2017/18 2020/21 corporate business plan and budget · the plan serves to communicate the high level...

Document No.: STTO/DIO/004

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Cancels: 2016/17 – 2019/20 See Also: None

1 Resubmitted on 2017 January 11

Corporate Business Plan and Budget

2017/18 – 2020/21

Corporate Business Plan and

Budget


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CURRENCY EQUIVALENTS

Exchange Rate Effective

Currency Unit = Jamaican Dollar

US$1.00 = JMD$ 130.00

FISCAL YEAR

Jamaica: April 1 – March 31

ABBREVIATIONS AND ACRONYMS

AT Appeals Tribunal

CACU Consumer Advisory Committee on Utilities

CBA Cost Benefit Analysis

CC Citizens Charter

CET Common External Tariff

CPA Consumer and Public Affairs

CTO Commonwealth Telecommunications Organisation

CTU Caribbean Telecommunications Union

Digicel Digicel Jamaica Limited

ENUM Electronic Numbering

ERP Enterprise Resource Planning

FAAA Financial Administration and Audit Act

FCA Fair Competition Act

FERC Federal Energy Regulatory Commission

FTC Fair Trading Commission

FY Fiscal Year

GoJ Government of Jamaica

IAEA International Atomic Energy Agency

IACFA Independent Advisory Council on Finance and Administration

ICT Information and Communication Technology

IDTT Inter Disciplinary Transformation Team

IFC International Finance Corporation

IRP Integrated Resource Plan

ISO International Standards Organization

IT Information Technology


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ITU International Telecommunications Union

JEP Jamaica Energy Partners Limited

JNNP Jamaica National Numbering Plan

JPS Jamaica Public Service Company Limited

KPI Key Performance Indicator

LAC Latin America and Caribbean

LIME Cable and Wireless Jamaica Limited

LNG Liquefied Natural Gas

LRIC Long Run Incremental Cost

LSA Level of Service Agreement

MAF Management Accountability & Governance Framework

MCC Mobile Country Codes

MNC Mobile Network Codes

MoU Memorandum of Understanding

MVNO Mobile Virtual Network Operator

MW Megawatt

NANPA North American Numbering Plan Administration

NARUC National Association of Regulatory Utility Commissioners

NEPA National Environment and Planning Agency

NP Number Portability

NPRM Notice of Proposed Rule Making

NRUF Numbering Resource Utilization and Forecast

NRW Non-Revenue Water

OOCUR Organization of Caribbean Utility Regulators

OCG Office of the Contractor-General

OPM Office of the Prime Minister

OUR Office of Utilities Regulation

OURIC Office of Utilities Regulation Information Centre

PBMA Public Bodies Management and Accountability Act

PCJ Petroleum Corporation of Jamaica

PIOJ Planning Institute of Jamaica

PMAS Performance Monitoring & Appraisal System (for employees)

PMES Performance Monitoring & Evaluation System (for Senior Executives)

PMEU Performance Monitoring & Evaluation Unit – Cabinet Office

PPA Power Purchase Agreement

PSTU Public Sector Transformation Unit


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RDBMS Regulatory Database Management System

Responsible

Minister

The Minister with portfolio responsibility for a particular regulated utility

sector

RFP Request for Proposal

RIA Regulatory Impact Assessment

RIM Records and Information Management

RIO Reference Interconnection Offer

RPME Regulation, Policy, Monitoring & Enforcement

SLA Service Level Agreement

SOC Standard Offer Contract

SOP Standard Operating Procedures

STTO Secretary to the Office

SWOT Strengths, Weaknesses, Opportunities and Threats

TAT Telecommunications Appeal Tribunal

The Office Director-General and Deputy Directors-General of the Office of Utilities

Regulation

TSLRIC Total Service Long Run Incremental Cost

UDDP Uniform Domestic Dialling Plan

URI Uniform Resource Identifier

USTDA United States Trade and Development Agency

UWI University of the West Indies

WRA Water Resources Authority


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CONTENTS

Foreword by the Chairman ........................................................................................................................... 8

Director General’s Introduction .................................................................................................................... 9

Executive Summary ..................................................................................................................................... 11

1. OUR Strategy ....................................................................................................................................... 12

The Legislation ............................................................................................................................................ 12

Mission Statement ...................................................................................................................................... 15

Vision Statement ......................................................................................................................................... 15

Core Values – A.F.I.R.E. ............................................................................................................................... 15

Value Propositions ...................................................................................................................................... 15

Proposed OUR Performance Indicators ...................................................................................................... 16

S.W.O.T. Analysis ........................................................................................................................................ 17

Strategy Map ............................................................................................................................................... 19

Sector Goals ................................................................................................................................................ 21

Telecommunication Sector Goals ............................................................................................................... 21

Electricity Sector Goals ............................................................................................................................... 22

Water Sector (Potable Water Services) Goals ............................................................................................ 23

Water Sector (Sewerage Services) Goals .................................................................................................... 24

Water Sector (Irrigation Services) Goals ..................................................................................................... 25

Corporate Goals and Objectives ................................................................................................................. 26

Environmental Impact ................................................................................................................................. 28

2. OPERATIONAL FRAMEWORK (2017/18– 2020/21) ............................................................................. 29

The Office .................................................................................................................................................... 29

Department of Secretary to the Office (STTO) ........................................................................................... 29

Office of the General Counsel (Legal Department) .................................................................................... 32

Regulation, Policy, Monitoring and Enforcement (RPME) Department ..................................................... 33

Consumer and Public Affairs (CPA) Department ........................................................................................ 36

Administration and Human Resources Department................................................................................... 37


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Finance Department ................................................................................................................................... 38

Information Technology (IT) Department ................................................................................................... 39

3. STATUS REPORT AND REVIEW OF ACTIVITIES in 2016/2017 .............................................................. 41

Telecommunications Sector Activities as at 2016 September 30 ............................................................... 41

Electricity Sector Activities as at 2016 September 30 ................................................................................ 54

Water Sector Activities as at 2016 September 30 ...................................................................................... 62

Monitoring Activities as at 2016 September 30 ......................................................................................... 69

Consumer and Public Affairs Activities as at 2016 September 30 .............................................................. 73

Secretary to the Office Activities as at 2016 September 30 ....................................................................... 88

Administration and Human Resources as at 2016 September 30 .............................................................. 92

Finance Activities as at 2016 September 30 ............................................................................................... 98

Quality Management System Activities as at 2016 September 30 ........................................................... 103

Information Technology Activities as at 2016 September 30 ................................................................... 108

Internal Audit Activities as at 2016 September 30 ................................................................................... 117

Legal Activities as at 2016 September 30 ................................................................................................. 119

4. 2017/18-2020/21 WORK PLAN AND DELIVERABLES ......................................................................... 121

Telecommunications Sector Work Plan .................................................................................................... 121

Electricity Sector Work Plan ...................................................................................................................... 135

Water and Sewerage Sector Work Plan .................................................................................................... 146

Monitoring Unit Work Plan ....................................................................................................................... 151

Consumer and Public Affairs Work Plan ................................................................................................... 153

Secretary to the Office Work Plan ............................................................................................................ 166

Legal Work Plan ......................................................................................................................................... 170

Administration and Human Resource Work Plan ...................................................................................... 173

Records and Information Management Unit .................................................................................. 178

Information Technology Work Plan .......................................................................................................... 181

Finance Work Plan ..................................................................................................................................... 185

Quality Management System Work Plan ................................................................................................... 191


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5. BUDGET ............................................................................................................................................. 196


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Foreword by the Chairman

On behalf of the Members of the Office, I am pleased to present the OUR’s Corporate Business

Plan and Budget for the 2016/17 – 2020/21 period. This is the first corporate planning cycle since

the new Office was instituted in 2016 January, and all the Members have been fully engaged,

especially in providing policy guidance, in the various stages of the Plan’s preparation. This final

document is the outcome of an extensive process of discussion, analysis, and consultations.

The Plan serves to communicate the high level strategy of the organization, as well as its detailed

work plan and budget for the forthcoming four year period. Considerable work has gone into the

preparation of this work programme, which is a combination of on-going projects and new

projects. The work programme is firmly based on national and sectoral priorities, and every effort

has been made to ensure that it is realistic in terms of scope, time-lines and resources.

The Office looks forward to working closely and in a spirit of cooperation with all stakeholders to

realize the planned activities, and thus to contribute, within our mandate, to Jamaica’s national

development.


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Director General’s Introduction The main reason for the preparation of the OUR’s Corporate Business Plan and Budget is to set out the organisation’s work programme for the forthcoming four year period, with an emphasis on the next financial year, and to show how this programme will be financed. The work programme is framed in accordance with national and sectoral objectives, the needs and interests of all the OUR’s stakeholders, and OUR’s own mandate; and the final draft is the culmination of much research, deliberation, and wide consultations. The work programme must be realistic, relevant and achievable within the organisation’s budgetary constraints. This year great focus has been put on strengthening the organization’s fiscal management while maintaining an impactful regulatory work plan. The preparation of the Plan is also an opportunity to evaluate how the organisation has performed during the first half of the current fiscal year, and to make any adjustments which may be necessary. There have been a number of what could be described as stellar and potentially game changing

achievements in the electricity sector during the course of this fiscal year.

i. The completion of the conversion of the 120 MW Bogue Plant to use Natural Gas was

effected during the year. This represents the first step in the country’s bid to make natural

gas a major source of fuel for the Jamaican electricity sector. The country is expected to

reap significant benefits in terms of fuel diversity, cleaner energy, and lower cost to

consumers from this move.

ii. The signing of an agreement between JPS and New Fortress International of a major

Natural Gas Supply contract.

iii. The commission of three (3) renewable energy projects which has seen the addition of

80.3MW of electricity to the grid.

iv. The successful conclusion of the bid for 37MW of electricity from renewables at an offer

price of just over 8.5 US cents per kWh setting a record for the region.

v. The first annual review conducted under the terms of the new Electricity Licence and the

JPS Electricity Licence.

vi. Conclusion of audit of JPS billing system.


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The telecommunications sector had its fair share of achievements during the year, notably:

i. Quality of Service Rules developed in the previous fiscal year were converted to drafting

instruction and sent to the responsible Minister for submission to the Chief Parliamentary

Counsel.

ii. Following on the implementation of number portability in the previous fiscal year, a

regime was developed and implemented during fiscal 2016/17 to allow for the porting of

toll free numbers.

iii. Successful transition to regulation of post number portability monitoring activities.

Within the water sector there were a number of tariff applications with the major achievement

to date being the conduct of the National Water Commission Mid-Term Tariff Review.

Importantly, the presentation of an annual Corporate Plan and Budget is a statutory requirement, and they form part of the Government’s overall budget which is approved by Parliament. I therefore encourage all our stakeholders to read this document, as it is a guide to the activities to be undertaken by the OUR. The OUR remains committed to our mandate to protect the interest of consumers by the effective regulation of utilities service providers and to ensure that the service providers are afforded fair and transparent regulation. We look forward to continuing to add value to our stakeholders and ultimately to support national development.


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Executive Summary

The annual preparation of OUR’s Corporate Business Plan and Budget is a statutory obligation

and this document forms a part of the Government’s national budget.

The objectives of this plan are to:

communicate the high level strategy of the organization

provide the basis for measuring performance against the agreed deliverables

give a status update of the current work programme; and

indicate to stakeholders the programme of work to which the Office is committed for the period and the implication for their own time and resources.

The Plan was developed through the annual strategic planning process which consists of;

i. a Strategic Planning Retreat to determine high level goals and objectives;

ii. Heads of Department’s preparation departmental work plans for 2017/18 – 2010/21, as

well as the review of the current work plans for 2016/17;

iii. a Management Retreat; and

iv. preparation of the Budget.

The Corporate Business Plan is structured as follows:

• Chapter 1 sets out OUR’s High Level Strategy including; Legislation; Mission; Vision;

performance indicators; Strategy Map; Sector Goals and Corporate Goals.

• Chapter 2 outlines the organization’s operational framework for the fiscal years 2017/18

– 2020/21.

• Chapter 3 provides a review of the current work programme as at 2016 September 30,

highlighting the outputs, status and other relevant information.

• Chapter 4 sets out the OUR’s work programme for the four-year period 2017/18 –

2020/21.

• Chapter 5 provides the budget for 2017/18-2020/21, together with associated

commentary and explanations.


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1. OUR Strategy

The Legislation

1.1. The Office of Utilities Regulation Act (the OUR Act) is the umbrella legislation which

establishes the organization and sets out its functions and responsibilities in respect of

the sectors it regulates. Section 4 (1) of the OUR Act states that the functions of the

Office shall be to:

a) “regulate the provision of prescribed utility services by licensees or specified

organizations;

b) receive and process applications for a licence to provide a prescribed utility service

and make such recommendations to the Minister in relation to the application as

the Office considers necessary or desirable;

c) conduct such research as it thinks necessary or desirable for the purposes of the

performance of its functions under this Act;

d) advise the responsible Minister on such matters relating to the prescribed utility

service as it thinks fit or as may be requested by that Minister; and

e) subject to section 8A, carry out, on its own initiative or at the request of any person,

such investigations in relation to the provision of prescribed utility services as will

enable it to determine whether the interests of consumers are adequately

protected”.

1.2. Section 4 (3) of the OUR Act, provides for the Office, in the performance of its functions,

to undertake such measures as it considers necessary or desirable to:

a) “encourage competition in the provision of prescribed utility services;


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b) protect the interests of consumers in relation to the supply of a prescribed utility

service;

c) encourage the development and use of indigenous resources; and

d) promote and encourage the development of modern and efficient utility

services;

e) enquire into the nature and extent of the prescribed utility services provided by a

licensee or specified organization”.

1.3. Schedule 1 of the OUR Act, as amended by the Office of Utilities Regulation

(Amendment of the First Schedule to the Act) Order, 2014, defines prescribed utility

services (the services over which the OUR exercises regulatory responsibility) as:

i. “The provision of telecommunication services.

ii. The provision of sewerage services.

iii. The generation, transmission,

distribution and supply of electricity.

iv. The supply or distribution of water.”

1.4.In addition to the provisions of the OUR Act, there are sector specific legislation and

instruments, such as the Telecommunications Act, the Electricity Act and licences, for

example the Amended and Restated All-Island Electric Licence, 2011, granted to the

Jamaica Public Service Company Limited (JPS), which contain specific provisions, as to

the exercise of the Office’s functions in the particular sector and/or its relationship to

the service provider. It should be noted that the Office’s function with regard to the

processing of licence applications no longer applies to the Electricity sector.

1.5.In delivering on its mandate, the OUR operates at all times in a manner which is

characterized by fairness, timeliness, efficiency, transparency, attention to detail and

independence. It adopts regulatory interventions that are the least intrusive but

designed to ensure a balance in the relationships among all stakeholders. As part of its

modus operandi, it consults widely and assesses the impact of its proposed action on

all stakeholders before issuing regulatory determinations.


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1.6.All of this is underpinned by a philosophy that the regulator has a duty to operate in

the public interest.

1.7. The OUR, in discharging its statutory functions, is required to pay due regard to

Government policy. The Government has set out its development policy objectives and

directions in Vision 2030. The following objectives are particularly relevant to the OUR’s

remit:

• to have an enabling business environment;

• strong economic infrastructure;

• expansion of broadband networks island-wide to all including those with disabilities;

• ensuring adequate and safe water supply and sanitation services;

• diversification of the energy supply mix; and

• promotion of energy efficiency, efficient energy supply systems and conservation.


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Mission Statement OUR contributes to national development by effective regulation of utility services that enables

consumer access to modern, reliable, affordable and quality utility services while ensuring that

service providers have the opportunity to make a reasonable return on their investment.

Vision Statement In 2030, the OUR, a trusted, purpose-driven and stakeholder-focused regulator, has enabled

Jamaica to be globally recognized as a leader in utility consumer protection and satisfaction, and

sustainability of regulated entities.

Core Values – A.F.I.R.E. Accountability

Fairness

Integrity

Respect

Excellence

Value Propositions Consumers: The OUR commits to protecting the interest of consumers of utility services, while

understanding and being responsive to their needs and keeping them well informed.

Service Providers: The OUR commits to being objective, transparent and responsive to utility

service providers while allowing them the opportunity to earn a reasonable return on

investment.


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Proposed OUR Performance Indicators

Performance Indicators

Description Actual Target

1. Consumer satisfaction The OUR conducts a biennial survey to measure customer satisfaction as it relates to the OUR’s performance. The objective consumer satisfaction by 5% every two years.

79% (2016)

84% (2018)

2. Service Provider satisfaction

The OUR will conduct a biennial survey to measure service provider satisfaction as it relates to the services it provides. The survey has been scheduled for 2018 to establish the baseline.

- 5% improvement on baseline

3. On-time completion of major projects and activities

This reflects the actual completion of projects and activities against the target date. Baseline to be established for the fiscal year 2016/17.


4. Performance of Core Processes

The OUR has identified processes which are fundamental to its mandate. The objective improve the performance of these processes by 5% every two years.


5. Sectors with Quality standards promulgated

The OUR currently regulates three (3) sectors. Quality standards are put in place to create the conditions for consumer satisfaction.

2 3


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S.W.O.T. Analysis

STR

ENG

THS

Availability of highly skilled professional staff Quality Management Systems/ISO 9001:2008 Certification In-depth knowledge of sectors Nearly two decades of regulation experience Well known organization with international reputation for high quality

work Financial independence from government support Adequate material and other resources to implement change Statutory underpinning

WEA

KN

ESSE

S

Inadequate monitoring capabilities Inadequate enforcement powers Organizational structure and staffing not fully aligned with strategy Inadequate performance management system Inadequate IT infrastructure No succession plan Establishment of benchmark and measurement No risk management system Insufficient consumer education.

OP

PO

RTU

NIT

IES

More effective linking of OUR’s activities to sector performance and national development

Opportunity to increase number/scope of regulated sectors, especially in relation to fuel supply

Opportunity to influence regulated utilities to become more quality oriented

Collaboration with other regulators

Collaboration with multilaterals

Capitalize on available technology

Opportunity to increase awareness about the OUR and its functions.


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THR

EATS

Inadequate policy and legislative framework across regulated sectors Inadequate stakeholder consultation and transparency with regard to

legislative changes Reduction in number/scope of sectors regulated by the OUR, especially in

relation to Telecoms Inability to respond to market conditions for professional staff due to

inadequate autonomy in administrative and financial matters. Reputational damage as a result of lack of proactive communication with

the public and our stakeholders.


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Strategy Map

The OUR has sought to communicate its key inputs, that is, Internal Capability and Processes, and

the key outcomes, that is Sector Impact and National Impact, in the Strategy Map shown below.

The Strategy Map is a key component of the Balanced Scorecard Strategy Management System

which the OUR employs.

The Strategy Map gives a balanced look at the organisation by showing the linkages between the

organization’s Internal Capability and Processes, and the desired Stakeholder Perception and

National Impact.

The perspectives of the Strategy Map are as follows:

• National Impact – The desired overall social, economic and environmental impact of the

OUR.

• Sector Impact – The desired performance of each regulated utility sector to achieve the

national impact.

• Internal Processes – The critical processes the OUR must efficiently and effectively execute

to achieve the desired Sector and National Impact.

• Internal Capability – The capabilities OUR must have to execute the critical processes.


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Sector Goals

Telecommunication Sector Goals TS1. Promote Jamaicans’ access to and the adoption of affordable fixed and mobile broadband.

a) Undertake initiatives aimed at improving affordability, coverage and take up.

b) Encourage increased accessibility of ICT services by persons with disabilities.

TS2. Promote a competitive market for telecommunications services.

a) Pursue initiatives aimed at reducing cost of service as a percentage of per capita income.

b) Facilitate improvement in the competition index.

TS3. Promote improved consumer protection and satisfaction

a) Increase customer perception score by 5% re their rights and responsibilities pertaining

to ICT services.

b) Monitor and report on the performance of service providers with quality of service

standards and guidelines.

c) Ensure that service providers have suitable complaints handling frameworks.

d) Review conditions of service agreements between service providers and customers.

e) Facilitate the availability of effective emergency access services.

TS4. Facilitate Interoperability across networks

a) Promote connectivity and interoperability between networks.

b) Develop a general dispute resolution framework.

TS5. Promote sector sustainability

a) Encourage increased integration of plans and projects with national development plans and programmes.

b) Encourage improvement in the overall efficiency and effectiveness in the use of resources.

c) Encourage the alignment of key core processes to international best practice. d) Ensure that service providers always have the required numbering resources to provide

telecommunications service to the public. e) Encourage annual security and vulnerability audits. f) Develop a risk management framework for the sector.


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Electricity Sector Goals ES1. Implementation of provisions of the new Electricity Act.

a) Implement the wheeling framework and pricing mechanism. b) Develop a framework and implement the monitoring of economic generation dispatch. c) Establish System Benefit Fund.

ES2. Pursue regulatory initiatives aimed at lowering retail rates.

a) Monitor the base load replacement project. b) Incentivize JPS to reduce system losses. c) Manage the implementation of the 37MW of renewable generation capacity project.

ES3. Promote market efficiency.

a) Develop an account separation framework for JPS. b) Conduct a sector-wide market study. c) Develop general dispute resolution framework. d) Promote the development of standardized accounting and financial reporting

frameworks.

ES4. Promote sector sustainability

a) Promote the overall efficiency and effectiveness in the use of scarce resources. b) Monitor the development and implementation of the integrated resource plan (IRP). c) Support and monitor the diversification of the energy supply mix. d) Monitor compliance with codes. e) Mandate annual security and vulnerability audits. f) Mandate and monitor implementation of audit recommendations. g) Develop a risk management framework for the sector.

ES5. Promote improved consumer protection and satisfaction

a) Increase customer perception score by 5% re customer awareness and knowledge of rights and responsibilities.

b) Report on the compliance of service providers with codes and standards. c) Ensure that service providers have a suitable complaints handling framework. d) Review conditions of service agreements between service providers and customers.


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Water Sector (Potable Water Services) Goals WS1. Promote increased access to potable water services.

a) Support the development of industry specific legislation. b) Lobby for a comprehensive development plan for the sector. c) Encourage public private partnerships in the supply of potable water.

WS2. Promote efficiency in the sector.

a) Monitor the operation of the K-factor programme. b) Institute measures to incentivise the reduction of non-revenue water. c) Develop an accounts separation framework. d) Encourage energy efficiency in the production and delivery of potable water. e) Develop a general dispute resolution framework for service providers

WS3. Promote sector sustainability.

a) Promote the overall efficiency and effectiveness in the use of scarce resources b) Mandate annual security and vulnerability audits. c) Mandate and monitor implementation of audit recommendations. d) Develop a risk management framework for the sector. e) Encourage modernization of the sector.

WS4. Promote improved consumer protection and satisfaction.

a) Improve customer awareness and knowledge of rights and responsibilities by 5% b) Monitor compliance with regulatory framework and standards.

c) Ensure that service providers have a suitable complaints handling framework. d) Review conditions of services agreements between service providers and customers.


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Water Sector (Sewerage Services) Goals SS1. Promote increased access to sewerage services.

a) Support the development of industry specific legislation. b) Lobby for a comprehensive development plan for the sector. c) Encourage public private partnerships in the development of sewage collection and

treatment systems.

SS2. Promote efficiency in the sector.

a) Monitor the operation of the K-factor programme. b) Develop an account separation framework. c) Encourage energy efficiency. d) Develop a general dispute resolution framework for service providers. e) Monitor compliance with regulatory framework and standards.

SS3. Promote sector sustainability.

a) Promote the overall efficiency and effectiveness in the use of scarce resources. b) Mandate annual security and vulnerability audits. c) Mandate and monitor implementation of audit recommendations. d) Develop a risk management framework for the sector. e) Encourage modernization of the sector.

SS4. Promote improvement consumer protection and satisfaction.

a) Improve customer awareness and knowledge of rights and responsibilities by 5%. b) Ensure that service providers have a suitable complaints handling framework. c) Review conditions of services agreements between service providers and customers.


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Water Sector (Irrigation Services) Goals IS1. Promote increased access to irrigation services.

a) Support the development of industry specific legislation.

b) Lobby for a comprehensive development plan for the sector.

c) Encourage public private partnerships in the development of irrigation systems.

IS2. Promote efficiency in the sector.

a) Institute measures to incentivise the reduction of non-revenue water. b) Develop an account separation framework. c) Encourage energy efficiency. d) Develop a general dispute resolution framework for service providers.

IS3. Promote sector sustainability

a) Promote the overall efficiency and effectiveness in the use of scarce resources. b) Mandate annual security and vulnerability audits. c) Mandate and monitor implementation of audit recommendations. d) Develop a risk management framework for the sector. e) Encourage modernization of the sector.

IS4. Promote improvement consumer protection and satisfaction

d) Improve customer awareness and knowledge of rights and responsibilities by 5%. e) Monitor compliance with regulatory framework and standards.

f) Ensure that service providers have a suitable complaints handling framework. g) Review conditions of services agreements between service providers and customers.


