· ITU International Telecommunications Union JEP Jamaica Energy Partners Limited JNNP Jamaica...

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CORPORATE BUSINESS PLAN & BUDGET

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FY 2016/17 – 2019/20

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November 11, 2015

FOREWORD BY THE DIRECTOR-GENERAL

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CURRENCY EQUIVALENTS

Exchange Rate Effective

Currency Unit = Jamaican Dollar

US$1.00 = JMD$ 125

FISCAL YEAR

Jamaica: April 1 – March 31

ABBREVIATIONS AND ACRONYMS

AT Appeals Tribunal

CBA Cost Benefit Analysis

CC Citizens Charter

CET Common External Tariff

CPA Consumer and Public Affairs

CTO Commonwealth Telecommunications Organisation

CTU Caribbean Telecommunications Union

Digicel Digicel Jamaica Limited

ENUM Electronic Numbering

ERP Enterprise Resource Planning

FAAA Financial Administration and Audit Act

FCA Fair Competition Act

FERC Federal Energy Regulatory Commission

FTC Fair Trading Commission

FY Fiscal Year

IAEA International Atomic Energy Agency

IACFA Independent Advisory Council on Finance and Administration

ICT Information and Communication Technology

IDTT Inter Disciplinary Transformation Team

IFC International Finance Corporation

ITU International Telecommunications Union

JEP Jamaica Energy Partners Limited

JNNP Jamaica National Numbering Plan

JPS Jamaica Public Service Company Ltd.

LAC Latin America and Caribbean

LIME Cable and Wireless Jamaica Limited

LNG Liquefied Natural Gas

LSA Level of Service Agreement

LRIC Long Run Incremental Cost

MAF Management Accountability & Governance Framework

MCC Mobile Country Codes

MNC Mobile Network Codes

MoU Memorandum of Understanding

MVNO Mobile Virtual Network Operator

MW Megawatt

NANPA North American Numbering Plan Administration

NARUC National Association of Regulatory Utility Commissioners

NEPA National Environmental and Planning Agency

NP Numbering Portability

NPRM Notice of Proposed Rule Making

NRUF Numbering Resource Utilization and Forecast

NRW Non-Revenue Water

OOCUR Organization of Caribbean Utility Regulators

OCG Office of the Contractor-General

OPM Office of the Prime Minister

OUR Office of Utilities Regulation

PBMA Public Bodies Management and Accountability Act

PCJ Petroleum Corporation of Jamaica

PIOJ Planning Institute of Jamaica

PMAS Performance Monitoring & Appraisal System (for employees)

PMES Performance Monitoring & Evaluation System (for Senior Executives)

PMEU Performance Monitoring & Evaluation Unit – Cabinet Office

PPA Power Purchase Agreement

PSTU Public Sector Transformation Unit

RDBMS Regulatory Database Management System

Responsible

Minister

The Minister with portfolio responsibility for a particular regulated

utility sector

RIO Reference Interconnection Offer

RPME Regulation Policy Monitoring & Enforcement

SOC Standard Offer Contract

SOP Standard Operating Procedures

STTO Secretary to the Office

SWOT Strengths, Weaknesses, Opportunities and Threats

TAT Telecommunications Appeal Tribunal

The Office Director-General and Deputy Directors-General of the Office of

Utilities Regulation

TSLRIC Total Service Long Run Incremental Cost

UDDP Uniform Domestic Dialling Plan

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URI Uniform Resource Identifier

USTDA United States Trade and Development Agency

UWI University of the West Indies

WRA Water Resources Authority

Table of Contents

FOREWORD BY THE DIRECTOR-GENERAL ................................................................................................................................ 2

CURRENCY EQUIVALENTS .............................................................................................................................................................. 3

ABBREVIATIONS AND ACRONYMS ................................................................................................................................................ 3

Table of Contents ..................................................................................................................................................................................... 5

EXECUTIVE SUMMARY ..................................................................................................................................................................... 7

1. THE OUR STRATEGY .................................................................................................................................................. 10

The Legislation................................................................................................................................................................... 10

Mission Statement .............................................................................................................................................................. 12

Vision ................................................................................................................................................................................. 12

Quality Policy Statement:................................................................................................................................................... 12

Quality Management System (QMS) Objectives for the Period 2015/16 – 2017/18: ........................................................ 12

Corporate Plan Theme ........................................................................................................................................................ 13

TELECOMMUNICATIONS (VOICE) SECTOR S.U.C.C.E.S.S. .................................................................................... 16

TELECOMMUNICATIONS (INTERNET/DATA) SECTOR S.U.C.C.E.S.S. ................................................................ 19

ELECTRICITY SECTOR S.U.C.C.E.S.S. ..................................................................................................................... 22

WATER (POTABLE) SECTOR S.U.C.C.E.S.S. ........................................................................................................... 25

SEWERAGE SECTOR S.U.C.C.E.S.S. ......................................................................................................................... 27

WATER (IRRIGATION) SECTOR S.U.C.C.E.S.S. ..................................................................................................... 30

Customer Value Propositions ............................................................................................................................................. 32

Strategy Statement ............................................................................................................................................................. 32

Strategy Map ...................................................................................................................................................................... 32

2016/17 - 2019/20 Sector Goals and Objectives ................................................................................................................ 33

2016/17 – 2019/20 Corporate Goals and Objectives .......................................................................................................... 39

2. OPERATIONAL FRAMEWORK (2016/2017– 2019/20) ............................................................................................. 42

The Office .......................................................................................................................................................................... 42

Department of Secretary to the Office (STTO) .................................................................................................................. 42

Office of the General Counsel (Legal Department) ........................................................................................................... 44

Regulation, Policy, Monitoring and Enforcement (RPME) Department ............................................................................ 45

Consumer and Public Affairs (CPA) Department .............................................................................................................. 46

Human Resources Development/Administration Department ........................................................................................... 48

Finance Department ........................................................................................................................................................... 48

Information Technology (IT) Department.......................................................................................................................... 49

3. STATUS REPORT AND REVIEW OF ACTIVITIES in 2015/2016 .......................................................................... 51

Electricity Sector ................................................................................................................................................................ 51

The Telecommunications Sector ........................................................................................................................................ 67

The Water Sector................................................................................................................................................................ 91

Internal Operations ........................................................................................................................................................... 101

4. OUR’s WORK PLAN (2016/17– 2019/20) AND DELIVERABLES .......................................................................... 114

Assumptions and Bases .................................................................................................................................................... 114

TELECOMMUNICATIONS SECTOR ........................................................................................................................... 115

ELECTRICITY SECTOR ................................................................................................................................................ 127

WATER, SEWERAGE AND IRRIGATION SECTOR .................................................................................................. 136

MONITORING ACTVITIES ACROSS ALL SECTORS ............................................................................................... 143

CONSUMER AND PUBLIC AFFAIRS ......................................................................................................................... 147

LEGAL............................................................................................................................................................................. 160

INTERNAL AUDIT ........................................................................................................................................................ 161

ADMINISTRATION/ HUMAN RESOURCE MANAGEMENT ................................................................................... 163

INFORMATION TECHNOLOGY .................................................................................................................................. 169

FINANCE ........................................................................................................................................................................ 175

SECRETARY TO THE OFFICE (STTO) ....................................................................................................................... 179

QUALITY MANAGEMENT SYSTEM .......................................................................................................................... 182

INDEPENDENT ADVISORY COUNCIL ON FINANCE AND ADMINISTRATION (IACFA) ................................ 186

5. BUDGET - FISCAL YEARS 2016/2017 ...................................................................................................................... 187

Overview .......................................................................................................................................................................... 187

Budget Items .................................................................................................................................................................... 187

6. CONCLUSION .............................................................................................................................................................. 200

7. Appendices ...................................................................................................................................................................... 202

Appendix I: OUR Organisation Chart 2015/2016 ........................................................................................................... 203

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EXECUTIVE SUMMARY

This Business Plan has been prepared in accordance with the National Strategic Goals for each sector and

Cabinet Approved Management Commitments. The objectives of this Plan are to:

• enable the Director-General to effectively manage the OUR in both the short and long term;

• provide the basis for the establishment of a contract for the performance and the agreed deliverables;

• define what the Office needs from its stakeholders in terms of mandate, capital investment and new authorisations;

• communicate the results of the Office’s planning process and to provide a reference point for the Director General and the Management Team; and

• Indicate to stakeholders the programme of work to which the Office is committed and the implications thereof for their own time and resources.

The Business Plan provides the Prime Minister (who has administrative responsibility for the OUR), the

Ministers with responsibility for the various regulated sectors, the utilities, other stakeholders and members

of the public with assurances that the OUR:

• has a clear direction;

• is dealing efficiently with all of the regulatory and administrative issues in the best interest of the public; and

• is managing its affairs and resources so as to minimize the risk of not meeting agreed performance levels and timeframes.

It also provides both the internal and external stakeholders with an outline of the programme of work and a

measure by which the OUR can be held accountable for the work it pursues over the Business Plan period.

The Business Plan provides:

• the Office’s operating vision outlining the focus and the timetable to deliver on its work programme for the

four (4) year period 2016/17 to 2019/20;

• a review of the work of the OUR in the current fiscal year (2015/16); and

• the strategies for delivering on the agreed plan, and how it will measure progress.

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The OUR has now received its recommendation for ISO 9001:2008 certification which demonstrates its

commitment to quality.

Major elements of this Business Plan are (i) the identification of a number of indicators that the OUR will track

and report on in Subsequent plans and (ii) the explicit alignment of the OUR’s Corporate and Sector Goals with

the Government’s “Vision 2030 Jamaica, National Development Plan” (Vision 2030).

The Business Plan prescribes a set of activities designed to fulfil the OUR’s mandate under statute consistent

with the Vision 2030. The objectives of OUR’s Policies and Programmes are to:

• ensure availability, security, reliability, quality and affordability of prescribed utility services;

• establish and maintain transparent, consistent and objective rules and standards to regulate service

providers while fully protecting the public interest;

• encourage efficient utility operations and provide an enabling environment conducive to promoting

private sector investments and sustainable economic and social development;

• develop and maintain a comprehensive information database to facilitate research and analytic capacities;

• ensure high quality policy options, programme design and advice to the policy makers; and

• align regulations, directives, and processes with legislation and policy mandates.

In its own internal operations, corporate structures and management, the OUR is committed to:

• ensuring accountabilities for results are clearly assigned and consistent with resources, and delegations are appropriate to capabilities;

• the departmental control regime is integrated and effective, and it’s underlying principles are clear to all staff;

• services are citizen-centred and policies are developed from the ‘outside-in’ and partnerships are encouraged and effectively managed;

• the executive team clearly defines the corporate context and practices for managing organizational and strategic risks, quality, finances, legal matters and business continuity proactively

• the people, the work environment and focus are on building capacity and leadership to assure the OUR’s success and a confident future

• ensuring the environment supports the company’s strategic goals, allows employees to perform their work efficiently and productively, is safe and secure and is environmentally healthy

The Business Plan is structured as follows:

• Chapter 1 sets out the OUR’s Mandate; Legislation; Mission Statement; Vision; Sector S.U.C.C.E.S.S.

indicators; Strategy Map; Sector Goals and Corporate Goals.

• Chapter 2 outlines the organization’s framework for the fiscal years 2016/17 – 2019/20.

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• Chapter 3 provides a review of the work done to date during the current fiscal year 2015/2016,

highlighting the outputs, status and any other comments regarding work done.

• Chapter 4 sets out the OUR’s work-plan and deliverables for the four - year period 2016/17 – 2019/20.

• Chapter 5 provides commentary and explanations for the budget for 2016/17.

• Chapter 6 contains the summary and conclusions.

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1. THE OUR STRATEGY

The Legislation

1.1. The Office of Utilities Regulation Act (the OUR Act) is the umbrella legislation which establishes the

organization and sets out its functions and responsibilities in respect of the sectors it regulates. Section

4 (1) of the OUR Act sets out that the functions of the Office shall be to:

a) “regulate the provision of prescribed utility services by licensees or specified organizations;

b) receive and process applications for a licence to provide a prescribed utility service and make such

recommendations to the Minister in relation to the application as the Office considers necessary or

desirable;

c) conduct such research as it thinks necessary or desirable for the purposes of the performance of its

functions under this Act;

d) advise the responsible Minister on such matters relating to the prescribed utility service as it thinks

fit or as may be requested by that Minister; and

e) subject to section 8A, carry out, on its own initiative or at the request of any person, such

investigations in relation to the provision of prescribed utility services as will enable it to determine

whether the interests of consumers are adequately protected”.

1.2. Section 4 (3) of the OUR Act, provides for the Office, in the performance of its functions under the OUR

Act, to undertake such measures as it considers necessary or desirable to:

a) “encourage competition in the provision of prescribed utility services;

b) protect the interests of consumers in relation to the supply of a prescribed utility service;

c) encourage the development and use of indigenous resources; and

d) promote and encourage the development of modern and efficient utility services;

e) enquire into the nature and extent of the prescribed utility services provided by a licensee or

specified organization”.

1.3. Schedule 1 of the OUR Act as amended by the Office of Utilities Regulation (Amendment of the First

Schedule to the Act) Order, 2014 defines prescribed utility services (the services over which the OUR

exercises regulatory responsibility) as:

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i. “The provision of telecommunication services.

ii. The provision of sewerage services. iii. The generation,

transmission, distribution and supply of electricity. iv. The supply or

distribution of water.”

1.4. In addition to the provisions of the OUR Act there are sector specific legislation and instruments such

as the Telecommunications Act and licences such as the Amended and Restated All-Island Electric

Licence, 2011 granted to the Jamaica Public Service Company Limited (JPS), which contain specific

provisions, consistent with the principles elaborated in the OUR Act, as to the Office’s functions in the

particular sector and/or its relationship to the service provider.

1.5. In delivering on its mandate, OUR operates at all times in a manner which is characterized by fairness,

timeliness, efficiency, transparency, attention to detail and independence. It adopts regulatory

interventions that are the least intrusive but designed to ensure a balance in the relationships between

all stakeholders. As part of its modus operandi, it consults widely and assesses the impact of its

proposed action on all stakeholders before issuing regulatory determinations.

1.6. All of this is underpinned by a philosophy that the regulator has a duty to operate in the public interest.

1.7. The OUR, in discharging its statutory functions is required to pay due regard to Government policy. The

Government has set out its development policy objectives and directions in the Vision 2030. The

following objectives are particularly relevant to the OUR’s remit:

• to have an enabling business environment;

• strong economic infrastructure;

• expansion of broadband networks island-wide to all including those with disabilities;

• ensuring adequate and safe water supply and sanitation services;

• diversification of the energy supply mix;

• promotion of energy efficiency, efficient energy supply systems and conservation; and

OUR’s proposed work programme is designed to achieve the above objectives.

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Mission Statement

1.8. OUR contributes to national development by enabling consumer access to reliable, affordable and

quality utility services while ensuring that service providers have the opportunity to make a

reasonable return on their investment.

Vision

1.9. Our Vision statement aligned to the National Vision 2030 is:

In 2020 OUR, a visionary, purpose-driven and customer-focused employer of choice; has enabled

Jamaica to rank as the # 1 country in the LAC Region in utility consumer protection and satisfaction

as well as the coverage, affordability and provider performance of all regulated utilities.

Quality Policy Statement:

1.10. The management and staff of the OUR are committed to Regulating Utility services in accordance

with our Legislative powers and to the Enhancement of customer Satisfaction through continual

improvement of our quality management system.

Quality Management System (QMS) Objectives for the Period 2015/16 – 2017/18:

1.11. The Quality Objectives are as follows:

• To improve our customer satisfaction index by 5% every two years starting in 2014.

• To achieve ISO 9001:2008 certification by December 2015 and maintain certification through

successful surveillance audits.

• To establish a baseline for our employee satisfaction index in 2015 and increase same by 5% every

two years.

• To improve performance of our core processes by 5% above 2014 performance.

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Corporate Plan Theme 1.12. The Corporate Plan has been developed under the theme “Regulating with FAITH to ensure

SUCCESS for everyone”,

Core Values – F.A.I.T.H.

1.13. FAITH represents the Core Values of:

• Fairness,

• Accountability,

• Integrity,

• Transparency

• Healthy Respect

Corporate Commitments

1.14. The following Commitments are driven by the Internal Support departments and speak to the

extent of achievement of OUR’s services and internal processes.

Accountability - Accountabilities for results are clearly assigned and consistent with resources,

and delegations are appropriate to capabilities.

Stewardship - The departmental control regime (assets, money, people, services, etc.) is

integrated and effective, and its underlying principles are clear to all staff.

Citizen-focused programmes - Services are citizen-centred, policies and programmes are

developed from the "outside in” and partnerships are encouraged and effectively managed.

Management - The executive team clearly defines the corporate context and practices for

managing organizational and strategic risks, quality, finances, legal matters and business

continuity proactively;

People - The people, work environment and focus are on building capacity and leadership to

assure the OUR’s success and a confident future

Environment - The Environment supports company’s strategic goals, allows employees to

perform their work efficiently and productively, is safe and secure, and is environmentally

healthy.

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S.U.C.C.E.S.S. Criteria, Indicators, Targets and Gaps

1.15. These are the OUR’s major, purpose-driven performance indicators which have been derived from

the OUR Mission (Purpose) and Vision.

1.16. The S.U.C.C.E.S.S. indicators and targets are in line with the Quality Objective improve our

customer satisfaction index by 5% every two years starting in 2014

1.17. S.U.C.C.E.S.S. is broken down for each of the four sectors as follows:

• Service – this refers to the quality of the utility being provided as well as customer and service

provider perception

• Uptime – this refers to the continuity of the utility delivery service

• Coverage – this refers to how accessible the utility is to the general public

• Compliance – this speaks to the Service provider’s compliance with established standards e.g.

regulatory, statutory, environmental, reporting etc.

• Efficiency – this speaks to the measures that the Service providers take to be as efficient as

possible so they are able to pass down savings to the consumers in the form of affordable rates

• Safety/Security – this speaks to the Service Providers compliance to safety and security standards

• Sustainability – this speaks to the ability of the Service Providers to make a fair return on

investment as well as the continuity of the sector

How S.U.C.C.E.S.S. relates to the QMS Objectives

1.18. S.U.C.C.E.S.S. represents consumer and service provider ‘satisfaction’ and takes into consideration

the perception of both customer groups as well as the performance of the various sectors.

1.19. An amalgamation of the S.U.C.C.E.S.S. of each will give us the consumer satisfaction and service

provider satisfaction index. In calculating this index each S.U.C.C.E.S.S. criteria will be weighted

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evenly to arrive at the index for a specific sector. Following that each sector is weighted evenly to

arrive at the consumer and service provider indices.

1.20. The Strategic Planning process this year is focused on identifying purpose-driven indicators that

define S.U.C.C.E.S.S. for each Sector. S.U.C.C.E.S.S. is broken out for each sector as seen below.

Data and Information to Determine Success

1.21. The required metrics and indices to measure monitor and report on the achievements of success

are set out in Table 1.1 – 1.6 below. Some of the necessary data is not now completely captured in

the information being supplied to the OUR by the various stakeholders. This mean that in many

instances it is not yet possible to determine base line data and what are realistic periodic targets.

The OUR is of the view, however, that the data in question either in total or in large part, represent

information that we would expect the operators to be gathering and analysing for their own

purposes. It is not, therefore, expected that these requirements will impose require any significant

increase in effort, albeit, the standardised format will require some changes. The OUR therefore

invites stakeholders to:

a. Comment on the appropriateness of the metrics set out in the tables in question;

b. Indicate the extent to which such information is already being captured in the required format

and can therefore be supplied;

c. Provide the OUR where available with the metrics in question for their specific organisation;

consequently the templates are being supplied to stakeholders by way of separate

correspondence to supply this.

1.22. In any event, the provision of these template in this corporate provides stakeholders with further

confirmation of the OUR’s clear commitment to data driven accountability and also of the

information that they will be required to provide at the end of 2015/16 and to inform the corporate

planning process for the next period.

Sector Descriptions

1.23. The Sectors being regulated by the OUR are as follows:

TELECOM(V) – Telecommunication Sector (Voice)

TELECOM(D) – Telecommunication Sector (DATA/INTERNET)

ELE – Electricity

WATER – Water (Potable)

SEWERAGE – Sewerage

IRRIGATE – Irrigation

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Sector Performance Metrics (S.U.C.C.E.S.S.)

Table 1-1. Telecommunications (Voice) Sector S.U.C.C.E.S.S. Indicators

TELECOMMUNICATIONS (VOICE) SECTOR S.U.C.C.E.S.S.

MAJOR INDICATORS TARGETS

2014/15 Base

2015/16 Actual

% Gap 2016/17 Target

Service

% Adherence to Quality standards N/A N/A N/A 75%

Service Provider Perception survey score N/A TBD TBD TBD

Customer Perception survey score N/A TBD TBD TBD

Uptime # of breaches of dropped calls standard N/A N/A N/A %

Mobile network availability N/A N/A N/A %

Coverage

Mobile Penetration rate 110%* (2014)

TBD TBD 112%

Fixed Penetration rate 9.31% TBD TBD 10%

Geographical coverage (fixed) N/A TBD TBD TBD

Geographical coverage (mobile) N/A TBD TBD TBD

Compliance

% adherence to information requested for general monitoring in standard time

N/A TBD TBD TBD

% adherence to information requested regarding customer appeals in standard time

N/A TBD TBD TBD

% adherence to OUR determinations N/A TBD TBD 100%

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2014/15 Base

2015/16 Actual


% adherence to OUR directives N/A TBD TBD 100%

# of breaches of environmental standards (NEPA)* N/A TBD TBD TBD

% adherence to spectrum management on radiation levels* N/A TBD TBD TBD

Efficiency

Market competition index (HHI) (fixed) 8,326 TBD TBD 9900

Market competition index (HHI) (mobile) 6,053 TBD TBD 5800

% of disputes resolved in specified timeframe N/A TBD TBD TBD

Rates/disposable income (Consumer Conditions Survey) N/A TBD TBD TBD

Safety &

Security

Man hours lost due to accidents N/A TBD TBD TBD

% adherence to Ministry of Labour Safety standards N/A TBD TBD TBD

# of public incidents due to service providers infrastructure N/A TBD TBD TBD

# of Service Providers who have completed a Security audit (infrastructure and facilities)

N/A TBD TBD 2

% adherence to recommendations as per security audit N/A NA NA NA

# of cyber security breaches N/A TBD TBD TBD

Sustainability Average Debt/EBITDA N/A TBD TBD TBD

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2014/15 Base

2015/16 Actual


% of service providers have Risk Management established plan N/A TBD TBD 2

% adherence to Risk Management Plan N/A TBD TBD TBD

% of service providers have Business Continuity established plan N/A TBD TBD TBD

% adherence to Business Continuity Plan N/A TBD TBD TBD

Average Capital Investment increase in the sector over 5 year periods

2010-2015

TBD TBD 10%

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Table 1-2. Telecommunications (Internet/Data) Sector S.U.C.C.E.S.S. Indicators

TELECOMMUNICATIONS (INTERNET/DATA) SECTOR S.U.C.C.E.S.S.

MAJOR INDICATORS

TARGETS

2014/15 Base

2015/16 Actual


Service

# of breaches of Quality standards N/A TBD TBD TBD

Service Provider Perception survey score N/A TBD TBD TBD

Customer Perception survey score N/A TBD TBD TBD

Uptime # Outages/Faults N/A TBD TBD TBD

Broadband Availability N/A TBD TBD TBD

Coverage

Mobile Internet Penetration rate 40% TBD TBD 60%

Fixed Internet Penetration rate 6%

(2014) TBD TBD 12%

Fixed Internet penetration rate over 10MB/s N/A TBD TBD TBD



Compliance


N/A TBD TBD TBD


N/A TBD TBD TBD

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MAJOR INDICATORS

TARGETS

2014/15 Base

2015/16 Actual


# of breaches of environmental standards (NEPA) N/A TBD TBD TBD

% adherence to spectrum management on radiation levels N/A TBD TBD TBD

Efficiency

Market competition index (fixed) 5,000 TBD TBD 9900

Market competition index (mobile) 9,529 TBD TBD 9000

Rates/disposable of income N/A TBD TBD TBD

Safety/

Security

Man hours lost due to accidents N/A TBD TBD TBD

% adherence to Ministry of Labour Safety standards N/A TBD TBD TBD

# of public incidents due to service providers infrastructure N/A TBD TBD TBD

% of Service Providers who have completed a Security audit (infrastructure and facilities)

N/A TBD TBD TBD

% adherence to recommendations as per security audit N/A TBD TBD TBD

# of cyber security breaches N/A TBD TBD TBD

Sustainability

Average Debt/EBITDA N/A TBD TBD TBD

% of service providers have Risk Management established plan N/A TBD TBD TBD

% adherence to Risk Management Plan N/A TBD TBD TBD

% of service providers have Business Continuity established plan N/A TBD TBD TBD

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MAJOR INDICATORS

TARGETS

2014/15 Base

2015/16 Actual


% adherence to Business Continuity Plan N/A TBD TBD TBD

Average Capital Investment in the sector over 5 years N/A TBD TBD TBD

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Table 1-3. Electricity Sector S.U.C.C.E.S.S. Indicators

ELECTRICITY SECTOR S.U.C.C.E.S.S.

MAJOR INDICATORS

TARGETS

2014/15 Base

2015/16 Actual


Service

# of breaches of Quality of Service Standards TBD TBD TBD TBD

Service Provider Perception survey score TBD TBD TBD TBD

Customer Perception survey score TBD TBD TBD TBD

Uptime

SAIDI (System Average Interruption Duration Index) 2404.41

mins/customer

TBD TBD TBD

CAIDI (Customer Average Interruption Duration Index) 110.43

mins/customer

TBD TBD TBD

MAIFI (Momentary Average Interruption Frequency Index) 34.04

interruptions/customer

TBD TBD TBD

SAIFI (System Average Interruption Frequency Index) 21.77

interruptions/customer

TBD TBD TBD

% of customers affected by outages over 2 days in emergency situations

TBD TBD TBD TBD

Coverage

# Residential customers/total # households (JPS/STATIN) TBD TBD TBD TBD

% Geographical coverage TBD TBD TBD TBD

% households with access to Electricity (STATIN) TBD TBD TBD TBD

Compliance % adherence to information requested for general monitoring in TBD TBD TBD TBD

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MAJOR INDICATORS

TARGETS

2014/15 Base

2015/16 Actual


standard time


TBD TBD TBD TBD

% adherence to OUR determinations TBD TBD TBD TBD

% adherence to OUR directives TBD TBD TBD TBD

# of breaches of environmental standards (NEPA) TBD TBD TBD TBD

Efficiency

System losses/Net Generation 26.74% TBD TBD TBD

Average System Heat Rate (JPS) kJ/kWh 11,468 TBD TBD TBD

Average System Heat Rate (Sector) kJ/kWh 9,668 TBD TBD TBD

Real non-fuel price TBD TBD TBD TBD

Total Factor Productivity TBD TBD TBD TBD

# of employees per thousand customer 1.78 TBD TBD TBD

Safety/

Security

Man hours lost due to accidents TBD TBD TBD TBD

# of public incidents due to service provider infrastructure TBD TBD TBD TBD

# of security breaches (cyber and system) TBD TBD TBD TBD


TBD TBD TBD TBD

% adherence to implementation of recommendations as per security vulnerability audit

TBD TBD TBD TBD

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MAJOR INDICATORS

TARGETS

2014/15 Base

2015/16 Actual


Sustainability

Average Debt/EBITDA TBD TBD TBD TBD

% of service providers have Risk Management established plan TBD TBD TBD TBD

% adherence to Risk Management Plan TBD TBD TBD TBD

% of service providers have Business Continuity established plan TBD TBD TBD TBD

% adherence to Business Continuity Plan TBD TBD TBD TBD

Average Capital Investment in the sector over 5 years TBD TBD TBD TBD

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Table 1-4. Water (Potable) Sector S.U.C.C.E.S.S. Indicators

WATER (POTABLE) SECTOR S.U.C.C.E.S.S.

MAJOR INDICATORS

TARGETS

2014/15 Base

2015/16 Actual


Service




Uptime

SAIDI (System Average Interruption Duration Index) TBD TBD TBD TBD

CAIDI (Customer Average Interruption Duration Index) TBD TBD TBD TBD

SAIFI (System Average Interruption Frequency Index) TBD TBD TBD TBD

# of customers affected by unplanned outages lasting over 3 hours TBD TBD TBD TBD

% of customers affected by outages over 2 days in emergency situations

TBD TBD TBD TBD

Coverage

# of residential customers/total # households (NWC/STATIN) TBD TBD TBD TBD

% Geographical coverage 90% TBD TBD TBD

% population with access to potable Water* (STATIN) 70%% TBD TBD TBD

Compliance


TBD TBD TBD 100%

% adherence to information requested regarding customer appeals TBD TBD TBD TBD

% adherence to OUR directives TBD TBD TBD 100%

% adherence to OUR determinations TBD TBD TBD 100%

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WATER (POTABLE) SECTOR S.U.C.C.E.S.S.

