the country’s changing demands, in lack of equipment, vehicles and
including clarification of the roles of the personnel to effectively carry out post-
various agencies involved in physical permit monitoring and enforcement of
planning. It will also address a range of regulations and other requirements. This
issues including housing affordability, inadequate capacity has far reaching
housing finance, land supply and implications for the effectiveness of the
management, water availability, and urban system as there is insufficient monitoring
decay. and little or no sanctioning for breaches.
In addition, there is inadequate regional centres, for the most part, are
communication between regulatory and less attractive to investors and residents.
development agencies resulting in the Even so, development outside the KMR
persistent inability of the agencies to is concentrated in other urban centres,
synchronize their plans and planning particularly parish capitals.
activities.
Without appropriate planning for the
Lengthy Development influx of residents to urban centres,
Approvals Process there has been uncontrolled expansion
The majority of development approvals of urban areas into surrounding areas
is granted in a 1-2-year and 2-3-year (urban sprawl). Examples of this are the
time frame. Research has shown that towns of Old Harbour, St. Catherine and
development approvals have taken over May Pen in Clarendon, which now
10 years to be granted in some appear to be merging into one large
instances. This slow responsiveness of urban centre. Another consequence of
the system creates opportunities for the improper planning is environmental
system to be bypassed or ‘corrupted’. degradation. Jamaica’s urban centres, in
Several reviews of the development general, suffer from a combination of
approvals system are underway to poor air quality, high levels of traffic and
National Outcomes
eliminate the weaknesses in the system congestion, high levels of ambient noise,
and shorten the processing time. poor-quality built environment,
greenhouse gas emissions, urban sprawl,
Lack of Robustness inadequate waste disposal, and erosion
of the Planning System of hill-slopes and river and gully banks.
The spatial planning system in the
country is characterized by a lack of Squatting
robustness to respond to the rate of Squatting has largely resulted from the
development taking place in the country. shortage of affordable land and housing
One effect of this is the poor provisions to keep pace with population
management of urban growth and growth in the urban centres. In the
development. This has resulted in absence of affordable accommodation,
spatially unbalanced development. squatting becomes a viable option to
Approximately 25 per cent of Jamaica’s new arrivals to urban centres. Squatting
population live in Kingston and St is of particular concern in Jamaica
Andrew and most development is because of its rapid growth especially in
concentrated in and around the Kingston environmentally sensitive areas such as
Metropolitan Region (KMR) which watersheds, flood plains and lands
includes Kingston and St. Andrew, parts vulnerable to landslides. Conservative
of St. Thomas to the east and parts of St. estimates put the incidence of squatting
Catherine to the west. A wide disparity at between 5 and 20 per cent of the
exists in levels of development between housing stock.
the KMR and other regional centres
across the country. These “other”
Squatters as well as developers who by- In summary, weaknesses in the physical
National Outcomes
pass the planning system have also led to planning system, including outdated
uncontrolled and haphazard development orders and the lack of an
developments, including illegal and overarching planning framework, have
fragmented subdivisions. left the country with:
• fragmented subdivisions;
Low Level of Awareness of the • unbalanced regional development,
Benefits of Spatial Planning including the uncontrolled and
The low level of public awareness is disorderly growth of urban areas
another pervasive issue contributing to and the under-development of rural
uncontrolled development. This is areas;
manifested in a high level of building and • squatting;
subdivision violations and suggests there • inequity and poverty;
is a lack of basic understanding as to the • environmental degradation;
benefits of planning. • congested towns;
• planned and unplanned
development in ecologically-
sensitive areas.
National Strategies the achievement of this outcome. The

This section provides a brief description National Strategies, an elaboration of
of the National Strategies for sustainable each and some selected sector strategies
urban and rural development, and lists are listed below.
some of the programmes required for

- Sustainable Urban and Rural Development
----
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National Outcomes
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15-1 Create a Comprehensive mechanisms to provide secure land
National Outcomes
and Efficient Planning tenure through expansion of land
titling programmes
System
• Improve systems and procedures to
A comprehensive and efficient spatial
enhance efficiency
planning system is necessary to
coordinate socioeconomic development
and minimize environmental problems. 15-2 Create an Appropriate
Jamaica’s current physical planning Framework for
system is characterized by a lack of Sustainability Planning
robustness to respond to the rate of Vision 2030 Jamaica is designed to
development taking place in the country facilitate and promote sustainable
and the impacts of globalization.Vision patterns of urban and rural development
2030 Jamaica proposes to create a – making suitable land available for
technology-enabled, transparent, flexible, development in line with economic,
responsive, efficient and effective social and environmental objectives to
planning system that produces the improve our citizens’ quality of life. This
physical development needed to achieve means: meeting our diverse needs in
sustainable prosperity for our citizens. existing and future communities,
We will realize this by developing the ensuring that communities designed and
relevant national policies and regional planned around the elements of
and local sustainable development plans. economic prosperity are socially
Our new planning system will play a key adequate, have open and green spaces
role in integrating the overarching and arrangements for the disposal of
sustainable development goals of Vision waste; promoting personal well-being;
2030 Jamaica. and creating equal opportunity for all
our citizens. The success of this National
Selected Sector Strategies: Strategy will be measured by the
• Develop and adopt mechanisms for development and implementation of
better integration of spatial models local sustainable development plans in all
and tools in decision-making parishes, and improved citizen
• Implement transparency and participation at the local level. By 2030,
accountability mechanisms and all parishes will have sustainable
improve congruence among development plans.
different levels of planning
• Develop and popularize Selected Sector Strategies:
documented procedures and • Integrate sustainability principles
standards for planning into land use planning and design
• Rationalize the roles and • Integrate energy conservation into
responsibilities of agencies and housing and transportation planning
entities involved in planning • Design and develop communities to
• Improve the level of awareness of be in harmony with the natural
the benefits of planning environment
• Strengthen capacity for monitoring • Ensure that development decisions
and enforcement, including using are guided by a spatial planning
multiple methods of monitoring for framework (national physical plan)
example, using community groups • Establish inter-agency frameworks
• Strengthen and deepen the for sustainability planning
• Fully implement the Local critical elements of social capital vital to

Sustainable Development Planning urban community development. Focus
Framework will be placed on urban renewal and
• Improve citizen participation in upgrading, and conservation and renewal
decision-making through Local of heritage sites located in urban
Sustainable Development Planning centres. This strategy will require
• Create sustainable communities increases in the level of urban
• Accelerate development of investments to keep pace with the
strategic regional centres to ensure growth and demands of our population.
that they play a key role in
balancing development Selected Sector Strategies:
• Link investment with development • Develop growth scenarios for main
objectives urban centres
• Introduce reforms in land utilization • Create green urban centres with
and management ecologically friendly buildings,
• Review existing land use patterns, construction, and transport systems
zoning regulations, building codes • Formulate and implement
and standards in the context of integrated land use and transport
housing and urban development policies for urban growth
National Outcomes
needs and formulate forward- management (e.g. “smart growth”)

looking land use and development • Design policies to minimize sprawl
polices for efficient and optimum and encourage compact
utilization of land development, infill and
redevelopment
15-3 Create Sustainable • Encourage private reinvestment in
older neighbourhoods and private
Urban Centres, Including
rehabilitation of housing
Urban Renewal and • Facilitate urban renewal and
Upgrading conservation of historic sites and
Almost 52 per cent (1,417,308 in 2005) cultural heritage
of our population resides in urban areas, • Improve the physical environment
an increase of 16.75 per cent since 1991. to create orderly and beautiful
With an estimated annual increase of communities
1.31 per cent per annum, the urban • Formulate urban designs that
population of Jamaica is projected to be enhance safety, contribute to a
1,528,143 in 2020 and 1,869,272 in sense of place and encourage social
2030.247 This expected increase in interaction
urbanization has the potential to result • Reverse the process of degradation
in overcrowding, increases in the number and decay in urban areas
of squatter communities and general • Increase access to housing and
deterioration of physical amenities.Vision social amenities
2030 Jamaica will create sustainable • Increase accessibility to inner city
urban centres underpinned by urban communities
growth management strategies. It will • Develop facilities for recreation and
design policies that minimize urban social interaction
sprawl, create order and strengthen the
247
This projection was done using the T21 Jamaica Model.
15-4 Create Vibrant and • Support development of human and
National Outcomes
Diversified Rural Areas social capital in rural areas
Rural areas are characterized by a high • Foster attention on eradicating
prevalence of poverty (a prevalence of poverty and promoting social
21.1 % compared with the national inclusion in rural areas
prevalence of 14.8% in 2007), high levels • Strengthen the role of local
of unemployment, poor health authorities to accelerate social
conditions, low educational development and poverty reduction
achievements, limited access to of rural populations
infrastructure and basic services, and • Support the development of rural
increasing environmental degradation, communities as growth centres for
particularly in watershed areas (a non-farm activities
situation not unrelated to poverty).
Research has shown a strong link 15-5 Ensure Safe, Sanitary
between rural poverty and a high and Affordable Shelter
dependence on agriculture. More than for All
two-thirds of the poor reside in the Shelter and related services promote
rural areas, compared with only 48 per individual and collective dignity, privacy
cent of the total population. and security. In the economic sphere,
housing contributes to employment
Rural underemployment, growth of creation and labour productivity,
urban centres in rural areas and income community economic development and
differences, create the impetus for us to capital formation at both the micro- and
accelerate rural development in Jamaica. macroeconomic levels. The provision of
Rural areas will be conceptualized in adequate housing has historically proven
Vision 2030 Jamaica as drivers of plans to be challenging globally and more so in
for growth in the national economy. The developing countries.
Plan proposes to create economically
viable and socially stable rural areas Vision 2030 Jamaica recognizes that
where there is universal access to social housing is an important component of
amenities, a system of governance which the economic and social development of
fosters the active participation of local the country. It is an important part of
communities, and where opportunities national infrastructure and pivotal to
are created so that there can be greater social development, national
contribution to growth and development competitiveness and economic growth.
of the nation, while ensuring the The Plan embodies the concept that
sustainable use of natural resources and shelter represents a broad continuum of
protection of the environment. affordable and appropriate housing
options related to the income of target
Selected Sector Strategies: groups. It is proposed that, by the year
• Promote growth in rural areas 2030, every Jamaican will be living in a
while protecting the environment well constructed dwelling unit that is
• Promote investment in services and safe, sanitary and affordable and in an
infrastructure inclusive and aesthetically pleasing
• Build effective, integrated and community. Housing provisions will be
participatory approaches for rural guided by: affordability criteria; criteria
development for allocation and access which will
involve the definition of target groups; a minimum standard of support

and mechanisms for security of tenure. services and amenities, including
The changes to be brought about by the potable water, sewerage and waste
implementation of this National Strategy disposal services
will ensure that our Housing Quality • Strengthen housing and
Index (HQI) reaches to 86 by 2030. infrastructure financing through
partnership arrangements from
Selected Sector Strategies: public, private and individual
• Integrate national housing and sources
urban development planning to • Encourage a mix of residential
enable access to adequate shelter development types
and services to all • Develop the land and housing
• Create mechanisms for all income market including the rentals market
groups and persons with specialized • Develop alternative housing types
needs to access shelter and construction techniques that
• Locate housing settlements in areas enhance the long-term usability and
that minimize vulnerability to affordability of housing
natural hazards • Develop housing opportunities for
• Ensure access by all communities to those with specialized needs
National Outcomes
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Chapter 4:
Key Strategies and Actions

Under The National Outcomes
For Years 1-3 (2009-2012)
Vision 2030 Jamaica - National Selection of the Key
Development Plan establishes the Strategies for Years 1-3
roadmap by which Jamaica will progress The methodology used for the selection
to becoming a prosperous country of the three-year strategies and actions
within the next two decades. The is broadly based on the Results Based
National Goals, Outcomes and Strategies Management (RBM) framework. This
provide the long-term planning framework allows us to identify our
framework aligned to the full range of goals, the intermediate results that will
economic, social, environmental and lead to their realization and the most
governance sectors around which the effective strategies for achieving these
Plan is crafted. What then is the first results. It involves the identification of
milestone? As we embark on this long short- to medium-term priorities and
and challenging journey it is necessary estimates the degree of relevance of the
that we frame the priority strategies and activities to the issues being addressed
actions for the first three years. This (Appendix 2 provides a fuller discussion
chapter presents these key or priority on the RBM methodology). In keeping
strategies and actions under each of the with this framework, the priority
15 National Outcomes. strategies and actions for the first three
years were informed by a series of
Photograph contributed by JTI Photograph by Howard Moo-Young Photograph contributed by E. Emanuel
meetings with the various ministries and matrix that follows, which relates them
agencies, and guided by the following: to the appropriate national strategies. It
also identifies the main entities
(1) A select list of criteria: responsible for their implementation. The
• external opportunities and threats; sector strategies and actions are drawn
• quick wins; from the 31 sector plans developed by
• binding constraints; the task forces and provide the basis for
• long-run transformative potential; linking the sector strategies and actions
• existing programmes and plans as with the first 3-year Medium Term Socio-
expressed in the corporate and Economic Policy Framework (MTF) for
strategic plans of ministries, the period 2009-2012. The MTF focuses
departments and agencies; on six priority National Outcomes of
• Government priorities, including Vision 2030 Jamaica based on the issues
the decisions articulated at the that are currently having the most
National Planning Summit. negative impact on the nation, and those
which, when addressed, will have the
(2) The Threshold 21 (T21) Jamaica highest positive impact on its
model, where appropriate, to assist in development in both the medium and
determining the long-run transformative long term.
potential of the various strategies.
The matrix showing the key strategies
The key sector strategies and actions for and actions for years 1 – 3 under all
the three-year period are listed in the fifteen National Outcomes follows:
Chapter 4: Key Strategies and Actions Under the National Outcomes for Years 1-3
Table 50: Key Strategies and Actions under the

National Outcomes for Years 1 – 3 (2009-2012)
National Outcome #1: A Healthy and Stable Population
NATIONAL PRIORITY SECTOR STRATEGIES KEY ACTIONS FOR YEARS 1- 3 RESPONSIBLE
STRATEGIES FOR YEARS 1- 3 AGENCIES
1-1 Strengthen policies, systems Support healthy lifestyle MOHE
Maintain a and programmes for mortality Implement programmes to MOHE
stable reduction and improvement in reduce maternal mortality
population health status Implement programmes to MOHE
reduce infant mortality
Develop and strengthen Develop an accurate record of PIOJ,
systems and mechanisms to migration flows STATIN,
measure international Passport
migration flows for monitoring Immigration and
demographic characteristics Citizenship
Agency (PICA)
1-2 Prioritize national Control and/or eliminate MOHE,

Strengthen epidemiological issues communicable diseases such as MFPS
disease Malaria
surveillance, Strengthen the current national
mitigation, risk response to HIV/AIDS by scaling
reduction up prevention services and access
and the to treatment for persons living
responsivenes with HIV
s of the health
system
1-3 Strengthen the policy Introduce and implement MOHE
Strengthen the framework and reorient the Tobacco Control Legislation
Health health system to support the
Promotion healthy lifestyle approach
Approach Empower communities to Build healthy zones in MOHE
support the healthy lifestyle communities NGOs
approach CBOs
Introduce Emergency Crisis and MOHE
Outreach Teams at the Parish Employers
level and acute services at each through umbrella
Regional Hospital organizations
Strengthen community based MOHE
approach to mental health CBOs, FBOs
Build strong alliances with key Strengthen the Workplace MOHE
stakeholders to support the Wellness Programme FBOs
healthy lifestyle approach: OPM
o Implement the Building
Code and ensure the
introduction of green
spaces and recreational
facilities
o Encourage physical
activities
o Ensure that a healthy
environment is
encouraged (e.g. a smoke-
free environment)
o Support adequate
nutrition at school and
home
o Ensure support for mental
health

National Outcome #1: A Healthy and Stable Population (Cont’d)
Develop personal skills of Build capacity and MOHE
individuals to make informed communications skills to deliver
choices information on reproductive and
other health issues to service
providers, parents and caregivers

1-4 Deepen and expand the shift to Upgrade primary health care MOHE
Strengthen primary health care and reduce facilities
and emphasize reliance on long-stay hospital Introduce a policy enabling MOHE
the primary care support to primary health care NFPB
health care including such areas as mental
approach health, oral health and the
provision of emergency
contraceptive pills in health
centres
Rationalize the service time in MOHE
health centres
Expand and improve integration MOHE, NFPB
of family planning, maternal and
child health, sexual and
reproductive health and
HIV/AIDS into primary health
care
Ensure the effectiveness of the Ensure that the care pathway is MOHE
care pathway defined
1-5 Promote the use and Develop the National Health MOHE, CITO
Provide and application of information in Information System
maintain an planning management and Strengthen research knowledge MOHE
adequate health care delivery and management capability and
health introduce a continuing
infrastructure programme of research and
to ensure knowledge management
efficient and
cost effective
service
delivery
1-6 Review the required Review the competencies and MOHE
Establish and competencies for the health skills in the health sector
implement a workforce and establish a
sustainable Human Resource Strategic Plan
mechanism for to ensure a sustainable supply
supporting of skills and competencies for
human the sector
resources
1-8 Design food policy from a Reinforce the national infant MOHE
Support nutrition/health perspective feeding policy
national food and support the production of Design a public information MOHE
security safe foods campaign MA
1-10 Establish a sustainable financing Establish a mechanism for MOHE
Introduce a mechanism for the public investigating various financing MFPS
programme health system options and making
for sustainable recommendations
financing of
health care

National Outcome #2: World-Class Education and Training
2-1 Establish an environment for all Create a safe learner centred and MOE
Ensure that all children 0-8 years old to access well maintained Early Childhood ECC
children 0-8 high quality and Centre
years old have developmentally appropriate Develop programmes for MOE
access to programmes inspection and certification of ECC
adequate early children 0-8
childhood Implement screening as early MOE
education and intervention for children (0-8yrs) ECC
development
programmes Establish health and safety MOE
standards as well as improve child ECC
health care practices
Ensure that institutions meet the MOE
health and safety standards ECC
Ensure each school has at least MOE
1-Level IV practitioner ECC
Develop a public education and MOE
awareness strategy ECC
Strengthen school/home Develop and distribute a parent MOE
relationships and parental involvement handbook ECC
involvement in early childhood Develop a parental education and MOE
education support strategy (0-3yrs-Health) ECC
and (4-6 yrs-ECIs)
Establish the National Parenting MOE

Support Commission ECC
Disseminate specific information MOE
to parents about the most ECC
effective ways to support their
children’s development and
learning
Provide parents with feedback on MOE
the effect of their involvement in ECC
their children’s success
Encourage parent participation in MOE
child-centered activities that ECC
nurture social and emotional
development
Conduct on-going assessment of MOE

the needs of parents and the ECC
school in order to strengthen the
capacity of the PTA to be more
responsive to the needs of the
parents and the teachers

National Outcome #2: World-Class Education and Training (Cont’d)
Put mechanisms in place to Implement early diagnosis and MOE
address the psychosocial needs effective screening for at risk ECC
of children children and for high risk
households through public
education campaigns
Develop and implement a MOE

nutrition policy for infant (0-3 MOHE
yrs) and young children (4-6 yrs)
Improve the technical skills of MOE

early childhood practitioners Teacher training
institutions
Develop a national policy for MOE
screening and intervention in ECC
schools
Develop screening and MOE
intervention for high-risk ECC
households
Ensure effective curriculum MOE
delivery ECC
Develop a human skills
Improve technical resourceof early MOE
strategy
children for the sector –train
practitioners ECC
teachers
Develop aforhuman
the sector
resource MOE
2-4 Establish frameworks for Create
strategyafornational inspection
the sector –train MOE
ECC
Accelerate the improving the quality stock of agency,
teachersa for
national curriculum
the sector
process
2-4 of teachers (professionalfor
Establish frameworks assessment agencyinspection
Create a national and a national MOE
creating
Accelerateandthe development
improving theopportunities,
quality stock of teaching
agency, acouncil
national curriculum
implementing
process of access
teachersto (professional
pre-service teacher Enforce
assessmentmechanisms
agency and for aallnational MOE
acreating
standards-
and education,
development opportunities to use
opportunities, teachers to have professional
teaching council
driven and
implementing emerging
access to forms of assessment
pre-service teacher training
Enforce as well as an for all
mechanisms MOE
outcomes-
a standards- and technologies)
education, opportunities to use undergraduate
teachers to have degree in the area
professional
based
driven and emerging forms of assessment of specialization
training as well as an
education
outcomes- and technologies) Maintain a comprehensive
undergraduate degree in the area MOE
system
based registration and licensing scheme
of specialization
education Build a cadre
Maintain of educational
a comprehensive MOE
system innovators
registrationwhoand work
licensingin ascheme
special Teacher training
forum
Build a to generate
cadre ideas and
of educational institutions
MOE
suggestions
innovators who regarding
work teaching
in a special Teacher training
Modernize curriculum
forum to generate ideasand and MOE
institutions
assessment
suggestions regarding teaching Curriculum and
Modernize curriculum and Assessment
MOE
assessment Agency
Curriculum and
Support the national literacy MOE
Assessment
strategy JFLL
Agency
Develop
Support theperformance
national literacy MOE
management
strategy and accountability JFLL
mechanisms
Develop performance MOE
Establish
management monitoring and quality
and accountability MOE
assurance
mechanisms measures (e.g.
monitoring and evaluation
Establish monitoring and quality MOE
services
assuranceatmeasures
each Regional
(e.g.
Education
monitoringAuthority
and evaluation
Increase the use of technology Maintain
services atICT training
each Regionaland MOE
as a tool for enhancing teaching certification programmes for the
Education Authority
and learning
Increase the use of technology secondary
Maintain ICT school community
training and MOE
as a tool for enhancing teaching certification programmes for the

National Outcome #2: World-Class Education and Training (Cont’d)
2-5 Create a mechanism that will Develop partnerships with the MOE
Develop and establish a dedicated pool of International Development
establish funds for education Partners (IDP) for the speedy
financing and implementation of the SWAP
management approach to Financing of
mechanisms Education
for schools
Establish the National Education MOE
Trust OPM
Cabinet Office
2-6 Ensure that all school plants Improve facilities to create a MOE
Ensure a meet international standards better learning environment,
physical using modern teaching
environment approaches and technologies
in all schools Create more spaces through MOE
that is safe expansion and rationalization of IDPs
and conducive schools Private Sector
to learning at Partnership
all levels of
the school
system
2-8 Increase the use of technology- Equip institutions with the HEART
Expand driven training programmes technology to facilitate learning Trust/NTA,
mechanisms for all and the training of MIND
to provide teachers/facilitators
access to Provide incentives for public Provide tax incentives for
education and and private sector companies participating organizations
training for all and community-based
including organizations to create learning
unattached opportunities
youth
2-9 Increase public education Increase learner participation, MIND
Promote a programmes emphasizing engagement and achievement JFLL
culture of lifelong learning
learning Conduct a public education HEART
among the campaign emphasizing lifelong Trust/NTA,
general learning JFLL,
populace JIS
2-10 Establish the policy framework Conduct broad stakeholder HEART
Establish to enable seamless articulation consultations Trust/NTA,
National among providers for the Academic
Qualification creation of a National Develop partnerships and institutions,
Framework Qualification Framework agreements among stakeholders Private Sector
Accreditation
Boards
2-11 Facilitate collaboration Develop, review, and upgrade MIND
Strengthen between HRD in firms and learning products and services in
the training institutions response to Government and
mechanisms business priorities and needs
to align
training with
demands of
the labour
market

