STRATEGIC BUSINESSPLAN - Social D...
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S o c i a l D e v e l o p m e n t C o m m i s s i o n
S T R A T E G I C B U S I N E S S P L A N
2 0 1 5 - 2 0 1 8
B U I L D I NG C O MMU N I TI ES . . . BU I LD I N G JA MA IC A
AN AG E N C Y O F T H E
MI N I S T R Y O F LO C A L GO V E R NM E N T A N D CO M M U N I T Y
DE V E L O P M E N T
J A N U A R Y 2 0 1 5
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BOARD OF DIRECTORS
Acting Chair: Mr. Cedric McCulloch▪
Board Members: Ms Nicole Allen
Mr Paul Arscott Mr Robert Buddan
Dr Jane Dodman Mr Denworth Finnikin
Mr Ricardo James Ms Yvonne McCormack
Dr Eris Schoburgh
SENIOR MANAGEMENT TEAM Executive Director: Dr. Dwayne Vernon
▪Directors▪ Human Resource Development: Mrs. Denise Ewan
Finance & Administration: Ms. Nickeisha Walsh Research: Ms. Juanita Reid
Governance: Mrs. Sherine Francis Community Development Planning: Ms. Avril Ranger
Parish Managers
Kingston and St. Andrew: Ms. Sandra Goulbourne St. Thomas: Mrs. Lorian Peart-Roberts
Portland: Ms Ishiwawa Hope St Mary: Mr. Travis Graham St Ann: Mr. Richardo Aiken
Trelawny: Ms. Paula Barrett St James: Mr. Randy Hayle
Hanover: Mr. Mashario Bisasor Westmoreland: Mr Ron Daley
St Elizabeth: Mr.Alric Miller Manchester: Ms. Beverly Boothe
Clarendon: Mr. Baldvin McKenzie St Catherine: Mr. Gregory Prince
Senior Internal Auditor: Mr. Peter Williams
Public Relations Manager: Ms. Delona Flemming Management Information System Manager: Mr. Samuel
Heron
SDC’S BOARD AND MANAGMENT TEAM
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Head Office 22 Camp Road ▪ Kingston 4 ▪ Jamaica
Telephone: 876-928-8304 ▪ Fax: 876-938-2531 Email: [email protected]▪ Website: www.sdc.gov.jm
Kingston and St Andrew Banana Board Building, 10 South Avenue, ▪ Kingston 4
Telephone: 876-948-1194 ▪ Fax: 876-948-3069 St. Thomas
1 Springfield Road ▪Morant Bay Telephone: 876-982-0232 ▪ Fax: 876-734-1769
Portland Oliver Park Centre ▪Smatt Road ▪Pt Antonio
Telephone: 876-993-2644▪ Fax: 876-993-4962 St. Mary
Cape Clear ▪Clonmel▪ St Mary Telephone: 876-992-4088 ▪ Fax: 876-992-4563
St. Ann Addison Park Centre▪ Brown’s Town
Telephone: 876-975-6322▪ Fax: 876–917-6322 Trelawny
26 Market Street ▪ Falmouth Telephone: 876-617-5221 ▪ Fax:
St. James 1 Albion Road ▪ Montego Bay ▪ St James
Telephone: 876-940-6596 ▪ Fax: 876-940-7068 Hanover
Watson Taylor Park ▪Lucea Telephone: 876-956-2548 ▪ Fax: 876-956-3778
Westmoreland Dumbar Plaza▪ Telephone: 876-918-0996 ▪ Fax: 876-955-4150
St. Elizabeth 23 Coke Drive▪ Santa Cruz
Telephone: 876-966-2908▪ Fax: 876-966-4298 Manchester
Lot 15 & 16 Nashville Subdivision ▪ Mandeville ▪ Manchester Telephone: 876-962-3263 ▪ Fax: 876-961-1050
Clarendon 8B Manchester Avenue▪ May Pen
St. Catherine Port Henderson Road ▪ Spanish Town ▪ St Catherine
Telephone: 876-907-4056 ▪ Fax: 876-984-2865
SDC OFFICES ISLAND WIDE
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TABLE OF CONTENTS SDC BOARD AND MANAGEMENT TEAM..........................................................................................................................
SDC OFFICES ISLANDWIDE .......................................................................................................................................
LIST OF ABBREVIATIONS ............................................................................................................................ 5
MESSAGE FROM THE EXECUTIVE DIRECTOR .............................................................................................. 6
VISION AND MISSION STATEMENTS ............................................................................................................ 7
Vision Statement .................................................................................................................................... 7 Mission Statement .................................................................................................................................. 7 Core values ............................................................................................................................................ 7
EXECUTIVE SUMMARY ................................................................................................................................. 8
ORGANISATIONAL CHART ......................................................................................................................... 11
MANDATE OF THE SOCIAL DEVELOPMENT COMMISSION ........................................................................ 12
Policy Context .......................................................................................................................................... 12 Strategic Outcomes ................................................................................................................................... 15
1. ENVIRONMENTAL SCAN ..................................................................................................................... 17
1.1. The Development Challenges in Jamaica .................................................................................. 17 1.2. SWOT Analysis............................................................................................................................ 19 1.3. Risk Management Analysis ........................................................................................................ 19
2. CURRENT ORGANISATIONAL PERFORMANCE .................................................................................. 20
3. PLANS AND PRIORITY PROGRAMMES 2015 - 2018 .......................................................................... 29
3.1. Priority Programmes: ................................................................................................................ 29 5. BUDGET .............................................................................................................................................. 44
6. APPENDIX ........................................................................................................................................... 47
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LIST OF ABBREVIATIONS CBOs Community Based Organisations CDCs Community Development Committees CIGP Community Incentive and Grant Programme CPPs Community Priority Plans CSOs Civil Society Organisations CRDP Community Research and Database Programme DACs Development Area Committees DAs Development Areas EATs Easily Achievable Targets FAA Financial Administration and Audit Act GOJ Government of Jamaica IAD Internal Audit Department ICDS Integrated Community Development Strategy LEDS Local Economic Development Strategy HIV/AIDS Human Immunodeficiency Virus/Acquired Immune Deficiency Syndrome JSIF Jamaica Social Investment Fund LEDS Local Economic Development Strategy LEDSP Local Economic Development Support Programme LG/LA Local Government/Local Authority LGR Local Government Reform MCST Ministry of Commerce, Science, and Technology MDAs Ministries, Department, and Agencies (GOJ) MoFP Ministry of Finance and Planning MoH Ministry of Health MLGCD Ministry of Local Government and Community Development MTSEPF/MTF Medium Term Social and Economic Policy Framework/Medium Term Framework NGOs Non-Government Organisations NPEP National Poverty Eradication Policy and Programme ODPEM Office of Disaster Preparedness and Emergency Management PBMA Public Bodies Management and Accountability PCs Parish Councils PDCs Parish Development Committees PIOJ Planning Institute of Jamaica PSMP Public Sector Modernisation Policy/Programme PPPDP Priority Planning and project development Programme SCDP Sports for Community Development Programme SDC Social Development Commission SPGFP Strengthening the Participatory Governance Framework Programme LGRP Local Government Reform Programme STATIN Statistical Institute of Jamaica
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MESSAGE FROM THE EXECUTIVE DIRECTOR
Corporate Plan 2015-2018 presents the strategic framework to guide the operations of the SDC
over the three year period, with alterations in response to development priorities expected on a
yearly basis. The plan precisely synthesises two overarching strategic direction; an Integrated
Community Development Strategy (ICDS) and a Local Economic Development Strategy (LEDS). The
ICDS is based on strong community governance mechanism, reliable data for evidence-based
planning and community responses through projects aimed at addressing priority issues. The LEDS
will be executed through a Local Economic Development Support Programme (LEDSP) that aims to
coordinate the efforts of citizens, government and non-government organizations involved in local
economic development initiatives resulting in more community groups benefiting from economic
ventures.
The achievements of the SDC will be accomplished through outcomes influenced by effective
change management for improved operational efficiencies and the successful attainment of
targeted outputs of 7 main programs. Against this backdrop and supported by policy priorities of
the Ministry of Local Government and Community Development, the SDC will focus on the
following:
1. Improve systems for effective corporate governance
2. Increase community participation and economic benefits through initiatives for local
economic development
3. Improve local governance by building and strengthening CSOs (including CBOs, CDCs, DACs,
and PDCs) to engage in dialogue, decisions, and actions that promote development.
4. Expand the database of community maps and profiles comprising spatial, social, economic,
governance and environmental information as a basis for planning.
5. Increase community planning actions for local and national development through priority
plans, projects and programmes
The ‘whole of government’ approach will be the main medium through which work will done given
the scarcity of resources and the national framework for development that encourages
partnerships.
Staff wellbeing and effective corporate governance will be key features of management to ensure a
motivated staff and an entity that is in full compliance with Government of Jamaica policies and
procedures.
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VISION AND MISSION STATEMENTS
Vision Statement
The leading community development agency working within a Jamaican Society where all citizens
actively participate in a process and benefit from the resulting good governance, economic
prosperity, sustainable environment and social well-being.
