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S o c i a l D e v e l o p m e n t C o m m i s s i o n

S T R A T E G I C B U S I N E S S P L A N

2 0 1 7 - 2 0 2 1

B U I L DI NG C OMMU NI TI ES . . . BU I LDI NG JA MA IC A

AN AG E N C Y OF T H E

M I N I S T R Y OF LO C A L GO V E R NM E N T A N D CO M M U N I T Y

DE V E L OP M E N T

S E P T E M B E R 2 0 1 6

Social Development Commission – Corporate Plan 2017-2021 2

BOARD OF DIRECTORS

Chairman: Mrs Prudence Kidd-Deans, JP Deputy Chairman: Mr Richard Creary, JP

Board Members: Mr Micheal Stern Mrs Annmarie Heron, JP

Mr Donovan Williams Mrs Sonia Fuller, JP Mrs Dorothy Carter- Bradford OD, JP Mr Edward Muir Mr Hidran McKulsky Mr Lloyd Pommells JP

SENIOR MANAGEMENT TEAM Executive Director: Dr Dwayne Vernon

Deputy Executive Directors: Ms Juanita Reid and Mr Omar Frith

▪Functional Directors & Managers▪

Human Resources & Development: Mrs Denise Ewan

Finance & Administration: Ms Nickeisha Walsh

Governance: Mrs Sherine Francis

Local Economic Development & Community Project: Ms Avril Ranger

Senior Internal Auditor: Mrs Joan SinclaIr

Public Relations Manager: Ms Delona Flemming

▪Parish Manager▪

Kingston and St. Andrew: Ms Sandra Goulbourne

St. Thomas: Mrs Lorian Peart-Roberts

Portland: Ms Ishiwawa Hope

St Mary: Mr Travis Graham

St Ann: Mr Richardo Aiken

Trelawny: Ms Paula Barrett

St James: Mr Randy Hayle

Hanover: Mr Mashario Bisasor

Westmoreland: Mr Ron Daley

St Elizabeth: Mr Alric Miller

Manchester: Ms Beverly Boothe

Clarendon: Mr Baldvin McKenzie

St Catherine: Mr Samuel Heron

SDC’S BOARD AND MANAGMENT TEAM


Head Office

22 Camp Road ▪ Kingston 4 ▪ Jamaica

Telephone: 876-928-8304 ▪ Fax: 876-938-2531

Email: [email protected]▪ Website: www.sdc.gov.jm

Kingston and St Andrew

74 ½ Hanover Street, ▪ Kingston 4

Telephone: 876-948-1194 ▪ Fax: 876-948-3069

St. Thomas

1 Springfield Road ▪Morant Bay

Telephone: 876-982-0232 ▪ Fax: 876-734-1769

Portland

Oliver Park Centre ▪Smatt Road ▪Pt Antonio

Telephone: 876-993-2644▪ Fax: 876-993-4962

St. Mary

Cape Clear ▪Clonmel▪ St Mary

Telephone: 876-992-4088 ▪ Fax: 876-992-4563

St. Ann

Addison Park Centre▪ Brown’s Town

Telephone: 876-975-6322▪ Fax: 876–917-6322

Trelawny

26 Market Street ▪ Falmouth

Telephone: 876-617-5221 ▪ Fax:

St. James

1 Albion Road ▪ Montego Bay ▪ St James

Telephone: 876-940-6596 ▪ Fax: 876-940-7068

Hanover

Watson Taylor Park ▪Lucea

Telephone: 876-956-2548 ▪ Fax: 876-956-3778

Westmoreland

Dumbar Plaza▪ Telephone: 876-918-0996 ▪ Fax: 876-955-4150

St. Elizabeth

23 Coke Drive▪ Santa Cruz

Telephone: 876-966-2908▪ Fax: 876-966-4298

Manchester

Lot 15 & 16 Nashville Subdivision ▪ Mandeville ▪ Manchester

Telephone: 876-962-3263 ▪ Fax: 876-961-1050

Clarendon

8B Manchester Avenue▪ May Pen

St. Catherine

Port Henderson Road ▪ Spanish Town ▪ St Catherine

Telephone: 876-907-4056 ▪ Fax: 876-984-2865

SDC OFFICES ISLAND WIDE

mailto:[email protected]

http://www.sdc.gov.jm/


TABLE OF CONTENTS

SDC BOARD AND MANAGEMENT TEAM..........................................................................................................................

SDC OFFICES ISLANDWIDE .......................................................................................................................................

LIST OF ABBREVIATIONS ............................................................................................................................ 5

MESSAGE FROM THE EXECUTIVE DIRECTOR .............................................................................................. 6

VISION AND MISSION STATEMENTS ............................................................................................................ 7

Vision Statement .................................................................................................................................... 7 Mission Statement .................................................................................................................................. 7 Core values ............................................................................................................................................ 7

EXECUTIVE SUMMARY ................................................................................................................................. 8

ORGANISATIONAL CHART ......................................................................................................................... 13

MANDATE OF THE SOCIAL DEVELOPMENT COMMISSION ........................................................................ 14

Policy Context .......................................................................................................................................... 14

Strategic Outcomes ................................................................................................................................... 15

1. ENVIRONMENTAL SCAN ..................................................................................................................... 19

1.1. The Developmental Challenges in Jamaica ............................................................................... 19

1.2. SWOT Analysis............................................................................................................................ 21

1.3. Risk Management Analysis ........................................................................................................ 21

2. CURRENT ORGANISATIONAL PERFORMANCE .................................................................................. 22

5. BUDGET .............................................................................................................................................. 38

6. APPENDIX ........................................................................................................................................... 39


LIST OF ABBREVIATIONS

CBOs Community Based Organisations

CDCs Community Development Committees

CIGP Community Incentive and Grant Programme

CPPs Community Priority Plans

CSOs Civil Society Organisations

CRDP Community Research and Database Programme

DACs Development Area Committees

DAs Development Areas

EATs Easily Achievable Targets

FAA Financial Administration and Audit Act

GOJ Government of Jamaica

IAD Internal Audit Department

ICDS Integrated Community Development Strategy

LEDS Local Economic Development Strategy

HIV/AIDS Human Immunodeficiency Virus/Acquired Immune Deficiency Syndrome

JSIF Jamaica Social Investment Fund

LEDS Local Economic Development Strategy

LEDSP Local Economic Development Support Programme

LG/LA Local Government/Local Authority

LGR Local Government Reform

MCST Ministry of Commerce, Science, and Technology

MDAs Ministries, Department, and Agencies (GOJ)

MoFP Ministry of Finance and Planning

MoH Ministry of Health

MLGCD Ministry of Local Government and Community Development

MTSEPF/MTF Medium Term Social and Economic Policy Framework/Medium Term

Framework

NGOs Non-Government Organisations

NPEP National Poverty Eradication Policy and Programme

ODPEM Office of Disaster Preparedness and Emergency Management

PBMA Public Bodies Management and Accountability

PCs Parish Councils

PDCs Parish Development Committees

PIOJ Planning Institute of Jamaica

PSMP Public Sector Modernisation Policy/Programme

PPPDP Priority Planning and project development Programme

SCDP Sports for Community Development Programme

SDC Social Development Commission

SPGFP Strengthening the Participatory Governance Framework Programme

LGRP Local Government Reform Programme

STATIN Statistical Institute of Jamaica


MESSAGE FROM THE EXECUTIVE DIRECTOR

Corporate Plan 2017-2021 presents the strategic framework to guide the operations of the SDC

over the three year period, with alterations in response to development priorities expected on a

yearly basis. The overarching strategic direction of the SDC is to advance the economic

development of communities through an Integrated Community Development Strategy (ICDS). The

ICDS is based on strong community governance mechanism, reliable data for evidence-based

planning and community responses through projects aimed at addressing priority issues. The

platform established will enable the efforts of citizens, government and non-government

organizations involved in local economic development initiatives to expand and sustain economic

benefits for local community groups.

