corporate plan - social development commission · social development commission – 6corporate plan...

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

C O R P O R A T E P L A N

2 0 1 4 - 2 0 1 7

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

F E B R U A R Y 20 1 4

Social Development Commission – Corporate Plan 2014-17 2

BOARD OF DIRECTORS

Chair: Mr. Paul Burke ▪

Board Members: Mr Paul Arscott

Mr Denworth Finnikin Dr Jane Dodman

Mr Robert Buddan Mr Cedric McCulloch

Ms Nicole Allen Ms Yvonne McCormack

Mr Ricardo James Dr Eris Schoburgh

SENIOR MANAGEMENT TEAM Executive Director: Dr. Dwayne Vernon

▪Directors▪

Human Resource Development: Mrs. Denise Ewan

Finance & Administration: Mr. Daniel Wilson

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.MasharioBisasor

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:Mrs.AfrikaMoodie

Manager - Management Information System: 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

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/


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 Goals ........................................................................................................................................................................................... 14

Performance Goals .................................................................................................................................................................................. 15

Strategic Outcomes ................................................................................................................................................................................. 16

1. ENVIRONMENTAL SCAN.............................................................................................................................................. 18

1.1. The Development Challenges in Jamaica ................................................................................................................ 18

1.2. SWOT Analysis ........................................................................................................................................................................ 20

1.3. Risk Management Analysis ............................................................................................................................................. 20

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

3. PLANS AND PRIORITY PROGRAMMES 2014 - 2017 ......................................................................................... 34

4. BUDGET ............................................................................................................................................................................ 42

5. APPENDIX ........................................................................................................................................................................ 44


LIST OF ABBREVIATIONS

CBOs Community Based Organisations

CDCs Community Development Committees

CPPs Community Priority Plans

CSOs Civil Society Organisations

DACs Development Area Committees

DAs Development Areas

DFID Department for International Development

EATs Easily Achievable Targets

GOJ Government of Jamaica

ICDS Integrated Community Development Strategy

LEDS Local Economic Development Strategy

HIV/AIDS Human Immunodeficiency Virus/Acquired Immune Deficiency Syndrome

JSIF Jamaica Social Investment Fund

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

NEPA National Environmental Protection Agency

NGOs Non-Government Organisations

NPEP National Poverty Eradication Policy and Programme

ODPEM Office of Disaster Preparedness and Emergency Management

PCs Parish Councils

PDCs Parish Development Committees

PIOJ Planning Institute of Jamaica

PSMP Public Sector Modernisation Policy/Programme

SDC Social Development Commission

LGRP Local Government Reform Programme

STATIN Statistical Institute of Jamaica

UNDP United Nations Development Programme

USAID United States Agency for International Development


MESSAGE FROM THE EXECUTIVE DIRECTOR

Corporate Plan 2014-2017 presents the strategic framework to guide the operations of the SDC

over the three year period, with subtle alterations expected on a yearly basis. The plan precisely

synthesisestwo overarching strategic goals; the 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.

The achievements of the SDC will be accomplishedthrough outcomes of eight main programs

ranging from strengthening governance at the local level to supportingschemes for local economic

development, improved educational outcomes and enhanced social protection. 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.

Staff welfare 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 protocols and

policies


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, Team Work and

Commitment

Professionalism and Efficiency-based

outcomes

Openness and Honesty Non-authoritarian and Inclusive

Non-partisan Responsibility and Self Reliance

Merit and Equal Opportunity Patriotism and Nation-building


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).

Corporate Plan 2014-2017 was developed in conjunction with the Board of Directors, the Ministry

of Local Government and Community Development, and within the context of Vision 2030 Jamaica

National Development Plan. Corporate Plan 2014-2017 also accords with the target year (2015) of

the Millennium Development Goals and the 2014/2015 ‘resource allocation of fiscal space1’ by the

Ministry of Finance and Planning.

The need to empower Jamaican communities to function in an increasingly competitive global

environment,a slow growth economy, the ever increasing complexity of social problems that

require coordinated multi-sector approaches; and a changing political culture that embraces

community participation and strong local governance are common factors that influence the

current corporate plan.

Corporate Plan 2014-2017 outlines the strategic framework for the SDC, specifically synthesising

the 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 developed to address priority

issues. The LEDS will be implemented 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.

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

1Budget Call 2014/15 Financial Year – Ministry of Finance and Planning. Reference Number 901/120


Committees, Development Area Committees and Parish Development Committees. In essence,

evidence based planning by collective responsibility and action, in pursuit of common goals.

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. A main performancegoal in year one of the corporate

plan 2014/17 is for seventy six (76) community umbrella groups to be owners of local economic

ventures or actively involved through partnerships. Successes achieved and lessons learnt should

provide the impetus for more community groups to get involved in LED activities leading to one

hundred and forty (140) groups in in year two and two hundred and thirteen (213) groups by year

three.

Eight major programmes will be implemented within the planning period. Seven of the eight

programmes directly support the Integrated Community Development Strategy whilst the LEDSP is

the key programme that is central to the attainment of the Local Economic Development Strategy

and hinged on the platform established by the ICDS. The local government reform agenda will

remain a thrust of the entity as the SDC mantra is ‘governance the pathway to economic

development’.

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

of the last period to conduct the audit of financial statements outstanding for period 2001 to 2011.

The entity is at the terminal stage of ensuring that within twenty four months the commission will

be current with audited financial statements and to be fully compliant with the FAA Act and other

relevant GOJ policies. Filling critical vacant posts within the finance department as well as on-going

training of current staff will be prioritized.

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 241 are currently filled. Approval will

again be sought for the revised organizational structure (see chart 1, pg. 10) because of the

alterations in response to manpower flexibility that is needed. The SDC will also prioritize staff

welfare and development through training and favourable policy submissions and actions to

increase benefits and enhance working conditions.

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 income earning opportunities

and build partnerships

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

repairs; 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.

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

aware of its programmes and impacts.


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


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”.

Policy Context

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

economic policy framework, on-going assessments of Jamaica’s situation and international

approaches and agreements for community development such as the Millennium Development

Goals.

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

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

successive Medium Term Socio-Economic Policy Frameworks (2009-2012, 2012-2015)and

generally, Vision 2030 Jamaica.