Mission Statement
To facilitate the empowerment of citizens in communities, enabling their participation in an
integrated, equitable and sustainable National Development Process
Core values
• Shared Vision and Commitment • Efficient
• Openness and Honesty • Non-authoritarian and Inclusive
• Non-partisan • Merit and Equal Opportunity
• Professionalism • Team work
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EXECUTIVE SUMMARY
The Social Development Commission (SDC) is the principal community development agency
working with Jamaica’s 783 communities. Positioned in the Ministry of Local Government and
Community Development(MLG&CD), the SDC continues to execute its legal mandate to inter alia,
“promote and control schemes for, and to do any act or thing which may directly or indirectly serve
the advancement of - sport, social, cultural & economic development - for the people of Jamaica and
workers in particular” (S7/1965).
Strategic Direction
The main strategic direction and policy elements of the Government of Jamaica and the Ministry of
Local Government and Community development inform the policy framework of the SDC.
Consequently the SDC will primarily focus on the following:
1. Improve systems for effective corporate governance
2. Increase community participation and economic benefits through initiatives for local
economic development
3. Improve local governance by building and strengthening CSOs (including CBOs, CDCs, DACs,
and PDCs) to engage in dialogue, decisions, and actions that promote development.
4. Expand the database of community maps and profiles comprising spatial, social, economic,
governance and environmental information as a basis for planning.
5. Increase community planning actions for local and national development through priority
plans, projects and programmes
Therefore, outcomes relating to increasing people participation in governance, wealth creation and
social protection are central pillars for the success of the Integrated Community Development
Strategy (ICDS) and Local Economic Development Strategy (LEDS) that the SDC will pursue.
The ICDS is unique to the SDC and is a most suitable platform to support a local economic
development strategy. Strong community groups with reliable data and structured operations are
essential to the development and sustenance of community businesses. The SDC’s local economic
development strategy targets umbrella civil society groups inclusive of Community Development
Committees, Development Area Committees and Parish Development Committees.
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Emphasis on LED
The LEDSP aims to utilize the ICDS platform by coordinating efforts of communities and other
stakeholders to achieve growth in the local economy. In this regard, the SDC is primarily focussed
on steering community umbrella groups towards sustainable local economic development
initiatives in the short and medium term.
Gains made in the previous operational year have created a strong foundation for the LEDSP to be
intensified. Specifically, staff capacity has been built as twenty seven (27) members were certified
by the Mona School of Business in Business Development Planning; all positions on the
organizational chart for local economic development coordinators have been filled; all staff
members have been trained and exposed to the elements of the LEDSP and at the midway point of
operational year (2014-2015) sixty (60) new initiatives at the community level were being directly
supported against the target of seventy six (76).
The performance goal for 2015-2016 has therefore been adjusted upwards by five (5) in year one
of the 2015/18 plan to reflect an increased target of 145 community umbrella groups to be actively
involved in and benefiting from local economic ventures, whether by themselves or through
partnerships.
Local Government Reform
The local government reform agenda will remain important to the work of the SDC as the mantra is
‘governance the pathway to economic development’. The tabling of the Local Government
Entrenchment Bill at parliament in October 2014 has reinforced the strategic approach to organize
and strengthen communities to participate in decision making processes at the local and national
levels.
Corporate Governance
The SDC will continue to strengthen its corporate governance framework by building on the success
of the last period in which the back log of financial audits outstanding for period 2001 to 2011 were
completed. The SDC will be current with its audits by end of 2016 and will strengthen internal
control mechanisms to be fully compliant with the FAA Act and other relevant GOJ policies.
Performance management will be enhanced to ensure that performance targets are achieved
efficiently and effectively. Systems for monitoring and evaluation will be strengthened.
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Staffing and Motivation
Community development responses and proactive programme designs require strategic flexibility
in terms of manpower and placement of officers. Currently, the Commission has a staff
requirement of three hundred and eighteen (318) of which 240 are currently filled. Approval will
again be sought for the revised organizational structure because of the alterations in response to
manpower flexibility that is needed. Filling critical vacant posts within the finance department as
well as vacant posts at the level of community development officers in the parishes will be critical
to the performance of the entity. Currently, only seventy two (72) community development officers
are employed. The required number for optimal performance is one hundred and ten (110).
The SDC will also prioritize staff welfare and development through rewards and incentive
programme, training and favourable policy submissions and actions to increase benefits and
improve working conditions.
Finance
As a statutory body, the SDC is primarily dependent on the consolidated fund through warrants
from the Ministry of Finance. For successive years the SDC has only been provided with funds for
recurrent expenditure, thereby, challenging its ability to implement designed programmes for
community development. The Board will continue to lobby the government to provide the
necessary funding for the SDC and the entity will continue to seek and capitalize on income earning
opportunities and build partnerships
The SDC has to its advantage, island-wide coverage with an office in each parish. Many offices
desperately need repairs as staff performance is now being affected, primarily through threats to
health and safety; consequently effort will be made in this regard despite the financial constraints.
Strategies will also be put in place to improve maintenance of assets and equipment whilst
observing the cost saving policy.
Communications
Social marketing is another area that will be strengthened as the entity makes the public more
aware of its programmes and impacts. There will also be a revised internal communication
protocol to improve dissemination of information and responsiveness of staff.
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ORGANISATIONAL CHART
The following chart illustrates the organisational structure of the Social Development Commission at the beginning of the current
corporate planning period
Chart 1: Organisational Chart of the SDC
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MANDATE OF THE SOCIAL DEVELOPMENT COMMISSION
The Social Development Commission evolved from Jamaica Welfare Ltd [1937] – pioneers of rural
community development –to be the Government of Jamaica’s principal community mobilisation and
organisation agency in urban and rural areas. The Jamaica Social Welfare Commission Act
established the SDC in 1965. The legal mandate of the SDC is, inter alia, “to promote and control
schemes for, and to do any act or thing which may directly or indirectly serve the advancement of -
sport, social, cultural & economic development - for the people of Jamaica and workers in
particular”. The SDC is an evidenced based, technologically driven organisation focused on
increasing community participation for good governance, economic prosperity, sustainable
environment and social well-being.
Policy Context
SDC’s work with communities and civil society organisations (CSOs) is informed by GOJ’s social and
economic policy framework, the main policies of the Ministry of Local Government and Community
Development (MLGCD), on-going assessments of Jamaica’s situation and international best
practices and agreements for community development inclusive of Jamaica’s progress towards the
targets of the millennium development goals and Jamaica’s relationship with the International
Monetary Fund.
Specific policies that influence the work of the SDC, include, inter alia, Local Government Reform
(Ministry Papers 8/93 and 7/03), Public Bodies Management Act (PBMA 2011), Financial
Administration and Audit Act (FAA 2011); successive Medium Term Socio-Economic Policy
Frameworks (MTFs) emanating from Vision 2030 Jamaica and the Strategic Proirity for 2015/16
and the medium term (Cabinet decision, no. 33/14).
The main priorities of government are:
• Fiscal prudence and pursuit of a creditable macro-economic programme
• Economic growth and job creation
• Security and justice
• Human capital development
• Social inclusion and protection
• Environmental and climate change resilience
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Corporate plan 2015-18 is within the same planning period for the new MTF 2015 to 2018. The
priorities of MTF 2015-2018, when identified by the GOJ along with the year one performance of
the entity will be basis for the annual corporate plan update.
There are ten priorities identified by the MLGCD of which the following six directly influence the
work of the SDC:
1. Effective governance of Local authorities and Agencies
2. Establish mechanisms to facilitate community empowerment and development;
3. Advance Local Economic Development Initiatives;
4. Effective Social Protection
5. Enhance Development Planning to facilitate Economic Growth and Sustainable
Development;
6. Strengthen mechanisms to improve resilience, hazard risk reduction and adaptation to
climate change;
Strategic Direction
The efforts of the SDC to meet the priorities of corporate plan period 2015 -2018 will be done
within two broad strategies.
1. Advance the development of communities through an integrated community
development strategy.
2. Advance the efforts of citizens, government and non-government organizations involved in
local economic development initiatives through a local economic development strategy
SDC’s Integrated Community Development Strategy (ICDS) has three components:
a. Improving local governance by building and strengthening CSOs (including CBOs, CDCs,
DACs, and PDCs) to engage in dialogue, decisions, and actions that promote development.
b. Establishing and maintaining a database of community maps and profiles comprising
spatial, social, economic, governance and environmental information as a basis for planning.
c. Community planning actions for local and national development through priority projects
and programmes
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SDC’s local economic development strategy will be executed through the Local Economic
Development Support Programme (LEDSP), which has three components focused at umbrella
community groups (CDCs, DACs and PDCs):
a. Capacity Building: The foremost activity is the strengthening of capacity within the SDC
that will entail equipping officers with the requisite knowledge and skills to guide
communities in their LED initiatives. Community groups will benefit from capacity building
activities as well to enable them to develop business models, and plans to manage existing
and new projects effectively.
b. Networking and building partnerships: Information is critical to an effective LEDSP and
thus the SDC prioritizes the creation of a database of LED projects, partners, and
opportunities for funding as well as for marketing and general information provision.
c. Direct Support: Leadership development is another area for attention and although it
forms a part of capacity building initiatives generally, it is isolated because of its
instrumental role in sustaining LED initiatives.