National Outcome #3: Effective Social Protection
3-2 Give high priority to rural Introduce technological MLSS, MOA
Expand development projects innovations to small farmers at low
opportunities cost to them
for the poor Implement agricultural land re- MLSS, MOA
to engage in distribution for small acreage
sustainable farmers
livelihoods
Design and implement Strengthen/Develop “Steps to MLSS, MOE,
programmes that support poor Work” programme for poor HEART
households to seek and retain households Trust/NTA
employment
Increase access to credit and MLSS, Private

business support services Sector (Mainly
financial
institutions)
3-3 Develop and strengthen the Identify vulnerable groups and MLSS, MOHE,
Create and database of vulnerable groups, specific needs Department of
sustain an and welfare beneficiaries Local
effective, Government
efficient, Develop a national register of MLSS, MOHE,
transparent persons benefiting from social Department of
and objective welfare Local
system for Government
delivering
social Increase awareness of the Improve the effectiveness of PATH MLSS, MOHE,
assistance availability and eligibility criteria Department of
services and of social assistance Local
programmes programmes Government
Undertake public education and MLSS
awareness building campaigns
through various mass media
channels
3-4 Expand coverage of Implement intensive ongoing public
MFPS, MLSS,
Promote occupational pension schemes education programme on NIS, National Council
greater including among youth in schoolsfor Senior
participation and colleges Citizens
in, and viability Expand the registration drive for
MLSS, MFPS,
of social NIS especially for targeted groups
National Council
insurance and in the formal and informal sectors
for Senior
pension Citizens
schemes Promote personal Promote development of MLSS , FSC,
responsibility and planning for employer independent schemes Private Sector
retirement Companies,
Media, Trade
Unions
3-5 Strengthen the family capacity Develop family policy programmes MLSS, MOHE,
Promote to care for their vulnerable to ensure the assumption of MOE MICYS
family members responsibilities and the protection
responsibility of rights
and
community
participation
for the
protection of
vulnerable
groups

National Outcome #3: Effective Social Protection (Cont’d)
3-6 Strengthen capacity of service Mandate compulsory training on MLSS, OPM,
Create an providers to adequately disabilities for all human service MFPS MIND
enabling interact with PWDs by personnel in the public sector to
environment improving their knowledge, engage appropriately with persons
for persons attitude and practice (KAP) with disability
with Create a registry of persons with JCPD
disabilities disabilities
Include an orientation programme MLSS, MOE,
on disability in the curricula at all JCPD
levels of the education and training
system
Promote public awareness on the MLSS, JCPD,
rights of PWD Media
Develop physical infrastructure Implement the National Building OPM
in the public and private Code
spheres to ensure accessibility
for PWDs

National Outcome #4: Authentic amd Transformational Cluture
NATIONAL PRIORITY SECTOR KEY ACTIONS FOR YEARS 1- 3 RESPONSIBLE
STRATEGIES STRATEGIES AGENCIES
FOR YEARS 1- 3
4-1 Implement a sustained Hold National/Target/Interest National
Promote core/ national programme to Focus Groups (consultations) to Transformation
transformational promote core values determine how core values Programme
values should be (NTP) - Fresh
communicated/inculcated with Start Jamaica

core values to be discussed and
defined in a Jamaican context
Establish a permanent NTP - Fresh
institutional framework for Start Jamaica
identifying, promoting and OPM
reviewing national values and SDC
attitudes
Equip families to embody their MIYCS
roles and responsibilities as MOE
members of the society CBOs
NGOs
FBOs
4-2 Build parenting capacity Develop parenting education ECC
Promote the (including responsible programme materials: CDA
family as the sexual behaviour, values, • child/adolescent growth MOE
central unit of family participation, and development NGOs
human parental involvement in • parenting skills appropriate Parenting
development cultural/school activities, to stages of growth Commission
protection of vulnerable
groups) Strengthen the Child ECC
Development Agency to CDA
facilitate more effective MOE
implementation of the NGOs
provisions of the Child Care Parenting
and Protection Act Commission
Support and introduce initiatives Parenting

targeting men to enhance their Commission
parenting capabilities through Fathers Inc
employment and other FBOs
economic opportunities NTP-Fresh Start
Jamaica
4-3 Strengthen the process to Develop and implement JNHT
Preserve, identify, monitor, maintain sustainability plans for major
develop and and promote protected heritage sites
promote heritage sites
Jamaica’s cultural Strengthen and Develop a national cultural MICYS
heritage institutionalize information system and heritage JLS
documentation of cultural information system JNHT
heritage(tangible and
intangible) Develop a national cultural MICYS
information system and heritage JLS
information system JNHT
Provide wider access to Strengthen and expand the JCDC
Jamaican cultural National Festival of the Arts
expression locally and
internationally

National Outcome #4:Authentic amd Transformational Cluture (Cont’d)
FOR YEARS 1- 3
Widen access to Develop a Reggae Museum and MICYS
repositories (libraries, Museum of the Jamaican People
museums and archives) of
culture and heritage
4-4 Undertake comprehensive Develop and implement a MICYS,

Integrate National Branding for National Branding Strategy TGCC/JTI
Jamaica’s Nation Jamaica including:
Brand into • Undertake comprehensive
developmental brand audits
processes • Define and develop the
role of the cultural and
creative industries in
Nation Brand
• Define essence of Jamaica’s
Nation Brand
Promote and use Strengthen use of geographical JIPO
intellectual property as a indications (GIs) including JTI
tool for economic identification of Jamaican GIs, JBS
development to convey establishment of GI Registry and
values, images and the registration of Jamaican GIs
reputation of Jamaica,
including designs, music,
trade marks, copyright,
collective marks,
geographical indications
and certification marks
4-5 Increase physical education Increase provision of MICYS, MOE
Strengthen the and sports programmes in recreational facilities in schools
role of sport in schools including secured spaces
all aspects of
national Design/upgrade Expedite development of Insport, SDF
development community facilities for sporting infrastructure in
multi-use recreational and communities
competitive sport
Increase organized sport Build local capacity to manage SDC
activities in communities sport activities
Adopt international best Expand training programmes Insport, G.C.
practices for training of and seminars for coaches, Foster College
sports personnel including sports officers and certified
certification sport managers
Ensure national sporting Develop long-term national plan MICYS, IPL
infrastructure to meet the for sport infrastructure island-
long-term development of wide
sport

National Outcome #5: Greater Security and Safety
5-1 Improve the implementation of Develop a national crime MNS
Strengthen the targeted community prevention and community safe JCF
capacity of interventions strategy
communities Develop a governance structure MNS, JCF
to participate for social interventions aimed at
in creating a community safety and security

safe and Build mechanisms for the MNS
secure society continuity and sustainability of JCF
intervention programmes
Establish/strengthen Support the establishment of a MNS
community groups/councils community management JCF
apparatus for each community CBOs, NGOs
island wide FBOs
Develop awareness campaigns MNS
aimed at deterring involvement JCF
in illicit or coercive governance CBOs, NGOs,
arrangements FBOs
Improve community Enhance the capacity of MNS
conformity to legal regulatory and enforcement Regulatory bodies
requirements bodies to monitor public order
issues
Institutionalize the involvementMNS
of the MNS in community CBOs, FBOs,
planning NGOs
Implement holistic programmes Develop a comprehensive youth MNS, JCF
focussing on prevention and offender strategy DCS
suppression of youth CDA
involvement in crime MICYS
Implement programmes for the MNS
prevention of child and youth JCF
involvement in crime MIYC
MOE
HEART Trust/NTA
Work collaboratively with the MNS
MOE to formalise and improve MOE
safety and security in schools JCF
5-2 Devise and implement an Promote an intelligence driven MNS
Reform and effective management culture in law enforcement JCF
modernize the framework aligned to a ISCF
law modern model of policing Complete implementation of the MNS
enforcement recommendations of the 2006 JDF
system JDF Strategic Review
Undertake leadership training MNS

programmes for senior level staff JCF
on an ongoing basis
Conduct a comprehensive rank MNS

and compensation review for JCF
relevant law enforcement bodies
Separate decision making and MNS

management structures within JCF
agencies JDF
DCS

National Outcome #5: Greater Security and Safety (Cont’d)
Support the reform of the Collaborate with the system for MNS
Justice System speedy, effective and fair DCS
prosecutions, trials and case Ministry of Justice
disposals
Create a comprehensive Establish executive-level, civilian MNS
human resources development human resource departments for Law enforcement
system to ensure all law enforcement agencies agencies (e.g. JCF,
professionalism within law DCS, PICA)
enforcement agencies Update the recruit selection MNS
procedures of respective Law enforcement
agencies to keep in line with agencies
global best practices and ethos
Revamp training programmes of MNS
respective agencies to reflect Law enforcement
global best practices and ethos agencies
Define clear paths for career MNS
development and succession Law enforcement
planning agencies
Develop a holistic approach to Develop and implement a health MNS
the welfare of law enforcement and safety Policy for all law MLSS
officers enforcement agencies where MOHE
none is present Law enforcement
agencies
Establish an Occupational Health MNS
and Safety unit within major law MLSS
enforcement agencies MOHE
Law enforcement
agencies
Modernize the approach to Adopt and implement the MNS
policing activities recommendations of the 2008 Law enforcement
JCF strategic review agencies
5-3 Strengthen security Install metal detectors, X-ray MNS
Improve the mechanisms at ports of entry machines at all official ports of Customs
security of the entry Department
border and PICA
territorial PAJ
waters AAJ
Implement a tracking system for Customs
all cargo through a localized hub Department
PAJ
AAJ
Improve institutional capacity Improve and install equipment MNS

to monitor marine and aerial capable of identifying aircraft and JDF
domains vessels within Jamaica JCF
Increase the number of JDF and MNS
Marine Police outstations around JDF
our coastline JCF
Advance the regulatory Amend the legislation to MNS
framework for non-citizens facilitate biometric requirements OPM
for visas PICA
Establish a formal system for the MNS
management of refugees, asylum JDF
seekers and migrants JCF
Strengthen the institutional MNS
capacity for policing tourist areas JCF

National Outcome #5: Greater Security and Safety (Cont’d)
5-4 Increase access to policing Rationalise the placement of MNS
Strengthen the services police services to ensure JCF
anti-crime adequate coverage
capability of Enhance the capacity of police to MNS
law provide victim support at the JCF
enforcement scene of the crime

agencies Adequately equip law Acquire suitable weaponry and MNS
enforcement agencies to transportation to complement JCF
deliver a timely response (JCF, standard and tactical response JDF
Customs Department, JDF, activities
PICA, DCS) Strengthen the enforcement of MNS
maintenance policies for the Law enforcement
physical resources of law agencies
enforcement agencies
5-6 Expand the framework for Introduce new programmes for MNS
Strengthen the rehabilitation of custodial and the rehabilitation of offenders in DCS
management, non custodial clients accordance with global practices
rehabilitation (e.g. the Beijing Rules for
and Juveniles and the UN standard
reintegration for adult custodial clients)
of clients of Develop an accreditation MNS
correctional strategy for all rehabilitation DCS
services programmes with an educational
component
Strengthen the institutional Improve the physical and MNS
capacity of the DCS and its technological capacities of the DCS
partners DCS to house and monitor both
custodial and non custodial
clients
Provide suitable alternatives to Collaborate with the Ministry of MNS
incarceration for offenders Health and Environment in DCS
who are mentally ill where developing modern protocols for MOHE
appropriate the care of mentally ill clients
Establish a comprehensive Develop an action plan to reduce MNS
system for the rehabilitation of re-offending centred around DCS
deportees through partnership employment and training Private Sector
between State and non-state organizations
actors Establish appropriate processes MNS
and accommodations for the DCS
reception of deported persons PICA
JCF
Private Sector
organizations

National Outcome #6: Effective Governance
6-1 Strengthen the capacity of local Facilitate and strengthen local SDC
Strengthen the organizations/bodies (PDCs, governance structures including Department of
process of DACs, CDCs) to facilitate Parish Development Committees Local
citizen citizen participation in (PDCs), Development Area Government
participation in decision-making processes Committees (DACs) and Local Authorities
governance Community Development
Committees (CDCs)
Create frameworks to ensure Develop a framework for SDC
that public information is Community Development Planning PIOJ
accurate and accessible to all and integrate with national Department of
to enable citizens’ participation planning processes Local
Government
Local Authorities
NEPA
Expand and develop a community- SDC
based research and information
system
Identify and improve channels Facilitate community broadcasting Broadcasting
for creating, sharing and with focus on radio Commission
accessing information and
providing feedback
6-2 Present a high standard of Transform the Ministry of Justice Cabinet Office
Reform the justice to promote transparent into a policy focussed Ministry Ministry of Justice
justice system administration of the law Modernize Office of the Director Ministry of Justice
of Public Prosecutions' (DPP) DPP
Implement the case management Ministry of Justice

system; Justice Enforcement DPP
Management System (JEMS) to be Courts
replicated across all courts;
Develop a policy on Restorative Ministry of Justice

Justice Ministry of
National Security
Develop mechanism to clear Courts, Ministry
backlog of cases in of Justice
justice system in three years
Establish a Court Management Ministry of Justice
Services entity to facilitate more
efficient operations of the Court
system

National Outcome #6: Effective Governance (Cont’d)
6-5 Create mechanisms for Create new Executive Agencies Cabinet Office
Strengthen efficient and effective delivery (Fisheries Division and Forestry
public of public services Department)
institutions to Implement the Managing for Cabinet Office
deliver Results Programme

efficient and Implement the Priority Training Cabinet Office
effective public Strategy to support the MIND, MFPS
goods and implementation of the Medium
services Term Action Plan (MTAP)
Target strategic high impact and/or Cabinet Office
potential self-financing public MFPS
agencies for modernization
Build capacity of public sector Modernize Ministries of Education Cabinet Office

entities to effectively and National Security to become
implement stated mandates Policy Ministries. For the MOE this
would also involve the creation of
new regional authorities and more
autonomy for schools
Rationalize public sector agencies Cabinet Office
to eliminate duplication
Effectively infuse participatory Strengthen the policy capacity of Cabinet Office
processes in Government GOJ
business, national policy
framework, investment
processes
Strengthen capacity for the Strengthen and modernize the Office of the
drafting and promulgation of Office of the Parliamentary Parliamentary
legislation, including building Counsel Counsel
capacity of the Office of the Ministry of Justice
Parliamentary Counsel
Harmonize ICT infrastructure Implement GovNet, the Jamaica MMT, CITO
and systems across the public Government-wide ICT network
sector
Proliferate and promote the Implement standards for GOJ MMT, CITO
delivery of first-class, easily websites through a pilot project in
accessible and secure e- 3 ministries
Government services Develop the E-Government MMT, CITO
Services Strategic Plan
Strengthen the capacity of local Intensify implementation of Local Local
organizations/bodies Government Reform – under the Government
following – 2007 – 2011: Department
 Capacity Building at the Local (OPM)
Level
 Policy Strengthening of Local
Authorities
 Financial Management in local
authorities
 Amendments/Overhaul of
Legal Framework

National Outcome #7: A Stable Macroeconomy
y
7-1 Reduce the fiscal deficit Align planning and budgeting MFPS
Ensure fiscal towards a balanced budget functions across the public sector
and debt Develop multi-year budgets for the MFPS
sustainability public sector
Implement accrual accounting on a MFPS
phased basis in the public sector
Collaborate with the Cabinet MFPS
Office to strengthen and
coordinate the Project
Prioritization Mechanism
Within the objective of fiscal MFPS
sustainability, give due
consideration to growth facilitating
capital expenditure
Reduce the level of non-core MFPS
general services relative to growth
enhancing expenditure
Reduce public debt stock in the Seek Cabinet’s approval and MFPS
medium term initiate procedures for adoption of
a Fiscal Responsibility Framework
Accelerate implementation of MFPS
comprehensive Debt Management
Strategy
Manage the composition of the Increase relative use of low-cost MFPS
public debt in terms of tenor, multilateral financing
variable and fixed interest Strengthen treasury management MFPS
rates, and currency of the public debt
denomination to minimize
servicing costs, taking account
of risk
Reduce the budgetary cost of Conduct a comprehensive review MFPS
Public Bodies (PBs) and Public of the public sector to determine
Sector Entities the optimal size and costs of the
public service
Undertake divestment of all non- MFPS
core GOJ assets and mergers of
PBs for greater efficiency and to
reduce risk exposure of GOJ
Amend all relevant legislation MFPS
where necessary to increase
compliance of MDAs and PBs
Rationalize the public service and MFPS
introduce performance based
evaluations to increase efficiency
and reduce expenditure
Strengthen budgetary management MFPS
control mechanisms
Strengthen and monitor MFPS
procurement planning processes in
line with strategic objectives

National Outcome #7: A Stable Macroeconomy (Cont’d)
7-2 Implement fundamental tax Review the tax system with a view MFPS
Develop reform to increase efficiency, to spur growth, enhance voluntary
efficient and simplicity and equity of the tax compliance and increase revenue
equitable tax system inflows
system Conduct assessment of the tax MFPS
revenue structure
Develop a road map and Blueprint MFPS
for Tax Reform with a view to
achieving national consensus on
tax policy through stakeholder
consultation
Undertake tax revenue impact MFPS
(TRI) estimates to develop new
tax policy for implementation
Improve and rationalize tax Simplify tax procedures and MFPS
administration and payment number of payments
processes Develop and implement amnesty MFPS
and voluntary tax compliance to
raise revenues
Amend relevant tax laws to MFPS
include alternate investment
schemes and to improve the
viability of long term saving
instruments
Improve tax compliance in the Increase the relative use of MFPS
informal sector by shifting indirect taxes, accompanied by
burden of taxation to offsetting measures to maintain
consumption progressivity of tax system
Carry out reform of incentives Undertake an independent MFPS
system to the productive incentives study
sectors
7-3 Strengthen the legislative and Enhance the legislative framework MFPS, BOJ
Maintain regulatory framework for the for the pensions industry
financial financial system Strengthen the regulatory and MFPS, BOJ
system oversight architecture for the
stability payments and settlement systems
Strengthen anti-corruption MFPS, BOJ, FSC
measures to counter financial
crimes and revenue leakages
Promote adoption of international MFPS, BOJ
standards and best practices
including Basel Accords and
IOSCO standards
Strengthen the institutional Rationalize and strengthen MFPS, BOJ, FSC
framework and capacity to collaboration between financial
effectively regulate financial regulatory agencies
institutions and combat Rationalize the institutional MFPS, BOJ, FSC
financial crimes structure for supervisory oversight
Strengthen the capacity of the MFPS
Ministry of Finance to investigate
and counter financial crimes
including money laundering
Enhance partnerships with local MFPS, BOJ, FSC
and overseas agencies in
identification and investigation of
financial crimes

National Outcome #7: A Stable Macroeconomy (Cont’d)
7-4 Evaluate effectiveness of the Review issue of the independence MFPS, BOJ
Maintain price monetary policy framework of the central bank
stability over time and modify based on
evolution of the monetary
transmission mechanism
Control operating targets to Upgrade the IT platform of the BOJ
influence money supply and foreign exchange trading system to
exchange rates in line with facilitate real time information
monetary policy targets
Align domestic inflation with Implement a communication BOJ
that of Jamaica’s major trading strategy to address inflation
partners consistent with expectations
desired macroeconomic Implement flexible measures to BOJ
outcomes maintain a competitive real
effective exchange rate (REER)

National Outcome #8: An Enabling Business Environment
8-1 Improve and streamline Review and identify key TGCC/JTI
Ensure a bureaucratic processes for impediments to doing business
facilitating business establishment and in Jamaica for lobbying
policy, operation Advocate to influence the policy TGCC/JTI
regulatory and decisions and design instruments
institutional relevant to creating a

framework for competitive business
business environment
development Implement the OPM, TGCC/JTI
recommendations of the JCC
Legislation, Regulations and
Process Improvement Project
(Legs & Regs)
Implement the Jamaica MFPS, OPM, PIOJ
Competitiveness Enhancement
Programme
Rationalize National Planning OPM, CO, MOJ
Summit Legislation Programme OPC
and expedite processing of
priority legislation
Develop a unique national ID MIIC, CITO
number for every Jamaican
Improve processes related to Develop updated island-wide NLA
land ownership, titling and cadastral maps to facilitate
transfer planning
Declare the entire country a Cabinet, CO, OPM
Land Administration and NLA
Management Programme
(LAMP) project area under the
Special Provisions Act (SPA)
Commission the Global OPM, NLA, LICJ
Positioning System (GPS)/
Virtual Reference Station (VRS)
Network
Strengthen legal and regulatory Revise current IP Laws - Patent, JIPO
framework for e-commerce Copyright Trade Marks & GI
and protection of intellectual Regulations
property (IP) rights Fully automate Trade Marks and JIPO
Patent Registration systems
Develop Geographical MIIC, JIPO
Indications Project
Improve customs and clearance Ensure full implementation of Trade Board
processes for imports and the Export Paperless Licensing
exports System
8-2 Develop and implement Institute credit bureau to MFPS, Jamaica
Increase measures for expansion of the facilitate and fast track access to Bankers
access to domestic capital market capital Association
capital Implement fixed-income MFPS, BOJ, Jamaica
securities depository Central Securities
Depository
Implement real time gross MFPS, BOJ, JBA
settlement system

National Outcome #8: An Enabling Business Environment (Cont’d)
8-3 Promote Jamaica’s economic, Conclude Maritime Delimitation MFAFT
Use trade and social and environmental of Jamaica’s Exclusive Economic
foreign interests within the multilateral Zone (EEZ)
relations to system
create an Implement the Economic Develop EPA Implementation MFAFT
enabling Partnership Agreement (EPA) Road Map CARIFORUM
external between the EU and Undertake implementation of MFAFT
environment CARIFORUM including negotiated commitments in CARIFORUM
for economic legislation, standards, and trade and tariff regimes
growth development support Undertake implementation of MFAFT
negotiated commitments in CARIFORUM
services and investment
Establish institutional framework MFAFT
for implementation including CARIFORUM
designation of National
Coordinators, contact points
and arbitrators
Maintain and develop strategic Represent interests of Jamaica MFAFT
coalitions and alliances at the and Small Vulnerable Economies
WTO including the Group of (SVEs) in conclusion of the
33, Small and Vulnerable Doha Development Round of
Economies Group and African, the World Trade Organization
Caribbean and Pacific (ACP) (WTO)
countries Ensure that Jamaica’s defensive MFAFT
and offensive interests are
adequately safeguarded in the
Doha Development Round
Undertake periodic review and Review the existing Trade Policy MFAFT
refinement of trade policy and develop a new Trade policy
Strengthen strategic bilateral Develop a new bilateral free MFAFT
foreign and trade relations trade agreement with Canada
Participate in development of MFAFT
post-CBI agreement between
CARICOM and the USA
Strengthen diplomatic relations MFAFT
with key regional and
hemispheric neighbours
including Haiti and Brazil
Expand overseas representation MFAFT
in key countries including
Russia, Spain and the Gulf States
Develop bilateral CARICOM MFAFT
agreements with regional
countries, including the
Dominican Republic
Ensure successful creation, Continue implementation of the MFAFT, MFPS
implementation and effective Caribbean Single Market (CSM)
use of the Caribbean Single and commence implementation
Market and Economy (CSME) of the Caribbean Single
Economy (CSE)
Develop CARICOM External MFAFT
Trade Agenda
Strengthen the involvement of Establish and develop the MFAFT
the Jamaican Diaspora in Jamaican Diaspora Foundation
national development