Vision 2030 Jamaica is a comprehensive packaging of government priorities, thereby providing a

solid policy framework to guide the work of the SDC over the Corporate Plan period 2014-2017. It

represents the country’s first long term National Development Plan that is based on a vision:

“Jamaica, the Place of choice to live, work, raise families and do business”. The key development

objectives are aimed at securing a Jamaican society where people are empowered to achieve their

fullest potential, within a society that is fair, secure and just, economically buoyant and a society

that has a healthy natural environment.

Within the context of the plan, SDC’s roles are identified as follows:

National Outcome #5: Security and Safety

5-1: Strengthen the capacity of communities to participate in creating a safe and secure society

National Outcome #6: Effective Governance

6-1: Strengthen the process of citizen participation in governance

6-2: Foster equity in all areas of the society


National Outcome #13: Sustainable Management and Use of Environmental and Natural

Resources

13-3: Develop efficient and effective governance structures for environmental management

National Outcome #15: Sustainable Urban and Rural Development

15-3: Create sustainable urban centres, including urban renewal and upgrading

15-4: Create vibrant and diversified rural areas

The functional scope of the SDC has historically been characteristically expansive, integrated and

strategic and has in practice epitomized the values of partnerships, joined-upgovernance and

networks.The strategic focus of the SDC places the organization in an enviable position to see first-

hand the extent of the socio-economic fall-out that has occurred in communities as a result of the

down-turn in the domestic and global economies. In addition, the formation and strengthening of

community groups, deployment of analytic tools such as Participatory, Accountability and

Responsibility (PAR) sessions, the formulation of community profiles and community priority plans

in consort with communities have provided useful information and data that allow the SDC to have

a greater appreciation for the issues facing residents. However, notwithstanding the wider social

impact of the priority concerns of residents, the SDC acknowledges the critical role of economic

factors in creating an atmosphere of prosperity within communities.

Moreover, a new policy directive from Hon. Noel Arscott, Minister of Local Government and

Community Development with responsibility for the SDC, that “local economic development at the

community level be the primary goal of the SDC over the period 2013-2015, given its importance to

fuel economic growth and job creation” affirms the need for a special focus on the economic needs

of communities. The new policy directive combined with the dictates of the socio-economic

environment provide the imperatives for a reconfiguration of the operations of the SDC to not

merely respond to the needs of communities, but to stake a claim to its relevance in assisting

communities to achieve economic development.

It is against this background that the SDC’s Local Economic Development Support Programme

(LEDSP) is designed for implementation in the short-term. The LEDSP responds strategically to the

SDC Act Section 7, {Subsection [1A] (ii)} that identifies economic development as a focal objective of

the functions of the organisation.

Corporate plan 2014-17 begins in year 2 of the International Monetary Fund (IMF) supported

medium term economic programme of the government. As such, the strategic priorities of the entity


are aligned with core policies and directives identified above as well as the 2014/2015 ‘resource

allocation of fiscal space2’ by the Ministry of Finance. Items 1, 3 and 4 of the key medium term

priorities outlined below are central to SDC’s work.

1. Economic Growth and Social Protection

2. Improvement in Road Infrastructure

3. National Security and Justice

4. Education and Health

Strategic Goals

Strategic goals refer to the overall scope and direction of the SDC within the stated corporate plan

period. The SDC has two strategic goals.

Advance the development of communities through an integrated community development

strategy.

Coordinate 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

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

Development Support Programme (LEDSP), which has four components:

2Budget Call 2014/15 Financial Year – Ministry of Finance and Planning. Reference Number 901/120


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. Study tours to specially selected international sites

where LED model is institutionalised will form a part of the capacity enhancement

strategies of the SDC. Community groups will benefit from capacity building activities as

well to enable them to develop business plans and manage existing projects effectively. The

beneficiaries of these capacity building initiatives are CDCs, DACs and PDCs.

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. The

database will be a specially designed website that will also serve as a hub/portal for

networking among LED actors and partners. Importantly, the database will become a tool

of policy and will aid organizational learning.

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. Leadership development is essential for

scale and continuity of LED and will involve training in grant writing, effective

communication, use of emotional intelligence, etc. Equally important is technical support to

complete and track grant project proposals. Another area of direct support will be the SDC’s

role to facilitate the interaction between communities, MDAs and non-state actors.

d. Implementation of an incentive scheme: A national competition will be held, that aims to

identify the community groups by parish and ultimately nationally that are creatively

involved in viable local economic development projects. It is expected that from the

exposure and winnings, more community initiatives will be undertaken or expanded as well

as that the LEDSP programme will be enhanced.

Performance Goals

Performance goals refer to the specific measurable standards that the SDC aims to achieve over the

corporate plan period. These goals will be reached through the strategic implementation of the

integrated community development strategy and the local economic development strategy. Table 1


shows that there are six clearly defined but complimentary performance goals and the measures to

be achieved in successive years of the corporate plan (see appendix 1 for details).

Year 1

March 2015

Year 2

March 2016

Year 3

March 2017

1. Active and functioning community groups 556 573 587

2. Community groups participating in and

benefitting from local economic

development initiatives3

76 140 213

3. Available community profiles 727 747 767

4. Available priority plans 263 313 363

5. Communities with active community

action for improvement in education

programme

160 480 480

6. Communities participating in sports for

community development programme

400 450 500

Strategic Outcomes

People participation in the governance of the country is the main pillar that will influence the

desired outcomes. SDC’s corporate schema (Table 1) shows the desired strategic outcomes for

2014-2017. The execution of our mandate to empower citizens through our two main strategic

goals is expected to:

1. Foster wealth creation and social protection

2. Increase people participation in governance

3. Improve educational outcomes

4. Enhance community safety and security

5. Promote youth inclusion

6. Improve parenting and family life

7. Increase environmental awareness, healthy lifestyles and good practices

8. Enhance human rights and gender equality

Table 1 illustrates the strategic planning schema of the SDC.