Main priorities 2015-2018
Within the construct of GOJ’s priorities (MTF 2012-2015) and the main priorities of the MLGCD
(2014-2015) the SDC, through the two broad strategies (ICDS & LEDS) will focus on the following:
1. Improve systems for effective corporate governance
2. Increase community participation and economic benefits through initiatives for local
economic development
3. Improve local governance by building and strengthening CSOs (including CBOs, CDCs, DACs,
and PDCs) to engage in dialogue, decisions, and actions that promote development.
4. Expand the database of community maps and profiles comprising spatial, social, economic,
governance and environmental information as a basis for planning.
5. Increase community planning actions for local and national development through priority
plans, projects and programmes.
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Strategic Outcomes
People participation in the governance and economic development of the country are the main
pillars that will influence the desired outcomes. SDC’s corporate schema (Table 1) shows the
desired strategic outcomes for 2015-2018, namely:
1. Foster wealth creation and social protection
2. Increase people participation in governance
3. Enhance community safety and security
4. Promote youth inclusion
5. Increase environmental and climate change resilience
Table 1 illustrates the strategic planning schema of the SDC.
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Table 1 Social Development Commission Strategic Business Plan Schema 2015-2018
Vision: The leading community development agency working within a Jamaican Society, where all citizens actively participate in a process and benefit from the resulting good governance, economic prosperity, sustainable environment and social well-being Mission: To facilitate the empowerment of citizens in communities, enabling their participation in an integrated, equitable, sustainable National Development Process
Policy Framework: LGRP (MPs 08/93 and 07/03), Vision 2030 Jamaica, MTF 2012-2015. PBMA 2011, FAA 2011, MLGCD SBP 2015-2018, Cabinet Decision No 33/14
STRATEGIC DIRECTION OBJECTIVES MAIN ACTIVITIES PROGRAMMES TARGETS OUTCOMES
Advance an integrated community development strategy
Improve local governance by building and
strengthening CSOs (including CBOs,
CDCs, DACs, and PDCs) to engage in
dialogue, decisions, and actions that
promote development.
Establish /Reactivate CSOs Assess and Build Capacity of CSOs Register CSOs (linked to LGA) Direct Support to Local Authorities Direct Support to Central Government
(MPs)
1. Strengthening of the PGF
2. Community Research
and Database
3. Priority Planning and
project development
4. Local Economic
Development Support
Program
5. Parish Inter – agency
networks
6. Sports for community
development
7. Community Grant and
Incentive Programme
1. 78 new active and
functioning umbrella
community groups
2. 20 new available
community profiles
3. 60 new available priority
plans
4. 75 new community groups
with viable LED initiatives
5. 13 IANs in ‘whole of
government’ approach
yearly
6. 450 communities
participating in SCDP yearly
7. 200 communities receiving
awards/incentives yearly
Political 1. Increased Citizen
Participation in governance
Economic 2. Wealth Creation and
Social Protection Social 3. Enhanced community
safety and security 4. Youth Inclusion 5. Gender equality
Environment 6. Increase environmental
and climate change resilience
Expand the database of community maps
and profiles comprising spatial, social,
economic, governance and environmental
information as a basis for planning
Create Communities Database Share Data with stakeholders Capacity building of Staff and
community in Research and Analysis
Increase community planning actions for
local and national development through
priority plans, projects and programmes.
Capacity Building for Project & Programme Development
Complete Community priority plans Community Sports
Advance a local economic development strategy
Increase community participation and
economic benefits through initiatives for
local economic development
Capacity building of LED practitioners (SDC and communities)
Networking and Partnerships Direct support
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1. ENVIRONMENTAL SCAN
1.1. The Development Challenges in Jamaica
The challenges to Jamaica’s development are summarized in Table 2.1. Key among these are
inadequate transparency and accountability in governance; low levels of growth coupled with a
severe public debt burden; high rates of violent crimes; slow pace of improvement in educational
outcomes and unsustainable environmental practices due mainly to high energy consumption and
susceptibility to natural disasters. The recent outbreak of the Chikungunya Virus and the global
threat of the Ebola virus have also made health care a primary concern of most Jamaicans.
The mission of the SDC is to empower the population so that all can participate in an integrated,
equitable, and sustainable National Development Process. This will be done through the ICDS by
addressing current development issues and importantly demonstrating how ‘people-participation’
can help Jamaica to take advantage of the opportunities for development. The LEDSP will be an
“important contributor to creating sustainable livelihoods and communities and help to accelerate
the pace of economic growth in the country, by bringing new persons, opportunities and neglected
areas into the mainstream of the productive and developmental processes1”.
The position of the Board and Management of the SDC, is that adoption and implementation of the
SDC’s LEDSP is premised on the fundamental role of economic variables to the social
transformation of a geographic space and a people.
The SDC is committed to creating avenues for interaction between the state and civil society. This
involves direct work with government as well as ministries, departments and agencies.
Consequently, SDC’s response to select development challenges listed in Table 1.1 will require a
multiplicity of partners, broad and context based strategies that will inform the strategic outcomes
over the next three years.
1A Jamaican Model for Local Economic Development. September 2013 prepared by Keith Miller for Ministry of Local Government and Community Development
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Table 1.1 Development Challenges within Jamaica
Political Economical Social Environmental
Inadequate transparency and accountability in governance
Onerous Public Debt Burden
Debt to GDP ratio of 140% in 2013
*http://jamaica-gleaner.com/gleaner/20130310/focus/focus7.html
Disappointing levels of GDP growth
0.3% fall in GDP
68.3% decrease in Overseas assistance
*ESSJ 2012
Increased Poverty Levels 17.6% National
23.6% Rural
14.2% Urban *JSLC 2010
Increased levels of Unemployment
13.7% unemployment rate 17.8% Female unemployment
rate
10.3% Male unemployment rate
34% Youth unemployment rate 10.6% Adult unemployment rate
*ESSJ 2012
Inadequate educational outcomes
91.7% adult literacy rate (JSLC 2012) 74% mastery in Grade 4 Literacy test (ESSJ 2012)
Only 37.5% pass in Mathematics and 52% in English Language at the CSEC level (MOE, 2012)
Only 26.8% (down from 29.4% in 2011) of the grade 11 cohort in public schools could qualify for entry to tertiary institutions based on the outcomes from the CSEC June 2012 results (ESSJ, 2012)
High rates of violent Crime
Major Crimes 393 (from 403 in 2011) per 100,000 persons
Increase in cases of reported rape by 6.9% and larceny by 84%
Murder rate of 40 (from 42 in 2011) per 100, 000 *ESSJ 2012
Health care concerns
26% of all illnesses were recurring chronic illnesses (ESSJ 2012)
Outbreak of Chikungunya and global threat of Ebola
Aging Population A declining 0-14 years age group
Increasing in the working age group 15-64 years and the 65+ age
*ESSJ 2012
Climatic changes occurring faster than projected Annual average rainfall trending
down (2000-2012)- a continued decline in the volume of rainfall towards the end of the century as per climatic predictions (ESSJ, 012)
increase in very wet days (in tense rain fall) island-wide, flooding and rise in sea levels (2012 State of the Jamaican Climate, Information for Resilience Building
Environmental Degradation
20.5% of the population reside in 754 squatter settlements island-wide
Infrastructure in these settlements is non-existent or in poor condition
* Ministry of Housing and Water 2008
High energy consumption Petrojam imported
approximatelyUS$880.6 million worth of finished products, 7.3 percent more than in 2011 * ESSJ, 2012
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1.2. SWOT Analysis
Appendix A highlights the key issues impacting the Social Development Commission, focusing on its
strengths, weaknesses, opportunities and threats, as well as targeted options for enhancing
strengths and weaknesses and options for overcoming weaknesses and threats. Whilst limited
funding support remains a major challenge for the work of the SDC; an opportunity is created for
innovation based on accessing funding and developing creative strategies to meet the needs of
communities.
1.3. Risk Management Analysis
As a public body, the Social Development Commission is faced with risks that affect the optimal
realization of the objectives of the major programmes. Analysis indicates that the following are
major risks to be monitored throughout the corporate planning process:
• Inadequate human and financial resources
• Changes in leadership at ministry, board of directors and management levels
• High Levels of crime and violence in targeted communities
• Natural disasters – hurricane and flooding in particular
• Levels of support and participation of community representatives
• Buy-in from key partners to support the community development processes.
Main risk mitigating factor will be to educate relevant stakeholders to enhance risk awareness. This
will set the platform to share, accept and reduce risks by:
• Stringent cost savings measures
• Expand earning potential
• On-going audit of financial statements and processes
• Forging partnerships with communities and key stakeholders
• Targeted sensitization and engagement efforts of MDAs
The risk management matrix (See Appendix B) further identifies and details the Commission’s risk
in alignment with its major programs.
