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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.
- 5% improvement on baseline
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% improvement on baseline
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 Summary Description of
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 Summary Description of
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 Summary Description of
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 Summary Description of
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 Summary Description of
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 Summary Description of
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
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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 Summary Description of
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 Summary Description of
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 Summary Description of
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 Summary Description of
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 Summary Description of
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 Summary Description of
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
Active – On Schedule
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
Active – On Schedule
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
Status: Active – On Schedule; Active – Behind Schedule; Not Started; Completed; On Hold; Ongoing
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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Activity Summary Description of Activity Performance
indicators/Output Start Date
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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Activity Summary Description of Activity Performance
indicators/Output Start Date
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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Activity Summary Description of Activity Performance
indicators/Output Start Date
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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Activity Summary Description of Activity Performance
indicators/Output Start Date
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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Activity Summary Description of Activity Performance
indicators/Output Start Date
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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Activity Summary Description of Activity Performance
indicators/Output Start Date
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 Summary Description of
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
Active – On Schedule
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 Summary Description of
Activity
Performance indicators/
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
Active – On Schedule
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 Summary Description of
Activity
Performance indicators/
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
Active – On Schedule
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
Active – On Schedule
Negotiation of the Power Purchase Agreement is currently underway and is scheduled to be completed by 2016 Nov 03
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Activity Summary Description of
Activity
Performance indicators/
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 Summary Description of
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
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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
Status: Active – On Schedule; Active – Behind Schedule; Not Started; Completed; On Hold; Ongoing
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 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 Summary Description of
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.
This activity will include:
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
Status: Active – On Schedule; Active – Behind Schedule; Not Started; Completed; On Hold; Ongoing
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
Status: Active – On Schedule; Active – Behind Schedule; Not Started; Completed; On Hold; Ongoing
Activity Summary Description of
Activity Go
al
Ob
ject
ive
Performance Indicators/Output
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 Summary Description of
Activity Go
al
Ob
ject
ive
Performance Indicators/
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
Adherence to delivery
time schedule
Apr-16
Mar-17
Not Started
Not yet scheduled to start
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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
Adherence to delivery
time schedule
Apr-16
Mar-17
Not Started
Not yet scheduled to start
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
Adherence to delivery
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
Adherence to delivery
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
Adherence to delivery
time schedule.
Apr-16
Mar-17
Not Started
Not yet scheduled to start
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
Adherence to delivery
time schedule.
Apr-16
Mar-17
Not Started
Not yet scheduled to start
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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
Adherence to delivery
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
Adherence to delivery
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
Adherence to delivery
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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
Adherence to delivery
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
Adherence to delivery
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
Adherence to delivery
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
Adherence to delivery
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
Not yet scheduled to start
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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
Status: Active – On Schedule; Active – Behind Schedule; Not Started; Completed; On Hold; Ongoing
Activity Summary Description of
Activity Go
al
Ob
ject
ive
Performance Indicators/
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.
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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
Status: Active – On Schedule; Active – Behind Schedule; Not Started; Completed; On Hold; Ongoing
Activity Summary Description of
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
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
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
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
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
Document No.: STTO/DIO/004
Page 124 of 208
Cancels: 2016/17 – 2019/20 See Also: None
124 Resubmitted on 2017 January 11
Corporate Business Plan and Budget
Activity
Summary Description of Activity
Go
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Criteria/ Corporate
Commitment Stra
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pac
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Performance indicators/Output
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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
Document No.: STTO/DIO/004
Page 125 of 208
Cancels: 2016/17 – 2019/20 See Also: None
125 Resubmitted on 2017 January 11
Corporate Business Plan and Budget
Activity
Summary Description of Activity
Go
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Ob
ject
ive SUCCESS
Criteria/ Corporate
Commitment Stra
tegy
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pac
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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
Document No.: STTO/DIO/004
Page 126 of 208
Cancels: 2016/17 – 2019/20 See Also: None
126 Resubmitted on 2017 January 11
Corporate Business Plan and Budget
Activity
Summary Description of Activity
Go
al
Ob
ject
ive SUCCESS
Criteria/ Corporate
Commitment Stra
tegy
Im
pac
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Performance indicators/Output
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
TS2 b Efficiency IP12 Completion of Determination Notice by the agreed date
Apr-19 Jul-20
Document No.: STTO/DIO/004
Page 127 of 208
Cancels: 2016/17 – 2019/20 See Also: None
127 Resubmitted on 2017 January 11
Corporate Business Plan and Budget
Activity
Summary Description of Activity
Go
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Ob
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ive SUCCESS
Criteria/ Corporate
Commitment Stra
tegy
Im
pac
t
Performance indicators/Output
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.