MAJOR INDICATORS

TARGETS

2014/15 Base

2015/16 Actual



% adherence to MOH standards TBD TBD TBD TBD

Efficiency

% Non-revenue water 71.30% 67.5% TBD 50%

Energy consumption/volume of water sold TBD TBD TBD TBD

Real non-electricity price TBD TBD TBD TBD


# of employees per thousand customer 4 TBD TBD TBD

Safety/

Security


# of public incidents due to service provider infrastructure TBD TBD TBD TBD


TBD TBD TBD TBD

% adherence to recommendations as per security audit TBD TBD TBD TBD

# security breaches (cyber and system) TBD TBD TBD TBD

Sustainability







27

Table 1-5. Sewerage Sector S.U.C.C.E.S.S. Indicators

SEWERAGE SECTOR S.U.C.C.E.S.S.

MAJOR INDICATORS

TARGETS

2014/15 Base

2015/16 Actual


Service




Uptime

SAIDI (System Average Interruption Duration Index) TBD TBD TBD TBD


# of incidents of system breakdown (overflows, blockages) TBD TBD TBD TBD

% uptime of treatment plants TBD TBD TBD TBD

% uptime of sewerage system TBD TBD TBD TBD

Coverage

# of residential customers/total # of households TBD TBD TBD TBD

% of urban centres with sewerage system TBD TBD TBD TBD

% of households in urban centres connected to sewerage services TBD TBD TBD TBD

% of households in urban centres with access to sewerage services TBD TBD TBD TBD

Compliance


TBD TBD TBD 100%

% adherence to information requested regarding customer appeals

TBD TBD TBD TBD

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MAJOR INDICATORS

TARGETS

2014/15 Base

2015/16 Actual


% adherence to OUR directives TBD TBD TBD 100%




Efficiency



# of employees per thousand connections 4 TBD TBD TBD

Energy consumption/volume of sewage treated TBD TBD TBD TBD

Safety/

Security


# of public incidents due to service providers infrastructure TBD TBD TBD TBD


TBD TBD TBD TBD



Sustainability






29


MAJOR INDICATORS

TARGETS

2014/15 Base

2015/16 Actual



30

Table 1-6. Water (Irrigation) Sector S.U.C.C.E.S.S. Indicators

WATER (IRRIGATION) SECTOR S.U.C.C.E.S.S.

MAJOR INDICATORS

TARGETS

2014/15 Base

2015/16 Actual


Service




Uptime SAIDI (System Average Interruption Duration Index) TBD TBD TBD TBD


Coverage # of customers/total # farmers TBD TBD TBD TBD

% population with access to irrigation services TBD TBD TBD TBD

Compliance


TBD TBD TBD 100%

% adherence to information requested regarding customer appeals

TBD TBD TBD TBD

% adherence to OUR directives TBD TBD TBD T100%




Efficiency

Non-revenue water* TBD TBD TBD TBD



# of employees per thousand customer TBD TBD TBD TBD

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Safety/ Security


# of public incidents due to service providers infrastructure TBD TBD TBD TBD


TBD TBD TBD TBD



Sustainability







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Customer Value Propositions 1.24. Consumer: The OUR commits to protecting the interest of consumers of utility services, while

understanding and being responsive to their needs and keeping them well informed.

1.25. Service Providers: The OUR commits to being objective, transparent and responsive to utility

service providers while allowing them the opportunity to earn a reasonable return on equity.

Strategy Statement 1.26. The OUR will increase accessibility, reliability, affordability and quality of utility service delivery as

well as the performance of the service providers by:

Engaging strategic partners to create the environment for greater levels of investment in the

provision of utility services while encouraging the use of indigenous resources

Strengthening enforcement-based compliance regulation with wider ability to levy fines while

balancing with engagement-driven commitment to influence service provider behaviour

Strengthening public education, communication and provision of market information to influence

consumer behaviour resulting in higher levels of consumer awareness and compliance

Enhancing strategy articulation and execution capability by strengthening governance, leadership,

management and accountability in accordance with the OUR’s Quality Management System

(QMS).

Strategy Map

1.27. The OUR has sought to communicate its key inputs, that is, Internal Capability and Processes, and

the key outcomes, that is Sector Impact and National impact, in a strategy map (see below). The

map is a key component of the Balanced Scorecard Strategy Management System which the OUR

employs.

1.28. The map gives a balanced look at the organisation by showing the linkages between the

organization’s Internal Capability and Processes, and the desired Stakeholder Perception and

National Impact.

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1.29. The perspectives of the map are as follows:

• National Impact – The overall impact of the OUR

• Sector Impact – Sector S.U.C.C.E.S.S. objectives

• Internal Processes – The Control and Core strategic processes the OUR must execute to achieve

the desired Sector and National Impact

• Internal Capability – The OUR’s tangible and intangible assets – Talent, Technology and Culture

2016/17 - 2019/20 Sector Goals and Objectives

Telecommunication Sector Goals and Objectives

TS1. Maximize Jamaicans’ access to and the adoption of affordable fixed and mobile broadband where they live,

work, and travel.

a. Increase penetration rate by 5% (coverage and take up) b. Increase access by 5% over the next two years for users using over 1MB c. Increase accessibility of ICT services to persons with disabilities

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TS2. Enhance the competitive market for telecommunications services which will ensure that consumers have a

choice in affordable telecommunications services.

a. Ensure that cost of service as a % of disposable income is in the top 50 when benchmarked globally

b. Increase Competition index

TS3. Ensure the continued protection of consumers through empowerment and knowledge of their rights

pertaining to ICT services.

a. Increase customer perception score by 5% re: their rights and responsibilities pertaining to ICT services.

b. Monitor and report on the performance of service providers with quality of service standards and guidelines.

c. Develop and implement communication and public education initiatives. d. Ensure that service providers have suitable complaints handling framework. e. Review conditions of service agreements between service providers and customers.

TS4. Facilitate the availability of effective emergency access services.

a. Facilitate the establishment of an effective emergency service that all persons in Jamaica can access from any fixed or mobile instrument

TS5. Facilitate the availability of reliable, redundant, rapidly restorable, secure critical telecommunications

infrastructure that are supportive of all required services

a. Increase uptime b. Increase service providers capability to mitigate against cyber attacks c. Mandate annual security and vulnerability audits d. Develop Risk Management framework for the sector

TS6. Ensure the efficient management of scarce resources

a. Ensure that service providers always have the required numbering resources to provide telecommunications service to the public

TS7. Facilitate Interoperability across networks

a. Ensure 100% connectivity and interoperability between all networks TS8. Promote Sector sustainability

a. Encourage increased integration of plans and projects with national development plans and programs.

b. Encourage the Improvement in the overall efficiency and effectiveness in the use of resources. c. Encourage the alignment of key core processes to international best practices.

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TS9. Improve the Regulatory Environment

a. Improve service provider perception of OUR’s regulatory services by 5%. b. Develop general dispute resolution framework. c. Advise on developing trends in technology

Electricity Sector Goals and Objectives

ES1. Implement provisions of the new Electricity Act.

a. Complete five codes within one year of the promulgation of the Act. b. Develop the Wheeling framework and pricing mechanism c. Develop a framework and implement the monitoring of economic generation dispatch d. Establish System Benefit Fund

ES2. Pursue regulatory initiatives aimed at lowering retail rates below US twenty cents per kilowatt hour in the

long term.

a. Monitor the base load replacement project. b. Incentivize JPS to reduce system losses. c. Administer and manage the procurement of the 37MW renewable energy project.

ES3. Improve market efficiency.

a. Develop account separation framework for JPS b. Conduct sector-wide market study

ES4. Promote system stability, security and reliability.

a. Monitor compliance with codes. b. Mandate annual security and vulnerability audits. c. Mandate and monitor implementation of audit recommendations. d. Develop Risk Management framework for the sector.

ES5. Promote Sector sustainability

a. Promote the integration of plans and projects with national development. b. Promote the overall efficiency and effectiveness in the use of resources especially those

indigenous in nature. c. Monitor the development and implementation of the integrated resource plan (IRP). d. Support and monitor the diversification of the energy supply mix. e. Encourage the alignment of key core processes to international best practices.

ES6. Attain measurable improvements in the delivery of services to customers in respect of: service interruptions,

variability and consumer protection.

a. Monitor the compliance with supply code and standards.

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b. Incentivise service provider to improve quality of service. c. Monitor and enforce compliance with guaranteed and overall standards. d. Improve customer awareness and knowledge of rights and responsibilities by 5%. e. Ensure that service providers have a suitable complaints handling framework f. Review conditions of service agreements between service providers and customers.

ES7. Improve the Regulatory Environment

a. Improve service provider perception of OUR’s regulatory services by 5%. b. Develop general dispute resolution framework for service providers c. Develop and formulate policy positions based on emerging technological trends

Water (Potable) Sector Goals and Objectives

WS1. Increase access to potable water services in keeping with the policy objective on access to potable water

a. Support the development of industry specific legislation. b. Ensure that there is an adequate Development Plan for the sector. c. Facilitate implementation of projects in line with Sector Development Plan d. Encourage public private partnership in the supply of potable water.

WS2. Increase Efficiency in the sector.

a. Ensure the effective and efficient operation of K-factor programme. b. Institute measures to encourage the reduction of non-revenue water c. Develop Account separation framework d. Encourage energy efficiency in the production and delivery of potable water

WS3. Promote system stability, security and reliability.

a. Encourage modernization of the sector. b. Mandate annual security and vulnerability audits. c. Mandate and monitor implementation of audit recommendations. d. Develop Risk Management framework for the sector.

WS4. Promote Sector sustainability

a. Promote integration of plans and projects consistent with national development. b. Promote the overall efficiency and effectiveness in the use of resources especially those

indigenous in nature. c. Encourage the alignment of key core processes to international best practices. d. Review and monitor compliance with regulatory frameworks (including Ministry of Health).

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WS5. Promote improvements in the delivery of services to customers in respect of: water quality, service

interruptions, variability and consumer protection.

a. Monitor the compliance with regulatory frameworks and standards. b. Monitor and enforce compliance with guaranteed and overall standards. c. Improve customer awareness and knowledge of rights and responsibilities by 5%. d. Ensure that service providers have a suitable complaints handling framework e. Review conditions of services agreements between service providers and customers.

WS6. Improve the Regulatory Environment


Water (Sewerage) Sector Goals and Objectives

SS1. Increase access to sewerage services in keeping with the national objective;

a. Support the development of industry specific legislation. b. Ensure that there is an adequate Development Plan for the sector. c. Facilitate implementation of projects in line with Sector Development Plan d. Encourage public private partnership in the development of sewerage collection and treatment

systems.

SS2. Increase Efficiency in the sector.

a. Ensure the effective and efficient operation of K-factor programme. b. Develop Account separation framework c. Encourage energy efficiency

SS3. Promote system stability, security and reliability.

a. Encourage modernization of the sector. b. Mandate annual security and vulnerability audits. c. Mandate and monitor implementation of audit recommendations. d. Develop Risk Management framework for the sector.

SS4. Promote system sustainability

a. Improve integration of plans and projects consistent with national development plan. b. Promote the overall efficiency and effectiveness in the use of resources including the reuse of

treated effluent. c. Encourage the alignment of key core processes to international best practices. d. Review and monitor compliance with regulatory frameworks (including NEPA).

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SS5. Promote improvements in the delivery of services to customers in respect of service interruptions and

consumer protection.

a. Monitor the compliance with regulatory frameworks and standards. b. Monitor and enforce compliance with guaranteed and overall standards. c. Improve customer awareness and knowledge of rights and responsibilities by 5% d. Develop and implement complaints handling framework for the service provider. e. Review conditions of service agreements between service providers and customers.

SS6. Improve the Regulatory Environment


Water (Irrigation) Sector Goals and Objectives

IS1. Increase access to irrigation water services in keeping with the national objectives;

a. Support the development of industry specific legislation. b. Ensure that there is an adequate Development Plan for the sector. c. Facilitate implementation of projects in line with Sector Development Plan d. Encourage public private partnership in the development of irrigation systems

IS2. Increased Efficiency in the sector.

a. Encourage modernization of the sector. b. Develop Account separation framework c. Institute measures to encourage the reduction of non-revenue water d. Encourage energy efficiency

IS3. Promote system security.

a. Mandate annual security and vulnerability audits. b. Mandate and monitor implementation of audit recommendations. c. Develop Risk Management framework for the sector.

IS4. Promote Sector sustainability

a. Improve integration of plans and projects consistent with national development plans. b. Improve in the overall efficiency and effectiveness in the use of resources. c. Encourage the alignment of key core processes to international best practices. d. Review and monitor compliance with regulatory frameworks (including NEPA).

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IS5. Promote improvements in the delivery of services to customers in respect of: water quality, service

interruptions, variability and consumer protection.

a. Monitor the compliance with regulatory frameworks and standards set by the relevant agencies b. Monitor and enforce compliance with guaranteed and overall standards. c. Improve customer awareness and knowledge of rights and responsibilities by 5% d. Develop and implement complaints handling framework for the service provider. e. Review conditions of service agreements between service providers and customers.

IS6. Improve the Regulatory Environment


2016/17 – 2019/20 Corporate Goals and Objectives CS1. Accountability: Accountabilities for results are clearly assigned and consistent with resources, and

delegations are appropriate to capabilities.

a. Introduction and use of OUR’s Governance and GoJ Accountability Framework.

b. Agreement of specific performance targets and measurements at the Individual, Department and

Organizational level in line with OUR’s Governance Framework.

c. Ensure compliance with performance targets based on relevant Legislation.

d. Conduct Regulatory Impact Assessment where necessary

e. Procurement strategy reflects the organization’s needs and is in keeping with regulatory

guidelines

CS2. Stewardship: The departmental control regime (assets, money, people, services, etc.) is integrated and

effective, and its underlying principles are clear to all staff.

a. Effective communications functions in place to ensure transparency.

b. Ensure favourable reports from applicable authorities (e.g. internal and external auditors, OCG

etc.).

c. Internal policies and procedures impose appropriate level of stewardship responsibility to staff.

d. Management systems provide relevant information and early warning on resources, results and

controls.

e. All processes and procedures are documented and current

f. IACFA fulfills its mandate.

g. Compliance with policies, regulations and legislation.

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CS3. Citizen-focused Programmes: Services are citizen-centred, policies and programmes are developed

from the "outside in” and partnerships are encouraged and effectively managed:-

a. Customer satisfaction survey results are reflected in policy recommendations and operating

changes as appropriate.

b. Standard Operating Procedures ensure delivery of high quality service

c. Establishment of Memoranda of Understanding (MoU) and/or Service Level Agreements (SLAs)

with key external stakeholders as required.

d. Citizens Charter (CC) is current.

e. Mechanisms in place to receive and assess consumer views.

f. Enhance OUR’s engagement levels with the customer.

g. Increase in the use of technology to improve delivery of service to customers.

h. Opportunities for stakeholders to provide inputs and feedback on policies and programmes.

i. Stakeholders are kept up to date on issues relating to activities in the sectors.

CS4. Management: The executive team clearly defines the corporate context and practices for managing

organizational and strategic risks, quality, finances, legal matters and business continuity proactively;-

a. OUR risk profiles are current. b. Integrated Risk Management Framework in place.

c. All processes and procedures include requisite checks and balances to manage or mitigate risk.

d. Improve core process performance by 5%

e. Measures in place to ensure Business continuity

f. Address and manage legislative changes

g. Ensure prudent financial management

CS5. People: The people, work environment and focus are on building capacity and leadership to assure the

OUR’s success and a confident future;-

a. Increase Employee Satisfaction index by 5% b. Opportunities to grow skills and competencies by training, team assignments and work rotation. c. Employee engagement in the development of training programmes. d. Training and knowledge management geared towards leadership continuum and knowledge

retention.

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e. Suitable strategy in place to ensure that the OUR recruits staff with the requisite skills and

experience. f. An objective appraisal system for staff performance that would result in recognition, rewards or

sanctions.

CS6. Environment: The Environment supports company’s strategic goals, allows employees to perform their

work efficiently and productively, is safe and secure, and is environmentally healthy.

a. Adequate Safety and Security standards are in place and adhered to

b. IT systems and equipment are up to date and support the company strategy

c. The physical environment promotes health and wellness

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2. OPERATIONAL FRAMEWORK (2016/2017– 2019/20)

2.1. The Vision 2030 sums up the overall vision for Jamaica in the following phrase:

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

2.2. The OUR will continue to work, in its mandated area, towards the achievement of the goals of the

Vision 2030 by aligning private behaviour with the public interest across the various utility services it

regulates. In this regard, it will continue to monitor and regulate service providers closely to ensure

the delivery of superior quality and efficient customer service.

The Office

2.9. The statutory appointees to the Office are the Director General and Deputy Directors General. At

present, three appointees constitute the Office: Albert Gordon - Director General; Maurice Charvis

Deputy Director General; and Hopeton Heron – Deputy Director General.

Department of Secretary to the Office (STTO)

2.10. The Department of the STTO is central to the operations of the OUR, and to the achievement of

organisation’s strategic objectives to be transparent, accountable, to contribute to national

development, and to provide value for money. It is responsible for the functioning of the decision

making processes, for compliance with internal and external procedures, and for ensuring that the

organisation operates in an effective and efficient manner. It is the interface between the Office and

its internal and external stakeholders. The Secretary to the Office sets the regulatory agenda in

consultation with the Director General, and ensures that matters before the Office are dealt with

expeditiously.

2.11. The STTO assists the Office with the development and articulation of its strategies and policies, and in

the effective governance of the OUR. It co-ordinates the preparation of the Management

Accountability and Governance Framework and the Corporate Business Plan; and plays a major role

in the preparation of the Annual Report.

2.12. As part of its responsibilities in the areas of effective governance and compliance, the STTO

Department monitors the implementation of the work programmes, and the timelines, as set out in

the Corporate Plan, and also the various agreed departmental goals; and keeps the Office informed

43

of the current status of these programmes and goals. It also reports on a regular basis to the

Government, through the Ministry of Finance and Planning, on the OUR’s performance in achieving

the targets established in the work programmes.

2.13. The STTO Department is responsible for the licence processing functions of the OUR, including the

coordination of the due diligence process for licence applications, the maintenance of a

comprehensive database, a current public register of applications for licences, and the status of

licences issued. The Department will also undertake some aspects of monitoring of licensees.

2.14. The STTO manages the OUR’s international relations with other regulators and institutions. The

Department also coordinates the technical and administrative inputs for the effective execution of

projects involving the OUR which are funded through grants from international funding agencies.

Objective

2.15. To ensure that the Office, in its execution of the OUR’s strategy, is guided by well-defined and clearly

articulated strategic thinking, observes due process, makes decisions in a transparent and timely

manner, follows standard procedures, maintains good relations with all stakeholders, and makes

available to the public, accurate and complete records of decisions.

General Activities

2.16. The following are the general activities of the STTO:

• maintaining the Office’s schedule;

• attending meetings of the Office, and monitoring and driving the enforcement of decisions;

• developing rules of procedure (in consultation with the General Counsel) for the conduct of the

affairs of the Office;

• drafting and issuing correspondence, position papers, presentations, etc. on behalf of the Office;

• managing the licensing process, and maintaining the licensing records and register;

• initiating enforcement actions for breaches of licences, directives, orders, etc.;

• co-ordinating the preparation and submission of quarterly and other periodic statutory reports;

• co-ordinating the development and presentation of the Management Accountability and

Governance Framework and Corporate Business Plan and Budget, and the preparation of material

for annual reports;

44

• monitoring the departments’ compliance with targets set out in the Corporate Business Plan;

• maintaining correspondence with external parties and stakeholders;

• developing project applications and negotiating project terms;

• representing the OUR in various fora both locally and internationally; and

• playing its part in the implementation of a Quality Management System in the OUR, together

with ISO 9001:2008 certification.

Office of the General Counsel (Legal Department)

2.17. This Department provides legal support in the development of the regulatory framework, the

establishment of rules of procedure and the drafting of decisions issued by the OUR. It seeks to

operate in a manner which minimizes the likelihood of challenges and ensures successful judicial

review of

OUR’s decisions. The Department is required to respond to all legal challenges to the OUR’s

decisions and, where necessary, to engage and manage the services of external legal counsel.

Objective

2.18. To develop, maintain and enforce the legal framework of the OUR and to secure an enabling

environment for the efficient functioning of utilities through a framework of rules that lend

predictability to the OUR’s decisions.

General Activities

2.19. The General Counsel’s Department is engaged in the following activities:

• ensuring that the OUR observes due process and complies with all legal requirements in discharging

its functions;

• the review of consultative documents, Office determinations and other regulatory instruments and

contracts for works, goods and services;

• the conduct of investigations into allegations of breaches of the relevant legislation and/or

regulatory instruments, including preparing the Office to conduct hearings;

• the update and maintenance of the Rules of Practice and Procedure of the OUR;

45

• the review and maintenance of the relevance of the Code of Ethics;

• the preparation of instructions and briefs to external counsel in connection with litigation and other

legal processes before the courts and quasi-judicial tribunals;

• the preparation and issuance of enforcement orders and referral to the courts of relevant matters;

• the preparation of matters to be heard by the appeals tribunals established under the

Telecommunications Act and various licences;

• the preparation of legal opinions and advice to internal Departments; the preparation of

correspondence of legal significance for the OUR; and

• interfacing with external stakeholders to protect the OUR’s legal position.

Regulation, Policy, Monitoring and Enforcement (RPME) Department

2.20. The RPME Department’s primary function is to advise the Office on regulatory policy, to analyse,

monitor and evaluate the economic, financial and technical performance of all regulated utilities and

sectors and to assess the extent of competition where applicable. It has responsibility to develop

tariff models, recommend tariffs and commission a range of technical functions to advise the Office. It

also has responsibility to monitor the performance of utilities against agreed benchmarks and enforce

compliance.

Objective

2.21. To provide the Office with such economic and technical advice as to ensure that consumers of utility

services enjoy acceptable quality of service at least economic cost, and to ensure security of timely

service for the future.

Strategy

2.22. The RPME Department discharges its functions through a combination of financial, economic and

technical analyses of the regulated entities, benchmarking of the service providers against

comparable organisations internationally. It also commissions as needed, regular surveys of the state

of competition in the various sectors. The Utility Monitoring Unit has primary responsibility for

ensuring regulated entities are compliant with Office Directives, relevant legislation, licence

conditions and tariff requirements as well as KPIs. Its activities provide the Office with on-going

46

assessments of its regulatory effectiveness. The RPME Department also has responsibility for ensuring

the incorporation of Regulatory Impact Assessments (RIAs) into regulatory decisions.

2.23. The programmes listed in the work plan will either be continued from the previous fiscal year or are

to be launched in the 2015/16 fiscal year.

General Activities

2.24. The RPME Department, among other things:

• commissions analyses of rate applications and makes recommendations to the Office;

• provides policy advice to the Office and, through the Office, to the Government when so required;

• provides the Office with technical and economic advice on matters of dispute between competing

utilities;

• commissions research on all aspects of utilities regulation;

• commissions market and competition analyses;

• produces and publishes various documents (consultative documents, notice of proposed rulemaking,

position papers, working papers, policy advisories, determination notices, etc.) critical to the

regulatory process;

• engages with overseas counterparts for purposes of information exchange, provides assistance and

collaboration on regulatory matters;

• represents the Office at various international fora;

• monitors utility projects through progress reports etc.;

• monitors service standards through reporting and customer feedback, surveys, etc.;

• produces regular Regulatory Impact Assessments;

• commissions periodic audits of specific functions of the utilities;

• prepares policy papers and recommendations to the Office; and

• maintains communication with service providers on actions/strategies with respect to projects and

other regulatory undertakings.

Consumer and Public Affairs (CPA) Department

2.25. This Department incorporates consumer affairs, communication services and the Information Centre. It

also liaises with, and provides technical support to the work of the Consumer Advisory Committee on

Utilities (CACU), an independent advocacy group whose operations are facilitated by the OUR.

47

2.26. CPA administers the consumer affairs regulatory function of the OUR. It educates consumers on their

rights, and investigates decisions made by the utility companies on consumer complaints with which the

consumers remain dissatisfied. The Department is responsible for developing quality of service and

customer service standards. CPA is responsible for the OUR’s records and documents management

system.

The OUR’s Information Centre (OURIC) is managed by the CPA. Apart from providing vital resources for

the staff, the OURIC is also open to the public, and it is through this medium that the Office’s obligations

under the Access to Information Act are discharged. The CPA also has the critical function of managing

the content of the Office’s website.

Objectives

2.27. CPA is guided by the following objectives to:

• ensure that the perspective of consumers and public interest are considered in all regulatory decisions

and determinations;

• ensure that customers of the utility companies enjoy acceptable quality of service at economic cost,

and are assured of secure and timely supplies;

• provide an avenue of appeal for consumers in their relationship with the utility service providers;

• inform and educate consumers and the general public; and

• highlight the work of the OUR and to maintain a positive public image.

Strategies

• Monitoring and survey of consumers to detect concerns and emerging problems; Institution of

mechanisms for feedback;

• Monitor the performance of the service providers against the established service level

agreements; Managing media relations; and

• Public education and stakeholder engagement.

General Activities

2.28. The CPA Department uses as a primary input to its policy development and advice to the OUR, the

results of analyses of appeals received from customers in regard to the services provided by the

companies. Feedback from consumers who attend consultations and other events is also utilised in the

development of policies. The CPA Department commissions a consumer survey every two years which

seeks consumers’ feedback on a range of consumer issues and measures utilities’ consumer

satisfaction. It pursues a programme of public education and consultation via diverse media.

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Human Resources Development/Administration Department

2.29. This Department provides administrative and human resources support to the OUR and is also

responsible for training and procurement. The Departments plays a key role in driving the QMS

Objective of improving employee satisfaction by 5% year over year for the next three years.

2.30. A multi-sector regulatory body such as the OUR must identify training and development opportunities

for its personnel who are required to perform highly complex and technical duties, and compete

against the best that the regulated companies have to offer. Utility regulation is a highly technical,

specialized and exclusive vocation, hence the need to provide the OUR’s professional staff with on-

going training offered by internationally recognized training institutions. This imperative is reflected in

the allocation of significant budget resources to this function.

2.31. This Department ensures that the OUR is organised and that administrative functions are performed

smoothly and efficiently. The Department also manages staff recruitment and performance evaluation

using modern techniques.

2.32. The Department also has responsibility for managing and reporting on procurement, particularly with

regard to compliance with Government of Jamaica requirements. This is a critical function, given the

need to ensure transparency, strict adherence to the Government of Jamaica Handbook of Public

Sector Procurement Procedures. In preparation for ISO 9001:2008 certification, the Department has

updated and will maintain standard operational and procurement procedures that will complement the

public sector rules and procedures.

Finance Department

2.33. The Department directs, coordinates, monitors and controls the accounting and financial operations of

the OUR in accordance with Government of Jamaica regulations and directives, the Laws of Jamaica,

and International Accounting Standards.

Objectives

2.34. To direct the financial management functions of the OUR ensuring effective planning and utilisation of

financial resources. In carrying out the objective the Department will:

• prepare the annual budget and monitor performance against the budgeted allocations;

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• prepare and analyse monthly, quarterly and annual financial statements;

• conduct treasury management functions, ensuring a balanced portfolio;

• establish the regulatory fees for each regulated entity;

• ensure sound cash management;

• manage human resources so as to optimise performance;

• ensure a robust quality management system is maintained in the Department;

• ensure that there is cost control;

• ensure compliance with statutory requirements, in particular, the provisions of the Public Bodies

Management and Accountability Act (PBMA), and the Financial Administration and Audit Act (FAAA);

• ensure that all financial records pertaining to externally funded projects are carefully documented,

and that disbursement requests are settled in a timely manner;

• organise and prepare accounts for annual audit;

• address any other matters likely to affect the financial well-being of the OUR; and

• update and maintain procedures for financial accountability.

2.35. The Financial Controller’s role is critical to budget preparation and monitoring, cost management and

ensuring maximum delivery of services for regulatory dollars. Additional responsibilities and duties

performed by this Department include negotiating group health insurance and administering the group

pension plan and the staff loan facility.

Information Technology (IT) Department

2.36. The IT Department is pivotal to the successful execution of all activities in the work programme. The

Department’s work planning process examines plans and priorities for the use and delivery of

information technology in support of each three year work plan of the OUR. As a support, IT

Department has focused on delivering fast, accurate, secure information with a minimum of downtime.

This, among other things, includes the development and maintenance of a comprehensive relational

database system to allow an efficient discharge of OUR’s responsibilities.

2.37. The OUR relies on this Department to:

• obtain and maintain standardised information from all service providers in the form of a Regulatory

Management System which is secure, scalable and easily accessible;

• leverage technology to improve turnaround time and deliver service cost-effectively;

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• provide real time information and cutting edge research; and

• deliver a suite of services electronically.

3.1. The IT Department will achieve this through the integrated Regulatory Management System (targeted

areas include: Business Intelligence/Data Analytics; Stakeholder Management; Electronic Filing;

Geographical Information; Library and Record Management; Automation of office systems and

Online/Mobile Applications), training and investment in relevant hardware and software. The IT

Department will continue the process of ensuring that there is a greater technology culture throughout

the organization.

51

3. STATUS REPORT AND REVIEW OF ACTIVITIES in 2015/2016

3.2. 2015/2016 was another eventful year for the regulated sectors.

As in previous years a number of unforeseeable demands made it necessary to adjust timetables and re-

deploy resources. This is evidenced by some changes in the plan with the introduction of new activities

and delays in others.

3.3. Notably, there were a number of amendments to the regulatory framework during the year which have

implications both for the way in which the OUR discharges its responsibilities as well as the scope of its

work. These included amendments to the JPS Amended and Restated All-Island Electric Licence 2011, the

enactment of a new Electricity Act and substantial amendments to the Office of Regulation Act. Even so,

the work work-plan remains essentially on schedule.