3The target for local economic strategy is the total number of communities that should be benefiting from a local economic initiative

as a result of their involvement in the different components of the Local Economic Development Support Programme (LEDSP)


4Political referring to relations and processes involved in the governance of a country

Table 1

Social Development Commission Corporate Plan Schema 2014-2017

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, PBMA 2011,

Corporate Hypothesis :IF we implement an Integrated Community Development strategy as a platform for local economic development; THEN Empowered Citizens will participate in and

benefit from a Sustainable National Development process that will produce good governance, economic prosperity, sustainable environment and social well-being in Jamaica

STRATEGIC GOALS OBJECTIVES STRATEGIES PROGRAMMES AND PERFORMANCE GOALS STRATEGIC OUTCOMES

GOAL 1:

Advance the development of

communities through an Integrated

Community Development Strategy

Improve local governance 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)

PROGRAMMES

1. Strengthening of the PGF

2. Governance Capacity Grant Fund

3. Parish Inter – agency networks

4. Community Research and Database

5. Local Economic Development Support Program

6. Priority Planning and project development

7. Community Action for Improvement in Education

8. Sports for community development

GOALS

1. 587 active and functioning community groups

2. 213 community groups participating in and

benefitting from LED initiatives

3. 767 available community profiles

4. 363 available priority plans

5. 480 communities with active community action for

improvement in education programme

6. 500 communities participating in sports for


Political4

1. Increased Citizen

Participation

Economic

2. Wealth Creation and Social

Protection

Social

3. Improved Educational

Outcomes

4. Enhanced community safety

and security

5. Improved Parenting and

Family Life

6. Youth Inclusion

7. Enhanced human rights

and gender equality

Environment

8. Increased environmental

awareness, healthy lifestyles

and good practices

Establish and maintain a database of

community maps and profiles comprising

spatial, social, economic, governance and

environmental information

Create Communities Database

Share Data with stakeholders

Capacity building of Staff and community

in Research and Analysis

Implement community planning actions

for local development through priority

plans, projects and programmes

Capacity Building for Project &

Programme Development

Complete Community priority plans

Community Sports

GOAL 2:

Coordinate Local Economic

Development Strategy

Coordinate the efforts of citizens,

government and non-government

organizations involved in LED initiatives

Capacity building of LED practitioners

(SDC and communities)

Networking and Partnerships

Direct support programme

Incentive scheme


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 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 processes5”.

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.

5A Jamaican Model for Local Economic Development. September 2013 prepared by Keith Miller for Ministry of Local Government

and Community Development


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)

Violence Related Injuries (VRIs) are the key health

issues affecting youth 10-19 years old which

represents 19.4% of the general population

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


1.2. SWOT Analysis

The work of the SDC is buoyed by strong, committed and supportive staff working in fourteen

locations to execute a mandate entrenched in the policy framework of Jamaica since 1965. The SDC

Act (1965) requires updating in key aspects, given the changing development landscape and the

emergence of new actors in the field of community development. 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. The

development of another strategic business plan/corporate plan is the central activity to delineate

the roles of the entity and the required elements for success.

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.

1.3. Risk Management Analysis

Risk Management is defined as the identification, analysis, assessment, control, and avoidance,

minimization, or elimination of unacceptable risks6. As a public body, the Social Development

Commission is faced with risks that affect the optimal realization of the objectives of the eight 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

On-going audit of financial statements and processes

6http://www.businessdictionary.com/definition/risk-management.html


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

The preceding corporate plan was based on targets specific to the ICDS, the design of a local economic development strategy 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 six month period April to September 2013, which in essence showcases incremental

gains on the end of year performance for FY 2012/2013. Table 5.2 presents the governance landscape and the benchmarks of attainment

to date in key organizational goals.

Table 2.1 Current Performance of the Social Development Commission

Goals Programmes Performance indicators Targets

Apr-Sep 2013 Results

Expected results 2014-2015

Advance the development of

communities through an

Integrated Community

Development Strategy (ICDS)

Strengthening

Participatory Governance

Framework

# of CSOs Established 47 24/51% 94

# of CSOs Revitalized 28 20/71% 16

# of CSOs Assessed 135 92/68% 200

# of CSOs Strengthened 163 142/87% 213

Governance Capacity Grant

Programme (GCGP)

Establish GCF (1st year) 1 1/100% -

# of Calls for proposals issued 2 2/100% 3

Number of Grants disbursed - - 50

# of Project activities implemented by recipients

(using grant funds)

- - 50

Parish Inter – agency

networking (IAN)

# of IANs Established 2 1/50% 1

# of IANS Strengthened IAN: seen through

strengthened individual entities

5 3/60% 3

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

etc.)

2

Communities Data Base

System

# of Community profiles Completed 6 13/217% 14

# of DA Profiles Completed 2 1/50% 2

# of Parish Profiles Completed 4 4/100% 13

# of Profiles Validated 22 21/96% 22






# of national community listings Updated 1 1/100% 2

# of Asset Mapping Exercises Completed 78 172/220% 78

# of Asset maps Completed - - 135

# of Training Sessions Conducted 13 11/84.6% 13

Review and Re-define

communities Borders and

Boundaries

# of community boundaries reviewed and redefined 124 158/127% 167

# of Community Shapefiles Completed 388 389/100.3 167

Priority Planning and

project development

# of Community Priority Plans produced 33 32/97% 40

# of Projects developed and submitted 20 20/100% 14

# of Projects implemented 29 29/100% 14

Community Action for

Improvement in Education

Program

# of School improvement plans (SIP)

developed/supported

- - 26

# of Actions from SIP implemented with community

support

86 69/80% 52

National Sports National Communities Twenty/20 Cricket

Competition Implemented

Host 1 event 1/100% 1 event

National Communities Netball Competition

Implemented

Host I event 1/100% 1 event

Coordinate the efforts of

citizens, government and

non-government

organizations involved in

local economic development

initiatives through a local

economic development

strategy

Local Economic

Development Support

Program (LEDSP)

# of Capacity Building sessions with staff held 7 5/71% 5

# of Capacity Building sessions with communities

held

60 72/ 120% 30

# of Databases of LED projects established and

maintained

13

12/92%

13

Reference catalogue of Business Services established - - 1

# of Business Plans Developed 5 - 13

# of Business Development fairs executed 8 3/40% 26






Community Entrepreneurship incentive scheme

implemented

- - 1

Table 2.2:Performance Baseline- Sept 2013

PARISHES

# C

OM

#D

As

GOVERNANCE RESEARCH CDPP

CBOs7 CDCs DACs Status of PDCs

Community Profiles Asset Maps8 Community Priority

Plans9 #Active # Active % Coverage # Active % Coverage # Available % Coverage # Available % Coverage # Available % Coverage