TS2 b Efficiency IP12 Completion of Determination Notice by the agreed date
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
Document No.: STTO/DIO/004
Page 128 of 208
Cancels: 2016/17 – 2019/20 See Also: None
128 Resubmitted on 2017 January 11
Corporate Business Plan and Budget
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
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.
TS2 b Efficiency IP12 Completion of Determination Notice by the agreed date
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
TS2 b Efficiency IP12 Completion of Determination Notice by the agreed date
May-19
Jun-20
Document No.: STTO/DIO/004
Page 129 of 208
Cancels: 2016/17 – 2019/20 See Also: None
129 Resubmitted on 2017 January 11
Corporate Business Plan and Budget
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
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
Document No.: STTO/DIO/004
Page 130 of 208
Cancels: 2016/17 – 2019/20 See Also: None
130 Resubmitted on 2017 January 11
Corporate Business Plan and Budget
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
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
Document No.: STTO/DIO/004
Page 131 of 208
Cancels: 2016/17 – 2019/20 See Also: None
131 Resubmitted on 2017 January 11
Corporate Business Plan and Budget
Activity
Summary Description of Activity
Go
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Ob
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ive SUCCESS
Criteria/ Corporate
Commitment Stra
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Performance indicators/Output
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
Document No.: STTO/DIO/004
Page 132 of 208
Cancels: 2016/17 – 2019/20 See Also: None
132 Resubmitted on 2017 January 11
Corporate Business Plan and Budget
Activity
Summary Description of Activity
Go
al
Ob
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ive SUCCESS
Criteria/ Corporate
Commitment Stra
tegy
Im
pac
t
Performance indicators/Output
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.
TS2 b Efficiency IP10 Completion of Determination Notice by the agreed date
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
TS2 b Efficiency IP10 Completion of Determination Notice by the agreed date
May-18 Sep-19
TS7 a Service IP10
Document No.: STTO/DIO/004
Page 133 of 208
Cancels: 2016/17 – 2019/20 See Also: None
133 Resubmitted on 2017 January 11
Corporate Business Plan and Budget
Activity
Summary Description of Activity
Go
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Ob
ject
ive SUCCESS
Criteria/ Corporate
Commitment Stra
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Performance indicators/Output
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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
Document No.: STTO/DIO/004
Page 134 of 208
Cancels: 2016/17 – 2019/20 See Also: None
134 Resubmitted on 2017 January 11
Corporate Business Plan and Budget
Activity
Summary Description of Activity
Go
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Ob
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ive SUCCESS
Criteria/ Corporate
Commitment Stra
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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
Document No.: STTO/DIO/004
Page 135 of 208
Cancels: 2016/17 – 2019/20 See Also: None
135 Resubmitted on 2017 January 11
Corporate Business Plan and Budget
Electricity Sector Work Plan
Activity Summary Description of Activity
Go
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Ob
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ive
SUCCESS Criteria/Corporate
Commitment
Stra
tegy
Imp
act
Performance Indicators/Output
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
Document No.: STTO/DIO/004
Page 136 of 208
Cancels: 2016/17 – 2019/20 See Also: None
136 Resubmitted on 2017 January 11
Corporate Business Plan and Budget
Activity Summary Description of Activity
Go
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Ob
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ive
SUCCESS Criteria/Corporate
Commitment
Stra
tegy
Imp
act
Performance Indicators/Output
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
Document No.: STTO/DIO/004
Page 137 of 208
Cancels: 2016/17 – 2019/20 See Also: None
137 Resubmitted on 2017 January 11
Corporate Business Plan and Budget
Activity Summary Description of Activity
Go
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Ob
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SUCCESS Criteria/Corporate
