strategic businessplan - social d...

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 5 - 2 0 1 8

B U I L D I NG C O MMU N I TI ES . . . BU I LD I N G JA MA IC A

AN AG E N C Y O F T H E

MI N I S T R Y O F 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 O P M E N T

J A N U A R Y 2 0 1 5

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BOARD OF DIRECTORS

Acting Chair: Mr. Cedric McCulloch▪

Board Members: Ms Nicole Allen

Mr Paul Arscott Mr Robert Buddan

Dr Jane Dodman Mr Denworth Finnikin

Mr Ricardo James Ms Yvonne McCormack

Dr Eris Schoburgh

SENIOR MANAGEMENT TEAM Executive Director: Dr. Dwayne Vernon

▪Directors▪ Human Resource Development: Mrs. Denise Ewan

Finance & Administration: Ms. Nickeisha Walsh Research: Ms. Juanita Reid

Governance: Mrs. Sherine Francis Community Development Planning: Ms. Avril Ranger

Parish Managers

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. Gregory Prince

Senior Internal Auditor: Mr. Peter Williams

Public Relations Manager: Ms. Delona Flemming Management Information System Manager: Mr. Samuel

Heron

SDC’S BOARD AND MANAGMENT TEAM

Social Development Commission – Corporate Plan 2015-18

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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 Banana Board Building, 10 South Avenue, ▪ 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/

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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 ......................................................................................................................... 11

MANDATE OF THE SOCIAL DEVELOPMENT COMMISSION ........................................................................ 12

Policy Context .......................................................................................................................................... 12 Strategic Outcomes ................................................................................................................................... 15

1. ENVIRONMENTAL SCAN ..................................................................................................................... 17

1.1. The Development Challenges in Jamaica .................................................................................. 17 1.2. SWOT Analysis............................................................................................................................ 19 1.3. Risk Management Analysis ........................................................................................................ 19

2. CURRENT ORGANISATIONAL PERFORMANCE .................................................................................. 20

3. PLANS AND PRIORITY PROGRAMMES 2015 - 2018 .......................................................................... 29

3.1. Priority Programmes: ................................................................................................................ 29 5. BUDGET .............................................................................................................................................. 44

6. APPENDIX ........................................................................................................................................... 47


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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


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MESSAGE FROM THE EXECUTIVE DIRECTOR

Corporate Plan 2015-2018 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 plan precisely synthesises two overarching strategic direction; an Integrated

Community Development Strategy (ICDS) and a Local Economic Development Strategy (LEDS). 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 LEDS

will be executed through a Local Economic Development Support Programme (LEDSP) that aims to

coordinate the efforts of citizens, government and non-government organizations involved in local

economic development initiatives resulting in more community groups benefiting from economic

ventures.

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 7 main programs. Against this backdrop and supported by policy priorities of

the Ministry of Local Government and Community Development, the SDC will focus on the

following:

1. Improve systems for effective corporate governance

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

economic development

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

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

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

governance and environmental information as a basis for planning.

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

plans, projects and programmes

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


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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


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EXECUTIVE SUMMARY

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

working with Jamaica’s 783 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:









plans, projects and programmes

Therefore, 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) and Local Economic Development Strategy (LEDS) that the SDC will pursue.

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. The SDC’s local economic

development strategy targets umbrella civil society groups inclusive of Community Development

Committees, Development Area Committees and Parish Development Committees.


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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.

Gains made in the previous operational year have created a strong foundation for the LEDSP to be

intensified. Specifically, staff capacity has been built as twenty seven (27) members were certified

by the Mona School of Business in Business Development Planning; all positions on the

organizational chart for local economic development coordinators have been filled; all staff

members have been trained and exposed to the elements of the LEDSP and at the midway point of

operational year (2014-2015) sixty (60) new initiatives at the community level were being directly

supported against the target of seventy six (76).

The performance goal for 2015-2016 has therefore been adjusted upwards by five (5) in year one

of the 2015/18 plan to reflect an increased target of 145 community umbrella groups to be actively

involved in and benefiting from local economic ventures, whether by themselves or through

partnerships.

Local Government Reform

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 tabling of the Local Government

Entrenchment Bill at parliament in October 2014 has reinforced the strategic approach to organize

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

levels.

Corporate Governance

The SDC will continue to strengthen its corporate governance framework by building on the success

of the last period in which the back log of financial audits outstanding for period 2001 to 2011 were

completed. The SDC will be current with its audits by end of 2016 and will strengthen internal

control mechanisms to be fully compliant with the FAA Act and other relevant GOJ policies.

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

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


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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 eighteen (318) of which 240 are currently filled. Approval will

again be sought for the revised organizational structure because of the alterations in response to

manpower flexibility that is needed. Filling critical vacant posts within the finance department as

well as vacant posts at the level of community development officers in the parishes will be critical

to the performance of the entity. Currently, only seventy two (72) community development officers

are employed. The required number for optimal performance 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 has only been provided with funds for

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

community development. The Board will continue to lobby the government to provide the

necessary funding for the SDC and the entity will continue to seek and capitalize on income earning

opportunities and build partnerships

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

desperately need repairs as staff performance is now being affected, primarily through threats to

health and safety; consequently effort will be made in this regard despite the financial constraints.

Strategies will also be put in place to improve maintenance of assets and equipment whilst

observing the cost saving policy.

Communications

Social marketing is another area that will be strengthened as the entity makes the public more

aware of its programmes and impacts. There will also be a revised internal communication

protocol to improve dissemination of information and responsiveness of staff.


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ORGANISATIONAL CHART

The following chart illustrates the organisational structure of the Social Development Commission at the beginning of the current

corporate planning period

Chart 1: Organisational Chart of the SDC


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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 millennium development goals and Jamaica’s relationship with the International

Monetary Fund.

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 and the Strategic Proirity for 2015/16

and the medium term (Cabinet decision, no. 33/14).