KSA 84 13 426 59 70.2% 7 53.8% Active 69 82.1% 25 29.8% 38 45.2%

St. Thom. 56 3 144 26 46.4% 1 33.3% P-

Active

55 98.2% 18 32.1% 14 25.0%

Portland 44 6 373 26 59.1% 4 66.7% Active 29 65.9% 7 15.9% 7 15.9%

St. Mary 46 5 286 30 65.2% 4 80.0% Active 23 50.0% 9 19.6% 3 6.5%

St. Ann 55 9 270 35 63.6% 6 66.7% Active 41 74.5% 7 12.7% 11 20.0%

Trelawny 38 3 149 32 84.2% 1 33.3% P/Acti

ve

38 100.0% 19 50.0% 22 57.9%

St. James 77 4 184 43 55.8% 2 50.0% Active 56 72.7% 28 36.4% 25 32.5%

Hanover 36 3 105 26 72.2% 3 100.0% Active 26 72.2% 20 55.6% 9 25.0%

Westm’d 83 5 218 34 41.0% 3 60.0% Active 65 78.3% 16 19.3% 14 16.9%

St. Eliz. 61 6 318 33 54.1% 6 100.0% Active 56 91.8% 29 47.5% 12 19.7%

Manchr. 73 9 168 57 78.1% 9 100.0% Active 67 91.8% 18 24.7% 40 54.8%

Clarendon 81 7 163 37 45.7% 6 85.7% Active 76 93.8% 12 14.8% 12 14.8%

St. Cath. 49 4 564 38 77.6% 4 100.0% Active 49 100.0% 6 12.2% 23 46.9%

Total 78

3

77 3368 476 60.8% 56 72.7% 11 650 83.0% 214 27.3% 230 29.4%

7CBOs are interest groups that emerge in dynamic and unpredictable ways therefore it is not possible for them to be represented as a percentage

8The SDC begun producing assets map in 2012

9 The SDC begun producing priority plans in 2011


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 Plan 2012/2013 was submitted with unaudited financial statements as the audits for

prior years are now being completed by private auditors. Progress has been made as the first draft

of the audited financial statements for the period 2001-2011 has been submitted to the auditor

general. The SDC should be up to date with its audited financial statements by financial year end

2016

Given the participatory agenda thatunderpins 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 and

Constitution: 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 has the

required academic qualification of which a first degree (bachelors) is the minimum for most


positions10. 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.

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

318 positions filled for financial year 2015/2016.

Table 2.3 Human Resources Capacity Plan

Unit/Division Staff Required Actual

2013/2014

Planned

2014/2015

Planned

2015/2016

Planned

2016/2017

Executive Support 11 8 8 11 11

Governance 4 4 4 4 4

Community Development Plan. 10 4 4 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 35 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 8 15 15

Trelawny 9 7 7 9 9

St. James 23 15 16 23 23

Hanover 12 9 10 12 12

Westmoreland 10 8 8 10 10

St. Elizabeth 14 10 10 14 14

Manchester 18 13 13 18 18

Clarendon 17 12 12 17 17

St. Catherine 32 24 25 32 32

TOTAL 318 241 246 318 318

Policy Development and Implementation: In addition to the raft of policies that have already

been implemented to support performance, staff development and well-being, three (3)

additional policies were tabled and amended in 2013; Grievance Policy, Staff Loan Policy and

Motor Vehicle Loan Policy. The amendments to the staff loan policy were submitted to and duly

approved by the Ministry of Finance and Planning. Emphasis on the Political Code of Conduct

10It is organizational policy that persons without the required qualification are to gain such qualification within a determined time-

frame


Policy, Flexi-Time Policy, and Amendment to the Leave Policy (maternity) in the first year of the

new corporate plan period.

Staff Welfare/Outreach: The organization is devoted to staff welfare. Each year a number of

workshops and activities inclusive of retirement seminars, awards and recognitions, and

development days are held to boost the morale of staff. This will continue, with greater

emphasis given the increasingly challenging economic situation and the unfortunate reality of

wage freeze for more than five years.

Through the HRMD Division, the corporate office executes community outreach in keeping with

the thrust for community development. Each year a back to school fair is held for the children of

the communities surrounding the corporate office. Additionally, there is the adopt-a-school

programme which has been central to the SDC’s outreach strategy. These measures will be

continued.

Performance Management Appraisal System (PMAS): Key to measuring performance and

determining rewards and recognition is the performance management system. Going forward,

this system will be strengthened as significant work has already been done to streamline the

processes in the entity with the performance goals.

Work Experience: This program aims to provide suitable work experience for Universities,

Community Colleges and High School graduates. It also serves to assist the SDC with

recruitment as more young persons are needed to take up positions in the entity at every level.

In 2013, the Commission facilitated the placement of fifty five (55) summer participants.

Internship:The aim is to expand the internship program so that it provides suitable work

experience for new University graduates as well as to introduce more young people to

community work and volunteer programs. The program will commence in 2014, in partnership

with the National Youth Service. One intern will be placed per parish 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/PS3

classification.

Training:Increasing/building of Staff capacity in the area of Core Competencies (see appendix)

was a major area of focus, whilst providing support for sustainability. In addition, efforts will be

made to intensify partnership building with external entities as a source of increased income

generation for the Commission. There will also be partnerships to develop manuals in

conjunction with the Functional Divisions of the organization as well as the continuance of

delivery of training to community groups.


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 and increase citizens’ participation in

the Integrated Community Development Process.

The public relations campaign for the National

T/20 Community Cricket and Netball Competitions

highlights the impact of sports on community

development through the work of the Social

Development Commission and forms a major

strategic goal of the Public Relations department. This was done successfully over the last period

and will be intensified in the ensuing period.

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 continued to amplify its presence in the main

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

newsletter will be printed and distributed on a quarterly basis to highlight the work being done by

the SDC and community groups. The SDC will develop a comprehensible and strategic advertising

campaign for mainstream and for local media. Partnerships will be developed with local cable

operators to intensify grass roots marketing.