Commitment
Stra
tegy
Imp
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Performance Indicators/Output
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
Document No.: STTO/DIO/004
Page 138 of 208
Cancels: 2016/17 – 2019/20 See Also: None
138 Resubmitted on 2017 January 11
Corporate Business Plan and Budget
Activity Summary Description of Activity
Go
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Ob
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SUCCESS Criteria/Corporate
Commitment
Stra
tegy
Imp
act
Performance Indicators/Output
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
Document No.: STTO/DIO/004
Page 139 of 208
Cancels: 2016/17 – 2019/20 See Also: None
139 Resubmitted on 2017 January 11
Corporate Business Plan and Budget
Activity Summary Description of Activity
Go
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Ob
ject
ive
SUCCESS Criteria/Corporate
Commitment
Stra
tegy
Imp
act
Performance Indicators/Output
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
Document No.: STTO/DIO/004
Page 140 of 208
Cancels: 2016/17 – 2019/20 See Also: None
140 Resubmitted on 2017 January 11
Corporate Business Plan and Budget
Activity Summary Description of Activity
Go
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Ob
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SUCCESS Criteria/Corporate
Commitment
Stra
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Imp
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Performance Indicators/Output
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
Document No.: STTO/DIO/004
Page 141 of 208
Cancels: 2016/17 – 2019/20 See Also: None
141 Resubmitted on 2017 January 11
Corporate Business Plan and Budget
Activity Summary Description of Activity
Go
al
Ob
ject
ive
SUCCESS Criteria/Corporate
Commitment
Stra
tegy
Imp
act
Performance Indicators/Output
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
Document No.: STTO/DIO/004
Page 142 of 208
Cancels: 2016/17 – 2019/20 See Also: None
142 Resubmitted on 2017 January 11
Corporate Business Plan and Budget
Activity Summary Description of Activity
Go
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Ob
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ive
SUCCESS Criteria/Corporate
Commitment
Stra
tegy
Imp
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Performance Indicators/Output
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
Document No.: STTO/DIO/004
Page 143 of 208
Cancels: 2016/17 – 2019/20 See Also: None
143 Resubmitted on 2017 January 11
Corporate Business Plan and Budget
Activity Summary Description of Activity
Go
al
Ob
ject
ive
SUCCESS Criteria/Corporate
Commitment
Stra
tegy
Imp
act
Performance Indicators/Output
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
Document No.: STTO/DIO/004
Page 144 of 208
Cancels: 2016/17 – 2019/20 See Also: None
144 Resubmitted on 2017 January 11
Corporate Business Plan and Budget
Activity Summary Description of Activity
Go
al
Ob
ject
ive
SUCCESS Criteria/Corporate
Commitment
Stra
tegy
Imp
act
Performance Indicators/Output
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
Document No.: STTO/DIO/004
Page 145 of 208
Cancels: 2016/17 – 2019/20 See Also: None
145 Resubmitted on 2017 January 11
Corporate Business Plan and Budget
Activity Summary Description of Activity
Go
al
Ob
ject
ive
SUCCESS Criteria/Corporate
Commitment
Stra
tegy
Imp
act
Performance Indicators/Output
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.”
Document No.: STTO/DIO/004
Page 146 of 208
Cancels: 2016/17 – 2019/20 See Also: None
146 Resubmitted on 2017 January 11
Corporate Business Plan and Budget
Water and Sewerage Sector Work Plan
Activity Summary Description of Activity
Go
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Ob
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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 rec- ommendations
made
Mar-18
Aug-18
SS1 c
Document No.: STTO/DIO/004
Page 147 of 208
Cancels: 2016/17 – 2019/20 See Also: None
147 Resubmitted on 2017 January 11
Corporate Business Plan and Budget
Activity Summary Description of Activity
Go
al
Ob
ject
ive
SUCCESS Criteria/Corporat
e Commitment
Stra
tegy
Imp
act
Performance Indicators/Outpu
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
Document No.: STTO/DIO/004
Page 148 of 208
Cancels: 2016/17 – 2019/20 See Also: None
148 Resubmitted on 2017 January 11
Corporate Business Plan and Budget
Activity Summary Description of Activity