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Corporate Goals and Objectives CS1. Accountability: Accountabilities for results are clearly assigned and consistent with

resources, and delegations are appropriate to capabilities.

a. Use of OUR’s Governance and GoJ Accountability Framework.

b. Agreement to and measurement against specific performance targets and measurements

at the individual, Department and organizational levels in line with OUR’s Governance

Framework.

c. Ensure compliance with performance targets based on relevant legislation.

d. Conduct Regulatory Impact Assessments where necessary.

e. Procurement strategy reflects the organization’s needs and is in keeping with regulatory

guidelines.

CS2. Stewardship: The departmental control regime (assets, money, people, services,

information etc.) is integrated and effective, and its underlying principles are clear to all staff.

a. Effective communications functions in place to ensure transparency.

b. Ensure favourable reports from applicable authorities (e.g. internal and external auditors,

OCG etc.).

c. Internal policies and procedures assign appropriate level of stewardship responsibility to

staff.

d. Management systems that provide relevant information and early warning on resources,

results and controls.

e. All processes and procedures are documented and current.

f. Compliance with policies, regulations and legislation.

g. Manage documented information through standards, established principles and the

records life cycle.

CS3. Citizen-focused Programmes: Services are citizen-centred, policies and programmes are

developed from the "outside in” and partnerships are encouraged and effectively managed:-

a. Customer satisfaction survey results are reflected in policy recommendations and

operating changes as appropriate.

b. Standard Operating Procedures ensure the delivery of highly quality service.

c. Establishment of Memoranda of Understanding (MoUs) and/or Level of Service

Agreements (LSA) with key external stakeholders as required.

d. Citizens Charter (CC) is current.

e. Mechanisms in place to receive and assess consumer views.

f. Enhance OUR’s engagement levels with its customers.


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g. Increase in the use of technology to improve delivery of service to customers.

h. Opportunities for stakeholders to provide inputs and feedback on policies and

programmes.

i. Avenues of communication established.

j. Stakeholders are kept up to date on issues relating to activities in the sectors.

CS4. Management: The management team clearly defines the corporate context and practices for

managing organizational and strategic risks, quality, finances, legal matters and business continuity,

proactively.

a. OUR risk profiles current.

b. Integrated Risk Management Framework in place.

c. All processes and procedures include requisite checks and balances to manage and/or

mitigate risk.

d. Improve core process performance by 5%.

e. Measures in place to ensure business continuity.

f. Address and manage legislative changes.

g. Ensure prudent financial management.

CS5. People: The people, work environment and focus are on building capacity and leadership to assure

its success and a confident future:

a. Increase Employee Satisfaction index by 5%.

b. Provide opportunities to grow skills and competencies by training, team assignments and

work rotation.

c. Employee engagement in the development of training plans.

d. Training and knowledge management geared towards leadership continuum and

knowledge retention.

e. Suitable strategy in place to ensure that the OUR recruits staff with the requisite skills and

experience.

f. An objective appraisal system for staff performance that would result in recognition,

rewards or sanctions.

g. Succession plan in place.


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CS6. Environment: The work environment facilitates the achievement of the organisation’s strategic

goals, allows employees to perform their work efficiently and productively, is safe and secure, and is

eco-friendly.

a. Adequate safety and security standards are in place and adhered to.

b. IT systems and equipment are modern and support the organisation’s strategy.

c. The physical environment promotes health and wellness.

d. Office located in Energy-efficient building

e. Implementation and maintenance OUR’s paperless records and information

management system

Environmental Impact

The OUR plays an important role in driving environmental sustainability in Jamaica. In addition

to encouraging eco-friendly practices among the service providers it regulates, the OUR

facilitates major projects that have a huge environmental quotient. These include, in the energy

sector, projects in the areas of renewable energy, cleaner fuels, and fuel diversification. This year

saw the completion of the conversion of the 120 MW Bogue Plant to use Natural Gas. This

represents the first step in the country’s bid to make natural gas a major source of fuel for the

Jamaican electricity sector. Another activity that had significant environmental impact was the

commissioning of three (3) renewable energy projects (solar and wind) which has added 80.3MW

of electricity to the grid. The OUR has also developed a Standard Offer contract to promote the

use of renewable energy by householders and businesses. The country is expected to reap

significant benefits in terms of fuel diversity, cleaner energy, and lower cost to consumers from

these various activities in the sector.

The OUR also manages the K-Factor Fund which serves to finance water supply and sewerage

projects. The aim of the programme is the sustainable regeneration, rehabilitation and

improvement of the water and waste water systems. This is expected to help Jamaica manage

our water resources for long-term sustainability, improve the effluent quality from waste water

treatment systems, and support the overall development of our nation.


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2. OPERATIONAL FRAMEWORK (2017/18– 2020/21)

2.1. The Vision 2030 sums up the overall vision for Jamaica in the following phrase:

“Jamaica, the place of choice to live, work, raise families and do business”

2.2. The OUR will continue to work, in its mandated area, towards the achievement of the

goals of the Vision 2030 by aligning service provider behaviour with the public interest

across the various utility sectors. In this regard, it will continue to monitor and regulate

service providers closely to ensure the delivery of superior quality and efficient customer

service.

The Office

2.3. With the amended OUR Act, the Office is comprised of seven (7) members. Six (6)

members were appointed by the Governor General of Jamaica, with the seventh, the

Director General, serving as an ex-officio member.

Department of Secretary to the Office (STTO)

2.4. The Department of the Secretary to the Office (STTO) is central to the operations of the

OUR, and to the achievement of organisation’s the strategic objectives to be transparent,

accountable, to contribute to national development, and to provide value for money. It

is responsible for the functioning of the decision making processes, for compliance with

internal and external procedures, and for ensuring that the organisation operates in an

effective and efficient manner. It is the interface between the Office and its internal and

external stakeholders.

2.5. The STTO supports the effective operations of the Office in accordance with good

corporate governance best practices, assists the Office with the development and


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articulation of its strategies and policies, and, in consultation with the Chairman of the

Office, sets the regulatory agenda and ensures that matters before the Office are dealt

with expeditiously. The Secretary to the Office operates in accordance with the

appropriate guidelines for Corporate Secretaries under the Corporate Governance

Framework for Public Bodies.

2.6. The STTO Department co-ordinates the preparation of the Corporate Business Plan, and

plays a major role in the preparation of the Annual Report. As part of its responsibilities

in the areas of effective governance and compliance, the STTO Department monitors the

implementation of the work programmes as set out in the Corporate Business Plan to

achieve the various agreed departmental goals. It keeps the Office informed of the

current status of these programmes and goals and it also reports on a regular basis to

the Government, through the Ministry of Finance and the Public Service, on the OUR’s

performance in achieving the targets established in the work programmes.

2.7. The STTO Department is responsible for the licence processing functions of the OUR,

including the coordination of the due diligence process for licence applications, the

maintenance of a comprehensive database, a current public register of applications for

licences, and the status of licences issued. The Department also undertakes some aspects

of monitoring of licensees.

2.8. The STTO manages the OUR’s international relations with other regulators and

institutions. The Department also coordinates the technical and administrative inputs for

the effective execution of projects involving the OUR which are funded by international

funding agencies.

Objective

2.9. To ensure that the Office, in its execution of the OUR’s strategy, is guided by well-defined

and clearly articulated strategic thinking, observes due process, makes decisions in a

transparent and timely manner, follows standard procedures, maintains good relations


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with all stakeholders, and makes available to the public accurate and complete records

of decisions.

General Activities

2.10. The following are the general activities of the STTO:

• maintaining the Office’s schedule;

• attending meetings of the Office and its committees, and monitoring and driving

the enforcement of decisions;

• developing rules of procedure (in consultation with the General Counsel) for the

conduct of the affairs of the Office;

• drafting and issuing correspondence, position papers, presentations, etc. on

behalf of the Office;

• managing the licensing process, and maintaining the licensing records and

register;

• initiating enforcement actions for breaches of licences, directives, orders, etc.;

• co-ordinating the preparation and submission of quarterly and other periodic

statutory reports;

• co-ordinating the development and presentation of the Corporate Business Plan

and Budget, and the preparation of material for annual reports;

• monitoring the departments’ compliance with targets set out in the Corporate

Business Plan;

• maintaining correspondence with external parties and stakeholders;

• developing project applications and negotiating project terms;

• representing the OUR in various fora both locally and internationally; and

• playing its part in the implementation of a Quality Management System in the

OUR.


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Office of the General Counsel (Legal Department)

2.11. This Department provides legal support in the development of the regulatory

framework, the establishment of rules of procedure and the drafting of decisions

issued by the OUR. It seeks to operate in a manner which minimizes the likelihood of

challenges and ensures successful judicial review of the OUR’s decisions. The

Department is required to respond to all legal challenges to the OUR’s decisions and,

where necessary, to engage and manage the services of external legal counsel.

Objective

2.12. To develop, maintain and enforce the legal framework of the OUR and to secure

an enabling environment for the efficient functioning of utilities through a framework of

rules that lend predictability to the OUR’s decisions.

General Activities

2.13. The General Counsel Department is engaged in the following activities:

• ensuring that the OUR observes due process and complies with all legal requirements

in discharging its functions;

• the review of consultative documents, Office determinations and other regulatory

instruments and contracts for works, goods and services;

• the conduct of investigations into allegations of breaches of the relevant legislation

and/or regulatory instruments, including preparing the Office to conduct hearings;

• the update and maintenance of the Rules of Practice and Procedure of the OUR;

• the review and maintenance of the relevance of the Code of Ethics;

• the preparation of instructions and briefs to external counsel in connection with

litigation and other legal processes before the courts and quasi-judicial tribunals;


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• the preparation and issuance of enforcement orders and referral to the courts of

relevant matters;

• the preparation of matters to be heard by the appeals tribunals established under

the Telecommunications Act and various licences;

• the preparation of legal opinions and advice to internal Departments; the

preparation of correspondence of legal significance for the OUR; and

• Interfacing with external stakeholders to protect the OUR’s legal position.

Regulation, Policy, Monitoring and Enforcement (RPME) Department

2.14. The RPME Department’s primary function is to advise the Office on regulatory policy,

to analyse, monitor and evaluate the economic, financial and technical performance

of all regulated utilities and sectors, and to assess the extent of competition where

applicable. It has responsibility to develop tariff models, recommend tariffs and

commission a range of technical functions to advise the Office. It also has

responsibility for monitoring the performance of utilities against agreed benchmarks

and enforce compliance.

Objective

2.15. To provide the Office with such economic and technical advice as to ensure that

consumers of utility services enjoy acceptable quality of service at least economic

cost, and to ensure security of timely service for the future.

Strategy

2.16. The RPME Department discharges its functions through a combination of financial,

economic and technical analyses of the regulated entities, benchmarking of the

service providers against comparable organisations internationally. It also


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commissions as needed, regular surveys of the state of competition in the various

sectors. The Utility Monitoring Unit has primary responsibility for ensuring regulated

entities are compliant with Office Directives, relevant legislation, licence conditions

and tariff requirements as well as KPI’s. Its activities provide the Office with on-going

assessments of its regulatory effectiveness. The RPME Department also has

responsibility for ensuring the incorporation of Regulatory Impact Assessments

(RIA’s) into regulatory decisions.

2.17. The programmes listed in the work plan will either be continued from the current

fiscal year or are to be launched in the 2017/18 fiscal year.

General Activities

2.18. The RPME Department, among other things:

• commissions analyses of rate applications and makes recommendations to the

Office;

• provides policy advice to the Office and, through the Office, to the Government when

so required;

• provides the Office with technical and economic advice on matters of dispute

between competing utilities;

• commissions research on all aspects of utilities regulation;

• commissions market and competition analyses;

• produces and publishes various documents (consultative documents, notice of

proposed rulemaking, position papers, working papers, policy advisories,

determination notices, etc.) critical to the regulatory process;

• engages with overseas counterparts for purposes of information exchange, provides

assistance and collaboration on regulatory matters;

• represents the Office at various international fora;


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• monitors utility projects through progress reports etc.;

• monitors service standards through reporting and customer feedback, surveys, etc.;

• produces regular Regulatory Impact Assessments;

• commissions periodic audits of specific functions of the utilities;

• prepares policy papers and recommendations to the Office; and

• maintains communication with service providers on actions/strategies with respect

to projects and other regulatory undertakings.


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Consumer and Public Affairs (CPA) Department

2.19. This Department incorporates consumer affairs, communication services and the

Information Centre. It also liaises with, and provides technical support to the work of

the Consumer Advisory Committee on Utilities (CACU), an independent advocacy

group whose operations are facilitated by the OUR.

2.20. CPA administers the consumer affairs regulatory function of the OUR. It educates

consumers on their rights, and investigates decisions made by the utility companies

on consumer complaints with which the consumers remain dissatisfied. The

Department is responsible for developing quality of service and customer service

standards.

2.21. The OUR’s Information Centre (OURIC) is managed by the CPA. Apart from providing

vital resources for the staff, the OURIC is also open to the public, and it is through this

medium that the OUR’s obligations under the Access to Information Act are

discharged. The CPA also has the critical function of managing the content of the

OUR’s website.

Objectives

2.22. CPA is guided by the following objectives to:

• ensure that the perspective of consumers and public interest are considered in all

regulatory decisions and determinations;

• ensure that customers of the utility companies enjoy acceptable quality of service at

economic cost, and are assured of secure and timely supplies;

• provide an avenue of appeal for consumers in their relationship with the utility service

providers;

• inform and educate consumers and the general public on regulatory matters; and

• highlight the work of the OUR and maintain a positive public image.


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Strategies

• Monitoring and survey of consumers to detect concerns and emerging problems;

institution of mechanisms for feedback;

• Monitor the performance of the service providers against the established service

level agreements; managing media relations; and

• Public education and stakeholder engagement.

General Activities

2.23. The CPA Department uses as a primary input to its policy development and advice to

the OUR, the results of analyses of appeals received from customers in regard to the

services provided by the companies. Feedback from consumers who attend

consultations and other events is also utilised in the development of policies. The CPA

Department commissions a consumer survey every two years which seeks consumers’

feedback on a range of consumer issues and measures utilities’ consumer satisfaction.

It pursues a programme of public education and consultation via diverse media.

Administration and Human Resources Department

2.24. This Department provides administrative and human resources support to the OUR

and is responsible for staff training and development and the procurement of goods,

works and services. The Department plays a key role in driving employee satisfaction.

2.25. A multi-sector regulatory body such as the OUR must identify training and

development opportunities for its personnel who are required to perform highly

complex and technical duties, and compete against the best that the regulated

companies have to offer. Utility regulation is a highly technical, specialized and

exclusive vocation, hence the need to provide the OUR’s professional staff with on-

going training offered by internationally recognized training institutions.


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2.26. This Department ensures that the OUR is organised and that administrative functions

are performed smoothly and efficiently. The Department also manages staff

recruitment and performance evaluation and is responsible for the OUR’s records and

documents management system.

2.27. The Department also has responsibility for managing and reporting on procurement,

particularly with regard to compliance with the Government of Jamaica’s

requirements. This is a critical function, given the need to ensure transparency and

strict adherence to the Government of Jamaica Handbook of Public Sector

Procurement Procedures.

Finance Department

2.28. The Department directs, coordinates, monitors and controls the accounting and

financial operations of the OUR in accordance with Government of Jamaica regulations

and directives, the Laws of Jamaica, and international accounting standards.

Objectives

2.29. To direct the financial management functions of the OUR ensuring effective planning

and utilisation of financial resources. In carrying out this objective the Department will:

• prepare the annual budget and monitor performance against the budgeted

allocations;

• prepare and analyse monthly, quarterly and annual financial statements;

• conduct treasury management functions, ensuring a balanced portfolio;

• establish the regulatory fees for each regulated entity;

• ensure sound cash management;

• manage human resources within the Department so as to optimise performance;

• ensure a robust quality management system is maintained in the Department;


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• ensure that there is cost control;

• ensure compliance with statutory requirements, in particular, the provisions of the

Public Bodies Management and Accountability Act (PBMA), and the Financial

Administration and Audit Act (FAAA);

• ensure that all financial records pertaining to externally funded projects are carefully

documented, and that disbursement requests are settled in a timely manner;

• organise and prepare accounts for annual audit;

• address any other matters likely to affect the financial well-being of the OUR; and

• update and maintain procedures for financial accountability.

2.30. The Financial Controller’s role is critical to budget preparation and monitoring, cost

management and ensuring maximum delivery of services for regulatory dollars.

Additional responsibilities and duties performed by this Department include

negotiating group health insurance and administering the group pension plan and the

staff loan facility.

Information Technology (IT) Department

2.31. The IT Department is pivotal to the successful execution of all activities in the work

programme. The Department’s work planning process examines plans and priorities

for the use and delivery of information technology in support of each four year work

plan of the OUR. As a support, IT Department has focused on delivering fast, accurate,

secure information with a minimum of downtime. This, among other things, includes

the development and maintenance of a comprehensive relational database system to

allow an efficient discharge of OUR’s responsibilities.

2.32. The OUR relies on this Department to:


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• obtain and maintain standardised information from all service providers in the form

of a Regulatory Management System which is secure, scalable and easily

accessible;

• leverage technology to improve turnaround time and deliver service cost-

effectively;

• provide real time information and cutting edge research; and

• deliver a suite of services electronically.

2.33. The IT Department will achieve this through the integrated Regulatory Management

System (targeted areas include: Business Intelligence/Data Analytics; Stakeholder

Management;

Electronic Filing; Geographical Information; Library and Record Management;

Automation of office systems and Online/Mobile Applications), training and

investment in relevant hardware and software. The IT Department will continue the

process of ensuring that there is a greater technology culture throughout the

organization.


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3. STATUS REPORT AND REVIEW OF ACTIVITIES in 2016/2017

Telecommunications Sector Activities as at 2016 September 30

1Status: Active – On Schedule; Active – Behind Schedule; Not Started; Completed; On Hold

Activity Summary Description of

Activity G

oal

Ob

ject

ive

Performance

Indicators/

Output

Star

t D

ate

End

Dat

e Status Comments

1

Establish

Broadband

Dashboard

This project will establish

a broadband deployment

monitoring mechanism

using geographic

information system.

TS1 a

Completion

of Dashboard

by agreed

date

Mar-

16

Sep-

17

Active – On

Schedule

Project was slated to start in Jan-

16 but was delayed due to a

shortage of human capacity in the

Telecommunications Unit. As a

result of this delay coupled with a

protracted procurement process

the project is slated to end in Jul-

17.

1 Project dates incorporate the procurement process where applicable


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Activity

Go

al

Ob

ject

ive

Performance

Indicators/

Output

Star

t D

ate

End

Dat

e Status Comments

2

Ensuring

equivalence

in access and

choice for

disabled end-

users

The project will assess

whether access and

choice for end-users with

disabilities is equivalent

and identify and

implement measures to

address issues with

respect to ensuring

equivalent access and

choice.

TS1 c

Research

Paper on

Equivalence

in Access for

the disabled

Jun

15

Aug-

15

Completed Research paper prepared.

TS1 c

Completion

of

Determinatio

n Notice by

the agreed

date

Jul

16

May-

16

Active –

Behind

Schedule

Phase II which involves the

identification and determination

of measure to ensure equivalence

in access and choice started in Jul-

16.

3

Conduct

Sector

Review

The OUR commenced a

complete assessment of

the telecommunications

sector to determine if

there has been any

change in the markets

which were previously

defined and whether

additional markets now

exist.

TS2 a

b

Completed

Sector

Review

Report

May-

15

Oct-

17

Active –

Behind

schedule

Because of a protracted

procurement process, the project

did not commence until 2016 April.

TS2 a

b

Completion

of

Determinatio

n Notice by


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Activity

Go

al

Ob

ject

ive

Performance

Indicators/

Output

Star

t D

ate

End

Dat

e Status Comments

the agreed

date

4

Development

of

Regulations

to establish

“fixed

penalty”

regime

Regulations are required

to operationalize 63B of

the Act. Under this

section, where the Office

believes that a person has

committed an offence in

relation to its area of

regulation it may give that

person notice in writing

offering the opportunity

of the discharge of liability

to conviction of that

offence by payment of the

prescribed pecuniary

penalty applicable.

TS5 c

Submission

of drafting

instructions

to Chief

Parliamentar

y Counsel by

agreed date.

Jun-

16

Aug-

17

Active –

Behind

Schedule

A decision was taken to stagger the

procurement for this Project and

that of the Unfair Contract Terms

Project

No proposals were received

following the initial publication of

the RFP for the latter project.

Subsequently, a decision was

taken to package both projects

into one procurement.

The combined RFP was published

in 2016 August.

5

Review of

Unfair Terms

in

Telecommun

The OUR committed to

begin the process to

establish unfair contract

terms regulations during

the year. Such regulations

TS3 d

Submission

of drafting

instructions

to Chief

Parliamentar

Nov-

15

Aug-

17

Active –

Behind

Schedule

See related comments at 4 above.

The combined RFP was published

in 2016 August.


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Activity

Go

al

Ob

ject

ive

Performance

Indicators/

Output

Star

t D

ate

End

Dat

e Status Comments

ication

Contracts

will support competitive

markets thus benefiting

consumers and the

economy as a whole.

y Counsel by

agreed date.

6

Review and

Recommend

ations on

Emergency

Services

Access in

Jamaica

The OUR is of the view

that the creation of a

centralized emergency

call centre may be a more

efficient mode of handling

emergency calls, and that

this should be explored.

The project should have

as its outcome the

production of a position

paper setting out options

and recommending a

preferred solution.

TS3 e

Completion

of Position

Paper with

recommenda

tions by

agreed date

Jan-

16

Dec-

16

Active –

behind

Schedule

The RFP for the procurement of

the requisite consultancy service

was published on 2016 July 12.

The contract is scheduled to

commence 2016 November 1.


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Activity

Go

al

Ob

ject

ive

Performance

Indicators/

Output

Star

t D

ate

End

Dat

e Status Comments

7

Establish

Quality of

Service Rules

(Retail)

Consistent with its

mandate under the

Telecommunications Act,

the OUR intends to

establish quality of service

standards for retail

telecommunications

services through the

development of rules. The

rules will create

conditions for consumer

satisfaction by making

known the quality of

services, which a Licensee

is required to provide, and

the customer has a right

to expect.

TS2 b

Quality of

Service

Rules;

Comments

Document;

Code of

Practice

Apr-

13

Mar-

16 Completed

The Comments Document and

Code of Practice have been

published. A form of Drafting

Instructions has been sent to the

Ministry for submission to the

Chief Parliamentary Counsel.

Subsequent to the drafting, the

Rules will be promulgated.

8

Development

of Fixed LRIC

for Fixed

Networks

Interconnection charges

that are based on the LRIC

will encourage

operational efficiency and

assist the OUR in

providing a level playing

TS2 b Completion

of Fixed LRIC

Jan-

14

Nov

16

Active –

Behind

Schedule

The project period has been

extended because of delays

encountered at the data collection

stage of the project and extensions


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Activity

Go

al

Ob

ject

ive

Performance

Indicators/

Output

Star

t D

ate

End

Dat

e Status Comments

field for current operators

and new entrants. LRIC–

based charges also

encourage rational pricing

decisions on the part of

the operators. At the very

least, this will reduce the

variation in fixed

termination rates across

the different networks.

granted to operators during the

Consultation process.

9

ICT Use and

Adoption

Survey

The OUR has the

responsibility to collate

the official statistics on

the Telecommunications

sector to, inter alia,

inform government policy

and to provide

international

organizations such as the

International

Telecommunications

Union with national ICT

data. The OUR is therefore

TS1 a Survey

Report

Apr-

16

Mar-

17

Active – On

Schedule Field work is currently underway.


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Activity

Go

al

Ob

ject

ive

Performance

Indicators/

Output

Star

t D

ate

End

Dat

e Status Comments

required to

undertake/commission

periodic survey. The last

such was done in

2010/11.

10

Develop

Infra-

structure

sharing Rules

Section 29A of the

Telecommunications Act

provides the Office with

the authority to

promulgate rules

mandating infrastructure

sharing. The reasoning for

such rules is that

TS2 a

Recommend

ations

Document

Nov-

12

May-

14 Completed

During the 2013/14 fiscal year,

OUR engaged Pygma Consulting to

recommend modalities for

infrastructure sharing, and to

develop draft rules for sharing.

Due to some delays, the

Consultancy for this project did not

end until May 2014.


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Activity

Go

al

Ob

ject

ive

Performance

Indicators/

Output

Star

t D

ate

End

Dat

e Status Comments

duplication of investment

is a waste of resources.

It is the OUR’s view that

the optimum utilization of

resources can reduce the

cost of investment which

will ultimately redound to

the consumers of

telecommunications

services.