The achievements of the SDC will be accomplished through outcomes influenced by effective

change management for improved operational efficiencies and the successful attainment of

targeted outputs of seven main programs. The Local Economic Development Support Programme

will be the flagship programme as advancing economic development of local communities is the

number one priority of the Commission. The SDC will therefore:

1. Increase community participation and economic benefits through initiatives for local

economic development

2. Improve local governance by building and strengthening CSOs (including CBOs, CDCs, DACs,

and PDCs) to engage in dialogue, decisions, and actions that promote development.

3. Expand the database of community maps and profiles comprising spatial, social, economic,

governance and environmental information as a basis for planning.

4. Increase community planning actions for local and national development through priority

plans, projects and programmes

5. Improve systems for effective corporate governance

The ‘whole of government’ approach will be the main medium through which work will be done

given the scarcity of resources and the national framework for development that encourages

partnerships.

Staff wellbeing and effective corporate governance will be key features of management to ensure a

motivated staff and an entity that is in full compliance with Government of Jamaica policies and

procedures.


VISION AND MISSION STATEMENTS

Vision Statement

The leading community development agency working within a Jamaican Society where all citizens

actively participate in a process and benefit from the resulting good governance, economic

prosperity, sustainable environment and social well-being.

Mission Statement

To facilitate the empowerment of citizens in communities, enabling their participation in an

integrated, equitable and sustainable National Development Process

Core values

Shared Vision and Commitment Efficient

Openness and Honesty Non-authoritarian and Inclusive

Non-partisan Merit and Equal Opportunity

Professionalism Team work


EXECUTIVE SUMMARY

The Social Development Commission (SDC) is the principal community development agency

working with Jamaica’s 7751 communities. Positioned in the Ministry of Local Government and

Community Development(MLG&CD), the SDC continues to execute its legal mandate to inter alia,

“promote and control schemes for, and to do any act or thing which may directly or indirectly serve

the advancement of - sport, social, cultural & economic development - for the people of Jamaica and

workers in particular” (S7/1965).

Strategic Direction

The main strategic direction and policy elements of the Government of Jamaica and the Ministry of

Local Government and Community Development inform the policy framework of the SDC.

Consequently the SDC will primarily focus on the following:

1. Increase community participation and economic benefits through initiatives for local

economic development

2. Improve local governance by building and strengthening CSOs (including CBOs, CDCs, DACs,

and PDCs) to engage in dialogue, decisions, and actions that promote development.

3. Expand the database of community maps and profiles comprising spatial, social, economic,

governance and environmental information as a basis for planning.

4. Increase community planning actions for local and national development through priority

plans, projects and programmes

5. Improve systems for effective corporate governance

Outcomes relating to increasing people participation in governance, wealth creation and social

protection are central pillars for the success of the Integrated Community Development Strategy

(ICDS) as a platform for a Local Economic Development Support Programme (LEDSP).

The ICDS is unique to the SDC and is a most suitable platform to support a local economic

development strategy. Strong community groups with reliable data and structured operations are

essential to the development and sustenance of community businesses. Globally there is the

transition being made from governance focus driven outcomes to economic driven outcomes. The

SDC’s Local Economic Development Support Program targets umbrella civil society groups 1 The number of communities in Jamaica changed from 783 to 775 after a process of re verification of community borders and bounders, completed in 2015/2016

operational year by the Social Development Commission, the Statistical Institute of Jamaica and stakeholders at the community level – inclusive of the political directorate.


inclusive of Community Development Committees, Development Area Committees and Parish

Development Committees.

Emphasis on LED

The LEDSP aims to utilize the ICDS platform by coordinating efforts of communities and other

stakeholders to achieve growth in the local economy. In this regard, the SDC is primarily focussed

on steering community umbrella groups towards sustainable local economic development

initiatives in the short and medium term.

Intense work in the LEDSP have created exactly 301 local economic development initiatives valued

over $649,431,595.00 million providing employment to 1,788 individuals as September 2016.

The performance goal for operational year 2017-2018 is thirty two (32) additional community

umbrella groups to be actively involved in and benefiting from local economic ventures, whether by

themselves or through partnerships.

The programme will also be strengthened by establishing and enabling groups to meet a suitable

criteria for local economic initiatives that would enable them to take on more established business

practices and become eligibility for support from facilities offered to micro and medium size

businesses.

Local Governance

The local government reform agenda will remain important to the work of the SDC as the mantra is

‘governance the pathway to economic development’. The Local Governance Act which came into

effect on March 1, 2016 has reinforced the strategic approach to organize and strengthen

communities to participate in decision making processes at the local and national levels.

A review of the existing organizational structures, functionality and composition of the existing civil

society organisations will be undertaken. The Community Development Committees (CDCs) and

Parish Development Committees (PDCs) will be the main entities reviewed. As a result, the main

emphasis of the Strengthening Participatory Governance Framework (SPGF) will be assessments,

strengthening and broadening the representation of existing groups.

The SDC will continue to strengthen the mechanisms for financial support to community umbrella

groups by extending the current funding facilities to include to support the administrative work of


the Parish Development Committees. This fund will complement the existing administrative grant

facility that was established for the Community Development Committees in the 2015/16 financial

year.

Improved engagement of Urban Communities

Consistent with the charge of the Honourable Desmond McKenzie, Minister of Local Government

and Community Development, the SDC will intensify its programmes in urban communities.

Specific geographic spaces in Kingston, St. Catherine, St. James and Clarendon will be targeted. All

seven programmes will be focused on increasing opportunities for employment, strengthening the

capacity of community groups for organizational and project development, improving service

delivery of agencies and improving awareness for environmental best practices. Key programmes

will be the LEDSP to increase support for local economic activities, SPGF to organize communities

and facilitate the participation of wider cross-section of community members in development

dialogue and interaction with elected officials. The Sports for Community Development

Programme will be the main medium for engagement of the communities. Consequently, basketball

and football will be added to the Cricket and Netball competitions that the programme was limited

to.

Meaningful partnerships with elected officials, targeted agencies such as the Institute of Sports, the

Sports Development Foundation among others, the private sector and local community groups will

be paramount.