Go
al
Ob
ject
ive
SUCCESS Criteria/Corporat
e Commitment
Stra
tegy
Imp
act
Performance Indicators/Outpu
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
Document No.: STTO/DIO/004
Page 149 of 208
Cancels: 2016/17 – 2019/20 See Also: None
149 Resubmitted on 2017 January 11
Corporate Business Plan and Budget
Activity Summary Description of Activity
Go
al
Ob
ject
ive
SUCCESS Criteria/Corporat
e Commitment
Stra
tegy
Imp
act
Performance Indicators/Outpu
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
Document No.: STTO/DIO/004
Page 150 of 208
Cancels: 2016/17 – 2019/20 See Also: None
150 Resubmitted on 2017 January 11
Corporate Business Plan and Budget
Activity Summary Description of Activity
Go
al
Ob
ject
ive
SUCCESS Criteria/Corporat
e Commitment
Stra
tegy
Imp
act
Performance Indicators/Outpu
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
Document No.: STTO/DIO/004
Page 151 of 208
Cancels: 2016/17 – 2019/20 See Also: None
151 Resubmitted on 2017 January 11
Corporate Business Plan and Budget
Monitoring Unit 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
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
Document No.: STTO/DIO/004
Page 152 of 208
Cancels: 2016/17 – 2019/20 See Also: None
152 Resubmitted on 2017 January 11
Corporate Business Plan and Budget
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
Document No.: STTO/DIO/004
Page 153 of 208
Cancels: 2016/17 – 2019/20 See Also: None
153 Resubmitted on 2017 January 11
Corporate Business Plan and Budget
Consumer and Public Affairs Work Plan
Activity Summary Description of Activity
Go
al
Ob
ject
ive
SUCCESS Criteria/Corporate Commitment
Stra
tegy
Imp
act
Performance indicators/Output
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
Document No.: STTO/DIO/004
Page 154 of 208
Cancels: 2016/17 – 2019/20 See Also: None
154 Resubmitted on 2017 January 11
Corporate Business Plan and Budget
Activity Summary Description of Activity
Go
al
Ob
ject
ive
SUCCESS Criteria/Corporate Commitment
Stra
tegy
Imp
act
Performance indicators/Output
Start Date
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.
Document No.: STTO/DIO/004
Page 155 of 208
Cancels: 2016/17 – 2019/20 See Also: None
155 Resubmitted on 2017 January 11
Corporate Business Plan and Budget
Activity Summary Description of Activity
Go
al
Ob
ject
ive
SUCCESS Criteria/Corporate Commitment
Stra
tegy
Imp
act
Performance indicators/Output
Start Date
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
Document No.: STTO/DIO/004
Page 156 of 208
Cancels: 2016/17 – 2019/20 See Also: None
156 Resubmitted on 2017 January 11
Corporate Business Plan and Budget
Activity Summary Description of Activity
Go
al
Ob
ject
ive
SUCCESS Criteria/Corporate Commitment
Stra
tegy
Imp
act
Performance indicators/Output
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
Document No.: STTO/DIO/004
Page 157 of 208
Cancels: 2016/17 – 2019/20 See Also: None
157 Resubmitted on 2017 January 11
Corporate Business Plan and Budget
Activity Summary Description of Activity
Go
al
Ob
ject
ive
SUCCESS Criteria/Corporate Commitment
Stra
tegy
Imp
act
Performance indicators/Output
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
Document No.: STTO/DIO/004
Page 158 of 208
Cancels: 2016/17 – 2019/20 See Also: None
158 Resubmitted on 2017 January 11
Corporate Business Plan and Budget
Activity Summary Description of Activity
Go
al
Ob
ject
ive
SUCCESS Criteria/Corporate Commitment
Stra
tegy
Imp
act
Performance indicators/Output
Start Date
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
Stewardship Citizen-focused Programmes
Percentage adherence to parish consultation schedule.
Apr-17
Mar-18
Total number of consumers in attendance
Service provider participation/attendance
Document No.: STTO/DIO/004
Page 159 of 208
Cancels: 2016/17 – 2019/20 See Also: None
159 Resubmitted on 2017 January 11
Corporate Business Plan and Budget
Activity Summary Description of Activity
Go
al
Ob
ject
ive
SUCCESS Criteria/Corporate Commitment
Stra
tegy
Imp
act
Performance indicators/Output
Start Date
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
Document No.: STTO/DIO/004
Page 160 of 208
Cancels: 2016/17 – 2019/20 See Also: None
160 Resubmitted on 2017 January 11
Corporate Business Plan and Budget
Activity Summary Description of Activity
Go
al
Ob
ject
ive
SUCCESS Criteria/Corporate Commitment
Stra
tegy
Imp
act
Performance indicators/Output
Start Date
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.