The main priorities of government are:

• Fiscal prudence and pursuit of a creditable macro-economic programme

• Economic growth and job creation

• Security and justice

• Human capital development

• Social inclusion and protection

• Environmental and climate change resilience


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Corporate plan 2015-18 is within the same planning period for the new MTF 2015 to 2018. The

priorities of MTF 2015-2018, when identified by the GOJ along with the year one performance of

the entity will be basis for the annual corporate plan update.

There are ten priorities identified by the MLGCD of which the following six directly influence the

work of the SDC:

1. Effective governance of Local authorities and Agencies

2. Establish mechanisms to facilitate community empowerment and development;

3. Advance Local Economic Development Initiatives;

4. Effective Social Protection

5. Enhance Development Planning to facilitate Economic Growth and Sustainable

Development;

6. Strengthen mechanisms to improve resilience, hazard risk reduction and adaptation to

climate change;

Strategic Direction

The efforts of the SDC to meet the priorities of corporate plan period 2015 -2018 will be done

within two broad strategies.

1. Advance the development of communities through an integrated community

development strategy.

2. Advance the efforts of citizens, government and non-government organizations involved in

local economic development initiatives through a local economic development strategy

SDC’s Integrated Community Development Strategy (ICDS) has three components:

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


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

Development Support Programme (LEDSP), which has three components focused at umbrella

community groups (CDCs, DACs and PDCs):

a. Capacity Building: The foremost activity is the strengthening of capacity within the SDC

that will entail equipping 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.

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

thus the SDC prioritizes the creation of a database of LED projects, partners, and

opportunities for funding as well as for marketing and general information provision.

c. 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.

Main priorities 2015-2018

Within the construct of GOJ’s priorities (MTF 2012-2015) and the main priorities of the MLGCD

(2014-2015) the SDC, through the two broad strategies (ICDS & LEDS) will focus on the following:









plans, projects and programmes.


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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 2015-2018, 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

Table 1 illustrates the strategic planning schema of the SDC.


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Table 1 Social Development Commission Strategic Business Plan Schema 2015-2018

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 2012-2015. PBMA 2011, FAA 2011, MLGCD SBP 2015-2018, Cabinet Decision No 33/14

STRATEGIC DIRECTION OBJECTIVES MAIN ACTIVITIES PROGRAMMES TARGETS OUTCOMES

Advance an integrated community development strategy

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)

1. Strengthening of the PGF

2. Community Research

and Database

3. Priority Planning and

project development

4. Local Economic

Development Support

Program

5. Parish Inter – agency

networks

6. Sports for community

development

7. Community Grant and

Incentive Programme

1. 78 new active and

functioning umbrella

community groups

2. 20 new available

community profiles

3. 60 new available priority

plans

4. 75 new community groups

with viable LED initiatives

5. 13 IANs in ‘whole of

government’ approach

yearly

6. 450 communities

participating in SCDP yearly

7. 200 communities receiving

awards/incentives yearly

Political 1. Increased Citizen

Participation in governance

Economic 2. Wealth Creation and

Social Protection Social 3. Enhanced community

safety and security 4. Youth Inclusion 5. Gender equality

Environment 6. Increase environmental

and climate change resilience

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

Advance a local economic 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 Direct support


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1. ENVIRONMENTAL SCAN

1.1. The Development 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 Virus 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 processes1”.

The position of the Board and Management of the SDC, is that adoption and implementation of the

SDC’s LEDSP is premised on the fundamental role of economic variables to the social

transformation of a geographic space and a people.

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.

1A Jamaican Model for Local Economic Development. September 2013 prepared by Keith Miller for Ministry of Local Government and Community Development


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Table 1.1 Development Challenges within Jamaica

Political Economical Social Environmental

Inadequate transparency and accountability in governance

Onerous Public Debt Burden

Debt to GDP ratio of 140% in 2013

*http://jamaica-gleaner.com/gleaner/20130310/focus/focus7.html

Disappointing levels of GDP growth

0.3% fall in GDP

68.3% decrease in Overseas assistance

*ESSJ 2012

Increased Poverty Levels 17.6% National

23.6% Rural

14.2% Urban *JSLC 2010

Increased levels of Unemployment

13.7% unemployment rate 17.8% Female unemployment

rate

10.3% Male unemployment rate

34% Youth unemployment rate 10.6% Adult unemployment rate

*ESSJ 2012

Inadequate educational outcomes

91.7% adult literacy rate (JSLC 2012) 74% mastery in Grade 4 Literacy test (ESSJ 2012)

Only 37.5% pass in Mathematics and 52% in English Language at the CSEC level (MOE, 2012)

Only 26.8% (down from 29.4% in 2011) of the grade 11 cohort in public schools could qualify for entry to tertiary institutions based on the outcomes from the CSEC June 2012 results (ESSJ, 2012)

High rates of violent Crime

Major Crimes 393 (from 403 in 2011) per 100,000 persons

Increase in cases of reported rape by 6.9% and larceny by 84%

Murder rate of 40 (from 42 in 2011) per 100, 000 *ESSJ 2012

Health care concerns

26% of all illnesses were recurring chronic illnesses (ESSJ 2012)

Outbreak of Chikungunya and global threat of Ebola

Aging Population A declining 0-14 years age group

Increasing in the working age group 15-64 years and the 65+ age

*ESSJ 2012

Climatic changes occurring faster than projected Annual average rainfall trending

down (2000-2012)- a continued decline in the volume of rainfall towards the end of the century as per climatic predictions (ESSJ, 012)

increase in very wet days (in tense rain fall) island-wide, flooding and rise in sea levels (2012 State of the Jamaican Climate, Information for Resilience Building

Environmental Degradation

20.5% of the population reside in 754 squatter settlements island-wide

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

* Ministry of Housing and Water 2008

High energy consumption Petrojam imported

approximatelyUS$880.6 million worth of finished products, 7.3 percent more than in 2011 * ESSJ, 2012


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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.