8-4 Market and promote Jamaica as Implement the Jamaica JTI
Strengthen a premier destination for Investment Attraction
investment investment Programme – Phase II
promotion Coordinate inter-ministry and - MFAFT, JTI
and trade agency activities in negotiation
facilitation of Investment Treaties and

Double Taxation Treaties
Strengthen the capacity of Increase the number and MFAFT, JTI, JTB
investment and trade capacity of overseas missions
institutions including collaboration with
other agencies involved in
promotion of Jamaica
Increase JTI’s overseas JTI
representation
Strengthen effectiveness of JTAT MFAFT
8-5 Promote work experience Strengthen the internship MLSS, MOE,

Develop an programmes at the secondary system for secondary and post- HEART Trust/NTA,
efficient labour and post-secondary levels secondary students Private Sector
market Implement the Special Youth MLSS, MOE,
Employment and Training HEART Trust/NTA,
Project Private Sector
Promote industry involvement Expand the number of firms MLSS, JEF, JCTU
in the output of the education participating in internship MOE
and training systems programmes
Broaden the geographical and Establish additional facilities in all MLSS
occupational scope of the parishes to facilitate the GES
Government Employment
Services (GES)
Enforce regulation of the Ensure regular publication of MLSS
employment services industry licensed employment agencies
to ensure its effectiveness and (overseas and local)
to minimize the exploitation of
job seekers
Develop and promote flexible Implement National Plan of MLSS, JCTU, JEF
labour market arrangements, Action on Flexibility in Working
policies and legislation Time
Strengthen and improve access Improve the effectiveness of the MLSS
to the Labour Market Electronic Labour Exchange
Information System (LMIS) (ELE)
8-6 Improve industrial relations Amend the LRIDA to allow MLSS, JCTU, JEF
Improve the mechanisms access for non-unionized
labour employees to the dispute
environment resolution mechanism
to enhance Develop and implement a Expand the “Be Productive and JPC, MOE,
labour national programme of Prosper” Campaign to the HEART Trust/NTA
productivity productivity management secondary and post-secondary
and worker education levels
satisfaction Facilitate the implementation of MLSS, JEF, JCTU,
productivity-based JPC Private Sector
compensation systems

8-7 Increase and strengthen Develop the MSME Policy MIIC, JTI
Develop the acquisition, analysis and Framework
capabilities of application of data and
micro, small information on MSMEs and the
and medium- informal sector
sized Promote and develop Carry out public education and JTI,
enterprises entrepreneurship training programmes on HEART Trust/NTA
(MSMEs) entrepreneurship
Increase awareness and Develop new business MIIC, JTI
information on business opportunities for SMEs
opportunities and programmes
for MSMEs
Expand credit facilities for Increase loan disbursement MIIC
MSMEs through network of Community
Development Funds (CDFs)
Expand DBJ Micro, Small and DBJ, MIIC
Medium Enterprises Line of
Credit
Develop mutual guarantee fund DBJ, JTI, MIIC
Develop and apply models for TGCC/JTI
Angel Fund based on
international best practice
Provide training and capacity Establish business incubators for MIIC, JTI
development for MSMEs micro-enterprises JBDC, NCTVET
Provide certified training MIIC, JBDC
programmes for MSMEs NCTVET

National Outcome #9: Strong Economic Infrastructure
9-1 Strengthen the institutional Create a single Road Authority MTW
Expand and capacities and capabilities of Strengthen capacity to regulate, MTW, TA
rationalize the roads authorities to license and monitor land
land develop and maintain the road transportation
transport network
infrastructure Produce and implement a Undertake flood damage mitigation MTW, NWA
and services formal hazard mitigation measures
strategy and a disaster
management contingency plan
for road transport
Improve and rationalize the Implement the Road Sector Master MTW, NWA
road transport infrastructure Plan (Maintenance)
Implement National Road Services MTW, NWA
Improvement Programme
Undertake island-wide drainage MTW, NWA
plan
Ensure the completion of the Complete Sandy Bay to MTW,
island-wide highway network Williamsfield and Spanish Town to NROCC
Ocho Rios Legs of Highway 2000
Implement South & Eastern MTW, NWA
Coastal Highways
Improve flow of traffic in urban Institute appropriate traffic MTW, NWA,
centres management measures to reduce ITA
traffic congestion in critical areas
Establish a Portmore Hub to MTW, JUTC
rationalize service in Portmore and
its environs
Develop driver Implement the Intelligent NWA, MTW
feedback/intelligent roads Transportation System
Plan and develop modern Undertake studies to determine MTW, JRC
railway linkages along key the economic, social and
routes environmental feasibility of the
railway system
Ensure that road networks are Ensure road development is in MTW, RMF
developed within guidelines of compliance with Government
national environmental statutory regulations
agencies
9-2 Develop and implement a long- Develop long-term plan for public MTW, TA,
Develop a term plan for the public transport system including for JUTC MBM,
modernized transport system including for schools JRC, MAJ CAA,
public schools, taking into Island Traffic
transport consideration integrated, Authority Road
system multimodal options for bus, Safety Unit
rail, taxi, ferry and air transport Develop rural township MTW
transportation model
Develop and expand public bus Implement new routes in the Montego Bay
system to meet sustainable Montego Bay Metropolitan Metro
transport needs Transport Region and environs

National Outcome #9: Strong Economic Infrastructure (Cont’d)
9-3 Promote growth of domestic Encourage development of MTW, AAJ
Expand air services including competitive, efficient and Private Sector
domestic and scheduled, unscheduled, affordable general aviation ground
international airwork and general aviation in support services
air transport Jamaica
infrastructure Facilitate the increase and Develop and promote models for MTW, AAJ
and services upgrading of domestic privatization of existing Private Sector
aerodromes and air strips in aerodromes
the country Undertake feasibility and planning MTW, AAJ
studies for the relocation of
Tinson Pen aerodrome, including
consideration of establishment of a
new domestic aerodrome at
Caymanas
Upgrade facilities at Boscobel and MTW, AAJ
Negril aerodromes
Ensure strategic alliances for Reserve suitable land areas for MTW, AAJ
airport development and airport and aerodrome expansion NEPA, Local
operation and future development Authorities
Establish policy and business Sign liberalized Air Services MTW, AAJ
framework to facilitate Agreements (Open-skies) for
expansion of international air cargo and passengers with as many
service States where feasible
Resolve long-term future of Air Undertake privatization of Air MFPS, MTW
Jamaica Jamaica based on revised business
model
Develop new international Complete feasibility studies and MTW, AAJ
airport at Vernamfield business plans for phased
integrated into proposed development of Vernamfield
multimodal transportation Establish public private partnership MTW, AAJ
system for project development Private Sector
9-4 Facilitate the smooth Finalize KCT Phase 5 Expansion MTW, PAJ
Expand and development of strategic Programme
diversify maritime infrastructure for Expand Ocho Rios Cruise Ship MTW, PAJ
maritime cargo and passengers Facility
infrastructure Expand Montego Bay Cruise Ship MTW, PAJ
and services Facility
Conduct comprehensive port MTW, PAJ
study including existing
commercial ports, sufferance
wharves, marinas and fishing
facilities
Exploit opportunities to Implement new curriculum (to CMI
become crewing nation due to Class 1 level) and increase
worldwide shortage of ship’s enrolment for maritime
officers professional training
Facilitate growth of ship Expand Regional Office and MAJ
registry Deputy Registrar network
worldwide
Nurture ancillary and Develop policy for Jamaica as an MTW, MAJ
supporting services to develop international shipping centre
a maritime centre Implement Port Community PAJ, SAJ
System and Trade Facilitation
System

9-5 Develop national mechanism Develop an approved land use plan MTW, OPM
Develop and framework to spearhead for integrated logistics hub on the MOA, MIIC
Jamaica as a development of logistics hub South Coast for Clarendon, St. NEPA, MMT,
regional Catherine and KSAC ME UDC,
logistics hub MWH, LAs

with Coordinate and rationalize plans MTW, OP,
multimodal for logistics facilities at Port of MOA MIIC,
transport Kingston, Vernamfield and NEPA, MMT
linkages Caymanas ME, UDC,
MWH LAs
Plan development of proposed MTW, NWA
private sector establishment of UDC, PCJ, PAJ
new major port & Private Sector
commercial/industrial complex at
Port Esquivel
Develop safe and efficient Complete Feasibility Study of NROCC
multimodal transport and linkage requirements for
communication linkages for Vernamfield to Highway 2000
logistics hub
9-6 Promote multiple modes of Facilitate development of wireless SMA
Expand the information delivery systems communications
broadband and networks including new Ensure efficient allocation of SMA, MMT
network wireless and wired spectrum to promote the
island-wide technologies introduction of new technologies
and services
Prepare transition to digital MMT, BCJ,
broadcasting network SMA MICYS
Encourage public and private Expand the deployment of MMT, CITO
sector partnerships to establish Community Access Points (CAPs)
Internet connectivity in publicly within publicly accessible spaces
accessible spaces

9-7 Implement IWRM in an Upgrade, promulgate and WRA, MWH,
Ensure established institutional implement the National Water NIC NWC,
adequate and framework anchored in the Resources Master Plan RWSL
safe water Dublin and other related Develop Soapberry Sewage MWH, NWC
supply and principles and informed by Treatment Plant
sanitation regional and national research
Upgrade infrastructure for water MWH, NWC
services findings and sewage in the Corporate Area NWA
Implement the following water and MWH, NWC
sewage upgrading projects WRA
Great River and Lucea Water
Supply Project
KMA Water Supply Rehabilitation
Project
Kellits/Crofts Gate Water Supply
Project
Santa Cruz Well Site Development
Ensure that Millennium Establish a roadmap for achieving PIOJ, MWH
Development Goals for safe the targets of the MDGs to ensure WRA
and adequate water and vulnerable and poor communities
sanitation are met and receive adequate services through
surpassed appropriate means such as social
water
Provide sufficient water for Identify and upgrade water supply NIC, MOA,
achieving food security systems to support WRA
implementation of NIDP projects
to increase agricultural production
Use participatory approaches Establish a process for the NEPA, WRA
to design, manage, maintain inclusion and consultation with all MWH,
and protect watershed areas, stakeholders in preparation of Forestry
catchments and networks and policies and plans for water Department
promote effective programmes resources management within
for water conservation and watershed areas including the
prevention of contamination establishment of management
committees
Improve education and training to NEPA, MIND
ensure effective community MWH, Local,
participation in sustainable water Regional and
management International
bodies, CBOs
and NGOs
Ensure water and sanitation Mobilize finance from national and MFPS, MWH
are costed and financed to international sources NWC, PIOJ
promote equity, efficiency and Introduce acceptable water and MWH
sustainability sanitation pricing and cost
recovery mechanisms
Implement appropriate Improve billing and collection OUR, NWC
compliance measures procedures and legislate
disconnection policies
Raise public awareness through NWC, WRA
public education, behavioural MWH
change and other appropriate
measures to recognize that this is
indispensable for the efficiency of
services and the continued
capacity for re-investment

Introduce mechanisms towards Implement demand management NWC, WRA
equitable water allocation and and water conservation measures
to encourage recycling of Identify water pollution sources NWC, MWH
industrial effluent and domestic and review existing wastewater
wastewater technologies and infrastructure

and recommend strategies for
improvement
Develop national guidelines on NWC, MWH
best practice approaches to
managing industrial effluent and
domestic wastewater

National Outcome #10: Energy Security and Efficiency
10-1 Ensure an appropriate Finalize and promulgate the new ME
Diversify the integrated policy, legislative, Energy Policy
energy supply regulatory and institutional Develop and promulgate the new ME
framework for the energy Electricity Policy and Act
sector Develop policy and expand carbon ME, PCJ, Forestry
trading Department
Align foreign policy with energy Align energy policy with foreign ME, MFAFT, PCJ
policy to ensure energy policy, for example through
security participation in PetroCaribe work
groups
Develop and implement Implement renewable energy PCJ, CERE
programmes to achieve set projects of the Centre of
obligatory and non-obligatory Excellence for Renewable Energy:
targets for percentage of • Hydropower
renewables in the energy mix • Wind
• Solar
• Biomass
• Waste-to-Energy
Encourage application of solar PCJ, CERE
energy technology
Fully implement National Energy ME
Fund
Develop energy diversification Conclude studies on relative cost ME, PCJ, OUR
priorities in a timely way based benefit analysis of coal and natural
on cost, efficiency, gas as main fuel diversification
environmental considerations options
and appropriate technologies Undertake expansion of the Petrojam
Petrojam refinery and petcoke
100MW cogeneration plant
Accelerate comprehensive oil Begin programme of acceleration PCJ
and gas exploration to conclude whether Jamaica has
programme commercial quantities of oil and/or
gas
10-2 Ensure an appropriate Finalize and promulgate the Energy ME
Promote integrated policy, legislative, Efficiency and Conservation Policy
energy regulatory and institutional
efficiency and framework for the energy
conservation sector
Develop and implement Promote demand-side energy ME, PCJ, OPM
programmes to influence management including Cabinet Office
market behaviour toward and implementation of energy NWC
to promote efficient use of efficiency projects in the public
energy sector, particularly in water
distribution
Update, apply and enforce Promulgate the energy-efficient ME, NEPA, Local
building codes to support Building Code Authorities,
efficient use of energy Cabinet Office
Establish a framework for Commence phase out of inefficient OUR, JPSCo, IPPs
timely development, decision- JPSCo generating plant and
making and implementation of replacement with cost-efficient
the least economic cost plant using main fuel options
expansion plan (LCEP) for
generation, transmission and
distribution of electricity

National Outcome #10: Energy Security and Efficiency (Cont’d)
Review quality standards for Implement national standards for ME, PCJ
energy supplies petroleum industry
Encourage greater energy Coordinate energy planning for ME, PCJ, JBI,
efficiency and lower energy bauxite and alumina industry with JPSCo Bauxite
costs in the bauxite and expansion of public electricity Companies
alumina industry supply

Develop regime for co-generation ME, PCJ, OUR
projects and apply regulations
Provide shared infrastructure for ME, PCJ, JBI,
fuel supply JPSCo Bauxite
Companies PAJ
Encourage greater energy Promote greater vehicle fuel MTW, ME
efficiency in the transport efficiency
sector

National Outcome #11:A Technology-Enabled Society
11-1 Entrench a dynamic national Implement a national public NCST
Integrate and local decision-making education programme on Science
science and process based on reliable and Technology (S & T)
technology scientific and other relevant
into all areas information
of Review and define roles of Rationalize S & T institutions in the NCST
development R&D institutions to gain public sector
maximum output of STI
investments
Develop a viable and robust Finalize and promulgate the OPM, NCST
STI policy, which is aligned with National S & T Policy
other policies (including
biotechnology, energy,
agriculture, environment,
industrial, science education,
health, mining and ICT)
Create an effective policy and Infuse S & T into national policies SRC
legislative framework to Finalize and promulgate the OPM, NCST
support and advance STI National Biotechnology Policy
including strengthening the Pass a modern Patent Act MIIC, JIPO
Intellectual Property Rights
(IPR) System
Align STI investments to solve Strengthen provision of S & T SRC
national problems in industry, solutions to increase productivity
environment and society and improve the quality of goods
and services in the productive
sector
Establish Science and Technology OPM, NCST
Fund from the earnings from the MMT, JBI
Bauxite Levy
Commercialize research and Develop new products and SRC
innovation services to satisfy the needs and
demands of the productive sectors
Make available and accessible Implement the National Spatial OPM, LICJ
geospatial data, products and Data Infrastructure Strategic Plan
services to all users, to
facilitate planning, sustainable
use, management and
development of the island’s
resources
Integrate ICT in the Establish fully digital courtrooms Ministry of
administration of justice and Justice, CITO
law enforcement
Promote greater use of Free Promote deployment of FOSS in CITO
and Open Source Software the public and private sectors
(FOSS) through pilot projects
11-2 Align investment in STI Develop and implement data NCST
Establish a infrastructure with national gathering and information
dynamic and development goals knowledge system for S & T
responsive Create knowledge parks and Develop incubators for ICT MMT, MIIC
national centres of excellence to research and innovations CITO
innovation facilitate R&D and innovation,
system with emphasis on indigenous
technology

National Outcome #12: Internationally Competitive Industry Structures
12-1 Develop world-class capacity in Target sectors with low MIIC, JPC
Develop measurement and promotion productivity and/or low quality and
company of productivity identify industry-specific needs
sophistication Develop and promote high- Provide GMP/HACCP consultancy SRC, JBS
and quality standards for globally to targeted companies
productivity competitive products and

services
Identify and strengthen export Develop and implement the MIIC, JTI
capacity in targeted areas National Export Strategy
12-2 Build horizontal and vertical Implement the Cluster & Linkages JTI
Develop clusters and networks within Strategy
economic the main productive sectors
linkages and and industries
clusters
12-4 Strengthen policy, legislative Finalize amendment to the Fair FTC
Enhance and institutional framework for Competition Act
framework for fair market competition Promote competition in media Broadcasting
competition industry and markets Commission
among Increase competition advocacy FTC
enterprises Participate in discussions FTC
concerning regional and
international competition policy
12-5 Develop the capacity of local Adopt Cleaner Production MOE, MIIC, SRC
Promote eco- companies in process, materials Mechanism (CPM) through PCJ MFPS, OPM
efficiency and and energy efficiencies promotion of incentives (carbon Met Office
the green credits) and capital financing
economy available
Promote best practices in design MOE, MIIC, SRC
of new facilities and retro-fitting of PCJ JMA
existing facilities to maximize
process, materials and energy
efficiency
Encourage adoption of Assist companies to undertake JBS
environmental management environmental audits and access NEPA
systems by productive advise on implementing Private Sector
enterprises environmental improvements JMA

National Outcome #12: Internationally Competitive Industry Structures (Cont’d)
MAIN GOODS- AND SERVICES-PRODUCING SECTORS AND INDUSTRIES
Agriculture Strengthen agricultural Improve the system of MOA
marketing structures dissemination of marketing
information to stakeholders
Design and conduct marketing MOA
research studies
Carry out overseas marketing MOA
programmes
Improve and rationalize road Improve agricultural feeder roads MOA, NWA,
network including farm roads Parish Councils
network
Strengthen agricultural Rehabilitate Government MOA
research institutions agricultural research stations
Establish a Centre of Excellence MOA
for Advanced Technology in
Agriculture (CEATA) at the Bodles
Research Station to drive research
and training in agriculture
Strengthen efforts to reduce Establish National Advisory MOA, MNS
praedial larceny Committee on Praedial Larceny
Develop a diversified range of Intensify programmes to increase MOA, Producer
agricultural production levels of production and Associations
including higher value-added productivity: Private Sector
production • Develop a sustainable fruit tree
crop industry by establishing
commercial orchards and agro-
processing
• Develop the greenhouse
industry along the supply chain
from production through post-
harvest, value-added and
marketing
• Increase small farmers
production and productivity by
using improved farm machinery
and introducing appropriate
tools and implements
• Develop appropriate small
ruminant breeding and
production systems and
disseminate improved genetic
stock
• Promote conservation and
sustainable use of Jamaica’s cattle
breeds
• Promote conservation of select
root crop, vegetable and fruit
tree germplasm
• Develop a sustainable
beekeeping sub-sector
• Launch and maintain Virtual
Reference Network System

Implement development plans Implement European Union MOA, RADA
for key agricultural sub-sectors Banana Support Programme
Implement new Forestry Strategic MOA, Forestry
Plan Department
Implement the Country MOA, Sugar

Adaptation Strategy for the Sugar Transformation
Industry Unit
Promote national food security Strengthen coordination of MOA, MOHE
agencies involved in food safety
through establishment of a food
safety coordinating committee
Implement key food security MOA
projects including:
• Agricultural Greenhouse
Clusters
• Cassava Expansion Project
• Dairy Resuscitation Programme
• Small Ruminant Expansion
Programme
• Fisheries Development
Programme
• Urban Backyard and School
Garden Programmes
• Expansion of Yam and Sweet
Potato Production
Strengthen the capacity of Reorganize and restructure the MOA
Government to play a Ministry of Agriculture’s entities
supporting role in development and Divisions
of the agricultural sector Increase the number and capacity MOA, RADA
of extension officers for the sector
Administer and implement a MOA
reorganized, effective and efficient
Plant Quarantine and Veterinary
Services Division
Manufacturing Ensure availability and access to Manage and promote rentable MIIC, FCJ
competitive factory space factory space
Undertake feasibility and planning MIIC
studies for the development of
Caymanas Economic Free Zone
Expand collaboration in Provide relevant export MIIC, JTI
regional and international development services to existing
marketing and potential exporters
Improve quality and relevance Strengthen linkages and develop MMT, MOE, UWI
of training and accreditation at regular schedule of dialogue UTech,
educational and training between manufacturing sector HEART
institutions by strengthening associations, Government and Trust/NTA,
linkages to the manufacturing relevant faculties at universities Universities, MIIC
sector JMA, JEA, SBAJ
Establish a centre of excellence Develop plan for establishment of JMA
for manufacturers centre of excellence based on
global best practices
Strengthen relevant industry Develop strategic partnerships & MIIC, JTI
associations including the JMA, collaborative relationships in JMA, JEA, SBAJ
JEA and SBAJ keeping with JTI’s Stakeholder
Strategy

Identify and create awareness Develop marketing strategy for MIIC, JBDC
and facilitate opportunities for Things Jamaican suppliers
linkages between the
manufacturing sector and
purchasers in linkage sectors
and industries
Use creative aspects of Brand Promote Jamaica in targeted MIIC, JIPO, JTI,
Jamaica in marketing Jamaican sectors and markets via e-Bay type BSJ JMA, JEA
manufactured products vending sites
Increase exposure of Facilitate the procurement of DBJ, EXIM, JTI,
manufacturers to relevant and appropriate equipment and MIIC MFPS
innovative production machinery through affordable
technologies financing and incentives
Improve customer service Carry out consumer education MIIC
within the sector programme
Mining and Ensure appropriate policy and Complete and promulgate the MMT, MPDD
Quarrying regulatory framework for long- National Minerals Policy, including
term development of the provisions for development of
minerals industry non-metallic minerals sub-sector
Develop cost-efficient energy Coordinate conversion of energy ME, MMT, PCJ,
solutions for metallic and non- sources at bauxite / alumina plants JBI JPSCO, Private
metallic minerals sub-sectors with national decisions on Sector
diversification of fuel supply
between coal and natural gas and
underlying economics in energy
markets
Implement sequential land-use Integrate rehabilitation plans with MMT, NEPA,
planning for lands with valuable regional land use plans Parish Councils
mineral deposits
Improve monitoring of Establish Restoration Committee MMT, MGD
rehabilitation of mined-out for quarrying operations
mineral bearing lands
Strengthen enforcement of Strengthen institutional capacity of MMT, MGD, JBI
mineral licenses and regulations regulatory agencies NEPA, NWA
Promote development of Develop and promote quality MMT, BSJ
diversified value-added non- assurance standards for non-
metallic minerals products metallic minerals enterprises
Establish a national entity to Establish National Minerals MMT
lead the development of the Institute and Jamaica Limestone
non-metallic minerals sub- Institute (JLI)
sector, particularly limestone
Encourage partnership with Deepen collaborative mechanisms MMT, MGD, JBI
communities which includes with mining and quarrying
sharing of value created by stakeholders including
mining establishment of community-based
monitoring committees, especially
in sensitive areas
Ensure access to and Require multi-use access to new MTW, PAJ
development of port facilities port facilities for non-metallic
for shipping of non-metallic minerals
minerals
Increase use of appropriate Strengthen research and MMT, MGD, JBI
research and technology in development capacities of mining
minerals industry operations institutions and enterprises
Intensify research to address JBI
declining trihydrate-to-
h d b