Capacity building activities of community groups (Development Area Committees) were conducted

during the period, with focus on government protocol and communication plan development. The

next planning period will allow for inclusion of other groups, particularly the CDCs as they increase

their engagement with MDAs, donor agencies and other partners.

Websites & Social Networks: Social media such as Facebook, YouTube and Twitter are being

used to further promote the social programmes and activities of the Commission. The SDC

Facebook and Twitter page are updated with links to SDC articles and videos, photo gallery

highlighting various parish projects and weekly bulletins reminding SDC Troopers of upcoming

activities. This will continue in the new corporate plan period.

Cable partnership: The avenue of cable will be explored, and the SDC will pursue partnership

with reputable cable networks to transmit content developed by the SDC or developed in


conjunction with other partners. It is the intention to of the SDC to establish its own cable

channel by the end of the corporate plan period.

The Community Mobilization for Social Transformation (CMST) Programme: The

objective of this program is to influence and re-socialize communities in the core values of good

attitudes and behaviour modification to rekindle cultural norms of civility and patriotism as

well as to increase volunteerism. To this end three major areas will be pursued in the form of

healthy lifestyles education, civility and cultural mores and volunteerism. Community groups

will be introduced to a variety of events and opportunities designed to transmit positive values

to improve quality of life and involvement in community.

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.

The Wide Area Network (WAN) infrastructure was constructed and implemented island

wide (see Schema 2.1). The accounting centre of St. Mary continued to experience

challenges in connectivity from LIME, stemming from the theft of copper wires/cables

during the years 2010-11. This problem will be remedied in the ensuing period. The

purchase and implementation of the HRD software is another IT gap to be addressed in the

next period.

Schema 2.1: IT Infrastructure lay-out

Current Infrastructure: The Commission’s hardware inventory as at September 2013 is

shown in table 2.3. Most of the equipment listed are in suitable working order.


Table 2.3 IT Hardware Inventory

DESKTOP LAPTOP SERVER NETBOOKS P-COPIER PRINTER PROJECTOR SCANNER

HQ 38 24 3 0 1 11 3 3

KSA 23 3 1 1 1 3 0 0

ST THOMAS 5 1 0 1 1 1 0 0

ST CATHERINE 15 3 0 1 0 2 1 0

CLARENDON 10 2 0 0 0 2 0 0

MANCHESTER 14 3 0 0 1 2 1 0

ST ELIZABETH 6 2 0 0 1 2 2 0

WESTMORELAND 5 1 0 1 0 2 0 0

TRELAWNY 6 1 0 1 0 3 0 0

ST JAMES 9 2 1 0 0 2 0 0

HANOVER 2 1 0 0 0 1 0 0

ST ANN 4 1 0 1 0 1 0 0

ST MARY 4 1 0 1 1 1 0 0

PORTLAND 5 1 0 1 0 2 0 0

146 46 5 8 6 35 7 3

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 and will be linked to the

Volunteer’s Database.

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

the six-month period. Conducted by the JIS, the SDC website is now a vibrant and

informative tool used to interact with external stakeholders on critical events and other

tasks conducted by the Social Development Commission.

The SDC website was redesigned to enhance interactivity. Further work will be done in this

regard as it is the strategy of the Commission to use the website not only as a medium to

share information but also as a major component of an effective social marketing campaign.

Training:Training was conducted in two main areas:

- Website content management – aimed at increasing the capacity of the SDC PR team to

allow for faster creation and updates of SDC news items and other content vital to the

brand image of SDC.

- Microsoft PowerPoint training – conducted across all parishes as well as the Head

Office.


The IT capacity was also enhanced with the addition of four officers with specialist skills.

Training of IT staff as well as general staff will now be a priority. Greater sensitization to

ensure adherence to the new IT policy will also be an area of focus.

The Commission will continue to have a proactive approach to Information Technology, continuing

to address faults as they arise and maintaining a response time of 24 hours

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. Management and staff members will be sensitized to achieve

greater understanding and compliance, thus widening the management control mechanism.

This should lead to satisfactory, accurate and timely financial reports for inclusion in the

Annual Reports which are to be laid in parliament; and should also result in the elimination of

audit queries to avoid any appearance before the Public Accounts Committee of Parliament.

Financial Reports: The entity aims to be current with audited financial statements by 2017.

Administration

- Fixed Assets Recording and Management: Divisional operational procedural manuals are to

be developed to guide the operations in Fixed Asset Recording and Management, Records

Keeping and Storage, Property Management and Maintenance and Cost Savings.These will

be done within the first year of the corporate plan.


- Property Management and Maintenance: The Commission has implemented policies and

procedures for the management and maintenance of properties owned, leased or vested

in. However there still exist inconsistencies in the treatments applied. The development of

a procedure manual is essential if the Commission is to maximize the use of these assets.

The recent effort to work with the National Land Authority has resulted in some

improvements but this requires further commitment to expand and formalize the

procedures. Procedures relating to property maintenance as well as income generation

from use of property will be formalized within the first year of the corporate plan.

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 and Manchester offices are to be relocated.

A Container model will be explored for office use by Trelawny, Manchester and

Westmoreland. A detailed proposal will be submitted to the ministry within the first six

months of the new corporate plan period.

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. Chart 2.2 shows that average

consumption per office is high relative to size and that only two locations (Head office and

Clarendon), have managed to consistently reduce consumption over a three year period.

Table 2.4 Average KW Comsumption per parish 2011 – 2013

YEAR HO KMR St.

Thom

St.

Cath. Clar. Man. Han.

St.

Eliz.

St.

James Trel

St.

Ann

St.

Mary Port.

2011 10759 3451 1049 4314 1306 2671 244 605 2053 1217 1014 1550 1533

2012 10681 3354 1257 4367 1278 2071 322 888 1607 944 1251 1376 1721

2013 10252 3854 807 3835 1160 3102 356 986 2112 1039 1270 1451 1847

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.

The Strategic Audit Plan for 2014-2017 is divided into two main areas, namely financial and

operational. The financial segmentof the plan is formulated to examine the areas of expenditure,

budgets, and compliance with accounting standards and established policies and other related

financial data. The operational segment covers the efficiency and effectiveness of systems of

internal control (IC) procedures; electronic data processing and its associated control environment

within each designated auditable area.