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2. CURRENT ORGANISATIONAL PERFORMANCE The preceding corporate plan was based on two broad strategic goals of an integrated community development strategy and an economic

development strategy. 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 2013 to

March 2014, which in essence showcases incremental gains on the end of year performance of FY 2012/2013. On average the SDC

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

Table 2.1 Current Performance

Programmes Performance indicators Targets

Apr 2013-Mar 20142

Results Expected results 2015-2016

Strengthening Participatory Governance Framework

# of CSOs Established 71 32/45% 27

# of CSOs Revitalized 45 33/73% 4

# of CSOs Assessed 278 203/73% 315

# of CSOs Strengthened 310 288/93% 315

Governance Capacity Grant Programme (GCGP)3

# of Calls for proposals issued 3* 3/100% - Number of Grants disbursed - - - # of Project activities implemented by recipients (using grant funds)

- - -

Parish Inter – agency networking (IAN)

# of IANs Established 2* 2/100 - # of IANS Strengthened IAN: seen through strengthened individual entities

5* 4/75% 13

2First quarter performance of 2015-2016 have been taken into consideration. The relevant figures will be indicate by the asterisk (*). 3 Programme to be redesigned effective April 2015


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Apr 2013-Mar 20142


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

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Community Research and Data Base Programme

# of Community profiles Completed 16 26/162% 10 # of DA Profiles Completed 2 2/100% - # of Parish Profiles Completed 4 4/100% - # of Profiles Validated 29 48/165% 31 # of updates to national community listings 2 2/100% 2 # of Asset Mapping Exercises Completed 78 172/220% 156 # of Asset maps Completed 156 280/179% 100 # of Training Sessions Conducted 13 15/115% 13 # of community boundaries reviewed and redefined4

124 158/127% -

# of Community Shapefiles Completed 388 389/100.3 -

Priority Planning and project development

# of Community Priority Plans produced 78 65/83% 40 # of Projects developed and submitted 20 20/100% 14 # of Projects implemented 29 29/100% 14

Community Action for Improvement in Education Program5

# of School improvement plans (SIP) developed/supported

6* 11*/183% -

# of Actions from SIP implemented with community support

94* 93*/99% -

National Sports National Communities Twenty/20 Cricket

Competition Implemented Host 1 event 1/100% 1 event

4 Review process for borders and boundaries for all communities have been completed as at March 2014. 5 Programme suspended for 2015-2016


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Apr 2013-Mar 20142


National Communities Netball Competition Implemented

Host I event 1/100% 1 event

Local Economic Development Support Program (LEDSP)

# of Capacity Building sessions with staff held 13* 13*/100% 1 (cohorts) # of Capacity Building sessions with communities held

60 72/ 120% 52

# of Databases of LED projects established and maintained

13 12/92% 13

# of seminars 6 5/83% 13 # of Business Plans Developed 5* 9/180% 26 # of Business Development fairs executed 7* 8*/114% 26 Community Entrepreneurship incentive scheme implemented6

- - 1

# of communities benefiting from LED initiatives 76 69/91% 52

6 Programme to be redesigned and renamed “Community Grant and Incentive Programme”


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

September 2014.

Table 2.2: Key Performance Achievements as at September 2014

PARI

SHES

# CO

M

#DAs

STRENGTHENING PARTICIPATORY GOVERNANCE FRAMEWORK

COMMUNITY RESEARCH AND DATABASE

PRIORITY PLANNING AND DEV.

LEDSP

CDCs DACs Status

of PDCs

Community Profiles Asset Maps Community

Priority Plans LED

projects #

Active %

Coverage

# Activ

e

% Coverag

e #

% Coverage

# %

Coverage

# % Coverage

# Active

KSA 84 13 59 70% 7 54% Active 69 82% 52 62% 47 56% 8

St. Thom. 56 3 25 45% 3 100% Active 55 98% 33 59% 18 32% 3

Portland 44 6 30 68% 4 67% Active 29 66% 26 59% 11 25% 3

St. Mary 46 5 27 59% 3 60% Active 24 52% 19 41% 5 11% 0

St. Ann 55 9 40 73% 9 100% Active 43 78% 14 25% 18 33% 9

Trelawny 38 3 32 84% 3 100% P/Activ

38 100%

29 76% 26 68% 2

St. James 77 4 46 60% 2 50% Active 58 75% 61 79% 42 55% 8

Hanover 36 3 20 56% 3 100% Active 33 92% 32 89% 10 28% 4

Westm’d 83 5 42 51% 4 80% Active 68 82% 24 29% 18 22% 7

St. Eliz. 61 6 34 56% 5 83% Active 56 92% 48 79% 18 30% 5

Manchr. 73 9 65 89% 9 100% Active 71 97% 51 70% 41 56% 9

Clarendon 81 7 47 58% 7 100% Active 76 94% 31 38% 17 21% 0

St. Cath. 49 4 43 88% 4 100% Active 49 100%

13 27% 25 51% 6

Total 783 77 510 65.1% 63 82% 12Active 669 85% 433

55% 296 38% 69


24

010203040506070

39

61

13

3320

34

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.

The Annual report 2013/2014 was submitted with unaudited financial statements as the audits for

prior years were being completed. The outstanding audits for period 2001-2011 were completed

and have been submitted to the Ministry of local government. The SDC is now in an advanced state

of readiness and should be up to date with its audited financial statements by financial year end

2016 as targeted.

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 318

positions with 241 (76%) currently

occupied. Staff complement is

mostly field based with over 60%

assigned.

Approximately 91% of staff in the

field and at the supervisory and

management levels have the

required academic qualification of


25

which a first degree (bachelors) is the minimum for most positions7. Females comprise 61% of

staff and males 39%. The largest age cohort (34%) is over age 50, followed by 33% between

age 31 and 40, (see chart 2.1). Table 2.3 outlines the Human Resources Capacity Plan for the

planning period.

