Currently UNDP has allocated approximately half of its resources towards supporting activities to promote and facilitate good government globally. The fundamental principles of good governance are universal: they include respect for human rights, particularly the rights of women and children; respect for the rule of law; political openness: participation and tolerance; accountability and transparency; administrative and bureaucratic capacity and efficiency.

In Jamaica, UNDP's focus on governance has been two-fold: support to decentralization of government through support for local government reform; and it seeks to improve the efficiency and effectiveness of public sector policy-making and services

Creating a National Vision for Jamaica through the Civic Dialogue/Civic Scenario Process.

Get up, stand up is the common vision emanating from the shared understanding of the 34 leaders who participanted in the 2^nd Civic Dialogue/Civic Scenario Leadership Forum under the Civic Dialogue for Democratic Governance Project in Jamaica. Through this scenario, it is envisioned that the entire population would be mobilized to act, through consensus building, respect, and social justice to bring forth a better future for all Jamaicans. The scenario is premised on the broad underpinning philosophy of people centered development, partnerships and broad based participation, leading to ‘positive vibes’, a population motivated to success through hard work, resulting in national growth shared by all in 25 years time.

 The Civic Dialogue/Civic Scenario process started back in August 2001 when initial consultations were held by UNDP Jamaica with a wide cross section of multi-stakeholders including the Rt. Hon Prime Minister, Leader of the Opposition, representatives from the civil society, private sector, university, media, churches, youth groups, political parties, security forces, communities, CBOs/NGOs, and the government. These consultations guided the identification of the main issues of concern that had to be urgently addressed and the main process to be used to help influential leaders make dramatic, creative shifts in perception to break the deep-seated, complex patterns of behaviour that sustain the current reality, hindering growth and development in Jamaica. It was agreed that the application of the civic dialogue/civic scenario process could create better futures through (i) dialoguing across boundaries, (ii) bringing about shifts in perception and reframing of issues through scenarios, and (iii) by combining these two steps a shared vision is built. Three priority areas for action, namely, crime and violence; employment creation; and anti-corruption were also identified.

One critical recommendation made during the consultation was that a Steering Committee comprising some 8-10 persons should be selected from members of the Leadership Forum, who would give leadership and direction to the work to be undertaken by the latter.    (This approach represents a variant on the methodology wherein members of a Board of Directors are pre-selected and they in turn invite some 25-30 persons to form the Leadership Forum).   Another important recommendation made, was that given the increasing levels of crime and violence in the society, the first civic dialogue workshop should focus on these issues with the aim of arriving at shared understandings/solutions to tackle this ‘intractable’ problem.

In line with the foregoing, while it was evident that General Elections would be called in Jamaica before the end of 2002, so as not to lose momentum, a one-day workshop, namely, the ‘First Civic Dialogue Workshop on Crime and Violence was held’ on 25^th July 2002 in Kingston.   Some 45 persons were brought together in a genuine multi-stakeholder forum to discuss and develop a shared understanding leading to consensus on the critical issues and challenges relating to violent crime and to develop strategies and lines of action on how to implement three of the fifteen recommendations in the Final Report of the National Committee on Crime and Violence.  Care also was taken to ensure that among the participants there was some amount of geographic and gender balance and as well, youth representatives.   Three presentations were made that informed the current situation on conflict and crime and on some of the initiatives being implemented at the national and community levels to reduce crime. During the plenary session, there was heightened discussion on whether the dialogue on reducing crime and violence should be the vehicle used to arrive at a national vision or whether its solutions were a part of the national vision. It was finally agreed that individuals would bring different perspectives to the creation of a national vision, but more importantly, consensus on the actions needed and the framework for their implementation were critical for moving forward.

Factors highlighted by participants as contributing to crime and violence included: weak state institutions; breakdown in family relations and values; psychological factors such as neglect and abuse; partisan politics; and the inadequacies of local government reform to meet the needs of the people. Several recommendations were put forwarding including the improvement of community infrastructure; establishing measures to bring about accountability and transparency; local government reform; the need for a more participatory system of governance; investing in communities; training; penal reform; programmes to reduce the demand and trafficking of drugs; and more involvement of the media. In examining the role of the government in reducing conflict and crime, participants put forward several suggestions. Included were the need to understand the dynamics of the inner city communities; recognition of the communities as viable and valuable sectors; political will and a more proactive approach to crime prevention; the need for a more active role by the local government authorities; better enforcement of existing laws and policies including the recommendations of the Final Report of the National Committee on Crime and Violence; investing in agriculture and rural development; reform of policies relating to the issuance of contracts for physical works/infrastructure; the dismantling of garrisons; and the decriminalizing of ganja for certain purposes. 