Document No.: STTO/DIO/004
Page 161 of 208
Cancels: 2016/17 – 2019/20 See Also: None
161 Resubmitted on 2017 January 11
Corporate Business Plan and Budget
Activity Summary Description of Activity
Go
al
Ob
ject
ive
SUCCESS Criteria/Corporate Commitment
Stra
tegy
Imp
act
Performance indicators/Output
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)
Document No.: STTO/DIO/004
Page 162 of 208
Cancels: 2016/17 – 2019/20 See Also: None
162 Resubmitted on 2017 January 11
Corporate Business Plan and Budget
Activity Summary Description of Activity
Go
al
Ob
ject
ive
SUCCESS Criteria/Corporate Commitment
Stra
tegy
Imp
act
Performance indicators/Output
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
Document No.: STTO/DIO/004
Page 163 of 208
Cancels: 2016/17 – 2019/20 See Also: None
163 Resubmitted on 2017 January 11
Corporate Business Plan and Budget
Activity Summary Description of Activity
Go
al
Ob
ject
ive
SUCCESS Criteria/Corporate Commitment
Stra
tegy
Imp
act
Performance indicators/Output
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
Stewardship Citizen-focused Programmes
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
Document No.: STTO/DIO/004
Page 164 of 208
Cancels: 2016/17 – 2019/20 See Also: None
164 Resubmitted on 2017 January 11
Corporate Business Plan and Budget
Activity Summary Description of Activity
Go
al
Ob
ject
ive
SUCCESS Criteria/Corporate Commitment
Stra
tegy
Imp
act
Performance indicators/Output
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
Document No.: STTO/DIO/004
Page 165 of 208
Cancels: 2016/17 – 2019/20 See Also: None
165 Resubmitted on 2017 January 11
Corporate Business Plan and Budget
Activity Summary Description of Activity
Go
al
Ob
ject
ive
SUCCESS Criteria/Corporate Commitment
Stra
tegy
Imp
act
Performance indicators/Output
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
Document No.: STTO/DIO/004
Page 166 of 208
Cancels: 2016/17 – 2019/20 See Also: None
166 Resubmitted on 2017 January 11
Corporate Business Plan and Budget
Secretary to the Office Work Plan
Activity Summary Description of Activity
Go
al
Ob
ject
ive
SUCCESS Criteria/Corporate
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
Document No.: STTO/DIO/004
Page 167 of 208
Cancels: 2016/17 – 2019/20 See Also: None
167 Resubmitted on 2017 January 11
Corporate Business Plan and Budget
Activity Summary Description of Activity
Go
al
Ob
ject
ive
SUCCESS Criteria/Corporate
commitment
Stra
tegy
Imp
act
Output/Performance indicators
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
Document No.: STTO/DIO/004
Page 168 of 208
Cancels: 2016/17 – 2019/20 See Also: None
168 Resubmitted on 2017 January 11
Corporate Business Plan and Budget
Activity Summary Description of Activity
Go
al
Ob
ject
ive
SUCCESS Criteria/Corporate
commitment
Stra
tegy
Imp
act
Output/Performance indicators
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
Document No.: STTO/DIO/004
Page 169 of 208
Cancels: 2016/17 – 2019/20 See Also: None
169 Resubmitted on 2017 January 11
Corporate Business Plan and Budget
Activity Summary Description of Activity
Go
al
Ob
ject
ive
SUCCESS Criteria/Corporate
commitment
Stra
tegy
Imp
act
Output/Performance indicators
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
Document No.: STTO/DIO/004
Page 170 of 208
Cancels: 2016/17 – 2019/20 See Also: None
170 Resubmitted on 2017 January 11
Corporate Business Plan and Budget
Legal Work Plan
Activity Summary Description of Activity G
oal
Ob
ject
ive
SUCCESS Criteria/Corporat
e Commitment Stra
tegy
Im
pac
t
Performance indicators/Output
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
Document No.: STTO/DIO/004
Page 171 of 208
Cancels: 2016/17 – 2019/20 See Also: None
171 Resubmitted on 2017 January 11
Corporate Business Plan and Budget
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
Document No.: STTO/DIO/004
Page 172 of 208
Cancels: 2016/17 – 2019/20 See Also: None
172 Resubmitted on 2017 January 11
Corporate Business Plan and Budget
Internal Audit
Activity Summary Description of Activity
Go
al
Ob
ject
ive
SUCCESS Criteria/Corporate
Commitment
Stra
tegy
Imp
act
Performance indicators/Output
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
Document No.: STTO/DIO/004
Page 173 of 208
Cancels: 2016/17 – 2019/20 See Also: None
173 Resubmitted on 2017 January 11
Corporate Business Plan and Budget
Administration and Human Resource Work Plan
Activity Summary Description of Activity
Go
al
Ob
ject
ive
SUCCESS Criteria/Corporate
Commitment Stra
tegy
Im
pac
t
Output/Performance indicators
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)
Document No.: STTO/DIO/004
Page 174 of 208
Cancels: 2016/17 – 2019/20 See Also: None
174 Resubmitted on 2017 January 11
Corporate Business Plan and Budget
Activity Summary Description of Activity
Go
al
Ob
ject
ive
SUCCESS Criteria/Corporate
Commitment Stra
tegy
Im
pac
t
Output/Performance indicators
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.