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2. CURRENT ORGANISATIONAL PERFORMANCE The preceding corporate plan was based on two broad strategic goals of an integrated community development strategy and an economic
development strategy. Targets were for improved governance, increased community profiles and priority plans, implementation of a local
economic development support programme as well as key organizational objectives in corporate governance, human resource and
development, and finance and administration. Table 2.1 shows the targets and achievements of the entity for the period April 2013 to
March 2014, which in essence showcases incremental gains on the end of year performance of FY 2012/2013. On average the SDC
attained more than 90% of the targets set for the period.
Table 2.1 Current Performance
Programmes Performance indicators Targets
Apr 2013-Mar 20142
Results Expected results 2015-2016
Strengthening Participatory Governance Framework
# of CSOs Established 71 32/45% 27
# of CSOs Revitalized 45 33/73% 4
# of CSOs Assessed 278 203/73% 315
# of CSOs Strengthened 310 288/93% 315
Governance Capacity Grant Programme (GCGP)3
# of Calls for proposals issued 3* 3/100% - Number of Grants disbursed - - - # of Project activities implemented by recipients (using grant funds)
- - -
Parish Inter – agency networking (IAN)
# of IANs Established 2* 2/100 - # of IANS Strengthened IAN: seen through strengthened individual entities
5* 4/75% 13
2First quarter performance of 2015-2016 have been taken into consideration. The relevant figures will be indicate by the asterisk (*). 3 Programme to be redesigned effective April 2015
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Table 2.1 Current Performance
Programmes Performance indicators Targets
Apr 2013-Mar 20142
Results Expected results 2015-2016
# of Joined up interventions (e.g. social service fairs etc.)
26
Community Research and Data Base Programme
# of Community profiles Completed 16 26/162% 10 # of DA Profiles Completed 2 2/100% - # of Parish Profiles Completed 4 4/100% - # of Profiles Validated 29 48/165% 31 # of updates to national community listings 2 2/100% 2 # of Asset Mapping Exercises Completed 78 172/220% 156 # of Asset maps Completed 156 280/179% 100 # of Training Sessions Conducted 13 15/115% 13 # of community boundaries reviewed and redefined4
124 158/127% -
# of Community Shapefiles Completed 388 389/100.3 -
Priority Planning and project development
# of Community Priority Plans produced 78 65/83% 40 # of Projects developed and submitted 20 20/100% 14 # of Projects implemented 29 29/100% 14
Community Action for Improvement in Education Program5
# of School improvement plans (SIP) developed/supported
6* 11*/183% -
# of Actions from SIP implemented with community support
94* 93*/99% -
National Sports National Communities Twenty/20 Cricket
Competition Implemented Host 1 event 1/100% 1 event
4 Review process for borders and boundaries for all communities have been completed as at March 2014. 5 Programme suspended for 2015-2016
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Table 2.1 Current Performance
Programmes Performance indicators Targets
Apr 2013-Mar 20142
Results Expected results 2015-2016
National Communities Netball Competition Implemented
Host I event 1/100% 1 event
Local Economic Development Support Program (LEDSP)
# of Capacity Building sessions with staff held 13* 13*/100% 1 (cohorts) # of Capacity Building sessions with communities held
60 72/ 120% 52
# of Databases of LED projects established and maintained
13 12/92% 13
# of seminars 6 5/83% 13 # of Business Plans Developed 5* 9/180% 26 # of Business Development fairs executed 7* 8*/114% 26 Community Entrepreneurship incentive scheme implemented6
- - 1
# of communities benefiting from LED initiatives 76 69/91% 52
6 Programme to be redesigned and renamed “Community Grant and Incentive Programme”
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Table 2.2 presents the governance landscape and the benchmarks of attainment to date in key organizational performance goals up to
September 2014.
Table 2.2: Key Performance Achievements as at September 2014
PARI
SHES
# CO
M
#DAs
STRENGTHENING PARTICIPATORY GOVERNANCE FRAMEWORK
COMMUNITY RESEARCH AND DATABASE
PRIORITY PLANNING AND DEV.
LEDSP
CDCs DACs Status
of PDCs
Community Profiles Asset Maps Community
Priority Plans LED
projects #
Active %
Coverage
# Activ
e
% Coverag
e #
% Coverage
# %
Coverage
# % Coverage
# Active
KSA 84 13 59 70% 7 54% Active 69 82% 52 62% 47 56% 8
St. Thom. 56 3 25 45% 3 100% Active 55 98% 33 59% 18 32% 3
Portland 44 6 30 68% 4 67% Active 29 66% 26 59% 11 25% 3
St. Mary 46 5 27 59% 3 60% Active 24 52% 19 41% 5 11% 0
St. Ann 55 9 40 73% 9 100% Active 43 78% 14 25% 18 33% 9
Trelawny 38 3 32 84% 3 100% P/Activ
38 100%
29 76% 26 68% 2
St. James 77 4 46 60% 2 50% Active 58 75% 61 79% 42 55% 8
Hanover 36 3 20 56% 3 100% Active 33 92% 32 89% 10 28% 4
Westm’d 83 5 42 51% 4 80% Active 68 82% 24 29% 18 22% 7
St. Eliz. 61 6 34 56% 5 83% Active 56 92% 48 79% 18 30% 5
Manchr. 73 9 65 89% 9 100% Active 71 97% 51 70% 41 56% 9
Clarendon 81 7 47 58% 7 100% Active 76 94% 31 38% 17 21% 0
St. Cath. 49 4 43 88% 4 100% Active 49 100%
13 27% 25 51% 6
Total 783 77 510 65.1% 63 82% 12Active 669 85% 433
55% 296 38% 69
Social Development Commission – Corporate Plan 2015-18
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010203040506070
39
61
13
3320
34
Chart 2.1: Staff Demographics%
2.1.1. Corporate Governance:
In keeping with the Public Bodies Management Act (2011) all reports and operational plans were
developed and submitted within the requisite time frame. This level of compliance will be
maintained.
The Annual report 2013/2014 was submitted with unaudited financial statements as the audits for
prior years were being completed. The outstanding audits for period 2001-2011 were completed
and have been submitted to the Ministry of local government. The SDC is now in an advanced state
of readiness and should be up to date with its audited financial statements by financial year end
2016 as targeted.
Given the participatory agenda that underpins the SDC’s work, the Participatory, Accountability and
Responsibility (PAR) process was established to make the public more aware of the work of the
Commission, advance the process of accountability and also to invite the participation of the broad
citizenry. The PAR process was successfully executed and has allowed for the development of new
and refined strategies. Local PAR sessions now constitute a key management tool as well as a major
communications strategy for the organization that will be continued in the new corporate plan
period.
2.1.2. Human Resource Management and Development
The Human Resource Management and Development Division plays a prime role in the
development and implementation of policies and systems geared towards creating the right
environment that influences employees’ behaviour, attitude and performance.
• Staff Complement: There are 318
positions with 241 (76%) currently
occupied. Staff complement is
mostly field based with over 60%
assigned.
Approximately 91% of staff in the
field and at the supervisory and
management levels have the
required academic qualification of
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which a first degree (bachelors) is the minimum for most positions7. Females comprise 61% of
staff and males 39%. The largest age cohort (34%) is over age 50, followed by 33% between
age 31 and 40, (see chart 2.1). Table 2.3 outlines the Human Resources Capacity Plan for the
planning period.
• Human Resource Capacity Plan
Additional staff will be required for the entity to achieve its mandate. The ideal is to have all
318 positions filled but the current fiscal space of government inhibits that. The submissions
for recurrent expenditure for 2015/2016 will be made for a complement of 254.
Table 2.3 Human Resources Capacity Plan
Unit/Division Staff Required Actual 2014/2015
Planned 2015/2016
Planned 2016/2017
Planned 2017/2018
Executive Support 11 8 8 11 11 Governance 4 4 4 4 4 Community Development Planning 10 4 9 10 10 Research 14 13 13 14 14 Human Resource Management & Dev. 17 17 17 17 17 Finance & Administration 24 22 23 24 24 Technical Support 6 5 5 6 6 Kingston & St. Andrew 40 34 32 40 40 St. Thomas 13 9 9 13 13 Portland 13 8 8 13 13 St. Mary 16 11 11 16 16 St. Ann 15 8 9 15 15 Trelawny 9 7 7 9 9 St. James 23 15 11 23 23 Hanover 12 9 10 12 12 Westmoreland 10 8 8 10 10 St. Elizabeth 14 10 10 14 14 Manchester 18 13 14 18 18 Clarendon 17 12 15 17 17 St. Catherine 32 24 24 32 32 TOTAL 318 241 254 318 318
7It is organizational policy that persons without the required qualification are to gain such qualification within a determined time-frame
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2.1.3. PUBLIC RELATIONS
The overall objective of the Public Relations Department is to use Social Marketing activities to
increase the visibility of the Social Development Commission, improve SDC’s communication
internally and externally and build partnerships for effective social engagements.