3.4. The following constitutes a status report on the various projects and activities, the major achievements

and the variations in the schedule for fiscal year 2015/16.

Electricity Sector

Electricity Sector 2015/16 Goals

3.5. Within the parameters of the Government’s stated policy objectives, the developments in the sector,

and the existing regulatory framework, the goals identified for the electricity and energy sector for the

period were set out as follows:

ELECTRICITY SECTOR GOAL I

3.5.1. Pursue regulatory initiatives aimed at lowering retail rates below US thirty cents per kilowatt hour in

the medium term, and below US twenty cents per kilowatt hour in the long term, and to improve

market efficiency.

ES1.1: Create and maintain a regulatory environment that is conducive to attracting a diverse range of

investment in the sector (private, public, and private-public);

ES1.2: Ensure clarity and consistency in regulatory policy for the sector

ES1.3: Decrease electricity losses

ES1.4: Create and maintain incentives for efficient fuel usage and generation

ES1.5: Foster competitive electricity dispatch;

52

ES1.6: To the extent allowed by law, promote competitive solutions to the needs of electricity

consumers

ES1.7: Establish and ensure smooth process for interconnection on the grid

ES1.8: Ensure that Tariff review process is fair and prudent

ELECTRICITY SECTOR GOAL II

3.5.2. Maintain system stability and sustainability.

ES2.1: Modernization of the different elements of the electricity infrastructure (generation,

transmission, distribution)

ES2.2: Carry out audit and surveillances; and require the conduct of risk analysis and planning

ELECTRICITY SECTOR GOAL III

3.5.3. Diversify the energy supply mix beyond what currently exists to reduce the country’s dependence on

heavy fuel oil (HFO) over the medium to long term.

ES3.1: Increase the component of electricity supply provided from renewable

sources.

ES3.2: Promote switching of fuel supply from expensive HFO’s to cheaper fuel sources

ELECTRICITY SECTOR GOAL IV

3.5.4. Attain measurable improvements in the delivery of services to customers in respect of: service

interruptions, variability and response to complaints (consumer protection), and greater consumer

empowerment.

ES4.1: The creation and implementation of measures for timely resolution of consumer complaint

53

Table 3-1. Electricity Sector Major Projects Review

Major

Activities

Summary Description of Activity

De

pt.

S.U.C.C.E.S

.S. Criteria

Impacted

Output/Perfor

mance

Indicator

Stat

us

No

t St

arte

d/O

n-

goin

g/C

om

ple

ted

) Comments

ES1 - Pursue regulatory initiatives aimed at lowering retail rates below US thirty cents per kilowatt hour in the medium term, and below US

twenty cents per kilowatt hour in the long term, and to improve market efficiency.

JPS Price Cap Annual Adjustment

The non-fuel base rate for JPS is reset at five-year intervals in accordance with condition 15 of the JPS Amended and Restated All-Island Electric Licence, 2011. As at November 28, 2014, the 2014 Price Cap Regime is being finalized. The regulatory framework for price controls is outlined in schedule 3 of the licence. JPS is expected to submit its next filing for rate adjustments on or before March 1, 2015, and subsequent annual filings until March 2018. The licence states that if the filing is not deficient to the extent that it will prevent the complete evaluation of the application, the Office shall accept the filing within ten (10) working days following certified delivery. The filings by JPS should include support for the performance indices, the Consumer Price Indices (CPI) and the proposed non-fuel based rates for electricity. The filings should be made to the Office at least sixty (60) days prior to the adjustment date of June 1, 2015. The OUR will also review the efficiency levels (system losses and the heat rate), and where appropriate adjust these in the tariff.

Reg

ula

tio

n, P

olic

y M

on

ito

rin

g an

d E

nfo

rcem

ent

Service Efficiency

Determination Notice

produced within agreed

time frame

Completed The OUR in the Determination Notice reaffirmed that it will conduct an audit of the energy demand data. The RFP and TOR for a suitable consultant to undertake the audit are being developed. A new project line item “Audit of JPS Metering and Customer Information Systems” should now be inserted.

54

Major

Activities


De

pt.

S.U.C.C.E.S

.S. Criteria

Impacted

Output/Perfor

mance

Indicator

Stat

us

No

t St

arte

d/O

n-

goin

g/C

om

ple

ted

) Comments

Accounting Separation Guidelines

“Accounting separation” involves the de-construction of a company's accounts in order that the costs and revenues associated with each production and/or service unit can be identified, functionalized and appropriately allocated. It is the OUR’s responsibility to: a. develop and issue the Notice of Proposed

Rulemaking to stakeholders; b. conduct consultations on the Rules; c. refine the Rules; d. issue the OUR Determination on the Rules; e. review JPS’s Allocation Manual; f. review the accounts developed; and g. make appropriate adjustments to the Rules.

Reg

ula

tio

n, P

olic

y M

on

ito

rin

g an

d

Enfo

rcem

ent

Efficiency Completion of consultation and presentation of draft rules by the end of the fiscal 2015/16

The draft NPRM was

revised during the period and

was on track to be issued for

consultation and

feedback before the

end of 2015.

This activity has been the subject of a number of scheduling changes over the period but is now being treated as an imperative.

55

Major

Activities


De

pt.

S.U.C.C.E.S

.S. Criteria

Impacted

Output/Perfor

mance

Indicator

Stat

us

No

t St

arte

d/O

n-

goin

g/C

om

ple

ted

) Comments

Efficiency Improvement/Demand Management/Loss Reduction

To be done after tariff review determination. As part of its determination on the JPS 2014 tariff application the OUR has determined a number of initiatives to be pursued to reduce losses (technical and non-technical).

Reg

ula

tio

n, P

olic

y M

on

ito

rin

g an

d E

nfo

rcem

ent

Efficiency TBD ongoing OUR assisted in organising a Loss Reduction Workshop which took place from June 9th to June 11th, 2015. Following the workshop the World Bank through the ESMAP, invited representatives from the Jamaica Social Investment Fund (JSIF), the JPS and the OUR to visit in New Delhi India to see how the innovative slum electrification approach was designed. A number of subsequent activities are to be determined after further consultation with JPS, international stakeholders and OUR.

56

Major

Activities


De

pt.

S.U.C.C.E.S

.S. Criteria

Impacted

Output/Perfor

mance

Indicator

Stat

us

No

t St

arte

d/O

n-

goin

g/C

om

ple

ted

) Comments

Merit Order Dispatch

As stipulated at Condition 23 of the JPS 2011 amended All-Island Electric Licence, the OUR will provide the necessary oversight to ensure that the generation sets and each authorised electricity operator are dispatched in accordance with a merit order system that is least cost and in conformance with the Generation Code. The cost of fuel used for the production of electricity is treated as a pass-through to electricity customers subject to an efficiency adjustment, using the heat rate target set by the OUR. This approach was adopted with the aim of providing incentives to JPS to improve the overall energy conversion efficiency of its generating system, and to provide a degree of flexibility for operation under adverse system conditions beyond its control. The report of a Management and Operational Audit commissioned by the OUR in the 2014/15 fiscal year underscored the need for the OUR to interrogate the dispatch function performed by JPS and which is reported on daily. The report also recommended that there should be a specific requirement for JPS to flag and include in its reports to the OUR any system constraints which result in out of merit operations of a plant. Consistent with these recommendations, the OUR will develop an appropriate incentive mechanism informed by technical audits, that will incentivise JPS to address any constraints which result in out -of merit operations of any plant

Reg

ula

tio

n, P

olic

y M

on

ito

rin

g an

d E

nfo

rcem

ent

Efficiency Completion of a reporting and monitoring framework by end of 2015/16

Ongoing but under review

The new Electricity Act made specific

provisions regarding

oversight of the despatch

functions. Some of these changes have implications for this activity.

Consequently the OUR has begun to

engage the required

consultation process to

determine the modus operandi

and the new timetable.

57

Major

Activities


De

pt.

S.U.C.C.E.S

.S. Criteria

Impacted

Output/Perfor

mance

Indicator

Stat

us

No

t St

arte

d/O

n-

goin

g/C

om

ple

ted

) Comments

Economic Procurement of Fuel and Scrutiny of Fuel Inventory and Use

It is proposed over the period of the plan, 2015/2018, to review the fuel procurement mechanism to determine whether there is any potential for more cost effective procurement/sourcing of fuel by the power generation companies. This will involve exploration of possible incentives to encourage the construction/lease of storage facilities. An audit of fuel management for the sector was also completed in 2014/15. That audit raised a number of concerns that require further examination and may require regulatory interventions by the OUR. It is therefore anticipated that resources will be devoted to these activities over the work plan period, 2015/2018.

Reg

ula

tio

n, P

olic

y M

on

ito

rin

g an

d

Enfo

rcem

ent

Efficiency Reports and flagging of

unusual occurrences

Ongoing

58

Major

Activities


De

pt.

S.U.C.C.E.S

.S. Criteria

Impacted

Output/Perfor

mance

Indicator

Stat

us

No

t St

arte

d/O

n-

goin

g/C

om

ple

ted

) Comments

Review of the Electricity Market Structure Arrangement

The importance of competition as a means to enhance efficiency and consumer welfare is gaining momentum in almost all sectors and in all parts of the world. In the electricity sector different restructuring models have been employed by various countries to guarantee efficiency and consumer welfare. Notwithstanding the introduction of competition in the generation market modelled on the basis of the All-Island Electric Licence, 2001, Jamaica is yet to show significant benefits from progressive reforms in liberalizing the sector. It has therefore become necessary to review the current market arrangements with a view to offering policy advice as appropriate, and implementing regulatory arrangements where necessary. Specifically, the review will focus on addressing anomalies in the regulatory framework that may be inhibiting growth.

Reg

ula

tio

n, P

olic

y M

on

ito

rin

g an

d E

nfo

rcem

ent

Efficiency TBD Ongoing Draft TOR completed outlining the scope of the review. Draft TOR will be reviewed to update the scope in light of the new policy and institutional developments in the sector Revised schedule occasioned by the enactment of the New Electricity Act and external review of the regulatory regime. Revised date is February 2016

59

Major

Activities


De

pt.

S.U.C.C.E.S

.S. Criteria

Impacted

Output/Perfor

mance

Indicator

Stat

us

No

t St

arte

d/O

n-

goin

g/C

om

ple

ted

) Comments

Integrated Resource Plan

Work on the development of an Integrated Resource Plan (IRP) which includes a Least Cost Expansion Plan as a critical component started during fiscal year 2014/15, and is expected to extend into fiscal year 2015/16. The IRP aims to establish a framework for the development of the Jamaican electricity generation sector to provide a secure, reliable and efficient supply of electricity over the long term at least cost. Essentially, the IRP seeks to evaluate the technical and economic components of all feasible generation alternatives, and provide information and advice to facilitate the selection of the optimal generation expansion solution for the electricity sector and, by extension the country, over the long term.

Reg

ula

tio

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olic

y M

on

ito

rin

g an

d

Enfo

rcem

ent

Sustainability

TBD ongoing TBD

60

Major

Activities


De

pt.

S.U.C.C.E.S

.S. Criteria

Impacted

Output/Perfor

mance

Indicator

Stat

us

No

t St

arte

d/O

n-

goin

g/C

om

ple

ted

) Comments

Cost of Un-served Energy (COUE) Study

The value of un-served energy is an economic concept that is intended to measure electricity consumers’ willingness-to-pay to avoid supply interruptions or, conversely, the willingness of electricity consumers to accept compensation for supply interruption. The COUE is the value (in US$ per kWh) that is placed on a unit of energy not supplied due to supply interruptions. The objective of the COUE study is to determine the COUE that will result in the optimum level of system reliability and cost to the utility and to its customers. The study will focus on the following approaches to estimate COUE:

value of production loss for each unit of power outage (production loss method);

cost of alternative or back-up power generation (captive generation method); and

willingness-to-pay (WTP) for reliable and uninterrupted electricity supply (WTP method).

The results from the study will provide guidance to the regulator and the utility on the consumers’ perceptions of quality and availability of power supply, and their willingness-to-pay different or higher tariffs for an improved power supply.

Reg

ula

tio

n, P

olic

y M

on

ito

rin

g an

d E

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rcem

ent

Efficiency Completion of study and

presentation of final report

At pre-procurement stage

A draft terms of reference for undertaking the study was under review at the time of work plan preparation

61

Major

Activities


De

pt.

S.U.C.C.E.S

.S. Criteria

Impacted

Output/Perfor

mance

Indicator

Stat

us

No

t St

arte

d/O

n-

goin

g/C

om

ple

ted

) Comments

Wheeling Framework

Electricity wheeling refers to the transportation of electricity across the power grid by an entity producing its own power, to another geographic location where it is consumed. For such a service the entity would be required to pay a fee for the use of the transmission and distribution lines. While the OUR issued its wheeling Determination on July 9, 2013, it was challenged by JPS. The Electricity Appeals Tribunal which was called upon to adjudicate on the matter ruled on October 27, 2014 that the July 9, 2013 Determination should be set aside and the matter reconsidered. Consequently, the OUR is required to: a. Review the wheeling methodology; b. Recomputed wheeling rates based on an

updated “Cost of Service Study”; c. Issue a new Determination; d. Agree on a new timetable for the roll-out of

the Wheeling Framework; e. Finalize the supplementary Wheeling

Contracts; f. Oversee the implementation of the Wheeling

Framework.

Reg

ula

tio

n, P

olic

y M

on

ito

rin

g an

d E

nfo

rcem

ent

Efficiency Completion of Cost of Service

Study; & issuance of

determination on wheeling regime and

rates

Preliminary activities on determining a regime are underway.

62

Major

Activities


De

pt.

S.U.C.C.E.S

.S. Criteria

Impacted

Output/Perfor

mance

Indicator

Stat

us

No

t St

arte

d/O

n-

goin

g/C

om

ple

ted

) Comments

Electric Power Sector Policy and Legislation

Although it is projected that the new electricity legislation will be promulgated before the commencement of next financial year, we expect that there will likely be significant and substantial implementation work arising from the new legislation and regulations over the course of the 2015/16 FY.

Lega

l

Service Actions to enforce activities of the dates stipulated in the Act

ongoing

ES2 - Maintain system stability and sustainability.

63

Major

Activities


De

pt.

S.U.C.C.E.S

.S. Criteria

Impacted

Output/Perfor

mance

Indicator

Stat

us

No

t St

arte

d/O

n-

goin

g/C

om

ple

ted

) Comments

Transmission System Assessment

The framework for long term planning of the electricity system in Jamaica dictates that the Generation Expansion Plan (GEP) and outcome of any generation procurement process should form the basis for the expansion or reinforcement of the transmission system. Based on the orientation of the electricity system, the proximity of the main load centre relative to any proposed plant location suggests that electric power will have to be exported from the point of production to the point of utilization. This requires an assessment of the transmission system for adequacy in anticipation of any new generation capacity. This activity will require the grid operator to conduct a technical and economic assessment of the transmission system to determine the cost, adequacy, reliability, security, and stability of the system to transport the power from the proposed generation facility to the load. This will include, load flow studies, short circuit studies, transient stability studies, steady-state stability analysis and voltage stability analysis. The OUR will subsequently carry out independent technical and economic evaluation of JPS’s study to determine the least cost solution. Without this assessment, there will not be sufficient and precise information on the cost and capacity of the transmission system to reliably transport the power to the load.

Reg

ula

tio

n, P

olic

y M

on

ito

rin

g an

d E

nfo

rcem

ent

Sustainability

Presentation of report with assessment

Underway Preliminary review completed and updated review ongoing

64

Major

Activities


De

pt.

S.U.C.C.E.S

.S. Criteria

Impacted

Output/Perfor

mance

Indicator

Stat

us

No

t St

arte

d/O

n-

goin

g/C

om

ple

ted

) Comments

ES3 - Diversify the energy supply mix beyond what currently exists to reduce the country’s dependence on heavy fuel oil (HFO) over the medium to long term

Facilitating Investment in Renewable and Other Fuel Sources

Procurement of additional capacity fuelled from such sources as natural gas, coal and renewables is critical to reducing electricity costs. The OUR is no longer responsible for procurement but proposes to offer support both in terms of assisting with technical analysis and establishing an economic environment favourable to investment. In order to assist this process, the OUR proposes to construct models for shadow pricing and to update estimates of avoided costs to provide a basis for comparison and decision making.

Reg

ula

tio

n, P

olic

y M

on

ito

rin

g an

d E

nfo

rcem

ent

Sustainability

Completion of procurement process

On-track 37 MW Renewable RFP underway

Conversion of Bogue to Less Expensive Fuel

It has been established that converting the facility at Bogue to a lower cost fuel will afford a reduction in cost in the order of 3-5%, with a very short payback period. The OUR considers this a priority short term goal, and proposes to press for this conversion to be effected in the near term. Additionally, this is also expected to secure significant improvements in system stability and reduce complaints about failure to despatch within merit order. Monitoring of this activity and the savings that result from this conversion will be a major focus during the early months of the planning period.

Reg

ula

tio

n, P

olic

y M

on

ito

rin

g an

d

Enfo

rcem

ent

Efficiency Commissioning of new facility

On track

ES3 - Diversify the energy supply mix beyond what currently exists to reduce the country’s dependence on heavy fuel oil (HFO) over the medium to long term

65

Major

Activities


De

pt.

S.U.C.C.E.S

.S. Criteria

Impacted

Output/Perfor

mance

Indicator

Stat

us

No

t St

arte

d/O

n-

goin

g/C

om

ple

ted

) Comments

Natural Gas Legislation

The OUR has commented on the draft policy and legislation developed by the consultants engaged by MSTEM that will govern the proposed gas sector in Jamaica. It is anticipated that the OUR will continue to be engaged in stakeholder consultations and will be called upon to review draft legislation, and provide general advice and information to MSTEM throughout the process.

Lega

l

Efficiency TBD TBD Awaiting actions by the Ministry on this.

Revised Net Billing Regulation

The Standard Offer Contract with respect to the Net Billing Regulation has been developed to assist Jamaica in meeting its renewable energy supply targets by providing small electricity generators with a standard pricing regime. The Pilot Project was implemented on May 31, 2012, and came to an end on April 30, 2014. At the time of preparing this work-plan, two hundred and twenty -four (224) licences have been issued and one hundred (100) customers had been connected to the grid. A revised net billing regulation will ensure continued empowerment of the consumers while at the same time ensuring network stability.

Reg

ula

tio

n, P

olic

y M

on

ito

rin

g an

d

Enfo

rcem

ent

Efficiency Completion of review

Review completed and recommendations sent to Ministry

ES4 - Attain measurable improvements in the delivery of services to customers in respect of: service interruptions, variability and response to complaints (consumer protection), and greater consumer empowerment.

66

Major

Activities


De

pt.

S.U.C.C.E.S

.S. Criteria

Impacted

Output/Perfor

mance

Indicator

Stat

us

No

t St

arte

d/O

n-

goin

g/C

om

ple

ted

) Comments

Audit of JPS Billing System

This is being proposed to ensure that NWC has the procedures and systems in place to accurately bill its customers. This will involve the Department’s preparation of the Terms of Reference; procurement and selection of vendor and implementation.

Co

nsu

mer

an

d

Pu

blic

Aff

airs

Service Completion of audit

Preliminary procurement activities underway.

JPS Terms and Conditions of Service

This will, among other things, include a meter inspection protocol.

Co

nsu

mer

an

d

Pu

blic

Aff

airs

Service Promulgation of new Protocol and revise terms and conditions of service

Project to review meter testing protocol has commenced

67

The Telecommunications Sector Telecommunications Sector 2015/16 Goals

TELECOMMUNICATIONS SECTOR GOAL I:

3.5.5. Maximize Jamaicans’ access to and the adoption of affordable fixed and mobile broadband where

they live, work, and travel.

TS1.1: Maximize broadband adoption by promoting affordability and removing other barriers to

adoption by all Jamaican, including those with low incomes and disabilities.

TS1.2: Enable the private sector to accelerate the deployment and expansion of broadband

networks by minimizing regulatory and other barriers to broadband build out.

TS1.3: Measure and monitor the country’s progress on broadband.

TS1.4: Review of the telecoms universal service obligation to assess whether it is appropriately

defined to take account of future developments in the sector

TELECOMMUNICATIONS SECTOR GOAL II:

3.5.6. Ensure a competitive market for telecommunications services which will foster investment,

innovation, and to ensure that consumers have choice in affordable telecommunications services.

TS2.1: Ensure effective policies are in place to promote and protect competition for the benefit of

consumers.

TS2.2: Ensure retail prices of telecommunications services fairly reflect costs.

TS2.3: Remove barriers to the introduction of new entrants and the ability for smaller players to

effectively compete against existing service providers.

TS2.4: Reduce the barriers that customers face in switching operators.

TELECOMMUNICATIONS SECTOR GOAL III:

3.5.7. Ensure the continued protection of consumers through empowerment and knowledge of their rights

pertaining to ICT services as well as accessibility and the needs of persons with disabilities.

TS3.1: Promote transparency and disclosure.

TS3.2: Provide a sound framework for contractual services

TS3.3: Ensure consumers including people with disabilities have easy and reliable access to ICT

services

68

TS3.4: Harness technology to provide consumers with the information they need to make smart

decisions in their use of telecommunications services.

TS3.5: Act swiftly and consistently in the use of enforcement authority to protect consumers.

TELECOMMUNICATIONS SECTOR GOAL IV

3.5.8. Facilitate the availability of effective emergency access services as well as the availability of reliable,

interoperable, redundant, rapidly restorable critical telecommunications infrastructures that are

supportive of all required services

TS4.1: Facilitate the deployment of emergency access services and technologies with greater

capabilities.

TS4.2: Develop measures for protecting the nation’s critical telecommunications infrastructure

and facilitate rapid restoration of Jamaica’s telecommunications infrastructure and facilities

after disruption by from cyber-attacks or any other cause

TELECOMMUNICATIONS SECTOR GOAL V

3.5.9. Ensure the efficient management of scarce resources

TS5.1: Ensure fair and equitable access to telecommunications numbers by carriers and service

providers.

TS5.2: Ensure efficient and effective use of numbering resources to promote the growth and rapid

deployment of innovative and efficient telecommunications technologies and services.

TS5.3: Ensure customers benefit from an understandable numbering plan which provides them

with a broad indication of service and charges before they make a call.

69

Table 3-2. Telecommunications Sector Major Projects Review

Major

Activities


Dep

t.

S.U.C.C.E.S.S.

Criteria

Impacted

Output/Perf

ormance

Indicator

Stat

us

No

t St

arte

d/O

n-

goin

g/C

om

ple

ted

) Comments

TS1 - Maximize Jamaicans’ access to and the adoption of affordable fixed and mobile broadband where they live, work, and travel.

Broadband

Infrastructure

Inventory and

Public

Awareness in

the Caribbean

(BIIPAC)

The BIIPAC project by IDB and CANTO in February 2013. The

project is regional in scope and its main objective is to

develop a broadband diagnosis for each Caribbean country

and a series of broadband infrastructure maps for all the

countries. The project will improve the availability

broadband data thus giving a better understanding of the

current state of broadband infrastructure. This will enable

the Government of Jamaica to design public policy which

facilitates broadband deployment and adoption while

tailoring its market interventions to complement rather than

substitute for market forces. The deliverables also include

the development of public policy recommendations for the

design of national broadband strategies for each

participating country.

Reg

ula

tio

n, P

olic

y M

on

ito

rin

g an

d E

nfo

rcem

ent Coverage Broadband

Infrastructure

maps

On-going Evaluation of

RFPs completed –

MSTEM Awaiting

IDB Approval

70

Infrastructure

Sharing

Section 29A of the Telecommunications Act provides the

Office with the authority to mandate infrastructure sharing.

The reasoning for such rules is that duplication of

investment is a waste of resources. Moreover, in many cases

duplication is not feasible due to natural limitations e.g.

limited vantage points such as hilltops or inadequate space

for building additional towers. It is the OUR’s view that the

optimum utilization of resources can reduce the cost of

investment which will ultimately redound to the consumers

of telecommunications services. Infrastructure sharing will

also afford new entrants the opportunity to accelerate

service expansion. In addition to the cost savings, mandating

infrastructure sharing will also halt the deterioration of the

aesthetics of the country’s landscape and reduce the

environmental footprint of the telecommunications sector.

During the 2013/2014 fiscal year, OUR through CTO engaged

Pygma Consulting to recommend modalities for

infrastructure sharing, and to develop draft rules for sharing.

Due to some delays, the consultancy for this project did not

end until May 2014. It is therefore anticipated that aspects

of this project may run into the 2015/2016 fiscal year.

Reg

ula

tio

n, P

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g an

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ent

Sustainability Rules for

Infrastructure

sharing

On-going Consultation Document is being prepared - Aim is to complete consultation by February 2016.

71

Establish

Broadband

Dashboard

Improving the country’s broadband infrastructure is a

prerequisite for a broadband-related economic impact.

Results from a World Bank econometric analysis of 120

countries showed that for every 10% increase in broadband

penetration, there is a 1.3 % increase in economic growth.

The results also showed that the growth effect of broadband

is stronger in developing countries. Policy tools are

necessary to promote broadband deployment and adoption

in order to realize broadband’s potential to contribute to

economic growth and the creation of jobs.

Originally this project had contemplated the development of

a National Broadband Plan/Strategy as well as a web-

accessible interactive broadband coverage map and

dashboard. However, it has been re-scoped and rescheduled

due to the launch of the BIIPAC Project. As noted earlier,

the BIIPAC project will develop broadband strategies and

broadband diagnosis and infrastructure maps for Caribbean

territories. OUR’s project will take place after the

completion of the IDB/CANTO project and will utilize the

data collected under that Project to develop a Broadband

Dashboard. It will also provide for the continuing update of

broadband indicators collected under the BIIPAC Project.

Reg

ula

tio

n, P

olic

y M

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g an

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ent

Coverage TBD TBD Awaiting result of

IDB/ACANTO

study

72

Review of the

Universal

Service Regime

The OUR proposes to review the current universal service

regime (USR) to determine its appropriateness given sector

developments since it was first established in 2005. The

review will evaluate the level of compliance and the

effectiveness of the current model. The fundamental reason

for the USR is based on the reality that without it a number

of Jamaicans will be denied access to ICT services for two

reasons: either it is uneconomic for Licensees to serve

particular areas in Jamaica and/or the incomes of some

Jamaicans are too low for them to afford the services

available to them at their locations.

Currently the provision of universal service is funded by a

universal levy on incoming international call minutes. This

regime however, is under threat. Technological

developments over the last decade are resulting in changes

to the tariff structure for voice services. The increasing

prevalence of “Over the Top” (OTT) applications which

allows persons to place calls to and from Jamaica while

circumventing the international gateways of licensed

Jamaican carriers could significantly reduce the funds

available for universal service projects. Moreover, although

initially reluctant to ‘cannibalise’ their own voice services, as

VoIP competition and demand increase, it is anticipated that

incumbent carriers will increasingly, move to introduce VoIP

service offerings, thus putting an end to the “per minute”

billing approach. The USR therefore needs to be reviewed to

determine its viability as well as to address any market

distortions that the current model may have introduced.

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ent

Coverage Completion of

review report

and

submission of

recommendati

on to Ministry

The

timetable

for this

item has

been

shifted to

fiscal

2016/17

A decision was

taken during the

year to

reschedule this

work activity

73

Information

and

Communication

Technology

(ICT) Legislation

In furtherance of the Government’s ICT Policy including the

promulgation of modern ICT legislation and the

establishment of a stand-alone ICT regulator, it is anticipated

that the OUR will be called upon to advise the MSTEM and

provide feedback to the consultants engaged by MSTEM as it

seeks to implement the policy. Lega

l

Service Initial

comment

submitte

d.

Additiona

l work to

be

determin

ed

The OUR has

provided MSTEM

with a list of

matters to be

considered for

treatment in the

new legislation

Telecommunica

tions Act

The 2012 amendments to the Telecommunications Act have

necessitated the promulgation of various rules and

regulations most of which has already commenced but will

be completed in the 2015/16 FY: Number Portability Rules;

Infrastructure Sharing Rules; Dispute Resolution Rules;

Quality of Service Rules; Consumer Complaints Procedures;

Powers of Investigation, Search and Seizure Rules; Unfair

Contract Terms Rules; Forbearance Rules; and Fixed penalty

offences.

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y M

on

ito

rin

g an

d

Enfo

rcem

ent

Service Completion of

draft rules for

submission.

Work

slated to

commenc

e on the

drafting

of

various

rules by

end of

fiscal

2015/16

Pre- procurement

of experts

activities have

started

TS2 - Ensure a competitive market for telecommunications services which will foster investment, innovation, and to ensure that consumers

have choice in affordable telecommunications services.

74

Development of

Fixed LRIC for

Fixed Networks

This project commenced in Fiscal 2014/2015 and should run

for eighteen months. The output from this project will also

provide data for two other projects on the Work Plan,

namely, the cost benefit and unfair burden test for

unbundling network elements on dominant operators and

the cost benefit and unfair burden test for indirect access

provision on dominant operators.

