Capacity Building for Change Management in Ministry of Finance & Planning, Jamaica

Jamaica is undergoing key economic and administrative reforms to enhance fiscal sustainability. The Ministry of Finance & Planning plays a critical role in implementing the Economic Reform Programme. A Change Management Component is focused on building staff capacity to facilitate efficiency, fiscal sustainability, and transparency.

• Capacity Building
• Change Management
• Ministry of Finance
• Jamaica
• Fiscal Sustainability

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1. Local Project Appraisal Local Project Appraisal Committee Meeting Committee Meeting PROJECT NAME: CAPACITY BUILDING FOR CHANGE MANAGEMENT IN THE MINISTRY OF FINANCE AND PLANNING UNDP CO (JAMAICA) 1-3 LADY MUSGRAVE ROAD Monday, 20 April 2015 1

2. Capacity Building for Change Capacity Building for Change Management in the MOFP Management in the MOFP Background In order to boost socio-economic development and achieve fiscal sustainability, Jamaica is transforming its public sector to make it more efficient and responsive in executing its mandate. Jamaica is also undertaking a number of key economic and administrative reforms, including the Economic Reform Programme (ERP) The GOJ needs to improve revenue collection as a key component to fiscal sustainability 2

3. Capacity Building for Change Capacity Building for Change Management in the MOFP Management in the MOFP Background (cont d) Jamaica also entered into a Stand-By Agreement with the International Monetary Fund (IMF) which requires achieving important economic targets and achievement of key economic reforms. The Ministry of Finance and Planning (MOFP) is a critical entity in the implementation of the ERP and developing a national economic and fiscal policy framework 3

4. The MOFP must be transformed through a change process in order to achieve its expanded mandate 4

5. Change Management in the MOFP is part of wider Transformation Programme Strategic Public Sector Transformation Programme Change Management in the Ministry of Finance and Planning PT Strategic Public Sector Transformation Programme 5

6. Capacity Building for Change Capacity Building for Change Management in the MOFP Management in the MOFP The Change Management Component of the wider Transformation Programme will focus on building capacity of staff to embrace and implement changes to enable the MOFP to efficiently carry out its functions A key result of the change process is to enhance fiscal sustainability, accountability and transparency 6

7. Behavioural Behavioural Economics Economics The project will employ an innovative approach by applying Behavioural Economics to business processes to ehance efficiency and effectiveness. The approach is to test, learn and adapt. 7

8. Project Outcome and Outputs Outcome Improved efficiency and effectiveness of the MOFP to integrate the PFM system and to contribute to the Economic Reform Programme Outputs 1. Capacity of the MOFP enhanced to respond positively to change and implement the Transformation Programme 2. Business processes enhanced through the application of Behavioural Economics 3. Capacity of the MOFP developed to support replication of change management strategies across other public sector agencies 8

9. Project Linkages UNDP Strategic Plan 2014-2017 Outcome 3: Countries have strengthened institutions to progressively deliver universal access to basic services Vision 2030 Goal 3: The Jamaican Economy is Prosperous Outcome 7: A Stable Macro-economy CAPACITY BUILDING FOR CHANGE MANAGEMENT IN THE MOFP CP Outcome: UNDAF Outcome 2: Socially excluded and at-risk population in rural/urban communities have increased access to improved quality health and education services Policy, legislative and institutional frameworks strengthened to promote financial sustainability and equitable growth 9

10. Capacity Building for Change Capacity Building for Change Management in the MOFP Management in the MOFP The project is expected to last for 24 months from April 2015-March 2017 The Project will be implemented through the National Implementation Modality (NIM) The Project will be financed through a cost-share agreement between UNDP and the GOJ at a total of US$384,561 (including UNDP in-kind contribution) UNDP: Cash US$100,000 and in-kind US$15,000 GOJ: Cash US$269, 561 10

11. Outputs Output Targets Responsible Party Inputs (US$) 1. Capacity of staff enhanced to respond positively to change and implement the Transformation Programme 1.Culture Assessment UNDP 71,310.4 2. Change Management Strategy developed and implemented 3. Communication Strategy and Plan developed and implemented GOJ 141,959.1 68,086.06 2. Business processes enhanced through the application of Behavioural Economics 1. Strategy on business processes in which Behavioural Economics can be applied completed 2. % Staff trained to deliver on interventions in Strategy GOJ 56,240.8 3. Capacity of staff developed at the MOFP to replicate change management strategies across agencies 1. Framework for replication of change management strategies developed 2. % Staff trained in replicating change management strategies UNDP 28,689.6 GOJ 3,274.9 11

12. UNDPs Financial Contribution to the Project Output Deliverable Cost (US$) Output 1: Capacity of staff at the MOFP enhanced to respond positively to change Work Plan 7, 528. 6 Culture Assessment Report 63,781.6 Output 3: Capacity of staff developed at the MOFP to replicate change management strategies across agencies Replication of Change Management 28,689.6 Direct Project Cost 15,000 Total: 115,000 12

13. Management Arrangements Management Arrangements The Project will be implemented by the MOFP with oversight support from UNDP Specifically, UNDP will provide technical and quality assurance support A Project Board (or Steering Committee) will be established to provide oversight and technical guidance for the project. 13

14. Proposed Project Board Project Organisation Structure Project Board PlOJ MOFP (Executive) UNDP (Senior Beneficiary) (Senior Supplier) Project Assurance UNDP, PIOJ, MOFP Project Support MOFP (PMO and Steering Committee) 14

15. Monitoring and Evaluation Monitoring and Evaluation Quarterly Progress Reports Annual Progress and Review Reports Risks and Issues Logs will be activated Lessons Learn Log shall be used Monitoring Schedule Plan to track key project actions/events Quarterly meeting of the Board to track project progress 15

16. Risk Analysis Risk Management Response Owner MOFP shift focus from Transformation Programme Garner full commitment of the Financial Secretary and Minister of Finance to the change process MOFP Non-cooperation by the MOFP staff; staff resist project Communicate project results to staff early in the process MOFP Slow project implementation GOJ will ensure efficient delivery of the project MOFP Natural Disasters Plan as much as possible to reduce interruptions MOFP 16

17. Thank you for your time. Questions and Feedback 17