Risk-based approach: The risk analysis will be utilized in formulating the detailed audit

plan for the financial year 2014/15. A risk-based approach is a cost effective way of

identifying and prioritizing the auditable areas within the Departments. With this approach

the auditors focus on areas most vulnerable to noncompliance and abuse.


3. PLANS AND PRIORITY PROGRAMMES 2014 - 2017

3.1. Priority Programmes:

The work of the Commission will be targeted within the context of nine major operational programs outlined in Table 6.1.

Table 3.1. Priority Programmes 2014-2017

Goal Programme/ Project

Strategies Performance Indicators Target & Cost 14/15

Target & Cost 15/16

Target & Cost 16/17

MAJOR PROGRAMMES

Advance the development of communities through an Integrated Community Development Strategy(ICDS)

Strengthening Participatory Governance Framework

Meetings/Workshops

Seminars/Focus groups

Community visits ‘Pon the corner’ Work days Joint initiatives

with LAs & MPs

# of CSOs Established 94 CSOs $6,200,000.00

95 CSOs $6,040,000.00

9 7CSOs $6,260,000.00

# of CSOs Revitalized 16 CSOs $320,000.00

16 CSOs $320,000.00

16 CSO $320,000.00

# of CSOs Assessed 200 CSOs $925,000.00

213 CSOs $1,000,000.00

200 CSOs $925,000.00

# of CSOs Strengthened 213 CSOs $4,805,000.00

213 CSOs $4,805,000.00

213 CSOs $4,805,000.00

Governance Capacity Grant Fund Programme (GCGP)

Use print & electronic media

Develop tracking mechanism

Case studies of Best Practices

# of Calls for proposals issued

3 3 3

Number of Grants disbursed 50 $5,000,000.00

50 $5,000,000.00

50 $5,000,000.00

# of Project activities implemented by recipients (using grant funds)

50 50 50

Parish Inter – agency networking (IAN)

Meetings Workshops/semina

rs Joint initiatives

# of IANs Established 1 $50,000.00

1 $50,000.00

-

# of IANS Strengthened IAN: seen through strengthened individual entities

3 $550,000.00

3 $550,000.00

3 $550,000.00





Target & Cost 15/16

Target & Cost 16/17

with Las Development of

Action/Strategic plan for all IAN member entities

Social Services Fairs

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

2 2 2

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

# of Community profiles

Completed

14 $3,500,000.00

14 $3,500,000.00

14 $3,750,000.00

# of DA Profiles Completed 2 $40,000.00

2 $60,000.00

2 $80,000.00

# of Parish Profiles

Completed

- - -

# of Profiles Validated 22 $220,000.00

22 $250,000.00

22 $280,000.00

# of Training Sessions Conducted

13 $130,000.00

13 $130,000.00

13 $130,000.00

# of Asset mapping exercises completed (GPS)

78 $50,000.00

78 $50,000.00

78 $50,000.00

# of Asset maps Completed (GIS)

135 $0.00

135 $0.00

136 $0.00

# of national community listings Updated

2 $10,000.00

2 $10,000.00

2 $10,000.00

# of Community boundaries Redefined

83 $400,000.00

84 $400,000.00

-

# of Community Shapefiles Completed

83 $50,000.00

84 50, 000.00

-

Priority Planning and project

Meetings/Workshops

# of Community Priority

Plans produced

40 $2,000,000.00

40 $2,500,000.00

40 $3,000,000.00





Target & Cost 15/16

Target & Cost 16/17

development Seminars/Focus groups

Stakeholder analysis and mobilization

# of Projects developed and

submitted

14 $1,000,000.00

14 $1,200,000.00

14 $1,400,000.00

# of Projects implemented 14 $7,000,000.00

14 $8,000,000.00

14 $9,000,000.00

Community Action for Improvement in Education Program

Establish partnership with school and community

Support School Improvement Plan

Organize and support interventions

# of School Improvement

Plans (SIP)

developed/supported

39 $1,000,00.00

39 $1,500,00.00

39 $2,000,00.00

# of Actions from SIP

implemented with

community support

39 $5,000,000.00

39 $6,000,000.00

39 $7,000,000.00

Sports for Community Development Program

Execute National Community Twenty/20 Cricket Competition

National Communities

Twenty/20 Cricket

Competition Implemented

1 $30,000,000.00

1 $33,000,000.0

0

1 $35,000,000.0

0

Execute National Community Netball Competition implemented

National Communities

Netball Competition

Implemented

1 $12,000,000.00

1 $14,000,000.0

0

1 $15,000,000.0

0

Coordinate the efforts of citizens, government and non-government organizations

Local Economic Development Support Program (LEDSP)

Capacity Development of Staff & CSOs

Business Plans Development

Business Fora Database

# of Capacity Building

sessions with staff held

50 $5,000,000.00

50 $5,500,000.00

# of Capacity Building

sessions with communities

held

40 $10,000,000.00

50 $11,000,000.0

0

50 $11,000,000.0

0





Target & Cost 15/16

Target & Cost 16/17

involved in local economic development initiatives through a local economic development strategy.

Development & Maintenance

Establish Community Enterprise Incentive Scheme

# of Business Plans Developed

50 $5,000,000.00

50 $5,000,000.00

50 $5,000,000.00

# of LED Workshops/ seminars held

14 $3,500,000.00

14 $4,000,000.00

14 $6,000,000.00

# of Business Fairs staged 14 $2,000,000.00

14 $3,000,000.00

14 $4,000,000.00

LED Database updated 1 $2,000,000.00

1 $2,000,000.00

1 $2,000,000.00

Reference catalogue of Business Services maintained

1 $50,000.00

1 $50,000.00

1 $50,000.00

Community Entrepreneurship incentive scheme implemented

1 $10,000,000.00

1 $11,000,000.0

0

1 $12,000,000.0

0

MAJOR PROJECTS


Table 3.2

Social Development Commission Programme Matrix 2014-17

NAME OF PROGRAMME DEFINITION OBJECTIVES ACTIVITIES

Strengthening of the


Framework Programme

The Participatory Governance Framework highlights the

relationship between the various levels of governance

structures. The Strengthening of the PGF programme seeks

to increase participation in local governance by establishing

and building the capacity of community organizations to

participate in decision making at all levels.