TS2 a Notice for

Proposed

Rulemaking;

Rules for

Infrastructur

e sharing

Aug-

14

Mar-

17

Active –

Behind

Schedule

The OUR’s technical team has had

to undertake additional work to

address remaining shortcomings in

the report submitted by the

consultant even after additional

reviews.

A Notice of Proposed Rulemaking

(NPRM) is being prepared and it is

anticipated that Consultations will

start in 2016 November.

Note however, that the imposition

of obligations under the

infrastructure sharing provision

can only be done subsequent to a

dominance determination.

11

Facilitate

National

Internet

Exchange

Point (IXP)

An IXP is the neutral,

physical network

infrastructure to facilitate

the exchange of internet

traffic between different

service providers within a

TS2 a

Establishmen

t and

operationaliz

ation of IXP.

Nov-

12

Jun-

14 Completed

The OUR continues to manage the

facility. All major ISPs and eGov

are now peering with each other at

the facility.

However, while the entities are

peering the traffic passing through


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Activity

Go

al

Ob

ject

ive

Performance

Indicators/

Output

Star

t D

ate

End

Dat

e Status Comments

country for the region.

Recognizing that Jamaica

had no local IXP the OUR

has taken the initiative to

facilitate the

establishment by:

i. Acquiring a switch

ii. Engaging the

service providers

to agree on a

protocol for

exchange; and

iii. Operating as the

interim

administrator

the IXP is extremely low for some

entities and non-existent for some.

The current regulatory framework

does not give the OUR the

authority to mandate further

participation. Policy intervention

will therefore be necessary for the

IXP to achieve the policy

objectives.

12

Weighted

Average Cost

of Capital

Update

The OUR is often required

to determine cost of

service which includes an

appropriate return on

capital investment.

The Office therefore

computes and publishes a

TS2 b Determinatio

n Notice

Nov

15

Nov

16

Active –

On

Schedule

A Determination Notice will be

published in 2016 November.


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Activity

Go

al

Ob

ject

ive

Performance

Indicators/

Output

Star

t D

ate

End

Dat

e Status Comments

weighted cost of capital

on a periodic basis. The

last such was done in

2011, so the Office is now

updating with

computation.

13

Number

Portability

Post-

Implementat

ion Activities

The OUR’s post-

implementation activities

include the identification

and resolution of

technical and

commercial/Business

issues associated with the

fixed and mobile NP

implementations, and

after the NP Working

Group ceases to exist,

ongoing regulatory

oversight of number

portability administration.

TS4 a

Industry

Number

Portability

guidelines

June

15

Mar

17 Ongoing

In accordance with provision 47 of

the Number Portability Rules, the

responsibility for regulatory

oversight of number portability

administration was transferred to

the OUR on 2016 June 22.

To date the OUR has not had cause

for any intervention.


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Activity

Go

al

Ob

ject

ive

Performance

Indicators/

Output

Star

t D

ate

End

Dat

e Status Comments

14

Telecommun

ications

Market

Information

Quarterly

Report

The OUR compiles and

publishes quarterly

reports on information

received from the

telecommunication

operators.

TS3 b Publication

of Reports

Apr-

16

Mar

17 Ongoing

15

Dispute

Resolution

Rules

Interconnection-related

disputes are inevitable

given the competing

interests of the parties

involved. Failure to

resolve disputes in an

expeditious manner can:

reduce capital flows into

the sector; limit

competition which will

lead to higher prices and

lower quality services;

and delay the roll-out of

new services and

infrastructure. With the

amendments to the Act,

the OUR will have the

TS4 b

Dispute

Resolution

Rules;

Comments

Document

June

14

Oct

16

Active –

Behind

Schedule

Intervening activities which

required the Legal Department’s

attention have consistently

adversely affected the schedule for

this project.

The Comments Document was

published in 2016 October. A form

of Drafting Instructions was sent to

the Ministry for submission to the

Chief Parliamentary Counsel.

Subsequent to the drafting, the

Rules will be promulgated.


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Activity

Go

al

Ob

ject

ive

Performance

Indicators/

Output

Star

t D

ate

End

Dat

e Status Comments

power to arbitrate both

pre and post-contract

disputes. This should

result in disputes being

resolved in a more

efficient manner.

16

Short Code

Regime -

NPRM

Development and

implementation of a

numbering scheme using

numbers which are

shorter than the regular

telephone number

(Common Short Codes)

for the provision of a

broad range of value-

added services.

TS5 d

Determinatio

n Notice;

Number

Assignment

Guidelines;

Numbering

Rules

Jun-

12

Mar.

17

Active –

Behind

Schedule

The OUR’s NPRM proposed rules

and guidelines for the

administration of the six-digit

short codes regime.

An amended Determination Notice

was resubmitted to Legal for final

review in 2016 June.

Additional work was also done in

preparing a draft licence for a

Value-added Service Provider to

accompany the Value-added

Service Rules.


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Activity

Go

al

Ob

ject

ive

Performance

Indicators/

Output

Star

t D

ate

End

Dat

e Status Comments

17

NPA Relief

Implementat

ion

When the available

quantity of numbers

within an area code is

near exhaustion,

provisions must be made

to augment the supply of

those numbering

assigning an additional

area code to the area

served by the exhausting

code; this is carried out

through a process called

NPA Relief

TS5 d

The

introduction

of an

additional

area code;

Introduction

of 10-digit

local dialling

Jan-

16

Apr-

17

Active –

Behind

Schedule

The NPA relief project commenced

in earnest with meetings of the

Relief Planning Committee and

Subcommittees held and future

meeting scheduled. However,

there has been some delays to the

work of the committees. The OUR

has however started some of the

consumer awareness activities.

The OUR has also conferred with

the North American Numbering

Administration and received the

go-ahead to submit an application

for the assignment of the new area

code (which they have disclosed)

and which they have promised to

expedite.


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Electricity Sector Activities as at 2016 September 30

Status: Active – On Schedule; Active – Behind Schedule; Not Started; Completed; On Hold; Ongoing


Activity Go

al

Ob

ject

ive

Performance Indicators/Out

put

Start Date

End Dat

e Status Comments

1 Preparation and Promulgation of Electricity Codes

Section 47(1) of the Electricity Act, 2015 requires the OUR to complete five codes within twelve months of the promulgation of the Act. Generation Codes which, inter alia, govern the operations of generators in the electricity sector is one such code. Generation Codes are currently in place but will need to be reviewed in light of the new legislation.

ES1 a

Generation Code

completed and promulgated

May- 16

Aug-16

Completed

All five codes are completed Approved and gazetted with effective date 2016 October 25.


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2

Develop and Approve Standard Offer Contract

The Act stipulates that “Standard Offer Contract” means a contract develop and approve by the Office for use in promoting renewable energy with capacity limits established by the Minister under a net billing arrangement

Approved SOC May-

16

TBA

Active -On schedule

Draft SOC completed based on available information from MSET. Awaiting MSET final program document and net billing legislation to finalise and consult on SOC

3 Review EEIF

The OUR in previous Determination Notices had established an Electricity Efficiency Improvement Fund (EEIF) to drive, inter alia, the modernisation of the grid and to reduce loss adjustments. The performance of the Fund and

ES2 b Assessment

Report Apr-16

Mar-17

Active – On Schedule

The consultants,

Lummus International

have been notified that

they have been selected

for the Audit of this

project.


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review of the governing rules are the object of this project.

Recommendations and

proposed amendments

to governance rules

The project will have to

be submitted to the NCC

for its approval.

The negotiations are

now completed and the

documents have been

prepared to submit

through the NWA to

allow for audience with

the NCC.

4 JPS Annual Adjustment

The Amended and Restated All-Island Electric Licence, 2011 requires JPS to file annual reviews with the OUR for amendment of its rates to take account of inflation and productivity changes. Over the course of this work plan, the OUR will be required to perform a number of annual reviews.

ES3 e Average Real

Price of electricity

May-16

Jul- 16

Completed

JPS submitted its

request for annual tariff

adjustment on 2016,

May 04.

The final Determination

Notice was submitted to

and approved by the

Office on 2016, July 04

and became effective on

2016, July 05

The Project was

completed on schedule.


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5

Q-factor assessment for establishment of baseline

The existing price cap regime includes a Q-Factor variable which can be used to offset changes in service quality. So far the OUR has kept the value for this variable at zero largely because of data deficiency to properly determine Q. The OUR is committed to reassessing the methodology, data requirements and the existing mechanism to determine a Q- factor baseline determination.

ES6 c

Baselines established for SAIDI,CAIDI and

MAIFI

Apr-16

Mar-17

Active behind

schedule

The OUR is continuing its consultation with JPS with the aim of validating appropriate baseline data from the Outage Management System (OMS). If the OUR is unable to validate appropriate baseline data produced from the JPS OMS by 2017 June, the OUR will consider appropriate alternative method consistent with the JPS Licence requirement.

6 Account Separation Guidelines

These guidelines are in keeping with the provisions of the Amended and Restated All-Island Electric Licence, 2011 (the “Licence”) under which the JPS operates. Condition 5 of the Licence states that JPS ‘shall maintain such Regulatory Accounts as may reasonably be specified by the Office consistent with generally accepted accounting principles

ES3 a

Presentation and publication of transparent

regulatory accounts on

non-fuel costs.

Oct-15

Mar-19

Active – Behind

Schedule

The draft Notice of Proposed Rulemaking has been finalised. Consultations are scheduled for first quarter 2017

7 Wheeling Framework

The OUR issued its wheeling Determination on July 9, 2013,

ES1 b Tariff Rates Aug-16

Aug-19


Consult with JPS to develop a schedule by


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but it was successfully challenged by JPS. Consequently, the OUR will be required to: a) review the wheeling methodology; b) recompute wheeling rates based on an updated “Cost of Service Study”; c) issue a new Determination; d) agree on a new timetable for the roll-out of the Wheeling Framework; e) finalize the supplementary Wheeling Contracts; f) oversee the implementation of the Wheeling Framework.

2017 December. to deliver the following: Phase 1 – Cost of Service Study Initiation– Phase 2 - Development of a Wheeling Framework

Phase 3 – Issue Wheeling Determination

8

Establishment of

the Rules for the

Bogue Plant

Reconfiguration

Fund

Rules to guide the use of the funds collected from JPS’ customers to facilitate the conversion of the Bogue (CCGT) plant to use natural gas.

ES5 b

Reduce Average real

cost of Generation

Jun-15

Apr-16

Completed

9

Review all Integrated Resource Plans developed by JPS, MSTEM

The OUR considers the development of an Integrated Resource Plan (IRP) which includes a Least Cost Expansion Plan to be critical. The OUR is committed to continues to

ES5 c Impact of IRP on electricity

prices

Nov-15

Apr-20

Ongoing

Impacts of the plans developed are done as required. These impacts are incorporated into tariffs reviews.


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review such plans, when they become available. It is therefore proposed to develop models and analytical tools to assess the impact of any IRP on the electricity rates and system reliability.

10

Review of the Electricity Market Structure Arrangement

The OUR considers that good regulation requires periodic extensive market reviews to determine inter alia, the efficacy and relevance of extant market structure and mechanism including the policy, regulatory framework and the governing instruments. It is therefore proposed to undertake such a review during the work plan period.

ES3 b

Report with recommendati

ons on regulatory and

institutional changes required.

Jan-16

Mar-17


Draft Terms of Reference and Request for Proposal (RFP) completed. Decision taken to for this project to be shifted to the 2018/19 fiscal year due to budgetary constraints.

11

Audit of JPS Metering and Customer Information Systems

This is being proposed to ensure that JPS has the procedures and systems in place to accurately bill its customers. This will involve the Department’s preparation of the Terms of Reference; procurement and selection of vendor and implementation.

ES3 c Audit report Jul-15

Sep-16

Active-On schedule

The final draft report was completed and presented to the OUR in 2016 August.


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12 Meter testing protocol review

Review, amendment and promulgation of the protocol on administrative and testing procedures for meters.

ES3 c Revised Meter

Testing Protocol

Jan-16

Aug-16

Active – Behind

Schedule

The Bureau of

Standards, Jamaica

(BSJ), informed the OUR

that there was evidence

that a number of the

standards on which the

Meter Testing Protocol

was based have been

reviewed/revised and

that a number of the

stipulated operational

cycles have ended, thus

requiring review of the

Protocol.

The review team

including the OUR and

the BSJ is working to

complete the review

and re-promulgation of

the Protocol by the third

quarter of 2016/17.

15

Audit of Jamaica’s Power System Fuel Management Policies and Practices

An audit of fuel management for the sector was completed in 2014/15. That audit raised a number of concerns that require further examination and may

TBA Jan-16

Apr-16

Active – Behind

Schedule

The audit made several

recommendations that

can be carried out.

The report is to be finalized and submitted.


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require regulatory interventions by the OUR.


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Water Sector Activities as at 2016 September 30


Activity Summary Description of Activity Performance

indicators/Output Start Date

End Date

Status Comments

1 NWC'S Mid Tariff Review

In its 2013 Determination Notice the Office committed to undertake an examination of NWC's performance to determine the extent to which the Commission is achieving certain regulatory targets outlined in the Notice. Specifically the K-Factor regime and the guaranteed standards will be the subject of review.

Determination Notice by Sept-16

Mar-16

Oct-16

Active-On

shedule

On 2016 July 1, the NWC submitted its Mid-Tariff application to the OUR for review. A meeting was subsequently requested by the NWC and this was held on 2016 August 4. NWC indicated at said meeting that it would be submitting revised documents to the OUR. The OUR in turn advised that this will be treated as a revised application. The revised documents were received 2016, August 17. Based on the revised application, a new schedule is to be issued on 2016 October 31.


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End Date

Status Comments

2

Concept Paper on Financing Options for water and waste water

Traditionally, the financial resources available to the NWC do not allow for the required level of investment needed for the growth and development of sewerage treatment facilities throughout the island. This project will seek to examine the financing options available for the water sector service providers.

Completed paper on Financing

Options by July-16

Jan-17

Apr-17

Not Started

Scheduled to start in 2017 January.

3 Tariff and Rate Regime for Small Private Providers

This project seeks to encapsulate all activities done for small providers including tariff determinations, ANPAM adjustments, Quality of service monitoring, Monthly PAM adjustments, and addressing miscellaneous queries. It should be noted that the timing of such activities is ad hoc, but it is possible to anticipate with reasonable certitude that there will be a

RBWC Determination

Notice May-

16 Aug-16

On-going

Applications for rate reviews were received from RBWC and DSL while an application for adjustment of ANPAM was received from DEML. RBWC On 2016 May 30, RBWC applied for a rate change to the bulk water rates it charges the NWC. The request was reviewed and additional information requested from the company to allow for a rate determination. A draft Determination Notice is being


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End Date

Status Comments

number of such activities during the four year work plan period.

prepared and subject to receipt of the additional information should be completed by end of October.

Dairy Spring Limited Tariff

Review Document

May-16

Aug- 16

On-going

DSL On 2016 May 11, DSL applied to the OUR for an adjustment to its rates and charges. The application has been acknowledged but DSL has been advised that issuance of a final determination will need to await renewal of its licence. The draft licence is now being reviewed.

Dynamic Environmental Management

Limited Annual Price Adjustment

Jun-16

Jun-16

On-going

DEML DEML on 2016 June 16 applied to the OUR for its yearly price adjustment (ANPAM adjustment). The request was verified and approval was sent to the company on 2016 July 1.


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End Date

Status Comments

4

Development of a regulatory framework for small providers

The water and sewerage sector has seen the increasing emergence of private providers operating on a limited scale and providing service to distinct areas. It is therefore, necessary to determine whether these operators should be subject to the same scale and scope of regulation as the NWC, and if not, what should be the defined regime. The OUR has therefore committed to consulting on these issues with a view to developing a regime that is fair to all, while continuing to facilitate the increase in private participation. It is envisaged that this process will result in the adoption and implementation of a specified regime for private small water providers.

% of private (Potable water) providers issued Determination

Notice

Apr-16

Sep-16

Active – On

Schedule

A consultative document outlining a proposed regulatory framework is being reviewed internally.

5 NIC Tariff Determination

The National Irrigation Commission (NIC) is the leading provider of irrigation water in Jamaica. The

Issue Determination

Apr-16

Mar-17

On Hold No submission was received from the NIC for adjustments to its Irrigation Rates. There were also no


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End Date

Status Comments

Commission also provides bulk water to some major operators in the sector. In theory the NIC is expected to supply service at an economic rate. NIC is expected to apply for a new tariff on an annual basis. Additionally, there are also a number of specific NIC’s NIDP projects to which a separate tariff applies and for which applications are submitted to the OUR.

Notice within the Stipulated period

adjustments requested to any rates charged by the NIDP schemes.

6 CWTC Tariff Determination

A Tariff Determination will be prepared for The Central Waste Water Treatment Company. The CWTC is a BOO project that provides sewerage treatment services to the NWC.

Completion of Determination Notice on time

Apr-16

Mar-17

On Hold No submission was received from CWTC.

7

Pre-Conference

Workshop and

General

Conference

The OUR, with the assistance of the

IDB, proposes to host a regional

conference on sustainable

development in the water and

sewerage sector. The conference

150 attendees at General

Conference

Dec-15

Jun-16

Cancelled

Substantial preparatory work was done on the planning of this conference. The PIOJ subsequently indicated however that it will take the initiative forward.


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End Date

Status Comments

was slated for the June 2016, and

was intended to have examined a

range of water and sewerage

development issues including:

legislation, investment, policy, and

regulation.

8 NWC Impact Fee

Policy

A review of the NWC Impact Fee

Policy.

Policy Document Mar-

16 May-

16 On Hold

Directive was given to review NWC’s current Draft Impact Fee Policy and this commenced with a view to providing NWC with comments/guidance/directive on its policy. This project was however placed on hold pending further direction.

9

Review Water

Sector Policy and

Implementation

Plan

The OUR will review and provide

comments to the Water Sector

Policy and Implementation Plan

Comments on Water Sector

Policy and Implementation

Plan

Feb-16

Mar-16

Active – Behind Schedul

e

Comments were sent to the Ministry of Water under the previous administration. The comments are to be sent to the current administration.


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End Date

Status Comments

10

Review

Development

Strategy for Non-

Utility Service

Area

The previous Ministry of Water

Land Environment and Climate

Change had requested comments

from the OUR on its Development

Strategy for Non-Utility Service

Area.

Comments on Development

Strategy for Non-Utility Service Area

Apr-16

Dec-16

Active – On

Schedule

A draft set of comments has been prepared and subject to final review will be sent to the current Ministry by the third quarter of fiscal 2016/17.


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Monitoring Activities as at 2016 September 30 Status: Active – On Schedule; Active – Behind Schedule; Not Started; Completed; On Hold; Ongoing


Activity

Performance indicators/

Output

Start Date

End Date

Status Comments

1

Audit and Monitor K-Factor Programme

A comprehensive review of the NWC’s management and operation of the K-Factor programme including: i) the billing and accounting for funds, ii) project selection and iii) implementation, iv) compliance with regulatory directives including the MOU, v) achievement of the stated objectives and vi) the sustainability of the programme

Audit report, showing how

the programme and projects performed.

Apr-16

Mar-17


The monthly K-Factor Monitoring report

highlighting the developments regarding the

K-Factor for 2016 April to August was

completed.

With regard to the K-Factor Audit, in

response to the notice of Request for

Proposals published locally and

internationally for the Management and

Operational audit of the K-Factor

Programme, one (1) proposal was received by

deadline 2016 April 6. The Technical and

Financial proposals were opened as specified

in the RFP. The Technical and Financial

Evaluation Report is being finalized to be

submitted to the Procurement Committee for

approval.


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Activity


Output

Start Date

End Date

Status Comments

2 Monitor and Audit EEIF

The evaluation will look at both the management and operating performance of the EEIF by: i) analysing the related business processes and practices, ii) Relevant loss reduction programme plan, and iii) all the projects implemented thereby.

Audit report, showing how

the programme and projects performed

Apr-16

Mar-17


The consultants, Lummus International have

been notified that they have been selected

for the Audit pending further approvals.

The project will have to be submitted to the

NCC for its approval.

The negotiations are now completed and the

documents have been prepared for

submission to the NWA to get audience with

the NCC.

Lummus is still to acquire its TCC information which is required to proceed to the NCC.

3

Verify compliance of utilities with Directives, Rules & Determinations

To check if the stipulated instructions are being carried out according to the respective instruments issued.

Quarterly Compliance

Report

Apr-16

Mar- 17

On-going

A database was selected as an appropriate construct to facilitate the creation of a status of compliance register. The nature of the content, structure, operation and presentation was discussed and agreed with IT for a formal implementation of the database by 2016 June 01. The content was collaboratively collected by Record Information Management Unit (RIM) and OURIC, and comprises over 240 documents covering approximately a 15 year


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Activity


Output

Start Date

End Date

Status Comments

period. The data entry process has started and is expected to be completed in 2016 October.

4 Implement Monitoring Framework

Reflect monitoring Framework in organization. Implement: monitoring framework policy, responsibilities and relationships between departments. Determine: escalation protocols, enforcement policy & mechanisms, and inter-agency coordination and reporting. Optimize targets, standards and regulatory policy for synergistic operation. Consult with utilities on the monitoring policy initiatives.

Monitoring framework

implemented

Mar 16

Feb 17


Protocols for the management of the monitoring function throughout the organization and the escalation of non-compliance matters have been completed and sent for review and comments. Meetings with the various departments to discuss the protocols and move into the implementation phase is scheduled for the second quarter of 2016/2017.

5

Procure up to 37 MW (Net) of Electricity Generation

Manage the procurement of up to 37 MW of electricity generation from renewable based resources by conducting an RFP process.

Award, Approved

Power Purchase

Agreement

Mar-16

Dec-19


Negotiation of the Power Purchase Agreement is currently underway and is scheduled to be completed by 2016 Nov 03


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Activity


Output

Start Date

End Date

Status Comments

from Renewable Resources

and construction & commissioning

of plant.

6

Monitor Fuel Inventory Manage-ment by JPSCo

Fuel Inventory Audit showed areas of concern to be addressed.

Reports submitted on

time and exceptions highlighted

Apr-16

Mar-20

On Hold The consultancy no longer operates out of Jamaica and the team that did the audit is no longer with the consultancy.


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Consumer and Public Affairs Activities as at 2016 September 30

Status: Active – On Schedule; Active – Behind Schedule; Not Started; Completed; On Hold


Activity Go

al

Ob

ject

ive

Performance Indicators/Ou

tput

Star

t D

ate

End

Dat

e

Status Comments

1

Develop policy for concessions for vulnerable utility consumers (pensioners and persons within the disabled communities)

Collaboration with service providers to develop policy (via consultations and other methods). Justification for this project will be developed from customer complaints and consultations.

CS3 a f

Number of service

providers with vulnerable

utility consumers’ concession

policy in place.

Jun-16

Mar-17

Not Started

This project has been deferred to the 2018-2019 fiscal year

2 Citizens Charter

Review and finalization of Service Level Agreements between OUR and utilities customer. Development of Citizens’ Charter.

CS3 d Updated SLAs Apr-16

Nov-16

Active – On

Schedule

The first draft of the Charter has been completed. This document is to be completed by 2016 September 30. It is to be promulgated by November 30.


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3

Documented procedures for evidence gathering for meter tampering and illegal connections

Document to be developed in collaboration with NWC and small water providers. This would formalize the evidence that NWC is to provide in support of illegal connections. The impetus is supported by consumer complaints. This will involve: - Development of work

plan; - Research on similar

evidence-gathering document;

- Formally advise the NWC of this activity which should include the deadline for the submission of the draft procedures (2016 July 6)

- Circulating draft procedures internally for review and comments (2016 August 23)

- Receiving comments and incorporate in document as is

WS5

a

Percentage of evidence gathering procedures documented.

Apr-16

Mar-17

Active


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necessary (2016 September 20)

- Sending revised draft to the NWC for review and comments (2016 September 27)

Receiving amended procedure from NWC for finalization (2016 November 8)

4 Girls in ICT

Developing a public education outreach programme consistent with the ITU. The Girls in ICT initiative of the International Telecommunication Union (ITU) is a global effort to raise awareness on empowering and encouraging girls and young women to consider studies and careers in Information and Communication Technologies (ICT’s). The initiative is committed to celebrate and commemorate the International Girls in ICT Day on the fourth Thursday

CS3 f

Percentage of outreach activities

meeting their pre-

determined objectives.

Apr-16

Mar-17

Completed

On 2016 April 28, the Office

of Utilities Regulation

hosted its inaugural Girls in

ICT Day seminar and

Exhibition. This seminar saw

266 total registered

participants for the day’s

activities including students

and teachers from twenty

two (22) high schools across

Jamaica as well as a few

participants from University

of the West Indies (UWI) and

University of Technology

(UTech). Presenters

included entrepreneurs in

the field of ICT as well as

persons from institutions

http://www.itu.int/

http://www.itu.int/

http://www.itu.int/


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of every April as established by the ITU membership.

such as IBM World Trade

Corporation, Microsoft

Jamaica, UWI, UTECH and

MSET. The day culminated

with an Introduction to

Coding workshop.