Document No.: STTO/DIO/004
Page 175 of 208
Cancels: 2016/17 – 2019/20 See Also: None
175 Resubmitted on 2017 January 11
Corporate Business Plan and Budget
Activity Summary Description of Activity
Go
al
Ob
ject
ive
SUCCESS Criteria/Corporate
Commitment Stra
tegy
Im
pac
t
Output/Performance indicators
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.
This activity will include:
- 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
Document No.: STTO/DIO/004
Page 176 of 208
Cancels: 2016/17 – 2019/20 See Also: None
176 Resubmitted on 2017 January 11
Corporate Business Plan and Budget
Activity Summary Description of Activity
Go
al
Ob
ject
ive
SUCCESS Criteria/Corporate
Commitment Stra
tegy
Im
pac
t
Output/Performance indicators
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
Document No.: STTO/DIO/004
Page 177 of 208
Cancels: 2016/17 – 2019/20 See Also: None
177 Resubmitted on 2017 January 11
Corporate Business Plan and Budget
Document No.: STTO/DIO/004
Page 178 of 208
Cancels: 2016/17 – 2019/20 See Also: None
178 Resubmitted on 2017 January 11
Corporate Business Plan and Budget
Records and Information Management Unit
Activity Summary Description of Activity
Go
al
Ob
ject
ive
SUCCESS Criteria/Corporate
Commitment Stra
tegy
Imp
act
Output/Performance indicators
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
Document No.: STTO/DIO/004
Page 179 of 208
Cancels: 2016/17 – 2019/20 See Also: None
179 Resubmitted on 2017 January 11
Corporate Business Plan and Budget
Activity Summary Description of Activity
Go
al
Ob
ject
ive
SUCCESS Criteria/Corporate
Commitment Stra
tegy
Imp
act
Output/Performance indicators
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.
CS2 g Stewardship IP1TTC2
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.
CS2 g Stewardship IP1TTC2
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.
CS2 g Stewardship IP1TTC2
Documentation of the disposition programme and evidence of outputs.
Apr-17
Mar-21
100% maintenance of the disposition programme that has been developed.
CS2 g Stewardship IP1TTC2
Percentage maintenance of disposition programme
Apr-17
Mar-21
Document No.: STTO/DIO/004
Page 180 of 208
Cancels: 2016/17 – 2019/20 See Also: None
180 Resubmitted on 2017 January 11
Corporate Business Plan and Budget
Activity Summary Description of Activity
Go
al
Ob
ject
ive
SUCCESS Criteria/Corporate
Commitment Stra
tegy
Imp
act
Output/Performance indicators
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.
CS2 g Stewardship IP1TTC2
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.
CS2 g Stewardship IP1TTC2
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.
CS2 g Stewardship IP1TTC2
Number of sensitization initiatives
Apr-17
Mar-21
Document No.: STTO/DIO/004
Page 181 of 208
Cancels: 2016/17 – 2019/20 See Also: None
181 Resubmitted on 2017 January 11
Corporate Business Plan and Budget
Information Technology Work Plan
Activity
Summary Description of Activity
Go
al
Ob
ject
ive
SUCCESS Criteria/Corporate
Commitment Stra
tegy
Im
pac
t
Output/Performance indicators
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.
CS6 b Environment TTC2 Adherence to delivery time schedule.
Apr-17 Sep-17
Document No.: STTO/DIO/004
Page 182 of 208
Cancels: 2016/17 – 2019/20 See Also: None
182 Resubmitted on 2017 January 11
Corporate Business Plan and Budget
Activity
Summary Description of Activity
Go
al
Ob
ject
ive
SUCCESS Criteria/Corporate
Commitment Stra
tegy
Im
pac
t
Output/Performance indicators
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.
CS6 b Environment TTC2 Adherence to delivery time schedule.