Key indicators of success will be increased employment (particularly among youth), increase in

organized community group, improved environmental practices, increased enrolment of young

adults in formal training, increased registration of children (birth certificate, primary education)

and decreased levels of social disruptions due to crime and protests.

Corporate Governance

The SDC will ensure that all systems and controls are effectively in place to enable the completion

of unqualified annual audits by the Auditor General’s Department.

Performance management will be boosted to ensure that performance targets are achieved

efficiently and effectively. Systems for monitoring and evaluation will be strengthened.


Staffing and Motivation

Community development responses and proactive programme designs require strategic flexibility

in terms of manpower and placement of officers. Currently, the Commission has a staff

requirement of three hundred and twenty (320) of which two fifty three (253) are currently filled.

The gains made by the SDC must be sustainable; to achieve this, the Board of Directors recognize

that the profile of the SDC has to be positively propelled so that the entity be of high regard in the

budget and planning processes of government.

The addition of two Deputy Executive Directors to the Executive Unit aims to enhance

organizational performance for increased visibility, purposeful and relevant contributions to the

national development agenda. The governance department will also be strengthened with the

addition of a coordinator to help SDC fulfil its mandate by law to act as registrar for community

groups and strengthening of community organizations.

The SDC has begun dialogue with the Ministry of Finance and the Public Service for the approval of

the revised organizational structure. The entity hopes that the approval process will be completed

within this Corporate Planning period.

Filling vacant posts at the level of Community Development Officers in the parishes will be critical

to the performance of the entity. At the beginning of 2016/2017, seventy eight (78) Community

Development Officers were employed by the Commission. The SDC will employ an additional ten

(10) to steadily meet the required number for optimal performance which is one hundred and ten

(110).

The SDC will also prioritize staff welfare and development through rewards and incentive

programme, training and favourable policy submissions and actions to increase benefits and

improve working conditions.

Finance

As a statutory body, the SDC is primarily dependent on the consolidated fund through warrants

from the Ministry of Finance. For successive years the SDC had only been provided with funds for

recurrent expenditure, thereby, challenging its ability to implement designed programmes for

community development. A thirteen million dollars programmes budget was approved for the


financial year 2016/17 – this positive development should continue in the new corporate planning

period. Given the confidence and mandate expressed in the SDC by the Honorable Minister of

MLGCD, it is expected that a considerable budget will be approved for financial year 17/18.

Notwithstanding, the management will continue to seek income earning opportunities and build

partnerships to support the implementation of the seven core programmes.

The SDC has to its advantage, island-wide coverage with an office in each parish. Six offices were

approved for repairs in the 2016/2017 financial year. Five more offices will be targeted in the

2017/2018 year. This approach is consistent with the overall strategy to earn income from rental

of properties – both those occupied by the SDC and others for which the SDC is either owner or

holder of lease.

The SDC intends to procure more assets and improve maintenance of assets and equipment whilst

observing the cost saving policy. The updating of the asset registry in 2015/16 has laid a platform

to enable a robust asset management regime.

Communications

The Commission will continue to advance its image and showcase its work to various publics

through an enhanced communications unit. Within the context of budgetary constraints, strategic

partnerships will be pursued to improve communications capabilities and to promote our

programs generally, but in particular, the flagship LEDSP. This communication drive will include

enhanced integration of ICTs and innovative initiatives to support internal and external linkages

with stakeholders.

Among the various strategies, the SDC will aggressively pursue case study development to highlight

success stories and best practices for each programme. This will not only augment the public

relations of the organization, but will also demonstrate the Commission’s impact on the

development of communities. In this drive to increase the public’s awareness of the SDC’s

programmes and impact, social marketing is another key area that will be strengthened.


ORGANISATIONAL CHART

The following chart illustrates the current functioning organisational structure of the Social Development Commission.

NB: administrative and ancillary positions are not shown


MANDATE OF THE SOCIAL DEVELOPMENT COMMISSION

The Social Development Commission evolved from Jamaica Welfare Ltd [1937] – pioneers of rural

community development –to be the Government of Jamaica’s principal community mobilisation and

organisation agency in urban and rural areas. The Jamaica Social Welfare Commission Act

established the SDC in 1965. The legal mandate of the SDC is, inter alia, “to promote and control

schemes for, and to do any act or thing which may directly or indirectly serve the advancement of -

sport, social, cultural & economic development - for the people of Jamaica and workers in

particular”. The SDC is an evidenced based, technologically driven organisation focused on

increasing community participation for good governance, economic prosperity, sustainable

environment and social well-being.

Policy Context

SDC’s work with communities and civil society organisations (CSOs) is informed by GOJ’s social and

economic policy framework, the main policies of the Ministry of Local Government and Community

Development (MLGCD), on-going assessments of Jamaica’s situation and international best

practices and agreements for community development inclusive of Jamaica’s progress towards the

targets of the Sustainable Development Goals (SDGs2) and Jamaica’s commitment to the

International Monetary Fund Financial Agreement.

Specific policies that influence the work of the SDC, include, inter alia, Local Government Reform

(Ministry Papers 8/93 and 7/03), Public Bodies Management Act (PBMA 2011), Financial

Administration and Audit Act (FAA 2011); successive Medium Term Socio-Economic Policy

Frameworks (MTFs) emanating from Vision 2030 Jamaica. Corporate plan 2017-2020 will overlap

with the current Medium Term Framework (MTF) 2015-2018 and the new MTF 2018-2021.

Successive operational years within the planning period will be aligned to the policy directives of

the respective MTFs. The current priorities from the 2015-2018 MTF are:

2 The Sustainable Development Goals (SDGs) are a universal call to action to end poverty, protect the planet and ensure that all

people enjoy peace and prosperity. These 17 Goals build on the successes of the Millennium Development Goals, while including

new areas such as climate change, economic inequality, innovation, sustainable consumption, peace and justice, among other

priorities. The goals are interconnected – often the key to success on one will involve tackling issues more commonly associated

with another. http://www.undp.org/content/undp/en/home/sustainable-development-goals.html. Accessed September 26, 2016.

http://www.undp.org/content/undp/en/home/sustainable-development-goals.html


Security and Safety

A Stable Macro economy

Strong Economic Infrastructure

Energy Security and Efficiency

World Class Education and Training

Effective Governance

Main Priorities of Government 2016/2017

Although, the MTFs provides an overarching policy guide, the Cabinet is the principal instrument of

government policy in Jamaica. The Cabinet has identified the following strategic priorities of

government which will be the basis for SDC’s policy framework:

Economic Growth

Job Creation

Debt Reduction

Improving general well-being of Jamaica

SDC Main priorities 2017-2021

Guided by government priorities SDC will focus on the following:

1. Inclusive sustainable economic growth and job creation

2. Human capital development

3. Social protection

4. Debt reduction, macroeconomic stability and fiscal prudence

5. Rule of Law and timely justice outcomes

Strategic Outcomes

People participation in the governance and economic development of the country are the main

pillars that will influence the desired outcomes. SDC’s corporate schema (Table 1) shows the

desired strategic outcomes for 2017-2021, namely:

1. Foster wealth creation and social protection

2. Increase people participation in governance


3. Enhance community safety and security

4. Promote youth inclusion

5. Increase environmental and climate change resilience

Strategic Direction

The efforts of the SDC to meet the priorities of corporate plan period 2017 -2021 will be guided by

an overarching strategic objective to:

Advance the economic development of communities through an integrated

community development strategy.

