Overview. Vision 2030 Jamaica National Development Plan

Transcription

1 Overview Vision 2030 Jamaica National Development Plan Jamaica has embarked upon the preparation of a 25-year National Development Plan - Vision 2030 Jamaica, which is expected to put the country on a path to achieve developed country status by the year The Plan is based on a comprehensive vision: Jamaica the place of choice to live, work, raise families, and do business; and on Guiding Principles which put people at the centre of Jamaica s transformation. An innovative and dynamic planning model, Threshold 21 (T21) Jamaica which is built on the System Dynamics methodology, has been customized by the Millennium Institute and the Planning Institute of Jamaica (PIOJ), as the quantitative tool to guide the preparation of Vision 2030 Jamaica. Among its many positive attributes the model brings a more coherent, collaborative, efficient and transparent approach to the process of national development planning. As a quantitative planning tool it supports the integration of economic, environmental and social elements of the society; and provides scenarios of future long term outcomes and project consequences of different strategies across a range of indicators. In addition, it will enable planners to trace causes of changes in any variable or indicator back to the assumptions. Against this background, the Plan will: be comprehensive and cohesive; involve participation of key stakeholders; build on previous achievements: and incorporate lessons learned from previous initiatives. 1

2 The Plan is being developed with broad-based support across every strata of the society. The PIOJ, in its role as the main planning agency in Jamaica, is leading and facilitating this collaborative process, incorporating the support from private sector groups, civil society and in the Diaspora. It will represent an integration of the thirty-two draft Sector Plans prepared by Task Forces comprising over 600 people from public and private sector bodies, civil society and International Development Partners and outline how we will achieve economic, social, and environmental well-being by: identifying long-term goals and outcomes presenting national and sector strategies for achieving the outcomes proposing some outcome indicators to measure performance over the long-term identifying key strategies and actions for years 1 3 presenting the framework for the implementation of the Plan presenting the monitoring and evaluation framework Importantly, Vision 2030 Jamaica, National Development Plan will reflect the feedback and opinions of a wide cross-section of the society, obtained through extensive islandwide consultations with key stakeholder groups, including the public and the youth. History of previous development planning in Jamaica Since 1955, Jamaica has had a series of Five-Year Development Plans, the last one undertaken being for the period Subsequently, priority policies of Government have been embodied in the National Industrial Policy and in a series of 3-year roll-over Medium Term Policy Framework (MTF) which articulated the Government s socio-economic policies, anchored in the Public 2

3 Sector Investment Programme (PSIP). With the emergence of a focus on sustainable development, policy making has, in recent years, adopted a more integrated and participatory approach. Since the preparation of the last Five-Year Plan ( ), the impact of the reform efforts of the 1990s, as well as the rapid process of globalization, resulted in far reaching changes in the structure of the Jamaican economy. With these changes, the existing planning and economic models became increasingly limited in scope as they could not adequately reflect the new structural reality. Major weaknesses of previous development plans: Short term in horizon, and thus not strategically focused for long term development Weak synergies existed between targets, indicators, and budget Lack of timely and adequate resources to support implementation Ineffective implementation & monitoring framework Limited buy-in and ownership by the society There was limited involvement by non-state actors resulting in their non ownership of the process Vision 2030 Jamaica will incorporate the positives of the past by adopting the monitoring and implementation framework which established indicators and targets, with the MTF. THE GUIDING PRINCIPLES Vision 2030 Jamaica is based on the Guiding Principles listed below. 3

4 These Guiding Principles prioritize the elements which are absolutely critical for enhancing the quality of life of all Jamaicans and for the country s achievement of world class standards in specific or predetermined areas. NATIONAL GOALS Vision 2030 Jamaica is built on four strategic goals for our country s development. They give greater articulation to our vision statement and are the pillars on which the new paradigm for Jamaica s sustainable prosperity rests. These goals are: 4

5 Operationally, the four national goals are mapped into fifteen national outcomes, which in turn will be pursued through national strategies. National Outcomes and Strategies Cascading from these goals are fifteen National Outcomes which reflect the desired changes in development conditions and, when accomplished, leads to the achievement of the National Goals. Each Goal is aligned to a number of these Outcomes which provide the roadmap for achievement and success under Vision 2030 Jamaica. NATIONAL GOALS NATIONAL OUTCOMES 1. A society empowered to achieve its fullest potential 2. A safe, cohesive, orderly and just society 1. A Healthy Population 2. World-Class Education and Training 3. Effective Social Protection 4. Authentic and Innovative Culture 5. Security and Safety 6. Effective Governance 5