Apr-17 Mar-18
Document No.: STTO/DIO/004
Page 183 of 208
Cancels: 2016/17 – 2019/20 See Also: None
183 Resubmitted on 2017 January 11
Corporate Business Plan and Budget
Activity
Summary Description of Activity
Go
al
Ob
ject
ive
SUCCESS Criteria/Corporate
Commitment Stra
tegy
Im
pac
t
Output/Performance indicators
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.
CS6 b Environment TTC2 Adherence to delivery time schedule.
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.
Document No.: STTO/DIO/004
Page 184 of 208
Cancels: 2016/17 – 2019/20 See Also: None
184 Resubmitted on 2017 January 11
Corporate Business Plan and Budget
Activity
Summary Description of Activity
Go
al
Ob
ject
ive
SUCCESS Criteria/Corporate
Commitment Stra
tegy
Im
pac
t
Output/Performance indicators
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
Document No.: STTO/DIO/004
Page 185 of 208
Cancels: 2016/17 – 2019/20 See Also: None
185 Resubmitted on 2017 January 11
Corporate Business Plan and Budget
Finance Work Plan
Activity Summary Description of Activity
Go
al
Ob
ject
ive
SUCCESS Criteria/Corporate
Commitment
Stra
tegy
Imp
act
Output/Performance indicators
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
Document No.: STTO/DIO/004
Page 186 of 208
Cancels: 2016/17 – 2019/20 See Also: None
186 Resubmitted on 2017 January 11
Corporate Business Plan and Budget
Activity Summary Description of Activity
Go
al
Ob
ject
ive
SUCCESS Criteria/Corporate
Commitment
Stra
tegy
Imp
act
Output/Performance indicators
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
Document No.: STTO/DIO/004
Page 187 of 208
Cancels: 2016/17 – 2019/20 See Also: None
187 Resubmitted on 2017 January 11
Corporate Business Plan and Budget
Activity Summary Description of Activity
Go
al
Ob
ject
ive
SUCCESS Criteria/Corporate
Commitment
Stra
tegy
Imp
act
Output/Performance indicators
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
Document No.: STTO/DIO/004
Page 188 of 208
Cancels: 2016/17 – 2019/20 See Also: None
188 Resubmitted on 2017 January 11
Corporate Business Plan and Budget
Activity Summary Description of Activity
Go
al
Ob
ject
ive
SUCCESS Criteria/Corporate
Commitment
Stra
tegy
Imp
act
Output/Performance indicators
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.
Document No.: STTO/DIO/004
Page 189 of 208
Cancels: 2016/17 – 2019/20 See Also: None
189 Resubmitted on 2017 January 11
Corporate Business Plan and Budget
Activity Summary Description of Activity
Go
al
Ob
ject
ive
SUCCESS Criteria/Corporate
Commitment
Stra
tegy
Imp
act
Output/Performance indicators
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
Document No.: STTO/DIO/004
Page 190 of 208
Cancels: 2016/17 – 2019/20 See Also: None
190 Resubmitted on 2017 January 11
Corporate Business Plan and Budget
Activity Summary Description of Activity
Go
al
Ob
ject
ive
SUCCESS Criteria/Corporate
Commitment
Stra
tegy
Imp
act
Output/Performance indicators
Start Date
End Date
Short and medium term training needs developed for each staff member. Percentage of Department
staff with training plan in place.
Document No.: STTO/DIO/004
Page 191 of 208
Cancels: 2016/17 – 2019/20 See Also: None
191 Resubmitted on 2017 January 11
Corporate Business Plan and Budget
Quality Management System Work Plan
Activity
Summary Description of Activity
Go
al
Ob
ject
ive
SUCCESS criteria/corporate
commitment
Stra
tegy
Imp
act
Output/Performance indicators
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
Document No.: STTO/DIO/004
Page 192 of 208
Cancels: 2016/17 – 2019/20 See Also: None
192 Resubmitted on 2017 January 11
Corporate Business Plan and Budget
Activity
Summary Description of Activity
Go
al
Ob
ject
ive
SUCCESS criteria/corporate
commitment
Stra
tegy
Imp
act
Output/Performance indicators
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
Document No.: STTO/DIO/004
Page 193 of 208
Cancels: 2016/17 – 2019/20 See Also: None
193 Resubmitted on 2017 January 11
Corporate Business Plan and Budget
Activity
Summary Description of Activity
Go
al
Ob
ject
ive
SUCCESS criteria/corporate
commitment
Stra
tegy
Imp
act
Output/Performance indicators
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
Document No.: STTO/DIO/004
Page 194 of 208
Cancels: 2016/17 – 2019/20 See Also: None
194 Resubmitted on 2017 January 11
Corporate Business Plan and Budget
Activity
Summary Description of Activity
Go
al
Ob
ject
ive
SUCCESS criteria/corporate
commitment
Stra
tegy
Imp
act
Output/Performance indicators
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
Document No.: STTO/DIO/004
Page 195 of 208
Cancels: 2016/17 – 2019/20 See Also: None
195 Resubmitted on 2017 January 11
Corporate Business Plan and Budget
Activity
Summary Description of Activity
Go
al
Ob
ject
ive
SUCCESS criteria/corporate
commitment
Stra
tegy
Imp
act
Output/Performance indicators
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
Document No.: STTO/DIO/004
Page 196 of 208
Cancels: 2016/17 – 2019/20 See Also: None
196 Resubmitted on 2017 January 11
Corporate Business Plan and Budget
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$501m, an increase of 8% over the last
budget. Payroll related costs which include statutory deductions and benefits were included in the
budget.