• Human Resource Capacity Plan

Additional staff will be required for the entity to achieve its mandate. The ideal is to have all

318 positions filled but the current fiscal space of government inhibits that. The submissions

for recurrent expenditure for 2015/2016 will be made for a complement of 254.

Table 2.3 Human Resources Capacity Plan

Unit/Division Staff Required Actual 2014/2015

Planned 2015/2016

Planned 2016/2017

Planned 2017/2018

Executive Support 11 8 8 11 11 Governance 4 4 4 4 4 Community Development Planning 10 4 9 10 10 Research 14 13 13 14 14 Human Resource Management & Dev. 17 17 17 17 17 Finance & Administration 24 22 23 24 24 Technical Support 6 5 5 6 6 Kingston & St. Andrew 40 34 32 40 40 St. Thomas 13 9 9 13 13 Portland 13 8 8 13 13 St. Mary 16 11 11 16 16 St. Ann 15 8 9 15 15 Trelawny 9 7 7 9 9 St. James 23 15 11 23 23 Hanover 12 9 10 12 12 Westmoreland 10 8 8 10 10 St. Elizabeth 14 10 10 14 14 Manchester 18 13 14 18 18 Clarendon 17 12 15 17 17 St. Catherine 32 24 24 32 32 TOTAL 318 241 254 318 318

7It is organizational policy that persons without the required qualification are to gain such qualification within a determined time-frame


26

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.

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

• A SDC Communications database was created to allow for ease of communication to all

our major stakeholders about programs and activities at the community level. It will also

serve as a central tool in the visibility campaign of the SDC.

• Website: A comprehensive overhaul of the SDC website ‘sdc.gov.jm’ was completed during

the last period to become a more vibrant and informative tool used to interact with external

stakeholders on critical events and other tasks conducted by the Social Development

Commission.


27

• IT Policy: the current policy will be reviewed and more comprehensive IT policy will be

developed and implemented by end 2015.

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. The Commission is now focused

on the relocation of the Trelawny, Manchester and Kingston and St. Andrew Offices to

more affordable and convenient locations.

• Income Generation: the commission will aggressively pursue income earning possibilities

from maximising income for properties and from projects and programmes.


28

• 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.

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.


29

3. PLANS AND PRIORITY PROGRAMMES 2015 - 2018

3.1. 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 2015-2018

Programme/ Project

Strategies Key Outputs Performance Indicators

Target & Cost 15/16

Target & Cost 16/17

Target & Cost 17/18

Strengthening Participatory Governance Framework

• Meetings/Workshops

• Seminars/Focus groups

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

LAs & MPs

689 active umbrella groups

# of CSOs Established - 27CSOs (26 CDCs, 1 DAC)

- $1,500,000

- 27 CSOs (26 CDCs, 1 DAC)

- $1,650,000

- 27 CSOs (26 CDCs, 1 DAC)

- $1,815,000.00

# of CSOs Revitalized - 4 CSOs - $200,000

- 4 CSO - $220,000

- 4 CSO - $242,000.00

# of active umbrella governance groups

- 627 - 658 - 689

# of CSOs Assessed - 315 CSOs - $1,575,000

- 330 CSOs - $1,807,500.00

- 345 - $1,905,750.00

# of CSOs Strengthened - 315 CSOs - $9,450,000.00

- 330 CSOs - $10,845,000.0

0

- 345 - $11,434,500.00

75% of active groups represented at higher level tiers of the PGF

% of groups represented at higher level tiers in PGF

- 65% - 70% - 75%

75% of active CDCs with defined positions for youths8 on executive

# of CDC constitutions defining youth positions

- 354

- 400

- 448

8Age range for youth defined as up to age 29 years (limit dictated by SDC’s community participatory processes)


30


Programme/ Project


Target & Cost 15/16

Target & Cost 16/17

Target & Cost 17/18

13 PDCs actively participating at the Local Government level on a monthly basis

# of Local Authorities’ meetings attended by PDCs

- 143 - 143 - 143 -

# of PDC/Local Authorities joined up initiatives

- 6 - 6 - 6

75% of active umbrella community groups with quality engagements with elected representatives

# of umbrella CSOs actively engaging elected representatives

250 394 516

Subtotal $12,725,000 $4,762,000 $15,397,250 Community Research and Database

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

• Research Training - Define community

borders and boundaries

- Analyze Data and prepare Profiles

- Use of GIS

88% coverage for community profile

# of Community profiles Completed

- 10 - $10,000,000.00

- 5 - $1,750,000.00

- 5 - $1,750,000.00

50% coverage for Asset Maps

# of Asset mapping exercises completed (GPS)

- 156 - $312,000.00

- 78 - $50,000.00

- 80 - $60,000.00

# of Asset maps Completed (GIS)

- 100 - $0.00

- 100 - $0.00

- 100 - $0.00

Updated national community listing

# of updates for national community listings

- 2 - $0.00

- 2 - $0.00

- 2 - $0.00

National Consensus on redefined community boundaries and borders

# of Parish Consultations on Community boundaries Redefined

- 14 - $1,225,000.00

- -

Subtotal $11,537,000.00 $1,800,000.00 $1,810,000.00 Priority Planning and project

• Meetings/Worksho 45.5% coverage for priority Plans

# of Community Priority Plans produced

- 24 - $2,400,000.00

- 20 - $2,000,000.00

- 16 $1,600,000.00


31


Programme/ Project


Target & Cost 15/16

Target & Cost 16/17

Target & Cost 17/18

development ps • Seminars/Focus

groups • Stakeholder

analysis and mobilization

# of staff (6) and Community training (26) sessions

- 32 - $2,500,000.00

- 32 - $2,500,000.00

- 26 - $2,032,000.00

10% of active umbrella CSOs with PPs submitting project proposals to funders annually