SDC’s Integrated Community Development Strategy (ICDS) has three components to establish a

platform for an effective local economic development programme:

a. Improving local governance by building and strengthening CSOs (including CBOs, CDCs,

DACs, and PDCs) to engage in dialogue, decisions, and actions that promote development.

b. Establishing and maintaining a database of community maps and profiles comprising

spatial, social, economic, governance and environmental information as a basis for planning.

c. Community planning actions for local and national development through priority projects

and programmes

SDC’s local economic development priority will be executed through the Local Economic

Development Support Programme (LEDSP), which will be enhanced to include a fourth

component focused on providing a funding source for umbrella community groups (CDCs, DACs and

PDCs) to access funding for business support; specifically for small equipment and/or advertising.

The components of the LEDSP will therefore be:

1. Capacity Building: This entails equipping SDC officers with the requisite knowledge

and skills to guide communities in their LED initiatives. Community groups will benefit

from capacity building activities as well to enable them to develop business models, and

plans to manage existing and new projects effectively.

2. Networking and building partnerships: Information is critical to an effective LEDSP

and thus the SDC prioritizes the creation of a database as well as business fairs of LED


projects, partners, and opportunities for funding as well as for marketing and general

information provision.

3. Direct Support: Leadership development is another area for attention and although it

forms a part of capacity building initiatives generally, it is isolated because of its

instrumental role in sustaining LED initiatives. It is expected that the design of business

plans and models as well as project proposals will emanate from this component.

4. Small Business Grant: A common issue for all small business is access to money for

product development and marketing. The Small grant fund will provide funding to

existing business that meets the criteria established. The money will be directed toward

three main uses

a. Purchase of equipment to improve quality or quantity of product

b. Advertising of product through established mediums (print and electronic)

c. Registration of groups in formal economy

Table 1 illustrates the comprehensive strategic planning schema of the SDC that connects the

strategic direction of the entity with the programmes and activities designed to achieve the

priorities or outcomes that government policy mandates.


Table 1

Social Development Commission Strategic Business Plan Schema 2017-2021

Vision: The leading community development agency working within a Jamaican Society, where all citizens actively participate in a process and benefit from the resulting good governance, economic prosperity,

sustainable environment and social well-being

Mission: To facilitate the empowerment of citizens in communities, enabling their participation in an integrated, equitable, sustainable National Development Process

Policy Framework: LGRP (MPs 08/93 and 07/03), Vision 2030 Jamaica, MTF 2015-2018. PBMA 2011, FAA 2011, MLGCD SBP 2015-2018, Growth Agenda 2016

STRATEGIC DIRECTION OBJECTIVES MAIN ACTIVITIES PROGRAMMES TARGETS 2017/18 OUTCOMES

Advance the economic

development of communities

through an integrated

community development

strategy

Increase community participation and

economic benefits through initiatives for

local economic development

Capacity building of LED practitioners

(SDC and communities)

Networking and Partnerships

Business Model/Plan development

Small Business Grants

1. Local Economic

Development Support

Program

2. Strengthening of the PGF

3. Community Research

and Database

4. Priority Planning and

project development

5. Parish Inter – agency

networks

6. Sports for community

development

7. Community Grant and

Incentive Programme

1. 350 viable LED initiatives

2. 1917 persons employed

3. 16 new active and

functioning umbrella

community groups

4. 8 new available

community profiles

5. 100 New Asset Maps

6. 30 new priority plans

7. 30 project proposals

submitted for funding

8. 13 IANs in ‘whole of

government’ approach

yearly

9. 390 communities

participating in SCDP

10. 206 communities

receiving

awards/incentives yearly

1. Wealth Creation and

Social Protection

2. Increased Citizen

Participation in

governance

3. Enhanced community

safety and security

4. Youth Inclusion

5. Increase environmental

and climate change

resilience

Improve local governance by building and

strengthening CSOs (including CBOs,

CDCs, DACs, and PDCs) to engage in

dialogue, decisions, and actions that

promote development.

Establish /Reactivate CSOs

Assess and Build Capacity of CSOs

Register CSOs (linked to LGA)

Direct Support to Local Authorities

Direct Support to Central Government

(MPs)

Expand the database of community maps

and profiles comprising spatial, social,

economic, governance and environmental

information as a basis for planning

Create Communities Database

Share Data with stakeholders

Capacity building of Staff and

community in Research and Analysis

Increase community planning actions for

local and national development through

priority plans, projects and programmes.

Capacity Building for Project &

Programme Development

Complete Community priority plans

Community Sports


1. ENVIRONMENTAL SCAN

1.1. The Developmental Challenges in Jamaica

The challenges to Jamaica’s development are summarized in Table 2.1. Key among these are

inadequate transparency and accountability in governance; low levels of growth coupled with a

severe public debt burden; high rates of violent crimes; slow pace of improvement in educational

outcomes and unsustainable environmental practices due mainly to high energy consumption and

susceptibility to natural disasters. The recent outbreak of the Chikungunya and Zika Viruses and the

global threat of the Ebola virus have also made health care a primary concern of most Jamaicans.

The mission of the SDC is to empower the population so that all can participate in an integrated,

equitable, and sustainable National Development Process. This will be done through the ICDS by

addressing current development issues and importantly demonstrating how ‘people-participation’

can help Jamaica to take advantage of the opportunities for development. The LEDSP will be an

“important contributor to creating sustainable livelihoods and communities and help to accelerate

the pace of economic growth in the country, by bringing new persons, opportunities and neglected

areas into the mainstream of the productive and developmental processes3”.

The SDC is committed to creating avenues for interaction between the state and civil society. This

involves direct work with government as well as ministries, departments and agencies.

Consequently, SDC’s response to select development challenges listed in Table 1.1 will require a

multiplicity of partners, broad and context based strategies that will inform the strategic outcomes

over the next three years.