The Public Relations Department increased its corporate marketing campaign by launching a SDC
newsletter called the “Community Reporter” and weekly bulletin highlighting community activities
in the last period. Additionally, the Commission increased its presence in the main stream media
through increase television coverage of projects undertaken at the parish level.
2.1.4. Management Information Systems/Technology
The SDC transformed the information system infrastructure aligning it accurately with the business
processes that improved efficiency and better served our stakeholders.
Schema 2.1: IT Infrastructure lay-out
• A SDC Communications database was created to allow for ease of communication to all
our major stakeholders about programs and activities at the community level. It will also
serve as a central tool in the visibility campaign of the SDC.
• Website: A comprehensive overhaul of the SDC website ‘sdc.gov.jm’ was completed during
the last period to become a more vibrant and informative tool used to interact with external
stakeholders on critical events and other tasks conducted by the Social Development
Commission.
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• IT Policy: the current policy will be reviewed and more comprehensive IT policy will be
developed and implemented by end 2015.
2.1.5. Finance and Administration (FAA)
The Finance & Administration (FAA) Department assists management in making strategic decisions
by efficiently providing accurate and timely financial reports and audited financial statements;
developing financial plans and forecasts in consultation with the management team and participate
in the development of corporate and strategic plans. The Department reports on the status of actual
and planned results indicating any variance and reasons thereof to the Management, Board, and
Ministry.
• Structure: Vacant positions in the field and at the Head Office will be filled and the automation
system will be strengthened by upgrading, expanding and increasing the use of the ACCPAC
and Wide Area Network systems. The above actions are necessary given the extreme demand
on the FAA Division from the CDF program in particular.
• Management Control: Efforts will continue in strengthening and improving the management
control systems by ensuring compliance with the laws, regulations and best practices guiding
the preparation of its accounts.
• Financial Reports: The entity aims to be current with audited financial statements by 2016.
• Administration
- Fixed Assets and Property Management: the Assets Management and Properties guideline
will be enforced in the planning period.
- Challenges relating to office accommodation in some locations and storage of documents
are concerns that remain due to the lack of funding support to undertake essential
repairs. The Westmoreland office was relocated in 2014. The Commission is now focused
on the relocation of the Trelawny, Manchester and Kingston and St. Andrew Offices to
more affordable and convenient locations.
• Income Generation: the commission will aggressively pursue income earning possibilities
from maximising income for properties and from projects and programmes.
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• Cost Savings: More stringent cost saving measures and greater adherence to already
established policy will be required for the new corporate plan period. Special attention will be
placed on energy consumption given the high costs associated.
2.1.6. Internal Audit
The Internal Audit Department (IAD) of the Commission is established as a requirement of the
Government regulations and Financial Administration & Audit (FAA Act). Its primary focus is to
determine that policies and procedures designed by GOJ and SDC are being adhered to at all levels
of operation.
Traditional activities of operational audits, internal control testing and auditing financial
statements have been expanded to include a more connected or value added role with emphasis on
compliance, risk management, corporate governance efficiencies and fraud prevention.
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3. PLANS AND PRIORITY PROGRAMMES 2015 - 2018
3.1. Priority Programmes:
The work of the Commission will be executed through seven major programmes programs outlined in Table 3.1. There will be emphasis
on the LEDSP to significantly enhance entrepreneurship at the community level.
Table 3.1. Priority Programmes 2015-2018
Programme/ Project
Strategies Key Outputs Performance Indicators
Target & Cost 15/16
Target & Cost 16/17
Target & Cost 17/18
Strengthening Participatory Governance Framework
• Meetings/Workshops
• Seminars/Focus groups
• Community visits • ‘Pon the corner’ • Work days • Joint initiatives with
LAs & MPs
689 active umbrella groups
# of CSOs Established - 27CSOs (26 CDCs, 1 DAC)
- $1,500,000
- 27 CSOs (26 CDCs, 1 DAC)
- $1,650,000
- 27 CSOs (26 CDCs, 1 DAC)
- $1,815,000.00
# of CSOs Revitalized - 4 CSOs - $200,000
- 4 CSO - $220,000
- 4 CSO - $242,000.00
# of active umbrella governance groups
- 627 - 658 - 689
# of CSOs Assessed - 315 CSOs - $1,575,000
- 330 CSOs - $1,807,500.00
- 345 - $1,905,750.00
# of CSOs Strengthened - 315 CSOs - $9,450,000.00
- 330 CSOs - $10,845,000.0
0
- 345 - $11,434,500.00
75% of active groups represented at higher level tiers of the PGF
% of groups represented at higher level tiers in PGF
- 65% - 70% - 75%
75% of active CDCs with defined positions for youths8 on executive
# of CDC constitutions defining youth positions
- 354
- 400
- 448
8Age range for youth defined as up to age 29 years (limit dictated by SDC’s community participatory processes)
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Table 3.1. Priority Programmes 2015-2018
Programme/ Project
Strategies Key Outputs Performance Indicators
Target & Cost 15/16
Target & Cost 16/17
Target & Cost 17/18
13 PDCs actively participating at the Local Government level on a monthly basis
# of Local Authorities’ meetings attended by PDCs
- 143 - 143 - 143 -
# of PDC/Local Authorities joined up initiatives
- 6 - 6 - 6
75% of active umbrella community groups with quality engagements with elected representatives
# of umbrella CSOs actively engaging elected representatives
250 394 516
Subtotal $12,725,000 $4,762,000 $15,397,250 Community Research and Database
• Utilize SDC’s mixed methodology for research (Quantitative, Qualitative and Participatory)
• Research Training - Define community
borders and boundaries
- Analyze Data and prepare Profiles
- Use of GIS
88% coverage for community profile
# of Community profiles Completed
- 10 - $10,000,000.00
- 5 - $1,750,000.00
- 5 - $1,750,000.00
50% coverage for Asset Maps
# of Asset mapping exercises completed (GPS)
- 156 - $312,000.00
- 78 - $50,000.00
- 80 - $60,000.00
# of Asset maps Completed (GIS)
- 100 - $0.00
- 100 - $0.00
- 100 - $0.00
Updated national community listing
# of updates for national community listings
- 2 - $0.00
- 2 - $0.00
- 2 - $0.00
National Consensus on redefined community boundaries and borders
# of Parish Consultations on Community boundaries Redefined
- 14 - $1,225,000.00
- -
Subtotal $11,537,000.00 $1,800,000.00 $1,810,000.00 Priority Planning and project
• Meetings/Worksho 45.5% coverage for priority Plans
# of Community Priority Plans produced
- 24 - $2,400,000.00
- 20 - $2,000,000.00
- 16 $1,600,000.00
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Table 3.1. Priority Programmes 2015-2018
Programme/ Project
Strategies Key Outputs Performance Indicators
Target & Cost 15/16
Target & Cost 16/17
Target & Cost 17/18
development ps • Seminars/Focus
groups • Stakeholder
analysis and mobilization
# of staff (6) and Community training (26) sessions
- 32 - $2,500,000.00
- 32 - $2,500,000.00
- 26 - $2,032,000.00
10% of active umbrella CSOs with PPs submitting project proposals to funders annually
# of Projects developed and submitted
- 14 - $720,000.00
- 20 - $1,400,000.00
- 24 - $2,000,000.00
Subtotal $5,620,000 $5,900,000 $5,632,000 Local Economic Development Support Program (LEDSP)
- Capacity Development of Staff & CSOs
- Business Plans Development
- Business Fora - LED Database
Development & Maintenance
- Production of LED catalogue
186 umbrella governance groups (CDCs/DACs/PDCs) with viable LED initiatives
# of staff trained in social entrepreneurship (MSBM)
- 25 - $3,000,000.00
- 25 - $3,500,000
- 25 - $4,000,000.00
# of Capacity Building sessions for communities held
- 52 - $2,080,000.00
- 52 - $2,080,000.00
- 52 - $2,080,000.00
# of Business models developed
- 26 - $1,300,000.00
- 39 - $1,950,000.00
- 39 - $1,950,000.00
# of Business Plans Developed
- 26 - $2,600,000.00
- 39 - $3,900,000.00
- 39 - $3,900,000.00
# of Community Business Fairs staged
- 26 - $2,600,000.00
- 26 - $2,600,000.00
- 26 - $2,600,000.00
LED catalogue (funding sources and approaches)
- 1 - $3,000,000.00
-
# of umbrella groups with viable initiatives
- 25 - $3,000,000.00
- 25 - $3,500,000
- 25 - $4,000,000.00
- Subtotal $14,580,000.00 $20,530,000.00 $18,530,000.00 Sports for Community Development Program
• Community meetings
• Community rallies
National cricket competition
1 National Communities Twenty/20 Cricket Competition Implemented
- 1 - $36,000,000.00
- 1 - $35,000,000.0
0
- 1 - $35,000,000
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Table 3.1. Priority Programmes 2015-2018
Programme/ Project
Strategies Key Outputs Performance Indicators
Target & Cost 15/16
Target & Cost 16/17
Target & Cost 17/18
• Sponsorship engagements
• 2 national competitions
• Parish events
# of projects implemented from prize monies
- 26 - 26 - 26
National Netball Competition
1 National Communities Netball Competition Implemented
- 1 - $10,000,000.00
- 1 - $12,000,000.0
0
- 1 - $12,000,000.00
# of projects implemented from prize monies
- 26 - 26 - 26
Parish sports extravaganza
11 Sporting events at community level
- 3 - $2,000,000
- 4 - $3,000,000
- 4 - $5,000,000.00
Subtotal $48,000,000 $50,000,000 $52,000,000 Community Grant and Incentive Programme (CGIP)
• Use print & electronic media
• Develop tracking and scoring mechanism
• Case studies of Best Practices
2509 communities receiving awards/ grants/ incentives
# of communities receiving grants
- 20 - $5,000,000
- 20 - 5,000,000
- 20 - $5,000,000
# communities receiving programmatic awards
- 78 - $1,000,000
- 78 - $1,000,000.