Empower citizens to

participate in the

governance of their local

spaces through a 3%

increase in the number of

active governance

groups.

Establish CSOs

Reactivate defunct CSOs

Assess CSOs

Build Capacity of CSOs

Governance Capacity Grant

Fund

The Grant Fund is a dedicated source of monies that seeks

to improve the operations of structures through capacity

building and the facilitation of partnerships.

Build the capacity of 150

local groups though the

issuance of twelve calls

for proposals

Issue calls for proposals

to PGF

Disburse grants to

groups

Monitor and Evaluate

grant projects

implemented by

recipients

Parish Inter – agency

networks

The inter-agency networkprogramme seeks to improve the

quality of service delivery to residents through effective

and efficient collaboration among service providers.

Promote effective

collaboration through the

establishment and

maintenance of 13 parish

inter-agency networks

Establish IAN

Implement Joint

interventions

Provide Forums for

planning,

implementation and

monitoring

Community Research and

Database

This programme produces and updates data and

information that are needed for local and national planning

Create and maintain

database of

community maps

Data Collection

(mapping, household

surveys, secondary data


Table 3.2



(GIS) and profiles

(Community, DA and

Parish)

Share Data with

Stakeholders

Capacity Building of

Staff and Community

in Research and Data

Analysis

Increase the pool of

locally disaggregated

data

search, community

meetings etc.)

Profile Writing (Data

Processing, Data

Analysis

Profile Validation

Complete national

listings of stakeholders

and selected community

facilities

Deliver research

training to staff and

community members

Periodic review and

updating of data

Local Economic

Development Support

Program (LEDSP)

Local economic development is a process which brings

together different partners in a local area to work together

and harness local resources for sustainable economic

growth. The LEDSP is focused on the development of

interventions aimed at bolstering viable economic

enterprise and the shaping of a culture of productivity that

will result in growth in the local economy primarily at the

community level

To improve the

socio-economic

status / profile of the

community

To stimulate

sustainable growth

and development

Database Development

and Maintenance

Fact Finding Missions

Business Plans

Development

Seminars/Workshops

Business Expos

Website Development

and Maintenance

Case

Studies/Documentary

Funding Guide

Create: “How to

Establish LED” Manual

Priority Planning and A systematic process used to engage communities in To formulate priority Workshops


Table 3.2



project development determining and defining immediate, short and long term

priority issues and remedial activities. The resulting plan

will reflect a suite of actions from which project ideas and

formulation will emerge and the requisite funding sources

and stakeholders engaged.

plans for all 783

communities

To engage in

improved project /

program

development by

using Priority Plans

to inform the process

To increase number

of projects /

programs developed

at the parish and

national levels

Seminars

Formulate Priority Plans

Partnership

development

Project documentation

and submissions

Project implementation

and evaluation

Analysis Reports of

priority trends

Community Action for

Improvement in Education

Program

An intervention geared towards achieving improved

educational outcomes via bolstering community

participation in the education system particularly at the

Primary and All Age levels. Targeted stakeholders will

include MOE, Education Officers (EOs), PTAs, School

Boards, CSOs, business community within the confines of

the school plant as well as from communities from which

students are drawn.

Improved

community/school

relationships

resulting in stronger

PTAs

Promote greater

community

participant in the

realization of actions

identified in schools’

improvement plans

(SIPs)

Provide the link for

stakeholders to

contribute to the

holistic development

Secondary Research to

establish baseline data

Primary Research and

the establishment of

tracking matrices

Meetings with MOE,

EOs, Principals School

Boards and PTAs

Community meetings

Project formulation and

implementation

Prepare SIPs in

conjunction with School

Boards etc

Strengthening activities

with targeted

stakeholders


Table 3.2



of schools and their

constituents

Sports for community

development

The program is aimed to promote social inclusion, reduce

barriers, increase participation and promote personal,

social and community development

To improve

community relations

and camaraderie

To strengthen self-

esteem and

confidence

To promote Youth

Inclusion

To build capacities in

events planning

National Cricket

National Netball

Parish based Sports

projects

Workshops/Seminars


4. BUDGET

Table 4.1 Budget Forecast 2014-17 and Actual Expenditure 2013-14

Item & Programme

Actual Expenditure (Year to Date) 13/14 (J$ 000)

Estimates of Expenditure

14/15 (J$ 000)

Projections 15/16

(J$ 000)

Projections 16/17 (J$ 000)

RECURRENT

Programme Name & No.

Compensation $415,656,435.00 $432,930,298.00 $497,869,842.70 $510,316,588.77

Travel Expenses $100,045,481.00 $101,002,040.00 $116,152,346.00 $119,056,154.65

Rental of Property $6,305,098.00 $6,969,790.00 $8,015,258.50 $8,215,639.96

Public Utilities $27,293,677.00 $27,293,677.00 $31,387,728.55 $32,172,421.76

Purchase of Goods and Services $40,205,622.00 $47,698,783.00 $54,853,600.45 $56,224,940.46

Grants and Contributions $60,000.00 $60,000.00 $69,000.00 $70,725.00

Purchase of Equipment $3,471,305.00 $8,817,500.00 $10,140,125.00 $10,393,628.13

Sub-total Recurrent (Dept/PB) $593,037,618.00 $624,772,088.00 $718,487,901.20 $736,450,098.73

CAPITAL A


Participatory Governance Framework

$4,002,188.74 $12,300,000.00 $12,215,000.00 $12,310,000.00

Local Economic Development Support Program (LEDSP)

$2,388,390.69 $37,550,000.00 $41,550,000.00 $40,050,000.00

Governance Capacity Grant Fund $3,000,000.00 $5,000,000.00 $5,000,000.00 $5,000,000.00

Parish Inter – Agency Networking $100,000.00 $550,000.00 $550,000.00 $550,000.00

Community Research and Data Base

$9,974,616.31 $4,400,000.00 $4,450,000.00 $4,300,000.00

Priority Planning and Project Development

$2,142,312.54 $10,000,000.00 $11,700,000.00 $13,400,000.00

Community Action for Improvement in Education Program

$0.00 $6,000,000.00 $7,500,000.00 $9,000,000.00

Sports for Community Development

$22,049,308.00 $42,000,000.00 $44,000,000.00 $45,000,000.00

Public relations $260,346.00 $6,500,000.00 $7,000,000.00 $8,500,000.00

Sub-total Capital A (Dept/PB) $43,917,162.28 $124,300,000.00 $133,965,000.00 $138,110,000.00


