Vision 2030 Jamaica

National Development Plan

ExcerptsfromDra/MediumTermSocio-economicPolicyFramework(MTF)2018-2021

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

Vision 2030 Jamaica – National Development Plan Vision 2030 Jamaica – Na2onal Development Plan, the country’s first long-term strategicdevelopment plan, provides a comprehensive planning framework in which the economic,social, environmental and governance aspects of na2onal development are integrated. ThePlan,whichwas approved in Parliament in 2009, is intended to put Jamaica in a posi2on toachievedevelopedcountrystatusby2030andisbasedonthevisionstatement:“Jamaica,theplaceofchoicetolive,work,raisefamiliesanddobusiness”.Thisvisionstatementembodiestheclearmessagethatemergedfromtheinclusiveplandevelopmentprocessandencapsulatestheyearningofourpeopleforasecureandprosperousfuture.Itcallsforeveryci2zentopar2cipateinboththeresponsibili2esandbenefitsofna2onaldevelopment…asafundamentalstrategytoadvanceourna2on’sprogress.

EnsuringasecureandprosperousfutureforallJamaicansrequiresamajortransforma2onfromamiddleincomedevelopingcountrytoacountrywhichcanafforditsci2zensahighqualityoflifeandworld-classstandardsinarangeofareas–educa2on,healthcare,nutri2on,civilityandsocial order, access to environmental goods and services such as clean air andwater amongothers. Fundamental to this is ensuring that as a country we take the necessary steps toadvancing a sustainable society by integra2ng and balancing the economic, social,environmental and governance components of na2onal development… towardsmee2ng “theneedsofthepresentgenera<onwithoutcompromisingtheabilityoffuturegenera<onstomeettheirownneeds”.

Vision 2030 Jamaica therefore introduces anewparadigm,whichsince itspromulga2onhas con2nued to redefine the strategicdirec2onforJamaica–onewhichputsusona different path – a path to sustainableprosperity – one that moves us fromdependenceonthelowerformsofcapitaltodeveloping and sustaining the higher formsof capital –our cultural, human, knowledgeand ins2tu2onal capital stocks to move usinto the higher stages of development butalso posi2on us to add value to the lowerforms of capital… moving us into aninnova2on-driven stage of development.Whilstexploi2ng the lower formsof capital,for example, our natural resources fortourism, bauxite, agriculture among others,providesthefounda2onfordevelopment,itisthehigherformsofcapitalthatwillenableustocreatethelevelsofprosperityrequiredforsustainedeconomicandsocialdevelopment.

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Vision 2030 Jamaica is built on a results-based management framework (RBM) and focusesa[en2ononachievingourna2onalgoalsandoutcomes,establishingindicatorsandtargetsformonitoringprocessofourdevelopmentagendaandallowingustotakecorrec2veac2onalongthewaytherebyfacilita2ngcon2nuousimprovement.

A dis2nguishing feature of Vision 2030 Jamaica is its focus on implementa2on andaccountability. At the heart of this is an emphasis on priori2za2on and ac2on. Vision 2030Jamaica is implementedthroughaseriesofMediumTermSocio-EconomicPolicyFrameworks(MTFs), which iden2fy the priority strategies and ac2ons under each of the country’s 15na2onaloutcomesforeachthree-yearperiodfrom2009to2030.

Keya[ributesofthena2onaldevelopmentplan:• Ithasalong-termplanninghorizonwithastrategicfocus• Enjoysbi-Par2sansupport

• Isunderpinnedbyhighlevelsofstakeholderinvolvementandengagement

• Takesintoaccounttheviewsandaspira2onsofourchildrenandyouth

• Isunderpinnedbyawell-definedimplementa2onframework,theMedium-TermSocio-EconomicPolicyFramework(MTF)

• Has a robustmonitoring and evalua2on framework comprising indicators and interimtargetsthatallowforthequan2ta2veassessmentofprogress

• It is underpinned by the principles of sustainability and ensures that all areas ofdevelopment–economic,social,andenvironmentalaretakenintoaccount

• Is easily aligned with key na2onal and interna2onal frameworks – the most recentexamplebeingAgenda2030–SustainableDevelopmentGoalswhichareexpectedtobeachievedthroughtheimplementa2onofVision2030Jamaica

• Hasastrongfocusontransparencyandaccountabilitybyundertakingandmakingpublicitsperformancereportsandthecountry’sdevelopmentresults

Medium Term Socio-Economic Policy Framework 2018 - 2021 TheMediumTermSocio-EconomicPolicyFramework(MTF)istheimplementa2onframeworkofVision2003Jamaica–Na2onalDevelopmentPlan,andisalignedtotheoverallvision,goalsandna2onaloutcomesofVision2030Jamaica–Na2onalDevelopmentPlanandallowsforastageby stage opera2onaliza2on of the long-term Na2onal Development Plan. It is animplementa2on framework underpinned by an extensive strategic planning and priori2za2onprocesstoguidestakeholderstoachievethegoalsandoutcomesofthelong-termdevelopmentplan.