Integrate development of Prepare updated geological maps MGD
mineral resources with overall of entire island including location
land use planning and zoning of mineral resources
Construction Coordinate and align the Revise and finalize Construction MTW
construction policy with other Industry Policy

policies that affect the sector
Establish special security Establish dedicated security teams MTW
measures for construction for major construction projects in MNS
projects in crime-prone areas crime-prone areas
Expand and accelerate Liaise with HEART Trust / NTA to MTW
certification and accreditation develop occupational standards for
programmes relevant to the construction workers
sector
Establish a licensing system and Establish system of MTW
an improved registration and licensing/registration for major CIC
classification system for categories of professionals in
contractors, professionals and construction sector (with
operatives in the sector requirements for periodic renewal,
requirement for practice,
professional development, absence
of malpractice/breaches)
Undertake demonstration Apply best practices to selected MTW
projects that embody best flagship public sector construction
practices in construction projects
Disseminate timely and Establish central website that JIS, MOF, OPM
accessible information on provides comprehensive MTW
public sector projects information on all public sector
construction projects from
planning stage with schedule for
tendering for construction and
professional services
Foster capacity and Extend provisions of the MTW, CIC
opportunities for local Modernization of Industry
construction enterprises and Programme to include the
professionals to undertake construction sector
major construction projects in
Jamaica

Creative Develop the policy, legal and Develop and promulgate the MICYS
Industries institutional framework to Cultural Industries Policy
facilitate and encourage the Establish the Entertainment and MICYS
development of the creative Cultural Industries Council (ECIC)
industries and the Cultural Industries
Enhancement Fund
Promote media literacy and Establish funding mechanisms to Broadcasting
positive use of media as change support development of local and Commission
agent and a source of public broadcasting content
empowerment Develop and promulgate new MICYS
Media Policy
Develop a strategy for engaging PBCJ, JIS
the widest possible audience in
Jamaica and the Diaspora via radio,
internet and new media
Develop capacity and focus on Broadcasting
contents standards reform and Commission
monitoring
Expand and improve the Upgrade the physical structure of MICYS, JCDC
infrastructure for the creative the Ranny Williams/Louise Bennett
industries and performing arts Entertainment Centres for
programme enhancement
Rehabilitate the Ward Theatre MICYS, JCDC
Private Sector
Undertake studies for MICYS
establishment of National Centre
for the Performing Arts
Increase opportunities and Implement Major Events MICYS, JTI
financing for products and Development and Attractions
services in the creative Programme
industries Identify and develop sources of MICYS, MIIC, JTI
financing that are appropriate for PIOJ, Private
each category of products and Sector
services in the creative industries
Sport Develop MSMEs geared at Build institutional and human MIIC, MICYS
meeting the needs of the capacity of sport-related MSMEs
‘Business of Sport’
Develop financial support Solicit funding from private sector MICYS
systems to create and sustain sponsors to support participation
elite athletes of elite athletes in international
competitions
Develop supporting facilities Apply sport psychology in training Insport
and services to facilitate the of local teams and athletes
holistic development of the
professional athlete
Establish strong research Develop curriculum in tertiary- UWI, GCF,
capabilities in sport level institutions aimed at MICO UTech,
developing research capabilities at teachers colleges,
the institution and student levels community
colleges,
HEART/VTDI

Develop a sport museum as a Create plan for development of MICYS, MFPS,
resource centre and attraction sport museum, including venue, MOT
for local and foreign visitors funding and management
Compile list of available Jamaican MICYS
sport memorabilia and undertake

collection
Promote Jamaica as a sports Develop and market sport training MOT, MICYS,
tourism destination and rehabilitation/wellness facilities SDF
to international markets
ICT Create an appropriate policy Develop and promulgate new MMT, OPM
and regulatory environment Telecommunications Policy and
conducive to investments in Act
ICT and network development
Expand ICT-focused business Develop and execute campaign to JTI
parks for major service attract major ICT corporations to
providers Jamaica
Undertake feasibility/planning MIIC
studies for establishment of ICT
complexes in proximity to
population centres, including ICT
Park in Portmore
Develop investment and Develop National e-Readiness CITO
support framework for Status
development of ICT industry Implement National ICT Strategy MMT, CITO
and Action Plan
Encourage innovative use and Establish a national IT Governance MIND, MMT
application of ICT by Jamaican training and development program Cabinet Office,
private enterprise and for senior executives HEART
Government Trust/NTA
Encourage the increased use of Encourage businesses to establish MMT, MIIC,
e-commerce operations e-commerce websites including CITO
through the provision of templates
Encourage Government to Develop a Government wide MMT, CITO
become an exemplar user of operational ICT policy
ICT applications
Services Develop off shore banking Complete feasibility and planning MFPS, JTI, BOJ
studies and legislative framework Private Sector
to establish Jamaica as an
International Financial Centre
Establish fully-automated Encourage and coordinate private MFPS, JTI, BOJ,
financial trading system sector investment in JBA Private
implementation of a fully- Sector
automated financial trading system
Expand use of the full range of Provide relevant export MIIC, JTI
modes of delivery of export development services to existing
services and potential exporters
Establish National Coalition of MIIC, JTI, Private
Service Industries (NCSI) and Sector
implement the Strategic Plan for Associations
the Promotion of Professional
Service Exports in Jamaica
Diversify the range of financial Develop a venture capital market MFPS, BOJ, JBA
institutions and products Private Sector

Tourism Develop new tourism market Develop niche markets including: JTB
segments • Special events and
promotions
• Sports tourism
• Yachting and marine tourism
• Health and wellness
• Culinary, cultural and heritage
• Jamaicans at home and in the
Diaspora
Develop Montego Bay Convention MOT
Centre
Develop diversified geographic Increase marketing programmes to JTB, MOT, Trade
source markets the UK, Continental Europe, Far associations,
East, Latin America and the Major industry
Caribbean players JAMVAC
Develop emerging tourist markets JTB
(BRIC countries)
Increase per cent of Enhance ambience of port facilities PAJ, TPDCo,
disembarking cruise passengers and expand marquee attractions MOT TEF
and average spend per offering of duty free items
passenger
Promote efficiency of Fully establish cruise and marine JTB
bureaucracy regarding division in JTB
approvals and facilitation of Stimulate sustainable growth and MOT, TEF,
investments, and operation of development of tourism sector TPDCo
the industry through use of Tourism
Enhancement Fund (TEF)
Develop a variety of Develop new mega-resorts: MOT, TPDCo,
accommodations • Celebration Jamaica JHTA
• Harmony Cove Private/public
partnerships
(PPPs)
Develop bed and breakfast Private sector
accommodations TPDCo, JTB, JTI
Ensure the continued Implement comprehensive resort MOT, TPDCo,
development of existing upgrading programme TEF Parish
categories of accommodations Councils
Support sustainable small hotel MOT, JHTA,
sub-sector TPDCo
Establish a supporting Strengthen Heritage and TPDCo
environment for the Community Development Unit of
development of various types TPDCo
of attractions
Develop and implement Secure designation of selected JNHT, MICYS,
flagship heritage, cultural, priority sites as World Heritage MOT
historical and nature-based Sites
attractions projects
Transform the concept, Support upgrading of craft markets TPDCo, TEF,
physical ambience and shopping and development of artisan villages JBDC UDC
experience of the craft industry Establish a Craft Institute to TPDCo, HEART
provide craft skills training and Trust/NTA, JBDC
product quality certification UDC
Ensure that all aspects of the Expand Team Jamaica programme TPDCo. MOT
tourism industry meet required
standards and customer service

Develop a dynamic and flexible Establish Hospitality School MOT, TPDCo
demand-driven education and tertiary
training system for tourism institutions,
HEART
Trust/NTA
Ensure that environmental Assist tourism ventures to MOT, NEPA
management systems are undertake environmental audits TPDCo, JBS
implemented by tourism and access advice on implementing
entities environmental improvements
Ensure that the activities of the Implement programmes for NEPA, IOJ,
tourism industry support awareness of biodiversity ENGOs MOT
biodiversity conservation conservation
objectives
Promote capabilities of tour Enhance partnerships with the Travel Agents
operators to develop new travel trade through JAMVAC JAMVAC
geographic markets and market
segments
Improve partnerships between Encourage engagement of cruise PAJ, JTB, MOT
destination and cruise lines lines in development of main ports
and resort areas
Integrate airlift requirements Support establishment of suitable MTW, JTB,
for tourism into transport air service agreements between MFAFT
policy, planning and Jamaica and specific South
implementation American and European countries
Ensure that the implementation Develop and implement multi- MOT, MNS,
of the national security strategy pronged approach to address the TPDCo Local
addresses the concerns of the issue of harassment in resort areas Authorities PDCs
tourism industry
Develop and apply multi-hazard Encourage development of hazard ODPEM, TPDCo
mitigation measures for mitigation plans for tourism Trade
tourism entities associations
Strengthen use of knowledge Support development of Tourism STATIN, PIOJ,
to increase value of the Satellite Accounts MFPS MOT
industry
Expand and promote Develop and promote community- TPDCo, TEF, JTB,
entrepreneurial and based tourism projects through EFJ JPAT, JSIF,
employment opportunities for provision of micro-credit and Other NGOs,
communities technical assistance (e.g. Small Private financial
Enterprises Assistance institutions
Programme)
Develop policies pertaining to MOT, TPDCo
Community-based Tourism CBOS, Private
Sector

National Outcome #13: Sustainable Management and Use of
Enviromental and Natural Resources
13-1 Create frameworks that will Promulgate the Environmental MOHE, OPM
Integrate enable the integrated Stewardship Policy NEPA
environment management and sustainable Establish a national land use plan MOHE, OPM
al issues into use of Jamaica’s natural NLA
economic resources (e.g. guidelines for
and social resource use, phased mining
decision- etc.)
making
policies and
processes
13-2 Adopt an ecosystems Finalize and promulgate the MOHE, OPM
Develop and management approach which Protected Areas System Master NEPA
implement takes into account: Plan
mechanisms access to biological resources Develop and promulgate bio-safety MOHE, OPM
for for benefit sharing by our regulations
biodiversity population at large
and sustainable use of biological
ecosystem resources
management safe transfer, handling and use
of living modified organisms
implementation of forestry
management initiatives
establishment of terrestrial and
marine protected areas
research to enhance scientific
understanding of ecosystems,
including their economic
contributions to national
development
Develop a comprehensive Finalize and promulgate draft MOHE, OPM,
framework to reverse loss of environmental policies: NEPA
ecosystems and biological 1. Environmental Management
resources through restoration Systems Policy
initiatives and protection from 2. Orchid Policy
invasive species 3. Dolphin Policy
4. Beach Policy
5. Watersheds Policy
Establish a governance structure to MOHE, OPM,
support the clean-up of Kingston NEPA
Harbour
National Outcome #13: Sustainable Management and Use of
Enviromental and Natural Resources (Cont’d)
13-3 Establish institutional Strengthen partnerships with the MOHE, OPM,
Develop mechanisms to foster NGO community both locally and NEPA
efficient and coordination and collaboration internationally, the private sector
effective among resource management and key public sector entities
governance
agencies of resource
structures for protection issues
environmental Create a dynamic and Create mechanisms to improve NEPA
management responsive regulatory the capacity and effectiveness of
environment including review environmental enforcement (for
and strengthening of relevant example, increasing fines under
environmental legislation various pieces of legislation,
increasing frequency of
monitoring)
Create a new governance NEPA

structure to support existing
protected areas – for example,
Ocho Rios, Negril and Montego
Bay Marine Parks, Canoe Valley,
and Palisadoes/Port Royal
Protected Areas
13-4 Create an appropriate Develop a national programme for MOHE, OPM
Manage all institutional framework for the the environmentally sound
Forms of integrated management of all management of used and end-of-
Waste types of waste, including the life mobile phones
Effectively development of a Develop a National Programme to MOHE, OPM,
comprehensive waste address the management of used NEPA
management policy and lead acid batteries (ULAB),
associated standards and Institute a globally harmonized MOHE, OPM,
regulations system (GHS) for the classification NEPA
and labelling of toxic products and
chemicals.
Identify and develop infrastructure MOHE, OPM,
for storage of hazardous waste NEPA
(e.g. e-waste, cell phone waste and
chemicals currently stored at the
island’s ports)

National Outcome #14: Hazard Risk Reduction and Adaptation
to Climate Change
14-1 Create and strengthen national
Undertake hazard risk ODPEM, NEPA
Improve platforms and establish the
management for coastal
resilience foundation for hazard risk
communities
against all reduction by engaging in multi-
Undertake comprehensive WRA
forms of stakeholder dialogue mapping of the flood plains
hazards throughout the island
Strengthen Democracy and ODPEM, SDC
Governance in Communities
related to Disaster Response
(including gender issues)
Undertake Storm Surge Hazard ODPEM, SDC,
Mapping for Coastal Communities JSIF
14-3 Create mechanisms to fully Create mechanisms to infuse MOHE ,OPM
Develop consider the impacts of climate climate change considerations into ODPEM, Met
measures to change and ‘climate proof’ all planning and legislative frameworks Office
adapt to national policies and plans Establish a National Climate MOHE, OPM,
climate change Change Committee MET Office248
Develop a Climate Change MOHE, OPM,
Communications Strategy MET Office
National
Environmental
Education
Committee
Adopt best practices for Develop sector-specific action MOHE
climate change adaptation plans to assist with the mitigation Met Service
and adaptation of climate change in OPM
all sectors ODPEM
NEPA
Develop public awareness MOHE
programmes on climate change NEPA
Met Service
NGOs
OPM
14-4 Lobby at the international level Prepare 2nd National MOHE
Develop for high greenhouse gas- Communication to the UNCCCF Met Service
mechanisms to producing countries to become OPM
influence the more energy and resource
global rate of efficient
climate change
248
The Meteorological Service of Jamaica is the country’s Focal Point for Climate Change

National Outcome #15: Sustainable Urban and Rural Development
FOR YEARS 1- 3
15-1 Rationalize the roles and Intensify Local Government Department of
Create a responsibilities of agencies Reform Local
comprehensive and entities involved in Government
and efficient planning (OPM)

planning Streamline the development Cabinet Office
system approvals process OPM
NEPA
MOHE
Develop environment and planning OPM
legislation MOHE
NEPA
Develop and adopt Streamline applications processing NEPA, Cabinet
mechanisms for better and reduce the processing time of Office
integration of spatial models planning applications
and tools for decision-making
15-2 Ensure that development Prepare a National Spatial Strategy OPM, NEPA,
Create an decisions are guided by a PIOJ Cabinet
appropriate spatial planning framework Office
framework for (national physical plan)
sustainability
planning Accelerate development of Create new sustainable OPM, NEPA
strategic regional centres to development plans for – St. James,
ensure that they play a key Hanover, Westmoreland, St.
role in balancing development Elizabeth, St. Thomas, Clarendon,
Kingston & St. Andrew
Review existing land use Promulgate the Building Code Cabinet Office
patterns, zoning regulations, Establish cadastral maps to OPM, MOHE
building codes and standards facilitate planning NLA, NEPA
in the context of housing and
urban development needs and
formulate forward-looking
land use and development
polices for efficient and
optimum utilization of land
15-5 Integrate national housing and Develop and implement the MWH
Ensure safe, urban development planning National Housing Policy
sanitary and to enable access to adequate Implement a 3-year housing plan NHT
affordable shelter and services to all to 2011
shelter for all Provide adequate shelter for the MWH, NHT
elderly MLSS
Provide adequate shelter for MWH, NHT
persons with disabilities
Chapter 5:
Implementation, Monitoring...
Implementation, monitoring
and evaluation framework
Implementation, monitoring and Framework for

evaluation of Vision 2030 Jamaica require Implementation
strong and transformational leadership at
The Plan will be implemented through a
all levels of the society. Champions of
series of 3-yearly Medium Term Socio-
change and accountability within the
Economic Policy Frameworks (MTFs)
various institutions of Government in
underpinned by a results-based
partnership with the private sector, civil
monitoring and evaluation mechanism
society and the international
that establishes specific indicators and
development community must
targets to measure and track
participate in achieving the desired
performance. The 31 sector plans
results. The success of this Plan is also
provide the framework for
dependent on a high level of social
implementation at the sectoral level, and
responsibility by each citizen.
also represent the basis on which the
various MTFs will be developed. The Plan
The Vision, National Goals, National
is implemented at the sectoral level by
Outcomes and the related processes
ministries, departments and agencies
must resonate with every citizen of this
(MDAs) of Government as well as civil
country. Jamaicans in the public sector,
bodies including NGOs, CBOs, the
the private sector and civil society will
private sector and International
need to acquire new knowledge and
Development Partners.
develop new skills to manage our
modern nation state, and to build a more
Given that Vision 2030 Jamaica is a long-
diversified and developed economy.
term development plan, it is not practical
Building and strengthening technical and
to identify the total cost of
institutional capacity are critical for the
implementation, nor all the performance
effective implementation, monitoring and
measures, over 21 years. However, each
evaluation of the Plan. We recognize that
3-yearly MTF will include the priority
substantial investments - financial,
programmes and projects for
technical, material, and human – are
implementation of the Plan, along with
required to make Vision 2030 Jamaica a
project costs where available.
reality. We have made the choice and,
now, we all must play our respective
roles in achieving our vision.
Accountability for Implementation policies, programmes, and interventions

and Coordination that are aligned with the strategies and
The Cabinet, as the principal body with actions of the MTF and sector plans.
responsibility for policy and the direction
of the Government, has ultimate The process will be strengthened by the
responsibility for implementation of the introduction of major operational
National Development Plan. This will be planning and budgeting tools, in the form
achieved through Cabinet directives to of a Medium Term Expenditure
its MDAs. The Cabinet will be Framework (MTEF) and a Medium Term
responsible to Parliament for reporting Sectoral Expenditure Framework
on the implementation and coordination (MTSEF). This will allow for further
of Vision 2030 Jamaica. alignment and integration of planning at
the national and sectoral levels with the
Through existing and/or new Corporate249 and Operational Plans of
arrangements, the Office of the Prime the public sector Ministries,
Minister and Cabinet Office will drive Departments and Agencies and other
the implementation of Vision 2030 implementing organizations. The sector
Jamaica and ensure that essential plans through their action plans and the
complementary reforms within the MTF will be the mechanisms for linking
public sector are made. The role of the the National Development Plan to the
Ministry of Finance and the Public Corporate and Operational Plans of the
Service involves timely resource MDAs.
allocation for achievement of medium-
and long-term goals. The Planning For the fiscal years 2009/2010 –
Institute of Jamaica will provide support 2011/2012 existing priorities of the
through continued technical analysis and Corporate and Operational Plans of
policy advice on the strategic areas for public sector entities have been
sustainable economic, social and incorporated as key actions for years 1-3
environmental development. of Vision 2030 Jamaica (see Chapter 4).
It is expected that successive MTFs and
The framework for accountability in the the sector plans will form the
public sector extends from the highest overarching guide for Corporate and
levels of Government to each Operational Plans of public sector
Government entity. The soon-to-be MDAs.
enacted ‘Whole of Government Business
Plan’ will ensure full alignment of the Institutional Structures for Resource
Government-wide strategic priorities Allocation
with the goals and outcomes of Vision One weakness of previous national plans
2030 Jamaica, and with the priority areas was the inadequacy of the resources for
of focus from the National Planning implementation. Resources were often
Summit. Within this framework each not released on a timely basis and were
ministry and agency will be accountable insufficiently aligned with planning
for implementing the National priorities and targets.Vision 2030
Development Plan through various Jamaica will ensure that effective
249
Under the Managing for Results process it is planned that corporate plans for MDAs will be replaced
by 3-yearly business plans on a phased basis over the period 2009 to 2012
Chapter 5: Implementation, Monitoring and Evaluation Framework
resource allocation mechanisms are MDAs’ business plans and budgets
integral to the implementation of the (including greater use of and
National Development Plan. Resources information sharing in the Planning
for the implementation of Vision 2030 and Budgeting Network, Policy
Jamaica will be provided over time from Analysts Network and GOJ
a range of sources, including the GOJ Corporate Planning Committee)
budget, private sector investment, civil • Increased coordination between
society projects, IDPs and the Diaspora. Cabinet Office and the Public
Expenditure Division of the
There are two (2) main steps to ensure Ministry of Finance and the Public
effective resource allocation within the Service to review public sector
public sector for implementation of the business plans (to ensure the
Vision 2030 Jamaica - National NDP/MTF focus), and finalize
Development Plan: public sector budgets
1. aligning the 3-year
corporate/business plans and Coordination of the Implementation
1-year Operational Plans of MDAs Process
with the strategies and actions of Coordination among institutions is
the MTF and sector plans, and by essential to determine successive
extension, the National medium term priorities, share
Development Plan; information, debate and build consensus,
2. ensuring consistency of the fiscal negotiate trade-offs, integrate actions,
budget with the 3-year and communicate learning. Integrative
corporate/business plans and and coordinating mechanisms for the
1-year Operational Plans of MDAs. implementation of Vision 2030 Jamaica -
National Development Plan will include
To achieve these steps, there are a the following:
number of key requirements: • Coordination mechanisms between
• Introduction of a 3-year Medium agencies and sectors including
Term Expenditure Framework Inter-Ministry, Inter-Agency and
(MTEF) to complement the Inter-sectoral Committees and
Medium Term Socio-Economic Memoranda of Understanding
Policy Framework (MTF) and (MOUs)
provide continuity of financial • Cabinet Sub-Committees
programming and coherence with • Permanent Secretaries Board
the MTF timeframe (chaired by the Cabinet Secretary
• Rationalization of the roles of the with membership of Permanent
Cabinet Office, GOJ Prioritization Secretaries from all ministries)
Committee, Public Sector • IDP coordinating committees
Investment Programme (PSIP) and • Community and local governance
fiscal budgeting process in setting structures
priorities • Coordination of planning and
• Increased coordination among information systems including
corporate planners, policy analysts, Threshold 21 Jamaica, National
project managers and budget and Spatial Data Infrastructure
finance officers across ministries Management System and GIS
and agencies in preparation of Network, JamStats, and the MTF.
Consultation and Participation level – the political level – are the

The involvement of stakeholders is Parliament and the Cabinet. These
fundamental to the successful institutions provide legitimacy and
implementation of the National political leadership to the system.
Development Plan. The main mechanisms
for securing consultation and Institutional Arrangements
participation of stakeholders are A number of institutions and agencies,
elaborated in the Vision 2030 Jamaica including the following, will be involved:
communication plan,250 and will conform
to the Government’s Consultation Code 1. Parliament: The key output of the
of Practice. M&E system, the Vision 2030 Jamaica
Annual Progress Report, will be
Framework for Monitoring presented to the Parliament for
and Evaluation deliberations and discussion. It is
Vision 2030 Jamaica recognizes that expected that the relevant
monitoring and evaluation (M&E) are parliamentary committees will
important components of successful review policy recommendations
national development planning exercises. proposed by the Vision 2030 Jamaica
Consequently, a robust results-based monitoring and evaluation regime.
monitoring and evaluation system will be
established to ensure that goals and 2. The Economic Development
outcomes of the Plan are achieved. This Committee (EDC) is a committee
system will build on existing national and of Cabinet chaired by the Prime
sectoral monitoring and evaluation Minister. The EDC will ensure that
frameworks. implementation issues are addressed
based on reports submitted by the
The Vision 2030 Jamaica monitoring Vision 2030 Jamaica Technical
system will be highly participatory and Monitoring Committee. The EDC will
will involve the following stakeholders: deliberate on the recommendations
Government; private sector; civil society; made by the monitoring and
and international development partners evaluation regime and subsequently
(IDPs). The system defines roles and inform Cabinet and Parliament on
responsibilities at three levels: political, progress and emerging policy
technical and consultative. At the highest implications.
250
See Appendix 1: Vision 2030 Jamaica Plan Preparation Process – Communicating Vision 2030 Jamaica.
While a report on the stakeholder representation from the
implementation of Vision 2030 public and private sectors, trade
Jamaica is expected to have a unions, civil society and international
consistent place on the agenda, it development partners.
also is expected that a minimum of
two meetings annually of this 4. The Vision 2030 Jamaica
committee will focus entirely on the Technical Monitoring
achievement of results and progress Committee (TMC), or Steering
towards the goals and outcomes of Committee, is to be chaired by the
Vision 2030 Jamaica. Office of the Prime Minister. Other
members of this body will include
3. The National Planning Council the Director General of the Planning
(NPC) is a consultative and advisory Institute of Jamaica, the Financial
body which brings together top Secretary of the Ministry of Finance
decision-makers in the private sector, and the Public Service, select
Government, labour and civil society Permanent Secretaries, and the
to contribute to the formulation of Director General of the Statistical
economic policies and programmes, Institute of Jamaica (STATIN).
to assess economic performance and
to identify measures designed to The primary role of this body is to
achieve broad-based development provide oversight for the technical
and growth in productivity, and the coordination and monitoring of the
national product.251 A restructured Plan. It also has responsibility for
NPC will support the Vision 2030 reporting to the EDC and NPC on
Jamaica Monitoring and Evaluation the progress of implementation.
regime by:
• Providing advice to the The Technical Monitoring Committee
Technical Monitoring along with the Technical Secretariat
Committee in the execution has responsibility for the timely
of its monitoring and preparation and submission of
evaluation functions; progress reports to stakeholders
• Assessing the outputs/results within the system. An important
of the monitoring and function of the Technical Monitoring
evaluation system and Committee is to coordinate the
providing feedback and comprehensive review of the MTF
recommendations on issues and its achievement over its three
relevant to the successful year time-frame. This in turn will
implementation of the Plan. guide the preparation of the
successor MTF.
It is proposed that the NPC
accommodate discussion on the Plan It is expected that the TMC will meet
at least once every quarter and that a minimum of four times each year.
its membership should have broad
251
Government of Jamaica, Ministry Paper No. 18.
5. The Vision 2030 Jamaica monitoring and evaluation system.