Interconnection charges that are based on the LRIC will

encourage operational efficiency and assist the OUR in

providing a level playing field for current operators and new

entrants. LRIC–based charges also encourage rational pricing

decisions on the part of the operators. At the very least, this

will reduce the variation in fixed termination rates across the

different networks. Reg

ula

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n, P

olic

y M

on

ito

rin

g an

d E

nfo

rcem

ent Efficiency TBD On-going Determination on

Principles and

Methodology

published on July

2, 2015.

Broadband

Institutional

Framework

This Project contemplates an assessment of current

capabilities in the GOJ to develop information tools on the

current status of broadband in Jamaica. It will contribute to

improving policymakers’, regulators’, and operators’

understanding of the sector, thereby strengthening their

capacity to implement and monitor public policies for

increased broadband development.

Reg

ula

tio

n, P

olic

y M

on

ito

rin

g

and

En

forc

emen

t P

olic

y

Mo

nit

ori

ng

and

En

forc

emen

t Service TBD On-going Evaluation of RFPs completed –MSTEM Awaiting IDB Approval

75

Conduct Sector

Review (Market

Definition and

Dominance

Assessment)

The OUR commenced a complete assessment of the

telecommunications sector to determine if there has been

any change in the markets which were previously defined

and whether additional markets now exist. The assessment

will also indicate which operators, if any, are to be classified

as dominant in those markets or whether existing dominant

operators should be reclassified as non-dominant. Given the

tasks associated with a sector review it is anticipated that

this project will continue throughout the 2015/2016 fiscal

year. The OUR is committed to evidence-based regulation

and will introduce regulation only where there is a

demonstrable need. The outcome of sector review will

therefore inform the OUR’s future work programme as it will

identify which markets require regulatory intervention.

Projects such as: Review of Data Rios for Fixed and Mobile

Networks; Establishment of Competitive Safeguards Rules;

Cost and Benefit and Unfair Burden Test for Indirect access

on Dominant Operators; and Cost and Benefit and Unfair

Burden Test for Unbundling of Network Elements of

Dominant Operators will all have to await the conclusion of

the Sector Review.

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ito

rin

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nfo

rcem

ent

Efficiency Sector Review

Report

On-going 5 proposals

received;

Technical

evaluation

completed. R.

Swaby is

preparing the

Evaluation

Report. Will

proceed to the

opening of 3

Financial

Proposals will

proceed

thereafter.

76

Review and

Harmonization

of Data RIOs

(Fixed and

Mobile)

Having mandated interconnection, regulators still need to

ensure that their rules are applied fairly. In most

jurisdictions this takes the form of a requirement for

dominant operators to develop a Reference Interconnection

Offer (RIO), the contents of which must be approved by the

regulator. The RIO provides a transparent basis for the

negotiation and conclusion of all agreements for the

provision of interconnection services that are subject to

regulation. It provides legal certainty to new entrants as

they can be certain that they are being granted

interconnection on terms which are no less favourable than

that accorded to other operators, including the retail arm of

the interconnection provider.

Currently, in the voice segment of the sector, there is an

obligation on all mobile carriers and LIME fixed network to

submit their RIOs for the OUR’s approval. The 2012

amendments to the Telecommunications Act make

interconnection obligation applicable to data networks.

Subsequent to the conclusion of the sector review, the OUR

will direct all dominant operators to submit RIOs, which

include data services, for its approval. The review will outline

the conditions under which dominant networks will

interconnect for the provision of data services. This will

make it easier for operators to establish interconnection

agreements with dominant operators for the exchange of

data traffic. As pricing is generally a key component of any

RIO, it will lead to cost oriented rates and a level playing

field for all operators which should foster greater

competition in the provision of data services.

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Efficiency TBD TBD

77

Cost Benefit

Analysis and

Unfair Burden

Test for: (a)

Provision of

Indirect access

by Dominant

Operators; (b)

Unbundling of

the Local Loop

of Dominant

Operators

One means of fostering competition in telecommunications

sector is by ensuring that all competitors have access to the

infrastructure under fair conditions and on a non-

discriminatory basis. Traditionally, two key regulatory

interventions have been utilized to achieve this outcome:

the provision of indirect access and the unbundling of the

local loop. Under the Telecommunications Act indirect

access means “the method whereby customers of a

particular carrier are able to access specified services

provided by another carrier through the

telecommunications network and the telecommunications

services of the first mentioned carrier with whom the

customer is directly connected; but does not include two

stage dialling”. In effect, indirect access allows entrants an

indirect method of accessing customers, and allows

consumers the opportunity to benefit from the services

offered by these entrants. Local loop unbundling is the

regulatory process of allowing multiple telecommunications

operators to use connections from the telephone exchange

to a customer's premises.

Whereas, the roll out of alternative local networks requires

huge investments and takes time, indirect access and

unbundling initiatives allow new entrants to enter local

markets and win market share more quickly. Also, regardless

of their modes of implementation, all indirect access and

unbundling initiatives are superior to “simple resale”

schemes both in terms of the quality and variety of service

offerings and pricing. Indirect access and unbundling

initiatives also facilitate the addition of independent and

enhanced functionalities that are not available through

simple resale schemes.

However, there are also claims that these initiatives could

undermine the investment and innovation incentives of both

incumbents and entrants. In such cases they could

eventually be detrimental to competition in that they retard

the roll- out of competing infrastructures. Therefore, before

it can make rules to impose an obligation to provide indirect

access or to unbundle its local loop on a dominant operator,

the Office must be satisfied on reasonable grounds that such

rules are necessary in the interests of customers and that –

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Efficiency TBD TBD Work on this is

contingent on

the result of

market review.

78

Establishment

of

Competitive

Safeguards

Rules

Access regulation reduces the barriers for competing

operators to enter and compete in downstream markets. It

also encourages existing and new operators to invest in new

infrastructure. If competition at the wholesale level is not

effective, the consumers could end up paying higher prices

for the products and services at the retail level. Upon the

conclusion of the sector review project, the OUR in

accordance with Section 35 of the Telecommunications Act

will seek to introduce competition safeguards, where

necessary, to prevent the abuse of dominance by a public

telecommunications carrier in its provision of access

services/facilities. Among other things the safeguards will

seek to address equivalence and transparency obligations,

particularly the obligation to protect wholesale customer

information. Reg

ula

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ent Efficiency TBD TBD

Establishment

of Quality of

Service Rules

(Wholesale)

Consistent with its mandate under the Telecommunications

Act, the OUR intends to establish quality of service standards

for wholesale telecommunications services/facilities through

the development of rules. The rules will apply to Licensees

who make their services/facilities available as a wholesale

product. Similar to the exercise conducted for the retail

services, the rules will create conditions for consumer

satisfaction by making known the quality of service/facilities,

which a Licensee is required to provide, and the wholesale

user has a right to expect. Along with the competitive

safeguards, these standards will ensure that the quality of

service provided to services-based Licensees is the same as

that provided to the retail arm of the entity which operates

the network. In addition to ensuring an open and efficient

telecommunications marketplace the rules should also assist

in the development of related ICT markets.

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Efficiency TBD TBD

79

Regulatory

Framework

for Mobile

Virtual

Network

operators

The introduction of MVNOs is seen as a natural progression

in the facilitation of competition in the telecommunications

sector. The MVNO model has gained popularity globally, and

new value added services are constantly emerging. Given

that MVNOs tend to focus on niche markets, it is believed

that valued-added niche services are better handled by

these operators. The OUR will examine a variety of issues

including: - MVNO models, benefits, and the licensing,

technical and regulatory implications of MVNO entry. This is

the formulation of a system to outline how Mobile Virtual

Network Operators (MVNOs) will be regulated. This will

address the rights and responsibilities of these virtual

operators and their interactions with facilities based

operators.

This could increase the level of competition in the provision

of the prescribed services. Consumers would therefore be

afforded more options in terms of service providers and

types of services. This should eventually lead to lower and

more efficient prices.

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on

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d E

nfo

rcem

ent

Sustainability TBD TBD Reschedule

because of

resource

constraint

80

Regulatory

Framework

for Next

Generation

Networks

The migration to Next Generation Networks (NGNs) has

significant implications for the architecture and design of the

access and core networks of the telecommunication sector.

At a wider level, it also has implications for the service value

chains and business models in the ICT sector. As a result of

these changes the nature and scope of competition in the

sector will be affected. This implies a need for regulatory

changes such as adjustments in how markets in the sector

are analysed and the design of appropriate remedies. In

some instances, the changes in the character of competition

associated with the migration to NGN could in the long term

mitigate the need for ex ante regulation, however in the

near to intermediate term important competition

bottlenecks are likely to persist. What is clear is that

appropriate responses and potential regulatory instruments

for an NGN environment might be different from those

which the OUR currently utilizes. Adapting current

regulation to NGN and transitional services may therefore

not be the best way to proceed to achieve the best outcome

for the development of NGNs in Jamaica. The establishment

of clear and transparent NGN regulations will promote

broadband and advanced services for users, promote

innovations, and ensure customer security and protection.

Besides improving competition and services for businesses

and individuals, the establishment of an NGN regulatory

framework will help to lower the overall financial costs of

operators deploying and using NGN networks. It will also

engender legal certainty for investment in Next Generation

Networks. The framework will encourage efficient

investment and use of investment in NGNs and associated

services as well the maintenance of legacy networks. The

reform of access rules will reaffirm the importance of

competition in the sector and at the same time preserve the

incentives to invest by taking into account the risks involved

in allowing access to NGN networks.

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rcem

ent

Sustainability TBD TBD Reschedule

because of

resource

constraint

81

Pre and Post

Number

Portability

Implementati

on Activities

Number portability (NP), the so-called last barrier to

competition in a liberalized telecommunications

market, is one of the tools available to a regulator to

improve market competitiveness and provide

consumers with the benefits of increased choice, lower

prices and improved quality. NP gives consumers the

ability to switch between telecommunications service

providers without undue cost, anxiety and

inconvenience which are likely consequences of

necessarily having to change telephone numbers when

switching service providers.

The OUR has been and will continue to be substantially

engaged in the requisite pre-NP- implementation

activities as a member of the Interim NP Working

Group (INPWG) established by the Ministry, and of the

associated Commercial/Business Subcommittee and

Technical Subcommittee—as chair of the latter.

The OUR will continue to participate in: the

development of industry number portability guidelines,

and a Code of Practice; development of a revised NP

implementation plan; and development of an NP test

plan.

The OUR will conduct the selection (for licensing, in

accordance with sections 10 – 13 of the

Telecommunications Act) of a suitably qualified person

to provide Number Portability Administration Services

to licensed telecommunications carriers and service

providers in Jamaica by means of a Central Reference

Database and an automated Order Handling process for

inter-operator communications.

The OUR’s post-implementation activities will include

the identification and resolution of technical and

commercial/Business issues associated with the fixed

and mobile NP implementations, and after the NP

Working Group ceases to exist, ongoing regulatory

oversight of number portability administration.

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Service Industry

Number

Portability

guidelines

On-going NP was launched

on June 22, 2015

– The Working

Group and Sub-

committees are

still working on

Post

implementation

issues

82

Telecommunic

ations Market

Information

Quarterly

Report

Consistent with the OUR’s mandate to promote

competition, the OUR collects and analyses data on the

telecommunications. The continuous monitoring of trends

and developments in the telecommunications sector allows

the OUR to determine the level of competition in each of the

telecommunications markets which it regulates. The OUR

also compiles and publishes quarterly reports on

information received from the telecommunication

operators. The public availability of data for the

telecommunications sector assists in raising the awareness

about Jamaica’s status in international and regional fora and

encourages investment in telecommunications projects and

services.

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d

Enfo

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ent

Compliance

Sustainability

Quarterly

Report

On-going

TS3 - Ensure the continued protection of consumers through empowerment and knowledge of their rights pertaining to ICT services as well as

accessibility and the needs of persons with disabilities

Ensuring

equivalence in

access and

choice for

disabled end-

users

The OUR is of the view that ensuring the provision of

services for Jamaican consumers with disabilities is

becoming increasingly important to ensure that all

Jamaicans can benefit from new ICT services and fully

participate in the fulfilment of Vision 2030. Improved access

to telecommunications services will allow persons with

disabilities to participate fully in community life and feel the

effects of social cohesion. The Project will assess whether or

not access and choice for end-users with disabilities is

equivalent and identify and implement measures to address

issues identified with respect to ensuring equivalent access

and choice.

Reg

ula

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n, P

olic

y M

on

ito

rin

g an

d

Enfo

rcem

ent

Coverage TBD On-going A summer intern

was hired to draft

a Position Paper

on the issue as

well as a survey

instrument.

Project is in

abeyance

awaiting new

recruits.

83

Review of

Unfair terms

in

Telecommunic

ations

contracts

The ability of sellers to structure their contracts in a one-

sided fashion is generally due to them taking advantage of

the classical theory of contract law which is based on the

premise that people have the freedom to contract with

whomever they like and on the terms that they like. The

theory works however on the assumption that both parties

to the contract have equal bargaining (negotiating) power

and will therefore agree to terms that accord with their

interests.

However, this is not the case in the telecommunications

sector where operators rely heavily on standard form

contracts which contain terms that cause a significant

imbalance in the parties’ rights and obligations arising under

the contract. Notwithstanding the caveat emptor principle,

it is also often difficult, if not impossible, for untrained

consumers to make a competitive comparison between

operators’ offerings. Also in many cases no true alternative

exists as the other operators’ standard contracts form will

have similar, if not the same, terms and conditions. In many

jurisdictions the onus is on the telecommunications

regulator to protect consumers by ensuring that unfair

terms are removed from contracts for telecommunications

services. According to Section 44(5) of the

Telecommunications Act the Office may –“ a) examine

customer contracts in respect of facilities or specified

services; and b) direct the modification of any term of such a

contract which appears to the Office to be unreasonable

or unfair." To date the OUR has generally refrained from

intervening in contractual matters for telecommunication

services in retail markets. There are concerns however, that

some of the contract terms for retail telecommunications

services such as long contract durations coupled with

excessive early termination charges create barriers that

unfairly prevent consumers from terminating services and

switching operators. The OUR believes that it is therefore

timely to review current industry practices to ensure that

they remain reasonable and fair to both operators and

consumers. The enforcement of unfair contract terms

regulations will support competitive markets thus benefiting

consumers and the economy as a whole.

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ent

Service Review with

Recommendat

ions

Not

Started Pre-

procurement

activities to

engage

expertise to

undertake this

activity

underway

84

Audit of

Mobile Signal

Coverage

The availability and quality of modern telecommunications

services are critical elements for Jamaica’s economic success

and social inclusion of all citizens. As outlined in Notice of

Proposed Rulemaking – Quality of Service Standards for the

Telecommunications Sector telecommunications licensees

will be required to measure and report on several qualities

of service parameters. However, the licensees will be

reporting on a national basis which means that there may be

cases where all operators have met the prescribed standard

but consumers in pockets of the country may be

experiencing no or poor quality service. An audit will allow

the OUR to discover which areas of the country may be

experiencing such problems thus giving it a holistic view of

the exact availability of mobile coverage and mobile services

in Jamaica. By identifying areas in Jamaica that currently

have and those that currently lack mobile coverage the

results of the audit can also assist the OUR and Government

in decision-making with respect to the provision of

telecommunications services to those areas that are

currently unserved or underserved.

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ent

Uptime Audit report

and

establishmen

t metrics and

system for

measuremen

t and

monitoring

To be

addresse

d as

apart of

2016 -

2019

work

plan

Reschedule

because of

resource

constraint

85

Establish

platforms

which provide

more

information to

consumers

e.g. price

comparison

website,

broadband

speeds.

The number of telecommunications offerings has increased

over the last number of years, giving consumers greater

choice when considering their telecommunications needs.

The increased offerings have been accompanied with

increasingly complex rate structures which impose different

restrictions on the use of the service. For instance there is a

range of mobile service plans offering different

combinations of monthly charges, on/net and off/net rates,

peak and off-peak rate, and free minutes/texts. Even in

circumstances where the information available to

consumers is not misleading, constraints on consumers’

ability to process information relating to the price and

quality of a service can result in decisions that are welfare-

reducing.

If prices are presented in a more comprehensible and

standardised form this can assist consumers in their

comparison of service offerings. Regulators therefore have a

role to play in enabling consumers to make effective choices.

This could be achieved by prescribing the manner in which

operators should present information to their consumers or

by the regulator establishing tools/platforms that provide

price and quality (e.g. broadband) comparison information

or accrediting intermediaries to provide such

tools/platforms. Such tools could include calculators which

allow consumers to enter preferences and usage pattern

data to enable them to make price comparisons in complex

markets. During the 2015/2018 period the OUR intends to

develop and/or facilitate the development of tools which

ensure the wide availability of effective price comparison

information

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Service Platforms

established

Not yet

started

but still

envisage

to

commen

ce in

fiscal

2015/16

TS4 - Facilitate the availability of effective emergency access services as well as the availability of reliable, interoperable, redundant, rapidly

restorable critical telecommunications infrastructures that are supportive of all required services

86

Policy Paper

on the

Modernization

of Emergency

Services

Under Section 48 of the Telecommunications Act “every

service provider shall take such steps as are necessary to

ensure that, in relation to its retail public voice services each

customer of that service can reasonably and reliably reach

emergency services by dialling the numbers specified for use

in connection with such services”. Recent developments

have revealed that there is a need for a centralized

emergency centre to handle all types of distress calls from

citizens. Currently, calls to 119 are answered by the police

while calls to 110, 112, and 911 from all networks are being

answered by LIME’s call centre. LIME has advised the OUR

that it no longer wishes to provide that service to other

Licensees. Under the Act LIME is not obligated to provide

such services to other Licensees. The OUR has since advised

the Licensees of LIME’s intentions and commenced a

dialogue regarding their obligation to take such steps as are

necessary to ensure that emergency calls are being

answered and routed to the appropriate emergency

services. In light of these developments, the OUR is of the

view that the creation of a centralized emergency call centre

may be a more efficient mode of handling emergency and

should be explored. With such a set-up, all calls to national

emergency numbers would be routed to the same call

centre regardless from which network the call is placed.

Globally, emergency service providers are leveraging new

mobile and fixed technologies to ensure that they can

deliver emergency services in a more efficient manner. In

the United States the introduction of enhanced emergency

services has resulted in a physical address being

automatically associated with the calling party's telephone

number. In India, a non-profit organization offering

emergency management services has devised a mobile

application that automatically picks up the location of the

caller and sends the information to a centralized call centre.

With such services a caller's address and information is

displayed to the person taking the emergency call

immediately upon the arrival of the call. This type of service

is particularly important in emergencies such as fires, break-

ins and kidnapping where communicating one's location is

difficult and/or risky. By providing emergency responders

with the location of the emergency without the person

Reg

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Safety &

Security

Policy Paper underwa

y

87

Development

of Cyber

Security

Standards

Standards/Bes

t Practices for

Critical

National

Information

Infrastructure

(CNII)

Information technology has transformed the global

economy and connected people and markets in ways

never imagined. The number of production operations

and human activities that directly or indirectly depend

on ICTs is growing at a significant rate. Cyberspace

provides a platform for innovation and economic

development and therefore the means to improve the

general welfare of the Jamaican citizenry. However, the

multi-jurisdictional reach of cyberspace and the

difficulties it presents for regulation pose numerous

risks to nations, private enterprises, and individual

rights. Globally, cyber threats such as targeting,

phishing scams and data theft have been increasing in

volume and sophistication. This coupled with the

growing dependence on information and

communication technologies, means that the risk to

Jamaica’s economic and social wellbeing from cyber

threats is high. Worldwide, societies are becoming

more highly dependent on information technology and

this makes CNII a very attractive target for cyber

security threats. Globally, there has been a significant

increase in premeditated attacks. Such attacks have

potentially catastrophic effects not just to the country

whose CNII is the target of the attack but also to

interdependent network and information systems

globally. The increase in attacks, the rapidly changing,

dynamic nature of cyber threats and the global

connectivity of information technology systems makes

it critical that Jamaica protects its CNII. The recent

IMPACT /ITU report on the “Readiness assessment for

establishing a national CIRT in Jamaica” has also

recommended that MSTEM and OUR encourage the

use of Cyber Security standards and best practices that

are relevant to the country.

It is envisaged that the cyber security standards and

best practices for CNII will ensure that:

• businesses in Jamaica operate secure and

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Safety &

Security

TBD TBD

88

TS5 - Ensure the efficient management of scarce resources

Review and

Revision of

the Jamaican

National

Numbering

Plan, the

National

Dialling Plan,

and the

Telecoms

Numbering

rules.

Numbering is a scarce national resource and a key feature of

the telecommunications infrastructure that facilitates the

introduction of competition in the telecoms markets. Thus,

as the industry evolves and available technologies continue

to open the way to new number-demanding services and

applications, the national numbering plans and supporting

regulations must be adapted to ensure: relevance of the

plans, adequate resource capacities to meet current and

reasonably anticipated future needs of carriers and service

providers, and the availability of effective controls to ensure

competitive fairness.

This project will take account of locally implemented

numbering changes and investigate other numbering

developments internationally, to review and revise of the

Jamaican National Numbering Plan, the National Dialling

Plan, and the Telecommunications Numbering Rules.

Reg

ula

tio

n, P

olic

y M

on

ito

rin

g an

d E

nfo

rcem

ent

Sustainability TBD TBD

89

Investigation

and

recommendati

on on charging

for numbering

resources.

The matter of charging for numbers has been given

consideration by industry authorities in several

countries. Key reasons are: (1) holders of numbers

make profit out of the numbering space they use; (2)

the need to explore and assess the intrinsic value that

certain numbers contain—golden numbers, especially

those with mnemonics, may be considered to be worth

more than ordinary numbers because of their limited

availability and the extra value associated with the

services to which they provide access; (3) the general

scarcity of the resource and the need for judicious use

and conservation. This project will investigate industry

practices in relation to charging for numbering

resources to advise on a framework of charging for

primary and secondary assignments of numbers for

public telecommunication services. The investigation

will consider separate charging for regular and special

numbers, auctioning of special numbers, leasing of

numbers, etc. This is in anticipation of the legislation of

current policy provisions that is intended to allow the

OUR to charge for numbering resources.

Reg

ula

tio

n, P

olic

y M

on

ito

rin

g an

d E

nfo

rcem

ent

Efficiency TBD TBD

90

Investigation

and

recommendati

on on

extraterritoria

l use of

Jamaican

E.164

telephone

numbers for

nomadic

telecoms

services.

The deployment of broadband access and the use of

VoIP technologies to provide commercial IP-based

telephony services are rapidly providing an inexpensive

alternative to traditional telephony services. IP-based

telephony is a fast growing telecoms technology sector

and has for some time provided potential business

opportunities for local operators and increased service

access to potential Diaspora customers. This project is

an industry consultation on extraterritorial use of

Jamaican E.164 telephone numbers for nomadic

telecommunication services requiring the use of

numbers.

Reg

ula

tio

n, P

olic

y M

on

ito

rin

g an

d E

nfo

rcem

ent Service

Efficiency

TBD TBD

91

The Water Sector Water and Sewerage Sector 2015/16 Goals

3.5.10. Having regard to the Government’s stated policy goals, the existing structure of the water and

sewerage sector and the legal framework, the goals for the water and sewerage sector are:

WATER AND SEWERAGE SECTOR GOAL I

3.5.11. Increased access to potable water and sewerage services in keeping with the objective of universal

access to potable water;

WSS1.1: Establish a regulatory environment that encourages and facilitate ease of investment in the

water sector

WSS.1.2: Adopt a regulatory approach that facilitates to the extent allowed by the existing policy and

statutory framework, competition for and within the market;

WATER AND SEWERAGE SECTOR GOAL II

3.5.12. Efficient, sustainable and quality of service oriented water and sewerage service providers.

WSS2.1: Implement a range of enforcement tools to encourage efficiency and compliance with good

quality and customer care standards

WSS2.2: Ensuring that regulatory decisions regarding water and sewerage services take account of

environmental concerns

WATER AND SEWERAGE SECTOR GOAL III

3.5.13. Securing measurable improvements in service delivery with respect to the availability and reliability

of potable water and sewerage services;

WSS3.1: Provide stakeholders in the water sector with relevant information on a timely basis

WSS3.2: Creating a culture of target setting and performance measurement in the water s

92

Table 3-3. Water and Sewerage Sector Major Projects Review

Major Projects/Activ

ities

Summary Description of Project /Activity

De

pt.

S.U.C.C.E.S.S. Criteria Impacted

Output/Performance Indicator

Stat

us

No

t St

arte

d/O

n-

goin

g/C

om

ple

ted

) Comments

WSS1 - Increased access to potable water and sewerage services in keeping with the objective of universal access to potable water

Survey of Water Needs and Geographic Capacity Planning

The purpose of this project as envisaged is to determine the water needs of Jamaica, the potential for providing solution to the shortfall and to inform sector planning. Some of this will be a detailed review of geo-information on existing water and sewerage networks (location, capacity, consumer base, etc.,), projections for increase demand for these services (based on planning, economic growth, location etc.,) and assessment of potential sources of supply (capacity, cost, environmental consideration, etc.). Some of the activities will be desk based but is it envisaged that the services of independent consultants/professional will also be to undertake this activity. A major consideration will also be to ensure that there is the engagement of all key stakeholders. R

egu

lati

on

, Po

licy

Mo

nit

ori

ng

and

En

forc

emen

t Coverage Result of survey Rescheduled to the

2016 – 2019

work plan period

TBD

93


ities


De

pt.



Stat

us

No

t St

arte

d/O

n-

goin

g/C

om

ple

ted

) Comments

Pre-feasibility study on the role of Public Private Partnership in the sewerage sector

Traditionally, the financial resources available to the NWC does not allow for the required level of investment needed for the growth and development of sewerage treatment facility throughout the island. This project will seek to examine the feasibility of Public Private Partnership (PPP) in the sewerage sector and the various forms of construction support that could be provided for by the PPP’s whether to Build Design Operate, Build Operate Transfer, or Build Own Operate.

Reg

ula

tio

n, P

olic

y M

on

ito

rin

g an

d E

nfo

rcem

ent

Coverage TBD TBD

Water Sector Policy

It is anticipated that in the 2015/16 FY the OUR will be making representations, and have discussions with the Ministry of Water for the drafting and passage of legislation specific to the water sector.

Lega

l

TBD TBD Ongoing Comments to be provided before

end of fiscal 2015/16

WSS2 -Efficient, sustainable and quality of service oriented water and sewerage service providers.

94


ities


De

pt.



Stat

us

No

t St

arte

d/O

n-

goin

g/C

om

ple

ted

) Comments

National Water Commission’s Impact Tariff

Impact fees are a charge on new developments to help fund capital improvements. A number of new development projects are taking place and in some cases these can be served by the existing National Water Commission (NWC) network, but other developments either require the construction of new facilities, or significant expansion to NWC’s existing network, before the developments can be served. The NWC has highlighted that in cases where new infrastructural projects have to be initiated to serve a development, an impact fee should be charged to assist in offsetting a portion of the capital cost required to construct the desired water or wastewater facility to enable that new development. An impact tariff also applies in public private partnership where the NWC may contract with private companies to provide improve services.

Reg

ula

tio

n, P

olic

y M

on

ito

rin

g an

d E

nfo

rcem

ent

Efficiency Determination set of fees

Not done Approach is being reviewed

95


ities


De

pt.



Stat

us

No

t St

arte

d/O

n-

goin

g/C

om

ple

ted

) Comments

Regulatory Assessment of Water Re-use

Growing water scarcity worldwide and the need to protect public health and the environment pose challenges for water professionals in implementing integrated management of water resources. Water reuse is considered as a competitive and viable water source option. It also potentially opens up opportunities for additional revenue streams for providers. The OUR deems it important as the regulator, to consider beforehand any regulatory implications of such development and how it might facilitate potential investment in this area. It is therefore intended to develop a position papers exploring the opportunities for, the regulatory implications if any, the nature of the market for this type of service and the environmental consideration.

Reg

ula

tio

n, P

olic

y M

on

ito

rin

g an

d E

nfo

rcem

ent

Sustainability Efficiency

TBD Not done Rescheduled for consideration as

part of 2016 2019 work plan period

96


ities


De

pt.



Stat

us

No

t St

arte

d/O

n-

goin

g/C

om

ple

ted

) Comments

K-Factor Audit The purpose of the K –Factor project audit is to determine if the programme is being carried out effectively; the existing systems for administration and implementation are in place, and that the approved projects are completed and are producing the desired results. The result of the audit is intended to aid with the overall assessment of the programme in respect of providing information on the following: • whether the overall objectives of the K-Factor programme are being met and to what extent; • whether the programme has the requisite systems in place; • how K-Factor funds are deployed by NWC; • whether Non-Revenue-Water (NRW) is being reduced by K-Factor expenditures; • if the connection of sewerage systems to the Soapberry Plant is occurring as it should and; • if the volumes of sewerage from the individual systems and communities to the Soapberry Plant are being achieved; and • the extent to which NWC is utilizing the K-Factor proceeds to bring sewerage facilities in compliance with NEPA standards;

Reg

ula

tio

n, P

olic

y M

on

ito

rin

g an

d E

nfo

rcem

ent

Efficiency Result of audit Pre-procurem

ent activities

under way

97


ities


De

pt.