3A Jamaican Model for Local Economic Development. September 2013 prepared by Keith Miller for Ministry of Local Government and Community Development


Table 2.1 Developmental Challenges within Jamaica

Political Economical Social Environmental Weak Governance mechanisms

Onerous Public Debt Burden - Debt to GDP ratio of 145.7% at the

end of 2013 – 2014 financial year *http://jis.gov.jm/debt-gdp-ratio-continues-fall/

Inadequate educational outcomes - 91.7% adult literacy rate (JSLC 2012) - 76.4% mastery in Grade 4 Literacy test

(ESSJ 2013)

Climatic changes occurring faster than projected - Agriculture, Forest and

Fisheries industry suffered a 0.5% decline in 2013 due to extended drought conditions experienced. (ESSJ, 2013)

Partisan Political Culture

Disappointing levels of GDP growth - 0.2% increase in real GDP relative

to 2012 (ESSJ 2013) - 68.3% decrease in Overseas

assistance (ESSJ 2012) - Increasing merchandise trade

deficit and a decrease in both traditional and non-traditional domestic exports (ESSJ 2013)

High rates of violent Crime* - Total number of Category 1 crimes

decreased to 9542 (from 10732 in 2012) o Reduction seen in all crimes except

Murder - Decrease in Major Crime rate to 351 (from

396 in 2012) per 100,000 persons , - Increase in Murder rate of 9.2% to 44 (from

40 in 2012) per 100, 000, *ESSJ 2013

Environmental Degradation - 20.5% of the population

reside in squatter settlements

- Infrastructure in these settlements is non-existent or in poor condition

* Ministry of Housing and Water 2008

Increased Poverty Levels - 19.9% (from 17.6% in 2012)

National - 19.7% (from 14.2% in 2010)

Urban - Slight Decrease seen to 21.3% from

23.6% in 2010 for Rural areas *JSLC 2012

Health care concerns - 26% of all illnesses were recurring chronic

illnesses (ESSJ 2012) - Violence Related Injuries (VRIs) are the key

health issues affecting youth 10-19 years old which represents 19.4% of the general population

Increased levels of Unemployment - 15.2% unemployment rate up from

13.7% in 2012 - 37.7% Youth unemployment rate

up from 34% in 2012 - 11.6% Adult unemployment rate up

from 10.6% in 2012 *ESSJ 2013.

Aging Population - A declining 0-14 years age group - Increasing in the working age group 15-64

years and the 65+ age - Population growth recorded its lowest rate,

0.2 per cent, in 2013 *ESSJ 2013

High energy consumption Petrojam imported approximatelyUS$880.6 million worth of finished products, 7.3 percent more than in 2011 *ESSJ 2012


1.2. SWOT Analysis

Appendix A highlights the key issues impacting the Social Development Commission, focusing on its

strengths, weaknesses, opportunities and threats, as well as targeted options for enhancing

strengths and weaknesses and options for overcoming weaknesses and threats. Whilst limited

funding support remains a major challenge for the work of the SDC, an opportunity is created for

innovation based on accessing funding and developing creative strategies to meet the needs of

communities.

1.3. Risk Management Analysis

As a public body, the Social Development Commission is faced with risks that affect the optimal

realization of the objectives of the major programmes. Analysis indicates that the following are

major risks to be monitored throughout the corporate planning process:

Inadequate human and financial resources

Changes in leadership at ministry, board of directors and management levels

High Levels of crime and violence in targeted communities

Natural disasters – hurricane and flooding in particular

Levels of support and participation of community representatives

Buy-in from key partners to support the community development processes.

Main risk mitigating factor will be to educate relevant stakeholders to enhance risk awareness. This

will set the platform to share, accept and reduce risks by:

Stringent cost savings measures

Expand earning potential

On-going audit of financial statements and processes

Forging partnerships with communities and key stakeholders

Targeted sensitization and engagement efforts of MDAs

The risk management matrix (See Appendix B) further identifies and details the Commission’s risk

in alignment with its major programs.


2. CURRENT ORGANISATIONAL PERFORMANCE

Targets were for improved governance, increased community profiles and priority plans, implementation of a local economic

development support programme as well as key organizational objectives in corporate governance, human resource and development,

and finance and administration. Table 2.1 shows the targets and achievements of the entity for the period April 2016 to September 2016.

On average the SDC attained more than 90% of the targets set for the period.

Table 2.1 Current Performance

Programmes Performance indicators Targets

April- Sep 2016

Results Expected Targets

2017-2018

Strengthening Participatory Governance Framework

# of CSOs Established and Revitalized 9 10 32

# of CSOs Assessed 33 38 100

# of CSOs Strengthened 129 151 200

# of active groups represented at higher level tiers 42 47 75

# of Advocacy Plans 34 35 60

Community Incentive and Grant Programme (CIGP)

# of community programmatic awards distributed to community stalwarts

- - 206

# of parish awards ceremonies held - - 13 # admin grant issued - - 300 3 Projects implemented from grants/awards disbursed

- - 3

Parish Inter – agency networking (IAN)

# of IANs Established - - - # of Forums for Planning and implementation 51 90 95

# of Joined up interventions (e.g. social service fairs etc.)

40 65 80

Community Research and Data Base Programme

# of Community profiles Completed 1 1 8

# of Training Sessions Conducted 6 6 15

# of Asset maps Completed 14 47 100


Table 2.1 Current Performance

Programmes Performance indicators Targets

April- Sep 2016

Results Expected Targets

2017-2018

Update National Community Listings 1 1 1

# of community boundaries finalized - - -

Priority Planning and project development

# of Community Priority Plans completed 13 17 30 # of Projects developed and submitted 26 49 30

Sports for Community Development

National Communities Twenty/20 Cricket Competition Implemented

Host 1 event Host 1 event Host 1 event

# of projects implemented from prize monies (cricket)

- - 39

National Communities Netball Competition Implemented

Host I event Host 1 event Host 1 event

# of projects implemented from prize monies (netball)

- - 39

Local Economic Development Support Program (LEDSP)

# of LED Support Plans completed 236 244 117 # of Capacity Building sessions with communities/ CSOs

143 302 117

# of Business Models Developed 51 55 104 # of Business Plans Developed 6 4 75 # of Business Project Proposals developed and submitted

32 72 78

# of Business Development fairs executed 8 14 35 # of LEIs sensitized re Registration 4 21 65 # of LEI Stories submitted 34 66 52 Update LEI Listings (Parish) Achieved Achieved Achieved


Table 2.2 presents the governance landscape and the benchmarks of attainment to date in key organizational performance goals up to

March 2016.

PARISHES

# C

OM

#D

As

GOVERNANCE / SPGFP RESEARCH /CRDP CDPP / LEDSP

CDCs DACs Status of PDCs

Community Profiles

Asset Maps[1] Priority Plans[2] LED

# Active

% Coverage

# Active

% Coverage

# % Coverage

# % Coverage

# % Coverage

#

Active

KSA 84 12 61 73% 6 50% P- Active

71 84.5% 40 48% 53 63% 33

St. Thomas 51 6 30 59% 3 50% Active 51 100% 21 41.2% 16 31% 9

Portland 45 6 32 71% 3 50% P-Active 32 71% 19 42.2% 16 36% 19 St. Mary 47 6 24 51% 4 67% Active 26 55% 25 53.2% 16 34% 15 St. Ann 54 9 31 57% 6 67% Active 44 82% 19 35.2% 22 41% 42 Trelawny 38 5 28 74% 3 60% Active 38 100% 11 28.9% 29 76% 15 St. James 78 4 48 62% 3 75% Active 58 74% 30 39% 46 59% 30 Hanover 36 3 28 78% 3 100% P -

Active 31 86% 24 66.7% 15 42% 11

Westmoreland 76 5 39 51% 4 80% Active 65 86% 20 26.3% 24 32% 26

St. Elizabeth 61 6 31 51% 5 83% Active 57 93% 15 25% 24 39% 27

Manchester 73 9 70 95% 9 100% Active 70 96% 18 24.7% 51 70% 24

Clarendon 79 7 42 53% 7 100% Active 75 95% 35 44.2% 30 38% 19

St. Catherine 53 5 40 75% 4 80% Active 53 100% 19 35.8% 31 58% 31 Total 775 83 504 65% 60 72% 10

Active 671 86.6% 296 38.2% 373 48% 301


010203040506070

34

66

15

33 20

32

Chart 2.1: Staff Demographics %

2.1.1. Corporate Governance:

In keeping with the Public Bodies Management Act (2011) all reports and operational plans were

developed and submitted within the requisite time frame. This level of compliance will be

maintained.