# of Projects developed and submitted

- 14 - $720,000.00

- 20 - $1,400,000.00

- 24 - $2,000,000.00

Subtotal $5,620,000 $5,900,000 $5,632,000 Local Economic Development Support Program (LEDSP)

- Capacity Development of Staff & CSOs

- Business Plans Development

- Business Fora - LED Database

Development & Maintenance

- Production of LED catalogue

186 umbrella governance groups (CDCs/DACs/PDCs) with viable LED initiatives

# of staff trained in social entrepreneurship (MSBM)

- 25 - $3,000,000.00

- 25 - $3,500,000

- 25 - $4,000,000.00

# of Capacity Building sessions for communities held

- 52 - $2,080,000.00

- 52 - $2,080,000.00

- 52 - $2,080,000.00

# of Business models developed

- 26 - $1,300,000.00

- 39 - $1,950,000.00

- 39 - $1,950,000.00

# of Business Plans Developed

- 26 - $2,600,000.00

- 39 - $3,900,000.00

- 39 - $3,900,000.00

# of Community Business Fairs staged

- 26 - $2,600,000.00

- 26 - $2,600,000.00

- 26 - $2,600,000.00

LED catalogue (funding sources and approaches)

- 1 - $3,000,000.00

-

# of umbrella groups with viable initiatives

- 25 - $3,000,000.00

- 25 - $3,500,000

- 25 - $4,000,000.00

- Subtotal $14,580,000.00 $20,530,000.00 $18,530,000.00 Sports for Community Development Program

• Community meetings

• Community rallies

National cricket competition

1 National Communities Twenty/20 Cricket Competition Implemented

- 1 - $36,000,000.00

- 1 - $35,000,000.0

0

- 1 - $35,000,000


32


Programme/ Project


Target & Cost 15/16

Target & Cost 16/17

Target & Cost 17/18

• Sponsorship engagements

• 2 national competitions

• Parish events

# of projects implemented from prize monies

- 26 - 26 - 26

National Netball Competition

1 National Communities Netball Competition Implemented

- 1 - $10,000,000.00

- 1 - $12,000,000.0

0

- 1 - $12,000,000.00

# of projects implemented from prize monies

- 26 - 26 - 26

Parish sports extravaganza

11 Sporting events at community level

- 3 - $2,000,000

- 4 - $3,000,000

- 4 - $5,000,000.00

Subtotal $48,000,000 $50,000,000 $52,000,000 Community Grant and Incentive Programme (CGIP)

• Use print & electronic media

• Develop tracking and scoring mechanism

• Case studies of Best Practices

2509 communities receiving awards/ grants/ incentives

# of communities receiving grants

- 20 - $5,000,000

- 20 - 5,000,000

- 20 - $5,000,000

# communities receiving programmatic awards

- 78 - $1,000,000

- 78 - $1,000,000.

- 78 - $1,000,000

# of communities receiving LED awards

- 16 - $1,000,000

- 16 - $1,000,000

- 16 - $1,000,000

# of parish awards ceremonies held

- 13 - $1,500,000

- 13 - $1,700,000

- 13 - $1,900,000

# of projects implemented from grants/awards disbursed

- 20 - 20 - 20

Subtotal $8,500,000 $8,700,000 $8,900,000 Parish Inter – agency networking

• Meetings 78 joined up initiatives at the community level

# of IANS Strengthened - 13 - $645,000.00

- 13 - $550,000.00

- 13 - $500,000.00

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


33


Programme/ Project


Target & Cost 15/16

Target & Cost 16/17

Target & Cost 17/18

(IAN) • Workshops/seminars

• Joint initiatives with Las

• Social Services Fairs

by government agencies

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

- 26 - $1,400,000.00

- 26 - $1,400,000.00

- 26 - $1,400,000.00

# of beneficiaries from joined up interventions

- 500 - 500 - 500

Subtotal $2,045,000.00 $1,950,000.00 $1,900,000.00


34

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

Table 4.1 Management performance Plan 2015-2018 Priority policies, programmes and

projects

Output performance indicator(s)

Baseline data

(13/14)

Departmental level major tasks to realize the

objective of the priority policy, programme or

project

Monitoring frequency Monitoring method(s)

Year 2015/2016 Year 2016/2017 Year(2017/2018

Target Monitoring Timeline



Strengthen the participatory governance framework

# of umbrella Established

596 - 677 Active and functioning umbrella community groups

- 27 quarterly - 27 quarterly - 27 - Quarterly • Reports • Field visits • Parish

presentations

• PAR sessions

Community Research and Database programme

# of Com. profiles Completed

669 - 689 available Community Profiles

- 10 quarterly - 5 quarterly - 5 - Quarterly

Priority Planning and Project Development

# of Com. Priority Plans completed

263

- 360 available Priority Plans


Local Economic Development Support Programme

# of communities implementing LED initiatives

193

- 250 communities implementing LED initiative


Sports for Community Development programme

# National events held

2

- 6 national events held

(3 T20 & 3 netball)

- 2 annually - 2 annually - 2 - Quarterly


35

Table 4.1 Management performance Plan 2015-2018 Priority policies, programmes and

projects

Output performance indicator(s)

Baseline data

(13/14)

Departmental level major tasks to realize the

objective of the priority policy, programme or

project

Monitoring frequency Monitoring method(s)

Year 2015/2016 Year 2016/2017 Year(2017/2018




Community Incentive programme

# of community awards given

100 - 750 awards

- 400 annually - 400 annually - 400 - Annually

Inter-Agency Network Programme

# of IANs Established

11 - 13 parish IANs in whole government approach

- 2 quarterly - - - -

Performance Appraisals

# appraisals completed for staff

200 - 256 Appraisals completed

- 256 Bi-annually - 256 Bi-annually - 256 - Bi-annually


36

4.2 MANAGEMENT PROGRAMMES EVALUATION PLAN 2015-2018

PRIORITY PROGRAMMES AND

PROJECTS

GOAL(S) EXPECTED OUTCOME(S)