5 OUR Service Excellence Awards

An annual event, OUR Service Excellence Awards will serve as the setting to recognize excellence in service delivery to consumers by service providers as well as to recognize and reward consumers/students.

CS3 a f

TBD Jan-17

Mar-17

Not Started

6

Annual Symposium on Utilities Customer Service and QOS Improvement.

The Annual Symposium on Utilities Customer Service and QOS Improvement is expected to help the organization benchmark customer service index and assist with the improvement in customer satisfaction via training and information sharing. The target audience is customer

CS3 b h

Number of service providers who have standardized/updated codes of practice for complaints handling and customer service.

Apr-16

Dec-16

Deferred to

2017/18

This project has been deferred to the 2017-2018 fiscal year


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service personnel from all service providers.

Number of customer service personnel who participated.

7

Communications

Council

Establishment of an OUR Communications Advisory Council to, inter alia: clarify public misconceptions about the determinations, programmes and policies of the organization; improve the timeliness and content of response to all relevant issues; ensure that the organization is pro-active in its response to the media; and strengthen the organization’s external communications strategy and delivery of information to all stakeholders.

CS2 a

Percentage adherence to external communications schedule.

Apr-16

Mar-17

On-going

The Communications Council and the organization’s Communications Policy are expected to help to prepare the organization to utilize its professionals for proactive responses. This will assist with the felt need that the organization should be more transparent and proactive in its responses. The meetings are held at least once a month to consider pro-active responses to current media issues.

Percentage of public issues responded to in standard time.

8

OUR Mystery

Shopping

Programme

Mystery shopping or secret

shopper, is a tool used to

measure quality of service,

or compliance with

regulation, or to gather

specific information about

Oct-16

Mar-17

On-going Work Plan has been developed.


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products and services. The

mystery consumer's

specific identity and

purpose is generally not

known by the

establishment being

evaluated.

The purpose of this project is to ensure that the utility providers are adhering to the stipulations that are outlined in their tariff agreements and or the terms and conditions of the license given to them upon their contractual agreement with the OUR.

9 NPA (Area code

Relief)

Developing a public education outreach programme and complaints handling to support the implementation of ten-digit dialing in Jamaica.

TS3 c

Percentage adherence to

Public education outreach

programme schedule.

Apr-16

Mar-19

On-going

The communications plan was developed. Now awaiting implementation start-up time by RPC.


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10 Social Media Campaign

The OUR already has a social media programme including Twitter, FaceBook, LinkedIn. This is to be increased with the focus being on the use of the key messages and PSA’s already produced. SMS test messages will be introduced and these channels will be used to lead consumers to additional information on our websites and that of service providers as well as the 1-800- help line.

CS3 g

Report with recommendati

ons on regulatory and

institutional changes required.

Apr-16

Mar-17

On-going

11

National Integrated Communications Campaign

The communication plan aims to utilize a variety of approaches and channels to, among other things: 1. Change the negative perception of the OUR by improving public understanding of the organization’s roles and responsibilities; its core processes and its initiatives and programmes.

CS2 a TBA Apr-16

Mar-17

On-going

Smooth implementation of Programme evinced by achievements of the following:

Plan was developed by 2015 September 30, as per deadline.

Development and approval of budget by 2015 December; Budget was developed on time and sent to the Office for approval.


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2. Sharpen and more clearly define the OUR’s brand identity. 3. Promote OUR success stories via testimonials. 4. Provide appropriate benchmarks to measure the effectiveness of the organization relative to its mandate. 5. Educate consumers about the service providers' responsibilities to them.

Commence implementation of programme by 2016 March : concepts and artwork developed for implementation on time.

Television, radio and print advertisements have been placed. (2016 June.)

12 Quarterly Press Briefings

Target Audience: Members of the media and selected stakeholder representatives. Objectives: To enhance stakeholders’ trust in and ability to engage with OUR, and thereby increase the impact of OUR’s operations. The briefings are expected to promote transparency, accountability, and participatory development.

CS2 a Apr-16

Mar-17

Deferred to

2017/18

This project has been

deferred to the 2017-2018

fiscal year


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13 Sector and Stakeholder Engagement

To re-establish continuing stakeholder dialogue so that there can be a two way flow of information to and from stakeholders and from the OUR on the various projects and development of issues.

CS2 CS3

e h

TBA Apr-16

Mar-17

On-going

1. Stakeholders' luncheon meeting – 2016 January 29.

2. Quarterly meeting between JPS and CPA was held on 2016 February 29.

3. Webinar – 2016 March 4. Lunch and Learn

Sessions – OURIC (2016 January and March)

5. Participation in Denbigh (2016 August)

14

Parish

Connections

This programme is expected to facilitate active communications channel and to re-establish continuing consumer and stakeholder dialogue so that there can be a two way flow of information to the OUR about their various concerns.

CS2 CS3

e h

Percentage adherence to

parish consultation

schedule.

Apr-16

Mar-17

Ongoing

The Clarendon Parish Connection took place on 2016 April 12-15. There were 290 participants at the Schools Connection, 100 participants at the Community Leaders meeting, 113 participants at the Community meeting and 205 at the Consumer Expo. The upcoming Parish Connection schedule is as follows: - St. Thomas – 2016

September - Portland/St. Mary –

2016 November


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- St. Ann – 2017 January - Kingston/St. Andrew –

2017 February - March

15

Tariff Consultations with small and large service providers

The primary objectives of these meetings which are held across the island for service providers who have applied for a review of their tariffs, are: 1. To facilitate a platform from which service providers can engage their customers with respect to: a) The content and reasons for its tariff applications to the OUR; and b) The companies’ plans for the future with regard to service delivery. 2. To hear the views of consumers regarding the submissions. 3. To obtain information from consumers with regard to general service delivery in their respective areas; 4. To provide the public with an opportunity to advise the OUR of matters it considers relevant to the

CS2 TBA Apr-16

Mar-17

TBD NWC Mid-Tariff review Received 2016 August 17.


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determination of the tariff application. 5. To obtain feedback specific to the established quality of service standards.

16 Monitoring billing punctuality

Monitoring billing punctuality using desk reviews.

ES6 c Apr-16

Mar-17

On Hold This task has to be reviewed and assigned for the year 2017 April - 2018 March.

17 OURIC Outreach

The aim of this project is to promote the OURIC and generally the OUR. This project will take the form of physical exhibitions on topics determined by the Responsible Officer in OURIC. These mounted exhibitions will visit predetermined venues and spend a period not exceeding five days at each venue, with members of staff available on the first and last day to field questions. The aim of this project is to promote the OURIC through the provision of relevant information on

CS3 f Apr-16

Mar-19

On-going On-going and active


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utility regulation and other topical matters.

18

Measure the

percentage of

planned outages

with 48 hours’

notice (EOS 1)

Monitoring planned outages; using media content analysis and customer calls and random checks. This is requirement under the Overall Standards.

ES6 a

Percentage adherence to OUR Determinations.

Apr-17

Mar-19

Deferred to

2017/18

19

Measure

effectiveness and

responsiveness of

call centres

Monitoring and measurement of overall Standards EOS, 10 &11. This activity will involve mystery shopping; audits, desk reviews (reports).

ES6 a

Percentage of customer calls responded to by call centre.

Apr-16

Mar-19

Deferred to

2017/18

20

Quality assurance

recording of calls

to consumer

affairs

Recording and monitoring calls to the consumer affairs officers to enhance quality of interaction.

CS2 CS3

a b f g

Percentage of calls recorded that meet established call quality.

Apr-16

Mar-19

Deferred to

2017/18

21

Website

development and

creation.

Development and creation of an updated, easily navigable and user friendly web-site.

CS3 g TBA Apr-16

Mar-19

Deferred to

2017/18


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22

OUR National

Social Outreach

Programme

The OUR does not currently have a national corporate social outreach programme that reaches out to the vulnerable and under-served members of society. Further, poor communication was consistently cited as the area needing immediate attention by the OUR. Consumers are of the view that there needs to be greater engagement of the public and transparency by the OUR. Not only will this help consumers to learn more about the OUR and its involvement in consumer relevant areas, but will also help them to trust the OUR more as a regulatory body offering services to them and the utility service providers.

CS3 f Apr-16

Mar-19

Deferred to

2017/18

23 National

Consumer Survey

The OUR will be conducting an annual consumer satisfaction survey. This is a three year project, during which time the consultant

CS3 a Apr-16

Mar-19

On-going

The Consumer Satisfaction Survey was completed in 2016 July..


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shall conduct a survey and do research using appropriate methodologies, to collect data and information, inter alia: a) to ascertain the current awareness level of the operations of the OUR and the public’s understanding of the organisation’s role and function; to determine the level of knowledge of members of the public of the OUR’s services, ascertain major areas of satisfaction and dissatisfaction, and ascertain from the public the means by which the areas of dissatisfaction can be improved; c) to establish what

consumers feel the OUR

should be doing that is not

currently being done; and

d) to determine customers’

awareness and

The results of the survey showed that there was awareness of the operations of the OUR and also awareness of the utilities and the services they offer. Notably, there were areas of satisfaction and areas of dissatisfaction with the service providers and also with the OUR. The OUR will be using the results of the survey to identify the areas for improvement and for developing policy or improving OUR’s consumer service to the public.


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understanding of the OUR’s

appeals process.

24

Audit of NWC

Billing and

Metering System

This is being proposed to ensure that NWC has the procedures and systems in place to accurately bill its customers. This will involve the Department’s preparation of the Terms of Reference, procurement and selection of vendor and implementation.

WS5

b Revised Billing System

Apr-16

Mar-19

Active - On

Schedule

Development of Terms of Reference was completed. Technical Evaluation completed – 2016 August Financial Proposal was opened in 2016 August. The OUR will proceed to engage the services of the preferred bidder.

25

ISO 9001:2008

Certification

Develop and be compliant with process documents / process maps for the Appeals Process and any other duties assigned in preparation for OUR's certification and maintaining such certification.

Apr-16

Mar-19

TBD On-going.


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Secretary to the Office Activities as at 2016 September 30



Activity

Go

al

Ob

ject

ive

Performance

Indicators/

Output

Star

t D

ate

End

Dat

e Status Comments

1

Preparation of

the Corporate

Business Plan

Development of the

Work Programme and

Budget for the four-year

period 2016 - 2020. This

involves work in the

sectors as well as the

supporting aspects of

the business.

CS1 a

Submission of

Corporate Plan

to MOFP. Draft

- Nov. 30 2016;

Final,

December 31,

2016

Aug-

16

Dec-

16

Active –

On

Schedule

The Strategic Planning Retreat as

well as the Management Retreat

were held as scheduled.

2

Monitoring

Activities of

the Corporate

Business Plan

The STTO Department

will monitor the

implementation of the

work programmes in the

approved Corporate

Plan through the

monthly reports

submitted by Heads of

CS4 g

70%

adherence to

HOD monthly

report

submission.

Apr-

16

Mar-

17 On-going

HODs have adhered to the

monthly report submission for the

period. However departments are

now being asked to use Microsoft

Project software to create and

manage their projects. This will

help the STTO to better monitor

projects across departments.


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Departments and keep

the Office aware of the

status of these activities.

3

Managing the

Licensing

Process

Coordination of the due

diligence process for

licences applications;

maintenance of a

comprehensive

database on licences

issued; and monitoring

the status of all licences.

CS2 b

80% of

licences

applications

processed

within the

standard time

of ninety (90)

days.

Apr-

16

Mar-

17 On-going

Electricity Sector –

Activities for Net Billing resumed

on 2016 April 11. The OUR has

been asked by the Minister of

Science, Energy and Technology to

assist with the licensing process as

the amended Electricity licence

expressly excludes the OUR from

all licensing activities for the

Electricity Sector. As at 2016

August 31, 146 applications for

licences were received and an

additional 89 licences issued.

Water and Sewerage –

During the review period STTO

handled licensing issues for three

(3) service providers.

Telecommunications –

STTO has handled licensing issues

for eight (8) service providers


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4

Documents for

Office

Decision

STTO has the

responsibility to ensure

that all documents being

sent to the Office for

decision-making are

properly documented

and have the requisite

approvals.

CS6 b

80%

adherence to

Department's

Standard

Operating

Procedures.

Apr-

16

Mar-

17 On-going

The STTO continues to prepare

documents for Office Decision as

required.

5

Preparation of

Quarterly

Reports for

MOFP

As a statutory

requirement, reports on

the activities on the

Corporate Plan are sent

to the MOFP on a

quarterly basis.

CS2 b

90%

adherence to

timelines set

by external

agencies.

Apr-

16

Mar-

17 On-going

The first and second quarterly

reports for 2016/17 has been

submitted to the MOFP.

6

Managing the

OUR's

external and

international

relations with

other

regulators and

institutions

The OUR encourages

cooperation, dialogue

and cross-training with

other regulators and

institutions. This allows

cutting edge

information to be

shared and acted upon.

CS4

90%

adherence to

Department's

Standard

Operating

Procedures.

Apr-

16

Mar-

17 On-going

Participated in various fora and

meetings with external and

international stakeholders such as

ITU, NARUC, OCCUR, PURC and

IP3.


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7

Managing

relations with

utility

operators and

other

stakeholders

This is to encourage

dialogue, transparency

and greater efficiencies.

CS2 a

90%

adherence to

Department's

Standard

Operating

Procedures.

Apr-

16

Mar-

17 On-going

Participated in various fora and

regular meetings with utility

operators and other stakeholders.

9

Gazetting of

Regulatory

Fees/Tariffs

This is a statutory

requirement. All

schedules of fees have

to be gazetted. This

activity is done after

approval of tariffs or

calculation of regulatory

fees.

CS2 b

90%

adherence to

Department's

Standard

Operating

Procedures.

Apr-

16

Mar-

17 On-going

Submitted the Electricity Rate

Schedule 2016 to the Jamaica

Printing Office for gazetting.


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Administration and Human Resources as at 2016 September 30

Status: Active – On Schedule; Active – Behind Schedule; Not Started; Completed; On Hold


Activity Go

al

Ob

ject

ive

Performance Indicators/

Output

Star

t D

ate

End

Dat

e

Status Comments

1

Establish and maintain Disaster Mitigation and Preparedness Programme

Collaborate with the PCJ with respect to Implementing and establishing a Disaster Preparedness and Management Programme. Sensitizing staff to effectively respond to hazards e.g., Earthquake, Hurricane and Fire. Organize and conduct Disaster Management sensitization sessions for staff. This should cover the preparation by staff to protect themselves and the property of the OUR

CS4 c Number of

sensitization sessions.

Apr-16

Mar-17

On-going

ODPEM was contacted to conduct a Disaster Management sensitization presentation to staff members as well as to conduct a survey as to the OUR’s readiness. We await their confirmation on the date.

2 Exchange Programmes with other

Organize and manage work exchange programmes with other Utilities Regulators

CS5 b

Number of staff participating in work exchange programmes.

Apr-16

Mar-17

On-going

The OUR will be hosting a member of the Eastern Caribbean Telecommunications Authority


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Regulatory Organizations

For the October – November period to assess our Records and Information Management process.

3 Procurement of General Services

This activity will involve the management and coordination of the procurement of goods and general services.

CS1 e

Percentage procurement adhering to time and guidelines.

Apr-16

Mar-17

On-going

The OUR is in full compliance with all Government Procurement guidelines.

4 Procurement of Consultancy Services

This activity will involve the management and coordination of consultancy services.

CS1 a

Percentage procurement adhering to

time and guidelines.

Apr-16

Mar-17

On-going

The OUR is in full compliance

with all Government

Procurement guidelines.

5

Preparation of Annual Procurement Plan

This activity will involve the preparation and submission of an Annual Procurement Plan to MOF and the Office

CS3 b h

Percentage adherence to submission

timeline.

Apr-16

Dec-16

Active – On

Schedule


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6

Implement and monitor Training and Development Plan

Work with members of the Training and Development Committee to implement and monitor the Training and Development Plan.

CS5 b

Number of training and developmental programmes initiated and monitored.

Apr-16

Mar-17

On-going

A first draft of the Training Plan was approved.

8

Implement and maintain an inventory management system

This activity will entail the acquisition and installation of an inventory software system.

CS6 d Establish a distribution

system.

Jan-16

Mar-16

Active –

Behind Sched

ule

One person has so far been trained in inventory management. An Inventory Management software is to be installed.

9

Develop or revise and maintain Policies, Procedures and Work Instructions.

This activity will include:

- reviewing and revising the

Records and Information

Management (RIM) Policy, the

RIM Procedures and the RIM

Work Instructions;

- reviewing and revising the

Human Resource Management

Policy and Procedures.


reviewing and revising the

Procurement Policy and

Procedures.

This activity will include collaboration with relevant

CS2 e

Re-approved and maintained

Policy, Procedures and

Work Instructions.

Apr-16

Mar-17

On-going

The Records and Information Management Policy was revised and approved. The Records and Information Management Procedures Manual was also approved. A Consultant is to be engaged to do a complete review of the HR Policy. The updated PCJ Disaster Management Policies and Procedures Manual was prepared.


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internal and external stakeholders to prepare an OUR Disaster Management Policies and Procedures Manual.

10

Develop and /or implement and maintain an active, semi-active and inactive records and information programme

Review and maintain an adequate electronic document and records management system (EDRMS). This activity consists of the capture, registration and internal dispatch of incoming records and documents; the capture, registration dispatch and tracking of outbound records and documents; the creation of listings of active, semi-active and inactive records and documents; control of documents and records, under the ISO 9001:2008. Records and Information Management System assessments to determine the state of RIM in functional units. Review and

CS6 c g e

Controlled records and documents, based on ISO 9001:2008 and Operations Manual.

Apr-16

Mar-20

On-going

Records and Document control activities as per the Operations Manual and the ISO 9001:2008 were undertaken during this review period.

90% of outgoing documents are captured prior to dispatch.

The RIM Unit has not yet taken control of the outgoing mail process. The target is to have that activity commence 2017 January.

30% of records listed

Approximately 90% of records were listed as a result of the inventory.

80% compliance with records and documents control.

Approximately 75%

compliance with records and

documents control, as per the

Operations Manual and the IS0

9001:2008 standards.


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revision of Business Classification and Records Retention and Disposition Programme; submission of non-records for destruction approval; digitization of records and documents and maintenance inactive records and documents of the OUR in an offsite facility.

One (1) RIM assessment per year.

Assessment is yet to be done. This activity will take place before 2017 March 31.

One (1) reviews of Business Classification and Records Retention and Disposition Programme per year.

The Business Classification Scheme and Records Retention and Disposition Authority were approved. Review is scheduled to begin 2016 November.

One (1) submission of non-records for destruction.

A draft document for records destruction was presented to relevant personnel for review. Following feedback, the final document will be sent to the Office for approval.

25% of records digitized.

The digitization of the inactive records is expected to commence 2016 December. The procurement of scanners is at an advanced stage. The necessary hardware to accommodate scanning is being worked on by the Information Technology (IT) Department.

75% maintenance

Draft RIM standards have been included in the Records Information Management


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against agreed RIM standards.

Procedures Manual. Approximately 40% of maintenance is currently taking place.


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Finance Activities as at 2016 September 30


Activity Summary Description

of Activity Go

al

Ob

ject

ive

Performance Indicators/Output

Star

t D

ate

End

Dat

e

Status Comments

1 Preparation of the annual budget

Prepare budget tables for input to the Corporate Plan. Do analysis of draft budget against previous year’s for input to the Corporate Plan. Prepare budgeted financials (Balance Sheets, Income Statements, and Statements A&B) for three (3) years broken out by quarters.

CS4 g

Draft Budget for 2017/18 – 2020/21 is prepared for consultation with stakeholders by Oct 2016

Sep-16

Dec-16

Active-On

Schedule

This activity commenced in September in tandem with the Corporate Planning process.

Draft Budget for 2017/18 – 2020/21 is prepared for submission to the MoFP by November 30, 2016

Final Budget for 2017/18 – 2020/21 is accurately prepared and submitted to MoFP by December 31, 2016


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2 Preparation of Monthly Reports

Statements A&B monthly reports submitted to the MOF.

CS4 g

Statements A & B reports are accurately prepared and submitted to MoFP.

Apr-16

Mar-17

On-going

There was an 100% adherence to Statements A & B report submission for the period.

3 Preparation of Quarterly Reports

Quarterly expenditure reports prepared and submitted to the HOD’s. Variance analyses and recommendations are reported on a quarterly basis to all Heads of Department and the Office.

CS4 g

Expenditure Analyses quarterly reports are accurately prepared and submitted to SMM.

Apr-16

Mar-17

On-going

Expenditure for Quarter 1 2016 was submitted to Senior Management and the Office on time. Monthly reports are also now being done.

75% of reports are accurately prepared and submitted within 30 days of the end of the quarter.

4 Annual Audit

Prepare annual financials for audit. External audit completed and laid before Parliament within the statutory period.

CS2 b

The draft financials prepared for audit by April 31st

Apr-16

July-16

Completed

The audited financial statements were completed and submitted for inclusion in the Annual Report.

Audited financials completed and submitted to CPA for inclusion in the Annual Report

5 Review and Update Finance Manual

Review the systems of internal control and update the Policy and Procedural Manual.

CS6 b

Review completed and the Policy and Procedural Manual updated in standard time. (60 days)

Apr-16

Mar-17

Active – On

Schedule

The Finance Manual

was signed off by the

Executive team and is

now to be submitted to


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the Office for final

approval.

6

Management of OUR’s Investment portfolio

Manage the OUR's investment portfolio to optimise returns.

CS6 b

Average Investment Rate (within the specified risk tolerance set by the Office).

Apr-16

Mar-17

On-going

As at 2016 July 31 the

actual return on

investment was 0.4%,

above the projected

1.6% return on

investment.

7 ISO 9001:2008 Certification

Undertake assigned activities to enable the OUR to maintain ISO 9001:2008 certification.

CS2 b Responsiveness of Auditees to Corrective Action Requests (CARs).

Apr-16

Mar-17

On-going

All CARs were

responded to within

the given timeframe.

8 Management of Staff benefits

This includes: Ensuring staff members are paid on a timely basis; management of staff loans; management of health and pension benefits.

CS6 b

Payroll completed accurately by the 25th of each month

Apr-16

Mar-17

On-going

100% adherence for the period

Management of Staff Loans

Apr-16

Mar-17

On-going

This is being done satisfactorily.


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Pension Management Apr-16

Mar-17

On-going

The IAS19 valuation for OUR’s Superannuation Fund - 2015/16 completed.

BDO currently undertaking an Audit of the Pension Scheme in keeping with the requirement of the FSC.

9 Management of other Payables and Receivables

This includes: making payments for statutory deduction to the relevant authority; making payments to third parties on time; calculating regulatory fees for entities; managing receivables such that there is a 10% reduction at the end of the year; providing Senior Management with regular reports on the status of the

CS4

100% of the statutory deductions paid over on time.

Apr-16

Mar-17

On-going

There was a 100% adherence to statutory payments for the review period

Accounts Payables Management. Target: 85% of third 3rd party payments made within the times specified.

Apr-16

Mar-17

On-going

This target was met however, the current manual system makes tracking very difficult. Finance dept. provided specs to IT for an automated system and this is expected to become functional before the end of the fiscal year.


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collection of regulatory fees. Invoices for Regulatory

Fees prepared accurately and within the agreed time.

Apr-16

Mar-17

On-going

Target met. Regulatory fees for the year, divided into 12 months for the large providers and the invoices sent monthly.

10% reduction in receivables achieved.

Apr-16

Mar-17

On-going

As at 2016 Aug 24 there was a 30% reduction in receivables.

Collections report is provided to Senior Managers monthly.

100% adherence to monthly submission of Receivables report

10 Succession Planning

Equip staff to take on additional responsibilities at a higher level. Short and medium term training needs developed for each staff member.

CS6 b

Percentage of key positions in Department with a ready successor.

Apr-16

Mar-17

On-going

Succession Plan completed and sent to Admin/HR for the requisite approval. Percentage of

Department staff with training plan in place.


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Quality Management System Activities as at 2016 September 30



Activity Go

al

Ob

ject

ive


Star

t D

ate

End

Dat

e

Status

Comments

1

The documentation of business processes and procedures

The documenting and updating of the OUR Operations Manual with previously undocumented processes and procedures. Also the continued testing and modifying of the already documented processes and procedures as part of continual improvement.

CS4 c

20% increase in the number of documented processes and procedures.

Apr-16

Mar-17

On

Go

ing

The documentation is under way for the: a. Monitoring Process; b. Public Education; and c. Annual Tariff Review.