Stat

us

No

t St

arte

d/O

n-

goin

g/C

om

ple

ted

) Comments

Rate Regime – Small Private Providers

Jamaica’s water sector policy encourages the participation of private water and/or sewerage providers. Presently, there are fourteen (14) licensed providers. The OUR is required to carry out economic regulations of the activities of all fourteen providers. These activities include: • determining an economic rate that will ensure cost recovery and also give a fair return on investment; • implement and oversee the periodic (monthly and/or annual) adjustments to address exogenous changes in costs. • public education of rate payers; • undertake performance reviews and data collection. Among the private providers for which tariffs are expected to be reviewed during the next three years are: • Can-Cara – January 2016 • Dairy Spring – April 2015 • Runaway Bay Water Company – April 2015 • Dynamic Environmental Management Limited October 2016

Reg

ula

tio

n, P

olic

y M

on

ito

rin

g an

d E

nfo

rcem

ent

Service Efficiency

determinations On-going A tariff determination was done for RBWC, An ANPAM was done for DEML and monthly PAM approved for RBWC.

98


ities


De

pt.



Stat

us

No

t St

arte

d/O

n-

goin

g/C

om

ple

ted

) Comments

NIC Tariff Review

The National Irrigation Commission (NIC) is the leading provider of irrigation water in Jamaica. The Commission also provides bulk water to some major operators in the sector. In theory the NIC is expected to supply service at an economic rate. A review of NIC’s application for a tariff review is now an annual exercise, and is expected to remain so until a price cap arrangement is implemented. Because of government policy of providing a subsidy to irrigation rates, the Office is required to determine both the economic rates and the subsidised rates for such services. Ultimately however, the rates charged to users reflect the extent of subsidy the government is prepared to provide. The availability of irrigation water is critical to the development of the agriculture sector and so the Office considers its regulatory activities in this area to be a critical input in national development. In addition to the expectation that it will be required to determine NIC rates generally, there are a number of specific irrigation projects for which rates have to be determined based on specific project costs. Thus the Office expects that it will again be called upon to review individual irrigation schemes, and to make recommendations on rates and basic quality of service standards for them.

Reg

ula

tio

n, P

olic

y M

on

ito

rin

g an

d E

nfo

rcem

ent

Service Efficiency

determination Not-Started

No application has been received from received from the NIC.

99


ities


De

pt.



Stat

us

No

t St

arte

d/O

n-

goin

g/C

om

ple

ted

) Comments

NWC’s Mid- Tariff Review

The OUR will conduct a Mid- Tariff Review for the NWC specifically on the Standards Scheme and the K-factor variable that was approved in the 2013 Tariff Determination Notice. This will provide a good opportunity to look at, inter alia: the progress of K-Factor approved projects, the impact of quality of service changes and the effect of NWC’s compliance with the various determinations set out in the 2013 Tariff Determination Notice.

Reg

ula

tio

n, P

olic

y M

on

ito

rin

g an

d

Enfo

rcem

ent

Service Efficiency

Determination Submission

expected by end of

fiscal 2015/16

WSS3 - Securing measurable improvements in service delivery with respect to the availability and reliability of potable water and sewerage services

Water and Sewerage Sector Bi-Annual Report

The OUR has taken a decision to publish bi-annual reports outlining activities in the water and sewerage sector. This is not only consistent with the Office’s obligation to ensure the timely provision of information to stakeholders but is also consistent with the Office’s view that increased information enhances transparency and facilitates empirically based decision making. This is also in accord with and should assist the Office’s emphasis on target setting, measurement; benchmarking and trend analysis. The aim is to have reports published within sixty days of the relevant six month period. Reports will be made available on the OUR’s website.

Reg

ula

tio

n, P

olic

y M

on

ito

rin

g an

d

Enfo

rcem

ent

Service Resumption of publication of

report

Not being published

Progress on this continues to be hampered by data efficacy concerns and absence of information on all providers.

100


ities


De

pt.



Stat

us

No

t St

arte

d/O

n-

goin

g/C

om

ple

ted

) Comments

Audit of NWC Billing System

This is being proposed to ensure that NWC has the procedures and systems in place to accurately bill its customers. This will involve the Department’s preparation of the Terms of Reference; procurement and selection of vendor and implementation. C

on

sum

er a

nd

P

ub

lic A

ffai

rs Service Revised Billing

System On-going To be completed

by 2016/17

101

Internal Operations Table 3-4. Review of Internal support activities aligned to Corporate Commitments

Activity Name Summary Description Activity

Dep

artm

ent

Per

form

ance

in

dic

ato

rs/

Ou

tpu

t

Stat

us

No

t St

arte

d/O

n-

goin

g/C

om

ple

ted

)

Comments

Acc

ou

nta

bili

ty

Amendments to the OUR Act

Amendments are to effect recommendations aimed at, inter alia, correcting several deficiencies in the Act, aligning the enforcement and consumer protection provisions with those specified in the Telecommunications Act. The proposed amendments which facilitate the implementation of the OUR’s strategic plans will be pursued with the Government

Lega

l

Recommendations submitted to the Cabinet Office

On-going We will continue to

follow up with the Cabinet

Office regarding the

proposed amendments.

Performance Appraisal

Liaise with all members of the senior management team in ensuring that all their team members have a work plan and performance objectives which clearly set out the specific tasks/activities to be performed, the key performance indicators, and the expected results for future performance. Every effort must be made to ensure that all team members are fully knowledgeable of the strategic plan for their department and ultimately of the organization. In the implementation of the Balanced Scorecard system which was recently introduced to the organization, it is mission critical that measurable targets be established and effectively communicated to all team members as this is how the organization will achieve its strategic objectives A

dm

inis

trat

ion

an

d H

um

an R

eso

urc

es

Approved Performance Appraisal System

Ongoing Consultant being

recruited to look at

Evaluation system

102


Dep

artm

ent

Per

form

ance

in

dic

ato

rs/

Ou

tpu

t

Stat

us

No

t St

arte

d/O

n-

goin

g/C

om

ple

ted

)

Comments

Stew

ard

ship

Review and finalization of the OUR’s rules and practices

Finalization of OUR’s Rules of Practice and Procedure that is, how the OUR interfaces with its stakeholders.

Lega

l

OUR’s rules and practices

On-going Submission of Document to

the Office

OUR’s Operational Manual

The revision of internal policies to ensure an effective

quality management system.

Qu

alit

y

Man

agem

ent

Syst

ems

TBD TBD TBD

Merger of the functions of the OURIC and the Records and Information Management (RIM) Unit

The OUR’s Information Centre (OURIC), functions as a Unit of CPA, and inter alia, manages the documents and publications of the OUR. The RIM Unit is responsible for all organizational records, regardless of format, throughout the record lifecycle. The merger seeks to standardise and consolidate the records management function in support of policy formation, managerial decision making and protection of the interests of the OUR and its stakeholders. It will promote consistency, continuity, efficiency and productivity, assisting the OUR to efficiently deliver on its mandate. Strategically the RIM function also supports the organization’s effort to achieve ISO 9001:2008 certification within fiscal year 2014/2015.

Co

nsu

mer

an

d P

ub

lic A

ffai

rs

Not Applicable

Completed Office decision not to move

forward in this direction.

Operational Audits Audits conducted on the internal operations of the OUR

Inte

rnal

Au

dit

Audit Reports Completed -

103


Dep

artm

ent

Per

form

ance

in

dic

ato

rs/

Ou

tpu

t

Stat

us

No

t St

arte

d/O

n-

goin

g/C

om

ple

ted

)

Comments

Special Reviews Requested reviews conducted on activities which were not included in the original Internal Audit Schedule for the year

Inte

rnal

Au

dit


QMS Process Internal Audit

Internal audits conducted on documented processes for the quality management system certifiable under the ISO 9001:2008 standard

Inte

rnal

Au

dit


QMS Process External Audits

Audits conducted by external consultants and auditors on OUR’s quality management system under the ISO 9001:2008 standard

Inte

rnal

Au

dit


104


Dep

artm

ent

Per

form

ance

in

dic

ato

rs/

Ou

tpu

t

Stat

us

No

t St

arte

d/O

n-

goin

g/C

om

ple

ted

)

Comments

Review of Guaranteed Standards Mechanisms

The OUR established guaranteed service standards scheme for JPS and NWC as an incentive to improve efficiency in their service delivery. The scheme has a mechanism to compensate consumers for breaches of the standards. In some instances, compensation is automatically credited to the affected customer account, while the customer is required to submit a claim for other breaches. The review of the Guaranteed Standards Schemes of all utilities will be an on-going exercise to ensure compliance with new directives, and in keeping with changed and changing consumer issues. The Guaranteed Standards for the National Water Commission (NWC) underwent a complete review in the financial year 2013/14 as a part of its tariff revision. A similar review is being done for the Guaranteed Standards of JPS as a part of its tariff revision to be completed in fiscal year 2014/2015. Following on the Auditor General’s critique of the effectiveness of the GS, an annual internal review of the mechanism and its effectiveness is being pursued.

Co

nsu

mer

an

d P

ub

lic A

ffai

rs

Revised Guaranteed Service standards scheme for JPS and NWC

On-going To be completed by March 2016

Documentation of all Business Processes and Procedures

The documenting and updating of the OUR Operations Manual with previously undocumented processes and procedures will continue.

Qu

alit

y M

anag

emen

t

Syst

ems

Update of the Operations Manual with the Monitoring, Communication and Licence Administration Processes

On-Going -

105


Dep

artm

ent

Per

form

ance

in

dic

ato

rs/

Ou

tpu

t

Stat

us

No

t St

arte

d/O

n-

goin

g/C

om

ple

ted

)

Comments

Quarterly Performance Report for the activities of Consumer Unit and all major service providers.

The OUR agrees with the findings of the Auditor General that the compensation mechanism is not assisting OUR in achieving its legislated mandate to undertake such measures as it considers necessary or desirable to protect the interests of consumers. OUR has intensified its survey of compliance with these standards and as a vital part of this exercise has ensured that the publication of Quarterly Performance Reports which sets out inter alia, details of all claimable breaches committed by the utility providers. This will serve to provide a monitoring tool and will assist with the determination of what additional regulatory interventions are required

Co

nsu

mer

an

d P

ub

lic A

ffai

rs

Quarterly Performance Reports

On-going -

Man

agem

ent

Institute a Bring Your Own Device (BYOD) policy

The establishment of policy with a proactive governance framework which should include sanctions for non-compliance that are aligned to the HR policy.

Info

rmat

ion

Tech

no

logy

BYOD Policy formulated

On-going 1st Draft completed

Regulatory Management System

The development of a Regulatory Management System to supply information on the performance and monitoring of the OUR licensed entities.

Info

rmat

ion

Tech

no

logy

System completed

Completed New Data collection

protocol to be agreed with

Licensees

106


Dep

artm

ent

Per

form

ance

in

dic

ato

rs/

Ou

tpu

t

Stat

us

No

t St

arte

d/O

n-

goin

g/C

om

ple

ted

)

Comments

Transformation of QMS Steering Committee into a Quality Council

The functions of the quality management system steering committee (QMSSC) will no longer be required after ISO certification. The QMSSC will be morphed into a Quality Council (QC) which will have responsibility for the ongoing activities of the quality management system

Qu

alit

y

Man

agem

ent

Syst

em

The creation of the Quality Council.

On-going The Quality Council will be created after

the certification is

received.

The Management of all Risks

The development of a risk management framework for each department and unit, and a comprehensive risk register and mitigation strategy for the organization.

Qu

alit

y

Man

agem

ent

Syst

em

The implementation of ERMS and the production of a Risk Register

On-going Training for all staff member is scheduled

for 2015 November

17th

Business Continuity The development of a comprehensive business continuity plan for the OUR.

Qu

alit

y

Man

agem

ent

Syst

em

The development of business continuity framework for the OUR

Not Started The Project will start on

2015 January 2nd

Inventory of Records Execute inventory of records at off-site storage facility.

A

dm

inis

trat

ion

an

d

Hu

man

Res

ou

rces

TBD TBD TBD

107


Dep

artm

ent

Per

form

ance

in

dic

ato

rs/

Ou

tpu

t

Stat

us

No

t St

arte

d/O

n-

goin

g/C

om

ple

ted

)

Comments C

itiz

en-f

ocu

sed

pro

gram

mes

Parish Connections It aims to facilitate active communications channel and

to re-establish continuing consumer and stakeholder

dialogue so that there can be a two way flow of

information to the OUR on their various concerns. It

will also allow utilities to share information on projects

and development of issues with consumers on a

planned and consistent basis.

Co

nsu

mer

an

d P

ub

lic A

ffai

rs # of activities

On-going Activities held in

Westmoreland, Hanover,

St. Elizabeth and

Manchester.

# of participants

Full Participation of service providers.

National Integrated Communications Plan

The recommendation of Market Research Services

Limited, which executed the national consumer

research, was that the immediate focus for the OUR

should be in its communication and education of all its

stakeholders not so much about its role and mandate

but about its initiatives and programs. This

communication program also ought to seek to position

the OUR as really independent and free of political

involvement as such a reputation will retard the

credibility of the organization. Co

nsu

mer

an

d P

ub

lic A

ffai

rs

Plan completed and presented to the Office in September 2015.

Completed Initiatives to be executed

in the remainder of

the current FY and will

continue in FY 2016/17

Sector and Stakeholder Engagement

The OUR’s regulatory work touches on several key

stakeholders and participants. There is a felt need to

co-ordinate communications across these several

organizations so that the OUR’s key messages and

output are delivered to them in a consistent manner. Co

nsu

mer

an

d

Pu

blic

Aff

airs

PSOJ, Gleaner Company.

On-going -

108


Dep

artm

ent

Per

form

ance

in

dic

ato

rs/

Ou

tpu

t

Stat

us

No

t St

arte

d/O

n-

goin

g/C

om

ple

ted

)

Comments

Review of Processes Conduct a work-flow analysis to examine the

departmental activities to:

Identify processes (for e.g. referral,

communications) that need to be mapped;

• Identify areas for improvement (structure, human

resources etc.) and whether additional resources

are needed;

• Investigate the need for penalties/sanctions for

Providers who fail to respond within the agreed

timeline;

• Improve the deliverables and the technical

capabilities of the Consumer Affairs Response

System

Co

nsu

mer

an

d P

ub

lic A

ffai

rs

Updated processes

On-going

-

Codes of Practice for Complaints Handling and Customer Service

for NWC and JPS

The purpose of this Code of Practice is to set out the

principles, requirements, services and actions a

customer can reasonably expect from the Jamaica

Public Service Company Limited (JPS) and the National

Water Commission (NWC). The documents are to be

guidelines to which customers can refer as a means of

identifying their rights and obligations, and to ensure

that conducting business with the company is

measureable, and they are able to gauge their

satisfaction. The rules being developed will govern

how complaints are handled and customers are

treated at the various customer service departments

of the utilities. C

on

sum

er a

nd

Pu

blic

Aff

airs

Establishment of New Codes of Practice for Complaints Handling and Customer Service for NWC and JPS


109


Dep

artm

ent

Per

form

ance

in

dic

ato

rs/

Ou

tpu

t

Stat

us

No

t St

arte

d/O

n-

goin

g/C

om

ple

ted

)

Comments

Development and Implementation of

Standards for the JPS and NWC Call Centres

(Call Centre Monitoring)

This is to establish minimum service standards for all

the call centre operations of all utility providers in a

situation where the trend has been for operators to

out-source this service. The OUR has deemed it

necessary to review and develop these standards

because of the challenges that have been expressed by

utility consumers. The standards are intended to, inter

alia, ensure that calls are answered within the

prescribed time-lines and the duration of the call.

Industry wide consultations will take place on these

issues in the upcoming financial year.

Co

nsu

mer

an

d P

ub

lic A

ffai

rs

Standards for the JPS and NWC Call Centres (Call Centre Monitoring)


Development and Implementation of Guidelines for the Conduct of Meter Inspections and Audits for NWC and Review of JPS’ Documentation

The OUR pursuant to its powers under the Act

considers it necessary to order implementation of a

meter testing programme in which the tolerance of

meter measurements will stay within acceptable levels

on a continuous basis. The new guidelines are being

proposed to prescribe the administrative and testing

procedures for revenue meters installed by the NWC

to measure consumption and to review the current JPS

Protocol on Administrative and testing procedures.

Co

nsu

mer

an

d P

ub

lic

Aff

airs

Guidelines for the Conduct of Meter Inspections and Audits for NWC and Review of JPS’ Documentation.

Not Started To be done in F/Y 2016/17

110


Dep

artm

ent

Per

form

ance

in

dic

ato

rs/

Ou

tpu

t

Stat

us

No

t St

arte

d/O

n-

goin

g/C

om

ple

ted

)

Comments

Implementation of National Consumer Survey

The market research study, which is both quantitative

and qualitative, is designed to evaluate the consumer’s

perceptions of the utility providers and the OUR as

well as utility provider’s perception of the regulator.

The main objective is to further explore the attitudes

and perceptions of the target audiences. The

information gathered from the research will be used to

benchmark consumer satisfaction levels as well as to

inform the development of a communications strategy

to strengthen the organization’s image and respond to

the public education and other needs of its

stakeholders.

Co

nsu

mer

an

d P

ub

lic A

ffai

rs

National Consumer Survey

On-going

To be

completed by March 2016

Public Education Programme

The OUR’s public education for the upcoming year will

include coverage of Number Portability and Area Code

Relief Planning. Following the publication of the

findings of the National Survey, a comprehensive

publication and communications programme, that will

involve a re-positioning of the OUR will be created for

the financial year 2015/16. A proactive and strategic

public education programme will be undertaken in full

to effect the desired behaviour change in the public

awareness and attitude towards the OUR. This will

enhance consumer awareness and organizational

reputation.

Co

nsu

mer

an

d P

ub

lic A

ffai

rs

P.E. Plan forms a part of the National Integrated Communications Programme

Completed -

111


Dep

artm

ent

Per

form

ance

in

dic

ato

rs/

Ou

tpu

t

Stat

us

No

t St

arte

d/O

n-

goin

g/C

om

ple

ted

)

Comments P

eo

ple

Succession planning This is a process of identifying and developing team

members with the potential to fill significant higher

level positions in the organization. Effective, proactive

succession planning reduces the risk of any breakdown

in operations during any absence of the incumbent.

Heads of Department/Supervisors have a critical role

to play in this process Ad

min

istr

atio

n a

nd

Hu

man

Re

sou

rces

All HODS have a ready successor

On-going HODs have been provided

with the requisite

procedures

Training and Development

The focus will be on more in-house training and

development programmes so that more team

members across departments can benefit; this will also

be more cost-effective. This will also include greater

use of online training. It is expected that these

initiatives will have a positive impact on job

performance, and ultimately on the organization. Ad

min

istr

atio

n a

nd

Hu

man

Re

sou

rces

Training Framework

On-going Training and Development

Committee established

Compensation & Staff Benefits

A compensation and employee benefits survey will be

commissioned during the first quarter of the Financial

Year 2015/2016, which, together with data from the

Jamaica Employers Federation, (JEF) Annual Salary

Survey will form the basis of a submission to the

Ministry of Finance for a review of the classification

scales. Most members of staff are either

approaching, or have been at the top of their salary

scale, some for more than two years. Other employee

benefits such as Health Insurance, Wellness

Programme, Clothing Allowance and Lunch Subsidy will

also be reviewed Ad

min

istr

atio

n a

nd

Hu

man

Re

sou

rces

Compensation and Staff Benefits Survey Report

On-going Compensation and Staff Benefits

Committee established

112


Dep

artm

ent

Per

form

ance

in

dic

ato

rs/

Ou

tpu

t

Stat

us

No

t St

arte

d/O

n-

goin

g/C

om

ple

ted

)

Comments

Cardiopulmonary Resuscitation (CPR) First Aid

With respect to employee health and wellness, at least

one team member from each department will be

trained in Cardiopulmonary Resuscitation (CPR) First

Aid, to assist in case there is an emergency at the

office.

Ad

min

istr

atio

n

and

Hu

man

R

eso

urc

es

At least one team member from each department trained in CPR

On-going Awaiting response from

St. John’s

Staff Satisfaction Survey

A Human Resources Survey will also be conducted to

provide information on how the Department can

better serve the staff.

Ad

min

istr

ati

on

an

d

Hu

man

R

eso

urc

es Staff survey

score On-going Consultant

being recruited

Envi

ron

me

nt

Implement Video Conference Equipment

The installation of video conference facilities in all the

conference rooms.

Info

rmat

ion

Tech

no

logy

Acquire and install video conferencing system

ongoing Systems being review

The Digitization of OUR Documents

The digitizing of all the documents of the organization, so as to achieve: - integration with the organization's procedures for disaster recovery and backups; - greater integration with business applications: integration is one of the fundamental pillars of document management, since many business applications produce documents, and also many applications that exploit them; - a reduction in the need for staff members to access the physical documents of the organization; - an improvement in the search and research ability of the documents and records of the organization; - the potential reduction in physical storage space.

Qu

alit

y M

anag

emen

t Sy

stem

113


Dep

artm

ent

Per

form

ance

in

dic

ato

rs/

Ou

tpu

t

Stat

us

No

t St

arte

d/O

n-

goin

g/C

om

ple

ted

)

Comments

Establishment of a hot site

I In

form

atio

n

Tech

no

logy

Hot site operational

ongoing -

Security Audit An independent security audit of the IT systems

security should be performed annual to locate any

weakness in the OUR systems.

Info

rmat

ion

Tech

no

logy

Audit Report Ongoing Done Bi-annually. Next

audit scheduled for next financial

year

Automation of office systems

The development of system of Stationary Requisition

System and Equipment Requisition System to

improve the management and record keeping of

stationary and equipment requested by departments.

Info

rmat

ion

Tech

no

logy

Commissioned system

ongoing Alternatives being

reviewed

114

4. OUR’s WORK PLAN (2016/17– 2019/20) AND DELIVERABLES

Assumptions and Bases

4.1. As is the practice, the work plan and budget as presented are predicated on a number of assumptions

regarding the operating environment and the internal structure of the OUR. The OUR’s success in

achieving the set objectives and goals and accomplishing the programme of work is dependent on the

extent to which these assumptions hold true. Additionally, it is normal to expect that there will be a

number of unforeseeable events and occurrences and it is not possible to make adequate contingency

provisions for these. That stated, the major assumptions regarding the work programme are:

• staff (existing and to be recruited) will be operating at optimal output throughout the period of the plan;

• exiting vacancies will be filled professional operating at the required levels;

• Staff turnover will be kept to a minimum. This is critical given the elongated learning curve that obtains

for regulatory professionals;

• that even in the absence of devolution, the OUR will be afforded the liberty to reclassify job functions

which will enable the OUR to retain its present staff complement or attract equivalent replacements

where there are losses;

• the resource needs identified in the budget will be approved and met;

• there will not be significant fall-out or delay in the payment of regulatory fees;

• policy, legislative and regulatory changes (legal, institutional and operational) already enacted or well

under way will not prove to be disruptive to the regulatory environment as to hamper the efficient

performance of tasks;

• the regulatory environment will not become more litigious than in the past year;

• where necessary the OUR will be able to outsource;

• such emergencies as arise will not be beyond the Office’s ability to meet and/or to outsource; and the

enforcement powers of the OUR will receive the necessary enhancement and support.

4.2. With regard to the construction of the budget for 2016/17; 2017/2018; 2018/2019 and 2019/20 the

following are the major assumptions:

• Inflation Rate:-The budget has been developed on the assumption that the Government’s projected

5.5% rate of inflation for FY 2016/17; 5.5% rate of inflation for FY 2017/2018; 5.0% rate of inflation for

FY 2018/19 and 5.0% rate of inflation for FY 2019/2020.

• Exchange Rate: - The budget has been developed at the current rate of US$1: J$125

• Staff Complement:-For the fiscal year 2016/17, the staff complement is budgeted at sixty-three (63). It

is expected that the vacant posts will be filled by April, 2016. Any other staff additions will be dependent

on whether there are additional responsibilities.

Contingencies

4.3. There are particular contingencies for which it is not possible to make provision at this time. There could

be changes in the OUR’s remit, for example, the OUR may be assigned oversight responsibility for the

petroleum sector, and that it may be required to assume responsibility for regulating an emerging

115

natural gas sector. The OUR considers that there is a critical need to have focused oversight of the

petroleum sector as the rates at which fuel is procured represents a direct pass-through to electricity

consumers which account for about 65% - 70% of the total charge for electricity.

4.4. The Government’s decision to promote fuel diversity which includes the adoption of natural gas in the

near to medium term, will give rise to the need for an appropriate regulatory framework. Given the

natural synergy that obtains, it is logical that the OUR would be required to assume regulatory

responsibility for this sector. However, in the absence of a decision on the allocation of this

responsibility, the OUR has no authority to pre-empt or to redeploy resources from other sectors in

anticipation of this, and the assumption is that in such an eventuality the required resources would

have to be mobilised externally to facilitate the establishment of this framework.

4.5. The Government has committed to a stand-alone ICT regulator which has the potential to severely

impact the viability of the OUR and will require major restructuring of personnel and finance. If this

commences in the next period as signalled, there will be a need to revisit the fundamentals of this Plan.

4.6. The OUR would no doubt be called upon to devote significant personnel time to this activity and so it is

among the matters that have implications for the work programme.

4.7. The new electricity act set down a number of task to be completed by he OUR which will need varying

levels of increases in resources.

TELECOMMUNICATIONS SECTOR Overview

4.8. The OUR is responsible to the Jamaican people for ensuring an orderly regulatory framework within

which telecommunications products and services can be efficiently and effectively provided to

consumers and businesses. The OUR must also ensure the universal availability of “basic”

telecommunications service; make telecommunications services accessible to all persons; protect and

empower consumers in the telecommunications marketplace and address public interest issues such as

cybersecurity and emergency access operations. Consistent with its statutory authority and in support of

its mission, the OUR has therefore established five strategic goals with related strategic objectives for

the telecommunications sector. The projects set out in this four (4) year work programme align with and

are expected to allow the OUR to achieve each of the strategic goals identified. It is also recognized that

the identified strategic goals and projects are not mutually exclusive as they tend to have overlapping

effects. Even so, the underlying rationale for project allocation has been to locate each within the

strategic goal to which it is adjudged to give greater weighting.

The National Strategic Approach

4.9. The national strategy for this sector is to expand the broadband network island-wide. Specifically, the

strategy is to create an appropriate regulatory environment conducive to investments in ICT and network

development, promote multiple modes of information delivery systems and networks, including new

wireless and wired broadband technologies, implement appropriate compliance measures, and improve

billing and collection procedures.

116

Table 4-1. Telecommunications Sector Work Plan

Activity Summary Description of Activity

Sect

or/

C

orp

ora

te G

oal

Ob

ject

ive S.U.C.C.E.S.S

Criteria/ Corporate

Commitment

Stra

tegy

Imp

act

Performance indicators/Output Base Target Start Date

End Date

4.3.3. Establish Broadband Dashboard

This project will establish a broadband deployment monitoring mechanism (Broadband Dashboard) using geographic information system. The outputs from this Project will provide baseline data on the broadband ecosystem; allow policymakers to develop universal access projects in a systematic and targeted manner; 4) Provide information on broadband to interested persons for the purposes of business, travel etc. This project will commence in the 2015/2016 fiscal year and run into the 2016/2017 fiscal year.

TS1 a, b, c

Coverage IP9 Completion of Dashboard by agreed date

Jan-16

Mar-17

4.3.4. Ensuring equivalence in access and choice for disabled end-users

The OUR is of the view that ensuring the provision of services for Jamaican consumers with disabilities is becoming increasingly important to ensure that all Jamaicans can benefit from new ICT services and fully participate in the fulfilment of Vision 2030. Improved access to telecommunications services will allow persons with disabilities to participate fully in community life and feel the effects of social cohesion. The Project will assess whether or not access and choice for end-users with disabilities is equivalent and identify and implement measures to address issues identified with respect to ensuring equivalent access and choice

TS1 c Service IP12 Completion of Determination Notice by the agreed date

Jan-16

Sep-16

TS1 c Service IP12 Completion of Determination Notice by the agreed date

117


Sect

or/

C

orp

ora

te G

oal

Ob

ject

ive S.U.C.C.E.S.S

Criteria/ Corporate

Commitment

Stra

tegy

Imp

act


End Date

4.3.5. Conduct Sector Review

The OUR has commenced a complete assessment of the telecommunications sector to determine if there has been any change in the markets which were previously defined and whether additional markets now exist. The assessment will also indicate which operators, if any, are to be classified as dominant in those markets or whether existing dominant operators should be reclassified as non-dominant. Given the tasks associated with a sector review it is anticipated that this project will continue into the 2016/2017 fiscal year. The outcome of the sector review will inform the OUR’s future work programme as it will identify which markets require regulatory intervention. Projects such as: Review of Data Rios for Fixed and Mobile Networks; Establishment of Competitive Safeguards Rules; Cost and Benefit and Unfair Burden Test for Indirect access on Dominant Operators; and Cost and Benefit and Unfair Burden Test for Unbundling of Network Elements of Dominant Operators will all have to await the conclusion of the Sector Review.

TS2 a Efficiency IP9 Completion of Determination Notice by the agreed date

May-15

Sep-16

TS2 a Efficiency IP9 Completion of Determination Notice by the agreed date

TS2 b Efficiency IP9 Completion of Determination Notice by the agreed date


4.3.6. Regulations to establish “fixed penalty” regime

Regulations are required to operationalize 63B of the Act. Under this section Where the Office believes that a person has committed an offence in relation to its area of regulation it may give that person notice in writing offering the opportunity of the discharge of liability to conviction of that offence by payment of the prescribed pecuniary

TS9 d Compliance IP12 Submission of drafting instructions to Chief Parliamentary Counsel by agreed date.