EVALUATION TYPE

(FREQUENCY)

PLANNED COMPLETION

DATE

EVALUATION METHOD(S)

DEPARTMENT RESPONSIBLE

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

1. Increased Citizen Participation in governance

2. Wealth Creation and Social Protection

3. Enhanced community safety and security

4. Youth Inclusion 5. Gender equality 6. Increase

environmental and climate change resilience

Mid-term October 2016 1. Report reviews

2. PAR sessions

3. Surveys

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

Community Development Planning

Local Economic Development Support Program

- to increase the number of viable economic enterprise at the community level

Sports for Community Development

- to promote social inclusion, reduce 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

4.3 Social Development Commission’s Balanced Score Card 2015-2018

PERSPECTIVE OBJECTIVES MEASURES TARGETS INITIATIVES RESPONSIBLE DEPARTMENT

CUST

OM

ER

• Improved quality of life

• Percentage of active community groups with advocacy efforts

• Percentage of active community groups with quality engagements with elected representatives

• Number of new LED projects

implemented by communities

• Percentage of communities benefiting from new LED enterprises

• Percentage of communities benefiting

from new social and environmental projects

• 60%

• 75% • 70

• 40%

• 70%

• Strengthening the Participatory Governance Framework Programme

• Local Economic Development Support Programme

• Priority Planning and Development Programme

• Governance • CDPP

• Deliver quality service in community development to communities and stakeholders

• Quality feedback/Ranking at PAR sessions` from communities and stakeholders

• Feedback in Project/Programme/ Partnership Reviews from partners/stakeholders

• 85% positive feedback

• 95% positive feedback

• PAR Sessions and Feedback Mechanisms

• Implement Project Review System

• Executive

• Improve coordination for quality service delivery at the parish level

• Number of joined up initiatives at the community level by government agencies per parish annually

• Number of beneficiaries accessing government social services per parish annually

• Two initiatives

• At least

• Parish Inter-agency Networking Programme

• Governance


38



500

• Improve communities access to developmental planning data

• Updates of Website Content with summary profiles, plans and listings

• Number of e-Community Packages with Profiles, Priority Plans and Constitutions

• Monthly updates

• 250

• Monitor Website content management

• Design and distribute packages

• IT

• Increase public awareness of the Commission

• Number of Public awareness activities (branding, interviews, etc) hosted quarterly

• Market Survey results(survey completed once in the 3 years)

• 30 • 85%

awareness

• Public Awareness (Soft) Campaign

• Markey Survey

• Public Relations

INTE

RNAL

BU

SIN

ES

S P

ROCE

SS

• Improve Performance Management

• Percentage annual increase in the average attainment of organizational targets

• 3% • Strengthen performance monitoring and evaluation framework

• Executive

• Organize communities to participate in decision making

• Number of active umbrella governance groups

• Number of PDCs actively participating at the Local Government level on a monthly basis

• Percentage of active groups represented at higher level tiers of the

• 602 • 13 PDCs

• 75%

• Strengthening the Participatory Governance Framework Programme (SPGFP)

• Sports for Community Development Programme

• Governance • CDPP


39



Participatory Governance Framework

• Percentage of active CDCs with defined positions for youths10 on executive

• 75%

• Community Incentive

and Grant Fund

• Provide up-to-date disaggregated community data as basis for local and national planning

• Percentage increase in coverage for Community Profiles

• Percentage increase in coverage for

Asset Maps

• Number of updates to listings per year annually

• 3% increase

• 38%

increase

• 2

• Community Research and Database Programme

• Research

• Increase community Priority plans for project/programme design at the community level.

• Percentage increase in coverage for priority plans

• Percentage of CSOs with PPs submitting project proposals to funders

• 7.5% increase

• 10%

• Implement PP&PD • CDPP

• Increase the number of LED initiatives

• Number of umbrella governance groups (CDCs/DACs/PDCs) with viable LED initiatives

• 186 • Local Economic Development Support Programme

• CDPP

• Increase grants and awards incentives to

• Number of communities receiving incentives yearly

• Project implementation rate from

• 25011

• 100%

• Community Incentive and Grant Programme

• CDPP

10 Age range for youth defined as up to age 29 years (limit dictated by SDC’s community participatory processes) 11Awardees from Governance Capacity grant Fund, LED and the other 6 main programmes


40



communities incentives disbursed

• Number of SDC parish awards functions hosted annually

• 13

• Sports for Community Development Programme

LEAR

NIN

G AN

D G

ROW

TH

• Increased Capacity of Staff

• Average Performance (Appraisal) rating of staff annually

• Average Scores on annual Staff Assessments

• Staff development program

• 85%

• 75%

• Strengthen Performance Management Appraisal System

• Design and implement capacity assessment tools: Staff tests; competency

• Update core competency manual

• HRD & Training

• Maximise technological capacity

• Staff utilizing IT platform (email, website, Video Conferencing, GIS, ACCPAC, etcetera)

• Percentage increase in the number of

visits to the SDC’s website

• All staff • 15%

• Staff IT training sessions

• IT Policy design and implementation

• Publish online newsletter

• Hardware maintenance • Website content

management

• IT • Public

Relations

• Enhance Change Management processes

• Staff inclusiveness in Decision Making at quarterly meetings

• Response rate from senior management on policies and decisions

• All staff

• 80%

• Implement Quarterly staff/senior management meetings

• Develop and Implement

• Executive Unit

• HRD


41



• Staff’s compliance rate with policies and procedures

• Percentage annual increase in

Employee satisfaction rate

• Annual increase in average participation of staff in organizational activities

• Delegation/ people held to account

• 100%

• 2%

• 5%

communication strategy

• Strengthen HR policies and procedures

• Employee satisfaction survey

• Rewards and recognition programme

• Sports and social club activities

FIN

ANCI

AL

• Optimize utilization and management of resources

• Annual increase in revenue growth from properties and programs/partnerships/ projects