2 Enterprise Risk Management

The management and maintenance of the OUR Enterprise Risk Management framework for each department and unit, and a comprehensive risk register and mitigation strategy for the organization

CS4 b

The production of an approved comprehensive risk register.

Jan-16

Aug-16

On

Go

ing

The Enterprise Risk Management system is being implemented with formal submissions to be made to the Audit Committee on a quarterly basis.


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3 Implementation of the Business Continuity Plan

A Business Continuity Plan (BCP) will be developed and implemented throughout the organization to ensure the measures are in place to recover from major to minor disruptions in the operations of the OUR. Any disruption of the operations of the OUR will have a significant impact on the regulation of Jamaica’s electricity, telecommunications, water and sewerage sectors. The BCP will contain a detailed disaster preparedness and business resumption plan that will be used to achieve complete recover from any disruption. .

CS4 e

The production of an approved business continuity plan.

Jan-16

Jun-17

Active – O

n Sch

edu

le

The Business Continuity plan is being drafted for initial review by the senior management team

4 Implementation of the Strategic Initiatives

The project objective is to transform the organization by increasing its capacity to deliver on its Mission, Vision and Strategic Initiatives, while adhering to the quality initiatives of the organization.

CS6 b Implementation of the Strategic Initiatives

Jan-16

Jun-17

On

ho

ld

The Strategic Initiative

project has been put on

hold by the Office


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5

Quality Management System Management Review

The Management Review of the QMS will be held annually to review and determine the improvement requirements in the quality of the products (Determination Notices, Decisions, etc.) produced by the OUR. The improvement will lead to increased customer satisfaction with the services provided by the organization in the following ways: a) increase Customer

Satisfaction with our service;

b) communicates the OUR’s processes;

c) develop a professional culture and better employee morale; and

d) consistency in operations.

CS4 d

100% adherence to production and submission of a Management Review Report in the agreed time.

Apr-16

Apr-16

Co

mp

leted

The Quality Management

System was reviewed by

the organization in 2016

May ahead of the ISO

9001:2008 Surveillance

Audit by the National

Certification Body of

Jamaica (NCBJ)

6

Quality Management System Surveillance Audit

An annual Surveillance Audit will be performed by the Registrar to verify that the quality management system remains effective and compliant with the ISO 9001 standard. The Registrar will

CS6 b The maintenance of the ISO 9001:2008 certification.

May-16

May-16

Co

mp

leted

In 2016 June the National Certification Body of Jamaica (NCBJ) performed a Surveillance Audit of the OUR’s Quality Management Systems against the ISO 9001:2008


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check key elements of the quality management system to ensure that the Internal Audit and Management Review functions continue to be effective, and verify that corrective actions for non–conformances identified have been taken without undue delay.

Quality Management System and reported three (3) minor non-conformities. The NCBJ auditors and executive committee have subsequently recommended that the OUR maintain its certification against the ISO 9001:2008 standard.

7

Transition to ISO 9001:2015 Quality Management System

The organization has three years to transition to the ISO 9001:2015 Quality Management System standard which supersedes the ISO 9001:2008 standard under which we are currently certified. The new standard has significant requirements which will force the organization to make a number of changes to remain compliant. The activities to be undertaken include the following: a. sensitization training for all the staff; b. training for internal auditors, management representative

CS4

The certification to the ISO 9001:2015 standard.

Jan-16

Dec-17

Active – O

n Sch

edu

le

Executive activities as part of the OUR’s effort to transition to the ISO 9001:2015 standards include: a) The training of the

Management Representative and the members of the Internal Audit unit on the new standard and how to conduct an audit against the standard;

b) Initiate contact with the NCBJ to have conduct evaluation of the OUR’s


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and process owners; c. gap analysis of the requirements of the new standard; and d. Transition plan.

preparedness against the ISO 9001:2015 standard.


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Information Technology Activities as at 2016 September 30 Status: Active – On Schedule; Active – Behind Schedule; Not Started; Completed; On Hold


Activity Go

al

Ob

ject

ive


Output

Star

t D

ate

End

Dat

e

Stat

us

Comments

1

Expansion of Data Storage/Backup Systems: acquire, install and configure additional data storage disks

Expansion of the storage capacity of the network to cater for forecast growth in storage needs of the organization. All three data storage subsystems will be affected - both primary/active (disk drives) and secondary/backup (offline). This component is focused on the disk backup subsystem.

CS6 b

Adherence to delivery

time schedule

Apr-16

Mar-17

Not Started

Not yet scheduled to start

2

Expansion of Data Storage/Backup Systems: acquire, install and configure a Tape Drive system

This component is focused on the tape drive backup subsystem.

CS6 b


time schedule

Apr-16

Mar-17

Not Started



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3

Expansion of Data Storage/Backup Systems: acquire, install and configure additional data storage disks for the SAN

This component is focused on the Storage Area Network (SAN) subsystem

CS6 b


time schedule

Apr-16

Mar-17

Not Started


4

Telecommunication Systems infrastructure improvement: renew/sign new CUG contract for mobile phone system

Expansion and enhancement of the telecommunication network. This will include the addition of new capabilities and the replacement/upgrading and expansion of the mobile phone CUG platform. New capabilities to be introduced including VoIP and teleconferencing. This component is focused on the CUG platform which is usually for a two (2) year contract period.

CS6 b


time schedule

Jul-16

Oct-16

Active - On

schedule

Draft TOR is being

reviewed by the Legal

Department.

5

Telecommunication Systems infrastructure improvement: acquire, install and configure

The acquisition, installation and configuration of a Video conferencing system.

CS6 b


time schedule.

Apr-16

May-16

Completed

Completed


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Video Conferencing system

6

Telecommunication Systems infrastructure improvement: acquire, install and configure VoIP system

The acquisition, installation and configuration of a VoIP system.

CS6 b


time schedule.

Apr-16

Mar-17

Not Started


7

Tele-communication Systems infrastructure improvement: expand services for Internet Access

Expansion and enhancement of the telecommunication network. This will include the addition of new capabilities and the replacement/upgrading and expansion of the mobile phone CUG platform. New capabilities to be introduced including VoIP and teleconferencing: This component is focused on the expansion of internet bandwidth.

CS6 b


time schedule.

Apr-16

Mar-17

Not Started



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8

Telecommunication Systems infrastructure improvement: acquire, install and configure MS Lync server application

The implementation of unified telecommunication system that links all the existing elements of our telecommunication system.

CS6 b


time schedule.

Sep-16

Dec-16

Not Started

To develop TOR for consultant

9

Upgrade and expand the Disaster Recovery & Business Continuity Systems: Fire Suppression System with environmental sensors (RIM and IT)

This project is to expand on Disaster Recovery plan as the organization increases its reliance on technology. However, this plan cannot stand alone, it needs to be integrated into an overarching BCP plan for the organization.

CS6 a


time schedule.

Sep-16

Jan-17

Active – On

Schedule Developing TOR

10

Upgrade and expand the Disaster Recovery & Business Continuity Systems: Digitization of company records (RIM)

Upgrade and expand organization’s digitization capability.

CS6 b Adherence to delivery time schedule.

Apr-16

Mar-17

Active – On

Schedule

High Capacity Scanners are being acquired


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11

Upgrade and expand the Disaster Recovery & Business Continuity Systems: Host website internally

This project is to facilitate the hosting of the organization’s website internally.

CS6 a Adherence to delivery time schedule.

Apr-16

Dec-16

Active – Behind

Schedule

Awaiting hardware (server)

12

Hardware Acquisition and Upgrade: Computers (tablets, laptops & desktops) and accessories

The periodic upgrade of computers and accessories.

CS6 b Adherence to delivery time schedule.

Apr-16

Dec- 16

Active – Behind

Schedule

During the initial contract negotiation we were advised by Dell that they no longer sell directly. TOR was revised and the draft is now being reviewed by the Legal Department.

13

Hardware Acquisition and Upgrade: Large (networkable) Printers, MFPs and Scanners

While the organization is striving to use less paper inevitably printing will still be necessary. The stock of network printers and MFP's however are old and as their operating costs rise they will need to be replaced. We will also use this opportunity to introduce print management

CS6 b

Budget vs actual spend. Apr-

16 Mar-

17 Not

Started Not yet scheduled to start



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tools aimed at reducing our use of consumables and by extension our carbon footprint. This we expect will also result in some cost savings.

time schedule.

14

Software Acquisition and Upgrade: Server Class Applications (Windows Server, Exchange, Sharepoint, MS Projects, SQL, GIS, etc.)

The main drivers for this is that Server class applications are at the core of the network, facilitating collaboration and sharing of data and information. They are constantly adding new feature sets and improving the user experience. They also are under constant threat from malware designed either to extract data or to disable the system. As a result there is a constant need to patch and/or upgrade the system over time. The OUR utilises several such applications and each will in turn need to be upgraded.

CS6 b


time schedule.

Jul-16

Dec-16

Active - On

schedule

Awaiting delivery of software (MSSQL), pro forma invoice for SharePoint 2013

15

Software Acquisition and Upgrade: Corporate Desktop Applications

The periodic update of software.

CS6 b


time schedule.

Apr-16

Mar-17

On-going

Upgraded to Windows 10 (partially completed, awaiting product activation key from MSET). Acquired desktop


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(Windows, MS Office Suite, Adobe Writer, MS Projects, etc.)

publishing and graphic software.

16

In-house Software Development, Maintenance and Upgrade: Corporate Desktop Applications

The development of custom applications represents a major thrust of the Department to provide solutions to business problems that cannot be easily solved by off-the-shelf applications.

CS6 b


time schedule.

Apr-16

Mar-17

On-going All in-house have received minor on-demand upgrades

17 Upgrading of System/Network Security

The OUR’s growing dependence on technology to deliver on its mandate has necessitated a growing demand to improve the resilience of the network to events that can disrupt the services offered. In light of this the OUR must invest in protecting the network. 1)Upgrade firewall and 2)Antimalware systems

CS6 b


time schedule.

Jul-16

Oct-16

On-going

Awaiting delivery, installation and configuration of software/firmware update Antivirus software acquired and is to be rolled out shortly

18 Achieve ISO 27001 Certification

The achievement of ISO 9001:2008 certification by the organization, naturally leads to the question of when will the IT Department follow this

CS6 b

Budget vs actual hours

training received for

Apr-16

Sep-17

Not Started



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lead and achieve its own internationally recognised certification standard. For us this is the complementary ISO 27001. We believe this can be accomplished within a year and are therefore developing a plan to achieve this by December 2017.

financial year.

19

Staff Development & Talent Management

Attendance at classroom training, online webinars and access to professional subscription services workshops. Attendance at tradeshows and conferences. (Professional networking and training).

CS5 b

Budget vs actual hours

training received for

financial year.

Apr-16

Mar-17

On-going

Participated on MS Project training, other on-line training. There are plans for attendance at workshops.


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Internal Audit Activities as at 2016 September 30



Activity Go

al

Ob

ject

ive


Output

Star

t D

ate

End

Dat

e

Status Comments

1 Operational Audits

Five (5) Operational Audits to be conducted as per confidential schedule approved by the Director General and Audit Committee, maintained by the Internal Audit Unit.

CS1 e

Adherence to Audit

schedule/Audit Reports.

Apr-16

Mar-17

Active – Behind

Schedule

As at 2016 September – four (4) audits were planned. Three (3) have been completed and finalised. One (1) is incomplete and behind schedule.


of 208




2 Process Audits

Two (2) Quality Management System Internal Audits - As per Audit Schedule maintained by the Internal Audit Unit.

CS2 g

Adherence to Audit

schedule/Audit Reports.

Apr-16

Mar-17

Ongoing

As at 2016 September, audits for the 2016/2017 were not yet due. Planning had commenced for the 2016 October Process Audit.


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Legal Activities as at 2016 September 30



Activity Go

al

Ob

ject

ive

Performance Indicators/Outp

ut

Star

t D

ate

End

Dat

e

Status

Comments

1 Disputes Resolution Procedures

The development of general dispute resolution procedures for all sectors regulated by the OUR.

CS3 e Procedures

completed and promulgated.

Apr-16

Mar-17

Ongoing

Not Started – Work to commence in 3rd Quarter of the year


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2 Rules of Practice and Procedure

The establishment of rules of practice and procedure which will govern the OUR's interaction with its stakeholders.

CS3 b Rules

completed and promulgated.

Apr-16

Mar-17

Ongoing

Not Started – Work to commence in 3rd Quarter of the year


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4. 2017/18-2020/21 WORK PLAN AND DELIVERABLES

Telecommunications Sector Work Plan

Activity

Summary Description of Activity

Go

al

Ob

ject

ive SUCCESS

Criteria/ Corporate

Commitment Stra

tegy

Im

pac

t

Performance indicators/Output

Start Date

End Date

Establish Broadband Dashboard

This project will establish a broadband deployment monitoring mechanism (Broadband Dashboard) using geographic information system. The outputs from this project will provide baseline data on the broadband ecosystem; allow policymakers to develop universal access projects in a systematic and targeted manner; provide information on broadband to interested persons for the purposes of business, travel etc.

TS1 a

Coverage IP9 Completion of Dashboard by agreed date

Mar-16 Sep-17

TS1 b Service

Ensuring equivalence in access and choice for disabled end-users

The OUR is of the view that ensuring the provision of services for Jamaican consumers with disabilities is becoming increasingly important to ensure that all Jamaicans can benefit from new ICT services and fully participate in the fulfilment of Vision 2030. Improved access to telecommunications services

TS1 b Service IP12 Completion of Determination Notice by the agreed date

Jul-16 May-17


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Activity


Go

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Ob

ject

ive SUCCESS

Criteria/ Corporate

Commitment Stra

tegy

Im

pac

t


Start Date

End Date

will allow persons with disabilities to participate fully in community life and feel the effects of social cohesion. The project will assess whether or not access and choice for end-users with disabilities is equivalent and identify and implement measures to address issues with respect to ensuring equivalent access and choice.

Conduct Sector Review

The OUR commenced a complete assessment of the

telecommunications sector to determine if there has been any

change in the markets which were previously defined and

whether additional markets now exist. The assessment will also

indicate which operators, if any, are to be classified as

dominant in those markets or whether existing dominant

operators should be reclassified as non-dominant.

The outcome of sector review will inform the OUR’s future work programme as it will identify which markets require regulatory intervention. Projects such as: Review of Data Rios for Fixed and Mobile Networks; Establishment of Competitive Safeguards Rules; Cost and Benefit and Unfair Burden Test for Indirect access on Dominant Operators; and Cost and Benefit and Unfair Burden Test for Unbundling of Network Elements of Dominant Operators are dependent on the findings of the Sector Review.

TS2 a

Efficiency IP9 Completed Sector Review Report

Jul-15 Oct-17

TS2 b Efficiency IP9 Completion of Determination Notice by the agreed date

Jul-15 Oct-17


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Activity


Go

al

Ob

ject

ive SUCCESS

Criteria/ Corporate

Commitment Stra

tegy

Im

pac

t


Start Date

End Date

Regulations to establish “fixed penalty” regime

Regulations are required to operationalize 63B of the Act. Under this section, where the Office believes that a person has committed an offence in relation to its area of regulation it may give that person notice in writing offering the opportunity of the discharge of liability to conviction of that offence by payment of the prescribed pecuniary penalty applicable.

TS9 d Compliance IP12 Submission of drafting instructions to Chief Parliamentary Counsel by agreed date.

Jun-16 Aug-17

Review of Unfair Terms in Telecommunication Contracts

According to Section 44(5) of the Telecommunications Act the Office may –“ a) examine customer contracts in respect of facilities or specified services; and b) direct the modification of any term of such a contract which appears to the Office to be unreasonable or unfair." The OUR has committed to establishing unfair contract terms regulations which will support competitive markets thus benefiting consumers and the economy as a whole.

TS3 e Service IP12 Submission of drafting instructions to Chief Parliamentary Counsel by agreed date.

Nov-15 Aug-17

Policy Paper for Enhanced Emergency Access Services

The OUR is of the view that the creation of a centralized emergency call centre may be a more efficient mode of handling emergency calls, and that this should be explored. With such a set-up, all calls to national emergency numbers would be routed to the same call centre regardless from which

TS4 a Service IP12 Completion of Position Paper with recommendations by agreed date

July-16 Sep-17


of 208




Activity


Go

al

Ob

ject

ive SUCCESS

Criteria/ Corporate

Commitment Stra

tegy

Im

pac

t


Start Date

End Date

network the call is placed. Another enhanced emergency service which needs to be explored is the ability to send a text message to reach emergency call centres from mobile phones or devices. The project should have as its outcome the production of a position paper setting out options and recommending a preferred solution.

Investigation and recommendation on whether there is a need for a Lifeline Broadband Product

Broadband has become essential to participation in modern society, offering access to jobs, education, health care, and government services. Unfortunately, income remains a significant barrier to broadband adoption. This Project will seek to determine whether there should be a broadband product that is designed for lower-income people who may not otherwise have access to the Internet.

TS1 a

Coverage Service

Completion of Recommendation Document by the agreed date

Aug-16 Jun-17

TS2 a

Review of the telecoms universal service obligation

The OUR proposes to review the current universal service regime (USR) to determine its appropriateness given sector developments since it was first established in 2005. The review will evaluate the level of compliance and the

TS1 a b c

Coverage Service

IP10

Completion of Determination Notice by the agreed date

Nov-18 Aug-19


of 208




Activity


Go

al

Ob

ject

ive SUCCESS

Criteria/ Corporate

Commitment Stra

tegy

Im

pac

t


Start Date

End Date

effectiveness of the current model. Currently the provision of universal service is funded by a universal levy on incoming international call minutes. This regime however, is under threat. Technological developments over the last decade are resulting in changes to the tariff structure for voice services.

TS4 A

Review of Data RIOs for Fixed and Mobile Networks

Currently, in the voice segment of the sector, there is an obligation on all mobile carriers and FLOW fixed network to submit their RIOs for the OUR’s approval. The 2012 amendments to the Telecommunications Act make interconnection obligation applicable to data networks. Subsequent to the conclusion of the sector review, the OUR will direct all dominant operators to submit RIO’s, which include data services, for its approval. The review will outline the conditions under which dominant networks will interconnect for the provision of data services. This will make it easier for operators to establish interconnection agreements with dominant operators for the exchange of data traffic. As pricing is generally a key component of any RIO, it will lead to cost oriented rates and a level playing field for all operators which should foster greater competition in the provision of data services.

TS2 b Efficiency Service

Compliance

IP9 IP12

Completion of Determination Notice by the agreed date

May-18 Sep-19

TS7 a

TS9 b


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Activity


Go

al

Ob

ject

ive SUCCESS

Criteria/ Corporate

Commitment Stra

tegy

Im

pac

t


Start Date

End Date

Establishment of Competitive Safeguard Rules

Upon the conclusion of the sector review project, the OUR in accordance with Section 35 of the Telecommunications Act will seek to introduce competition safeguards, where necessary, to prevent the abuse of dominance by a public telecommunications carrier in its provision of access services/facilities. Among other things the safeguards will seek to address equivalence and transparency obligations, particularly the obligation to protect wholesale customer information.

TS2 b Efficiency IP12 Submission of drafting instructions to Chief Parliamentary Counsel (CPC) by agreed date.

Jun-18 Mar-19

Conduct Cost and Benefit and Unfair Burden Test for Indirect access on Dominant Operators

Section 36 of the Telecommunications Act empowers the OUR to make rules imposing indirect access obligations on dominant carriers. Indirect access allows entrants an indirect method of accessing customers, and allows consumers the opportunity to benefit from the services offered by these entrants. Before it can make rules to impose an obligation to provide indirect access or to unbundle its local loop on a dominant operator, the Office must be satisfied on reasonable grounds that such rules are necessary in the interests of customers and that – a) the benefits likely to arise from the requirement outweigh the likely cost of implementing it; and b) the requirement to provide the particular form of indirect


Apr-19 Jul-20


of 208




Activity


Go

al

Ob

ject

ive SUCCESS

Criteria/ Corporate

Commitment Stra

tegy

Im

pac

t


Start Date

End Date

access will not impose an unfair burden on any carrier or service provider. If the cost benefit analyses are positive, and there is no unfair burden, dominant operators will be mandated to provide indirect access services and implement unbundling in their networks.

Conduct Cost and Benefit and Unfair Burden Test for Unbundling of Network Elements on Dominant Operators

Before it can make rules to impose an obligation to unbundle its local loop on a dominant operator, the Office must be satisfied on reasonable grounds that such rules are necessary in the interests of customers and that – a) the benefits likely to arise from the requirement outweigh the likely cost of implementing it; and b) the requirement to provide the particular form of indirect access will not impose an unfair burden on any carrier or service provider. If the cost benefit analysis is positive, and there is no unfair burden, dominant operators will be mandated to implement unbundling in their networks.


May-20

Aug-21

Establish Quality of Service Rules for Wholesale Telecommunications

Consistent with its mandate under the Telecommunications Act, the OUR intends to establish quality of service standards for wholesale telecommunications services/facilities through the development of rules. The rules will apply to licensees

TS2 b Efficiency IP12 Submission of drafting instructions to Chief

Apr-18 Jan-19


of 208




Activity


Go

al

Ob

ject

ive SUCCESS

Criteria/ Corporate

Commitment Stra

tegy

Im

pac

t


Start Date

End Date

who make their services/facilities available as a wholesale product. Similar to the exercise conducted for the retail services, the rules will create conditions for consumer satisfaction by making known the quality of service/facilities, which a licensee is required to provide, and the wholesale user has a right to expect.

TS3 a Service IP11 Parliamentary Counsel (CPC) by agreed date.

Develop Regulatory Framework for Mobile Virtual Operators

This is the formulation of a system to outline how Mobile Virtual Network Operators (MVNOs) will be regulated. This will address the rights and responsibilities of these virtual operators and their interactions with facilities based operators. The OUR will examine a variety of issues including: MVNO models, benefits, and the licensing, technical and regulatory implications of MVNO entry.


Jul-18 Apr-19

Develop Regulatory Framework for Next Generation Networks

This project will establish clear and transparent NGN regulations which are aimed at promoting broadband and advanced services for users and ensuring customer security and protection. The establishment of an NGN regulatory framework will help to lower the overall financial costs of operators deploying and using NGNs. It will also engender legal certainty for investment in NGNs. The framework will encourage efficient investment and use of investment in NGN’s and associated services as well the maintenance of


May-19

Jun-20


of 208




Activity


Go

al

Ob

ject

ive SUCCESS

Criteria/ Corporate

Commitment Stra

tegy

Im

pac

t


Start Date

End Date

legacy networks. The reform of access rules will reaffirm the importance of competition in the sector and at the same time preserve the incentives to invest by taking into account the risks involved in allowing access to NGN networks.

Establish Interconnection Guidelines

The interconnection of networks are essential to the development of competition in the telecommunications sector. However, interconnection-related disputes are inevitable given the competing interests of the parties involved. Over the years, the OUR has taken steps to minimize the incidence of disputes including the development of LRIC Models for termination rates, development of a harmonized mobile RIO and approval of the dominant fixed operator's RIO. Notwithstanding these initiatives, it has been brought to the attention of the OUR that new entrants are finding it difficult to enter into interconnection agreements with the existing domestic carriers. Additionally, there has been a recent increase in post-contract interconnection disputes between carriers. In light of these happenings, the OUR will be establishing Interconnection guidelines to govern the negotiation of interconnection agreements as well as other post-contract interactions such as the ordering of additional capacity.

TS2 b Efficiency S5 Completion of Guidelines by the agreed date

Feb-17 Dec-17

TS5 a Service S1

TS9 b Compliance S4


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Activity


Go

al

Ob

ject

ive SUCCESS

Criteria/ Corporate

Commitment Stra

tegy

Im

pac

t


Start Date

End Date

Participation in International Discussions about Communications Policy/Regulation

The OUR will actively participate in regional and international discussions on communications policy/regulatory issues in coordination with the responsible Ministry and other telecommunications agencies. The Staff will participate in Working Groups as well as engage in meetings and conferences with other regulators in order to foster the development of sound global communications policies which do not prejudice Jamaica. These fora foster dynamic and strategic discussions and the sharing of information, real experiences and practices. They also provide regulators with the requisite information to be agile and adaptive in order to remain relevant by keeping them abreast of the ways in which technologies, standards, and the expectations of consumers and industry are changing.