Table 5.1 below provides the projected staffing levels for 2016/2017 as well as the projections for
2017/2018.
Table 5.1 - Staff Complement
Actual
2016/2017
2017/2018* 2018/19* 2018/19* 2019/20* 2020/21*
74 74 75 76 77 78
*- These numbers are only proposed. The OUR will be guided by the Ministry’s approved process as
outlined in the Revised Guideline for the Operation of Posts in the Public Sector.
Document No.: STTO/DIO/004
Page 197 of 208
Cancels: 2016/17 – 2019/20 See Also: None
197 Resubmitted on 2017 January 11
Corporate Business Plan and Budget
There is a notable decrease in the following:
Training and Development
There is a projected decrease of 9 % in 2017/2018 fiscal year.
Information Technology
A decrease of 18% is anticipated in this expenditure.
General Expenses
This expenditure item is projected to decrease by 29% when compared to the budget of 2016/17.
Public Education and Outreach
This expenditure item is projected to decrease by 19% when compared to the budget of 2016/17.
Consumer Advisory Committee on Utilities
There is a projected decrease of 24% in 2017/2018 fiscal year.
ISO Certification
Having obtained ISO certification, this provision is for the maintenance of ISO certification though
surveillance audits. The budgeted amount has decreased by 50%.
Consultancy Services
Consultancy services are expected to decrease by 3%. A list of the major consultancy projects planned for
the year 2017/18 is provided below:
Regulation, Policy, Monitoring & Enforcement US$ (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
Document No.: STTO/DIO/004
Page 198 of 208
Cancels: 2016/17 – 2019/20 See Also: None
198 Resubmitted on 2017 January 11
Corporate Business Plan and Budget
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%.
Document No.: STTO/DIO/004
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Cancels: 2016/17 – 2019/20 See Also: None
199 Resubmitted on 2017 January 11
Corporate Business Plan and Budget
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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Cancels: 2016/17 – 2019/20 See Also: None
200 Resubmitted on 2017 January 11
Corporate Business Plan and Budget
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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Cancels: 2016/17 – 2019/20 See Also: None
201 Resubmitted on 2017 January 11
Corporate Business Plan and Budget
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
Document No.: STTO/DIO/004
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Cancels: 2016/17 – 2019/20 See Also: None
202 Resubmitted on 2017 January 11
Corporate Business Plan and Budget
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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Cancels: 2016/17 – 2019/20 See Also: None
203 Resubmitted on 2017 January 11
Corporate Business Plan and Budget
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
Document No.: STTO/DIO/004
Page 204 of 208
Cancels: 2016/17 – 2019/20 See Also: None
204 Resubmitted on 2017 January 11
Corporate Business Plan and Budget
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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Cancels: 2016/17 – 2019/20 See Also: None
205 Resubmitted on 2017 January 11
Corporate Business Plan and Budget
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
Document No.: STTO/DIO/004
Page 206 of 208
Cancels: 2016/17 – 2019/20 See Also: None
206 Resubmitted on 2017 January 11
Corporate Business Plan and Budget
-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
Document No.: STTO/DIO/004
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Cancels: 2016/17 – 2019/20 See Also: None
207 Resubmitted on 2017 January 11
Corporate Business Plan and Budget
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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Cancels: 2016/17 – 2019/20 See Also: None
208 Resubmitted on 2017 January 11
Corporate Business Plan and Budget
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