• Percentage reduction in annual

Energy consumption rate

• Percentage reduction in expenditure on goods and services

• 5%

• 5% KWH/10% KL

• 2.5%

• Strengthen management of properties portfolio

• Implement marketing campaign of products and services

• Alternative energy for corporate office

• Aggressively implement cost saving measures

• Finance and Admin


42



• Compliance with GOJ financial and admin policies and regulations

• Number of breaches of policies yearly • Zero • Improve Internal control processes

• Strengthened procurement committee

• Annual Audits

• Finance and Admin

• Fiscal prudence • Expenditure within budget • No cost overrun yearly

• Timely and accurate expenditure reporting

• Auditing of capital expenditure at the parish level (advise IAD)

• Finance • Internal

Auditing

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


43

INTEGRATED COMMUNITY DEVELOPMENT 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

LEAR

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

STO

M

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

INTE

RNAL

BU

SINE

SS

PRO

CESS

ES PERFORMANCE

MANAGEMENT

COMMUNITY OGANISATION

JAMAICA’S

COMMUNITIESDATA

BASE

COMMUNITY PRIORITY

PLANNING AND PROJECT DESIGN

LOCAL ECONOMIC INITIATIVES

INCENTIVISE COMMUNITIES

FINA

NCIA

L OPTIMIZE RESOURCES POLICY COMPLIANCE FISCAL PRUDENCE


44

5. BUDGET

Table 4.1 Budget Forecast 2015-18 and Actual Expenditure 2014-15

Item & Programme

Actual Expenditure

August 14/15 (J$ )

Approved Budget

2014/15 ($J)

Estimates of Expenditure

15/16 (J$)

Projections 16/17

(J$)

Projections

17/18 ($)

RECURRENT Programme Name & No. Compensation 173,725,484 434,105,000 444,957,000.00 467,483,000.00 467,483,000.00 Retirement Benefits 45,262,224 93,885,000 107,702,119.39 107,458,762.39 107,458,762.39 Travel Expenses 40,749,478 94,002,000 94,002,000 97,491,000.00 97,491,000.00 Rental of Property 3,130,759 6,575,000 6,575,000.00 7,570,000.00 7,570,000.00 Public Utilities 11,188,291 24,760,000 15,077,000.00 17,290,000.00 17,290,000.00 Purchase of Goods and Services 12,703,735 22,891,000 20,996,100.00 40,673,000.00 40,673,000.00 Grants and Contributions 25,000 60,000 60,000.00 60,000.00 Purchase of Equipment 593,678 5,817,000 1,000,000.00 4,285,000.00 4,285,000.00 Sub-total Recurrent (Dept/PB) 287,378,649 682,095,000 690,309,254.39 742,310,762.39 742,310,762.39 CAPITAL A Programme Name & No. Strengthening the Participatory Governance Framework Programme 12,725,000.00 4,762,000.00 15,397,250

Local Economic Development Support Program (LEDSP)

14,580,000.00 20,530,000.00 18,530,000.00

Community Incentive and Grant Programme 8,500,000 8,700,000 8,900,000


45

Parish Inter – Agency Networking 2,045,000.00 1,950,000.00 1,900,000.00 Community Research and Data Base 11,537,000.00 1,800,000.00 1,810,000.00

Priority Planning and Project Development

5,620,000.00 5,900,000.00 5,632,000.00 Sports for Community Development

48,000,000 50,000,000 52,000,000

Sub-total Capital A (Dept/PB) 103,007,000.00 93,642,000.00 104,169,250.00

CAPITAL B

Major Department/Public Body Programme Name & No.

Sub-total Capital B (Dept/PB)

APPROPRIATIONS IN AID Programme Name & No. RECURRENT Compensation 2,000,000.00 2,000,000.00 Travel Expenses 12,081,040.00 5,000,000.00 5,000,000.00 Rental of Property 0.00 0.00 0.00 Public Utilities 2,859,005.60 3,000,000.00 3,000,000.00 Purchase of Goods and Services 0.00 0.00 0.00 Grants and Contributions 60,000.00 0.00 0.00 Purchase of Equipment 0.00 0.00 0.00


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Sub-total Appropriations in Aid (Dept/PB)

15,000,045.6 10,000,000 10,000,000

TOTAL FUNDING REQUIREMENT Total Recurrent 690,309,254.39 742,310,762.39 742,310,762.39 Total Capital A 103,007,000.00 93,642,000.00 104,169,250.00 Total Capital B Total Appropriations in Aid 15,000,045.6 10,000,000 10,000,000 Total Funding Requirement 808,316,299.99 845,952,762.39 856,480,012.39


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6. APPENDIX Appendix A

SWOT Analysis STRENGTHS DESCRIPTION OPTIONS FOR

PRESERVING OR ENHANCING EACH

STRENGTH

OPPORTUNITIES DESCRIPTION OPTIONS FOR TAKING ADVANTAGE OF EACH

OPPORTUNITY

• Highly qualified staff

• Highly committed staff

• Institutional History

• Strategic location

• Effective

• 91% of field and administrativestaff with minimum first degree

• Experienced staff

• Staff working

extended hours • Use of own

resources to complete tasks

• Unique model of community development in the region

• 76 years of existence • Data generation

• Islandwide coverage

(13 Parish Offices + HO)

• Observing recruitment policy

• Succession Planning

• Capacity Development

• Adequate remuneration

• Motivating Factors: Staff recognition & raft of supportive policies and Capacity Development initiatives

• Social marketing: (Staff visibility via branding)

• Archiving: • Infrastructural

maintenance& increase staff coverage

• Maintain Asset

• Vision 2030 /National Development Plan

• Social Media

• Brand • IDPs, Private -

Public Sector Partnerships

• Increased focus

on Livelihood approach to community Development

• Vision 2030 Plan defines strategic direction (in line with Commission’s CP)