EachMTF therefore serves as a companiondocument to theVision 2030 Jamaica –Na2onalDevelopment Plan, comprising the medium term priority strategies and ac2ons that will bepursued in the implementa2on of the Plan. TheMTF is alignedwith the country’s long-termvision,goalsandna2onaloutcomesascontainedintheNDPandallowsforimplementa2onthatincorporatescon2nuousimprovement.

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MTF2018–2021isthe4thmediumtermstrategicprogrammetoadvancetheimplementa2onof the Vision 2030 Jamaica – Na2onal Development Plan.MTF 2018 - 2021 is based on thena2on’s development aspira2ons and guiding principles as ar2culated in the country’s long-termdevelopmentplanandisalignedtoAgenda2030SustainableDevelopmentGoals(SDGs)MTF 2018 - 2021 will consolidate the gains made in the previous MTFs for 2009-2012,2012-2015and2015 -2018and strengthen the founda2ons forachieving the country’s long-term results, taking into account the many opportuni2es that surround us, the currentdevelopmentalchallengesweareconfrontedwithandtheglobalcontext.

The prepara2on process for theMTF was led by the Vision 2030 Jamaica Secretariat at thePlanning Ins2tuteof Jamaica(PIOJ)whichensuredhigh levelsofstakeholderconsulta2onandinput and thepar2cipa2onofover600 key stakeholders from thepublic andprivate sectors,civil society organiza2ons, interna2onal development partners and youth and children. MTF2018 – 2021 process recognizes and took into account other planning documents andframeworkssuchas:CabinetPriori2es,theEconomicGrowthCouncil’s“CalltoAc<on”,WholeofGovernmentBusiness Plan, the corporate andopera2onal plans of governmentministries,departments and agencies (MDAs); Agenda 2030 Sustainable Development Goals and theassociated targets under each goal as well as the defined SDG accelerators contained in“Jamaica’sRoadMapfortheImplementa2onoftheSDGs”,amongothers.

MTF2018–2021thereforepresents themedium-termdevelopmentpriori2es,strategiesandac2ons to be pursued under each of the 15 Na2onal Outcomes under Vision 2030 Jamaica,including the nine (9) goods- and services-producing industries underNa2onalOutcome #12(Interna2onallyCompe22veIndustryStructures).Itsetsoutthe2meframeforimplementa2onoftheprioritystrategiesandac2onsforeachofthe15Na2onalOutcomes,aswellasthemainagenciesandstakeholdersresponsibleforimplementa2onofeachprioritystrategyandac2on.Inaddi2on, itpresents thekeyna2onal indicatorsand targets thatwillprovideaquan2ta2veframeworkformeasuringtheprogresstowardachievementofMTF2018-2021andthelong-termgoalsandoutcomesofVision2030Jamaica.

Today,Jamaicacon2nuestofacemanychallenges–rangingfromeconomic,socialandna2onalsecuritychallenges,pressuresonitsnaturalenvironment,andtheincreasingimpactsofglobalclimatechange.Notwithstanding,therecon2nuestobeconsensusbystakeholdersontheneedto undertake fundamental reforms to consolidate our macroeconomic gains over the years,improveourinterna2onalcompe22veness,undertakeholis2cdevelopmentinourmostvola2leandat-riskcommuni2es,protectthemostvulnerablegroupsinoursociety,andstrengthentheresilience of our built and natural environments. MTF 2018 - 2021 presents the prioritystrategies and ac2ons over themedium term and serves as a framework for all Jamaicans –those inthepublicandprivatesectorsand incivilsociety,alongwithour ins2tu2onsandourdevelopment partners to work towards the achievement of the our country’s agreeddevelopmentgoalswithinthiscommondevelopmentframework,

ensuring a secure and prosperous future for our people… and making “Jamaica, the place of choice, to live, work, raise families and do business”

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The Jamaica We Want by 2030 The Jamaica we want by 2030 isone in which each Jamaican cansecure sustained and broad-basedimprovement in his/her quality oflife and one in which our countrycan transform into “the place ofchoice to live,work, raise familiesand do business”. In other wordswhat we want is sustainableprosperity and inclusive growth,equityandgoodgovernance.