Nov-15

Nov-16

TS9 d Compliance IP12 Submission of drafting instructions to Chief Parliamentary Counsel by agreed date.

118


Sect

or/

C

orp

ora

te G

oal

Ob

ject

ive S.U.C.C.E.S.S

Criteria/ Corporate

Commitment

Stra

tegy

Imp

act


End Date

penalty applicable. This project will commence in the 2015/2016 fiscal year and run into the 2016/2017 fiscal year.

4.3.7. Review of Unfair Terms in Telecommunication Contracts

According to Section 44(5) of the Telecommunications Act the Office may –“ a) examine customer contracts in respect of facilities or specified services; and b) direct the modification of any term of such a contract which appears to the Office to be unreasonable or unfair." The OUR has committed to seek to begin the process to establish unfair contract terms regulations during the 2015/2016 year. Such regulations will support competitive markets thus benefiting consumers and the economy as a whole. It is expected that this project will run into the 2016/2015 fiscal year.

TS3 e Service IP12 Submission of drafting instructions to Chief Parliamentary Counsel by agreed date.

Nov-15

Nov-16

TS3 e Service IP12 Submission of drafting instructions to Chief Parliamentary Counsel by agreed date.

4.3.8. Policy Paper for Enhanced Emergency Access Services

The OUR is of the view that the creation of a centralized emergency call centre may be a more efficient mode of handling emergency and that this should be explored. With such a set-up, all calls to national emergency numbers would be routed to the same call centre regardless from which network the call is placed. Another enhanced emergency service which needs to be explored is the ability to send a text message to reach emergency call centres from your mobile phone or device. In some emergency situations a call could further jeopardize someone’s life and safety and texting may be the only way to reach out for help. In addition, many Jamaicans with disabilities rely on text messaging as their primary means of communication. The

TS4 a Service IP12 Completion of Position Paper with recommendations by agreed date

Jan-16

Dec-16

119


Sect

or/

C

orp

ora

te G

oal

Ob

ject

ive S.U.C.C.E.S.S

Criteria/ Corporate

Commitment

Stra

tegy

Imp

act


End Date

project should have as its outcome the production of a position paper setting out options and recommending a preferred solution. This project will commence in the 2015/2016 fiscal year and run into the 2016/2017 fiscal year.

4.3.9. Review of the telecoms universal service obligation

The OUR proposes to review the current universal service regime (USR) to determine its appropriateness given sector developments since it was first established in 2005. The review will evaluate the level of compliance and the effectiveness of the current model. Currently the provision of universal service is funded by a universal levy on incoming international call minutes. This regime however, is under threat. Technological developments over the last decade are resulting in changes to the tariff structure for voice services.

TS1 a Coverage S3 Completion of Determination Notice by the agreed date

TS1 c Service S1 Completion of Determination Notice by the agreed date

TS1 c Service S3 Completion of Determination Notice by the agreed date

TS4 a Service S1; S3

Completion of Determination Notice by the agreed date

4.3.10. Investigation and recommendation on whether there is a need for a Lifeline Broadband Product

Broadband has become essential to participation in modern society, offering access to jobs, education, health care, and government services.

TS1 a Coverage S3, IP10, S3


120


Sect

or/

C

orp

ora

te G

oal

Ob

ject

ive S.U.C.C.E.S.S

Criteria/ Corporate

Commitment

Stra

tegy

Imp

act


End Date

Unfortunately, income remains a significant barrier to broadband adoption. This Project will seek to determine whether there should be a broadband product that is designed for lower-income people who may not otherwise have access to the Internet.

TS2 a Service S1, IP10, S3


4.3.11. Review of Data Rios for Fixed and Mobile Networks

Currently, in the voice segment of the sector, there is an obligation on all mobile carriers and LIME fixed network to submit their RIOs for the OUR’s approval. The 2012 amendments to the Telecommunications Act make interconnection obligation applicable to data networks. Subsequent to the conclusion of the sector review, the OUR will direct all dominant operators to submit RIOs, which include data services, for its approval. The review will outline the conditions under which dominant networks will interconnect for the provision of data services. This will make it easier for operators to establish interconnection agreements with dominant operators for the exchange of data traffic. As pricing is generally a key component of any RIO, it will lead to cost oriented rates and a level playing field for all operators which should foster greater competition in the provision of data services

TS2 b Efficiency S5 Completion of Determination Notice by the agreed date

TS7 a Service IP9 Completion of Determination Notice by the agreed date

TS9 b Compliance IP12 Completion of Determination Notice by the agreed date

4.3.12. Establishment of Competitive Safeguard Rules

Upon the conclusion of the sector review project, the OUR in accordance with Section 35 of the Act will seek to introduce competition safeguards, where necessary, to prevent the abuse of dominance by a public telecommunications carrier in its provision of access services/facilities. Among other things the safeguards will seek to address

TS2 b Efficiency IP12 Submission of drafting instructions to Chief Parliamentary Counsel (CPC) by agreed date.

121


Sect

or/

C

orp

ora

te G

oal

Ob

ject

ive S.U.C.C.E.S.S

Criteria/ Corporate

Commitment

Stra

tegy

Imp

act


End Date

equivalence and transparency obligations, particularly the obligation to protect wholesale customer information

4.3.13. Conduct Cost and Benefit and Unfair Burden Test for Indirect access on Dominant Operators

Section 36 of the Telecommunications Act empowers the OUR to make rules imposing indirect access obligations on dominant carriers. Indirect access allows entrants an indirect method of accessing customers, and allows consumers the opportunity to benefit from the services offered by these entrants. before it can make rules to impose an obligation to provide indirect access or to unbundle its local loop on a dominant operator, the Office must be satisfied on reasonable grounds that such rules are necessary in the interests of customers and that – a) the benefits likely to arise from the requirement outweigh the likely cost of implementing it; and b) the requirement to provide the particular form of indirect access will not impose an unfair burden on any carrier or service provider. If the cost benefit analyses are positive, and there is no unfair burden, dominant operators will be mandated to provide indirect access services and implement unbundling in their networks.


TS2 b Efficiency S5, S3


122


Sect

or/

C

orp

ora

te G

oal

Ob

ject

ive S.U.C.C.E.S.S

Criteria/ Corporate

Commitment

Stra

tegy

Imp

act


End Date

4.3.14. Conduct Cost and Benefit and Unfair Burden Test for Unbundling of Network Elements on Dominant Operators

Before it can make rules to impose an obligation to unbundle its local loop on a dominant operator, the Office must be satisfied on reasonable grounds that such rules are necessary in the interests of customers and that – a) the benefits likely to arise from the requirement outweigh the likely cost of implementing it; and b) the requirement to provide the particular form of indirect access will not impose an unfair burden on any carrier or service provider. If the cost benefit analysis is positive, and there is no unfair burden, dominant operators will be mandated to implement unbundling in their networks.





4.3.15. Establish QoS Rules for Wholesale Telecommunications

Consistent with its mandate under the Telecommunications Act, the OUR intends to establish quality of service standards for wholesale telecommunications services/facilities through the development of rules. The rules will apply to Licensees who make their services/facilities available as a wholesale product. Similar to the exercise conducted for the retail services, the rules will create conditions for consumer satisfaction by making known the quality of service/facilities, which a Licensee is required to provide, and the wholesale user has a right to expect.

TS2 b Efficiency IP12 Submission of drafting instructions to Chief Parliamentary Counsel (CPC) by agreed date.

4.3.16. Develop Regulatory Framework for Mobile Virtual Operators

This is the formulation of a system to outline how Mobile Virtual Network Operators (MVNOs) will be regulated. This will address the rights and responsibilities of these virtual operators and their

TS2 b Efficiency S5 Completion of Determination Notice by the agreed date

123


Sect

or/

C

orp

ora

te G

oal

Ob

ject

ive S.U.C.C.E.S.S

Criteria/ Corporate

Commitment

Stra

tegy

Imp

act


End Date

interactions with facilities based operators. The OUR will examine a variety of issues including: - MVNO models, benefits, and the licensing, technical and regulatory implications of MVNO entry.

4.3.17. Develop Regulatory Framework for Next Generation Networks

This project will establish clear and transparent NGN regulations which are aimed at promoting broadband and advanced services for users and ensuring customer security and protection. The establishment of an NGN regulatory framework will help to lower the overall financial costs of operators deploying and using NGN networks. It will also engender legal certainty for investment in Next Generation Networks. The framework will encourage efficient investment and use of investment in NGNs and associated services as well the maintenance of legacy networks. The reform of access rules will reaffirm the importance of competition in the sector and at the same time preserve the incentives to invest by taking into account the risks involved in allowing access to NGN networks.





4.3.18. Establish platforms which provide more information to consumers e.g. price comparison website, broadband speeds

Regulators have a role to play in enabling consumers to make effective choices. During the 2016/2020 period the OUR intends to develop and/or facilitate the development of tools which

TS3 c Service S1, S5

Completion of Comparison Tool(s) by agreed date

124


Sect

or/

C

orp

ora

te G

oal

Ob

ject

ive S.U.C.C.E.S.S

Criteria/ Corporate

Commitment

Stra

tegy

Imp

act


End Date

ensure the wide availability of effective price comparison information. Such tools could include calculators which allow consumers to enter preferences and usage pattern data to enable them to make price comparisons in complex markets.

TS3 c Service S1, S5

Completion of Comparison Tool(s) by agreed date

4.3.19. Review of the Mobile Long Run Incremental Cost (LRIC) Model

Interconnection charges that are based on LRIC encourage operational efficiency and assist the OUR in providing a level playing field for current operators and new entrants. LRIC-based charges also encourage rational pricing decisions on the part of the operators. The Mobile LRIC Model which was established in 2013 is due for review in 2018.

TS2 b Efficiency S5, IP10


Jan-18

Sep-18

TS7 a Service S1, IP10


4.3.20. Audit of Mobile Signals

The mobile signal audit will allow the OUR to discover which areas of the country may be experiencing such problems thus giving it a holistic view of the exact availability of mobile coverage and mobile services in Jamaica. By identifying areas in Jamaica that currently have and those that currently lack mobile coverage the results of the audit can also assist the OUR and Government in decision-making with respect to the provision of telecommunications services to those areas that are currently unserved or underserved.

TS3 b Service S1 Completion of Audit by agreed date

125


Sect

or/

C

orp

ora

te G

oal

Ob

ject

ive S.U.C.C.E.S.S

Criteria/ Corporate

Commitment

Stra

tegy

Imp

act


End Date

4.3.21. National Cyber Security Strategy (NCSS) Implementation Activities

Under the NCSS the OUR is tasked with the following activities: Conduct a vulnerability assessment of National Critical infrastructure (NCI)against ISO standards; Determine and agree on measures that are required to be in place to ensure continuity of operations of NCI; Monitor implementation of agreed measures; Identify international best practices for NCI including standards and guidelines to inform national vulnerability assessments; Develop and implement sensitization measures for NCI operators /owners as to the best practices; Initiate dialogue with owners/operators of NCI on possible regulation options; Develop plan to establish communications protocols to report major incidents; Enlist participation of owner/operators of NCI to report major incidents.

TS5 b Safety & security

S6, S1

Vulnerability assessment report; Agreed measures; Quarterly progress reports; Document outlining best practices including standards and guidelines; Document outlining types of sensitization measures; Number of meetings held.

TS5 b Safety & security

S6, S1


TS5 c Safety & security

S6, S1


126


Sect

or/

C

orp

ora

te G

oal

Ob

ject

ive S.U.C.C.E.S.S

Criteria/ Corporate

Commitment

Stra

tegy

Imp

act


End Date

4.3.22. Investigation and recommendation on extraterritorial use of Jamaican E.164 telephone numbers for nomadic telecoms services.

This project is an industry consultation on extraterritorial use of Jamaican E.164 telephone numbers for nomadic telecommunication services requiring the use of numbers.

TS6 a Efficiency S5, S7

Submission of industry report and recommendations by target date

4.3.23. Investigation and recommendation on charging for numbering resources.

This project will investigate industry practices in relation to charging for numbering resources to advise on a framework of charging for primary and secondary assignments of numbers for public telecommunication services. The investigation will consider separate charging for regular and special numbers, auctioning of special numbers, leasing of numbers, etc. This is in anticipation of the legislation of current policy provisions that are intended to allow the OUR to charge for numbering resources.

TS6 a Efficiency S5 Submission of industry report and recommendations by target date

127

ELECTRICITY SECTOR

Overview

4.10. The electricity sector remains critical to national development and touches the life of all citizens. The

OUR role in the sector runs the gamut from providing policy advice to the government, through

facilitating the development of the sector to ensuring the sustainability and efficient provision of quality

service to all consumers. The sector is going through exciting times as reflected in a number of major

initiatives that are underway and in which the OUR has played pivotal roles. These include:

a. The implementation of significant investment in renewable (78MW) secured through OUR’s

management of public tenders;

b. The successes of net billing pilot project, a review of which has bene completed and

recommendation passed to the ministry;

c. the thrust to diversify fuel supplies and in particular the move to introduce natural gas which is

being heralded by the Bogue project for which the Office made provision in the JPS tariff

determination;

d. the enactment of a new Electricity Act.

4.11. Notably the OUR has also been given notice of impending changes to the Amended and Restated All-

Island Electric Licence 2011. All of these are developments that will substantially affect the regulation of

the sector over the ensuing period.


4.12. The national imperatives for this sector include: to diversify the energy supply mix; to promote energy

efficiency and conservation; to implement least economic cost solutions for the supply of electricity; and

to improve service delivery to consumers. A number of initiatives are currently underway. These include

recent enactment of legislation, pending amendments to the Jamaica Public Service Company Limited

Amended and Restated All-Island Electric Licence and a raft of procurement initiatives at various stages

of completion. The projects and activities set out below reflect the goals, objectives and priorities set out

above.

129

Table 4-2. Electricity Sector Work Plan


Sect

or/

C

orp

ora

te G

oal

Ob

ject

ive S.U.C.C.E.S.S

Criteria/Corporate

Commitment

Stra

tegy

Imp

act

Performance indicators/Output

Base Target Start Date

End Date

Review of Generation Code

Section 47(1) of the 2014 Electricity Act requires the OUR to complete five codes within twelve years of the promulgation of the Act. Generation Codes which inter alia, govern the operations of generators in the electricity sector is one of such codes. Generation Codes are currently in place but will need to be reviewed in light of the new legislation.

ES1 a Uptime,

compliance

Code completed and promulgated

updated Generation Code

Aug-15 Aug-16

Complete and promulgate T&D Codes according to the Act

Section 47(1) of the 2014 Electricity Act requires the OUR to complete five codes within twelve years of the promulgation of the Act. T&D Codes which inter alia, govern transmission and distribution in the electricity sector is one of such codes. T&D Codes are currently in draft but will need to be revised and promulgated consistent with the new legislation.

ES1 a Uptime

S1, S2, S4, S5, S6, S7

Codes completed and promulgated

N/A

promulgation T & D Codes

Aug-15 Aug-16

Develop and Promulgate Supply and Dispatch Codes according to the Act

130


Sect

or/

C

orp

ora

te G

oal

Ob

ject

ive S.U.C.C.E.S.S

Criteria/Corporate

Commitment

Stra

tegy

Imp

act



End Date

Section 47(1) of the 2014 Electricity Act require that the OUR to complete five codes within twelve years of the promulgation of the Act. Supply and Despatch Codes are specified among such codes. These codes do not formally currently exist and as such will need to be developed from first principles.

ES1 a Uptime

S1, S2, S4, S5, S6, S7


N/A

Supply and

Dispatch

Codes

Aug-15 Aug-16

Review EEIF

The OUR in previous determinations has established an Electricity Efficiency Improvement Fund (EEIF) to drive inter alia, modernisation of the grid and reduce loss adjustments. The performance of the Fund and review of the governing rules are the object of this project.

ES2 b EFFICIENCY IP6, System losses (%) 25.87 19.5 2016 2020

Review of the Performance-Based Rate-Making Mechanism (PRBM)

131


Sect

or/

C

orp

ora

te G

oal

Ob

ject

ive S.U.C.C.E.S.S

Criteria/Corporate

Commitment

Stra

tegy

Imp

act



End Date

The importance of competition as a means to enhance efficiency and consumer welfare is gaining momentum in almost all sectors and in all parts of the world. In the electricity sector different restructuring models have been employed by various countries to guarantee efficiency and consumer welfare. Notwithstanding the introduction of competition in the generation market modelled on the basis of the All-Island Electric Licence, 2001, Jamaica is yet to show significant benefits from progressive reforms in liberalizing the sector. In view of this it is imperative to review the existing PRBM to assess the impact on rates and its effectiveness for incentivising JPS to improve efficiency.

ES3 b EFFICIENCY IP6 ,IP9

Recommendation/s

existing

mechanism

Change/no

change 2017 2018

JPS Price Cap Annual Adjustment JPS Amended and Restated All-Island Electric Licence, 2011 requires JPS to file annual reviews with the OUR for amendment of its rates to take account of inflation and productivity changes. Over the course of this work plan, the OUR will be required to perform a number of annual reviews.

ES3 e EFFICIENCY

IP 6,9,10.11

Average Real Price of electricity

…US¢/kWh

…US¢/kWh

May 1, 2016/2

020

June 1, 2016/2

020

Q-factor assessment for establishment of baseline

The existing price cap regime includes a Q-Factor variable which can be used to offset changes in service quality. So far the OUR has kept the value for this variable at zero largely because of data deficiency to properly determine Q. The OUR is committed to reassessing the methodology, Data requirements and the existing mechanism to determine a Q-factor baseline determination.

ES6 c UPTIME

IP 6,9,10, 11, ES6

, ES4

SAIDI, CAIDI, MAIFI TBD TBD ongoing Jun-19

132


Sect

or/

C

orp

ora

te G

oal

Ob

ject

ive S.U.C.C.E.S.S

Criteria/Corporate

Commitment

Stra

tegy

Imp

act



End Date

2019 - 2024 JPS Tariff Review

JPS is required to submit a proposal for tariff review every five years in accordance with the 2011 Restarted All-Island Electric Licence, The next submission for review, analysis and for a determination by the Office is due in 2019.

ES3 c SUSTAINABILITY IP9 2019 -2024 JPS Tariff Review

Determination TBD TBD

Accounts Separation Guidelines

Accounting separation” involves the de-construction of a company's accounts in order that the costs and revenues associated with each production and/or service unit can be identified, functionalized and appropriately allocated. These Guidelines are in keeping with the provisions of the Amended and Restated All-Island Electric Licence, 2011(the “Licence”) under which the Jamaica Public Service Company (JPS) operates. Condition 5 of the Licence states that JPS ‘shall maintain such Regulatory Accounts as may reasonably be specified by the Office consistent with generally accepted accounting principles.” This activity has been in train for a prolonged period but have had to give way to other scheduled and unscheduled activities. The exercise will be completed during the course of this work plan.

ES3 a EFFICIENCY

IP 6,9,10, 11, ES3

, ES2

, ES7

Presentation and publication of transparent regulatory

accounts on real non-fuel costs

($/kWh)

Non regulatory

accounts

reporting

Regulatory

accounts

reporting

Oct-15 1st Q 2016

Review of Wheeling Tariff Regime

The need for wheeling rates has arisen out of amendments to the All-Island Electric Licence, 2001 which occurred in August 2011. The change which is codified in the Amended and Restated All-Island Electric Licence, 2011 allows for the wheeling of

ES1 b COMPLIANCE

IP 6,9,10, 11, ES1

Tariff Rates …US¢/kWh

…US¢/kWh

Aug-16 Aug-20

133


Sect

or/

C

orp

ora

te G

oal

Ob

ject

ive S.U.C.C.E.S.S

Criteria/Corporate

Commitment

Stra

tegy

Imp

act



End Date

electricity across the national grid “on a basis that is cost reflective and consistent with the Price Controls as approved by the Office.” Wheeling of electricity, however, is limited to the purpose of self-generation. Electricity wheeling refers to the transportation of electricity across the power grid by an entity producing its own power, to another geographic location where it is consumed. For such a service the entity would be required to pay a fee for the use of the transmission and distribution lines. The OUR issued its wheeling Determination on July 9, 2013, but it was successfully challenged by JPS. Consequently, the OUR will be required to: a) Review the wheeling methodology; b) Recomputed wheeling rates based on an updated “Cost of Service Study”; c) Issue a new Determination; d) Agree on a new timetable for the roll-out of the Wheeling Framework; e) Finalize the supplementary Wheeling Contracts; f) Oversee the implementation of the Wheeling Framework.

, ES7

Establishment of the Rules for the Bogue Plant Reconfiguration Fund

It has been established that converting the facility at Bogue to a lower cost fuel will afford a reduction in cost in the order of 3-5%, with a very short payback period. The OUR therefore regards this as a priority short term goal and has taken regulatory decisions to drive this, i.e. the Bogue Plant Reconfiguration Fund (BPRF) which was established in 2015 pursuant to the tariff structure approved by the Office of Utilities Regulation (the OUR/Office) Determination Notice titled “Jamaica Public Service Company Limited Tariff

ES5 b EFFICIENCY

IP 6,9,10, 11, ES2

, ES3

Reduce Average real cost of Generation

…US¢/kWh

…US¢/kWh

Jun-15 Apr-16

134


Sect

or/

C

orp

ora

te G

oal

Ob

ject

ive S.U.C.C.E.S.S

Criteria/Corporate

Commitment

Stra

tegy

Imp

act



End Date

Review for Period 2014-2019” dated January 7, 2015. Notably, this project is also expected to secure significant improvements in system stability and reduce complaints about failure to despatch within merit order. The project is already underway. Monitoring of this activity and the savings that result from this conversion will carry over into the early months of the planning period.

Review all Integrated Resource Plan develop by JPS, MSTEM

The OUR considers the development of an Integrated Resource Plan (IRP) which includes a Least Cost Expansion Plan to be critical. In this regard, the OUR has commenced work on the development of such a plan but is also aware that other entities have been mandated to carry out this activity. In this regard the OUR is committed to providing inputs into this process. It is therefore proposed to develop models and analysis tools to assess the impact of any IRP on the electricity rates and system reliability.

ES5 c SUSTAINABILITY

IP 6,9,10, 11

Impact of IRP on electricity prices

TBD TBD Nov-15 Apr-20


Efficient fuel procurement is vital to securing greater efficiency and lowering rates. In order to ensure that JPS adhere to the Licence condition of economic procurement of goods and services, the OUR will develop an appropriate reporting mechanism and data requirement in consultation with JPS as it relates to procurement of fuel, fuel inventory and use. This is to be done within the planning period.

ES5 d EFFICIENCY IP6 Minimise Fuel Rate TBD TBD Apr-17 Apr-18


135


Sect

or/

C

orp

ora

te G

oal

Ob

ject

ive S.U.C.C.E.S.S

Criteria/Corporate

Commitment

Stra

tegy

Imp

act



End Date

The OUR considers that good regulation requires periodic extensive market reviews to determine inter alia, the efficacy and relevance of extant market structure and mechanism including the policy, regulatory framework and the governing instruments. It is therefore proposed to undertake such a review during the work plan period.

ES3 b SUSTAINABILITY IP6 IP9

identify any regulatory and

institutional changes required

TBD TBD Apr-18 Apr-19

136

WATER, SEWERAGE AND IRRIGATION SECTOR Overview

4.13. Activities in this sector cut across a range of services: the provision of potable water, waste water and

sewerage treatment and supply of irrigation water to the agricultural sector. The absence of a

comprehensive policy framework enshrined in a specific sector umbrella legislation continues to be a

major short coming in terms of regulation of the sector. Even so, opportunities abound within this sector

for investment, efficiencies and improving the costs and delivery of service to customers. Among the

more attractive initiatives that the OUR is a part of are:

a. The ongoing effort to reduce losses, improve energy efficiency, expand access and mitigate

adverse environmental impact via the implementation of the K

Factor;

b. the prospects for implementing Private Public Partnership arrangements to expand water and

sewerage projects to unserved areas;

c. the growing participation of private sector investment in the sector via the licensing of small

private operated facilities;

d. the possibilities for achieving greater energy efficiency by fostering strategic partnership with the

electricity sector.


4.14. For the water sector, the overall focus remains that of ensuring that Jamaica’s water resources are

sustainable so as to provide for the nation’s social economic and environmental well-being. Ultimately,

the aim is to provide affordable access to potable water and to sewerage services for all of the populace.

Critical elements in getting to this objective are significant loss reduction, improved efficiencies, securing

timey capital investment, measurable service expansion (reach and constancy of supplies) and fostering

a culture of ongoing customer service improvement.

4.15. The projects and activities outlined below indicate the OUR’s commitment to securing the goals

objectives and objectives and priorities discussed above.

137

Table 4-3. Water Sector Work Plan


Sect

or/

C

orp

ora

te G

oal

Ob

ject

ive S.U.C.C.E.S.S

Criteria/Corporate

Commitment

Stra

tegy

Imp

act



End Date

Review of Generation Code

Section 47(1) of the 2014 Electricity Act requires the OUR to complete five codes within twelve years of the promulgation of the Act. Generation Codes which inter alia, govern the operations of generators in the electricity sector is one of such codes. Generation Codes are currently in place but will need to be reviewed in light of the new legislation.

ES1 a Uptime,

compliance

Code completed and promulgated

updated Generation Code

Aug-15 Aug-16

Complete and promulgate T&D Codes according to the Act

Section 47(1) of the 2014 Electricity Act requires the OUR to complete five codes within twelve years of the promulgation of the Act. T&D Codes which inter alia, govern transmission and distribution in the electricity sector is one of such codes. T&D Codes are currently in draft but will need to be revised and promulgated consistent with the new legislation.

ES1 a Uptime

S1, S2, S4, S5, S6, S7


N/A

promulgation T & D Codes

Aug-15 Aug-16

Develop and Promulgate Supply and Dispatch Codes according to the Act

Section 47(1) of the 2014 Electricity Act require that the OUR to complete five codes within twelve years of the promulgation of the Act. Supply and Despatch Codes are specified among such codes. These codes do not formally currently exist and as such will need to be developed from first principles.

ES1 a Uptime

S1, S2, S4, S5, S6, S7


N/A

Supply and

Dispatch

Codes

Aug-15 Aug-16

Review EEIF

138


Sect

or/

C

orp

ora

te G

oal

Ob

ject

ive S.U.C.C.E.S.S

Criteria/Corporate

Commitment

Stra

tegy

Imp

act



End Date

The OUR in previous determinations has established an Electricity Efficiency Improvement Fund (EEIF) to drive inter alia, modernisation of the grid and reduce loss adjustments. The performance of the Fund and review of the governing rules are the object of this project.

ES2 b EFFICIENCY IP6, System losses (%) 25.87 19.5 2016 2020

Review of the Performance-Based Rate-Making Mechanism (PRBM)

The importance of competition as a means to enhance efficiency and consumer welfare is gaining momentum in almost all sectors and in all parts of the world. In the electricity sector different restructuring models have been employed by various countries to guarantee efficiency and consumer welfare. Notwithstanding the introduction of competition in the generation market modelled on the basis of the All-Island Electric Licence, 2001, Jamaica is yet to show significant benefits from progressive reforms in liberalizing the sector. In view of this it is imperative to review the existing PRBM to assess the impact on rates and its effectiveness for incentivising JPS to improve efficiency.

ES3 b EFFICIENCY IP6 ,IP9

Recommendation/s

existing

mechanism

Change/no

change 2017 2018

JPS Price Cap Annual Adjustment JPS Amended and Restated All-Island Electric Licence, 2011 requires JPS to file annual reviews with the OUR for amendment of its rates to take account of inflation and productivity changes. Over the course of this work plan, the OUR will be required to perform a number of annual reviews.

ES3 e EFFICIENCY

IP 6,9,10.11

Average Real Price of electricity

…US¢/kWh

…US¢/kWh

May 1, 2016/2

020

June 1, 2016/2

020

Q-factor assessment for establishment of baseline

139


Sect

or/

C

orp

ora

te G

oal

Ob

ject

ive S.U.C.C.E.S.S

Criteria/Corporate

Commitment

Stra

tegy

Imp

act



End Date

The existing price cap regime includes a Q-Factor variable which can be used to offset changes in service quality. So far the OUR has kept the value for this variable at zero largely because of data deficiency to properly determine Q. The OUR is committed to reassessing the methodology, Data requirements and the existing mechanism to determine a Q-factor baseline determination.

ES6 c UPTIME

IP 6,9,10, 11, ES6

, ES4

SAIDI, CAIDI, MAIFI TBD TBD ongoing Jun-19

2019 - 2024 JPS Tariff Review

JPS is required to submit a proposal for tariff review every five years in accordance with the 2011 Restarted All-Island Electric Licence, The next submission for review, analysis and for a determination by the Office is due in 2019.

ES3 c SUSTAINABILITY IP9 2019 -2024 JPS Tariff Review

Determination TBD TBD

Accounts Separation Guidelines

Accounting separation” involves the de-construction of a company's accounts in order that the costs and revenues associated with each production and/or service unit can be identified, functionalized and appropriately allocated. These Guidelines are in keeping with the provisions of the Amended and Restated All-Island Electric Licence, 2011(the “Licence”) under which the Jamaica Public Service Company (JPS) operates. Condition 5 of the Licence states that JPS ‘shall maintain such Regulatory Accounts as may reasonably be specified by the Office consistent with generally accepted accounting

ES3 a EFFICIENCY

IP 6,9,10, 11, ES3

, ES2

, ES7

Presentation and publication of transparent regulatory

accounts on real non-fuel costs

($/kWh)

Non regulatory

accounts

reporting

Regulatory

accounts

reporting

Oct-15 1st Q 2016

140


Sect

or/

C

orp

ora

te G

oal

Ob

ject

ive S.U.C.C.E.S.S

Criteria/Corporate

Commitment

Stra

tegy

Imp

act



End Date

principles.” This activity has been in train for a prolonged period but have had to give way to other scheduled and unscheduled activities. The exercise will be completed during the course of this work plan.