- 78 - $1,000,000
# of communities receiving LED awards
- 16 - $1,000,000
- 16 - $1,000,000
- 16 - $1,000,000
# of parish awards ceremonies held
- 13 - $1,500,000
- 13 - $1,700,000
- 13 - $1,900,000
# of projects implemented from grants/awards disbursed
- 20 - 20 - 20
Subtotal $8,500,000 $8,700,000 $8,900,000 Parish Inter – agency networking
• Meetings 78 joined up initiatives at the community level
# of IANS Strengthened - 13 - $645,000.00
- 13 - $550,000.00
- 13 - $500,000.00
9 Communities may receive awards more than once over the three year period.
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Table 3.1. Priority Programmes 2015-2018
Programme/ Project
Strategies Key Outputs Performance Indicators
Target & Cost 15/16
Target & Cost 16/17
Target & Cost 17/18
(IAN) • Workshops/seminars
• Joint initiatives with Las
• Social Services Fairs
by government agencies
# of Joined up interventions (e.g. social service fairs etc.)
- 26 - $1,400,000.00
- 26 - $1,400,000.00
- 26 - $1,400,000.00
# of beneficiaries from joined up interventions
- 500 - 500 - 500
Subtotal $2,045,000.00 $1,950,000.00 $1,900,000.00
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4. Performance Measurement and Management
Measuring organizational performance on an ongoing basis is critical to the attainment of stated organizational goals. Diagram 4.1 clearly
outlines the management and evaluation plan of the eight main programs that will be pursued
Table 4.1 Management performance Plan 2015-2018 Priority policies, programmes and
projects
Output performance indicator(s)
Baseline data
(13/14)
Departmental level major tasks to realize the
objective of the priority policy, programme or
project
Monitoring frequency Monitoring method(s)
Year 2015/2016 Year 2016/2017 Year(2017/2018
Target Monitoring Timeline
Target Monitoring Timeline
Target Monitoring Timeline
Strengthen the participatory governance framework
# of umbrella Established
596 - 677 Active and functioning umbrella community groups
- 27 quarterly - 27 quarterly - 27 - Quarterly • Reports • Field visits • Parish
presentations
• PAR sessions
Community Research and Database programme
# of Com. profiles Completed
669 - 689 available Community Profiles
- 10 quarterly - 5 quarterly - 5 - Quarterly
Priority Planning and Project Development
# of Com. Priority Plans completed
263
- 360 available Priority Plans
- 24 quarterly - 20 quarterly - 16 - Quarterly
Local Economic Development Support Programme
# of communities implementing LED initiatives
193
- 250 communities implementing LED initiative
- 25 quarterly - 25 quarterly - 25 - Quarterly
Sports for Community Development programme
# National events held
2
- 6 national events held
(3 T20 & 3 netball)
- 2 annually - 2 annually - 2 - Quarterly
Social Development Commission – Corporate Plan 2015-18
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Table 4.1 Management performance Plan 2015-2018 Priority policies, programmes and
projects
Output performance indicator(s)
Baseline data
(13/14)
Departmental level major tasks to realize the
objective of the priority policy, programme or
project
Monitoring frequency Monitoring method(s)
Year 2015/2016 Year 2016/2017 Year(2017/2018
Target Monitoring Timeline
Target Monitoring Timeline
Target Monitoring Timeline
Community Incentive programme
# of community awards given
100 - 750 awards
- 400 annually - 400 annually - 400 - Annually
Inter-Agency Network Programme
# of IANs Established
11 - 13 parish IANs in whole government approach
- 2 quarterly - - - -
Performance Appraisals
# appraisals completed for staff
200 - 256 Appraisals completed
- 256 Bi-annually - 256 Bi-annually - 256 - Bi-annually
Social Development Commission – Corporate Plan 2015-18
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4.2 MANAGEMENT PROGRAMMES EVALUATION PLAN 2015-2018
PRIORITY PROGRAMMES AND
PROJECTS
GOAL(S) EXPECTED OUTCOME(S)
EVALUATION TYPE
(FREQUENCY)
PLANNED COMPLETION
DATE
EVALUATION METHOD(S)
DEPARTMENT RESPONSIBLE
Strengthening of the PGF
- To increase the capacity of community organizations to participate in decision making at all levels.
- To provide a framework for the active participation of citizens in governance
1. Increased Citizen Participation in governance
2. Wealth Creation and Social Protection
3. Enhanced community safety and security
4. Youth Inclusion 5. Gender equality 6. Increase
environmental and climate change resilience
Mid-term October 2016 1. Report reviews
2. PAR sessions
3. Surveys
Governance
Community Research and Database
- to produce and update community data and information that are needed for local and national planning
Research
Priority Planning and project development
- to enhance capacity of communities for project development and implementation
Community Development Planning
Local Economic Development Support Program
- to increase the number of viable economic enterprise at the community level
Sports for Community Development
- to promote social inclusion, reduce barriers, increase participation and promote personal, social and community development
Community Incentive Programme
- to bolster community participation in developmental activities through rewards and incentives
Public Relations
Parish Inter – agency networks
- to improve the quality of service delivery to residents through effective and efficient collaboration among service providers
Governance
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4.3 Social Development Commission’s Balanced Score Card 2015-2018
PERSPECTIVE OBJECTIVES MEASURES TARGETS INITIATIVES RESPONSIBLE DEPARTMENT
CUST
OM
ER
• Improved quality of life
• Percentage of active community groups with advocacy efforts
• Percentage of active community groups with quality engagements with elected representatives
• Number of new LED projects
implemented by communities
• Percentage of communities benefiting from new LED enterprises
• Percentage of communities benefiting
from new social and environmental projects
• 60%
• 75% • 70
• 40%
• 70%
• Strengthening the Participatory Governance Framework Programme
• Local Economic Development Support Programme
• Priority Planning and Development Programme
• Governance • CDPP
• Deliver quality service in community development to communities and stakeholders
• Quality feedback/Ranking at PAR sessions` from communities and stakeholders
• Feedback in Project/Programme/ Partnership Reviews from partners/stakeholders
• 85% positive feedback
• 95% positive feedback
• PAR Sessions and Feedback Mechanisms
• Implement Project Review System
• Executive
• Improve coordination for quality service delivery at the parish level
• Number of joined up initiatives at the community level by government agencies per parish annually
• Number of beneficiaries accessing government social services per parish annually
• Two initiatives
• At least
• Parish Inter-agency Networking Programme
• Governance
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4.3 Social Development Commission’s Balanced Score Card 2015-2018
PERSPECTIVE OBJECTIVES MEASURES TARGETS INITIATIVES RESPONSIBLE DEPARTMENT
500
• Improve communities access to developmental planning data
• Updates of Website Content with summary profiles, plans and listings
• Number of e-Community Packages with Profiles, Priority Plans and Constitutions
• Monthly updates
• 250
• Monitor Website content management
• Design and distribute packages
• IT
• Increase public awareness of the Commission
• Number of Public awareness activities (branding, interviews, etc) hosted quarterly
• Market Survey results(survey completed once in the 3 years)
• 30 • 85%
awareness
• Public Awareness (Soft) Campaign
• Markey Survey
• Public Relations
INTE
RNAL
BU
SIN
ES
S P
ROCE
SS
• Improve Performance Management
• Percentage annual increase in the average attainment of organizational targets
• 3% • Strengthen performance monitoring and evaluation framework
• Executive
• Organize communities to participate in decision making
• Number of active umbrella governance groups
• Number of PDCs actively participating at the Local Government level on a monthly basis
• Percentage of active groups represented at higher level tiers of the
• 602 • 13 PDCs
• 75%
• Strengthening the Participatory Governance Framework Programme (SPGFP)
• Sports for Community Development Programme
• Governance • CDPP
Social Development Commission – Corporate Plan 2015-18
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4.3 Social Development Commission’s Balanced Score Card 2015-2018
PERSPECTIVE OBJECTIVES MEASURES TARGETS INITIATIVES RESPONSIBLE DEPARTMENT
Participatory Governance Framework
• Percentage of active CDCs with defined positions for youths10 on executive
• 75%
• Community Incentive
and Grant Fund
• Provide up-to-date disaggregated community data as basis for local and national planning
• Percentage increase in coverage for Community Profiles
• Percentage increase in coverage for
Asset Maps
• Number of updates to listings per year annually
• 3% increase
• 38%
increase
• 2
• Community Research and Database Programme
• Research
• Increase community Priority plans for project/programme design at the community level.