Technical Secretariat is the They are the Sectoral Focal Points
essential support mechanism for the that will:
Technical Monitoring Committee. • Provide a direct link to the
This Secretariat should be corporate and strategic
institutionalized within the PIOJ and directions of each sector
be provided with the necessary • Identify units within MDAs that
human and financial resources to will be assigned responsibility
effectively fulfil its supporting and for monitoring and assessment
monitoring and evaluation functions. of the sectoral components of
The Secretariat will: Vision 2030 Jamaica
• Play a leading role in • Identify counterparts to be the
coordinating the efforts of chief interface between the
public and private participants technical specialists within the
in the various Vision 2030 technical secretariat and the
Jamaica processes relevant MDAs
• Analyze and interpret social • Provide data/information on a
and economic data and timely basis on the selected
information and appraise indicators and other strategic
public and private sector information required on the
programmes and activities sector
based on goals and outcomes • Ensure compliance with the
articulated in Vision 2030 data and other monitoring and
Jamaica evaluation requests of the Vision
• Consolidate information 2030 Jamaica performance
submitted by sectoral and monitoring framework
other interests into • Be responsible for the timely
comprehensive reports on preparation of sector reports
Vision 2030 Jamaica’s that will feed into the Vision
achievements/results252 2030 Jamaica Annual Progress
• Conduct ongoing and Report
systematic monitoring and
reporting on the National Where monitoring and evaluation
Outcomes as well as maintain units are already operational, these
ongoing and frequent liaisons will be strengthened and expanded
with sectoral focal points in to link their monitoring specifically to
MDAs Vision 2030 Jamaica.
• Provide impetus for the
establishment and operation 7. Thematic Working Groups are
of Thematic Working Groups consultative bodies aimed at
improving coordination, planning,
6. Ministries, Departments and implementation and monitoring of
Agencies (MDAs) represent very programmes and projects. TWGs will
important bodies within the be chaired by Permanent Secretaries
252
Given the existing divisional arrangement within the PIOJ, the Institute is well placed to spearhead the
monitoring of indicators and targets under Vision 2030 Jamaica. Performance monitoring of Vision
2030 Jamaica indicators and targets will become a core function to be incorporated into the work
programmes of divisions within the PIOJ.
or senior Government officials and
• Targets which outline the proposed
shall comprise technical values for the national outcome
representatives of MDAs, National indicators for the years 2012, 2015
Focal Points, the private sector, civil and 2030
society organizations, trade unions • Data sources which identify the
and International Development MDAs or institutions that are
Partners. Their functions include: primarily responsible for the
reviewing sectoral strategies to collection of data to measure and
achieve Vision 2030 Jamaica goals; report on indicators
making input with respect to • Sources of targets
resource gaps in sectoral • Links to existing local and
programmes; providing feedback on international monitoring
monitoring performance relative to frameworks such as the MDGs
sectoral targets; and facilitating
effective partnerships towards the Some gaps still exist within the
achievement of Vision 2030 Jamaica performance matrix and a process of
goals. review to validate the proposed
indicators and targets is being
TWGs will meet a minimum of twice undertaken. This process is very
annually. technical and time consuming and
requires significant cooperation and
Indicator Framework and Data support from stakeholders and partners.
Sources
Appropriate indicators are the basic The performance monitoring and
building blocks of monitoring and evaluation framework will be heavily
evaluation systems. A series of results- dependent on ministries for quality and
based monitoring policy matrices will be timely sectoral data and monitoring
used to monitor and track progress progress. The system will benefit from
towards achieving the targets. These our existing and relatively large and
policy matrices comprise a mix of reliable statistical databases within the
impact, outcome and output indicators Statistical Institute of Jamaica (STATIN)
spanning the 15 National Outcomes. and the PIOJ.253
The results-based performance matrix at Reporting
the national level currently comprises: The timely preparation and submission
• 60 proposed indicators aligned to of progress reports and other
the 15 National Outcomes monitoring and evaluation outputs form
• Baseline values for 2007 or the an integral part of the monitoring
most recent past year process.
253
The decennial census, the annual Jamaica Survey of Living Conditions (JSLC) , the annual Economic
and Social Survey Jamaica (ESSJ) are key data sources produced by STATIN and the PIOJ. The
JamStats database which provides a standard set of time series on social and economic data and
Threshold 21 which is a quantitative model for simulating the impact of various policies on a set of
important outcome variables are also located in the PIOJ.
The main reports/outputs of the 2. The annual sectoral reports

performance monitoring system are compiled by the Sectoral Focal Points
listed below. for submission to the Vision 2030
Jamaica Technical Monitoring
1. The Vision 2030 Jamaica Annual Committee. These will be integrated
Progress Report will be the main into the Annual Progress Report.
output of the performance
monitoring and evaluation system. 3. Other products of the
The document will be produced performance monitoring system
annually and will: provide an update include issues/sector briefs and
on progress on implementation; research reports. A schedule for
identify weaknesses that are likely to delivery of outputs will be finalized
hinder the achievement of the goals by the various stakeholders.
and objectives; recommend measures
to address the concerns; and make Information Dissemination
adjustments to ensure the relevance An important element of the monitoring
of the Plan. system is a feedback mechanism into the
policy review process. Providing
The Vision 2030 Jamaica Technical information on the progress towards
Monitoring Committee through the achieving outcomes and targets will
Technical Secretariat will prepare and impact on decision-making and mobilize
submit the Annual Progress Report and sustain public participation. The
to the NPC and the EDC. communication and information
Plan preparation workshop
dissemination strategies of Vision 2030 – Managing for Results Component, will
Jamaica will ensure that the outputs of support the achievement of Vision 2030
the system are specifically tailored to Jamaica through implementation of
different stakeholders and utilize various strategies which include efforts to:
forums including the media to stimulate • Improve planning, resource
public debate and enhance accountability. allocation and performance across
Government
Capacity • Improve financial management
There is recognition that building and systems
strengthening technical and institutional • Build capacity for managing MTEF in
capacity for the effective implementation, key ministries and the MFPS
monitoring and evaluation of the Plan is • Build capacity in MDAs to design
critical for its achievement. This calls for performance indicators and
substantial resources, partnership and monitoring systems
long-term commitment to training MDA • Define common data requirements
staff. Training needs will have to be across Government and establish
identified at all levels of the system; a re- integrated data sharing mechanisms
orientation of work processes,
instruments, procedures and systems Partnership with the Management
development will have to be undertaken; Institute for National Development
and staffing and institutional (MIND) and other institutions will also
arrangements will need to be put in be required to provide training in critical
place. areas such as results-based project
management and analysis, monitoring and
Some capacity building efforts have evaluation, and data management to
already taken place but these have to be public sector staff and others.
strengthened. The Cabinet Office under
the Medium Term Action Plan (MTAP)254
“
…a plan is made not for a
government but for a people,
and most of the problems
with which it deals are
unaffected by changes in
”
government.
(1966) Sir W. Arthur Lewis,
Nobel Laureate
254
Government of Jamaica: Public Sector Modernization – Government at Your Service: A Medium Term
Action Plan, December 2007.
Figure 24: Institutional Framework for

Implementation, Monitoring and Evaluation
Political Consultative
Parliament
Cabinet
National Planning
Council
Cabinet Sub-Committees
Economic Development
Committee
Minister of Planning
and Development
Technical
Vision 2030 Jamaica

National Steering
Committee
Vision 2030 Jamaica

Secretariat
(PIOJ)
Thematic Working
Groups (TWGs)
Ministries, Departments,
& Agencies
(Sectorial Focal Points)
List of Acronyms
Acronyms & Abbreviations

& Abbreviations
AAJ .................................Airports Authority of Jamaica
ACID..............................Anti-Crime Investigation Department
ACP ................................African, Caribbean and Pacific States
ACS ................................Association of Caribbean States
AEROTEL ......................Aeronautical Telecommunications Limited
AIDS...............................Acquired Immune Deficiency Syndrome
BCI..................................Business Competitiveness Index
BIS .................................Beneficiary Identification System
BOJ .................................Bank of Jamaica
BRIC...............................Brazil, Russia, India and China
BSJ...................................Bureau of Standards Jamaica
CAC ...............................Consumers Affair Commission
CAP................................Community Access Points
CARIBCAN..................Caribbean-Canada Trade Agreement
CARICOM....................Caribbean Community
CARIFORUM ...............Caribbean Forum of ACP States
CBET ............................Competency Based Education and Training
CBO ...............................Community Based Organization
CDA ...............................Child Development Agency
CDC...............................Community Development Committee
CDM ..............................Clean Development Mechanism
CERE ..............................Centre for Excellence in Renewable Energy
CIC.................................Construction Industry Council
CITO ..............................Central Information Technology Office
CMI.................................Caribbean Maritime Institute
CMU...............................Crime Management Unit
CNCD ...........................Chronic Non-Communicable Diseases
CNG ..............................Compressed Natural Gas
COSPROD ...................Correctional Services Production Company
CPI..................................Corruption Perception Index
CPI..................................Consumer Price Index
CREAM..........................Clear, Relevant, Economical, Adequate, Monitorable
CRNM ...........................Caribbean Regional Negotiating Machinery
CSEC..............................Caribbean Secondary Education Certificate
CSME .............................Caribbean Single Market and Economy
CSO ..............................Civil Society Organization
CSWP ............................Caribbean Research Statistical Work Programme
CTO ...............................Caribbean Tourism Organization
CVSS ..............................Council for Voluntary Social Services
CXC...............................Caribbean Examinations Council
DAC ...............................Development Area Committee
DALY..............................Disability Adjusted Life Years

DBJ .................................Development Bank of Jamaica
DCS................................Department of Correctional Services
DEVINFO .....................Development Information
DFID ..............................Department for International Development (UK)
ECC................................Early Childhood Commission
ECE.................................Early Childhood Education
EDC................................Economic Development Committee (Cabinet)
EEZ .................................Exclusive Economic Zone

EIA ..................................Energy Information Agency
EIU..................................Economic Intelligence Unit
E-Learning .....................Electronic Learning
EPA .................................Economic Partnership Agreement
EPI...................................Environmental Performance Index
ESSJ.................................Economic and Social Survey Jamaica
EU ...................................European Union
EVI ..................................Environmental Vulnerability Index
FAMPLAN.....................Jamaica Family Planning Association
FAO ................................Food and Agriculture Organization
FBO ................................Faith Based Organization
FCJ ..................................Factories Corporation of Jamaica
FDI..................................Foreign Direct Investment
FINSAC..........................Financial Sector Adjustment Company
FOSS ..............................Free Open-Source Software
FSC .................................Financial Services Commission
FTC ................................Fair Trading Commission
GCF................................GC Foster College
GCI.................................Global Competitiveness Index
GCT ...............................General Consumption Tax
GDP ...............................Gross Domestic Product
GES.................................Government Employment Services
GIS..................................Geographical Information Systems
GMP/HACCP ...............Good Manufacturing Practices/Hazard Analysis and Critical
Control Points
GOJ ................................Government of Jamaica
GSAT..............................Grade Six Achievement Test
HDI.................................Human Development Index
HEART Trust/NTA ......Human Employment and Resource Training Trust/National
Training Agency
HIV .................................Human Immunodeficiency Virus
HRD ...............................Human Resources Development
IBM .................................International Business Machines
ICCPR............................International Covenant on Civil and Political Rights
ICESCR..........................International Covenant on Economic, Social and Cultural
Rights
ICL..................................International Computers Limited
ICT .................................Information and Communications Technology
List of Acronyms and Abbreviations
ICT4D............................Information and Communications Technology for

Development
IDB .................................Inter-American Development Bank
IDPs................................International Development Partners
IEA ..................................International Energy Agency
INSPORT.......................Institute of Sport
IOJ...................................Institute of Jamaica
IOSCO...........................International Organization of Securities Commissions
IP .....................................Intellectual Property
IPL...................................Independence Park Limited
IPP...................................Independent Power Producers
IPR ..................................International Property Rights
ISCF................................Island Special Constabulary Force
ISO ................................International Standards Organization
IT.....................................Information Technology
ITA ..................................Island Traffic Authority
ITU .................................International Telecommunication Union
IWRM ............................Integrated Water Resources Management
JADEP ............................Jamaica Drugs for the Elderly Programme
JAMSTATS .....................Jamaica Statistics
JAMVAC ........................Jamaica Vacations
JASPEV...........................Jamaica Social Policy Evaluation Project
JBA..................................Jamaica Bankers Association
JBI....................................Jamaica Bauxite Institute
JBS...................................Jamaica Bureau of Standards
JBDC ..............................Jamaica Business Development Corporation
JBM .................................Jamaica Bauxite Mining Limited
JCAA ..............................Jamaica Civil Aviation Authority
JCC.................................Jamaica Chamber of Commerce
JCDC..............................Jamaica Cultural Development Commission
JCF ..................................Jamaica Constabulary Force
JCPD ..............................Jamaica Council for Persons with Disabilities
JCTU ..............................Jamaica Confederation of Trade Unions
JDIC................................Jamaica Deposit Insurance Corporation
JEA .................................Jamaica Exporters’ Association
JEF ...................................Jamaica Employers’ Federation
JFFL.................................Jamaica Foundation for Lifelong Learning
JHTA...............................Jamaica Hotel and Tourist Association
JIPO ................................Jamaica Intellectual Property Office
JIS ....................................Jamaica Information Service
JLI ....................................Jamaica Limestone Institute
JMA.................................Jamaica Manufacturers’ Association Limited
JNHT..............................Jamaica National Heritage Trust
JPAT ................................Jamaica Protected Areas Trust
JPC..................................Jamaica Productivity Centre
JPSCo .............................Jamaica Public Service Company Limited
JRC .................................Jamaica Railway Corporation
JSE ...................................Jamaica Stock Exchange
JSLC................................Jamaica Survey of Living Conditions

JTA ..................................Jamaica Teachers’ Association
JTAT................................Jamaica Trade and Adjustment Team
JTB ..................................Jamaica Tourist Board
JTI....................................Jamaica Trade and Invest
JUTC ..............................Jamaica Urban Transit Company Limited
KMA ...............................Kingston Metropolitan Area
KMR ...............................Kingston Metropolitan Region
KRA................................Key Results Areas

LA ...................................Local Authority
LCEP ..............................Least Economic Cost Expansion Plan
LFS ..................................Labour Force Survey
LMIS................................Labour Market Information System
LSDP ..............................Local Sustainable Development Planning
LSDPF ............................Local Sustainable Development Planning Framework
MAJ.................................Maritime Authority of Jamaica
MDAs .............................Ministries, Departments and Agencies
MDGs ............................Millennium Development Goals
ME...................................Ministry of Energy
MFAFT ...........................Ministry of Foreign Affairs and Foreign Trade
MFPS ..............................Ministry of Finance and the Public Service
MGD ..............................Mines and Geology Division
MIND.............................Management Institute for National Development
MIS..................................Management Information System
MLSS...............................Ministry of Labour and Social Security
MMT...............................Ministry of Mining and Telecommunications
MNS ...............................Ministry of National Security
MOA ..............................Ministry of Agriculture
MOE...............................Ministry of Education
MOHE............................Ministry of Health and Environment
MICYS............................Ministry of Information, Culture,Youth and Sports
MIIC ...............................Ministry of Industry, Investment and Commerce
MOJ ................................Ministry of Justice
MOU ..............................Memorandum of Understanding
MPDD............................Mineral Policy and Development Division
MSE.................................Micro and Small Enterprises
MSME .............................Micro, Small and Medium Enterprises
MTBE .............................Methyl Tertiary-Butyl Ether
MTEF..............................Medium Term Expenditure Framework
MTF ...............................Medium Term Socio-Economic Policy Framework
MTSEF............................Medium Term Sectoral Expenditure Framework
MTW .............................Ministry of Transport and Works
NBC ...............................National Broadcasting Commission
NCR ...............................National Cash Register
NCSI...............................National Coalition of Service Industries
NCST.............................National Commission on Science & Technology
NCTVET .......................National Council on Technical Vocational Education and
Training
Acronyms and Abbreviations
NDP ..............................National Development Plan

NEPA..............................National Environment and Planning Agency
NFPB ..............................National Family Planning Board
NGO..............................Non-Governmental Organization
NIC.................................National Irrigation Commission
NIGold...........................National Insurance Gold Health Plan
NIP ................................National Industrial Policy
NIS ................................National Innovation System
NIS..................................National Insurance Scheme
NLA................................National Land Agency
NMIA .............................Norman Manley International Airport
NPC ...............................National Planning Council
NQF ...............................National Qualification Framework
NROCC ........................National Road Operating and Construction Company
NSWMA........................National Solid Waste Management Authority
NWA..............................National Works Agency
NWC .............................National Water Commission
OCG ..............................Office of the Contractor General
ODPEM .........................Office of Disaster Preparedness and Emergency Management
OPM...............................Office of the Prime Minister
OUR...............................Office of Utilities Regulations
PAB .................................Planning and Budgeting Network
PAG ................................Plan Advisory Group
PAHO ............................Pan American Health Organization
PAJ ..................................Port Authority of Jamaica
PATH..............................Programme of Advancement through Health and Education
PBCJ ...............................Public Broadcasting Commission of Jamaica
PCJ..................................Petroleum Corporation of Jamaica
PDC................................Parish Development Committee
PET .................................Polyethylene Terephthalate
PETROJAM ...................Petrojam Limited
PICA...............................Passport, Immigration and Citizenship Agency
PIOJ ................................Planning Institute of Jamaica
PPCC .............................Population Policy Coordinating Committee
PSOJ ...............................Private Sector Organization of Jamaica
PTA.................................Parent Teachers’ Association
PWD ..............................Persons with Disabilities
R&D................................Research and Development
RADA.............................Rural Agricultural Development Authority
RBM ..............................Results Based Management
RBMS ............................Results Based Management System
REER ..............................Real Effective Exchange Rate
RHA ...............................Regional Health Authority
RMF ................................Road Maintenance Fund
RWSL .............................Rural Water Supply Limited
S&T.................................Science and Technology
SBAJ................................Small Business Association of Jamaica
SDC................................Social Development Commission
SEA .................................Strategic Environmental Assessment

SIA ..................................Sangster International Airport
SIDS................................Small Island Developing States
SLB..................................Students’ Loan Bureau
SLC ................................Survey of Living Conditions
SMA................................Spectrum Management Authority
SMART...........................Specific, Measurable, Achievable, Realistic, Time-bound
SRC ................................Scientific Research Council
SSNRP............................Social Safety Net Reform Programme

STATIN ..........................Statistical Institute of Jamaica
STD ................................Sexually Transmitted Disease
STI .................................Science, Technology and Innovation
SWOT ..........................Strengths, Weaknesses, Opportunities and Threats
T21 .................................Threshold 21 Jamaica
TCC ...............................Tax Compliance Certificate
TEF .................................Tourism Enhancement Fund
TGCC/JTI......................Target Growth Competitiveness Committee/Jamaica Trade and
Invest
TPDCO .........................Tourism Product Development Company
TRN ...............................Taxpayer Registration Number
TWGs............................Thematic Working Groups
UCJ.................................University Council of Jamaica
UK ..................................United Kingdom
UN..................................United Nations
UNESCO ......................United Nations Education, Scientific and Cultural Organization
UNFCC .........................United Nations Framework Convention on Climate Change
UNFPA...........................United Nations Population Fund
UNICEF .........................United Nations Children Fund
UNSTAT ........................United Nations Statistics Division
USA ................................United States of America
UTECH..........................University of Technology
UWI ...............................University of the West Indies
VOIP...............................Voice over Internet Protocol
VSC ................................Vital Statistics Commission
WEF ...............................World Economic Forum
WHO.............................World Health Organization
WIPO.............................World Intellectual Property Organization
WRA ..............................Water Resource Authority
WSIS ..............................World Summit on the Information Society
WTO ............................World Trade Organization
YLD ................................Years Lived with Disability
The Plan refers to the names of relevant Ministries and agencies as at the time of its
preparation. The names or portfolio responsibilities of Ministries and agencies may,
however, change over time.
Appendices
Appendices
• Appendix 1 – Vision 2030 Jamaica Plan Development
Process
• Appendix 2 – Methodology for Plan Formulation
• Appendix 3 – T21 Jamaica: An Integrated