CS4 d People IP7 Participation in selected fora

Apr-17 Mar-18

Ensure that the transition from legacy circuit-switched networks to IP-based networks is done in a manner that preserves public interest goals

The transition from legacy networks to IP based networks which has already began in Jamaica raises serious issues for consumers, carriers and public safety. Although some consumers (individuals and businesses) will voluntarily choose new services, others may be forced to migrate to new

TS6 a Efficiency IP9 Submission of industry report and recommendations by target date

Apr-18 Jun-19


of 208




Activity


Go

al

Ob

ject

ive SUCCESS

Criteria/ Corporate

Commitment Stra

tegy

Im

pac

t


Start Date

End Date

technologies in order that traditional network resources (such as copper networks and switches) may be decommissioned. An area of significant concern is the availability of emergency services for customers of IP-based voice services in the event of power outages. Section 48 of the Act requires every service provider to take steps to ensure that each customer of its service can reasonably and reliably reach emergency services. With the legacy network, consumers had the guarantee that they will receive a dial tone even when power is down. As we move away from the copper-based line-powered networks many consumers may be unaware that some type of backup power will be required in order to ensure that they will have a dial tone and be able to access emergency services in the event of a power outage. The OUR will consider the legal, policy, and technical issues which are likely to arise from the transition and implement the requisite mechanisms to ensure that the public interest is preserved.

TS8 b Efficiency S5


of 208




Activity


Go

al

Ob

ject

ive SUCCESS

Criteria/ Corporate

Commitment Stra

tegy

Im

pac

t


Start Date

End Date

Establish platforms which provide more information to consumers

Regulators have a role to play in enabling consumers to make effective choices. During the 2016/2020 period the OUR intends to develop and/or facilitate the development of tools which ensure the wide availability of effective price comparison information. Such tools could include calculators which allow consumers to enter preferences and usage pattern data to enable them to make price comparisons in complex markets.

TS3 c Service IP9 Completion of Comparison Tool(s) by agreed date

Oct-18

Sep-19

Review of the Mobile Long Run Incremental Cost (LRIC) Model

Interconnection charges that are based on LRIC encourage operational efficiency and assist the OUR in providing a level playing field for current operators and new entrants. LRIC-based charges also encourage rational pricing decisions on the part of the operators. The Mobile LRIC Model which was established in 2013 is due for review in 2018.


Jan-17

May-18

TS7 a Service IP10

Review of the Fixed Long Run Incremental Cost (LRIC) Model

Interconnection charges that are based on LRIC encourage operational efficiency and assist the OUR in providing a level playing field for current operators and new entrants. LRIC-based charges also encourage rational pricing decisions on the part of the operators. At the time of writing, the OUR is in the final stage of establishing a Fixed LRIC Model. Since the launch of the project


May-18 Sep-19

TS7 a Service IP10


of 208




Activity


Go

al

Ob

ject

ive SUCCESS

Criteria/ Corporate

Commitment Stra

tegy

Im

pac

t


Start Date

End Date

however, significant changes have occurred in the in the fixed segment of the telecommunications sector. In light of these developments, a review of the Fixed LRIC Model will be undertaken in 2019.

National Cyber Security Strategy (NCSS) Implementation Activities

Under the NCSS the OUR is tasked with the following activities: Conduct a vulnerability assessment of National Critical Infrastructure (NCI)against ISO standards; Determine and agree on measures that are required to be in place to ensure continuity of operations of NCI; Monitor implementation of agreed measures; Identify international best practices for NCI including standards and guidelines to inform national vulnerability assessments; Develop and implement sensitization measures for NCI operators /owners as to the best practices; Initiate dialogue with owners/operators of NCI on possible regulation options; develop plan to establish communications protocols to report major incidents; enlist participation of owner/operators of NCI to report major incidents.

TS5 b c

Safety & security

IP10 Vulnerability assessment report; agreed measures; quarterly progress reports; document outlining best practices including standards and guidelines; document outlining types of sensitization measures; number of meetings held.

Apr-17

Mar-21

Investigation and recommendation on extraterritorial use of Jamaican E.164 telephone numbers for nomadic telecoms services.

This project is an industry consultation on extraterritorial use of Jamaican E.164 telephone numbers for nomadic telecommunication services requiring the use of numbers.

TS6 a Efficiency IP9 Submission of industry report and

Jul-17 Mar-18


of 208




Activity


Go

al

Ob

ject

ive SUCCESS

Criteria/ Corporate

Commitment Stra

tegy

Im

pac

t


Start Date

End Date

recommendations by target date.

Investigation and recommendation on charging for numbering resources.

This project will investigate industry practices in relation to charging for numbering resources to advise on a framework of charging for primary and secondary assignments of numbers for public telecommunication services. The investigation will consider separate charging for regular and special numbers, auctioning of special numbers, leasing of numbers, etc. This is in anticipation of the legislation of current policy provisions that are intended to allow the OUR to charge for numbering resources. Start is contingent on promulgation of new legislation.

TS6 a Efficiency IP9 Submission of industry report and recommendations by target date.

TBA TBA


of 208




Electricity Sector Work Plan

Activity Summary Description of Activity

Go

al

Ob

ject

ive

SUCCESS Criteria/Corporate

Commitment

Stra

tegy

Imp

act


Start Date

End Date

Review of the Jamaica Electricity Sector Book of Codes

Establish Review Panel. Section IC 11.1 of the Jamaica Electricity Sector Book of Codes requires that the Office shall establish and maintain a Code Review Panel, which will be a standing body charged with reviewing the Codes. The Review Panel shall report to the OUR on its dealings and, as appropriate, recommend amendments to the Codes for the OUR’s approval. Among other things, the Review Panel shall ensure that all operational procedures and requirements governed by the Codes remain up to date. (Review is on-going in accordance with the Codes).

ES1 a b

Uptime Compliance

IP12 Code Review Panel established and operationalized.

Jan-16 Mar-18


of 208





Go

al

Ob

ject

ive


Commitment

Stra

tegy

Imp

act


Start Date

End Date

2017 Revenue Surcharge

Establish Baseline Data The Electricity Licence 2016 makes provision for a revenue surcharge to be included in the computation of the annual revenue target. The OUR in consultation with the JPS will establish the 2016 baseline data that will be used in the computation of the 2017 revenue surcharge.

ES2 b Efficiency

IP9 Targets set.

Jan-17

Apr-17

Review EEIF

The OUR in previous Determination Notices had established an Electricity Efficiency Improvement Fund (EEIF) to drive, inter alia, the modernisation of the grid and to reduce loss adjustments. The performance of the Fund and review of the governing rules are the object of this project.

ES2 b Efficiency IP6 System losses (%) Apr-16 Mar-20


of 208





Go

al

Ob

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ive


Commitment

Stra

tegy

Imp

act


Start Date

End Date

Extraordinary Rate Review

JPS believes that the “exceptional’ circumstances occasioned by the Licence Amendment and impending changes arising from the Electricity Act 2015 and the OUR Amendment Act 2015 provide justification for the OUR’s consideration of an Extraordinary Rate Review and has submitted a position paper to start deliberation on this. While a determination to proceed along this line is yet to be made, it is prudent to include this as a contingency with provision for a lead in the discussion time period.

ES3 b Efficiency IP6 IP9

Recommendation/s

Sep-16 Apr-17

JPS Revenue Cap Annual Adjustment

The Electricity Licence, 2016 requires JPS to file annual reviews with the OUR for amendment of its rates to take account of the changes in the value of the JMD against the USD and the inflation in the cost of providing electricity products and services. Over the course of this work plan, the OUR will be required to perform a number of annual reviews.

ES3 e Efficiency IP11 Average Real Price of electricity

May-17

Jun-20


of 208





Go

al

Ob

ject

ive


Commitment

Stra

tegy

Imp

act


Start Date

End Date

Q-factor assessment for establishment of baseline

The existing price control regime includes a Q-Factor adjustment factor which represents the annual allowed price adjustment to reflect changes in the quality of service provided by JPS to its customers versus the annual target for the prior year as was established in the 5 year rate review determination. To ensure acceptable service quality, the utility must be able to appropriately measure and monitor it. In this context, the Q-factor to be applied as part of the Performance-Base Rate Making (PBRM) framework entails specific quality indices that should constitute the Q-factor baseline (benchmark level) and which will facilitate the implementation of the Q-Factor adjustment mechanism at each Tariff Adjustment Date. Through a process of consultations with JPS and robust analysis on the available System outage data, the OUR is committed to the establishment of a reliable and credible baseline to ensure the implementation of the Q-Factor and its subsequent application to the Revenue Cap regime by next rate review.

ES6 c Uptime IP9 Establishment of a credible baseline

Apr-16 Jun-19


of 208





Go

al

Ob

ject

ive


Commitment

Stra

tegy

Imp

act


Start Date

End Date

2019 - 2024 JPS Rate Review

JPS is required to submit a proposal for tariff review every five years in accordance with the Jamaica Public Service Company Limited Electricity Licence, 2016. The next submission for review, analysis and for a determination by the Office is due in 2019 April. The exercise begins at least fifteen months prior to that date, however, with the publication of an IRP by the Ministry and criteria for the rate by the OUR. Rate Review Process Develop and publish the proposed criteria as required by the Electricity Licence 2016. Fifteen (15) months before the Rate Review (due to commence 2019, April 1), the Office shall publish the proposed criteria for the 2019 Rate Review process.

ES3

c

SUSTAINABILITY

IP9

2019 -2024 JPS Tariff Review

Determination

Jan-18 Jun-18

Criteria developed and published


of 208





Go

al

Ob

ject

ive


Commitment

Stra

tegy

Imp

act


Start Date

End Date

Accounts Separation Guidelines

Accounting separation involves the de-construction of a company's accounts in order that the costs and revenues associated with each production and/or service unit can be identified, functionalized and appropriately allocated. These guidelines are in keeping with the provisions of the Amended and Restated All-Island Electric Licence, 2011 (the “Licence”) under which the JPS operates. Condition 5 of the Licence states that JPS ‘shall maintain such Regulatory Accounts as may reasonably be specified by the Office consistent with generally accepted accounting principles.” This activity has been in train for a prolonged period but has had to give way to other scheduled and unscheduled activities. The exercise will be completed during the course of this work plan.

ES3 a EFFICIENCY IP12 Publication of Determination the Rules to be applied in the preparation of JPS’ Accounts

Separation Statements

Oct-15 Mar-17


of 208





Go

al

Ob

ject

ive


Commitment

Stra

tegy

Imp

act


Start Date

End Date

Wheeling Framework

The OUR issued its wheeling Determination on July 9, 2013, but it was successfully challenged by JPS. Consequently, the OUR will be required to: a) review the wheeling methodology; b) re-compute wheeling rates based on an updated “Cost of Service Study”; c) issue a new Determination; d) agree on a new timetable for the roll-out of the Wheeling Framework; e) finalize the supplementary Wheeling Contracts; f) oversee the implementation of the Wheeling Framework.

ES1 b Compliance IP12 Tariff Rates Aug-16

Oct-17

Fuel Management Audit

In the process of producing electricity to provide adequate service to the country, fuel accounts for a significant portion of cost of operation. In satisfying this electricity demand at efficient and reasonable rates, it is crucial to ensure efficient management and utilization of fuel. To ensure that this objective is achieved, there will be need for continuous regulatory monitoring of the utility’s fuel operational activities, particularly, procurement, inventory,

ES5 d Efficiency IP6 Completed Reporting Mechanism

Apr-18 Dec-18


of 208





Go

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Ob

ject

ive


Commitment

Stra

tegy

Imp

act


Start Date

End Date

consumption, and conversion efficiency parameters. This regulatory monitoring will be implemented by way of, systematic reporting and analyses and periodic fuel audits. Essentially, these regulatory interventions are employed to ensure that prudent and reasonable fuel costs are passed on to electricity customers in the fuel rates via the Fuel Cost Adjustment Mechanism (FCAM). The next audit is expected to be conducted and completed prior to the 2019-2024 Rate Review to inform the OUR’s determinations on JPS’ fuel cost pass-through.

Review of the Electricity Market Structure Arrangement

The OUR considers that good regulatory practice requires periodic extensive market reviews to determine inter alia, the efficacy and relevance of extant market structure and mechanism including the policy, regulatory framework and the governing instruments. It is therefore proposed to undertake such a review during the work plan period.

ES3 b Sustainability IP6 IP9

Report with recommendations

Apr-18 Mar-19


of 208





Go

al

Ob

ject

ive


Commitment

Stra

tegy

Imp

act


Start Date

End Date

Meter Testing Protocol Review

Revision and promulgation of the Protocol on Administrative and Testing Procedures for meters (“Meter Testing Protocol”). As part of its regulatory functions, the OUR is required to prescribe standards for the measurements of utility service parameters, provide for the inspection and testing of any prescribed utility service or any equipment or measuring devices used in connection with such service. Subject to this requirement and to ensure that the interest of consumers of these prescribed utility services are appropriately protected as well as ensuring that the regulated utilities accurately account for the quantities of services provided and corresponding revenues, the OUR considered it an imperative, to revise the existing meter testing protocol to reflect among other things, current industry standards and regulations and importantly, testing procedures and protocols in connection with water meters. This project is in progress and is expected to be completed by 2016 December.

ES3 c Service IP9 Revised Meter Testing Protocol

Jan-16 Dec-16


of 208





Go

al

Ob

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ive


Commitment

Stra

tegy

Imp

act


Start Date

End Date

Facilitating Investment in Renewable Generation and Other Power Generation Technologies

In satisfying the National Energy Policy (NEP) Objective of increased participation of renewable energy resources (RES) in the energy supply mix by 2030, the OUR embarked on the procurement of additional generation capacity of 37 MW from RES which is scheduled to be commissioned by 2018 December. The capacity has been awarded and PPA negotiations between the Project Company and the Single Buyer have commenced and the project is on schedule.

ES5 d Efficiency IP8 Commissioning of 37MW RE generation facility

Jul-15 Dec-18

Smart Streetlight Programme

Review and make recommendations to the Office for the approval of the programme and the tariff in accordance with the provisions of the Electricity Licence 2016. In the Electricity Licence 2016 the responsibility and ownership for the Street Lighting Replacement project was addressed in Condition 28 which states as follows: “The Licensee shall, by December 30, 2016, commence a programme for the implementation of smart LED lighting technology, that has intelligence capable of remotely reading the consumption of each lamp; provides a unique identifier; allows for the identification of out-of-service

Programme implemented.

Jan-17 Jun-17


of 208





Go

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Commitment

Stra

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Imp

act


Start Date

End Date

lamps; provides for the dimming of lights when necessary; can accommodate video surveillance and other smart features and is designed in line with international best practices. This programme is hereinafter referred to as the “Smart Streetlight Programme”. The Office shall utilise a Fund or the System Benefit Fund (as defined in the EA), to allow the Licensee to recover the costs of implementing the Smart Streetlight Programme.”


of 208




Water and Sewerage Sector Work Plan


Go

al

Ob

ject

ive

SUCCESS Criteria/Corporat

e Commitment

Stra

tegy

Imp

act

Performance Indicators/Outpu

t

Start Date

End Date

Concept paper on financing options for water and waste water

Traditionally, the financial resources available to the NWC does not allow for the required level of investment needed for the growth and development of sewerage treatment facilities throughout the island. This project will seek to examine the financing options available for the water sector service providers.

WS1 c Service

Sustainability IP9 Completion of

paper and recommendations

made

Mar-18

Aug-18

SS1 c


of 208





Go

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Ob

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ive


e Commitment

Stra

tegy

Imp

act


t

Start Date

End Date

Tariff and Rate Regime for Small Private Providers

This project encapsulates all activities done in respect of regulating small water and sewerage providers (tariff determinations, Annual Price Adjustment Mechanism (ANPAM) adjustments, Quality of Service monitoring, Monthly PAM adjustments, and addressing miscellaneous queries). It should be noted that the timing of such activities is ad hoc, but it is possible to anticipate with reasonable certitude that there will be a number of such activities during the four year work plan period. During the fiscal year 2017/2018 three tariff review become due: CAN CARA, DEML and Dairy Spring. Annual Price Adjustments will also be conducted for RBWC.

WS3 SS3 WS4 SS4

a a a a

Sustainability

IP10 Determination Notice/ Letter / Recommendation

Apr-17

Mar-21

Development of a regulatory framework for small providers

The water and sewerage sector has seen the increasing emergence of private providers operating on a limited scale and providing service to distinct areas. It is therefore, necessary to determine whether these operators should be subject to the same scale and scope of regulation as the NWC, and if not, what should be the defined regime. The OUR has therefore committed to consulting on these issues with a view to developing a regime that is fair to all, while continuing to

WS1 SS1

a Sustainability IP11 % of private (potable water) providers issued Determination Notice

Apr-16

Mar-17


of 208





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e Commitment

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t

Start Date

End Date

facilitate the increase in private participation. It is envisaged that this process will result in the adoption and implementation of a specified regime for private small water providers.

NIC Tariff Determination

The National Irrigation Commission (NIC) is the leading provider of irrigation water in Jamaica. The Commission also provides bulk water to some major operators in the sector. In theory the NIC is expected to supply service at an economic rate. NIC is expected to apply for a new tariff on an annual basis. Additionally, there are also a number of specific NIC’s NIDP projects to which separate tariff applies and for which applications are submitted to the OUR.

IS4 b Efficiency Uptime Service

IP10 Issue Determination Notice within the stipulated time

Apr-17

Mar-18

IS3

a

CWTC Tariff Determination

A Tariff Determination will be prepared for The Central Waste Water Treatment Company. The CWTC is a Build Own and Operate (BOO) project that provides sewerage treatment services to the NWC.

SS4 b Efficiency IP10 Completion of Determination Notice on time

Apr-16

Mar-17


of 208





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e Commitment

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tegy

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t

Start Date

End Date

Survey of Water Needs and Geographic Capacity Planning

The aim of this project is to identify geographical areas in Jamaica that have outgrown their current water supply infrastructure. The objective is to investigate and forecast the demand for water across Jamaica with a view to informing policy, and providing solutions to shortfalls.

WS1 b Sustainability IP7 Completion of survey and

written report

Apr-18

Mar-20

NWC Tariff Review

The existing NWC price cap regime comes to an end in 2018 so there will be a need to conduct a new tariff review in that year. The review will examine the company's rates, targets and service standards. It is proposed to begin the engagement with NWC at least a year prior to the application due date.

WS1 a Sustainability IP10 Completion of

Determination Notice in the

specified time

Jul-17

Oct-18

WS2 a-e Efficiency

National Water Commission Impact Tariff Fee

An impact fee is a fee that is imposed by the NWC on a new or proposed development project to pay for all or a portion of the costs of construction or needed expansion of its existing network to provide water and sewerage services to the new development. The NWC currently has a draft impact fee policy which will be reviewed and approved by the OUR.

WS1 c Coverage Issue Recommendation

s

Jun-17

Oct-17


of 208





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t

Start Date

End Date

NWC Annual Adjustment

An annual review of the NWC’s Price Adjustment Mechanism

will be conducted. The base variables for the PAM will be

reviewed and revised.

WS1

SS1

c c

Service Sustainability

IP11 Report on changes to PAM and the effect it

has on the NWC’s Rates

Sep-17

Oct-17

Provide policy Advice to the Ministry

Currently the Water Sector Policy is in its review stages. WS1 Sustainability IP12 Provide recommendations to the Ministry as necessary

Apr-18

Mar-19


of 208




Monitoring Unit Work Plan


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Commitment Stra

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pac

t


Start Date

End Date

Verify compliance of utilities with Directives, Rules & Determinations

To check if the stipulated instructions are being carried out according to the respective instruments issued.

Compliance IP3 Utilities comply with the various

requirements

Apr-16 Mar-20

Implement Monitoring Framework

Reflect monitoring framework in organization. Implement: monitoring framework policy, responsibilities and relationships between departments. Determine: escalation protocols, enforcement policy & mechanisms, and inter-agency coordination and reporting. Optimize targets, standards and regulatory policy for synergistic operation. Consult with utilities on the monitoring policy initiatives.

Compliance IP3 IP9

Monitoring framework

implemented

Apr-16 Mar-20


of 208




Procure up to 37 MW (Net) of Electricity Generation from Renewable Resources

Procure up to 37 MW of electricity generation from renewable based resources by conducting an RFP process

ES2 c Sustainability IP8 Commissioning of 37 MW Generation

Mar-16 Dec-19


of 208




Consumer and Public Affairs Work Plan


Go

al

Ob

ject

ive

SUCCESS Criteria/Corporate Commitment

Stra

tegy

Imp

act


Start Date

End Date

Girls in ICT

The aim is to promote opportunities and careers that can be pursued at OUR and other organizations in the field of ICT by young females. The Girls in ICT Day celebrated internationally around the world.

CS3 f Citizen-focused Programmes

IP7 Total number of participants

Jul-16

Apr-17

Service Provider participation/attendance

Annual Symposium on Utilities Customer Service and QOS Improvement.

The Annual Symposium on Utilities Customer Service and QOS Improvement is expected to help the organization benchmark customer service index and assist with the improvement in customer satisfaction via training and information sharing. The

CS3 b h

Citizen-focused Programmes

IP7 Number of customer service personnel who participated.

Apr-17

Mar-18


of 208





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End Date

target audience is customer service personnel from all service providers. The expected output is the updating and standardization of codes of practice for complaints handling and customer service across the sectors.

Number of service providers who have standardized/updated codes of practice for complaints handling and customer service.

Percentage of public issues responded to in standard time.

OUR Mystery Shopping Programme

The CPA Department will be embarking on this venture to

garner information on the quality of service being offered to

customers by the utility providers and the small water

providers. Mystery shopping or secret shopper, is a tool used

to measure quality of service, or compliance with regulation, or

to gather specific information about products and services. The

WS5

a b

Service Compliance

IP9 Percentage completion of agreed mystery shopper activities

Apr-17

Mar-18

Mystery shopper score.


of 208





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End Date

mystery consumer's specific identity and purpose is generally

not known by the establishment being evaluated.

Mystery shoppers perform specific tasks such as purchasing a

product, asking questions, registering complaints or behaving

in a certain way, and then provide detailed reports or feedback

about their experiences.

The purpose of this project is to ensure that the utility providers

are adhering to the stipulations that are outlined in their tariff

agreements and or the terms and conditions of the license

given to them upon their contractual agreement with the OUR.

ES6 Number of breaches

Percentage of breaches resolved

Public Education of Number Planning Administration (Area Code Relief)

Developing a public education outreach programme and complaints handling to support the implementation of ten-digit dialling and an additional area code in Jamaica.

TS3

c d

Service

IP7 Percentage adherence to Public education outreach programme schedule.

Apr-16

Mar-19

Consumer Survey Awareness Score


of 208





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ive


Stra

tegy

Imp

act


Start Date

End Date

Establishment of Memoranda of Understanding (MoU’s) and/or Service Level Agreements (SLA’s) with key external stakeholders, as

required.

Explore establishment of MOU’s with CAC and other external stakeholders

CS3 c Citizen-focused Programmes

IP7 Number of SLA’s established.

Apr-17

Mar-19

Number of MOU’s established.

Social Media Campaign

The OUR already has a social media programme including Twitter, FaceBook, LinkedIn. This is to be increased with the focus being on the use of the key messages and PSA’s already produced. Paid posts will be increased to improve on visibility and on number of ‘likes’. SMS test messages will be introduced and these channels will be used to lead consumers to additional information on our websites and that of service providers as well as the 1-800- help line.

CS3 g Citizen-Focused Programmes

IP7 Customer Perception survey score.

Apr-17

Mar-18

Improvement in Analytics


of 208





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tegy

Imp

act


Start Date

End Date

Quarterly Press Briefings

Target Audience: Members of the media and selected stakeholder representatives. Objectives: It aims to enhance stakeholders’ trust in and ability to engage with OUR, and thereby increase the impact of OUR’s operations. The briefings are expected to promote transparency, accountability, and participatory development. Its specific goals are to:

improve the timeliness and content of response to all

relevant issues;

ensure that the organization is pro-active in its

response to the media;

strengthen the organization’s external

communications strategy and delivery of information

to all stakeholders.

CS2 a Stewardship IP7 Customer Perception survey score.

Apr-17

Mar-18

Annual Stakeholder Engagement Meeting

To re-establish continuing stakeholder dialogue so that there can be a two way flow of information to stakeholders and from the OUR on the various projects and development of issues. Creating this dialogue will build awareness about the local, regional and global sector issues as well as help us to gain a

CS2 CS3

eh

Stewardship Citizen-focused Programmes

IP7 Customer Perception survey score.

Oct-17

Jan-18


of 208





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End Date

better understanding of our stakeholders’ perceptions and priorities. It is expected that we will use the channel to listen rather than tell in order to work towards delivering viable solutions. The new dialogue is also expected to positively impact the organization’s reputation: to change the perception that the organization is not transparent.

Parish Connections

This programme is expected to facilitate active communications channels and to re-establish continuing consumer and stakeholder dialogue so that there can be a two way flow of information to the OUR about their various concerns.

1. It will also allow the service providers to share information on projects and development of issues with consumers on a planned and consistent basis.

2. It is also intended to maintain contact with consumers, in between Rate Review consultations to keep the utilities true to the promises they make to consumers at that time.

Creating this dialogue will build awareness about the local sector issues as well as help us to gain a better understanding of consumers’ perceptions and priorities. It is expected that we

CS2 CS3

eh


Percentage adherence to parish consultation schedule.