• Expanse of social

media e.g. YouTube; twitter, Facebook

• Community

network • Reputable

Outputs of the organization

• Track record in project management

• National emphasis driving interest in private – public partnership

• Appreciation for bottom up approach to community development for

• Leveraging the Commission’s position

• Increase use of

social media to promote and execute mandate

• Improving outputs • Increased project

review and revision of processes to maintain advantage

• Increase the pursuit of viable partnerships

• Increase design of projects and programmes


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Management Systems

• Legal Framework

• Communities

database

• Successive Corporate Plans

• M & E Framework: Operation plans, PAR sessions, Reporting mechanism

• Effective HR policies and programs

• Finance systems& programmes

• Robust Communication Systems: CUG, website, Email,

• Act of Parliament (1965 Act), Ministry Papers 8/93 and 7/03

• Comprehensive

information (governance, research, planning) on communities

Registry

• Annual Corporate review

• Review of the

existing Legislation

• Sourcing adequate resources to maintain database

• Periodic updating

• Imminent

passage of Local Governance Act

• Placement in the

Ministry of Local Government & Community Development

e.g. CARILED, UNICEF – CHOICE, PIOJ-CRP

• Local Governance

Act accords to groups legal status

• SDC to become one of the Registrar for Groups

• Greater alignment between the Ministry and Commission’s mandate

• Increased partnership with Local Governance actors (e.g. LAs, PDCs, SDC, CSOs)

• Continued discussion with CSOs and Las

• Bolster and garner consensus around related operational processes

• Maintaining

position/location in the MLGCD through reporting (Corporate Plan, Operation Plan)

WEAKNESSES DESCRIPTION OPTIONS FOR MINIMISING OR

OVERCOMING EACH WEAKNESS

THREATS/ CHALLENGES

DESCRIPTION OPTIONS FOR OVERCOMING EACH

THREAT / CHALLENGE

• Inadequate supervisory management training

• Managerial staffs’ abilities to administer and supervise

• Increased number of training sessions held annually

• The Economy

• Decline in the national GDP

• Decreased volunteerism

• Implement creative measures to bolster economic livelihoods and


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• Gaps in Management processes

• Insufficient

resources

• Aesthetics of

Offices

• Lack Health and Wellness program

• Untimely response to organizational requests

• Inadequate formal orientation of new staff

• Inadequate financial,

technological resources and staff coverage

• Poor office layout and physical appearance of reception areas

• Lack of signage

• No program in place

• Adherence to standards

• Staff orientation sessions

• Lobby for additional funds and staff

• Marketing the services of the Commission

• Upgrade facilities and refurbish reception areas with proper signage

• Design and implement a health and wellness program

• Sensitization to occupational health and safety

• Limited funding

to the SDC by GOJ

• Changes in Policy and Priority Directions of Government, IDPs

• Duplication of

work by parallel entities

• Delay in the

Passage of the Local Governance Act

• Migration • Public Sector Wage

freeze • No funding

received for capital programmes

• Insufficient funding for recurrent expenditure

• Diminishing

funding sources due to shifts in development indicators

• Competing

programs established to execute same functions as the Commission, however adequately resourced

• Impacts the

viability of groups as it accords legal status morale of community leadership

• Impacts the

volunteerism • SDC Board &

MLGCD lobbying the GOJ

• Increase / maintain partnerships

• Develop relevant

and strategic corporate plan

• Sustained

marketing of the Commission’s work to remain current and relevant

• Increased collaboration through the parish Inter-agency networks

• Continued advocacy


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• Crime and Violence

• Climate change, natural and man-made disasters

credibility of the Commission

• Areas inaccessible for sustainable community development

• Erosion of economic base of some communities

• Threats from

natural hazards can create a shift in organizational focus and funding priorities

• Collaborative social interventions with MDAs

• Develop Risk management plan / strategy


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Appendix C RISK MANAGEMENT MATRIX

Programme/Project/Policy Initiative

Risks Impact Probability Mitigating

Measure/Response Year 1 Year 2 Year 3 15/16 16/17 17/18

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.

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.


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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

• 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.


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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.


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Appendix D: Strategic Outcomes Indicator sheet Strategic Outcomes Select Indicators 1 Wealth creation and social protection • Decreased poverty levels

• Increased employment/job creation • Expansion of existing businesses • Emergence of new business at the

community level (group or individuals) • Increased access and benefit to the Social

Safety Net Programs by vulnerable citizens

2 Increase people participation in governance

• Growth in number of established groups • Growth in number of registered groups12 • Strengthened groups – enhanced capacity

and increased membership • Increased dialogue with elected

representatives and local authorities • Increased advocacy • Increased attendance at CDC/DAC/PDC

AGMs • Increase in number of community lead

activities • Enhanced knowledge base in governance

3 Enhance community safety and security • Increased advocacy for reformed and modernized system of law enforcement

• Improved relations between citizens and police

• Increased participation of citizens in anti-crime initiatives

• Increased participation of police in Parish/community level meetings (CSOs and Inter Agency Network)

• Improved infrastructure in vulnerable/volatile communities

4 Promote Youth inclusion • Increased number and quality of youth groups

• Youths actively involved at the executive level of CDCs, DACs and PDCs

• Increase engagements that foster camaraderie, tolerance and positive lifestyles through sports and culture

12Contingent on the promulgation of the Local Government Reform act.


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• Increase partnerships with agencies with youth programs/focus

5 Increase environmental resilience, Climate change and Healthy Lifestyle

• Environmental issues integrated in economic and social decision making

• Increase sensitization regarding proper disposal of all forms of waste

• Communities actively participating in sporting, social and cultural events

• Increased social engagements promoting good nutrition, fitness and health care

• Strengthened linkages with health care institutions and governance structures (LAs and CSOs)


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