Given the participatory agenda that underpins the SDC’s work, the Participatory, Accountability and

Responsibility (PAR) process was established to make the public more aware of the work of the

Commission, advance the process of accountability and also to invite the participation of the broad

citizenry. The PAR process was successfully executed and has allowed for the development of new

and refined strategies. Local PAR sessions now constitute a key management tool as well as a major

communications strategy for the organization that will be continued in the new corporate plan

period.

2.1.2. Human Resource Management and Development

The Human Resource Management and Development Division plays a prime role in the

development and implementation of policies and systems geared towards creating the right

environment that influences employees’ behaviour, attitude and performance.

Staff Complement: There are 3I9

positions with 254 (80%) currently

occupied. Staff complement is

mostly field based with over 60%

assigned.

Approximately 95% of staff in the

field and at the supervisory and

management levels have the

required academic qualification of

which a first degree (Bachelors) is the minimum for most positions4. Females comprise 66% of

staff and males 34%. The largest age cohort (33%) is between age 31 and 40, followed by 32%

over age 50, (see chart 2.1). Table 2.3 outlines the Human Resources Capacity Plan for the

planning period.

Human Resource Capacity Plan

4It is organizational policy that persons without the required qualification are to gain such qualification within a determined time-frame


The ideal is to have all 320 positions filled however, the current fiscal space of government

inhibits that. The submissions for recurrent expenditure 2016/2017 will be made for a

complement of 283. In keeping with the strategic focus of the entity all the positions within the

Local Economic Support and Community Projects department will be activated.

Unit/Division Staff Required

Actual 2017/2018

Planned 2018/2019

Planned 2019/2020

Planned 2020/2021

Executive Support 14 11 14 14 14

Governance 4 4 4 4 4

Local Economic Development and Community Projects

13 13 13 13 13

Research 16 15 16 16 16

Human Resource Management & Dev.

18 17 18 18 18

Finance & Administration

26 26 26 26 26

Technical Support 6 6 6 6 6

Kingston & St. Andrew 36 33 36 36 36

St. Thomas 12 11 12 12 12

Portland 13 11 13 13 13

St. Mary 15 13 15 15 15

St. Ann 15 14 15 15 15

Trelawny 9 8 9 9 9

St. James 23 20 23 23 23

Hanover 11 9 11 11 11

Westmoreland 10 9 10 10 10

St. Elizabeth 13 10 13 13 13

Manchester 18 16 18 18 18

Clarendon 16 15 16 16 16

St. Catherine 31 26 31 31 31

TOTAL 319 286 319 319 319

Internship programme:


The SDC will implement an internship programme designed to provide suitable work experience

for new University graduates as well as to introduce more young people to social work and

volunteer programmes. The programme will commence April 2017 with one intern per SDC

location for a period of six months. The intern will be paid a stipend not less than 50% of the

monthly salary of the GOJ’s SWG/PS2 classification.

2.1.3. PUBLIC RELATIONS

The overall objective of the Public Relations Department is to use Social Marketing activities to

increase the visibility of the Social Development Commission, improve SDC’s communication

internally and externally and build partnerships for effective social engagements.

The Public Relations Department increased its corporate marketing campaign by launching a SDC

newsletter called the “Community Reporter” and weekly bulletin highlighting community activities

in the last period. Additionally, the Commission increased its presence in the main stream media

through increase television coverage of projects undertaken at the parish level.

The SDC has also enhanced its use of social media through the various mediums inclusive of

Facebook and Twitter.

2.1.4. Management Information Systems/Technology

The SDC transformed the information system infrastructure aligning it accurately with the business

processes that improved efficiency and better served our stakeholders.

Schema 2.1: IT Infrastructure lay-out

The Wide Area Network (WAN) plays a key role in the centralization of functions within the

Commission. In order to bolster the effectiveness of the WAN, shown in the diagram, an additional

ADSL line will be placed in the parishes depicted. This will assist in easing network congestion, and

increasing productivity across the Commission. The accounting software has a dedicated ADSL line

off which to operate, improving accessibility throughout the Commission. The IT department has

been charged with implementing this solution to improve performance before 2016/17 financial

year end.


Schema 2.1: IT Infrastructure lay-out

The Commission’s hardware reflected most are in suitable working order.

Table 2.1: Hardware Inventory FY 2016

DESKTOP LAPTOP SERVER NETBOOKS P/COPIER PRINTER PROJECTOR SCANNER

137 55 6 6 7 28 10 16

Video Conferencing will be utilized to increase efficiency while reducing costs associated

with key management functions. Video conferencing hubs will be established at key

locations across the island. The best option for SDC is Google Hangouts as it is cost-effective,

readily available and easy to use.

Training and Capacity Building will be executed by creating a social media and

technology course / presentation; this will be delivered to LEIs in each parish. The outcome

of this is that LEIs will be better able to use technology and social media to aid in business

growth.

2.1.5. Finance and Administration (FAA)

The Finance & Administration (FAA) Department assists management in making strategic decisions

by efficiently providing accurate and timely financial reports and audited financial statements;

developing financial plans and forecasts in consultation with the management team and participate

in the development of corporate and strategic plans. The Department reports on the status of actual


and planned results indicating any variance and reasons thereof to the Management, Board, and

Ministry.

Structure: Vacant positions in the field and at the Head Office will be filled and the automation

system will be strengthened by upgrading, expanding and increasing the use of the ACCPAC

and Wide Area Network systems. The above actions are necessary given the extreme demand

on the FAA Division from the CDF program in particular.

Management Control: Efforts will continue in strengthening and improving the management

control systems by ensuring compliance with the laws, regulations and best practices guiding

the preparation of its accounts.

Financial Reports: The entity aims to be current with audited financial statements by 2016.

Administration

- Fixed Assets and Property Management: The Assets Management and Properties

guideline will be enforced in the planning period.

- Challenges relating to office accommodation in some locations and storage of documents

are concerns that remain, due to the lack of funding support to undertake essential

repairs. The Westmoreland office was relocated in 2014 and the KSA office relocated in

2015.

- Four offices (St. Ann, Clarendon, St. Thomas and Portland) have been targeted for

renovations and two offices (KSA and St James) for the construction of a parking lot for

staff and erection of perimeter walls in 2017.

- The Commission intends to relocate the Trelawny and Manchester Offices to more

affordable and convenient locations by 2019.