Review of Wheeling Tariff Regime

The need for wheeling rates has arisen out of amendments to the All-Island Electric Licence, 2001 which occurred in August 2011. The change which is codified in the Amended and Restated All-Island Electric Licence, 2011 allows for the wheeling of electricity across the national grid “on a basis that is cost reflective and consistent with the Price Controls as approved by the Office.” Wheeling of electricity, however, is limited to the purpose of self-generation. Electricity wheeling refers to the transportation of electricity across the power grid by an entity producing its own power, to another geographic location where it is consumed. For such a service the entity would be required to pay a fee for the use of the transmission and distribution lines. The OUR issued its wheeling Determination on July 9, 2013, but it was successfully challenged by JPS. Consequently, the OUR will be required to: a) Review the wheeling methodology; b) Recomputed wheeling rates based on an updated “Cost of Service Study”; c) Issue a new Determination; d) Agree on a new timetable for the roll-out of the Wheeling Framework; e) Finalize the supplementary Wheeling Contracts; f) Oversee the implementation of the Wheeling Framework.

ES1 b COMPLIANCE

IP 6,9,10, 11, ES1

, ES7

Tariff Rates …US¢/kWh

…US¢/kWh

Aug-16 Aug-20

Establishment of the Rules for the Bogue Plant Reconfiguration Fund

141


Sect

or/

C

orp

ora

te G

oal

Ob

ject

ive S.U.C.C.E.S.S

Criteria/Corporate

Commitment

Stra

tegy

Imp

act



End Date

It has been established that converting the facility at Bogue to a lower cost fuel will afford a reduction in cost in the order of 3-5%, with a very short payback period. The OUR therefore regards this as a priority short term goal and has taken regulatory decisions to drive this, i.e. the Bogue Plant Reconfiguration Fund (BPRF) which was established in 2015 pursuant to the tariff structure approved by the Office of Utilities Regulation (the OUR/Office) Determination Notice titled “Jamaica Public Service Company Limited Tariff Review for Period 2014-2019” dated January 7, 2015. Notably, this project is also expected to secure significant improvements in system stability and reduce complaints about failure to despatch within merit order. The project is already underway. Monitoring of this activity and the savings that result from this conversion will carry over into the early months of the planning period.

ES5 b EFFICIENCY

IP 6,9,10, 11, ES2

, ES3

Reduce Average real cost of Generation

…US¢/kWh

…US¢/kWh

Jun-15 Apr-16

Review all Integrated Resource Plan develop by JPS, MSTEM

The OUR considers the development of an Integrated Resource Plan (IRP) which includes a Least Cost Expansion Plan to be critical. In this regard, the OUR has commenced work on the development of such a plan but is also aware that other entities have been mandated to carry out this activity. In this regard the OUR is committed to providing inputs into this process. It is therefore proposed to develop models and analysis tools to assess the impact of any IRP on the electricity rates and system reliability.

ES5 c SUSTAINABILITY

IP 6,9,10, 11

Impact of IRP on electricity prices

TBD TBD Nov-15 Apr-20

142


Sect

or/

C

orp

ora

te G

oal

Ob

ject

ive S.U.C.C.E.S.S

Criteria/Corporate

Commitment

Stra

tegy

Imp

act



End Date


Efficient fuel procurement is vital to securing greater efficiency and lowering rates. In order to ensure that JPS adhere to the Licence condition of economic procurement of goods and services, the OUR will develop an appropriate reporting mechanism and data requirement in consultation with JPS as it relates to procurement of fuel, fuel inventory and use. This is to be done within the planning period.

ES5 d EFFICIENCY IP6 Minimise Fuel Rate TBD TBD Apr-17 Apr-18


The OUR considers that good regulation requires periodic extensive market reviews to determine inter alia, the efficacy and relevance of extant market structure and mechanism including the policy, regulatory framework and the governing instruments. It is therefore proposed to undertake such a review during the work plan period.

ES3 b SUSTAINABILITY IP6 IP9

identify any regulatory and

institutional changes required

TBD TBD Apr-18 Apr-19

143

MONITORING ACTVITIES ACROSS ALL SECTORS

Overview

4.16. A critical function of the OUR is its on-going monitoring of the activities of the regulated entities, and the

status of their operationalization of Office Decisions and compliance with its determinations. In this

regard the major goals for monitoring during the planning period are:

144

Table 4-4. Monitoring Work Plan


Sect

or/

C

orp

ora

te

Go

al

Ob

ject

ive S.U.C.C.E.S.S

Criteria/Corporate Commitment

Stra

tegy

Im

pac

t Performance indicators/Output

Base Target Start Date End Date

Conduct K-Factor Audit

A comprehensive review of: a) the NWC’s management and operation of the K-Factor programme including b) the billing and accounting for funds, c) project selection and d) implementation, e) compliance with regulatory directives including the MOU, f) achievement of the stated objectives and g) the sustainability of the programme

WS2 a Efficiency Audit report, showing how the programme and projects performed.

19/10/2015 30/04/2016

WS3 c Sustainability IP3, IP9

Reduced NRW

WS4 c Sustainability

SS1 c Sustainability IP3, IP9

Improved sewerage coverage and flows into Soapberry plant

SS2 a Efficiency

SS3 c Compliance

SS4 a Sustainability

Conduct EEIF Audit

The evaluation will look at: a) both the management and operating performance of the EEIF by i) analysing the related business processes and practices, ii) relevant loss reduction programme plan and iii) all the projects implemented thereby.

ES2 b Uptime Audit report, showing how the programme and projects performed.

01/04/2016 30/05/2016

ES4 c Compliance IP3, IP4, IP5, IP9

Reduce system losses due to illegal extraction

ES5 e Sustainability

ES6 a Compliance

Verify compliance of utilities with Directives, Rules & Determinations

145

To check if the stipulated instructions are being carried out according to the respective instruments issued.

Compliance IP4, IP5

Utilities comply with the various requirements

01/04/2016 30/03/2020

Implement Monitoring Framework

Reflect monitoring Framework in organization. Implement: monitoring framework policy, responsibilities and relationships between departments. Determine: escalation protocols, enforcement policy & mechanisms, and inter-agency coordination and reporting. Optimize targets, standards and regulatory policy for synergistic operation. Consult with utilities on the monitoring policy initiatives.

Compliance IP3, IP9, S1, S2, S3, S4, S5, S6, S7

Monitoring framework implemented

01/04/2016 30/03/2020

Procure up to 37 MW (Net) of Electricity Generation from Renewable Resources

Procure up to 37 MW of electricity generation from renewable based resources by conducting an RFP process

ES2 c Sustainability IP8, S2, S6, S7

Increased percentage of electricity generation from renewable energy sources

01/03/2016 29/12/2019

Monitor K-Factor Programme

146

A comprehensive review of: a) the NWC’s management and operation of the K-Factor programme including b) the billing and accounting for funds, c) project selection and d) implementation, e) compliance with regulatory directives including the MOU, f) achievement of the stated objectives and g) the sustainability of the programme

WS2 a Efficiency C1, C2, S1, S4, S5, S7

Reduced NRW 19/10/2015 30/04/2016

Monitor EEIF

The evaluation will look at: a) both the management and operating performance of the EEIF by i) analysing the related business processes and practices, ii) relevant loss reduction programme plan and iii) all the projects implemented thereby.

ES2 b UPTIME IP3, IP4, IP5, IP9

Reduced system losses due to illegal extraction

01/04/2016

15/05/2016

ES4 c COMPLIANCE

ES5 e SUSTAINABILITY

ES6 a COMPLIANCE

Monitor Fuel Inventory Management by JPSCo

Fuel Inventory Audit showed areas of concern to be addressed.

ES3 c EFFICIENCY IP3, IP9

Minimized cost of fuel and reduced Fuel Component of bill to customers.

01/04/2016 30/03/2020

147

CONSUMER AND PUBLIC AFFAIRS Table 4-5. Consumer and Public Affairs Work Plan


Sect

or/

C

orp

ora

te G

oal

Ob

ject

ive S.U.C.C.E.S.S

Criteria/Corporate

Commitment

Stra

tegy

Imp

act



Develop policy for concessions for vulnerable utility consumers (pensioners and persons within the disabled communities)

Collaboration with service providers to develop policy (via consultations and other methods). Justification for this project will be developed from customer complaints and consultations.

CS3 a.f.

Citizen-focused Programmes

IP12 # of service providers with vulnerable utility consumers concession policy in place

2016 June

March 2017

# of concession policy recommendations that influenced by customer feedback

Customer Perception survey score

. % adherence to stakeholder consultation schedule

Citizens Charter

Review and finalization of Service Level Agreement between OUR and utilities customer.

CS3 d. Citizen-focused Programmes

IP7 Updated SLAs April 2016

March 2017

Documented procedures for evidence gathering for meter tampering and illegal connections

148

Document to be developed in collaboration with NWC and small water providers. This would formalise the evidence that NWC is to provide in support of illegal connections. The impetus is supported by consumer complaints.

WS5 a. Compliance S4 “# of evidence gathering procedures documented

April 2016 On-going for monitoring.

March 2019

Girls in ICT Vulnerable young women and those with disabilities.

Developing a public education outreach programme consistent with the ITU. The Girls in ICT initiative of the International Telecommunication Union (ITU) is a global effort to raise awareness on empowering and encouraging girls and young women to consider studies and careers in Information and Communication Technologies (ICTs). The initiative is committed to celebrate and commemorate the International Girls in ICT Day on the fourth Thursday of every April as established by the ITU membership.

CS3 f. Citizen-focused Programmes

IP7 # of participants in outreach workshops

100% April 28, 2016 On-going

April 2019

% of outreach activities meeting their pre-determined objectives

OUR Service Excellence Awards

An annual event, OUR Service Excellence Awards will serve as the setting to recognize excellence in service delivery to consumers by service providers as well as to recognize and reward consumers/students. There will be several categories of awards and one criterion to receive the service award could include, the extent to which the utilities measure customer satisfaction. The findings of the national consumer survey will be fully utilized as a basis for judging this

CS3 a. f.


IP7 Service Provider Perception survey score

+5% April 2016

Dec. 2016

http://www.itu.int/

http://www.itu.int/

149

competition.

Annual Symposium on Utilities Customer Service and QOS Improvement.

The Annual Symposium on Utilities Customer Service and QOS Improvement is expected to help the organization benchmark customer service index and assist with the improvement in customer satisfaction via training and information sharing. The target audience is customer service personnel from all service providers. The expected output is the updating and standardization of codes of practice for complaints handling and customer service across the sectors.

CS3 b.,h.


S1,IP7 # of customer service personnel who participated

April 2016

December 2016

# of service providers who have standardized/updated codes of practice for complaints handling and customer service

Communications Council

Establishment of an OUR Communications Advisory Council to, inter alia: clarify public misconceptions about the determinations, programmes and policies of the organization; Improve the timeliness and content of response to all relevant issues; ensure that the organization is pro-active in its response to the media; and strengthen the organization’s external communications strategy and delivery of information to all stakeholders.

CS2 a. Stewardship IP4, IP7

% adherence to external communications schedule

April 2016

March 2019

% of public issues responded to in standard time

Development of NWC Water Trucking Policy

150

This policy will govern the trucking of water to NWC customers in areas affected by water lock-offs. (This policy will include agents contracted by NWC and s not private water truckers). This is being developed because of the frequency of consumer complaints.

WS5 a. Uptime IP11 # of customers affected by unplanned outages lasting over 3 hours

April 2017

March 2019

% of customers affected by outages over 2 days in emergency situations.

5%

OUR Mystery Shopping Programme

The CPA Department will be

embarking on this venture to garner

information on the quality of service

being offered to customers by the

utility providers and the small water

providers. Mystery shopping or secret

shopper, is a tool used to

measure quality of service,

or compliance with regulation, or to

gather specific information about

products and services. The mystery

consumer's specific identity and

purpose is generally not known by the

establishment being evaluated.

Mystery shoppers perform specific

tasks such as purchasing a product,

asking questions, registering

complaints or behaving in a certain

way, and then provide detailed

WS5

a b

Service Compliance

IP9 % completion of mystery shopper activities (Water)

April 2016 On-going

March 2019

Mystery shopper score

ES6 % completion of mystery shopper activities (Electricity)

Mystery shopper score (Electricity)

TS5 % completion of mystery shopper activities (Telecoms)

151

reports or feedback about their

experiences.

The purpose of this project is to

ensure that the utility providers are

adhering to the stipulations that are

outlined in their tariff agreements

and or the terms and conditions of

the license given to them upon their

contractual agreement with the OUR.

Mystery shopper score (Telcoms)

NPA (Area code Relief)

Developing a public education outreach programme and complaints handling to support the implementation of ten-digit dialling in Jamaica

TS3

c.d.

Service

IP7 % adherence to Public education outreach programme schedule

April 2016 On-going

March 2019

QOS Telecommunications

Developing a public education outreach programme and complaints handling.

TS3 c. Service Compliance

S1 Established Public Education Programme

April 2017 March 2018

# of providers with suitable complaints handling mechanism

Number Portability: Impact assessment

Continuation of complaints handling and assessing the impact of NP via consumer survey. The public education programme for number portability was spearheaded by the OUR. Unless stated by the Number Portability Working Group, the OUR

TS3 a bc

Service Compliance

# of breaches of Quality standards;


Customer Perception survey score;

152

still handles this matter and in the ensuing years, will continue the monitoring and evaluation of the programme.

Service Provider Perception survey score.

Social Media Campaign

The OUR already has a social media programme including Twitter, FaceBook, LinkedIn. This is to be increased with the focus being on the use of the key messages and PSAs already produced. SMS test messages will be introduced and these channels will be used to lead consumers to additional information on our websites and that of service providers as well as the 1-800- help line.

CS3 g. Citizen-Focused Programmes

IP7 Customer Perception survey score;

+5%


Integrated Communications Campaign

The communication plan aims to utilize a variety of approaches and channels to, among other things: 1. Change the negative perception of the OUR by improving public understanding of the organization’s roles and responsibilities; its core processes and its initiatives and programs. 2. Sharpen and more clearly define the OUR’s brand identity; 3. Promote OUR success stories via testimonials; 4. Provide appropriate benchmarks to measure the effectiveness of the organization relative to its mandate; and 5. Educate consumers about the service providers' responsibilities to them.

CS2 a. Stewardship IP7 Customer Perception survey score

+5% 2016 April

2017 March

Quarterly Press Briefings

153

Target Audience: Members of the media and selected stakeholder representatives. Objectives It aims to enhance stakeholders’ trust in and ability to engage with OUR, and thereby increase the impact of OUR’s operations. The briefings are expected to promote transparency, accountability, and participatory development. Its specific goals are to:

Improve the timeliness and

content of response to all

relevant issues

Ensure that the organization

is pro-active in its response to

the media;

Strengthen the organization’s

external communications

strategy and delivery of

information to all

stakeholders;

CS2 a. Stewardship IP7 Customer Perception survey score

+5% 2016 April

2017 March

Stakeholder Engagement

To re-establish continuing stakeholder dialogue so that there can be a two way flow of information to stakeholders and from the OUR on the various projects and development of issues. Creating this dialogue will build awareness about the local, regional and global sector issues as well as help us to gain a better understanding of our stakeholders’ perceptions and

CS2 CS3

e.h

Stewardship Citizen-focused Programmes

IP7 Customer Perception survey score

+5% 2016 April

2020 On-going

154

priorities. It is expected that we will use the channel to listen rather than tell in order to work towards delivering viable solutions. The new dialogue is also expected to positively impact the organization’s reputation: to change the perception that the organization is not transparent.

Parish Connections

This programme is expected to facilitate active communications channel and to re-establish continuing consumer and stakeholder dialogue so that there can be a two way flow of information to the OUR about their various concerns.

1. It will also allow the service providers to share information on projects and development of issues with consumers on a planned and consistent basis.

2. It is also intended to maintain contact with consumers, in between Rate Review consultations to keep the utilities true to the promises they make to consumers at that time.

Creating this dialogue will build awareness about the local sector issues as well as help us to gain a better understanding of consumers’ perceptions and priorities. It is expected that we will use the channel to listen and the utilities will use it tell and listen in order to work towards

CS2 CS3

e.,h


% adherence to parish consultation schedule


155

delivering viable solutions for consumers.

Tariff Consultations with small and large service providers

The primary objectives of these meetings which are held across the island for service providers who have applied for a review of their tariffs, are: 1. To facilitate a platform from which the stakeholders could engage its customers with respect to: a) The content and reasons for its tariff applications to the OUR; and b) The company’s plans for the future with regard to service delivery. 2. To hear the views of consumers regarding the submission. 3. To obtain information from consumers with regard to general service delivery by in their respective areas; 4. To provide the public with an opportunity to advise the OUR of matters it considers relevant to the determination of the tariff application. 5. To obtain feedback specific to the established quality of service standards.

CS2 Stewardship C1 Service Provider Perception survey score (Water)

+5% April 2016 2019 On-going

Service Provider Perception survey score (Electricity)

Service Provider Perception survey score (Telecommunications)

OUR’s 20th anniversary

Marking of OUR’s 20th anniversary


IP7 Customer Perception survey score

+5% April 2016 December 2017

JPS Billing and Metering Audit

156

To carry out a review of JPS’ system(s) of accounting for the measurement and consumption of electricity by its account holders (customers). The programme will be required to examine the various components of the billing system with a view to determine the extent to which the existing systems and processes consistently provides reliable and accurate bills detailing customer consumption. The programme shall also assess the extent to which the JPS in compliance with regulatory directives, statutes and policies under which it operates.

ES6 c. Service Compliance Efficiency.

IP9 # of breaches of Quality of Service Standards;

0

April 2018

March 2019

% adherence to information requested for general monitoring in standard time;

100%

% adherence to OUR determinations

100%

% adherence to OUR directives.

100%

Monitoring billing punctuality (EOS8)

Monitoring billing punctuality using desk reviews.

ES6 c. Service quality and compliance.

IP12 % of customer bills that are delivered in standard time


OURIC Outreach

The aim of this project is to promote the Office of Utilities Regulation Information Centre (OURIC) and generally the Office of Utilities Regulation (OUR). This project will take the form of physical exhibitions on topics determined by the Responsible Office in the Information Centre. These mounted exhibitions will visit predetermined venues and spend a period not exceeding five days at each venue, with members of staff available on the first and last day to field questions.


IP7 # of exhibitions held


% of exhibitions held that met their predetermined objectives

157

The aim of this project is to promote the Office of Utilities Regulation Information Centre (OURIC) through the provision of relevant information on utility regulation and other topical matters. Project Description This project will take the form of presentations and or short film features on topics determined by the Responsible Office in the Information Centre.

Establishment of OURIC virtual space

Establishing a page through which users can access On-line Public Access Catalogue; submit information request to the librarian as well as Access To Information requests.

CS2 CS3

g. Stewardship Citizen-focused Programmes

IP7 % adherence to On-line Public Access Catalogue Implementation schedule

April 2018

March 2019

Establishment of Memoranda of Understanding (MoU) and/or Service Level Agreements (SLAs) with key external stakeholders as required.

Explore establishment of MOU with CAC and other external stakeholders

CS3 c. Citizen-focused Programmes

IP7 # of SLAs established April 2017 March 2019

# of MOUs established

% adherence to consultation schedule

Measure the percentage of planned outages with 48 hours’ notice (EOS 1)

Monitoring planned outages; using media content analysis and customer calls and random checks. This is requirement under the Overall Standards.

ES6 a. Compliance IP12 % adherence to OUR determinations

100% April 2016 March 2019

158

Measure effectiveness and responsiveness of call centres

Monitoring and measurement of overall Standards EOS, 10 &11 This activity will involve mystery shopping; audits, desk reviews (reports).

ES6 a. Compliance IP12 % of customer calls responded to by call centre


Quality assurance recording of calls to consumer affairs

Recording and monitoring calls to the consumer affairs officers to enhance quality of interaction. What has been experienced? Or what is the reason for the project.

CS2 CS3

a b f g


IP12 % of calls recorded that meet established call quality


Website development and creation.

Development and creation of an updated, easily navigable and user friendly web-site.

CS3 g. Citizen-focused Programmes

C1,C2 Customer Perception survey score

+5% April 2016

March 2018

OUR National Social Outreach Programme

The organization does not currently have a national corporate social outreach programme that reaches out the vulnerable and under-served members of society. Further, poor communication was consistently sited as the area needing immediate attention by the OUR. Consumers are of the view that there needs to be greater engagement of the public and transparency by the OUR. Not only will this help consumers to learn more about the OUR and its involvement in consumer relevant areas, but will also help them to trust the OUR more as a regulatory body offering services to them and the utility service providers.


C1 Customer Perception survey score

+5% April 2016 March 2019

Consumer Protection initiative

159

Development of policies/standards; identifying emerging trends and impact assessment.

CS3 b. Citizen-focused Programmes

S1,S4,S5 # of new/updated standards/policies

April 2016 Specific timeline

March 2019

Customer Satisfaction Survey

The OUR will be conducting an annual consumer satisfaction survey. This is a three year project, during which time the Consultant shall conduct a survey and do research using appropriate methodologies, to collect data and information, inter alia: a) To ascertain the current awareness level of the operations of the OUR and the public’s understanding of the organisation’s role and function; To determine the level of knowledge of members of the public of the OUR’s services, ascertain major areas of satisfaction and dissatisfaction, and ascertain from the public the means by which the areas of dissatisfaction can be improved; c) To establish what consumers feel

the OUR should be doing that is not

currently being done; and

d) To determine customers’

awareness and understanding of the

OUR’s appeals process;

CS3 a. Citizen-focused

Programmes

C1,C2 Customer Perception

survey score

54.6% 57.33% On-going 2019

160

LEGAL Table 4-6. Legal Department Work Plan


Sect

or/

C

orp

ora

te

Go

al

Ob

ject

ive

S.U.C.C.E.S.S Criteria/Corporate Commitment

Stra

tegy

Im

pac

t


Base Target

Start Date

End Date

Disputes Resolution Procedures

The development of general dispute resolution procedures for all sectors regulated by the OUR

CS3 e Service IP11 Procedures

completed and promulgated

TBD TBD TBD TBD

Rules of Practice and Procedure

The establishment of rules of practice and procedure which will govern the OUR's interaction with its stakeholders

CS3 b Service IP11 Rules completed and promulgated

TBD TBD TBD TBD

161

INTERNAL AUDIT Table 4-7. Internal Audit Work Plan


Sect

or/

C

orp

ora

te

Go

al

Ob

ject

ive S.U.C.C.E.S.S

Criteria/Corporate Commitment St

rate

gy

Imp

act Performance

indicators/Output


4 Operational Audits

See Schedule

CS1 e Accountability IP3

Adherence to Audit schedule/Audit Reports

2016/2017

2016/2017

CS2 g Stewardship IP3 TTC2 TTC1

CS5 d People TTC2

CS6 b Environment TCC3

Process Audits

Quality Management System Audit to maintain Certification - As per Audit Plan

CS2 g Stewardship IP1 IP2 IP3 IP4 IP5


2016 Sep 2016 Oct

Process Audits




2017 Jan 2017 Feb


See Schedule

CS1 b e

Accountability IP3 IP13


2017/201

8 2017/2018

CS2 c g

Stewardship IP3, TTC1 TTC2

CS6 a Environment TTC3

WS5 b Compliance IP9

Process Audits

162




2017 Sep 2017 Oct

Process Audits




2018 Jan 2018 Feb


See Schedule

CS2 g Stewardship IP3 TTC2


2018/201

9 2018/2019

CS3 e Citizen-focused programmes

TTC1

CS5 e f People TTC1

CS6 a b

Environment TTC3

Process Audits




2018 Sep 2018 Oct

Process Audits




2019 Jan 2019 Feb

163

ADMINISTRATION/ HUMAN RESOURCE MANAGEMENT Table 4-8. Administration and Human Resource Department Work Plan

Activity Summary Description of

Activity

Sect

or/

C

orp

ora

te

Go

al

Ob

ject

ive

S.U.C.C.E.S.S Criteria/Cor

porate Commitmen

t

Stra

tegy

Imp

act Output/Perf

ormance indicators


End Date

Establish and maintain Disaster Mitigation and Preparedness

Collaborate with the PCJ with respect to Implementing and Establishing a Disaster Preparedness and Management. Sensitizing staff to effectively respond to hazards e.g., Earthquake, Hurricane and Fire. Organize and conduct Disaster Management sensitization sessions for staff. This should cover the preparation by staff to protect themselves and the property of the OUR

CS4 c Managemen

t TTC2 TTC3

No. of meetings/ session attended

1 1

April 2016

Mar 2017

No. of sensitization sessions

0 1

% of staff attending sensitizations

100%

Exchange Programmes with other Regulatory Organizations

Organize and manage work exchange programmes with other Utilities Regulator

CS5 b People TTC1 TTC3

No. of staff participating in work exchange programme

April 2016

Mar 2017

Procurement of General Services

This activity will involve the management and coordination of the procurement of goods and general services

CS1 e Accountabilit

y

% procurement adhering to time and guidelines

April 2016

Mar 2020

164


Activity

Sect

or/

C

orp

ora

te

Go

al

Ob

ject

ive


porate Commitmen

t

Stra

tegy

Imp

act Output/Perf

ormance indicators


End Date

Procurement of Works

This activity will involve the management and coordination of works contracts

CS1 a Accountabilit

y

% procurement adhering to time and guidelines.

. . April 2016

Mar 2020

Procurement of Consultancy Services

This activity will involve the management and coordination of consultancy services

CS1 a

Accountability

% procurement adhering to time and guidelines.

April 2016

Mar 2020

Preparation of Annual Procurement Plan

This activity will involve the preparation and submission of an Annual Procurement Plan to MOF and the OUR

CS1 c Accountability

% adherence to submission timeline

April 2016

Mar 2020

Implement and monitor Training and Development Plan

Work with members of the training committee to implement and monitor the Training and Development Plan.


No. of training and developmental programmes initiated and monitored

April 2016

Mar 2020

Returns on Investment (ROI) on Training

Develop and maintain a system for measure ROI on training courses.

CS5 b Service TTC1 TTC2 TTC3

System for measuring ROI

165


Activity

Sect

or/

C

orp

ora

te

Go

al

Ob

ject

ive


porate Commitmen

t

Stra

tegy

Imp

act Output/Perf

ormance indicators


End Date

Preparation and Submission of Corporate, Strategic and Department Plans

This activity will involve the inputs to the Corporate and Strategic Goals and the preparation and submission of Department Plans, the STTO.

CS1 b Accountability

IP6 Timeliness of submissions and inputs.

. Aug. 2016

Oct 2019

Performance Management

This activity will involve setting performance targets for staff in the Admin/HR Department; performing half yearly reviews of performance targets for staff in the Admin/HR Department; notifying HOD about half yearly performance reviews for staff; appraisal of staff against targets and notifying HOD of the end of year performance reviews for staff.


% of staff whose performance targets has been signed off

Feb. 2017

Mar 2020

CS5 f People TTC2 TTC3

% adherence to half-yearly performance review

Feb. 2017

Mar 2020


% of HODs notified about half yearly results in standard time

Sept. 2016

Sept. 2019


% of staff appraised in standard time

100% April 2017

May 2020

166


Activity

Sect

or/

C

orp

ora

te

Go

al

Ob

ject

ive


porate Commitmen

t

Stra

tegy

Imp

act Output/Perf

ormance indicators


End Date


% of HODs notified of annual results in standard time

- Mar 2018

Mar 2021

Implement and Sustain an inventory management system

This activity will entail the acquisition and installation of an inventory software system

CS6 d Environment TTC2 TTC3

Establish a distribution system

Jan-16

Mar-16

Develop or revise and maintain Policies, Procedures and Work Instructions.

This activity will include:

- reviewing and revising the Records and

Information Management (RIM) Policy,

the RIM Procedures and the RIM Work

Instructions.

- reviewing and revising the Human

Resource Management Policy and

Procedures.

This activity will include: reviewing and

revising the Procurement Policy and

Procedures.

This activity will include collaboration

with relevant internal and external

stakeholder to prepare an OUR Disaster

Management Policies and Procedures

Manual

CS2 e Accountability

TTC3 Re-approved and maintained Policy, Procedures and Work Instructions.

. 100% review each financial year.

April 1, 2016

March 31, 2021

167


Activity

Sect

or/

C

orp

ora

te

Go

al

Ob

ject

ive


porate Commitmen

t

Stra

tegy

Imp

act Output/Perf

ormance indicators


End Date

Develop and or implement and maintain an active, semi-active and inactive records and information programme

Review and maintain an adequate electronic document and records management system (EDRMS). This activity consists of the capture, registration and internal dispatch of incoming records and documents; the capture, registration dispatch and tracking of outbound records and documents; the creation of listings of active, semi-active and inactive records and documents; control of documents and records, under the ISO 9001:2008; Records and Information Management System Assessments to determine the state of RIM in functional units. Review and revision of Business Classification and Records Retention and Disposition Programme; Submission of non-records for destruction approval; Digitization of records and documents and maintenance inactive records and documents of the OUR in an offsite facility.