Development Planning
Model
• Appendix 4 – List of Task Forces and Chairpersons
• Appendix 5 – External Reviews – Clusters
• Appendix 6 – Communicating Vision 2030 Jamaica –

List of Presentations and Consultations
• Appendix 7 – Stakeholders in the Planning Process

Appendices
Appendix 1
Appendix 1
Vision 2030 Jamaica Plan
Development Process
The first step in the planning process 2. The Jamaican society is secure,
was the articulation of a draft Vision cohesive, and just
Statement: “Jamaica, the place of choice to 3. Jamaica’s economy is prosperous
live, work, raise families, and do business”. 4. Jamaica has a healthy natural
This Vision statement is consistent with environment
ideas expressed during the National
Sustainable Development Framework To ensure the successful preparation,
(NSDF) visioning exercise and through implementation and ownership of a
the PIOJ’s “Dialogue for Development” national plan which reflects the dreams
series. The next step was the and aspirations of every Jamaican, we
identification of twelve areas of strategic facilitated a process which ensured a
focus and a set of guiding principles high degree of consensus and the
which are critical for fulfilling the participation of a wide cross-section of
objectives of the Plan and Vision. Four the society. To this end, a number of
goals were distilled from the vision approaches were adopted and the
statement, each of which supports the initiatives described below pursued.
principles of sustainable development.
These goals are: The organizational chart below and the
1. Jamaicans are empowered to achieve narrative which follows, describe the
their fullest potential various bodies involved in the Plan
preparation process.
Figure 25:
Organizational Chart
for Plan Development
Process
1.The Plan Advisory Group combination of the

A small Plan Advisory Group (PAG) was methodologies below.
established, consisting primarily of
industry leaders, academia and leaders • Task force meetings were the main
from various sectors, with responsibility source of ideas and views from
for bringing its perspectives on the plan professionals and experts on issues
development process and for and challenges related to each
championing support for the Plan sector.
particularly among private sector groups, • Incorporation into the Sector Plans
civil society and in the Diaspora. Most of of existing policies, programmes
these persons served as co-chairs or and sector plans, the Medium Term
members of Task Forces. Socio-Economic Policy Framework,
the National Industrial Policy,
2.The Establishment of 31 Task commitments embodied in the
Forces and the Development of Millennium Development Goals and
Sector Plans other international agreements
Thirty-one Task Forces were established • International best practices that
in March 2007, each of which was could be adapted to the Jamaican
responsible for developing a sector plan. context.
These Task Forces constituted an • Workshops which targeted key
effective liaison and interface among the persons not involved in the task
PIOJ, the agencies of Government, the forces but who were considered
private sector and civil society. critical thinkers and experts in the
Approximately 20 persons representing respective sectors
a wide array of professionals with sector- • Presentations by task force
specific knowledge and experience were members on key issues and
invited to participate on each Task Force. research relevant to the sector
Officials from the IDPs were also • Presentations on Threshold 21
involved. Appendix 4 lists the (T21) Model and its potential
chairpersons of each Task Force. application in the Plan
Development process.
Appendix 1
Each sector plan contains the Situation • Strategic meetings between Chairs
and SWOT analyses, a Vision Statement, of the task forces and the PIOJ.
and a Strategic Framework comprising • Establishment of small working
the sectoral goals, objectives, strategies groups to drive the preparation of
as a phase 1 and an action plan in the the first draft.
second phase. The first draft of each
sector plan was developed using a
Appendix 1 : Vision 2030 Jamaica Plan Development Process
The first draft sector plans were 3. Process of Integration
Appendix 1
completed by August 2007 after 165 Task The process of integrating all 31 sector
Force meetings and several workshops. plans into one coherent long-term
national development plan for Jamaica
Review of First Draft Sector Plans commenced at the end of October
Upon completion of the first phase of 2007. The integration aspect gave
the sector plans, the PIOJ initiated a significant consideration to the guiding
thorough review process. To facilitate the principles which were already infused
review, sector plans were placed in eight into the sector plans. These related to
clusters with demonstrable international competitiveness, balanced
links/synergies. Some sector plans were development in urban and regional areas,
reviewed within more than one cluster, social cohesion and partnership, a
due to the nature of the issues people-centred and knowledge-based
incorporated in the sector plans. society and equity.
Additionally, the clusters also considered
cross-cutting issues presented in other The first level of integration resulted in
sector plans. the identification of national concerns
from the sector plans using a
Participants in the reviews were critical methodology based on the following
thinkers with a high level of experience criteria: 1) seriousness of the problem; 2)
and perspective which would add value interest and demand of the society; 3)
to the Sector Plans. These participants burden of condition; and 4) feasibility of
were drawn primarily from the private addressing a particular issue. These then
sector, academia (including students at formed the basis for identifying the 15
the tertiary level) and civil society. Over National Outcomes. Seventy National
100 persons collectively participated in strategies were later drawn from the
the review process. Comments from sector plans, specifically the sector
these reviews formed the basis for the objectives. See Appendix 2 for details on
revision of the first draft sector plans the Methodology.
and established the foundation for the
integration process. 4. MTF 2009-2012
Implementation, monitoring and
Action Plans evaluation of Vision 2030 Jamaica will be
Action plans were prepared from the done through a series of three-yearly
strategies identified in the various Medium-Term Socio-Economic Policy
sectors. This work commenced in Frameworks (MTFs), the first of which is
November 2007 and similar to the phase MTF 2009-2012. As the vehicle for
before, involved ministries and agencies operationalizing the long term goals and
of Government working with the task outcomes of Vision 2030 Jamaica, the
forces to identify actions, indicators and MTF utilized the long term planning
targets, responsibility centres, timelines process to select short term priorities,
and tentative costs. The involvement of strategies, programmes and actions and
ministries and agencies was to indicators for the preparation of MTF
strengthen ownership of the Plan by the 2009-2012. MTF 2009-2012 was
implementing agencies at this level, thus therefore prepared as a companion
ensuring the successful implementation document to the Plan and is inextricably
and monitoring. linked to the national goals and
outcomes. MTF 2009-2012 is also of one-day training workshops in

participatory having benefited from the Results-Based Management in October
extensive collaborations and 2007 and February 2008 with officers
consultations relating to the Plan from line ministries and relevant agencies
preparation process. These priorities of Government.
were selected largely through a series of
meetings with the various ministries and 6. Communicating Vision 2030
agencies. In addition, priorities were Jamaica
determined through consideration of The communication strategy was
external opportunities and threats, quick designed as a critical component of the
wins, binding constraints, long-run articulation of the Vision. It sought to
transformative potential, existing inform and educate the population about
programmes and plans. Vision 2030 Jamaica, solicit their views
and opinions, and enlist their full
5. Monitoring and Evaluation participation, through a continuous,
Framework iterative process of dialogue, engagement
Successful implementation of the Plan and involvement in the formulation and
will require the application of Results- monitoring of the processes. Ultimately
Based Management principles in the the aim is to create of a culture of
process. Indicators were identified from enthusiasm, excitement and unstinting
the objectives established in Phase 1 of support for nation building.
the sector plans. Complementing the
identification of indicators was a series
Appendix 1
Appendix 1 : Vision 2030 Jamaica Plan Development Process
Key communication interventions clusters, engaging approximately 1,200
Appendix 1
included: the official public launch of the Fifth and Sixth Form students. They
process by the Hon. Bruce Golding, articulated their perspective on
Prime Minister and Minister of Planning developed country status for Jamaica.
and Development, under the theme,
“Planning for a Secure and Prosperous Island-wide public consultations began in
Future”. which was broadcast live on January 2008 and focused on presenting
national radio and streamed live via the the National Goals and Outcomes of
Internet; upgrading of the PIOJ’s web Vision 2030 Jamaica and selected
site to assist in the dissemination of National Strategies that will enable the
information to educate and create country to achieve developed country
awareness of the pertinent issues among status by the year 2030. Between January
all stakeholders, including the Jamaican and September 2008, ten public
Diaspora; and the production and use of consultations covered the parishes of St.
print and electronic media materials such James and Trelawny; Manchester and St.
as fliers, brochures, radio commercials, Elizabeth; Westmoreland and Hanover;
video stories, television advertisement Clarendon; St. Catherine; Portland;
presenting the National Vision Statement Kingston and St. Andrew; St. Ann and St.
and request for public feedback, a Thomas. Appendix 7 lists the
specially commissioned Vision 2030 consultations.
Jamaica Theme Song and jingle composed
and arranged in the popular genre, and In preparation for these consultations,
PowerPoint presentations. the sector plans were placed in each
parish library and the PIOJ website was
Face-to-face interactions through upgraded to support the dissemination
presentations and consultations provided of information on the planning process
the stimulus for all stakeholders to share and integrated Plan.
their dreams and aspirations for
themselves and the society, as well as On-going island-wide public education
their views and opinions on how these and interaction with stakeholders will
may be realized. These presentations continue throughout the
and consultations were held in two implementation, monitoring and
phases for: (1) special interest groups; evaluation of Vision 2030 Jamaica –
and (2) the public. National Development Plan.
During Phases I and II, over 84

presentations/consultations for special 7. Cabinet Approval of Vision 2030
interest groups were made to Jamaica and MTF 2009-2012
government and non–government The final draft of the National
organizations, the private sector, the Development Plan and the MTF 2009-
youth in the formal and non formal 2012 were approved by Cabinet on
system, IDPs, and Civil Society. November 17, 2008 and was followed by
the tabling of the corresponding Ministry
Consultations were also held with over Paper in the houses of Parliament on
25 schools disaggregated in seven November 18, 2008.

Appendix 1
Appendix 2
Appendix 2
Methodology for
Plan Formulation
The results-based management (RBM) provides a link to the work already done
approach was widely used in the at the sector level and identifies the
National Development Plan preparation strategies for each sector. The second
process. Results-based management is a framework, is a monitoring framework,
life-cycle approach to management that and outlines the impact/outcome
integrates strategy, people, resources, indicators (aligned to each
processes and measurements to improve Goal/Outcome), baseline data and
decision-making, transparency, and targets at the agreed intervals.
accountability.255 This approach moves
beyond the implementation or process- Application of RBM Principles
focused approach which monitors what during Plan Preparation Process
is being done to an emphasis on results, 1. Decide what needs to be achieved:
which answers the question “why?” or Visions, Goals and Outcomes
“to what end?” RBM focuses not just on 1a: Determine the Ultimate Desired
the immediate output level results but it State/Condition – Visions and Goals
extends to the desired effect or benefits RBM promotes a “results” focus
on target; be it people, environment, planning which starts with a clear,
social or economic conditions. A key generally acceptable futuristic
advantage of RBM for public planning is condition or state. This desired state
that it awakens a consciousness in can be arrived at in two ways: 1) the
players “as to their role in delivering consensus-based approach which is
critical outputs and outcomes” and not highly participatory, involving various
just managing processes.256 stakeholders including the general
public and the political directorate;
National Results-Based and 2) the Government priorities-
Management (RBM) Framework approach, which is exclusive to the
Two frameworks guided the process at wishes of the political directorate.
the national level. The first is the Logic- The National Development Plan
Planning framework which provides adopted the consensus-based
guidance on the logical flow of the approach. The Vision of making
planning process. It outlines National “Jamaica the place of choice to live,
Goals, their respective National work, raise families and do business”
Outcomes and the corresponding Sector was the starting place for the Plan.
Outcomes or Objectives, with the Through a process of discussion
responsible Ministries, Departments and which ensured that the principles of
Agencies (MDAs). This framework sustainable development as well as
255
http://www.tbs-sct.gc.ca/rma/rbm-gar_e.asp
256
Cedric Saldanha, 2002: Promoting Results Based Management in the Public Sectors of Developing
Countries
society’s main
Two major benefits of the integration model are: 1) it
concerns were
allows for the plans of MDAs to be ultimately aligned to the
entrenched, the
outcomes, thereby ensuring consistency in planning from
Vision was national to sectoral, to individual MDAs; and 2) outcomes
operationalized as the pivotal integration point removes the emphases on
beginning with individual sector concerns and places it on KRAs which
the formulation have the freedom to be inter-sectoral and which are
of four National deemed to be the building blocks for accomplishing the set
Goals. These Goals.
National Goals
represent the achieving the same result. Vision
ultimate desired state for Jamaica. 2030 Jamaica engaged in an
extensively collaborative process to
1b: Determine Intermediate Results: develop the 31 sectors plans which
Outcomes form the basis for identifying these
The logical flow of RBM requires the Outcomes. The important next step
identification of key result areas at this point was to integrate the
(KRAs) which will lead to the Outcomes with the sector plans.
realization of the Goals; and the
establishment of desired Making the transition requires
intermediate results which are carefully calculated manipulation of
known as Outcomes. This process the systems or ‘systems innovations’
involves an assessment of the and must be done within an
conditions that exist as well as the integrated framework to ensure that
barriers that need to be surmounted. the linkages among sectors are
Under Vision 2030 Jamaica, the captured.257 The RBM methodology
National Outcomes are aligned to which proposes the development of
respective Goals, and are wider than an intermediate logical step to the
the ambits of any one Ministry, Goals through the identification of
Agency or Department (MDA). It is National Outcomes provided the
expected that the MDAs will
Appendix 2
perfect route for integrating the 31

ultimately align their individual Sector Plans. By this mechanism, the
internal plans to one or more of integrated National Development
these outcomes, so that every Plan was derived.
stakeholder is working towards
257
See Verbong and Raven (2006) and La Forqia et al (2004).
Appendix 2 : Methodology for Plan Formulation
The following four criteria were used The National Outcomes were
Appendix 2
to derive the National Outcomes further validated to ensure the
from the sector plans: Seriousness of completeness of the list through the
the Problem, Interest and Demand of use of three additional criteria:
the Society, Burden of Condition and Interest and Demand of the Society;
Reach and Transformative Potential. Burden of Condition and; Reach and
Transformative potential.258
Criterion 1: Seriousness of the Problem
This criterion assumed that the goals Criterion 2: Interest and
written into the sector plans were a Demand of the Society
reflection of those issues that were This criterion is consistent with a
considered to be absolutely critical participative planning process of
to the achievement of the country’s including the concerns of the society.
National Goals. The degree of Consequently, three main documents
seriousness can be determined by were evaluated: Reports of the
two factors: (1) the number of Dialogue for Development
persons affected (2) the number of spearheaded by the Planning Institute
development areas that are affected of Jamaica, the National Planning
by the issue. The proxy used for Summit and the United Nations
these factors was the number of Development Assistant Framework
sector plans which highlight the for Jamaica (UNDAF). These three
particular issue at the Goal level. sources, although secondary, involved
There are 31 sector plans so the large numbers and a wide cross-
highest number of sector plans that section of the population thereby
an Outcome can recur in, is 30 and ensuring that the general view of the
the lowest is 1. populace was taken into
consideration and integrated into the
planning process.
Dialogue for Development is a consultative process

developed and spearheaded by the Planning Institute of
Jamaica with the vision to “engage the citizenry in
dialogues to get their participation in matters relating to
the economic and social development of the country”
(PIOJ, 2001). The first forum was held in Kingston in 2001.
The UNDAF for Jamaica document is part of the UN

Common Country Assessment (CCA) programme. The
report was borne out of extensive consultations and
collaboration between August 2005 and January 2006
among the UN System, the Government of Jamaica (GOJ),
civil society and other key partners. Specifically, it outlines
the United Nations planned support to the people and
Government of Jamaica from 2007-2011 (5).
258
See Cho et al (2005) and Rosenberg (2005).
Criterion 3: Burden of Condition provides an indication of the benefits

In order to ensure that the and tradeoffs that result from
international standards of changes in current policy.
development are considered in
identifying the Outcomes, we The integrated National
examined the Global Development Plan articulates the
Competitiveness Index (GCI), the path for the ‘transition’ to developed
Human Development Index, the country status by 2030. The 15
Environmental Performance Index, National Outcomes were identified
the Vulnerability Index for the by these criteria as the foundation on
Environment (EVI), as well as the which the National Development
Millennium Development Goals Plan was integrated.
(MDGs). This is especially critical
given the trend towards the use of 2. Decide on how to achieve the
“performance or results based Outcomes: Developing Strategies
evaluation” in determining country’s A strategy is designed to achieve a
level of development and the level of particular goal; it is about choice,
support they can receive.259 The which affects outcomes. Strategies
success of RBM depends heavily on are not just about long term routes
the consistency in planning, and the but also involve the identification of
communication of this Plan to all short to medium term priorities
levels. which act as building blocks for
further work. Several countries
Criterion 4: Reach and Transformative using RBM have adopted the
Potential development of a “Business Plan”,260
The need to use resources as or a Medium Term Planning
effectively as possible to generate the Framework, which may span between
best results was the driving force 3-5 years. This allows for a stage-by-
behind the use of this criterion. stage operationalization of the long
Another essential deciding factor was term Plan. While Government
the potential that changes in a
Appendix 2
priorities are included in this

particular area will have in framework, the framework is wider
snowballing positive changes in other thereby facilitating the other players
areas. The Threshold 21 Jamaica in achieving the developmental goals
model was used in collaboration with of the country.
this criterion. This model allows for
the simulation of scenarios based on
changes in Government policy and
259
See Adams C. et al (2004).
260
Oregon Shines
National Strategies binding constraints; long-run
Appendix 2
During this Plan preparation, over 70 transformative potential; as well as
National Strategies were selected existing programmes, plans and
through the following processes: Government priorities.
1. Alignment of each sector
outcome with the 15 identified i. External Opportunities/Threats
National Outcomes Opportunities speak to those
2. Filtering of the Sector emerging or existing conditions
outcomes to eliminate which though not orchestrated
duplications locally, hold potential for positive
3. Formulation of the long-term impact on the Jamaican society.
National Strategies from the These include the #6 world-rating of
Sector Outcomes the “Jamaican Brand”, the global
The use of all the sector outcomes in interest in our creative industries, the
this process was based on the prominence of our sports
assumption that all outcomes personalities, and the beauty of the
developed by the Task Forces are country’s natural resources.
truly critical to the achievement of
the country’s development goals. Threats reflect emerging conditions
which Jamaica cannot prevent, but
1 – 3 Year Priorities can seek to manage. These conditions
As noted earlier, selecting short to have the potential to negatively affect
medium term priorities is part of the development of the country.
strategy selection. This provided the Global recessions, high oil and food
basis for the development of the prices on the world market and the
Medium Term Socio-Economic Policy external recruiting of local
Framework which is the GOJ’s professionals such as teachers and
medium-term planning document nurses are some examples.
which, along with the sector plans,
operationalizes the Plan. ii. Quick Wins
Quick wins are initiatives which have
These short and medium-term the potential to generate national
priorities were selected largely results in a relatively short space of
through a series of meetings with the time, and subsequently gain support
various ministries and agencies. They for the Plan. Quick wins to be
were determined through included in the first 3-year priority
consideration of: external listing are those presumed to be able
opportunities and threats; quick wins; to produce results in 1-3 years.
iii. Binding Constraints The seven areas identified by the

Binding constraints represent the National Planning Summit, were also
most pressing barriers in specific given due consideration in the
economic, social, environmental and selection of the 1-3 years priorities,
governance spheres which must be since its planning period coincided
addressed to allow future progress with the timeframe of the MTF.
towards national development. They
have the potential to limit overall vi. Plans of Ministries, Departments and
growth and development in spite of Agencies (MDAs)
progress in other areas. The key Ongoing plans, programmes and
priority actions include measures to projects of the various MDAs,
remove or mitigate these binding particularly for the first year, were
constraints as soon as possible so as included among the priorities. This
to unlock the potential for more provides for alignment of the
rapid advances in years to come. planning process with the budget
process and strengthens the case for
iv. Long Run Transformative Potential implementation (through the
Long run transformative potential allocation of resources).
refer to those areas which, based on
the expert knowledge of the 3. Establish Measurements: Indicators
stakeholders, are key areas to and Targets
generate the national success that is RBM demands that the effects of
desired. They are not necessarily actions on targets be measured, as an
quick wins, however they must be integral part of the methodology and
implemented within the first 3 years. recognizes that effective
measurement requires appropriate
v. Government Priority Areas indicators since indicators are “the
In keeping with the consensus-based reliable means of measuring
approach and to garner political achievement”.261 At the level of
support for successful input, activity and output, it is
implementation of the planned efficiency that is measured; while at
Appendix 2
strategies, the short-term priorities the outcome and impact level it is

of the Government were taken into effectiveness that is measured. While
consideration. These priorities were both sets of indicators are important,
validated via a presentation made to it is the indicators at the result level
the Cabinet during the planning that signal success and/or failure.
process.
Appendix 2
Two main methods of indicator development are proposed
in RBM, these are the CREAM or SMART approach. Both
methods require that indicators are clear or specific,
relevant to the subject, measurable, adequate for the
various levels of disaggregation as well as economically
practical.
Targets setting which is also a requirement for RBM allows

for the time-bound criteria of the SMART method to be
fulfilled. Targets speak to the desired level of performance
to be reached within a specific timeframe. With respect to
setting targets, RBM proposes the use of baseline data as
against the use of benchmark. Baseline indicates the
present position before the planned intervention and the
target, the desired future expectation. With benchmarking,
the present position is not established, and progress is
more difficult to measure, because a starting point is not
known.
As part of the National Development 4. Develop Monitoring and

Plan preparation process, a results- Evaluation Mechanism
based performance matrix Monitoring, evaluation and reporting
comprising national level and sector on progress are integral to the RBM
level indicators aligned to the 15 methodology. Monitoring takes place
National Outcomes was developed. at two different levels, results and
The results-based performance implementation. Both are important.
matrix at the national level currently The latter tracks the inputs, activities
comprises: and outputs, while results-based
• 60 proposed indicators aligned monitoring, tracks changes in the
to the 15 National Outcomes results indicators, that is, outcome
• Baseline values for 2007 or the and impact. In a national planning
most recent past year scenario, implementation monitoring
• Targets which outline the takes place at a lower level than the
proposed value for the national results monitoring, even though they
outcome indicators for the can be done by the same
years 2012, 2015 and 2030 organization. Monitoring in RBM
• Data sources which identify the requires timely reporting and
ministry/agency or institution feedback which would then frame
which is primarily responsible the next stage of planning. A robust
for the collection of data to results-based monitoring and
measure and report on evaluation system is being established
indicators to ensure that this next stage takes
• Sources of targets place.
• Links to existing local and
international monitoring
frameworks such as the MDGs

Public Consultation
Appendix 2
Public Consultation
Appendix 3
Appendix 3
T21 Jamaica: An Integrated
Development Planning Model
What is Threshold 21 (T21)? between the economy, society and

• A computer simulation tool based environment
on systems dynamics methodology • Transparent
• Result of decades of research and • Equations and assumptions are
application easily accessible
• Variables that influence an outcome
What is the purpose of T21? can be easily identified
• To support comprehensive, • Collaborative - Facilitates
integrated, long-term national participation and consultation
development planning • Forward-looking - Projects
economic, social and environment
Features of T21 indicators
• Comprehensive - Economic, Social • Identifies possible opportunities
and Environmental factors and threats
modelled • Customizable - Includes modules
• Integrated - Illustrates the links unique to Jamaica
What Can T21 Do? agencies trained in use of T21

• Contribute to the national planning model
process • PIOJ core team have the capacity to
• Facilitate stakeholder consultations train public sector staff and other
• Inform strategy documents that stakeholders in use of the run-only
address sectoral interests version and research components
• Produce data and analyses for of T21 model
international negotiations
• Evaluate social intervention Vision 2030 Jamaica and T21
strategies • T21 provided scenarios on strategic
• Monitor progress towards national options for the National
goals Development Plan
• T21 helped to validate selection of
Capacity Building and Institutional priority outcomes for the Medium-
Strengthening Term Socio-Economic Policy
• All PIOJ technical staff trained in Framework
use of T21 model • T21 will help to model progress in
• PIOJ core team trained in Plan implementation and to guide
customizing model for Jamaica Plan modifications
• Staff in a number of ministries and
Appendix 3
255
http://www.tbs-sct.gc.ca/rma/rbm-gar_e.asp
Appendix 4
Appendix 4
List of Sector Plans, Task Forces,
M
and Chairpersons
LIST OF SECTOR PLANS AND CHAIRPERSONS
TASK FORCES
1. Agriculture Mr. Donovan Stanberry
2. Mining and Quarrying Dr. Philip Baker
3. Manufacturing Mr. Simon Roberts
4. Construction Mr. Don Mullings
5. Macroeconomy and Trade Mr. Colin Bullock
6. Tourism Mrs. Karen Ford-Warner
7. Services Mr. Earl Jarrett
8. Creative Industries and Sport Ms. Angela Patterson
9. Transport Hon. Noel Hylton
10. Information and Communications Dr. Jean Dixon
Technology
11. Energy Dr. Raymond Wright
12. Population Ms. Valerie Nam
13. Labour Market and Productivity Ms. Audrey Hinchcliffe
14. Culture and Values Mr. Vivian Crawford
15. Health Professor Owen Morgan
16. Correctional Services Major Richard Reese
17. National Security Mr. Gilbert Scott
18. Education Hon. Rae Davis
19. Training Mr. Donald Foster
20. Social Welfare and Vulnerable Ms. Heather Ricketts
Groups
21. Social Security Ms. Faith Innerarity
22. Poverty Reduction/Eradication Dr. Michael Witter
23. Persons with Disabilities Ms. Monica Bartley
24. Gender Professor Barbara Bailey
25. Environmental and Natural Mrs. Eleanor Jones
Resources Management
26. Urban and Regional Planning Dr. Vincent George
27. Hazard Risk Reduction and Mr. Franklin McDonald
Climate Change
28. Science, Technology and Prof. Ishenkumba Kahwa
Innovation
29. Housing Mr. Karl Wright
30. Governance Ms. Onika Miller
31. Water Mr. Basil Fernandez
32. Real262 Sector Dr. Marshall Hall
262
This Task Force was subsequently split into four distinct task forces: Agriculture, Mining and Quarrying,
Manufacturing, and Construction. No Sector Plan was generated by this Task Force.