Participants felt that the role of the private sector should include acting as “watchdogs” for transparency and accountability by the government; being more proactive in conflict resolution and in promoting harmonious relations in communities; supporting research; and investing in communities. Communities and civil society should be more active in promoting good governance including greater community participation; must be able to advocate for their own causes; should develop stronger partnerships and networks; and must work at the strengthening of family values. In outlining the next steps, Gillian Lindsay-Nanton highlighted the unanimous agreement by all present on the need to break with the old order and to have a new approach that would permit the participation of the communities in all facets of the development dialogue. She spoke about the need to establish a permanent mechanism to move from talk to action, and the lead up to the second workshop.

The second Civic Dialogue/Civic Scenario workshop was held during 28^th to 30^th January 2003 at the Golden Seas Beach Resort in the Parish of St Mary.  While the overall aim of the second workshop was to continue the civic dialogue/civic scenario process; the primary objectives were to develop alternative scenarios and a preferred vision for the future of Jamaica; agree on the criteria and selection of the Steering Committee; and to clearly identify the next steps for carrying forward the process. Highlights of the first workshop were presented and discussed. Participants learnt about the civic dialogue/civic scenario methodology and also experiences and lessons from African countries. With that mindset, in groups, participants identified what they considered to be the ‘certainties’ and ‘uncertainties’ for Jamaica, given the current reality.  Among the certainties were the rich culture, creativity, tropical paradise, small population, small internal market, and proneness to natural disasters, vulnerability, poverty, unstable social and economic environment, HIV/AIDS, fiscal challenges, and high levels of crime. The uncertainties included economic instability, political stability, system of justice and governance, role of the state, accountability, impact of global economy, addressing poverty, migration, local government and constitutional reforms, access to social services, and social cohesion.

With the known certainties and uncertainties, the next activities centered on the development of relevant, plausible, novel and clear scenarios for Jamaica, from which emerged eight possible scenarios. However, there were certain characteristics and elements of the eights scenarios which were common or close enough to be combined, resulting in four scenarios, which were then ranked and named. Although Get up, stand up was unanimously selected as the shared vision, participants felt that the other three scenarios must be told so that the awareness of Jamaicans are widened and deepened, should the present state of affairs continue.

Thus the Paradise lost scenario is one in which the present trends in the political system deepen, and Dons continue to play increasing roles in the process of governance, such that they are seen to be extensions of the political system.  There is increasingly lack of leadership, leading to lack of respect between the state and the people and vice versa, resulting in loss of hope.  The resulting social disorder leads to high rates of migration and high levels of crime and violence. This in turn leads to more social disorder, tending to anarchy. Jamaica would be in a downward spiral.

The scenario Sitting on the one-one cocoa is one in which the country continues on a very similar path, as it is currently on, characterized by the development of policies and programmes that are reactive to situations rather than proactive.  This results in small incremental changes, some positive and some negative.  There is limited participation by the people in governance and decision-making.  Many persons become disillusioned. Poverty levels remain high with a few benefiting greatly from the situation.  Migration is high, the country continues to export skills and assets, and merely limps along.

The final scenario, Nose mus run, is one where the existing conditions of high level of crime and violence continues, and in which the country, ruled by an elitist class (that plans to the exclusion of others), uses the power of the state to stamp out crime and violence.  This results in a situation that favours limited economic growth under a top down approach, where resources are allocated to maintain the police state, to the detriment of social services. The country moves towards a police state, with limitations to freedom.

Download Related Documents

Civic Dialogue for Democratic Governance in Jamaica - Project Document

Preparation and Consultation Process and Pre-Project Activities  for Civic Dialogue for Democratic Governance in Jamaica

Institutional Strengthening of the Office of Utilities Regulation

Project Development and Immediate Objectives:

 The overall objective of this project is the legal and institutional strengthening of the OUR as a regulator in general and, in particular, the building of the core competencies it requires to regulate the water sector.  It has two main immediate objectives, namely: the review and modernisation of the legal framework for the water and sanitation sector in Jamaica; and building the human resource of the OUR through staff training, facilitating access to expert advice and providing a solid information technology platform.

Expected Main Results:

1. Competency and technical proficiency on regulatory matters significantly improved      among OUR staff.
2. Appropriate information technology infrastructure installed and OUR staff adequately     trained to better manage data.  Overall efficiency of the organisation improved as a      result.
3. Water sector legislation reformed and up-dated to reflect current government policy     and the new regulatory and business environment.

Lessons Learned:

On the management side, it has been observed that project managers/co-ordinators who are also full time staff members of the implementing or executing agency, operating with their regular  job portfolio are constrained in the amount of time they dedicate to the project.  The need for consistent communication on project matters and adequate documentation to substantiated initially agreed positions or modification of the approaches outlined in the project document was also re-emphasised.  The inclusive multi-sector approach to components of the project such as training has also been emphasised as a positive project implementation strategy for sustainability.  Once there is a clear signal the project is approved, it is also important to start out early to seek the requisite government authorisation for putting in place accounting and other procedures such as bank accounts as responses could be slow and lead to delays in actual start-up, as happened with this project.