• Percentage increase in coverage for priority plans
• Percentage of CSOs with PPs submitting project proposals to funders
• 7.5% increase
• 10%
• Implement PP&PD • CDPP
• Increase the number of LED initiatives
• Number of umbrella governance groups (CDCs/DACs/PDCs) with viable LED initiatives
• 186 • Local Economic Development Support Programme
• CDPP
• Increase grants and awards incentives to
• Number of communities receiving incentives yearly
• Project implementation rate from
• 25011
• 100%
• Community Incentive and Grant Programme
• CDPP
10 Age range for youth defined as up to age 29 years (limit dictated by SDC’s community participatory processes) 11Awardees from Governance Capacity grant Fund, LED and the other 6 main programmes
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4.3 Social Development Commission’s Balanced Score Card 2015-2018
PERSPECTIVE OBJECTIVES MEASURES TARGETS INITIATIVES RESPONSIBLE DEPARTMENT
communities incentives disbursed
• Number of SDC parish awards functions hosted annually
• 13
• Sports for Community Development Programme
LEAR
NIN
G AN
D G
ROW
TH
• Increased Capacity of Staff
• Average Performance (Appraisal) rating of staff annually
• Average Scores on annual Staff Assessments
• Staff development program
• 85%
• 75%
• Strengthen Performance Management Appraisal System
• Design and implement capacity assessment tools: Staff tests; competency
• Update core competency manual
• HRD & Training
• Maximise technological capacity
• Staff utilizing IT platform (email, website, Video Conferencing, GIS, ACCPAC, etcetera)
• Percentage increase in the number of
visits to the SDC’s website
• All staff • 15%
• Staff IT training sessions
• IT Policy design and implementation
• Publish online newsletter
• Hardware maintenance • Website content
management
• IT • Public
Relations
• Enhance Change Management processes
• Staff inclusiveness in Decision Making at quarterly meetings
• Response rate from senior management on policies and decisions
• All staff
• 80%
• Implement Quarterly staff/senior management meetings
• Develop and Implement
• Executive Unit
• HRD
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4.3 Social Development Commission’s Balanced Score Card 2015-2018
PERSPECTIVE OBJECTIVES MEASURES TARGETS INITIATIVES RESPONSIBLE DEPARTMENT
• Staff’s compliance rate with policies and procedures
• Percentage annual increase in
Employee satisfaction rate
• Annual increase in average participation of staff in organizational activities
• Delegation/ people held to account
• 100%
• 2%
• 5%
communication strategy
• Strengthen HR policies and procedures
• Employee satisfaction survey
• Rewards and recognition programme
• Sports and social club activities
FIN
ANCI
AL
• Optimize utilization and management of resources
• Annual increase in revenue growth from properties and programs/partnerships/ projects
• Percentage reduction in annual
Energy consumption rate
• Percentage reduction in expenditure on goods and services
• 5%
• 5% KWH/10% KL
• 2.5%
• Strengthen management of properties portfolio
• Implement marketing campaign of products and services
• Alternative energy for corporate office
• Aggressively implement cost saving measures
• Finance and Admin
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4.3 Social Development Commission’s Balanced Score Card 2015-2018
PERSPECTIVE OBJECTIVES MEASURES TARGETS INITIATIVES RESPONSIBLE DEPARTMENT
• Compliance with GOJ financial and admin policies and regulations
• Number of breaches of policies yearly • Zero • Improve Internal control processes
• Strengthened procurement committee
• Annual Audits
• Finance and Admin
• Fiscal prudence • Expenditure within budget • No cost overrun yearly
• Timely and accurate expenditure reporting
• Auditing of capital expenditure at the parish level (advise IAD)
• Finance • Internal
Auditing
The SDC’s strategy map is reflected in the chart below:
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INTEGRATED COMMUNITY DEVELOPMENT LOCAL ECONOMIC DEVELOPMENT
VISION: The leading community development agency working within a Jamaican Society where all citizens actively participate in a process and benefit from the resulting good governance, economic prosperity, sustainable environment and social well-being.
MISSION: To facilitate the empowerment of citizens in communities, enabling their participation in an integrated, equitable and sustainable National Development Process
LEAR
NIN
G A
ND
GR
OW
TH
CAPACITY BUILDING MAXIMISE TECHNOLOGY
CAPACITY CHANGE MANAGEMENT
CORE VALUES: Shared Vision and Commitment; Efficient; Openness and Honesty; Non-authoritarian and Inclusive; Non-partisan; Merit and Equal Opportunity; Professionalism; Team work
CU
STO
M
ER POSITIVE PUBLIC
IMAGE ACCESS TO
PLANNING DATA
QUALITY SERVICE (DELIVERY &
COORDINATION) IMPROVED QUALITY OF LIFE
DESIRED IMPACT: Wealth creation; social protection; Increased people participation in governance; Enhanced community safety; Youth inclusion; Increased environmental & climate change resilience
INTE
RNAL
BU
SINE
SS
PRO
CESS
ES PERFORMANCE
MANAGEMENT
COMMUNITY OGANISATION
JAMAICA’S
COMMUNITIESDATA
BASE
COMMUNITY PRIORITY
PLANNING AND PROJECT DESIGN
LOCAL ECONOMIC INITIATIVES
INCENTIVISE COMMUNITIES
FINA
NCIA
L OPTIMIZE RESOURCES POLICY COMPLIANCE FISCAL PRUDENCE
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5. BUDGET
Table 4.1 Budget Forecast 2015-18 and Actual Expenditure 2014-15
Item & Programme
Actual Expenditure
August 14/15 (J$ )
Approved Budget
2014/15 ($J)
Estimates of Expenditure
15/16 (J$)
Projections 16/17
(J$)
Projections
17/18 ($)
RECURRENT Programme Name & No. Compensation 173,725,484 434,105,000 444,957,000.00 467,483,000.00 467,483,000.00 Retirement Benefits 45,262,224 93,885,000 107,702,119.39 107,458,762.39 107,458,762.39 Travel Expenses 40,749,478 94,002,000 94,002,000 97,491,000.00 97,491,000.00 Rental of Property 3,130,759 6,575,000 6,575,000.00 7,570,000.00 7,570,000.00 Public Utilities 11,188,291 24,760,000 15,077,000.00 17,290,000.00 17,290,000.00 Purchase of Goods and Services 12,703,735 22,891,000 20,996,100.00 40,673,000.00 40,673,000.00 Grants and Contributions 25,000 60,000 60,000.00 60,000.00 Purchase of Equipment 593,678 5,817,000 1,000,000.00 4,285,000.00 4,285,000.00 Sub-total Recurrent (Dept/PB) 287,378,649 682,095,000 690,309,254.39 742,310,762.39 742,310,762.39 CAPITAL A Programme Name & No. Strengthening the Participatory Governance Framework Programme 12,725,000.00 4,762,000.00 15,397,250
Local Economic Development Support Program (LEDSP)
14,580,000.00 20,530,000.00 18,530,000.00
Community Incentive and Grant Programme 8,500,000 8,700,000 8,900,000
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Parish Inter – Agency Networking 2,045,000.00 1,950,000.00 1,900,000.00 Community Research and Data Base 11,537,000.00 1,800,000.00 1,810,000.00
Priority Planning and Project Development
5,620,000.00 5,900,000.00 5,632,000.00 Sports for Community Development
48,000,000 50,000,000 52,000,000
Sub-total Capital A (Dept/PB) 103,007,000.00 93,642,000.00 104,169,250.00
CAPITAL B
Major Department/Public Body Programme Name & No.