Appendix 4
Appendix 5
Appendix 5
List of Clusters
for External Review
M
The thirty-two task forces were divided issues incorporated in the sector plans.
into the following eight clusters to Additionally, the clusters also considered
facilitate the review process. Some cross-cutting issues presented in other
sector plans were reviewed within more sector plans. The table below presents a
than one cluster, due to the nature of the listing of the eight clusters.
Table 51: Defined Clusters for the Review of 1st Draft Sector Plans
Clusters/Task Forces Cross-Cutting Issues
Considered263
Cluster 1: ! Population
! Real Sector (agriculture, mining & ! Gender
quarrying, manufacturing and ! Governance
construction) ! Trade
! Energy ! Labour Market
! Environmental and Natural ! Urban Planning and Regional
Resources Management/Climate Development
Change ! Information and Communications
! Tourism Technology
! Science, Technology and Innovation
Cluster 2: ! Gender
! Macroeconomy and Trade ! Poverty
! Labour Market and Productivity ! Energy
! Real Sector
! Tourism
! Information and Communications
Technology
! Science, Technology and Innovation
Cluster 3: ! Gender
! Services ! Environmental and Natural
! Tourism Resources Management
! Creative Industries and Sport ! Labour Market
! Transport ! Climate Change
Cluster 4: ! Gender
! Education ! Poverty
! Training ! Labour Market and Productivity
! Information and Communications ! Law and Order
Technology ! Population
! Science, Technology and ! Culture and Values
Innovation
! Creative Industries and Sport
263
These cross-cutting issues were considered to be critical in the assessment and review of the sector
plans as defined in the clusters.
Clusters/Task Forces Cross-Cutting Issues

Considered263
Cluster 5
! Urban & Regional Planning ! Environment & Natural Resources
! Transport Management
! Tourism ! Labour Market
! Housing ! Energy
! Population
Cluster 6: ! Gender
! Governance ! Culture and Values
! Law and Order ! Education and Training
! Justice ! Environmental Management
! Correctional Services
Cluster 7: ! Population
! Poverty Reduction/Eradication ! Gender
! Health ! Education & Training
! Social Security ! Housing
! Social Welfare and Vulnerable
Groups
! Persons with Disabilities
! Urban Planning and Regional
Development
Cluster 8:
! Health
! Culture & Values
! Population
! Gender
Appendix 5
Appendix 5: List of Clusters for External Review
Persons participating in the cluster reviews are listed below.
Appendix 5
M
Table 52: Persons Participating in the Cluster Reviews

NAME ORGANIZATION
1. Mrs. Maria Jones Ministry of Education
2. Mr. Vladimir Wallace University of Technology Students’
Association
3. Rev. Adinhair Jones National youth Service
4. Denise Stephenson University of Technology
5. Karlene Francis Ministry of Industry, Technology, Energy
and Commerce
6. Ena Barclay Jamaica Teachers’ Association
7. Lola Ramocan UNICEF
8. Patricia Sutherland Private Sector Organization of
Jamaica/JMMB
9. Prof. Gordon Shirley University of the West Indies
10. Prof. Ishenkumba Kahwa University of the West Indies
11. Roger Bent UWI Guild of Students
12. Prof. Rose Davies UWI Institute of Education
13. Ayana Samuels Private Technology Policy Consultant
14. Frank Weeple Education Transformation Team, Ministry
of Education
15. Dr. Rebecca Tortello Education Consultant
16. Donald Foster HEART TRUST/NTA
17. Trevor Murray Jamaica Employers’ Federation
18. Bethan Hussey Labour Market Research Services
19. Winsome Wilkins Council of Voluntary Social Services
/United Way
20. Monica Bartley Statistical Institute of Jamaica
21. Mrs. Millicent Hinds-Brown Ministry of Finance
22. Dr. Pauline McHardy
23. Ms. Jenny Jones Jamaica Social Policy Evaluation Project
(JASPEV)
24. Mrs. Mary Clarke Office of the Children’s Advocate
25. Mrs. Jacqueline DaCosta Cabinet Office
26. Dr. Jaslin Salmon International Institute for Social, Political
and Economic Change
27. Dr. Deanna Ashley
28. Mrs. Hermoine McKenzie University of the West Indies
29. Kerry- Ann Lewis UNICEF
30. Ms. Nada Marasovic UNICEF
31. Ms. Judith Wedderburn Friedrich-Ebert Foundation
32. Mr. Cordel Green Broadcasting Commission
33. Prof. Barbara Bailey University of the West Indies
M
NAME ORGANIZATION
34. Dr. Neville Beharie University of the West Indies
35. Ms. Jennifer Small Radio Jamaica (RJR)
36. Mr. Julian Devonish University of the West Indies
37. The Hon. Prof. Denise University of the West Indies
Eldemire Shearer
38. Dr. Jennifer Knight-Johnson US Agency for International Development
39. Mr. Winston Clarke
40. Mrs. Angela Patterson Creative Production and Training Centre
Limited
41. Dr. Winston De La Haye Medical Association of Jamaica
42. Mr. Vivian Crawford Institute of Jamaica
43. Dr. John Jones Dental Auxiliary School
44. Mr. Burchell Duhaney Edna Manley College
45. Ms. Vilma Bailey University of the West Indies
46. Prof. Neville Duncan Sir Arthur Lewis Institute of Social and
Economic Studies (SALISES), UWI
47. Ms. Pansy Hamilton University of the West Indies
48. Ms. Donna Fraser Bureau of Women’s Affairs
49. Mr. Eric Deans Maritime Authority
50. Mr. Kevin Hendrickson The Courtleigh Hotel
51. Mr. Albert Gillings National Road Operating and
Constructing Company
52. Mr. Barrington Payne Tourism Product Development Company
53. Major Desmond Brown Independence Park Limited
54. Mr. Mark Taylor Caribbean School of Architecture
55. Ms. Claudette Hall Ministry of Agriculture
56. Mr. Joseph Matalon Computerised Systems Limited
57. Mr. Ivan Anderson National Road Operating and
Constructing Company
58. Hon. Kingsley Thomas
59. Dr. Alwyn Hales Ministry of Transport & Works
60. Mrs. Edmarine Lowe-Ching National Works Agency
61. Lt. Col. Oscar Derby Jamaica Civil Aviation Authority
62. Mrs. Jacqueline DaCosta Office of the Prime Minister
63. Commander John McFarlene Director of Aviation Security
64. Dr. Philip Baker Jamaica Bauxite Institute
Appendix 5
65. Mr. Omar Azan Jamaica Manufacturers Association

66. Mr. Robert Kerr Jamaica Trade and Invest
67. Dr. Ruth Potopsingh Petroleum Corporation of Jamaica
68. Mr. Coy Roache Jamaica Bauxite Mining Limited
69. Dr. Pauline McHardy
70. Mr. Ronald Jackson Office of Disaster Preparedness and M
Emergency Management
71. Mr. Joseph Matalon Computerised Systems Limited
72. Prof. Anthony Clayton University of the West Indies
73. Dr. Camella Rhone Jamaica Bureau of Standards
74. Mr. Edward Chin-Mook Small Business Association of Jamaica
75. Ms. Diana McCaulay Jamaica Environment Trust
76. Ms. Dorothy Llewellyn Development Bank of Jamaica
77. Dr. Audia Barnett Scientific Research Centre
78. Mr. Grub Cooper
79. Dr. Deanna Ashley University of the West Indies
80. Dr. Anne Crick University of the West Indies
81. Mr. Rezworth Burchenson Prime Asset Management
82. Mr. Michael Fairbanks OTF/SEVEN
Appendix 6
Appendix 6
M
Communicating Vision 2030 Jamaica

List of Presentations & Consultations
PRESENTATIONS & CONSULTATIONS

DECEMBER 2006
Presentation to Permanent Secretaries and heads of departments
within GOJ entities
JANUARY 2007
Presentation to Schools’ Fora involving 875, 5th and 6th Form
students in 5 Clusters from 20 schools Kingston
Presentation to Permanent Secretary and Directors of the Ministry of
Education
PIOJ Board
Presentation to Population Policy Coordinating Committee
Workshop for Ministry of Industry, Technology, Energy and
Commerce (Training Workshop on Use of the Energy and Power
Evaluation Program)
Presentation to Ministry of Health
Presentation to T21 Jamaica Steering Committee
FEBRUARY 2007
Presentation to Ministry of Agriculture and Lands
Presentation to Ministry of Tourism, Entertainment and Culture
Presentation to National Youth Service
Presentation to International Development Partners
Presentation to Ministry of Foreign Affairs and Foreign Trade
Presentation to Ministry of Transport, Housing, Water and Works
Presentation to Management Institute for National Development
Presentation to Ministry of Local Government and Environment
Parish Councils – Secretary Managers
Presentation to Permanent Secretaries for Ministry of Industry,
Technology, Energy and Commerce; Ministry of Local Government
and Environment and a representative from the Office of the Prime
Minister
MARCH 2007
Presentation to University of the West Indies select group of
lecturers
M

Presentation to Minister of Education and Youth
Presentation to Energy Stakeholders Workshop
Schools’ Forum involving two clusters of nine schools from
Kingston & St. Andrew and neighbouring parishes at the National
Children’s Expo
JUNE 2007
Workshop with Task Force Chairs and Technical Secretaries
Presentation to Private Sector Organization of Jamaica
Presentation to Board of the Scientific Research Council
Presentation to Representatives of the two political organizations
JULY 2007
Presentation to Tourism Stakeholders Workshop
Presentation to GOJ Policy Analysis Network
AUGUST 2007
Presentation to Caribbean Institute of Media and Communication
(CARIMAC)
SEPTEMBER 2007
Presentation at Launch of Manchester 2030 Parish Development
Plan
Presentation to New Administration/Government
OCTOBER 2007
Presentation to the Most Hon. Edward Seaga
Presentation to Jamaica Hotel and Tourist Association – Kingston
Chapter
Official Public Launch of Vision 2030 Jamaica
NOVEMBER 2007
Presentation to Agriculture Stakeholders Planning Workshop
Presentation to National Forum on Climate Change
Appendix 6
Presentation to White Marl/Central Village Business Watch Retreat

Presentation to Ministry of Water and Housing
Presentation to Human Resource Management Association of
Jamaica Conference
Presentation to Caribbean Development Bank in Barbados
Presentation to St. Catherine Parish Development Committee
Annual General Meeting
Presentation to International Development Partners Retreat
Presentation to Jamaica Hotel and Tourist Association – Negril
Chapter
DECEMBER 2007
Presentation to National Environment and Planning Agency
Presentation at Brand Jamaica Workshop
Presentation to South Coast Resort Board
JANUARY 2008
Public Consultation - St. James and Trelawny
Appendix 6: Communicating Vision 2030 Jamaica | List of Presentatons and Consultations
M
Appendix 6
Presentation to Social Development Commission Officers &
Directors
Presentation at Cabinet Retreat
Presentation to Human Resource Management Association of
Jamaica (HRMAJ)
FEBRUARY 2008
Public Consultation - Manchester and St. Elizabeth
Follow-up Presentation to Caribbean Development Bank (Barbados)
MARCH 2008
Jamaica Confederation of Trade Unions
Ministers of Finance and the Public Service
Leader of the Opposition and the Shadow Cabinet
Public Consultation for Westmoreland and Hanover
Energy Workshop
EXIM Bank Board Retreat
APRIL 2008
CHASE Fund Culture Committee
Jamaica Trade & Invest (JAMPRO)
New Testament Church of God Conference
MAY 2008
Public Consultation - Clarendon
Vision 2030 Jamaica Presentation -New Testament Church of God,
District Overseers’ Conference
JUNE 2008
Vision 2030 Jamaica Presentation to Socio-Economic Information
Network
Vision 2030 Jamaica Presentation at the Diaspora Conference
Public Consultation - Portmore, St. Catherine
Public Consultation - Greater St. Catherine
JULY 2008
Public Consultation – Portland
Presentation to College Libraries’ Network (COLINET)
Presentation to Shipping Association of Jamaica (SAJ) “Lunch &
Learn” session
Public Consultation - Kingston & St Andrew
AUGUST 2008
Presentation at Ministry of National Security Policy Directorate
Training Event
SEPTEMBER 2008
Public Consultation – St. Ann
Presentation – Ministry of Finance & the Public Service – Lunch
Hour Forum
Presentation – Jamaica Trade & Invest, “Launch of the World
Investment Report”
Vision 2030 Jamaica | National Development Plan M

OCTOBER 2008
Presentation – Hampton High School for Girls
Presentation – CVSS/British High Commission Executive Retreat
Presentation – UWI Students - MSc Public Sector Management
Programme
Presentation – Jamaica Institute of Planners
NOVEMBER 2008
Public Consultation – St. Thomas
Presentation to PIOJ Managers & Directors, Management Retreat
Presentation at Labour Market Forum
Presentation to Dept. of Gender UWI/PIOJ Gender Unit Youth
Forum
JANUARY 2009
Presentation to Ministry of Education
Private Sector Dialogue
Presentation at Land Information Council of Jamaica
Presentation to Directors of Planning and Planners, Local Planning
Authorities
FEBRUARY 2009
Presentation to Local Government Officers
Presentation to Caribbean Institute of Technology
Media Forum
Presentation to International Development Partners (IDPs)
Presentation to Board of Permanent Secretaries
Presentation at Energy & Minerals Symposium
Presentation at Money Expo
MARCH 2009
Presentation to Trade Unions
Appendix 6
Presentation to Civil Society

Presentation to Jamaica Social Investment Fund (JSIF)
APRIL 2009
Presentation to University of Technology – Marketing Seminar
Presentation to Ministry of National Security – Executive
Management Team
Appendix 7
Appendix 7
Stakeholders in the
Planning Process
Abilities Foundation Beef and Dairy Producers

Accompung Moroons Association Ltd.
Air Jamaica Limited Belle Tropicals Limited
Airports Authority of Jamaica Benthan Hussey, Labour Market
Airways International Limited/Air Pack Specialist
Express Bethel Baptist Church
Alison Massa Planning Berger Paints (Ja.) Ltd
Alkali Group of Companies B-H Paints (WI) Ltd
Alumina Partners of Jamaica Blue Cross of Jamaica Limited
Amateur Swimming Association of Board of Supervision
Jamaica Boss Furniture
American Chamber of Commerce in Boulevard Baptist Church
Jamaica Broadcasting Commission
Andre's Auto Supplies Brown Hamilton And Associates
Appleton Estate Rum Tour Bureau of Standards
ASHE Caribbean Performing Arts Bureau of Women’s Affairs
Ensemble and Academy Bustamante Industrial Trade Union
Association of Development Agencies Cabinet Office
Association of Jamaica Attractions Cable and Wireless Jamaica Ltd.
Limited Campion College
Association of Returning Residents Canadian International Development
Association of Women’s Organizations Agency
Assurance Brokers Ja. Ltd. Canon the Hon. Weeville Gordon
Balaclava High School Caribbean Agribusiness Association
Bank of Jamaica Caribbean Agricultural Research and
Bank of Nova Scotia Development Institute
Caribbean Coastal Area Management Community Development Associations

Foundation Island-wide
Caribbean Cement Company Limited Community Development Committees
Caribbean Centre for Organization Island-wide
Development Excellence Limited Companies Office of Jamaica
Caribbean Development Bank Competitiveness Company Limited
Caribbean Food & Nutrition Institute Construction and Resource
Caribbean Institurte of Media and Development Company
Communications Cornwall Regional Hospital
Caribbean Maritime Institute Council of Community Colleges of
Caribbean Policy Research Institute Jamaica
Caribbean School of Architecture, Council Professions Supplementary to
UTECH Medicine
Carol Narcisse and Associates Council of Voluntary social Services
Carron Hall High School Countrystyle Community Tourism
Central Information Technology Office Network
Central Jamaica Conference of Seventh Creative Production and Training Centre
Day Adventists Competitiveness Company Limited
Chemical Lime Co. Computerised Systems Limited
Child Development Agency Denbigh High School
Children First Dennis Chung
Chinese Benevolent Association Limited Dental Auxiliary School
Chinese Embassy Department of Correctional Services
Chukka Caribbean Adventures Department for International
Citizens’ Associations Island-wide Development
Appendix 7
Citizen's Security and Justice Programme Developers Association of Jamaica

Civil Aviation Authority Development Bank of Jamaica Ltd
Clarecia Christie Dairy Board
Cocoa Industry Board Digicel
Coconut Industry Board Digital Phenomena Limited
Coffee Industry Board Dispute Resolution Foundation
Colburne College Dolphin Cove
College of Agriculture, Science & Dr. Morais Guy
Education Early Childhood Commission
Community Based Organizations Island- East Jamaica Conference of Seventh Day
wide Adventist
Appendix 6: Stakeholders in the Planning Process
Edna Manley College of the Visual and Grace Kennedy Limited
Appendix 7
Performing Arts Grange Hill High School
Edith Dalton James High School Glaxosmithkline Caribbean
Education Transformation Team, MOE GOJ/CIDA Environmental Action
Edwin Allen High School (ENACT) Programme
Electoral Office of Jamaica Guardian Life Jamaica Limited
Embassy of Japan Hamilton Knight Associates
Entertainment Advisory Board Hardware Merchants Association
Environmental and Engineering HEART Trust/NTA
Managers Limited His Worship Mayor Keith Hinds, Mayor
Environmental Foundation of Jamaica of Portmore Municipal Council
Environmental Health Foundation His Workship Senator Councillor
Environmental Solutions Limited Desmond McKenzie, Mayor of
European Union Kingston and St. Andrew
EXIM Bank Holy Trinity Cathedral
Facey Commodity Co. Ltd. Hon. Karl Hendrickson
Fair Trading Commission IBM World Trade Corp. Jamaica
Faith Based Organizations Island-wide ICWI Group
Faithworks Limited/Mooimages Imex Technologies Ltd.
Fathers in Action Incorporated Masterbuilders Association
Financial Services Commission of Jamaica
Finder Caribbean Ltd. Independent Jamaican Council on
Fisheries Division Human Rights
Fishermens Cooperative Independent School Association
Flow Jamaica Information, Communication and
Foga Daley & Co. Technology for Development
Food and Agriculture Organization Institute of Chartered Accountants of
Food for the Poor Jamaica
Forestry Department Institute of Jamaica
Franklin McDonald Institute of Law and Economics Limited
Friedrich Ebert Foundation Institute of Sports Ltd.
Fujitsu Transaction Solutions (Jamaica) Insurance Association of Jamaica
Ltd. Inter-American Development Bank
G.C Foster College Inter American Institute for Cooperation
Grace Food Processors Canning Limited on Agriculture
GK Funds
International Institute for Social, Political Jamaica Conservation and Development

and Economic Change Trust
IRIE FM Jamaica Co-operative Credit Union
Irwin High School League Limited
Island Special Constabulary Force Jamaica Constabulary Force
Jamaica 4-H Clubs Jamaica Council of Churches
Jamaica Agricultural Development Jamaica Council for Persons with
Foundation Disabilities
Jamaica Agricultural Society Jamaica Cricket Association
Jamaica AIDS Support Jamaica Cultural Development
Jamaica Aluminum Company (Jamalco) Commission
Jamaica Amateur Athletic Association Jamaica Customer Service Association
Jamaica Association of Community Cable Jamaica Customs Department
Operators Jamaica Defense Force
Jamaica Association of Local Jamaica Developers Association
Government Officers Jamaica Employers' Federation
Jamaica Association of Travel Agents Jamaica Energy Partners
Jamaica Association of Villas and Jamaica Environment Trust
Apartments Jamaica Exporters' Association
Jamaican Aviators, Operators, and Pilots Jamaica Family Planning Association
Association Jamaica Federation of Musicians &
Jamaica Bankers Association Affiliated Artistes Union
Jamaica Bar Association Jamaica Fire Brigade
Jamaica Bauxite Institute Jamaica Freight and Shipping
Jamaica Bauxite Mining Limited Jamaica Foundation for Lifelong Learning
Appendix 7
Jamaica Broilers Group Limited Jamaica Gasolene Retailers Association