Expected situation at the end of the project

An updated water sector legislation and policy, consistent with current demands and the current business environment is expected to result from this project.  It is also expected that OUR staff will be equipped to provide improved services to their clients, from the perspective of utility enterprises as well as from that of the consumer.  Overall, as an entity, the OUR is expected to be stronger in terms of its delivery to the public and its own internal capacity as a regulator of public utilities.

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Project Document

Status Report

The LIFE Programme

The Local Initiative Facility for Urban Environment (LIFE) Project is a small-scale project facility to support local initiatives with the ultimate objective of civil society participation and local capacity building as part of the solution process for Urban Environmental Management and Governance.

Since its commencement in 1994, some US$506,433.28 in grants to projects that promote participatory innovative approaches to the problems of the urban environment has been disbursed to NGOs, CBOs and local authorities. So far the emphasis has been on providing access to water, sanitation, improving dialogue and public awareness on environmental and governance issues. Central to the LIFE Programme is the promotion of dialogue as a tool in the development process. Community development and capacity building are among the most substantive impacts produced by LIFE.
 

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Project Update

Technical Assistance on  Electoral Matters: 2002 General Elections

Project Development and Immediate Objectives:

The purpose of this project is to provide technical assistance aimed at reinforcing the capacity of the Electoral Office of Jamaica, Political Ombudsman and the Constituted Authority – all involved in the organisation and conduct of the October 2002 General Elections.

Expected Main Result:

1. Recruitment and deployment of a leading legal expert and a team of international investigators to   assist with the 2002 General Elections.
2. The establishment of procedures for the receipt of complaints on the conduct of the electoral        process.
3. The establishment of a network to receive and analyse complaints from political parties for their transmission to electoral authorities.

Expected situation at the end of the project

It is anticipated that, at the end of the project, skills and expertise will be transferred from the international investigators to the team of local investigators with which they work, thereby strengthening national capacity in the conduct and management of elections.

Lessons Learned:

It was evident that the support provided by the international specialists was well appreciated by the Electoral Advisory Commission.  It was felt that the support provided by UNDP did, in fact, enhance the ability of the relevant electoral authorities to execute their functions.  Several recommendations were made for the improvement of the electoral process in Jamaica.  Independent international support, therefore, does lend itself to improving the implementation of national initiatives.

Sources of Information:

Project Document; Comments by Resident Representative at Staff Meeting, December 2002; Report from the legal Advisor, November 2002

The Local Government Reform Programme was introduced by the Government of Jamaica in 1990. Within this context the PIDP, was formulated to support and improve rural and urban infrastructure, strengthen institutional and capacity building especially at the local level and support community participation as a basis for sustainable and balanced development in all regions of Jamaica.

The aim of the Reform is to broaden the democratic process; encourage citizen participation in community development; and improve the quality, cost-effectiveness and responsiveness of local services, regulatory functions and elected officials.

UNDP is assisting the government to establish a PIDP administrative/operations unit, within the Ministry of Local Government, Youth and Community Development to:

· identify and contract needed technical assistance;

· speed up procurement processes for infrastructure works;

· improve managerial and technical capacity of parish authorities,

· empower and train community for local development;

· identify national and international success stories for local application; and

· establish mechanisms for community and parish participation in policy dialogue
 

Modernization of the Public Sector

The Jamaican Government is seeking to modernise, decentralise and liberalise the public sector, so as to make it efficient, results-oriented and responsive to the needs of the general public.

In support of these efforts, UNDP is undertaking several projects. These will improve the public sector's capacity to manage public capital investment; upgrade the provision of services to the public; provide the human resources necessary for sound socioeconomic development; and improve the service orientation as well as the policy-making, coordination and monitoring capacity of the Planning Institute of Jamaica (PIOJ).

Human Resource Development/Public Sector

Training

The Government's 1996/97 Skills Training Needs Survey has identified several priority areas for public sector training. On this basis, UNDP is providing l5-20 specialised courses, through the Management Development Division in the Office of the Prime Minister. The project seeks to promote institutional strengthening and skills development for persons employed in technical/professional posts, within the public sector.

Institutional Strengthening of the Planning Institute of Jamaica (PIOJ)

Based on a survey of training needs within the PIOJ, UNDP has supported the preparation of a training plan, identification and sourcing of equipment and software, and training of staff.

National Human Development Report

Since 1990, UNDP Human Development Reports have provided countries around the world with invaluable information about human development as it relates to many issues, including women, the environment and poverty. At the national level, over 100 countries have created reports, which enable them to undertake more detailed analysis.

Jamaica Human Development Report, is scheduled to be launched in November 2000 and will provide policy-makers with a Human Development Index, a Human Poverty index and a Gender Development index against which to more effectively measure the progress of critical human development issues, including poverty and gender equity.