Apr-17

Mar-18

Total number of consumers in attendance

Service provider participation/attendance


of 208





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End Date

will use the channel to listen and the utilities will use it tell and listen in order to work towards delivering viable solutions for consumers.

Resolution rate of parish issues raised at Town Hall

Tariff Consultations with small and large service providers

The primary objectives of these meetings which are held across the island for service providers who have applied for a review of their tariffs, are: 1. To facilitate a platform from which the service providers can engage its customers with respect to: a) The content and reasons for its tariff applications to the OUR; and b) The companies’ plans for the future with regard to service delivery. 2. To hear the views of consumers regarding the submissions. 3. To obtain information from consumers with regard to general service delivery in their respective areas; 4. To provide the public with an opportunity to advise the OUR of matters it considers relevant to the determination of the tariff application. 5. To obtain feedback specific to the established quality of service standards.

CS2 Stewardship C1 Adherence to consultation schedule

Apr-17

Mar-18

Total # of consumers in attendance

Development of Consumer Chapters for Small and Large Service providers


of 208





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End Date

As part of the tariff review process, a Consumer Chapter is completed for inclusion in the Determination Notice. The Consumer Chapter highlights the issues raised by consumers at the public meetings as well as the trends seen in customer contact to the OUR. It also indicates the measures that will be put in place to address the issues.

CS2 Stewardship C1 Consumer Chapter developed in agreed time

Apr-17

Mar-18

OURIC Travelling Exhibition

The aim of this project is to promote the OURIC and generally the OUR. This project will take the form of physical exhibitions on topics determined by the responsible Officer in OURIC. These mounted exhibitions will visit predetermined venues and spend a period not exceeding five days at each venue, with members of staff available on the first and last day to field questions. The aim of this project is to promote the OURIC through the provision of relevant information on utility regulation and other topical matters.

CS3 f Citizen-focused Programmes

IP7 Number of exhibitions held.

Apr-16

Mar-21

Percentage of exhibitions held that met their predetermined objectives.


of 208





Go

al

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ive


Stra

tegy

Imp

act


Start Date

End Date

Measure effectiveness and responsiveness of call centres for JPS and NWC

In collaboration with the NWC and JPS, Call/ Contact centre standards are being developed by which both entities will be assessed. These companies will be asked to report on specific standards related to call centre management to assess their effectiveness and efficiency. This activity will involve mystery shopping; audits, desk reviews (reports).

ES6 a Compliance IP12 Level of adherence to established standards

Apr-16

Mar-19

Measure the percentage of planned outages with 48 hours’ notice (EOS 1)

Monitoring planned outages; using media content analysis and customer calls and random checks. This is requirement under the Overall Standards.

ES6 a Compliance IP12 Percentage adherence to OUR Determinations.

Apr-16

Mar-19

Consumer Protection initiative

.Based on trends observed in the nature of the contacts received from utility consumers, recommendations will be made to the Office for either a policy decision or a directive to be issued. However, these will be done as they become necessary.

CS3 b Citizen-focused Programmes

Total # of recommendations for Office Decision/ Directive

Apr-17

Mar-18

Develop a position paper for concessions for vulnerable utility consumers (pensioners and persons within the disabled communities)


of 208





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ive


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tegy

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act


Start Date

End Date

Collaboration with service providers to develop position paper via consultations and other methods.

CS3 a f

Citizen-focused Programmes

IP12 Number of service providers with vulnerable utility consumers’ concession policy in place.

Jun-16

Mar-17

Gas Conference

The OUR proposes to host a conference to increase awareness about and explore opportunities in the gas-fired generation. The event will provide a forum to gather and exchange information related to the development of the Gas Sector. This project is contingent on external funding.

- - - IP7 Percentage achievement of pre-determined objectives

Apr-17

Mar-18

Public Education of QOS Telecommunications

Developing a public education outreach programme and complaints handling.

TS3 c Service Compliance

IP7 Percentage adherence to Public education outreach programme schedule.

Apr-18

Mar-19

Percentage of providers with suitable complaints


of 208





Go

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ive


Stra

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Imp

act


Start Date

End Date

handling mechanism.

Establishment of OURIC virtual space

Establishing a page through which external users can access On-line Public Access Catalogue; submit information request to the librarian as well as Access To Information requests.

CS2 CS3

g Stewardship Citizen-focused Programmes

IP7 Percentage adherence to On-line Public Access Catalogue Implementation schedule.

Apr-18

Mar-19

Establishment of system to enable Quality assurance recording of calls to consumer affairs

Recording and monitoring calls to the consumer affairs officers to enhance quality of interaction.

CS2 CS3

a b f g


IP12 System in place to record calls

Apr-18

Mar-19

Website development and creation.

Development and creation of an updated, easily navigable and user friendly web-site.

CS3 g Citizen-focused Programmes

C1 C2

Customer Perception survey score.

Apr-18

Mar-19

Improvement in Website analytics


of 208





Go

al

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ject

ive


Stra

tegy

Imp

act


Start Date

End Date

Customer Satisfaction Survey - Consumer

The OUR will be conducting an annual consumer satisfaction survey. This is a three year project, during which time the consultant shall conduct a survey and do research using appropriate methodologies, to collect data and information, inter alia: a) to ascertain the current awareness level of the operations of the OUR and the public’s understanding of the organisation’s role and function; to determine the level of knowledge of members of the public of the OUR’s services, ascertain major areas of satisfaction and dissatisfaction, and ascertain from the public the means by which the areas of dissatisfaction can be improved; c) to establish what consumers feel the OUR should be doing

that is not currently being done; and

d) to determine customers’ awareness and understanding of

the OUR’s appeals process.

CS3 a Citizen-focused Programmes

Customer Perception survey score.

Apr-18

Mar-

19

Survey Report


of 208





Go

al

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ive


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tegy

Imp

act


Start Date

End Date

Customer Satisfaction Survey – Service Providers

The OUR will be conducting an annual survey for the active

licensees who are operating in the water and sewerage,

electricity and telecommunications sectors. Through this

project, the OUR aims to assess the knowledge of the Licensees

as it relates to the roles and functions of the OUR; the Licensees’

perception of the OUR; and the extent to which the Licensees

believe the OUR is performing at a satisfactory level and is

executing its mandate efficiently. The information will also be

used to assess compliance/enforcement measures in instances

where there may be companies operating without the requisite

licence or in contravention of the licence.

CS3 a Citizen-focused

Programmes

C1

C2

Customer

Perception survey

score.

Apr-

18

Mar-

19

Survey Report


of 208




Secretary to the Office Work Plan


Go

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ive


commitment

Stra

tegy

Imp

act

Output/Performance indicators

Start Date

End Date

Preparation of the Corporate Business Plan

Development of the Work Programme and Budget for the four-year period 2017/18 – 2019/20. This involves work in the sectors as well as the supporting aspects of the business.

CS1 a Accountability IP6 Submission of Corporate Plan to MOFP. Draft - Nov. 30 2017; Final, December 31, 2017

July-17

Dec-17

Monitoring Activities of the Corporate Business Plan

The STTO Department will monitor the implementation of the work programmes in the approved Corporate Plan through the monthly reports submitted by Heads of Departments and keep the Office aware of the status of these activities.

CS1 a Accountability IP6 Adherence by HODs to monthly report submission requirement.

Apr-17

Mar-18


of 208





Go

al

Ob

ject

ive


commitment

Stra

tegy

Imp

act


Start Date

End Date

Managing the Licensing Process

Coordination of the due diligence process for licences applications; maintenance of a comprehensive database on licences issued; and monitoring the status of all licences.

CS2 g Stewardship IP15

Licence applications processed within the standard time of ninety (90) days.

Apr-17

Mar-18

Documents for Office Decision

STTO has the responsibility to ensure that all documents being sent to the Office for decision-making are properly documented and have the requisite approvals.

CS2

Accountability

IP6 Office Decision transmitted within five (5) working days after receipt of all required documents

Apr-17

Mar-18

Office Decision completed in standard time

Office decision communicated to relevant parties within two (2) working days


of 208





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commitment

Stra

tegy

Imp

act


Start Date

End Date

Managing meetings of the Office and its Committees

The arrangement and preparation for meetings of the Office and its Committees. This includes logistics arrangements, note-taking and preparation of minutes and/or action items

Stewardship IP6 Adherence to meeting schedules

Apr-17

Mar-18

Preparation of Quarterly Reports for MOFP

As a statutory requirement, reports on the activities in the Corporate Plan are sent to the MOFP on a quarterly basis.

CS2 b Accountability IP6

Adherence to submission timelines

Apr-17

Mar-18

Preparation of Annual Report for PIOJ

The OUR provides an annual report on the sector activities to the PIOJ. The report provides information that is required for the production of the Economic and Social Survey publication.

CS2 b Accountability IP6 Annual report submitted forty-five (45) days after year end

Jan-18

Feb-18

Managing the OUR's external and international relations with other regulators and institutions

The OUR establishes/participates in dialogue and cross-training with other regulators and institutions. This allows cutting edge information to be shared and acted upon.

CS2 b Accountability IP7 Adherence to external and international relations activities schedule

Apr-17

Mar-18


of 208





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commitment

Stra

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Imp

act


Start Date

End Date

Managing relations with utility operators and other stakeholders

This is to encourage dialogue, transparency and greater efficiencies.

CS2 a Accountability IP7 Adherence to utility operators and other stakeholders relations activities schedule

Apr-17

Mar-18

Gazetting of Regulatory Fees/Tariffs

This is a statutory requirement. This activity is done as required by he OUR Act

CS2 b Accountability IP7 Gazetting completed within required timelines

Apr-17

Mar-18


of 208




Legal Work Plan

Activity Summary Description of Activity G

oal

Ob

ject

ive


e Commitment Stra

tegy

Im

pac

t


Start Date

End Date

Support for Regulatory Activities

Drafting and review of letters. CS4 f Management

Completion within agreed timeframe

Apr-17

Mar-18

Drafting and timely review of determinations, reconsideration decisions, directives, consultative documents and other regulatory documents.

Within ten to fifteen (10 -15) working days depending on complexity of the matter or such other timeframe as agreed

Providing legal opinions. Providing opinions within

timeframes specified

Timely preparation of matters challenged by the operators in the Courts or at the Tribunal, for External Counsel.

Adherence to specified

timeframe

Support for Non-Regulatory Activities

Timely review of procurement or other documents.

CS4 f Management

Within ten (10) working days or such timeframe as agreed

Apr-17

Mar-18


of 208




Completion of negotiation matters. Adherence to stipulated timeframe

Timely drafting and/or review of contracts or other documents.

Within ten (10) working days or such other timeframe as agreed

Assistance to the Development of Policy Options and Advice

Timely provision of input in policy recommendations and/ or legal assistance to the relevant Ministry.

CS4 f Management Adherence to stipulated timeframe

Apr-17

Mar-18

An appropriate implementation schedule established once the revisions are made to the legislation and/or regulations.

Implementation schedule established in stipulated timeframe

Establishment of Rules and Procedures, and Relevant Policy documents

Development of targets for the promulgation of regulatory instruments and schedule of agreed timelines as specified.

CS4 f Management Adherence to stipulated timeframe

Apr-17

Mar-18

Assisting with the Licensing Process

Legal evaluation of licence applications. CS4 f Management CS4 Completed within fifteen (15) working days or such other timeframe as agreed

Apr-17

Mar-18


of 208




Internal Audit


Go

al

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ject

ive


Commitment

Stra

tegy

Imp

act


Start Date

End Date

Operational Audits

Operational Audits to be conducted as per confidential schedule approved by the Director General and maintained by the Internal Audit Unit.

CS2 b Stewardship IP3 TTC2 TTC1 TTC3

Adherence to Audit schedule/Audit Reports.

Apr-17 Mar-18

Process Audits

Quality Management System Audits - As per Audit Plan maintained by the Internal Audit Unit.

CS2 g Stewardship IP1 IP2 IP3 IP4 IP5

Adherence to Audit schedule/Audit Reports.

Apr-17 Mar-18


of 208




Administration and Human Resource Work Plan


Go

al

Ob

ject

ive


Commitment Stra

tegy

Im

pac

t


Start Date

End Date

Implement Disaster Mitigation and Preparedness Programme

Collaborate with PCJ to implement the Disaster Mitigation and Preparedness Programme.

CS4 c Management TTC3 Adherence to Disaster Mitigation and Preparedness Programme activities schedule

Apr-17 Mar-18

Procurement of General Services, Works and Consultancy Services

This activity will involve the management and coordination of the procurement of goods and general services, works contracts and consultancy services.

CS1

e

Accountability TTC2 Percentage procurement completed within validity period of bill (General Services)

Apr-17 Mar-18

Percentage procurement completed within validity period of bill (Works Contracts)

Percentage procurement completed within validity period of bill (Consultancy Services)


of 208





Go

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ive


Commitment Stra

tegy

Im

pac

t


Start Date

End Date

Preparation of Annual Procurement Plan

This activity will involve the preparation and submission of an Annual Procurement Plan to MOFP and the Office

CS1 c Accountability TTC2 Adherence to submission timeline.

Apr-17 Oct-17

Implement and monitor Training and Development Plan

Work with members of the Training and Development Committee to implement and monitor the Training and Development Plan.

CS5 b People TTC1 Adherence to Training and Development Plan

Apr-17 Mar-18

Performance Management

This activity will involve setting performance targets for staff in the Admin/HR Department; performing half yearly reviews of performance targets for staff in the Admin/HR Department; Notifying HOD’s about half yearly performance reviews for staff; Appraisal of staff against targets and notifying HOD’s of the end of year performance reviews for staff.

CS1 b People TTC1 Percentage of staff whose performance targets have been signed off in standard time

Apr-17 Mar-18

Percentage adherence to half-yearly performance review.

Percentage of HOD’s notified about half yearly results in standard time.


of 208





Go

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ive


Commitment Stra

tegy

Im

pac

t


Start Date

End Date

All staff appraised in standard time.

Percentage of HOD’s notified of annual results in standard time.

Inventory Management

This activity will entail managing the organization’s inventory to ensure availability of critical items.

CS6 d Environment TTC2 Percentage of critical items in stock at agreed levels

Apr-17 Mar-18

Develop/Revise and maintain Policies, Procedures and Work Instructions.


- reviewing and revising the Human Resource

Management Policy and Procedures; and

Reviewing and revising the Procurement Policy

and Procedures.

CS2 e Accountability TTC3 Re-approved and maintained Policy and Procedures

Apr-17 Mar-18

Succession Planning


of 208





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Commitment Stra

tegy

Im

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t


Start Date

End Date

The identification and development of talent

within the organization who can replace their

predecessors in the OUR when they leave, retire

or die; or who can assume other positions.

CS5 TTC4 Approved succession plan Apr-17 Mar-18

OUR’s 20th anniversary

Marking of OUR’s 20th anniversary CS3 f Citizen-focused Programmes

IP7 Customer Perception survey score

Apr-16 Dec-17

Adherence to schedule of activities


of 208





of 208




Records and Information Management Unit


Go

al

Ob

ject

ive


Commitment Stra

tegy

Imp

act


Start Date

End Date

Collaborate with the IT Department to improve the OUR’s electronic document and records management system (EDRMS) that supports the capture, distribution, use, maintenance and disposition of documented information. Acquire and commission software (File Plan Builder Add-

ins) that improves the OUR’s EDRMS.

CS6 b Environment IP1 TTC2

1. Acquired software 2. Improved EDRMS

Apr-17

Mar-18

Establish an electronic system for tracking paper-based documented information.

Acquire and commission hardware, software and supplies to support the roll out and maintenance of the OUR’s physical records tracking system.

CS6 b Environment IP1 TTC2

Records tracking system.

Apr-17

Mar-19

Maintain key aspects of an active, semi-active and inactive records and information management (RIM) programme for the OUR.

Capture all “capturable” incoming documented information that are received by the Records and Information Management Unit, into the EDRMS and make them accessible to users.

CS2 g Stewardship IP1 TTC2

1. Captured incoming documented information. 2. Accessible documented information.

Apr-17

Mar-21


of 208





Go

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ive


Commitment Stra

tegy

Imp

act


Start Date

End Date

Conduct 100% checks to verify that outgoing mail that is received by the Records and Information Management Unit are captured in the EDRMS, prior to dispatch.

CS2 g Stewardship IP1TTC2

Percentage checks conducted to verify the capture of outgoing mail on the EDRMS, prior to dispatch.

Apr-17

Mar-21

Conduct one (1) record and information management (RIM) assessment, per year, to determine the state of RIM as a functional unit.


1. Number of RIM assessments 2. Results from RIM assessment

Apr-17

Mar-21

Conduct one (1) review and revision of the Business Classification Scheme and Records Retention and Disposition Authority per year.


Number of reviews and revisions of the Business Classification Scheme and Records Retention and Disposition Authority.

Apr-17

Mar-21

50% development of a records disposition programme for the OUR.


Documentation of the disposition programme and evidence of outputs.

Apr-17

Mar-21

100% maintenance of the disposition programme that has been developed.


Percentage maintenance of disposition programme

Apr-17

Mar-21


of 208





Go

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ive


Commitment Stra

tegy

Imp

act


Start Date

End Date

Digitize inactive documented information of the OUR.

Digitize 40% of inactive documentation information that are found from the 2016 records inventory.


Percentage inactive records digitized.

Apr-17

Mar-21

Commence discussion on the transition from a records management programme to an information governance (IG) programme

Develop and implement at least one (1) sensitization on the use of the Generally Accepted Recordkeeping Principles (the Principles) and IG in the OUR.


Number of sensitization initiatives

Apr-17

Mar-21

Sensitize OUR staff on selected documented information policies and procedures

Develop and implement at least two (2) sensitization initiatives, per year, to create awareness of documented information-related content such as the Records and Information Management Policies, the Operations Manual, the Records and Information Management Procedures and the Business Classification Scheme and Records Retention and Disposition Authority.


Number of sensitization initiatives

Apr-17

Mar-21


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Information Technology Work Plan

Activity


Go

al

Ob

ject

ive


Commitment Stra

tegy

Im

pac

t


Start Date

End Date

Expansion of Data Storage/Backup Systems: acquire, install and configure additional SAN (Clustering)

Expansion of the Performance and Resilience of the network to introduce Clustering of the system.

CS6 b Environment TTC2 Percentage adherence to delivery time schedule.

Jun-17

Telecommunication Systems infrastructure improvement: expand services for Internet Access

Expansion and enhancement of the telecommunication network. This component is focused on the expansion of internet bandwidth.

CS6 b Environment TTC2 Adherence to delivery time schedule.

Jan-17 Jun-17

Upgrade and expand the Disaster Recovery & Business Continuity Systems: Upgrade firewall & anti-malware systems

Upgrade firewall and antimalware systems

CS6 a Environment TTC2 Adherence to delivery time schedule.

Apr-17 Mar-18

Hardware Acquisition and Upgrade: Computers (tablets & desktops) and accessories

The periodic upgrade of computers and accessories.


Apr-17 Sep-17


of 208




Activity


Go

al

Ob

ject

ive


Commitment Stra

tegy

Im

pac

t


Start Date

End Date

Hardware Acquisition and Upgrade: Large (networkable) Printers, MFPs and Scanners

While the company is striving to use less paper inevitably printing will still be necessary. The stock of network printers and MFP's however is old and as their operating costs rise they will need to be replaced. The IT Dept. will also use this opportunity to introduce print management tools aimed at reducing our use of consumables and by extension our carbon footprint. This we expect will also result in some cost savings.

CS6 b Environment TTC2 Budget vs actual spend. Adherence to delivery time schedule.

Apr-17

Jun-17

Software Acquisition and Upgrade: Server Class Applications (Windows Server, Exchange, Sharepoint, MS Projects, SQL, GIS, etc.)

The main drivers for this is that Server class applications are at the core of the network, facilitating collaboration and sharing of data and information. They are constantly adding new feature sets and improving the user experience. They also are under constant threat from malware designed either to extract data or to disable the system. As a result there is a constant need to patch and/or upgrade the system over time. The OUR utilises several such applications and each will in turn need to be upgraded.


Apr-17 Mar-18


of 208




Activity


Go

al

Ob

ject

ive


Commitment Stra

tegy

Im

pac

t


Start Date

End Date

Software Acquisition and Upgrade: Corporate Desktop Applications (Windows, MS Office Suite, Adobe Writer, MS Projects, etc.)

The periodic update of software. CS6 b Environment TTC2 Adherence to delivery time schedule

Software Acquisition and Upgrade: Corporate Desktop Applications (Windows, MS Office Suite, Adobe Writer, MS Projects, etc.)

The development of custom applications represents a major thrust of the Department to provide solutions to business problems that cannot be easily solved by off-the-shelf applications.

CS6 b Environment TTC2 Adherence to delivery time schedule

Apr-17 Mar-18

Upgrading of System/Network Security

The OUR’s growing dependence on technology to deliver on its mandate has necessitated a growing demand to improve the resilience of the network to events that can disrupt the services offered. In light of this there will be investments in protecting the network.


Apr-17 Mar-18

Network Perimeter Security

This project is to facilitate the securing of all end-point devices.

CS6 a Management TTC2 Adherence to delivery time schedule.


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Activity


Go

al

Ob

ject

ive


Commitment Stra

tegy

Im

pac

t


Start Date

End Date

Achieve ISO 9001:2008 Certification

The achievement of ISO 9001:2008 certification by the organization, naturally leads to the question of when will the IT Department follow this lead and achieve its own internationally recognised certification standard. For us this is the complementary ISO 27001. We believe this can be accomplished within a year and are therefore developing a plan to achieve this by December 2017.

CS6 b Environment TTC2 Budget vs actual hours training received for financial year.

Jan-17 Dec-17

Staff Development, Talent Management & Succession Planning

Attendance at classroom training, online webinars and access to professional subscription services workshops. Attendance at tradeshows and conferences. (Professional networking and training).

CS5 b People TTC2 Budget vs actual hours training received for financial year.

Apr-17 Mar 2018


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Finance Work Plan


Go

al

Ob

ject

ive


Commitment

Stra

tegy

Imp

act


Start Date

End Date

Preparation of the annual budget

Prepare budget tables for input to the Corporate Plan. Do analysis of draft budget against previous year’s for input to the Corporate Plan. Prepare budgeted financials (Balance Sheets, Income Statements, and Statements A&B) for three (3) years broken out by quarters.

CS4 g Management IP6 Draft Budget for 2018/19 – 2021/22 is prepared for consultation with stakeholders by Oct 31, 2017

Sep-17

Dec-17

Draft Budget for 2018/19 – 2021/22 is prepared for submission to the MoFP by November 30, 2017

Final Budget for 2018/19 – 2021/22 is accurately prepared and submitted to MoFP by December 31, 2017


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Go

al

Ob

ject

ive


Commitment

Stra

tegy

Imp

act


Start Date

End Date

Preparation of Quarterly Reports

Statements A&B quarterly reports submitted to the MOF. Quarterly expenditure reports prepared and submitted to the HOD’s. Variance analyses and recommendations are reported on a quarterly basis to all Heads of Department and the Office.

CS4 g Management IP6 Statements A & B quarterly reports are accurately prepared and submitted to MoFP.

Apr-17

Mar-18

Expenditure Analyses quarterly reports are accurately prepared and submitted to SMM.

Reports are accurately prepared and submitted within 30 days of the end of the quarter.

Audit

Prepare annual financials for audit. External audit completed and laid before Parliament within the statutory period.

CS2 b Stewardship IP3 The draft financials prepared for audit by April 31st

Apr-17

July-17

Audited financials completed and submitted to the Cabinet Office by July 31st


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Go

al

Ob

ject

ive


Commitment

Stra

tegy

Imp

act


Start Date

End Date

Stewardship of the OUR's financial resources

Review the systems of internal control and update the Policy and Procedural Manual. Manage the OUR's investment portfolio to optimise returns.

CS2 b Stewardship IP3 Review completed and the Policy and Procedural Manual updated in standard time. (60 days)

Apr-17

Mar-18

Average Investment Rate (within the specified risk tolerance set by the Office).

ISO 9001:2008 Certification

Undertake assigned activities to enable the OUR to maintain ISO 9001:2008 certification.

CS2 b Stewardship IP3 Adherence to audit schedule according to ISO 9001:2008, Quality Management System and responsiveness of Auditees to Corrective Action Requests (CARs).

Apr-17

Mar-18

Management of Staff benefits

This includes: ensuring staff members are paid on a timely basis; management of staff loans; management of health and pension benefits.

CS6

People

TTC3

Percentage of months that staff are paid by the 25th

Apr-17

Mar-18

Percentage of repayment loan schedules not done


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Go

al

Ob

ject

ive


Commitment

Stra

tegy

Imp

act


Start Date

End Date

when completed loan application forms received.

Percentage of vendors' authorisation or bills of sale or insurance notices or liens prepared within three (3) days of notification.