Jamaica Bureau of Standards Jamaica Gleaner
Jamaica Business Development Centre Jamaica Government Pensioners
Jamaica Cane Product Sales Limited Association
Jamaica Chamber of Commerce Jamaica Gypsum & Quarries Ltd
Jamaica Citrus Growers Limited Jamaica Hotel and Tourist Association
Jamaica Civil Aviation Authority Jamaica Information Service
Jamaica Civil Service Association Jamaica Institute of Environmental
Jamaica Coast Guard Professionals
Jamaica Computer Society Jamaica Institution of Architects
Jamaica Confederation of Trade Unions Jamaica Institution of Engineers
Jamaica Institution of Planners Jessie Ripoll Primary School
Appendix 7
Jamaica Intellectual Property JCAL Tours
Organization Joint Board of Teacher Education
Jamaica Library Service Karl Wright
Jamaica Livestock Association KIA Motors
Jamaica Manufacturers’ Association Kingston City Centre Improvement
Jamaica Master Builders Association Company
Jamaica National Building Society Kingston Hub Distributors
Jamaica National Heritage Trust Kingston Restoration Company
Jamaica National Small Business Loans Kingston & St. Andrew Corporation
Programme Kingston Wharves Ltd.
Jamaica Netball Association Knox Community College
Jamaica Observer KS Chemicals Distributors Ltd.
Jamaica Organic Agriculture Movement Kingston & St. Andrew Action Forum
Jamaica Pre-Mix Ltd Youth Organization
Jamaica Private Power Company Kiwanis
Jamaica Producers Group Lay Magistrates Association
Jamaica Productivity Centre Liberty Academy at the Priory
Jamaica Public Service Company Limited Life of Jamaica Limited
Jamaica Racing Commission Little Theatre Movement
Jamaica Red Cross Livingston, Alexander and Levy
Jamaica Social Investment Fund Local Government Authorities Island-
Jamaica Social Policy Evaluation Project wide
Jamaica Stock Exchange MBJ Airports Limited
Jamaica Teachers Association M & M Jamaica Limited
Jamaica Tourist Board Maldon High School
Jamaica Trade and Invest Magotty High School
Jamaica Union of Public and Private Management Institute for National
Employees Development
Jamaica Union of Travellers Association Manchester Parish Council
Jamaica Urban Transit Company Mannings High School
Jamaica Workers Union Manpower & Maintenance Services
Jamaica Youth For Christ Marcus Garvey Technical High School
Jamaican Foundation for Lifelong May Pen High School
Learning Maritime Authority of Jamaica
Jamaicans for Justice Media Association of Jamaica
Medical Association of Jamaica National Commission on Science and

Mel Nathan Institute Technology
Meteorological Service of Jamaica National Consumers League
Mines and Geology Division National Council on Education
Mining and Quarrying Association of National Council for Senior Citizens
Jamaica National Council of Taxi Association
Ministers Fraternal Island-wide National Environmental Education
Ministry of Agriculture Committee
Ministry of Education National Environment and Planning
Ministry of Finance and the Public Agency
Service National Family Planning Board
Ministry of Foreign Affairs and Foreign National Health Fund
Trade National Housing Development
Ministry of Health and Environment Corporation
Ministry of Industry, Commerce & National Housing Trust
Investment National Insurance Scheme
Ministry of Information, Culture,Youth National Irrigation Commission
and Sports National Land Agency
Ministry of Justice National Library of Jamaica
Ministry of Labour and Social Security National Parent Teacher Association
Ministry of National Security National Poverty Eradication Programme
Ministry of Technology, Energy and National Public Health Laboratory
Commerce National Road Operating and
Ministry of Tourism Construction Company
Ministry of Transport and Works National Solid Waste Management
Appendix 7
Ministry of Water and Housing Authority

Minott Services Ltd National Water Commission
MiPhone National Workers’ Union
Mona School of Business National Works Agency
Multimedia Communications National Youth Service
My Tropic Escape Nature Preservation Foundation
National AIDS Committee Jamaica National Council on Technical and
National Centre for Youth Development Vocational Education and Training
National Commercial Bank of Jamaica Norman Manley International Airport
Ltd North East Regional Health Authority
National Commercial Bank Foundation Northern Caribbean University
Northern Jamaica Conservation Realtors Association of Jamaica
Appendix 7
Association Registrar of Companies
Ocho Rios High School Registrar General’s Department
Office of the Children's Advocate Recording Industry Association of
Office of the Commissioner of Police Jamaica
Office of Disaster Preparedness and Robert Lightbourne High School
Emergency Management Rugby Lime Co
Office of the Prime Minister Rural Agricultural Development
Office of the Services Commission Authority
Office of Utilities Regulation Salvation Army School for the Blind
Optimist Club Sam Sharpe Teachers College
Pan American Health Organization Scientific Research Council
Paul Bogle High School Sir John Golding Rehabilitation Centre
Pauline McHardy Small Business Association of Jamaica
Paymaster Jamaica Ltd. Smith Warner International Limited
Peace Management Initiative Social Development Commission
Peoples Action for Community South Eastern Regional Health Authority
Transformation Southern Regional Health Authority
Petrojam Limited Spectrum Management Authority
Petroleum Corporation of Jamaica Sports Development Foundation
Poor Relief Department SPORTSMAX
Port Antonio High School Shipping Association of Jamaica
Port Authority of Jamaica St. Andrew Care Centre
Portmore Community College St. Ann Jamaica Bauxite Partners
Postal Corporation of Jamaica St. Ann Parish Council
Power 106 St. Thomas Technical High School
Press Association of Jamaica Statistical Institute of Jamaica
Pragma Consultants Limited Sterling Asset Management
Private Sector Organization of Jamaica Stewart's Auto Sales Limited
Professional Societies Association of St. Mary Resort Board Chairman
Jamaica Sugar Industry Authority
Profitable Corporate Solutions Superclubs
Quality Academics Super Plus Foods
Radio Jamaica (RJR) T Geddes Grant Distributors
Ralph Chen Tank-Weld Metals
Ralph Thompson
Target Growth Competitiveness Universal Access Fund

Committee, Jamaica University and Allied Workers Union
Tax Administration Directorate University College of the Caribbean
Technology Innovation Centre University of the West Indies
Tele-Medicine Limited University of Technology, Jamaica
Television Jamaica Urban Development Corporation
The Courtleigh Hotel US Agency for International
Timecode Productions Ltd. Development/Jamaica
Tourism Enhancement Fund Vere Technical High School
Tourism Product Development Company Walkerswood Caribbean Foods Limited
Tradewinds Citrus Ltd Water Resources Authority
Trade Board West Indies Home Contractors Limited
Transport Authority Western Regional Health Authority
Trans Resources Wigton Wind Farm
Turbolife Manufacturing Co. Ltd. Windalco
UK Department for International WISYNCO Group
Development (DFID) Womens Business Owners Jamaica
Union of Schools’, Agricultural & Allied Women Centre Foundation of Jamaica
Workers Women’s Construction Collective
United Church in Jamaica and the Women’s Media Watch
Cayman Islands World Bank
United Nations (& its orgs.) Worthy Park Estate Limited
United Union of Jamaica Xsomo International Limited
Unique Jamaica Young Women’s Christian Association
Appendix 7
Apologies to any stakeholders who may have been

inadvertently omitted from this list
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Index
Index
Agriculture - 26, 27, 30, 35, 48, 54, 62, 81, 84, 131, 144, 165, 189, 190, 195, 197, 199,
201- 204, 206, 220, 230, 237, 245, 250, 259, 291, 293- 294
Anti-Crime Investigative Detachment – 100
Balance of Payments - 9, 143
Bauxite and Alumina - 26, 143, 175, 177 - 178, 180, 182, 184, 210 - 211, 236, 290
Broadband - 163 - 164, 167, 172, 187, 286
Broad Based Curricula - 71
Capital Stock - 11, 12, 14, 18, 28
Citizen participation - 116, 118 - 119, 242, 257 - 258, 275
Civil Society - 1, 2, 10, 12, 13, 22, 23, 69, 86, 107, 109, 111, 112, 118, 119, 249, 303, 305,
307, 308, 309, 311, 324, 325, 327, 331
Climate Change - 10, 31, 33, 35, 55, 160, 176, 178, 234, 245 - 252, 301
Adaptation to Climate Change - 31, 33, 35, 234, 245, 248, 250, 252, 301
Community-Based Training - 64
Competitiveness - 8, 9, 20, 24, 25, 28, 29, 64, 67, 68, 97, 113, 139 - 140, 142, 145, 155,
161, 164, 175, 177 - 178, 182, 186 - 187, 189 - 190, 193 - 194, 196 - 197, 199, 201,
203, 205, 208, 210 - 211, 221, 224, 226, 229, 233, 237, 259, 325, 332
Constitutional Reform - 112, 117 - 118, 121
Construction - 6, 26, 35, 52, 65, 90, 92, 140, 157, 159 - 160, 167 - 169, 182, 195, 201
- 202, 213 - 215, 231, 236 - 237, 249, 258, 260, 294, 295
Core Values - 13, 15, 90, 93 - 94, 96, 270
Corruption - 8, 101, 105, 112 - 113, 115, 122, 124 - 125, 278
Perception of Corruption - 8, 113, 115, 122, 124
Crime and Violence,
Crime Management Unit - 100
Criminal Gangs -103, 106
Dons - 103, 106
Drugs-for-Guns - 103
Garrison Communities - 103, 115
Law Enforcement System - 107 - 108, 273
Operation Kingfish - 100
Sexual Violence - 104, 116
Violence in Schools - 62
Vision 2030 Jamaica | National Devevlopment Plan
Creative/cultural industries - 10, 35, 89, 91, 195, 202, 216 - 218, 220, 230, 271, 295
Custodial Clients - 99, 105, 109, 275
Decent Work - 57, 69, 71, 84, 153
Demographic Dividend/Bonus - 10, 19, 40
Dependency Ratio - 39, 49
Developed Country - 3, 5, 12, 14, 27, 90, 188, 235, 327, 332
Development Planning - 3, 11, 12, 20, 21, 23, 39, 111, 223, 246, 249 - 250, 258, 260,
308, 337
Community Development Planning – 275
Urban Development Planning 304
Diaspora - xxviii, 1, 5, 10, 142, 150 - 151, 198, 281, 297, 299, 307, 324, 327
Disability-Adjusted Life Years - 44
Domestic Violence - 103
e-Learning - 74, 222
Early Childhood Commission - 60, 69, 265
Eco-Efficiency - 194, 196, 199
Effective Governance - 24, 33, 35, 48, 53, 98, 111, 115, 118, 239, 241, 275 - 276, 302
Empowerment - 18, 20, 21, 81, 96, 218, 297
Energy - 10, 25, 26, 29, 33, 35, 126, 150, 155, 161, 169, 171, 175 - 184, 190, 193, 195 -
197, 199 - 200, 208, 210 - 211, 214 - 215, 227 - 228, 243, 251 - 252, 257, 289 – 290,
291, 292, 295, 303
Energy Efficiency and Conservation – 177, 179, 182 – 183, 228, 289, 292
Energy Supply – 28, 175, 179 – 182, 228, 289
Renewable Energy - 10, 179 – 181, 199, 289
Waste-to-Energy – 243, 289
Entrepreneurship - 65, 68, 73 - 74, 84 - 85, 108, 141 - 142, 154, 186, 283
Environment
Ecosystems Management – 239 - 241, 301
Environmental Goods and Services – 14
Environmental Degradation - 31, 236, 247, 253 - 255, 259
Environmental Management - 8, 10, 30, 31, 64, 159, 195, 200, 230, 233, 238 - 241,
247, 291, 292, 298, 299, 302
Index
Environmental Management Systems – 292, 300, 301

Environmental Performance Index (EPI) - 8, 236, 243, 252, 332
Environmental Sustainability - 7, 30, 150, 177 - 178, 199, 201, 204, 206, 208, 215,
230, 240,
Index
Natural Resources - 5, 8, 9, 10, 27, 30, 31, 33, 35, 84, 156, 199, 234 - 236, 238 -
Index
240, 242 - 243, 245, 249, 259, 301 - 302
Waste Management- 238 - 239, 241 - 243, 302
Equity - 12, 14, 20, 27, 56, 58, 95, 112, 116, - 118, 121 - 123, 137, 146 - 147, 152, 174,
225, 235, 278, 287, 325
Inequity – 6, 31, 82, 116, 255
Financial sector/services - 6, 7, 25, 83, 127 - 128, 132 - 135, 137, 141, 150, 221, 224,
226 - 227
Fiscal policy and performance - 127, 138
Food Security - 41, 48, 54, 174, 203 - 204, 206, 264, 287, 294
Forms of Capital - 11, 12, 18, 27 – 29, 186
Gender Equity – 20, 116, 146, 147, 235
Global Economic Crisis - 9, 13, 21
Globalization - 10, 28, 49, 112, 141, 257
Governance Structures - 116, 239, 241, 276, 299, 305
Green Economy - 10, 179, 194, 196, 199, 235, 292
Gross domestic product (GDP) - 45, 99, 107, 127 - 128, 132 - 133, 135 - 136, 138,
141, 147, 155, 161, 186, 188, 200 - 201, 203, 207, 216, 218, 220, 224 - 225, 228 - 229,
237, 246, 252
Guiding Principles – 12, 323, 325
Hazard Risk Reduction - 35, 234, 245, 246, 248, 249, 252, 301
Health
Chronic Non-communicable Diseases - 45
Determinants of Health - 27, 41, 55
Health Promotion - 48, 50, 263
HIV/AIDS - 7, 26, 43, 45 - 47, 49, 78, 263, 264
Maternal Mortality - 7, 45 - 46, 263
Morbidity and Mortality - 42
Human Development Index - 8, 14, 41, 56, 332
Human Development Report - 57
Human Poverty Index - 41
Human Rights - 14, 22, 77, 112, 114 - 116, 118, 120, 121, 125
Human Trafficking 78, 121
Implementation, Monitoring and Evaluation Framework - 3, 305 - 314
Inflation - 25, 81, 127, 134-135, 138, 279
Information and communications technology (ICT) - 35, 58, 65, 122, 162, 163, 172,
186, 187, 188, 189, 190, 191, 195, 197, 202, 218, 221, 222, 223, 226, 228, 298
Infrastructure - 7, 14, 15, 31, 33, 128, 307
in agriculture – 205 - 206
in correctional services -
in creative industries – 218, 228, 297
in ICT – 10, 122, 221 – 222, 225, 291
in security – 105 – 106, 108 - 109
in sports – 92, 97, 271
in the education sector – 67, 71, 74
in the energy sector – 177 – 178, 180 – 182, 290
in the environment – 238, 241, 302
in the health sector – 46, 48, 51 – 52, 264
in justice sector – 114, 120
Persons with Disabilities – 78, 87, 269
Social – 39, 78, 81 - 82
Strong Economic – 6, 13, 28 – 29, 33, 126, 155 – 174, 284 - 288
Institution Based Training - 64
Justice System - 8, 10, 24, 101, 107 – 108, 111 - 116, 118, 120, 125, 273, 275
Labour Force - 10, 21, 26, 65, 66, 76, 145, 146, 147, 171, 225
Labour market 6, 41, 63-68, 71, 74-76, 117, 123, 139, 145, 146, 148, 151-152, 154, 194,
267, 282
Life Expectancy - 7, 10, 14, 21, 37, 41, 46, 56, 78, 81, 116
Limestone - 5, 210, 211, 295
Local Government Reform – 23, 111, 119, 276, 304
Local Sustainable Development Planning – 23, 111, 233, 258
Logistics - 161, 162, 167, 171, 286
Manufacturing - 6, 30, 35, 131, 144, 170-171, 178, 182, 194, 195, 201, 202, 206, 207-
209, 216, 219, 220, 222, 230, 237, 240, 245, 252, 294 – 295
Micro, Small and Medium-Sized Enterprises (MSMEs) – 139, 147, 153 – 154, 220, 222
– 223, 226, 283, 297
Millennium Development Goals (MDGs) - 7, 9, 21, 174, 187, 287, 311,324, 332, 335
Index
Mindset/Mindset Change - 12, 13, 14, 15, 91

Mining and Quarrying - 30, 35, 195, 201, 202, 210, 212, 295
MTF - 2, 11, 262, 305 - 307, 309, 325 – 327, 334
National Insurance Scheme - 79, 81, 87
National Qualification Framework - 75, 267
Nation brand - 10, 29, 91, 93, 95, 96, 151, 271
Index
Nationhood - 3, 5, 13
Index
Paradigm- 3, 11, 13, 14, 18, 19, 28, 112, 193
Partnership - 12, 13, 22, 27, 29, 38, 45 - 46, 51, 53 - 54, 59, 65 - 66, 69, 71 - 72, 74, 84,
86, 110, 119, 122, 144, 167, 172, 174, 182, 190, 197 - 198, 212, 215, 223, 232, 260, 267,
275, 278, 285, 286, 294, 299, 300, 302, 305, 311, 313, 325
Public Private Partnership - 13, 38, 46, 51, 54, 167, 174, 215, 285
Persons with Disabilities - 20, 40, 77, 78, 81, 82, 83, 85, 86, 97, 269, 304
Poverty Reduction - 77, 80, 81, 87, 185, 187, 259
Productivity - 7, 9, 10, 11, 15, 18, 24, 25, 26, 28, 29, 64, 82, 91, 92, 106, 122, 129, 139,
142, 145, 148, 153, 155, 185, 186, 193, 194, 195, 196, 197, 201, 203, 207, 210, 212, 214,
221, 222, 259, 282, 290, 291, 292, 293, 309
Psychosocial - 70, 94, 103, 104, 265
Public debt - 6, 7, 26, 127, 128, 129, 133, 134, 136, 141, 145, 277
Public Sector Modernization - 111, 136, 139, 149
Public transport - 10, 145, 157, 159, 167, 169, 284
Results Based Management – 32, 72, 261, 326, 329
Results Based Management System (RBMS) - 72
Roads - 6, 29, 145, 155, 159, 168, 205, 206, 213, 246, 284, 293
Rule of Law - 99, 112, 114, 115, 118, 120, 125
Rural Areas -14, 80, 82, 84, 104, 105, 123, 166, 253, 255, 256, 259, 260
Safe Schools Programme - 62
Sanitation Services - 165, 166, 167, 173, 286
Science, technology and innovation (STI) - 10, 11, 29, 185, 188 - 191
Services - 24, 25, 26, 27, 28, 29, 30, 31, 6, 7, 9, 11, 14, 15, 263, 266, 267, 268, 273, 274,
275, 276, 277 281, 282, 284, 285, 286, 287, 290, 291, 292, 293, 295, 296, 297, 302
SIDS - 235
Social Capital - 8, 10, 90, 92, 122, 145, 258, 259

Social Cohesion - 6, 12, 13, 81, 90, 325
Social Protection - 20, 21, 33, 35, 36, 49, 52, 77, 78, 79, 81, 82, 83, 87, 153, 268, 269
Jamaica Drugs for the Elderly Programme (JADEP) – 44
Programme of Advancement through Health and Education (PATH) - 44, 78, 87,
118, 268
Pension - 77, 79, 80, 81, 83, 85, 86, 87, 268, 278
Social Assistance - 77, 78, 81, 83, 85, 87, 268
Social Insurance - 77, 79, 81, 83, 85, 86, 268
Social Safety Net - 78
Social Welfare - 81, 268
Socio-Economic Development - 3, 6
Spatial Planning - 10, 159, 170, 185, 253, 254, 255, 257, 304
Sport - 5, 35, 58, 71, 89, 91, 92, 93, 96, 97, 271, 296, 297
Sustainability - 7, 8, 12, 14, 174, 187, 195, 199, 235, 237, 241, 257, 271, 272, 277, 286,
297-299
Sustainability Planning - 256, 257, 304
Sustainable Communities - 258
Sustainable Development - 111, 119, 236, 238, 240, 257, 304, 323, 329
Sustainable Development Plans - 257, 260, 304
Sustainable Livelihoods - 83, 84, 85, 268
Sustainable Prosperity - 5, 9, 10, 11, 13, 14, 15, 18, 19, 249, 257
SWOT - 10, 324
Task Forces - 1, 3, 262, 324 – 325, 333
Tax system and reform - 10, 127, 130, 131, 132, 135, 137, 278
Threshold 21 (T21 Jamaica Model) - 3, 43, 67, 106, 155, 262, 307, 324, 332, 337
Tourism - 5, 6, 7, 10, 11, 25, 26, 30, 35, 91, 97, 131, 142, 143, 159, 165, 171, 195, 197,
202, 206, 213, 216, 219, 220, 229 - 233, 237, 240, 245, 247, 250, 298 - 300
Trafficking in Persons - 100, 101, 116
Transformational Leadership - 12, 122, 241, 305
Transparency and Accountability - 12, 13, 113, 123, 257, 329
Unattached Youth - 69, 74, 108, 146, 267,
Urban and Rural Development - 12, 14, 31, 33, 35, 234, 253, 256, 257, 260, 304
Vulnerable Groups - 21, 77, 78, 83, 84, 85, 86, 95, 108, 122, 123, 136, 164, 169, 268,
270,
Vulnerability - 8, 10, 39, 77, 81, 83, 84, 135, 139, 245, 246, 247, 250, 260, 332
Environmental Vulnerability Index - 8, 250,
Water Supply - 5, 155, 164, 165, 167, 173, 183, 206, 287
Index

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Vision 2030

“Planning for a Secure & Prosperous Future”

Planning Institute of Jamaica

© 2009 by the Planning Institute of Jamaica

NATIONAL LIBRARY OF JAMAICA CATALOGUING-IN-PUBLICATION DATA

Vision 2030 Jamaica: national development plan/Planning Institute of Jamaica

1. Jamaica – Economic policy 2. Jamaica - Economic conditions

Cover and book design by Chrysalis Communications

Table of Contents National Development Plan

A Vision for Jamaica ..............................................................................vi

Chapter 1: Context for Vision 2030 Jamaica - National

Chapter 2: National Goals .............................................................17-34

Chapter 3: National Outcomes .................................................35-206

Goal 2: The Jamaican Society is Secure, Cohesive and Just..................................98

Goal 3: Jamaica’s Economy is Prosperous..............................................................126

Goal 4: Jamaica has a Healthy Natural Environment .........................................234

Chapter 4: Key Strategies and Actions Under

Chapter 5: Implementation, Monitoring

List of Acronyms and Abbreviations .................................................315

Appendices: 1-7 ...........................................................................321-356

References and Selected Bibliography......................................357-370

- World-Class Education and Training .....................................................69

Table 26: National Strategies and Responsible Agencies

“ Jamaica, the place of choice to live, work,

By 2030, we see Jamaica as a country commitment for transformation, a sense

We will not achieve developed country

His Excellency, The Most Honourable

The Honourable Bruce Golding, MP

My fellow Jamaicans, we are now economic growth, improve social

The Most Honourable

priorities of the nation. Vision 2030 Jamaica, National

3 Jamaica!s economy 9. Strong Economic

Figure 1:Vision, Goals & Outcomes

What do we have to do?

Table 1: National Strategies Linked to Goals and Outcomes

What do we have to do?

National Outcome 7: National Outcome 9: National Outcome 12:

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Table 1: National Strategies Linked to Goals and Outcomes (Cont’d)

What do we have to do?

National Outcome 13: National Outcome 15:

National Outcome 14:

Table 1: National Strategies Linked to Goals and Outcomes (Cont’d)

Selected Socio-Economic Indicators Jamaica

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Photograph contributed by JCDC

in the tourism, financial services, monitoring and evaluation framework,

social development agenda as well for

The New Paradigm Guiding Principles

Deliberate steps must be taken to National Goals

Figure 3: National Goals

National Goals National Outcomes

Table 2: National Outcomes Linked to Goals

These outcomes, as summarized below, governance and management and increase

We recognize that the ultimate objective of continues to contribute to the creation of a

National Outcome # 3: and respect for the differences between us,

fundamental to the development of our to the Budget; undertake fundamental tax

National Outcome # 9: Vision 2030 Jamaica will provide a secure

National Outcome # 12: extension services and access to credit;

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