Income Generation: The Commission will continue to aggressively pursue income earning

potentials from maximising income from properties, projects and programmes.

Cost Savings: More stringent cost saving measures and greater adherence to already

established policy will be required for the new corporate plan period. Special attention will be

placed on energy consumption given the high costs associated. Already the SDC is shortlisted

by the Petroleum Corporation of Jamaica energy saving project through the installation of solar

at the corporate office. This project will commence in 2016.


2.1.6. Internal Audit

The Internal Audit Department (IAD) of the Commission is established as a requirement of the

Government regulations and Financial Administration & Audit (FAA Act). Its primary focus is to

determine that policies and procedures designed by GOJ and SDC are being adhered to at all levels

of operation.

Traditional activities of operational audits, internal control testing and auditing financial

statements have been expanded to include a more connected or value added role with emphasis on

compliance, risk management, corporate governance efficiencies and fraud prevention.

3. Priority Programmes:

The work of the Commission will be executed through seven major programmes programs outlined

in Table 3.1. There will be emphasis on the LEDSP to significantly enhance entrepreneurship at the

community level.


Table 3.1. Priority Programmes 2016-2019

Programme/ Project Strategies Key Outputs Performance Indicators Target & Cost 16/17

Target & Cost 17/18

Target & Cost 18/19

Local Economic Development Support Program (LEDSP)

Capacity Development of Staff & CSOs

Business Plans Development

Business Fora LED Database

Development & Maintenance

Production of LED catalogue

umbrella

governance

groups

(CDCs/DACs/PDC

s) with viable

LED initiatives

persons

employed full

time

# Staff Capacities built in Business Development

13 Parishes 680,000.00

27 $3,000,000

27 $5,800,000

#LED support Plan written

280 $739,000.00

117 $0.00

130 $0.00

# of Capacity Building sessions

208 500,000.00

117 $1,248,000

130 $1,820,000

# of Business models developed

94 125,000.00

104 $144,000

110 $440,000

# of Business Plans Developed

40 $0.0

75 $300,000

78 $1,200,000

# of Community Business Fairs staged

35 $3,018,000.00

35 $11,500,000

39 $20,300,000

# of Business Project Proposals developed

63 $0.0

78 $0

78 $700,000

# LEIs sensitization to the registration (incl. start-up kits + Cluster consultations)

8 $0.0

100 $1,900,000

100 $3,500,000

LEI Stories - 45 - $0.0

- -

LEDSP Grant, Awards and Competition

$0.0 $0.0

- 78 - $8,000,000

- 78 - $27,400,000

Subtotal $ 5,187,000.00 $26,092,000 $61,160,000 Strengthening Participatory

Meetings/Workshops Seminars/Focus

active umbrella groups # of CSOs Established - 34 CSOs - $50,000.00

16 CSOs $210,000.00

13 CSOs $200,000.00


Governance Framework

groups Community visits ‘Pon the corner’ Work days Joint initiatives with

LAs & MPs

# of CSOs Revitalized 29 CSOs $50,000.00

16 CSO $170,000.00

13 CSOs $150,000.00

# of CSOs Assessed 55 CSOs $120,000.00

100 CSOs - $100,00.00

300 CSOs $300,000.00

# of CSOs Strengthened 214 CSOs $350,000.00

200 CSOs $2,630,000.00

220 CSOs $3,500,000.00

# of CSOs/Sectors Represented at higher level tiers

75 CSOs/Sectors $10,000.00

75 CSOs/Sectors $50,000.00

85 CSOs $100,000

# of Advocacy Plans written and submitted

60 $40,000.00

60 $200,000.00

100 $300,000.00

Subtotal $620,000.00 $3,360,000.00 $4,550,000.00 Community Research and Database

Utilize SDC’s mixed methodology for research (Quantitative, Qualitative and Participatory)

Research Training Define community

borders and boundaries

Analyse Data and prepare Profiles

Use of GIS

% coverage for

community profile

Training Sessions % coverage for Asset

Maps Updated national

community listing

# of Community profiles Completed

10 $2,700,000.00

8 $12,267,675.00

- -

# of Training Sessions 13 $100,000.00

15 $600,000.00

# of Asset map completed 80 $200,000.00

100 $240,000.00

# of updates for national community listings

1 $0.00

1 $0

Special Projects # of special projects undertaken

1 $0.00

Subtotal $3,000,000.00 $13,107,675 Priority Planning and project development

Meetings/Workshops Seminars/Focus

groups Stakeholder analysis

and mobilization

% coverage for priority Plans

# of Community Priority Plans completed

45 $498,000.00

30 $750,000.00

% of active umbrella

CSOs with PPs submitting

project proposals to

funders annually

# of Projects developed and submitted

51 $0.0

30 $450,00.00


# of Capacity Building Sessions (staff & community)

64 $1, 057,000.00

# of CPP Parish awards & brochures

13 $400,000

# of Communities receiving CPP Grants

40 $4,000,000.00

Subtotal $498,000.00 $6,207,000.00 Sports for Community Development Program

Community meetings Community rallies Sponsorship

engagements 2 national

competitions Parish events

National cricket competition

1 National Communities Twenty/20 Cricket Competition Implemented

1 $26,000,000.00

1 $29,200,000

1 $29,200,000

# of projects implemented from prize monies

39 39 39

National Netball and Basketball Competition

1 National Communities Netball and Basket Ball Competition Implemented

1 $5,000,000.00

1 $24,650,000.00

1 $24,650,000.00

# of projects implemented from prize monies

39 39 39

Subtotal $31,000,000.00 $ 53,850,000

$ 53,850,000

Community Grant and Incentive Programme (CGIP)

Use print & electronic media

Develop tracking and scoring mechanism

Case studies of Best Practices

5505 communities receiving awards/ grants/ incentives

# communities receiving admin grant

250 $20,000,000.00

300 $22,000,000.00

400 $40,000,000.00

# communities receiving programmatic awards

206 325,000.00

215 900,000.00

220 1,000,000.00

# of parish awards ceremonies held

13 1,500,000.00

13 $3,652,800.00

13 4,000,000.00

5 Communities may receive awards more than once over the three year period.


Subtotal $21,825,000.00 26,552,800.00 $45,000,000.00 Parish Inter-Agency Networking Programme

Meetings Workshops/seminars Joint initiatives with

Las Development of

Action/Strategic plan for all IAN member entities

Social Services Fairs

Joined up interventions

# of Joined up interventions (e.g. social service fairs etc.)

72 $300,000.00

75 $950,000.00

90 $1,000,000.00

Subtotal $300,000.00 $950,000.00 $1,000,000,00 GRAND TOTAL $62,430,000.00 138,669,475.00 $164,560,000

Social Development Commission – Corporate Plan 2017-2021

35

4. Performance Measurement and Management

Measuring organizational performance on an ongoing basis is critical to the attainment of stated organizational goals. Diagram 4.1 clearly

outlines the management and evaluation plan of the eight main programs that will be pursued.