To achieve this, Vision 2030Jamaica - Na2onal DevelopmentPlan ar2culates a comprehensiveand integrated strategy aroundfour 4 na2onal goals and 15na2onaloutcomesaspresented inFigure1.TheseNa2onalGoalsarem u t u a l l y r e i n f o r c i n g a n dsynergis2c in design, and theirachievementcannotbe realized inisola2on from each other. Thesegoalsandtheirassociatedna2onaloutcomes, along with na2onalstrategies, programmes, projectsandac2vi2escollec2velyrepresenta development planning approacht h a t i s b r o a d i n s c o p e ,par2cipatory in des ign andimplementa2on, long-term in reach and transforma2onal in character. Vision 2030 Jamaicathereforeprovidesacomprehensiveframeworkinwhichthelinkagesamongeconomic,social,environmental and governance spheres of development are made, and presents a broadstrategic thrust for the transforma2on of the Jamaican economy and society towardssustainabledevelopmentandprosperityfortheJamaicanpeople.

By focusing on sustainable development, the Plan ensures that the three dimensions ofsustainabilityarefullyintegratedwithinaResults-BasedManagement(RBM)Framework. Thefourgoalsand15na2onaloutcomesofVision2030Jamaicacoverthesethreedimensions:goals1 and 2 are social goals; goal 3 is an economic goal; and goal 4 is an environmental goal.Addi2onally,thedesignandplanimplementa2onframeworksofVison2030Jamaicacomprisekey prerequisites for the realiza2on of development prac2ce that integrates the threedimensionsofsustainability.Theseinclude:

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• Thelongtermhorizonoftheplanwhichcoversa21-yearimplementa2onperiod;

• A people-centred approach to development, which directs guiding principles thatencompass the three dimensions of sustainable development and good governance,includingpartnershipandtransparencyandaccountability;

• An outcomes based medium term planning framework, which centres on theachievement of outcomes through a mul2-dimensional strategic framework thatrequiresintersectoralandcrosssectoralcollabora2ons;

• A monitoring and evalua2on framework - characterized by na2onal outcome/impactindicatorsalignedwiththegoalsandoutcomes;andrepresenta2veofthe3dimensionsofsustainability.

The Alignment of Vision 2030 Jamaica with the Sustainable Development Goals Vision 2030 Jamaica serves as the axis around which efforts to achieve the SustainableDevelopmentGoalswillbeorganized.TheSDGswereadoptedbythe193MemberStatesoftheUnited Na2ons in September 2015 and came into force on January 1, 2016. This landmarkagreementenvisionsthecrea2onofabe[erworldthatisfreeofpovertyandunderpinnedbyuniversalpeaceandwhere‘nooneislenbehind’.TheSDGsisthereforeanagendatoadvance-People,Planet,Prosperity,PeaceandPartnership(5Ps).ThisisnotdissimilartotheoverarchingvisionofJamaicaandthegoalsandoutcomescontainedintheNa2onalDevelopmentPlan. Infact, Vision 2030 Jamaica served as the framework for the development of the country’sNa2onalOutcomeDocumentfortheSDGs.

Vision2030Jamaica’sposi2onregardingtheimplementa2onofAgenda2030wascementedintheRoadMap forSDG Implementa<on in Jamaica ,which iden2fiesVision2030 Jamaicaand1

specifically the Medium Term Socio-Economic Policy Framework (MTF) as the vehicle forimplementa2on of the Agenda. The Road Map states a 91 per cent alignment betweenJamaica’s na2onal development agenda and the SDGs; and presents a broad framework for2

strengtheningthePlanImplementa2onprocesstowardsacceleratedconcurrentachievementofJamaica’s na2onal development goals and outcomes, and the SDGs. The areas covered toaccelerate the achievement of the goals include: an ac2on framework; financing; datamonitoring and repor2ng; coordina2on – ins2tu2onal mechanisms; and advocacy. Therecommenda2onshavebeen incorporated inMTF2018-2021withtheacceleratorsalignedtopriori2zedstrategicac2onsbeingpursuedtoadvancetheachievementof the4Goalsand15Na2onalOutcomesofVision2030Jamaica.

ApprovedbyCabinetinJune20171

Themajorpolicy,strategicandplanningdocumentswereexamined,includingVision2030Jamaica–Na2onal2

DevelopmentPlantowhichtheotherdocumentsarealigned.

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UnderMediumTermSocio-EconomicPolicyFramework(MTF)2018-2021,Jamaicawilladvancethemainstreamingof the 2030Agenda and its 17 SDGswithin the implementa2onofVision2030Jamaica.MTF2018-2021showsthefollowingalignments:

• The alignment of the Na2onal Outcomes (of the 4 Na2onal Goals) of Vision 2030JamaicaandtheSDGs

• ThealignmentoftheprioritysectorstrategiestoadvanceeachNa2onalOutcomewithrelevantSDGtargets(seetableofpriori2esforeachoutcome)

• A general alignment of relevant SDG indicators with the priori2es being pursued toadvancetheachievementofeachna2onaloutcome

Keypriori2esfortheperiod2018-2021toadvancethemainstreamingofAgenda2030inVision2030JamaicaPlanImplementa2onandbuildJamaica’scapacityformonitoringandrepor2ngontheSDGsinclude:

• Strengthening the coordina2on mechanisms for mainstreaming, and monitoring andrepor2ngontheSDGs

• Buildingna2onalcapacityforaligningtheSDGsandrespec2vetargetswithna2onalandlocalleveldevelopmentprocesses–beyondplanningtoac2on

• Buildingna2onaldataandsta2s2calcapacity,whichwillsupportthemonitoringoftheSDGsGlobalIndicators

• Building na2onal capacity for achieving policy coherence in advancing integratedsustainableandinclusivedevelopment

• PreparingreportsonJamaica’sprogressinimplemen2ngandmonitoringtheSDGs

Financing Vision 2030 Jamaica – Financing Our Country’s Development Itiswellrecognizedgloballythatfinancingfordevelopmentisacomplextaskandwouldrequirecoordina2onamongpublicandprivatesectors,publicsectorandtheinterna2onaldevelopmentpartner community and also coordina2on with civil society organiza2ons. Coupled withcoordina2onwouldbetheneedformeaningfulcommitmentofallstakeholders.Resourcesfortheimplementa2onofMTF2018-2021willcomefromarangeofsources, includingtheGOJbudget (CapitalA andB), private sector investments, civil society organiza2ons, IDPs and theDiaspora.Investmentsarerequired,bothintheprivatesectortosustainandincreaseeconomicac2vity,andinthepublicsectortoprovidetheenablingenvironment,frameworkandimpetusfor growth and development. Some of the key assump2ons underlying support for MTF2015-2018arethat:

• Improvementsineconomicgrowthwilloccur• Domes2crevenuecollec2onwillimprove• Monitoringandevalua2onwillbestrengthenedtoensureeffec2veuseofpublic

resources• Public-privatepartnershipswillbeenhanced,facilita2ngimplementa2onofpriori2es• Therewillbefurtherimprovementinthebusinessenvironment

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• Therewillbeongoingsupportfromtheinterna2onaldevelopmentcommunitytowardstheimplementa2onofspecificprojectsandprogrammesthatwillyieldhigheconomicandsocialreturns

• Lowerenergy(oil)priceshavethepoten2altoreducebalanceoftradedeficitsandthereforeincreasefiscalresourcesforotherpurposes

Aswasthecasewiththe3previousMTFs,emphasiswillbeplacedonensuringthatplanning,budge2ngandresourcealloca2onmechanismsaresuccessfullyalignedand integratedfor theimplementa2onofMTF2018–2021priori2es. TheMinistryofFinanceandthePublicServiceplaysapre-eminentdirectroleinresourcealloca2onwithinthepublicsector,primarilythroughthe fiscal budget, as well as an indirect role in broader resource alloca2on across sectorsthrough the impact of its policies rela2ng to taxa2on, incen2ves and other macroeconomicinstruments. The MFPS also is expected to play a role in ensuring that resources are usedeffec2velybybeingacentralpartofthemonitoringprocessandbyenforcingaccountability.

Inordertoensureeffec2veresourcealloca2onwithinthepublicsectorfortheimplementa2onofMTF2018-2021,thefollowingstepswillbetaken:

• Ongoingalignmentofthethree-yearcorporate/strategicbusinessplansandone-yearopera2onalPlansofMDAswiththestrategiesandac2onsoftheMTF

• Ensuringconsistencyofthefiscalbudgetwiththethree-yearcorporate/strategicbusinessplansandone-yearopera2onalplansofMDAs

• Ensuringthateffec2veresourcealloca2onmechanismsaredeveloped,strengthenedandu2lized

The Relevance of Vision 2030 Jamaica for the Future The following key elements support the importance of Vision 2030 Jamaica – Na2onalDevelopmentPlanto2030.

• ThePlancon2nuestoendureana2onaldevelopmentplanningframeworkunderpinnedbystrongconsensusofawiderangeofstakeholders

• It hasbeenbenchmarked to regional and global best prac2ces and is considered as abestprac2ceindevelopmentplanninginLa2nAmericaandtheCaribbean

• It supports deepening integra2on with results-based planning, budge2ng andmonitoringandevalua2on(M&E)processesinGoJ

• ItisacceptedandusedbyIDPsasbasisforprepara2onofcountrystrategyprogrammesforJamaica

• Itiseffec2velyalignmentwithAgenda2030SustainableDevelopmentGoals(SDGs)• Addresseslong-termsustainabledevelopmentchallengesincludingclimatechange• It is built on and supports a highly par2cipatory planning processes open to all

stakeholders• Itisopentoinnova2onandbuiltoncon2nuousimprovementwiththeMTFplayingakey

roleinfacilita2ngcon2nuousimprovementandallowingforchangestobemadealongtheway

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