6 3. A prosperous economy 4. Development in harmony with the natural environment 7. A Stable Macro-Economy 8. An Enabling Business Environment 9. Strong Economic Infrastructure 10. Energy Security and Efficiency 11. A Technology-Driven Society 12. Internationally Competitive Industry Structures 13. Sustainable Use and Management of Natural Resources 14. Hazard Risk Reduction and Adaptation to Climate Change 15. Sustainable Urban and Rural Development These outcomes will be achieved through the implementation of a range of national strategies, which seeks to address the development challenges facing Jamaica and takes full advantage of our strengths and opportunities. The national strategies in turn guide the implementation of the sector plans which contain detailed sector strategies and action plans for the development of Jamaica s economic, social, environmental and governance sectors to THE PLANNING PROCESS The approach to national planning for Vision 2030 Jamaica is threepronged: 1. A Planning Model which is responsive to the structure of the economy and facilitates assessment of a multiplicity of policy options 2. Preparation of a long term National Development Plan for which the Model would be the quantitative tool 3. A more structured approach to collaboration 6

7 How will the model and the plan be integrated? The diagram below indicates the integration of T21 Jamaica and the National Plan: NATIONAL DEVELOPMENT PLAN Having decided on a vision and the Key goals, this model can generate scenarios of future consequences of the different strategies that may be pursued to achieve our vision. Goals Policy Scenarios Policy_Formulation Jamaica_T-21 Model THE INSTITUTIONAL FRAMEWORK The PIOJ The PIOJ is solely responsible for the timely preparation, articulation and monitoring of the National Plan. This will be undertaken by: A Plan Development Unit (PDU) established within the office of the Director General to ensure the development of the model and the preparation of the National Plan The officers of the PIOJ will undertake the role of technical secretaries to the task forces by providing technical, administrative and logistical support 7

8 Plan Advisory Group (PAG): A Plan Advisory Group (PAG) was established to provide strategic guidance, national perspective in the formulation of the Plan, and to champion support for the process among the private sector and civil society groups. The PAG is chaired by a private sector leader and its membership is drawn from private-public sector and civil society having a range of professional disciplines. Task Forces: Thirty-two (32) predetermined task forces covering all major sectors of the economy have been established. Representatives on these have been drawn from sector ministries, other relevant public sector bodies, the private sector, civil society and International Development Partners (IDPs); each task force is being co- Chaired by Public/Private sector representatives. The Task Forces will: Support the Plan Advisory Group Develop sector plans which will be integrated within the overall plan Initiate dialogue and consultation at all levels of the society 8

9 The proposed Organizational Chart for the Plan Development Process is elaborated in the figure below. ORGANISATIONAL CHART FOR PLAN PREPARATION PROCESS PARLIAMENT CABINET OFFICE OF THE PRIME MINISTER ( PLANNING, DEVELOPMENT & DEFENCE) PIOJ Model Building Develop Strategic Priorities Review T F Report Integrate sector level strategies in the National Plan Develop Communication Strategy Develop Monitoring & Evaluation PAG Championing the Process Develop Strategic Priorities Promotion and Marketing TASK FORCE 1 PP Chair PP Chair PP Chair TASK FORCE Sector Plans CONSULTATIONS with Stakeholders Legend PIOJ- Planning Institute of Jamaica PAG- Plan Advisory Group PP- Public/Private 9

10 NATIONAL CONSULTATIONS Public consultations have been taking place across the society, to ensure input from the society during development and once the draft plan is completed Supporting this process was a public launch, a web page was created on the PIOJ website for information dissemination and feedback both nationally and in the Diaspora, and ongoing meetings and discussions at the community levels and with special interest groups have been taking place Public consultations also draw upon Ministries and sector agencies with portfolio responsibility to articulate and clarify the sector plans TIMEFRAME Draft National Plan completed and presented to the Cabinet in nd Round of Island wide Public Consultations begin once the Draft Plan is completed Establishment of Implementation, Monitoring & Evaluation Mechanism The final Plan will be completed in April 2009 after island wide consultations on the draft. MONITORING AND EVALUATION A dedicated multi-sectoral core group of technical experts from a wide cross section of the country will be engaged in: ensuring the execution of the plan ensuring the effective alignment of resources to achieve the desired results 10

11 reviewing indicators for tracking performance recommending adjustments as justified by national and external imperatives scheduled reporting to Cabinet/Parliament For more detailed information on Vision 2030 Jamaica, please visit: (Click on Vision 2030 Jamaica, then Downloads.) 11