Sub-total Capital B (Dept/PB)
APPROPRIATIONS IN AID Programme Name & No. RECURRENT Compensation 2,000,000.00 2,000,000.00 Travel Expenses 12,081,040.00 5,000,000.00 5,000,000.00 Rental of Property 0.00 0.00 0.00 Public Utilities 2,859,005.60 3,000,000.00 3,000,000.00 Purchase of Goods and Services 0.00 0.00 0.00 Grants and Contributions 60,000.00 0.00 0.00 Purchase of Equipment 0.00 0.00 0.00
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Sub-total Appropriations in Aid (Dept/PB)
15,000,045.6 10,000,000 10,000,000
TOTAL FUNDING REQUIREMENT Total Recurrent 690,309,254.39 742,310,762.39 742,310,762.39 Total Capital A 103,007,000.00 93,642,000.00 104,169,250.00 Total Capital B Total Appropriations in Aid 15,000,045.6 10,000,000 10,000,000 Total Funding Requirement 808,316,299.99 845,952,762.39 856,480,012.39
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6. APPENDIX Appendix A
SWOT Analysis STRENGTHS DESCRIPTION OPTIONS FOR
PRESERVING OR ENHANCING EACH
STRENGTH
OPPORTUNITIES DESCRIPTION OPTIONS FOR TAKING ADVANTAGE OF EACH
OPPORTUNITY
• Highly qualified staff
• Highly committed staff
• Institutional History
• Strategic location
• Effective
• 91% of field and administrativestaff with minimum first degree
• Experienced staff
• Staff working
extended hours • Use of own
resources to complete tasks
• Unique model of community development in the region
• 76 years of existence • Data generation
• Islandwide coverage
(13 Parish Offices + HO)
• Observing recruitment policy
• Succession Planning
• Capacity Development
• Adequate remuneration
• Motivating Factors: Staff recognition & raft of supportive policies and Capacity Development initiatives
• Social marketing: (Staff visibility via branding)
• Archiving: • Infrastructural
maintenance& increase staff coverage
• Maintain Asset
• Vision 2030 /National Development Plan
• Social Media
• Brand • IDPs, Private -
Public Sector Partnerships
• Increased focus
on Livelihood approach to community Development
• Vision 2030 Plan defines strategic direction (in line with Commission’s CP)
• Expanse of social
media e.g. YouTube; twitter, Facebook
• Community
network • Reputable
Outputs of the organization
• Track record in project management
• National emphasis driving interest in private – public partnership
• Appreciation for bottom up approach to community development for
• Leveraging the Commission’s position
• Increase use of
social media to promote and execute mandate
• Improving outputs • Increased project
review and revision of processes to maintain advantage
• Increase the pursuit of viable partnerships
• Increase design of projects and programmes
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Management Systems
• Legal Framework
• Communities
database
• Successive Corporate Plans
• M & E Framework: Operation plans, PAR sessions, Reporting mechanism
• Effective HR policies and programs
• Finance systems& programmes
• Robust Communication Systems: CUG, website, Email,
• Act of Parliament (1965 Act), Ministry Papers 8/93 and 7/03
• Comprehensive
information (governance, research, planning) on communities
Registry
• Annual Corporate review
• Review of the
existing Legislation
• Sourcing adequate resources to maintain database
• Periodic updating
• Imminent
passage of Local Governance Act
• Placement in the
Ministry of Local Government & Community Development
e.g. CARILED, UNICEF – CHOICE, PIOJ-CRP
• Local Governance
Act accords to groups legal status
• SDC to become one of the Registrar for Groups
• Greater alignment between the Ministry and Commission’s mandate
• Increased partnership with Local Governance actors (e.g. LAs, PDCs, SDC, CSOs)
• Continued discussion with CSOs and Las
• Bolster and garner consensus around related operational processes
• Maintaining
position/location in the MLGCD through reporting (Corporate Plan, Operation Plan)
WEAKNESSES DESCRIPTION OPTIONS FOR MINIMISING OR
OVERCOMING EACH WEAKNESS
THREATS/ CHALLENGES
DESCRIPTION OPTIONS FOR OVERCOMING EACH
THREAT / CHALLENGE
• Inadequate supervisory management training
• Managerial staffs’ abilities to administer and supervise
• Increased number of training sessions held annually
• The Economy
• Decline in the national GDP
• Decreased volunteerism
• Implement creative measures to bolster economic livelihoods and
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• Gaps in Management processes
• Insufficient
resources
• Aesthetics of
Offices
• Lack Health and Wellness program
• Untimely response to organizational requests
• Inadequate formal orientation of new staff
• Inadequate financial,
technological resources and staff coverage
• Poor office layout and physical appearance of reception areas
• Lack of signage
• No program in place
• Adherence to standards
• Staff orientation sessions
• Lobby for additional funds and staff
• Marketing the services of the Commission
• Upgrade facilities and refurbish reception areas with proper signage
• Design and implement a health and wellness program
• Sensitization to occupational health and safety
• Limited funding
to the SDC by GOJ
• Changes in Policy and Priority Directions of Government, IDPs
• Duplication of
work by parallel entities
• Delay in the
Passage of the Local Governance Act
• Migration • Public Sector Wage
freeze • No funding
received for capital programmes
• Insufficient funding for recurrent expenditure
• Diminishing
funding sources due to shifts in development indicators
• Competing
programs established to execute same functions as the Commission, however adequately resourced
• Impacts the
viability of groups as it accords legal status morale of community leadership
• Impacts the
volunteerism • SDC Board &
MLGCD lobbying the GOJ
• Increase / maintain partnerships
• Develop relevant
and strategic corporate plan
• Sustained
marketing of the Commission’s work to remain current and relevant
• Increased collaboration through the parish Inter-agency networks
• Continued advocacy
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• Crime and Violence
• Climate change, natural and man-made disasters
credibility of the Commission
• Areas inaccessible for sustainable community development
• Erosion of economic base of some communities
• Threats from
natural hazards can create a shift in organizational focus and funding priorities
• Collaborative social interventions with MDAs
• Develop Risk management plan / strategy
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Appendix C RISK MANAGEMENT MATRIX
Programme/Project/Policy Initiative
Risks Impact Probability Mitigating
Measure/Response Year 1 Year 2 Year 3 15/16 16/17 17/18
I. Strengthening Participatory Governance Framework Programme
• Further delay in the passage of the Local Governance Acts
Dampen the energies of the leadership of the governance groups
High Acceptance – Despite the consistent advocacy by the Commission and its partners to fast track the passage of the Acts over the years, the process is restricted by legislative/ constitutional amendment processes.
II. Parish Inter – agency networking (IAN)
• Limited buy-in and collaboration from, and among local and corporate stakeholders
Continuous disjointed approaches undermining quality of service delivery
Medium Reduction - The Commission will lead in ongoing sensitization and capacity building efforts among agencies at the local and corporate levels
III. Community Incentive Programme
• Limited resources to finance and sustain the grant fund on a yearly basis
De-motivation of community leadership
Medium Sharing – Aggressive efforts will be implemented to identify and pursue funding support.
IV. Community Research and Database
• Volatility within communities.
Hinder data collection and other research processes
Medium Sharing - The engagement of the key stakeholders and community personnel for the maintenance of peace in the targeted communities.
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Appendix C RISK MANAGEMENT MATRIX
Programme/Project/Policy Initiative
Risks Impact Probability Mitigating
Measure/Response Year 1 Year 2 Year 3 15/16 16/17 17/18
Acceptance -The Commission is powerless in preventing these sporadic outbursts, since the origins are usually obscure or unknown
V. Local Economic Development Support Program (LEDSP)
• Inadequate Human Resources
Inability to employ and deploy technical staff to aid business development
High Acceptance –Specific economic conditionality limits the expansion of the current staff complement of the Commission
• Inadequate Financial resources
Inability to consistently support economic initiatives at the community level
Medium Sharing – The Commission will pursue partnerships facilitated by the heightened interest in Local Economic Development among international donor partners.
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Appendix C RISK MANAGEMENT MATRIX
Programme/Project/Policy Initiative
Risks Impact Probability Mitigating
Measure/Response Year 1 Year 2 Year 3 15/16 16/17 17/18
VI. Priority Planning and project development
• Limited GoJ Funding as well as limited resources for access
Hinders the timely completion of priority plans
Medium Sharing – Partnerships will be forged with international development partners and MDAs with a significant interest in community development planning
VII. Sports for Community Development Program
• Withdrawal of key partnerships
Cancellation of national competitions
Low Sharing – Ongoing pursuit of new partnerships with local and international organizations will be a priority strategy that the Commission will utilize.
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Appendix D: Strategic Outcomes Indicator sheet Strategic Outcomes Select Indicators 1 Wealth creation and social protection • Decreased poverty levels
• Increased employment/job creation • Expansion of existing businesses • Emergence of new business at the
community level (group or individuals) • Increased access and benefit to the Social
Safety Net Programs by vulnerable citizens
2 Increase people participation in governance
• Growth in number of established groups • Growth in number of registered groups12 • Strengthened groups – enhanced capacity
and increased membership • Increased dialogue with elected
representatives and local authorities • Increased advocacy • Increased attendance at CDC/DAC/PDC
AGMs • Increase in number of community lead
activities • Enhanced knowledge base in governance
3 Enhance community safety and security • Increased advocacy for reformed and modernized system of law enforcement
• Improved relations between citizens and police
• Increased participation of citizens in anti-crime initiatives
• Increased participation of police in Parish/community level meetings (CSOs and Inter Agency Network)
• Improved infrastructure in vulnerable/volatile communities
4 Promote Youth inclusion • Increased number and quality of youth groups
• Youths actively involved at the executive level of CDCs, DACs and PDCs
• Increase engagements that foster camaraderie, tolerance and positive lifestyles through sports and culture
12Contingent on the promulgation of the Local Government Reform act.
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• Increase partnerships with agencies with youth programs/focus
5 Increase environmental resilience, Climate change and Healthy Lifestyle
• Environmental issues integrated in economic and social decision making
• Increase sensitization regarding proper disposal of all forms of waste
• Communities actively participating in sporting, social and cultural events
• Increased social engagements promoting good nutrition, fitness and health care
• Strengthened linkages with health care institutions and governance structures (LAs and CSOs)
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