CAPITAL B

Major Department/Public Body


Sub-total Capital B (Dept/PB)

APPROPRIATIONS IN AID


RECURRENT

Compensation $2,429,342.00 $3,854,294.00 $2,698,005.80 $1,618,803.48

Travel Expenses $6,930,305.00 $11,568,040.00 $8,097,628.00 $4,858,576.80

Rental of Property $1,229,755.00 $0.00 $0.00

Public Utilities $9,845,704.00 $9,266,677.00 $6,486,673.90 $3,892,004.34

Purchase of Goods and Services $3,717,418.00 $8,028,783.00 $5,620,148.10 $3,372,088.86

Grants and Contributions $9,000,000.00 $0.00 $0.00

Purchase of Equipment $2,530,642.00 $4,817,500.00 $3,372,250.00 $2,023,350.00

Sub-total Appropriations in Aid (Dept/PB)

$35,683,166.00 $37,535,294.00 $26,274,705.80 $15,764,823.48

TOTAL FUNDING REQUIREMENT

Total Recurrent $593,037,618.00 $624,772,088.00 $718,487,901.20 $736,450,098.73

Total Capital A $43,917,162.28 $124,300,000.00 $133,965,000.00 $138,110,000.00

Total Capital B

Total Appropriations in Aid $35,683,166.00 $37,535,294.00 $26,274,705.80 $15,764,823.48

Total Funding Requirement $672,637,946.28 $786,607,382.00 $878,727,607.00 $890,324,922.21


5. APPENDIX

Appendix A: Performance Goals - detailed 2014/17

Performance Goals Year 1

March 2015

Year 2

March 2016

Year 3

March 2017

7. Active and functioning community groups 556 573 587

a. CDCs 486 496 506

b. DACs 58 64 68

c. PDCs 12 13 13

8. Community groups participating in and

benefitting from local economic development

initiatives

76 140 213

a. CDCs 60 108 150

b. DACs 10 30 50

c. PDCs 6 12 13

9. Available community profiles 727 747 767

10. Available priority plans 263 313 363

11. Communities with active community action for

improvement in education programme

160 480 480

12. Communities participating in sports for


400 450 500


Appendix B 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 Management Systems

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)

Successive Corporate Plans

M & E Framework: Operation plans, PAR sessions,

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 Registry

Annual Corporate review

Vision 2030 /National Development Plan

Social Media

Brand IDPs, Private -

Public Sector Partnerships

Increased focus

on Livelihood approach to community Development

Imminent

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

Local Governance

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

Continued


Appendix B SWOT Analysis

STRENGTHS DESCRIPTION OPTIONS FOR PRESERVING

OR ENHANCING EACH STRENGTH

OPPORTUNITIES DESCRIPTION OPTIONS FOR TAKING ADVANTAGE OF EACH

OPPORTUNITY

Legal Framework

Communities

database

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

Review of the

existing Legislation

Sourcing adequate resources to maintain database

Periodic updating

passage of Local Governance Act

Placement in the

Ministry of Local Government & Community Development

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)

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

Gaps in Management

Managerial staffs’ abilities to administer and supervise

Untimely response to

organizational

Increased number of training sessions held annually

Adherence to

standards

The Economy

Decline in the national GDP

Decreased volunteerism

Migration Public Sector Wage

freeze

Implement creative measures to bolster economic livelihoods and volunteerism



WEAKNESS



THREAT / CHALLENGE

processes Insufficient

resources

Aesthetics of

Offices

Lack Health and Wellness program

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

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

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 credibility of the

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



WEAKNESS



THREAT / CHALLENGE

Crime and Violence

Climate change, natural and man-made disasters

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

Social Development Commission – Corporate Plan 2014-17

49

Appendix C

RISK MANAGEMENT MATRIX

Programme/Project/Policy

Initiative Risks Impact Probability

Mitigating

Measure/Response

Year 1 Year 2 Year 3

14/15 15/16 16/17

I. Strengthening


Framework Programme

Further delay

in the passage

of the Local

Governance

Acts can.

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. Governance Capacity

Grant Fund Programme

(GCGP)

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.


50

Appendix C




Mitigating

Measure/Response


14/15 15/16 16/17

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.

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


51

Appendix C




Mitigating

Measure/Response


14/15 15/16 16/17

VII. Community Action for

Improvement in

Education

Limited

support of

communities

and MOE

officers

Poor

performance

of schools in

select

communities

High Sharing – The Commission will

heighten partnerships with

local MoE representatives as

well as to ramp up stakeholder

involvement at the local level

VIII. 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.

IX. Community Mobilization

for Transformation

Program

Limited

support and

participation

of community

leadership

Limited

awareness of

civic and

international

dates/events

Low Reduction – SDC will conduct

timely sensitization efforts, as

well as invite the community

groups to own and lead the

process.


52

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 groups11

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 Improve educational outcomes Increased attendance at school at all levels

Increased number of children gaining

mastery of the grade 4 literacy test

Increased number of passes including

maths and/or English at the secondary

level

Increased advocacy for reduced teacher to

student ratio at the primary and

secondary level

Improved educational facilities at all levels

Improved nutrition of children at the early

childhood and primary levels

Improve the level of community

involvement in schools – strengthening

PTAs

Increased advocacy for school

improvement

4 Enhance community safety and security Increased advocacy for reformed and

modernized system of law enforcement

11Contingent on the promulgation of the Local Government Reform act.


53

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

5 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

Increase partnerships with agencies with

youth programs/focus

6 Improve Parenting and family life Promotion of the family as the central unit

of development

Increased engagement at the community

level through ‘parents place’

Strengthened PTAs in all schools with

emphasis at the early childhood and

primary level

Increase in the number of positive

engagements for socialization support of

teenage girls

Mainstreaming gender equality and

human rights

7 Increase environmental awareness, Healthy

Lifestyle and good practices

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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