Liaise with Pension Consultant, Guardian Life, etc. as agreed on with staff members.

Percentage of tasks completed within the agreed timeframe that were assigned by Trustees.

Percentage Trustees' meeting attended and quarterly reports provided to the HR Committee.


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Go

al

Ob

ject

ive


Commitment

Stra

tegy

Imp

act


Start Date

End Date

Management of other payments and receipt

This includes: making payments for statutory deduction to the relevant authorities; making payments to 3rd parties on time; calculating regulatory fees for entities; managing receivables such that there is a 10% reduction at the end of the year; providing Senior Management with regular reports on the status of the collection of regulatory fees.

CS4

Management TTC3

100% of the statutory deductions paid over on time.

100% of third 3rd party payments made within the times specified.

100% of invoices prepared accurately and within the agreed time.

20% reduction in receivables achieved.

Collections report is provided to Senior Managers in agreed time.

Succession Planning

Equip staff to take on additional responsibilities at a higher level.

CS6

People

Percentage of key positions in Department with a ready successor.

Apr-17

Mar-18


of 208





Go

al

Ob

ject

ive


Commitment

Stra

tegy

Imp

act


Start Date

End Date

Short and medium term training needs developed for each staff member. Percentage of Department

staff with training plan in place.


of 208




Quality Management System Work Plan

Activity


Go

al

Ob

ject

ive

SUCCESS criteria/corporate

commitment

Stra

tegy

Imp

act


Start Date

End Date

The documentation of business processes and procedures

The documenting and updating of the OUR operations manual with previously undocumented processes and procedures. Also the continued testing and modifying of the already documented processes and procedures as part of continual improvement.

CS4 c Management

IP3 IP1

TTC2

20% increase in the number of documented processes and procedures.

Apr-17

Mar-18

CS2 e Stewardship

Enterprise Risk Management

The management and maintenance of the OUR enterprise risk management framework for each department and unit, and the production of a comprehensive risk register with mitigation strategy for the organization on a quarterly basis for the Office.

CS4 b Management IP4 The production of an approved comprehensive risk register.

Apr-17

Mar-18


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Activity


Go

al

Ob

ject

ive


commitment

Stra

tegy

Imp

act


Start Date

End Date

Implementation of the Business Continuity Plan

A Business Continuity Plan (BCP) will be implemented throughout the organization to ensure the measures are in place to recover from major to minor disruptions in the operations of the OUR. Any disruption of the operations of the OUR will have a significant impact on the regulation of Jamaica’s electricity, telecommunications, water and sewerage sectors. The BCP will contain a detailed disaster preparedness and business resumption plan that will be used to achieve complete recover from any disruption.

CS4 e Management IP4 TTC3

The production of an approved business continuity plan.

Jan-16

Dec-17

Quality Management System

The transition to the new ISO 9001:2015 Quality Management System will be implemented with the review and modification of the processes to take a risk-based approach to their execution.

CS4 C Management IP1 ISO 9001:2015 Certification attained

Apr-17

Sep-17

Implementation of Cybersecurity Policy and Incident Response Plan


of 208




Activity


Go

al

Ob

ject

ive


commitment

Stra

tegy

Imp

act


Start Date

End Date

A cybersecurity policy and incident response plan will be developed to complement the Enterprise Risk Management System, Business Continuity Plan and Information Technology System security.

CS4 b Management IP1 Policy developed and approved.

Apr-17

Aug-17

Quality Management System Management Review

The Management Review of the QMS will be held annually to review and determine the improvement requirements in the quality of the products (Determination Notices, Decisions, etc.) produced by the OUR. The improvement will lead to increased customer satisfaction with the services provided by the organization in the following ways: a) increase Customer Satisfaction with our service; b) communicate the OUR’s processes; c) develop a professional culture and better employee morale; and d) consistency in operations.

CS4 d Management

IP2 100% adherence to production and submission of a Management Review Report in the agreed time.

Apr-16

Apr-16

CS3 b Citizen-focused

programmes

CS2 e Stewardship


of 208




Activity


Go

al

Ob

ject

ive


commitment

Stra

tegy

Imp

act


Start Date

End Date

Quality Management System Surveillance Audit

An annual surveillance audit will be performed by the Registrar to verify that the quality management system remains effective and compliant with the ISO 9001 standard. The Registrar will check key elements of the quality management system to ensure that the Internal Audit and Management Review functions continue to be effective, and verify that corrective actions for non–conformances identified have been taken without undue delay.

CS2 b Stewardship

IP3 The maintenance of the ISO 9001:2008 certification.

May-16

May-16

CS1 a Accountability


of 208




Activity


Go

al

Ob

ject

ive


commitment

Stra

tegy

Imp

act


Start Date

End Date

Transition to ISO 9001:2015 Quality Management System

The organization has three years to transition to the ISO 9001:2015 Quality Management System standard which supersedes the ISO 9001:2008 standard under which we are currently certified. The new standard has significant requirements which will force the organization to make a number of changes to remain compliant. The activities to be undertaken include the following: a. sensitization training for all the staff; b. training for internal auditors, management representative and process owners; c. gap analysis of the requirements of the new standard; and d. Transition plan.

CS1 a Accountability TTC1 TTC2 TTC3 TTC4

The certification to the ISO 9001:2015 standard.

Jan-16

Dec-17


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5. BUDGET

5.1. Overview

The budget submitted by the Office of Utilities Regulation for fiscal year 2017/18 is approximately

$735m. This figure represents the net expenses of running the organization together with the cost

of replacing several capital items. The budget for the previous year (2016/2017) was approximately

$735m. The budget for 2017/2018 has remained the same as the previous year.

The budget has been developed on the assumption that the rate of inflation during the year will be

5.5% and that the rate of exchange will be 130 Jamaican dollars to 1 U.S. dollar.

Table 1 attached, summarizes the cash requirements for fiscal years, 2017/2018, 2018/2019,

2019/2020 and 2020/2021. Table 2 shows the allocation of the 2017/2018 budget across the

sectors. Table 3 indicates the capital expenditure planned for the ensuing year.

5.2. Budget Items

Payroll and Payroll Related Expenses

In fiscal year 2017/2018, total payroll costs amount to J$501m, an increase of 8% over the last

budget. Payroll related costs which include statutory deductions and benefits were included in the

budget.

Table 5.1 below provides the projected staffing levels for 2016/2017 as well as the projections for

2017/2018.

Table 5.1 - Staff Complement

Actual

2016/2017

2017/2018* 2018/19* 2018/19* 2019/20* 2020/21*

74 74 75 76 77 78

*- These numbers are only proposed. The OUR will be guided by the Ministry’s approved process as

outlined in the Revised Guideline for the Operation of Posts in the Public Sector.


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There is a notable decrease in the following:

Training and Development

There is a projected decrease of 9 % in 2017/2018 fiscal year.

Information Technology

A decrease of 18% is anticipated in this expenditure.

General Expenses

This expenditure item is projected to decrease by 29% when compared to the budget of 2016/17.

Public Education and Outreach

This expenditure item is projected to decrease by 19% when compared to the budget of 2016/17.

Consumer Advisory Committee on Utilities

There is a projected decrease of 24% in 2017/2018 fiscal year.

ISO Certification

Having obtained ISO certification, this provision is for the maintenance of ISO certification though

surveillance audits. The budgeted amount has decreased by 50%.

Consultancy Services

Consultancy services are expected to decrease by 3%. A list of the major consultancy projects planned for

the year 2017/18 is provided below:

Regulation, Policy, Monitoring & Enforcement US$ (000) J$M

Review of LRIC (Telecoms) 70,000 9,100,000

Review Electricity Market Structure 120,000 15,600,000

Audit of NWC Billing and Metering System 50,000 6,500,000

Office & Executive Directors

Consultancy (Various Sectors) 53,846 7,000,000


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Professional and Legal Fees

Professional and legal fees have decreased by 17% when compared to the budget for last fiscal year.

Finance Charges

Budgeted Finance changes have decreased by 20%.

Motor Vehicle Expenses

A decrease of 5% is anticipated in this expenditure.

General Consumption Tax

The OUR is mandated by law to pay GCT on goods and services, however this cost is included in the costs

of the individual budgeted items.

Capital Expenditure

Capital Expenditure is projected to decrease by 60% when compared to 2016/2017 budget.

There is a notable increase in each the following:

Repairs and Maintenance

There is a projected increase of 57% in 2017/2018 fiscal year.

Depreciation

For the purposes of producing its financial statements the OUR provides for depreciation on its assets

using the appropriate rates of the relevant asset. However, since depreciation is not a cash item it is not

included in the determination of the OUR’s funding needs.

The following areas have marginal increases:

Foreign Travel

The budget reflects a 5% increase for foreign travel. This increase in mainly due to changes in the foreign

exchange rates. The OUR is obliged, because of its membership in international regulatory bodies, to

participate in several international conferences, as such provision has to be made for these travels.

Local Travel and Office Rental show marginal increases of between 1% and 5%.


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The expenditure in the following are expected to remain the same:

Expenditure for telephone services is expected to remain the same as 2016/17.

Interest Earned

Interest earned is projected to increase by 9%.

Allocation of Budget to Sectors

Regulatory Fees have been allocated to the different utility service sectors on a basis that reflects the time

and resources to be expended in work related to each sector. The percentage of the budget allocated to

each sector is:

Table 5.3 Percentage Allocation of Costs to Sectors

The total amounts to be recovered from the different sectors based on the budget are as set out below:

Sector Percent contribution

2016/2017 2017/18

Telecommunications 42 40

Electricity 42 40

Water 16 20

-

100 100


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Table 5.4 Allocation by Sectors

Sector J$’ Million

2016/17 2017/18

Telecommunications 313 296

Electricity 305 292

Water 117 147

Total 735 735

Telecommunications Sector

There are three main providers of telecommunications services and a number of smaller operators. The

main providers will be allocated a portion of the budget based on the gross revenues reflected in their

audited financial statements. With regard to the small providers, a minimum fee of $300,000 will continue

to be charged to holders of carrier licences. In the case of Service Provider Licensees the minimum fee will

remain $50,000.

Electricity Sector

With regard to the assessment of regulatory fees for Jamaica Public Service Co. Ltd (JPS), this will be

calculated on the revenues net of Fuel and Independent Power Producer (IPP) charges. For this

assessment, the audited financial statement for the year ending December 2015 will be used to assess

the regulatory fees.

Small providers are required to pay a regulatory fee as stated in the respective licences.

Water Sector

The assessment of the regulatory fees for the National Water Commission will be net of NIC and other

small water providers.


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TABLE 1

OFFICE OF UTILITIES REGULATION

BUDGET 2017/2018

2016/2017 2017/2018 % change 2018/2019 2019/2020 2020/2021 Revised Budget EXPENSES Budget

over 2016/17 Budget Budget Budget

336,000,000 Payroll 363,264,624 383,244,178 402,406,387 422,526,706

21,716,000 Statutory charges 23,304,358 24,586,098 25,815,403 27,106,173

88,560,000 Employee benefits 95,439,724 100,688,908 105,723,354 111,009,521

6,476,660 Other payroll-related costs 6,608,011 6,971,452 7,320,024 7,686,025

12,000,000 Increment and Merit Award 12,000,000 12,660,000 13,293,000 13,957,650

464,752,660 Payroll Related Costs 500,616,716 8 528,150,636 554,558,167 582,286,076

43,500,000 Training and development 39,669,850 -9 41,851,692 43,944,276 46,141,490

16,500,000 Foreign travel 17,300,250 5 18,251,764 19,164,352 20,122,570

500,000 Local travel 510,000 2 538,050 564,953 593,200

1,200,000 Repairs and maintenance 1,880,000 57 1,983,400 2,082,570 2,186,699

11,000,000 Information Technology costs 9,010,501 -18 9,506,079 9,981,383 10,480,452

1,000,000 Printing and stationery 946,900 -5 998,980 1,048,928 1,101,375

6,000,000 Telephones 6,000,000 0 6,970,000 7,180,870 7,539,914

9,773,000 General expenses 6,960,890 -29 7,343,739 7,710,926 8,096,472

27,400,000 Public education & outreach 22,080,000 -19 23,294,400 24,589,120 25,818,576

700,000 Annual Report 800,000 14 844,000 886,200 930,510

1,670,000 C.A.Committee 1,266,000 -24 1,335,630 1,402,412 1,472,532

4,000,000 Motor vehicle expenses 3,800,000 -5 4,009,000 4,209,450 4,419,923

46,554,000 Consulting services 47,900,000 3 50,534,500 53,061,225 55,714,286

2,000,000 ISO Certification 1,000,000 -50 1,000,000 1,050,000 1,102,500

19,000,000 Professional/Legal Fees 15,862,312 -17 16,734,739 17,571,476 18,450,050


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25,000,000 Office rental 25,555,000 2 26,960,525 28,308,551 29,723,979

2,900,000 Advertising 2,000,000 -31 2,110,000 2,215,500 2,326,275

500,000 Finance charges 400,900 -20 422,950 444,097 466,302

17,000,000 Depreciation 20,000,000 18 21,100,000 22,155,000 23,262,750

22,500,000 Membership dues 22,159,448 -2 23,378,218 24,547,129 25,774,485

7,000,000 Office Remuneration 7,400,000 7,807,000 8,197,350 8,607,218

10,500,000 General Consumption Tax 0 -100 0 0 0

9,650,000 ITU Development Index Survey 0 -100 8,570,293 8,998,807 9,448,747

8,000,000 OCCUR Conference 0 -100 8,265,000 LRIC Project 1,240,000 4,984,000 Establishment of Broadband Dashboard 24,920,000 6,474,000 Telecoms Sector Review 25,900,000 2,400,000 Policy Paper - Enhanced Emergency Access Service 21,600,000 1,808,000 Regulations - 'Fixed Penalty " Regime 18,080,000

0 Review of Electricity Market Structure 7,900,000 0 Market Survey & Customer Satisfaction Survey 6,000,000

317,778,000 Costs other than payroll 358,142,051 13 275,544,957 289,314,575 303,780,303

782,530,660 Total expenses 858,758,768 10 803,695,592 843,872,742 886,066,379

Cash requirement:- 782,530,660 Expenses 858,758,768 10 803,695,592 843,872,742 886,066,379

-17,000,000 Less, depreciation -20,000,000 18 -21,100,000 -22,155,000 -23,262,750

-8,265,000 LRIC Project -1,240,000 -4,984,000 Less, Establishment of Broadband Dashboard -24,920,000 -6,474,000 Less, Telecoms Sector Review -25,900,000 -2,400,000 Less, Policy Paper - Enhanced Emergency Access Service -21,600,000 -1,808,000 Less, Regulations - 'Fixed Penalty " Regime -18,080,000

0 Less, Account Separation & Review of Electricity Market Structure -7,900,000

0 Less, Market Survey & Customer Satisfaction Survey -6,000,000 -33,823,919 Continuing Projects 707,775,741 Sub-total 733,118,768 4 782,595,592 821,717,742 862,803,629


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52,000,000 Capital expenditure 20,955,650 -60 22,108,210.75 23,213,621.29 24,374,302

759,775,741 Sub-total 754,074,418 -1 804,703,803 844,931,363 887,177,931

Less, miscellaneous income:- -16,000,000 Interest earned -18,500,000 16 -17,500,000 -18,000,000 -18,900,000

-2,000,000 Processing Fees 0 0 0 0 0

-6,825,153 (Other income & Gains)/ Loss -300,000 -96 -300,000 -220,000 -231,000

734,950,588 Net cash requirement 735,274,418 0 786,903,803 826,711,363 868,046,931


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TABLE 2

OFFICE OF UTILITIES REGULATION

Budget Allocation to Sectors

Revised Budget Budget ----------------Money-------------------- -----------Percentages-------------

---- 2016/2017 EXPENSES 2017/2018 Telcoms Elec Water Telcoms Elec Water Check

336,000,000 Payroll 363,264,624 139,366,972 147,970,004 75,927,647 38.37 40.73 20.90 100.00

21,716,000 Statutory charges 23,304,358 8,940,749 9,492,656 4,870,953 38.37 40.73 20.90 100.00

88,560,000 Benefits 95,439,724 36,615,581 38,875,837 19,948,305 38.37 40.73 20.90 100.00

6,476,660 Other payroll-related costs 6,608,011 2,535,494 2,691,443 1,381,074 38.37 40.73 20.90 100.00

12,000,000 Incremental and Merit Award 12,000,000 4,603,817 4,888,007 2,508,176 38.37 40.73 20.90 100.00

464,752,660 Payroll Related Costs 500,616,716 192,062,613 203,917,946 104,636,157 38.37 40.73 20.90 100.00

43,500,000 Training 39,669,850 19,676,501 12,352,517 7,640,826 49.60 31.14 19.26 100.00

16,500,000 Foreign travel 17,300,250 7,112,133 6,871,659 3,316,458 41.11 39.72 19.17 100.00

500,000 Local travel 510,000 195,662 207,740 106,597 38.37 40.73 20.90 100.00

1,200,000 Repairs and maintenance 1,880,000 721,265 765,788 392,948 38.37 40.73 20.90 100.00

11,000,000 Information technology 9,010,501 3,456,890 3,670,281 1,883,328 38.37 40.73 20.90 100.00

1,000,000 Printing and stationery 946,900 363,280 385,705 197,915 38.37 40.73 20.90 100.00

6,000,000 Telephones 6,000,000 2,301,908 2,444,004 1,254,088 38.37 40.73 20.90 100.00

9,773,000 General expenses 6,960,890 2,411,779 3,229,391 1,319,718 34.65 46.39 18.96 100.00

27,400,000 Public education & Public relations 22,080,000 7,360,000 7,360,000 7,360,000 33.33 33.33 33.33 100.00

700,000 Annual Report 800,000 306,921 325,867 167,212 38.37 40.73 20.90 100.00

1,670,000 C.A.committee 1,266,000 422,084 421,958 421,958 33.34 33.33 33.33 100.00

4,000,000 Motor vehicle expenses 3,800,000 1,457,875 1,547,869 794,256 38.37 40.73 20.90 100.00

46,554,000 Consulting services 47,900,000 15,018,087 23,451,478 9,430,436 31.35 48.96 19.69 100.00

2,000,000 ISO Certification 1,000,000 383,651 407,334 209,015 38.37 40.73 20.90 100.00


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19,000,000 Prof./legal fees, etc. 15,862,312 4,665,530 10,046,979 1,149,802 29.41 63.34 7.26 100.00

25,000,000 Office rental 25,555,000 9,804,211 10,409,419 5,341,371 38.37 40.73 20.90 100.00

2,900,000 Advertising 2,000,000 767,303 814,668 418,029 38.37 40.73 20.90 100.00

500,000 Finance charges 400,900 153,806 163,300 83,794 38.37 40.73 20.90 100.00

0 Bad Debt 0 0 0 0 38.37 40.73 20.90 100.00

17,000,000 Depreciation 20,000,000 7,673,028 8,146,678 4,180,294 38.37 40.73 20.90 100.00

22,500,000 Membership dues 22,159,448 21,577,714 465,845 115,888 97.37 2.10 0.52 100.00

7,000,000 Office Remuneration 7,400,000 2,839,020 3,014,271 1,546,709 38.37 40.73 20.90 100.00

10,500,000 General Consumption Tax 0 0 0 0 0.00 0.00 0.00 0.00

9,650,000 ITU Development Index Survey 0 0 0 0 0.00 0.00 0.00 0.00

8,000,000 OCCUR Conference 0 0 0 0 0.00 0.00 0.00 0.00

8,265,000 LRIC Project 1,240,000 1,240,000 0 0 100.00 0.00 0.00 100.00

4,984,000 Establishment of Broadband Dashboard 24,920,000 24,920,000 0 0 100.00 0.00 0.00 100.00

6,474,000 Telecoms Sector Review 25,900,000 25,900,000 0 0 100.00 0.00 0.00 100.00

2,400,000 Policy Paper - Enhanced Emergency Access Service 21,600,000 21,600,000 0 0 100.00 0.00 0.00 100.00

1,808,000 Regulations - 'Fixed Penalty " Regime 18,080,000 18,080,000 0 0 100.00 0.00 0.00 100.00

0 Review of Electricity Market Structure 7,900,000 0 7,900,000 0 0.00 100.00 0.00 100.00

0 Market Survey & Customer Satisfaction Survey 6,000,000 2,301,908 2,444,004 1,254,088 38.37 40.73 20.90 100.00

317,778,000 Costs other than payroll 358,142,051 202,710,554 106,846,756 48,584,731 56.60 29.83 13.57 100.00

782,530,660 Total expenses 858,758,768 394,773,167 310,764,703 153,220,888 45.97 36.19 17.84 100.00

Cash requirement:- 782,530,660 Expenses 858,758,768 394,773,167 310,764,703 153,220,888 45.97 36.19 17.84 100.00

-17,000,000 Less, Depreciation -20,000,000 -7,673,028 -8,146,678 -4,180,294 38.37 40.73 20.90 100.00

-8,265,000 Less, LRIC Project -1,240,000 -1,240,000 0 0 100.00 0.00 0.00 100.00

-4,984,000 Less, Establishment of Broadband Dashboard -24,920,000 -24,920,000 0 0 100.00 0.00 0.00 100.00

-6,474,000 Less, Telecoms Sector Review -25,900,000 -25,900,000 0 0 100.00 0.00 0.00 100.00

-2,400,000 Less, Policy Paper - Enhanced Emergency Access Service -21,600,000 -21,600,000 0 0 100.00 0.00 0.00 100.00

-1,808,000 Less, Regulations - 'Fixed Penalty " Regime -18,080,000 -18,080,000 0 0 100.00 0.00 0.00 100.00

0 Less, Account Separation & Review of Electricity Market Structure -7,900,000 -7,900,000 0 0.00 100.00 0.00 100.00

0 Less, Market Survey & Customer Satisfaction Survey -6,000,000 -2,301,908 -2,444,004 -1,254,088 38.37 40.73 20.90 100.00


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-33,823,919.00 Continuing Projects 707,775,741 Sub-total 733,118,768 293,058,232 292,274,021 147,786,506 39.97 39.87 20.16 100.00

52,000,000 Capital expenditure 20,955,650 11,301,166 6,380,478 3,274,007 53.93 30.45 15.62 100.00

759,775,741 Sub-total 754,074,418 304,359,398 298,654,499 151,060,513 40.36 39.61 20.03 100.00

Less, miscellaneous income:- -16,000,000 Interest -18,500,000 -7,395,224 -7,375,434 -3,729,342 39.97 39.87 20.16 100.00

-2,000,000 Processing Fees 0 0 0 0 0.00 0.00 0.00 0.00

-6,825,153 (Other income & Gains)/ Loss -300,000 -137,911 -108,563 -53,526 45.97 36.19 17.84 100.00

734,950,588 Net cash requirement 735,274,418 296,826,263 291,170,501 147,277,645 40.37 39.60 20.03 100.00


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TABLE 3

Office of Utilities Regulation

Capital Expenditure FY 2017/2018 --------------Allocation to sectors-------------- --------------------Allocation to sectors------------

Fixed assets to be bought in 2017/2018 ------------------Percentages---------------------- -------------------------Money---------------------------

Equivalent

Depn Charge J$ U.S.$ Rate J$ J$ Telcoms Elec Water Total Telcoms Elec Water Total

Leasehold improv'ts: - INFORMATION TECHNOLOGY

Software

Data Loss Prevention (DLP) 6462 840,000 E-Secure E-mail 15415 2,004,000

21877 130 2,844,000 Hardware

Backup Systems (Tape Drive) 6462 840,000

6,462 130 840,000

Sub-total - IT 614,000 3,684,000 38.37 40.73 20.90 100.00 1,413,372 1,500,618 770,010 3,684,000

REGULATION, POLICY, MONITORING & ENFORCEMENT

Quality of Service Monitoring Equipment -Telecoms 881,942 40,705 130 5,291,650 5,291,650 100.00 0.00 0.00 100.00 5,291,650 0 0 5,291,650

DOCUMENT MANAGEMENT .


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Software & Hardware Microsoft SharePoint Add-in to support Records

Management 30,000 130 3,900,000.00

Records tracking software, hardware and supplies. 40,000 130 5,200,000.00

9,100,000.00

Document Storage Storage boxes, labels & Stamps 6,000 130 780,000.00

780,000.00 Sub-total - Document Management 1,646,667 9,880,000 38.37 40.73 20.90 100.00 3,790,476 4,024,459 2,065,065 9,880,000

FURNITURE AND FIXTURES Desks (Replacement) 11,538 1,500,000 Executive chairs (Replacement) 4,615 600,000

Sub-total 350,000 2,100,000 38.37 40.73 20.90 100.00 805,668 855,401 438,932 2,100,000

Cost of capital additions: - 3,492,608 Total 20,955,650 53.93 30.45 15.62 100.00 11,301,166 6,380,478 3,274,007 20,955,650