4.2 MANAGEMENT PROGRAMMES EVALUATION PLAN 2017-2021

PRIORITY PROGRAMMES AND

PROJECTS

GOAL(S) EXPECTED OUTCOME(S)

EVALUATION TYPE

(FREQUENCY)

PLANNED COMPLETION

DATE

EVALUATION METHOD(S)

DEPARTMENT RESPONSIBLE

Local Economic

Development

Support Program

- to increase the number of viable

economic enterprise at the community

level

1. Wealth

Creation and

Social

Protection

2. Increased

Citizen

Participation in

governance

3. Enhanced

community

safety and

security

4. Youth Inclusion

5. Gender equality

6. Increase environmental and climate change resilience

Mid-term March 2018 1. Report

reviews

2. Parish

review

sessions

3. PAR

sessions

4. Retreat

5. Surveys

Governance

Strengthening of the

PGF

- To increase the capacity of community

organizations to participate in decision

making at all levels.

- To provide a framework for the active

participation of citizens in governance

Community

Research and

Database

- to produce and update community data

and information that are needed for local

and national planning

Research

Priority Planning

and project

development

- to enhance capacity of communities for

project development and implementation

Local Economic

Development

and Community

Projects -

Sports for - to promote social inclusion, reduce


36

The SDC’s strategy map is reflected in the chart below:

Community

Development

barriers, increase participation and

promote personal, social and community

development

Community

Incentive

Programme

- to bolster community participation in

developmental activities through rewards

and incentives

Public Relations

Parish Inter – agency

networks

- to improve the quality of service delivery

to residents through effective and

efficient collaboration among service

providers

Governance


37

INTEGRATED COMMUNITY STRATEGY AS PLATFORM FOR LOCAL ECONOMIC DEVELOPMENT

VISION: The leading community development agency working within a Jamaican Society where all citizens actively participate in a process and benefit from the resulting good governance,

economic prosperity, sustainable environment and social well-being.

MISSION: To facilitate the empowerment of citizens in communities, enabling their participation in an integrated, equitable and sustainable National Development Process

LE

AR

NIN

G A

ND

GR

OW

TH

CAPACITY BUILDING MAXIMISE TECHNOLOGY

CAPACITY CHANGE MANAGEMENT

CORE VALUES: Shared Vision and Commitment; Efficient; Openness and Honesty; Non-authoritarian and Inclusive; Non-partisan; Merit and Equal Opportunity; Professionalism; Team work

CU

ST

OM

ER

POSITIVE PUBLIC

IMAGE

ACCESS TO

PLANNING DATA

QUALITY SERVICE

(DELIVERY &

COORDINATION) IMPROVED QUALITY OF LIFE

DESIRED IMPACT: Wealth creation; social protection; increased people participation in governance; Enhanced community safety; Youth inclusion; Increased environmental & climate change resilience

INT

ER

NA

L

BU

SIN

ES

S

PR

OC

ES

S

ES

PERFORMANCE

MANAGEMENT

COMMUNITY

OGANISATION

JAMAICA’S

COMMUNITIESDATA

BASE

COMMUNITY

PRIORITY

PLANNING AND

PROJECT DESIGN

LOCAL

ECONOMIC

INITIATIVES

INCENTIVISE

COMMUNITIES

FIN

AN

CIA

L OPTIMIZE RESOURCES POLICY COMPLIANCE FISCAL PRUDENCE


38

5. BUDGET

OBJECTS Approved

2016/2017 Estimates

2017/2018 Estimates

2018/2019 Estimates

2019/2020

$000 $000 $000 $000

21 COMPENSATION 526,417 552,655 583,051 615,119

22 TRAVEL EXPENSES 143,041 149,854 157,435 165,401

23 RENTAL OF PROPERTY 4,076 4,337 5,771 6,348

24 PUBLIC UTILITIES 17,077 31,129 32,731 34,421

25 PURCHASE OF GOODS AND SERVICES

46,816 60,870 63,999 67,345

28 PENSION BENEFITS 104,680 110,835 119,994 125,768

30 GRANTS AND CONTRIBUTIONS 33,543 20,000 25,000 25,000

31 PURCHASE OF CAPITAL GOODS 4,000 9,005 4,550 3,550

TOTAL 879,650 938,685 992,531 1,042,952

Appropriations In Aid 25,328 17,843 17,843 17,843

Sponsorship

Consolidated Fund 854,322 920,842 974,688 1,025,109

Note: Grants and Contribution of $ 33,543 included amounts for Community Research & Database Program of $13,543. This is

now included in the Operational Budget.


39

6. APPENDIX

Appendix A

RISK MANAGEMENT MATRIX

Programme/Project/Policy

Initiative Risks Impact Probability

Mitigating

Measure/Response

Year 1 Year 2 Year 3 Year 4

I. Strengthening

Participatory

Governance Framework

Programme

Further delay

in the

passage of

the Local

Governance

Acts

Dampen the

energies of

the

leadership of

the

governance

groups

High Acceptance – Despite the

consistent advocacy by

the Commission and its

partners to fast track the

passage of the Acts over

the years, the process is

restricted by legislative/

constitutional

amendment processes.

II. Parish Inter – agency

networking (IAN)

Limited buy-

in and

collaboration

from, and

among local

and

corporate

stakeholders

Continuous

disjointed

approaches

undermining

quality of

service

delivery

Medium Reduction - The

Commission will lead in

ongoing sensitization and

capacity building efforts

among agencies at the

local and corporate levels

III. Community Incentive

Programme

Limited

resources to

finance and

sustain the

grant fund on

a yearly basis

De-

motivation of

community

leadership

Medium Sharing – Aggressive

efforts will be

implemented to identify

and pursue funding

support.


40

Appendix A




Mitigating

Measure/Response


IV. Community Research

and Database

Volatility

within

communities.

Hinder data

collection

and other

research

processes

Medium Sharing - The

engagement of the key

stakeholders and

community personnel for

the maintenance of peace

in the targeted

communities.

Acceptance -The

Commission is powerless

in preventing these

sporadic outbursts, since

the origins are usually

obscure or unknown

V. Local Economic

Development Support

Program (LEDSP)

Inadequate

Human

Resources

Inability to

employ and

deploy

technical

staff to aid

business

development

High Acceptance –Specific

economic conditionality

limits the expansion of

the current staff

complement of the

Commission


41

Appendix A




Mitigating

Measure/Response


Inadequate

Financial

resources

Inability to

consistently

support

economic

initiatives at

the

community

level

Medium Sharing – The

Commission will pursue

partnerships facilitated

by the heightened

interest in Local

Economic Development

among international

donor partners.

VI. Priority Planning and

project development

Limited GoJ

Funding as

well as

limited

resources for

access

Hinders the

timely

completion

of priority

plans

Medium Sharing – Partnerships

will be forged with

international

development partners

and MDAs with a

significant interest in

community development

planning

VII. Sports for Community

Development Program

Withdrawal

of key

partnerships

Cancellation

of national

competitions

Low Sharing – Ongoing

pursuit of new

partnerships with local

and international

organizations will be a

priority strategy that the

Commission will utilize.


42

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