CS6 g Environment IP1 TTC2

Controlled records and documents, based on ISO 9001:2008 and Operations Manual.

75% 85% April 2016

Mar 2020

CS6 g Environment IP1TTC2 % of outgoing documents are captured prior to dispatch.

40%. 90%. April 2016

Mar 2020

CS6 c Environment IP1 TTC2

Percentage of records listed

10% 30% April 2016

Mar 2020

CS6 e Environment IP11 TTC2

% compliance with records and documents control

80% April 2016

Mar 2020

CS6 g Environment IP1 TTC2

Number of RIM Assessments per year

0 1 April 2016

Mar 2020

168


Activity

Sect

or/

C

orp

ora

te

Go

al

Ob

ject

ive


porate Commitmen

t

Stra

tegy

Imp

act Output/Perf

ormance indicators


End Date


No. of reviews of Business Classification and Records Retention and Disposition Programme per year

1 1 April 2016

Mar 2020


No. of submissions of non-records for destruction

1 1 April 2016

Mar 2020


Percentage of records digitized

5% 25% April 2016

Mar 2020


Level of maintenance against agreed RIM standards

50% 75% April 2016

Mar 2020

169

INFORMATION TECHNOLOGY Table 4-9. Information Technology Work Plan


Sect

or/

C

orp

ora

te G

oal

Ob

ject

ive

S.U

.C.C

.E.S

.S

Cri

teri

a/C

orp

ora

te

Co

mm

itm

en

t

Stra

tegy

Im

pac

t Output/Performance indicators


End Date

Expansion of Data Storage/Backup Systems: Acquire, install and configure additional data storage disks

Expansion of the storage capacity of the network to cater for forecasted growth in storage needs of the organization. All three data storage subsystems will be affected - both primary/active (disk drives) and secondary/backup (offline). This component is focussed on the disk backup subsystem.

CS6 b Environment TTC2 TTC3

Budget vs actual spend;

% Adherence to delivery time schedule

Expansion of Data Storage/Backup Systems: Acquire, install and configure a Tape Drive system

Expansion of the storage capacity of the network to cater for forecasted growth in storage needs of the organization. All three data storage subsystems will be affected - both primary/active (disk drives) and secondary/backup (offline). This component is focussed on the tape drive backup subsystem



Adherence to delivery time schedule

Expansion of Data Storage/Backup Systems: Acquire, install and configure additional data storage disks for the SAN

Expansion of the storage capacity of the network to cater for forecasted growth in storage needs of the organization. All three data storage subsystems will be affected - both

CS6

b Environment TTC2 TTC3

Budget vs actual spend

170

primary/active (disk drives) and secondary/backup (offline). This component is focussed on the SAN subsystem


Telecommunication Systems infrastructure improvement: Renew/Sign new CUG contract for mobile phone system

Expansion and enhancement of the telecommunication network. This will include the addition of new capabilities and the replacement/upgrading and expansion of the mobile phone CUG platform. New capabilities to be introduced including VoIP and Teleconferencing. This component is focussed on the CUG platform which is usually for a 2 year contract period


Budget vs actual spend


Telecommunication Systems infrastructure improvement: Acquire, install and configure Video Conferencing system

Expansion and enhancement of the telecommunication network. This will include the addition of new capabilities and the replacement/upgrading and expansion of the mobile phone CUG platform. New capabilities to be introduced including VoIP and Teleconferencing: This component is focussed on the addition of a Teleconferencing system

CS6 b Environment TTC2; TTC3

(Budget vs actual spend;


Telecommunication Systems infrastructure improvement: Acquire, install and configure VoIP system

Expansion and enhancement of the telecommunication network. This will include the addition of new capabilities and the replacement/upgrading and expansion of the mobile phone CUG platform. New capabilities to be introduced including VoIP and Teleconferencing: This component is focussed on the




Telecommunication Systems infrastructure improvement: Expand services for Internet Access

171

Expansion and enhancement of the telecommunication network. This will include the addition of new capabilities and the replacement/upgrading and expansion of the mobile phone CUG platform. New capabilities to be introduced including VoIP and Teleconferencing: This component is focussed on the expansion of internet bandwidth




Telecommunication Systems infrastructure improvement: Acquire, install and configure MS Lync server application

Expansion and enhancement of the telecommunication network. This will include the addition of new capabilities and the replacement/upgrading and expansion of the mobile phone CUG platform. New capabilities to be introduced including VoIP and Teleconferencing: This component is focussed on the implementation of unified telecommunication system that links all the existing elements our telecommunication system




Upgrade and expand the Disaster Recovery & Business Continuity Systems: Fire Suppression System with environmental sensors (RIM and IT)

The IT department do have a DR plan. This project is expanding on that plan as the organization increases its reliance on technology. However, this plan cannot stand alone, it needs to be integrated into an overarching BCP plan for the organization.

CS6 a Environment

TTC2 TTC3



Upgrade and expand the Disaster Recovery & Business Continuity Systems: Digitization of company records (RIM)


CS6 b Environment

TTC2; TTC3



Upgrade and expand the Disaster Recovery & Business Continuity Systems: Upgrade firewall & anti-malware systems

172


CS6 a Environment

TTC2; TTC3



Upgrade and expand the Disaster Recovery & Business Continuity Systems: Host website internally


CS6 a Management

TTC2; TTC3



Hardware Acquisition and Upgrade: Computers (tablets, laptops & desktops) and accessories

CS6 b Environment

TTC2; TTC3



Hardware Acquisition and Upgrade: Large (networkable) Printers, MFPs and Scanners

While the company is striving to use less paper inevitably printing will still be necessary. The stock of network printers and MFP's however are old and as their operating costs rise they will need to be replaced. We will also use this opportunity to introduce print management tools aimed at reducing our use of consumables and by extension our carbon footprint. This we expect will also result in some cost savings.

CS6 b Environment

TTC2; TTC3



Hardware Acquisition and Upgrade: Connectivity and Access Devices

173

CS6 b Environment

TTC2; TTC3



Software Acquisition and Upgrade: Server Class Applications (Windows Server, Exchange, Sharepoint, MS Projects, SQL, GIS, etc.)

The main drivers for this is that Server class applications are at the core of the network, facilitating collaboration and sharing of data and information. They are constantly adding new feature sets and improving the user experience. They also are under constant threat from malwares designed either to extract data or to disable the system. As a result there is a constant need to patch and/or upgrade the system over time. The our utilise several such applications and as such each will in turn need to be upgraded

CS6 b Environment

TTC2; TTC3



Software Acquisition and Upgrade: Corporate Desktop Applications (Windows, MS Office Suite, Adobe Writer, MS Projects, etc.)

CS6 b Environment

TTC2; TTC3



Software Acquisition and Upgrade: Corporate Desktop Applications (Windows, MS Office Suite, Adobe Writer, MS Projects, etc.)

The development of custom applications represents a major thrust of the department to provide solutions to business



174

problems that cannot be easily solved by off-the-shelf applications


Upgrading of System/Network Security:

The OUR’s growing dependence on technology to deliver on its mandate has necessitated a growing demand to improve the resilience of the network to events that can disrupt the services offered. In light of this there will investments in protecting the network

CS6 b Environment

TTC2; TTC3



Achieve ISO 21001 Certification

Consequent on the achievement of ISO 9001:2008 certification by the organization, it naturally begs the question of when will the IT department follows this lead and achieve its own internationally recognised certification standard. For us this is the complementary ISO 27001. We believe this can be accomplished within a year and are therefore developing a plan to achieve this by December 2016.

CS6 b Environment

TTC2; TTC3

Budget vs Actual hours training received for financial year

Staff Development & Talent Management

Attendance at Classroom Training, Online Webinars & access to professional subscription services Workshops

CS5 b People

TTC2; TTC3


Staff Development & Talent Management

Classroom Training Online Webinars & subscription services Workshops: Attendance at Tradeshows & Conferences (Professional networking and training)

CS5 b People

TTC2; TTC3


175

FINANCE Table 4-10. Finance Department Work Plan


Sect

or/

C

orp

ora

te G

oal

Ob

ject

ive

S.U

.C.C

.E.S

.S

Cri

teri

a/C

orp

ora

te

Co

mm

itm

en

t

Stra

tegy

Imp

act

Output/Performance indicators


End Date

Preparation of the annual budget

Prepare budget tables for input to the Corporate Plan Do analysis of draft budget against previous year's for input to the Corporate Plan Prepare budgeted financials (Balance Sheets, Income Statements, and Statements A&B) for 3 years broken out by quarters.

CS4 g Manageme

nt IP6

Draft Budget for 2016/17 – 2018/19 is prepared for consultation with stakeholders

Oct-15

Draft Budget for 2016/17 – 2018/19 is prepared for submission to the MoFP.

November 30, 2015

Final Budget for 2015/16 – 2017/18 is accurately prepared and submitted to MoFP

December 31, 2015

Preparation of Quarterly Reports

Statements A&B quarterly reports submitted to the MOF Quarterly expenditure reports prepared and submitted to the HODs Variance analyses and recommendations

CS4 g Manageme

nt IP6

% of Statements A & B quarterly reports that are accurately prepared and submitted to MoFP

75%

176

are reported on a quarterly basis to all Heads of Department and the Office.

% of Expenditure Analyses quarterly reports that are accurately prepared and submitted to SMM

75%

% of Reports that are accurately prepared and submitted within 30 days of the end of the quarter

75%

Audit

Prepare annual financials for audit. External audit completed and laid before Parliament within the statutory period

CS2 b Stewardshi

p IP3

The draft financials prepared for audit

April 31st

Audited financials completed and submitted to the Cabinet Office

July 31st

Stewardship of the OUR's financial resources

Review the systems of internal control and update the Policy and Procedural Manual Manage the OUR's investment portfolio to optimise returns

CS2 b Stewardship

IP3

Review completed and the Policy and Procedural Manual updated in standard time, days

60 days

Average Investment Rate ( within the specified risk tolerance set by the Office)

ISO 9001:2008 Certification

Undertake assigned activities to enable the OUR to become ISO 9001 certified and to maintain certification

CS2 b Stewardship

IP3

% adherence to audit schedule according to ISO 19011:2011 Management System Auditing guidelines and respond to CARs

90%

177

Management of Staff benefits

This includes: Ensuring staff members are paid on a timely basis; Management staff loans; Management of health and pension benefits

CS6

People

# of months that staff are paid by the 25th

90%

# of repayment loan schedules not done when completed loan application forms received.

2

% of vendors' authorisation or bills of sale or insurance notices or liens prepared within 3 days of notification.

Liaise with Pension Consultant, Guardian Life, etc. as agreed on with staff members

% of tasks completed within the agreed timeframe that were assigned by Trustees.

90%

% Trustees' meeting attended & quarterly reports provided to the Office.

90%

178

Management of other payments and receipt

This includes: Making payments for statutory deduction to the relevant authority; Making payments to 3rd parties on time; Calculating regulatory fees for entities; Managing receivables such that there is a 10% reduction at the end of the year; Providing Senior Management with regular reports on the status of the collection of regulatory fees.

CS4

Management

% of the statutory deductions paid over on time

100%

% of third 3rd party payments made within the times specified

75%

% of invoices prepared accurately and within the agreed time

90%

% reduction in receivables achieved

90%

# of months that collections report is provided to Senior Managers in agreed time

11

Succession Planning

Equip staff to take on additional responsibilities at a higher level. Short and medium term training needs developed for each staff member

CS6

People

% of key position in department with a ready successor

% of department staff with training plan in place

179

SECRETARY TO THE OFFICE (STTO) Table 4-11. STTO Work Plan


Activity

Sect

or/

Co

rpo

rate

Go

al

Ob

ject

ive

S.U

.C.C

.E.S

.S

crit

eri

a/co

rpo

rate

com

mit

me

nt

Stra

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Imp

act



End Date

Preparation of the Corporate Business Plan

Development of the Work Programme and Budget for the four-year period 2016 - 2020. This involves work in the sectors as well as the supporting aspects of the business.

CS1 a Accountability IP6 Submission of Corporate Plan to MOFP

Draft - Nov. 30 2016; Final, December 31, 2016

Aug-16

Dec-16

Monitoring Activities of the Corporate Business Plan

The STTO Department will monitor the implementation of the work programmes in the approved Corporate Plan through the monthly reports submitted by Heads of Departments and keep the Office aware of the status of these activities.

Accountability IP6 % adherence to HOD monthly report submission

70%

Managing the Licensing Process

Coordination of the due diligence process for licences applications; maintenance of a comprehensive database on Licences issued; and monitor the status of all licences.

CS2 g Stewardship IP13 Percentage of licences Applications processed within the standard time of ninety (90) days.

80%

Documents for Office Decision

180


Activity

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End Date

STTO has the responsibility to ensure that all documents being sent to the Office for decision-making are properly documented and have the requisite approvals.

CS2 Accountability IP6 Percent adherence to department's standard Operating Procedures

80%

Preparation of Quarterly Reports for MOFP

As a statutory requirement, Reports on the activities on the Corporate Plan are sent to the MOFP on a quarterly basis.

CS2 b Accountability IP6 Percentage adherence to timelines set by external agencies

90%

Preparation of Annual Report for PIOJ

The OUR provides an annual report on the sector activities to the PIOJ. The report provides information that is required for the production of the Economic & Social Survey Publication.

CS2 b Accountability IP6 Percentage adherence to timelines set by external agencies

90%

Managing the OUR's external and international relations with other regulators and institutions

The OUR encourages cooperation, dialogue and cross-training with other regulators and institutions. This allows cutting edge information to be shared and acted upon.

CS2 b Accountability IP7 Percent adherence to department's standard Operating Procedures

90%

Managing relations with utility operators and other stakeholders

This is to encourage dialogue, transparency and greater efficiencies.

CS2 a Accountability IP7 Percent adherence to department's standard Operating Procedures

90%

Gazetting of Regulatory Fees/Tariffs

181


Activity

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End Date

This is a statutory requirement. All Schedule of fees have to be gazetted. This activity is done after approval of tariffs or calculation of regulatory fees.

CS2 b Accountability IP 7 Percent adherence to department's standard Operating Procedures

90%

182

QUALITY MANAGEMENT SYSTEM Table 4-12. Quality Management System Work Plan


Sect

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Output/Performance

indicators Base Target

Start Date

End Date

The documentation of business process and procedures

The documenting and updating of the OUR operations manual with previously undocumented processes and procedures. Also the continued testing and modifying the already document process and procedures as part of continual improvement.

CS4 c Management IP3 IP1 TTC2

% increase in the number of documented processes and procedures.

N/A 20% 2016-Apr-

1

2016-Mar-

31

CS2 e Stewardship

Management of Enterprise Risk Management

The management and maintenance of the OUR enterprise risk management framework for the each department and unit, and a comprehensive risk register and mitigation strategy for the organization.

CS4 b Management IP4 The production of an approved comprehensive risk register.

0% 100% 2016-Jan-02

2016-Aug-31

Implementation of the Business Continuity Plan

A Business Continuity Plan (BCP) will be developed and implemented throughout the organization to ensure the measures are in place to recover from major to minor disruption in the operations of the OUR. The disruption of the operations of the OUR has significant impact to the regulation of Jamaica’s electricity, telecommunications, water and sewerage sectors. The BCP will contain a detailed disaster preparedness and business resumption plan that will used to achieve complete recover from any disruption.

CS4 e Management IP4 TTC3

The production of an approved business continuity plan

0% 100% 2016-Jan-02

2017-Jun-30

183


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Output/Performance


Start Date

End Date

Implementation of the Strategic Initiatives

The project objective is to transform the organization by increasing its capacity to deliver on its Mission, Vision and Strategic Initiatives, while adhering to the quality initiatives of the organization, specifically to: • Connect the strategic objectives to the OUR’s Corporate Plan and the individual personnel goals using the Balanced Scorecard methodology. • defined, documented, and implementation the following Strategic Initiatives: a) Develop and implement an IT strategy to support the OUR strategy; b) Design and Implement a Leadership Development Program; c) Develop and implement a system to articulate and advocate policies to drive the OUR strategy; d) Develop and implement a system to continually review policies, procedures and processes to realign to the OUR strategy; e) Develop and implement a culture alignment program around the Core Values, stakeholder commitments and the paradigm shifts; and f) Propose amendments to existing legislation to provide an appropriate framework for the effective development and regulation of the sectors regulated by the OUR.

CS1 a Accountability TTC1;TTC2; TTC3;TTC4

Implementation of the Strategic Initiatives

0% 100% 2016-Jan-

02

2017-Jun-30

CS2 c Stewardship

CS2 d Stewardship

CS5 a People

CS5 f People

184


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Output/Performance


Start Date

End Date

Quality Management System Management Review

The Management Review of the QMS will be held annually to review and determine the improvement in the quality of the products (Determination Notice, Decision, etc.) produced by the OUR. The improvement will lead to increased customer satisfaction with the services provided by the organization in the following ways: a) Increase Customer Satisfaction with our Service; b) Communicates OUR’s Processes; c) Develop a Professional Culture and Better Employee Morale; and d) Consistency in Operations.

CS4 d Management IP2 % adherence to production and submission of a Management Review Report in the agreed time

100% 100% 2016-Apr-

1

2014-Apr-30

CS3 b Citizen-focused programmes

CS2 e Stewardship

Quality Management System Surveillance Audit

An annual surveillance audits will be performed by the Registrar to verify that the quality management system remains effective and compliant with the ISO 9001 standard. The Registrar will check key elements of the quality management system in the audit to ensure that the Internal Audit and Management Review activities continue to be effective, and verifies your corrective action for any non–conformances that may have resulted from previous audits.

CS2 b Stewardship IP3 The maintenance of the ISO 9001:2008 Certification

100% 100% 2016-

May-1

2016-May-

30

CS1 a Accountability

185


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End Date

Transition to ISO 9001:2015 Quality Management System

The organization has three years to transition to the ISO 9001:2015 Quality Management System standard which supersedes the ISO 9001:2008 standard which we are current certified under. The new standard is different in a significant number of ways that will force the organization to make a number of changes to remain compliant. The activities to be undertaken include the following: a. Sensitization training for all the staff; b. Training for internal auditors, management representative and process owners; c. Gap analysis of the requirements of the new standard; andd. Implementation Plan.

CS1 a Accountability TTC1 TTC2 TTC3 TTC4

The certification to the ISO 9001:2015 standard

0% 100% 2016-Jan-02

2016-Dec-31

186

INDEPENDENT ADVISORY COUNCIL ON FINANCE AND ADMINISTRATION (IACFA)

4.17. The review of the Internal Auditor’s Reports will need more direct focus relating to Internal Control

deficiencies which do not appear to be receiving adequate Heads of Departments attention for remedial

action.

4.18. Work planned includes discussion of the Internal Audit Reports expected in the areas of Fixed Assets,

Facilities Management, Recruitment, Employees Assessment and improvement in Statutory Reporting

• In addition several CARs which resulted from work by the Internal Audit Department on ISO 9001: 2008 have been past due for some time. In this area we expect to receive Internal Audit Reports on update in documentation and follow up of identified process or documentation deficiencies especially in the areas of General Procurement, Work environment and Internal Communication, Recruitment Training and Employees Assessments, Financial Budgeting, The Consumer Appeal process and Consumer Satisfaction and Communication processes, Business Planning and Continuation procedures.

4.19. The IACFA will work with the Finance Department to facilitate engaging several Heads of Departments

who appear to be constantly tardy in providing the reasons that costs significantly exceed budgets.

4.20. The review of the OUR’s annual achievement against objectives set out in the Corporate Work Plan to

determine the level of the accomplishment

187

5. BUDGET - FISCAL YEARS 2016/2017

Overview

5.1. The budget submitted by the Office of Utilities Regulation (“OUR”) for fiscal year 2015/16 is

approximately $735m. This figure represents the net expenses of running the organization together with

the cost of replacing several capital items. The budget for the previous year (2015/2016) was

approximately $666m. The budget for 2016/2017 represents an increase of 10% over that for the last

fiscal year.

5.2. The budget has been developed on the assumption that the rate of inflation during the year will be 5.5%

and that the rate of exchange will be 125 Jamaican dollars to 1 U.S. dollar.

5.3. Table 1 attached, summarizes the cash requirements for fiscal years 2016/2017, 2017/2018, 2018/2019

and 2019/20. Table 2 shows the allocation of the 2016/2017 budget across the sectors. Table 3 indicates

the capital expenditure planned for the ensuing year.

Budget Items

Payroll and Payroll Related Expenses

5.4. In fiscal year 2016/2017, total payroll costs amount to J$434m, an increase of 14% over the last budget.

An increase in travelling allowances, as directed by the Ministry of Finance, has contributed significantly

to the increase in this expense. Payroll related costs which include statutory deductions and benefits

were included in the budget.

Training and Development

5.5. It is projected that the training budget will increase by 18% when compared to the budget

2015/2016. In addition to overseas training, a number of trainings will be conducted locally. The increase

is largely due to the changes in the exchange rate. As is customary, the OUR will seek grant funding from

donor agencies such as the World Bank and the Inter-American Bank to off-set other training costs.

Foreign Travel

5.6. The budget reflects a 16% increase for foreign travel. The increase is significantly impacted by the

exchange rate.

188

Repairs and Maintenance

5.7. There is a projected increase of 1% in this expenditure.

Information Technology

5.8. There is an increase of 10% in this expenditure.

Printing and Stationery

5.9. There is a projected increase of 8% in this expenditure.

Telephones

5.10. There is a projected marginal increase of 8% in this expenditure.

General Expenses

5.11. This expenditure item is projected to increase by 6% when compared to the budget of 2014/15.

Public Education and Public Relations

5.12. There is a projected increase of 15% in this budgeted item. This is in keeping with the activities

planned in the Consumer and Public Affairs Department as shown in Chapter 4.

Annual Report

5.13. Costs for the production of the Annual Report are projected to increase by 6% compared to the

budget of 2015/16

189

Consumer Advisory committee on Utilities (CACU)

5.14. Expenditure for this budget item is projected to remain the same when compared to 2015/2016

budget.

Motor Vehicle Expenses

5.15. Motor Vehicle expenses are budgeted to increase by 5%.

Consultancy Services

5.16. Consultancy services are expected to decrease significantly by 23%. A list of the major

consultancy projects planned for the year 2016/17 is provided below:

Regulation, Policy, Monitoring & Enforcement US$ (000) J$M

Sector Reviews (Telecoms) 90,000 11,250,000

Price Comparison Website (Telecoms) 10,000 1,250,000

Monitoring System 20,000 2,500,000

Review Electricity Structure (Electricity) 40,000 5,000,000

Office

Consultancy (Various Sectors) 50,000 6,250,000

Administration

Consultancy (Various) 40,000 5,000,000

190

Professional and Legal Fees

5.17. Professional and legal fees have increased by 20% when compared to the budget for last fiscal

year. This is due to anticipated increase in litigation in the upcoming year.

Office Rental

5.18. It is anticipated that office rental will remain the same.

Advertising

5.19. This item is projected to increase by 8% over last year’s budget.

Depreciation

5.20. For the purposes of producing its financial statements the OUR provides for depreciation on its

assets using the appropriate rates of the relevant asset. However, since depreciation is not a cash item it

is not included in the determination of the OUR’s funding needs.

Membership dues

5.21. Membership dues are projected to decrease by 2% over the budget for the previous fiscal year. Of

the $17m budgeted, fees to ITU, CTO & CTU account for $14m.

General Consumption Tax

5.22. The OUR is now mandated by law to pay GCT on goods and services, hence this provision is

made to offset this cost. The amount for this item is projected to increase by 5%.

Capital Expenditure

191

5.23. Capital Expenditure is projected to increase by 12% when compared to 2014/2015 budget.

Increases in the exchange rate has significantly impacted this expenditure.

Interest Earned

5.24. Interest earned is projected to increase by 7%.

Allocation of Budget to Sectors

5.25. Regulatory Fees have been allocated to the different utility service sectors on a basis that reflects

the time and resources to be expended in work related to each sector. The percentage of the budget

allocated to each sector is:

Table 5.3 Percentage Allocation of Costs to Sectors

5.26. The total amounts to be recovered from the different sectors based on the budget are as set out

below:

Sector Percent contribution

2015/2016 2016/17

Telecommunications 42 42

Electricity 41 42

Water 17 16

-

100 100

192

Table 5.4 Allocation by Sectors

Sector J$’ Million

2015/16 2016/17

Telecommunications 280 307

Electricity 273 310

Water 113 116

Total 666 734

Telecommunications Sector

5.27. There are three main providers of Telecommunications services and a number of smaller

operators. The main providers will be allocated a portion of the budget based on the gross revenues

reflected in their audited financial statements. With regard to the small providers, a minimum fee of

$300,000 will continue to be charged to holders of Carrier licences. In the case of Service Provider

Licensees the minimum fee will remain $50,000.

Electricity Sector

5.28. With regard to the assessment of regulatory fees for Jamaica Public Service Co. Ltd (JPS), this will

be calculated on the revenues net of Fuel and Independent Power Producer (IPP) charges. For this

assessment, the audited financial statement for the year ending December 2013 will be used to assess

the regulatory fees.

5.29. Small providers are required to pay a regulatory fee as stated in the respective licences.

Water Sector

5.30. The assessment of the regulatory fees for the National Water Commission will be net of NIC and

other small water providers.

TABLE 1

OFFICE OF UTILITIES REGULATION

BUDGET 2016/2017

2015/16

2016/2017 % change 2017/2018 2018/2019 2019/20

Budget EXPENSES Budget over 2015/16 Budget Budget Budget

281,000,671 Payroll 307,228,239

324,125,792 340,332,082 357,348,686

19,345,341 Statutory charges 21,716,873

22,911,301 24,056,866 25,259,709

64,077,301 Employee benefits 88,560,363

93,431,183 98,102,742 103,007,879

3,325,915 Other payroll-related costs 5,276,661

5,566,877 5,845,221 6,137,482

12,000,000 Increment and Merit Award 12,000,000

12,660,000 13,293,000 13,957,650

379,749,228 Payroll Related Costs 434,782,136 14 458,695,153 481,629,911 505,711,407

39,818,720 Training and development 47,000,000 18 41,506,570 43,581,898 45,760,993

17,201,255 Foreign travel 20,000,000 16 17,845,330 18,737,597 19,674,477

465,764 Local travel 500,000 7 518,625 544,557 571,784

4,000,000 Repairs and maintenance 4,050,000 1 4,220,000 4,431,000 4,652,550

8,156,340 Information Technology costs 9,000,000 10 8,622,249 9,053,362 9,506,030

649,640 Printing and stationery 700,000 8 750,580 788,109 827,514

6,468,000 Telephones 6,700,000 4 6,970,000 7,180,870 7,539,914

9,200,946 General expenses 9,773,017 6 10,310,533 10,826,060 11,367,363

19,100,000 Public education & outreach 22,000,000 15 22,323,516 23,569,692 24,748,177

754,600 Annual Report 800,000 6 796,103 835,908 877,704

1,800,000 C.A.committee 1,800,000 0 1,899,000 1,993,950 2,093,648

4,000,000 Motor vehicle expenses 4,200,000 5 4,220,000 4,431,000 4,652,550

77,034,560 Consulting services 59,554,560 -23 62,830,061 65,971,564 69,270,142

3,000,000 ISO Certification 5,040,000 68 0 0 0

17,368,838 Professional/Legal Fees 20,788,674 20 31,285,901 32,850,196 34,492,706

24,000,000 Office rental 24,000,000 0 25,320,000 26,586,000 27,915,300

1,300,000 Advertising 1,400,000 8 1,371,500 1,440,075 1,512,079

320,000 Finance charges 330,000 3 337,600 354,480 372,204

15,000,000 Depreciation 16,000,000 7 15,825,000 16,616,250 17,447,063

17,360,000 Membership dues 17,000,000 -2 18,314,800 19,230,540 20,192,067

10,000,000 General Consumption Tax 10,500,000 5 10,550,000 11,077,500 11,631,375

7,500,000 ITU Development Index Survey 7,700,000 3 7,912,500 8,308,125 8,723,531

11,752,000 LRIC Project 11,300,000 Regulations - 'Fixed Penalty " Regime

8,475,000 Review- Unfair Terms in Telecoms Contract 16,950,000 Enhanced Emergency Services Access - OCCUR Conference 7,000,000

0 0 0

332,975,663 Costs other than payroll 295,836,251 -11 293,729,869 308,408,732 323,829,169

712,724,891 Total expenses 730,618,387 3 752,425,022 790,038,643 829,540,575

Cash requirement:-

712,724,891 Expenses 730,618,387 3 752,425,022 790,038,643 829,540,575

-15,000,000 Less, depreciation -16,000,000 7 -15,825,000 -16,616,250 -17,447,063

-11,752,000 LRIC Project -11,300,000 Less, Regulations - 'Fixed Penalty " Regime -8,475,000 Less, Review- Unfair Terms in Telecoms Contract -16,950,000 Less, Enhanced Emergency Services Access 649,247,891 Sub-total 714,618,387 10 736,600,022 773,422,393 812,093,513

35,354,945 Capital expenditure 39,532,200 12 41,706,471.00 43,791,794.55 45,981,384

684,602,836 Sub-total 754,150,587 10 778,306,493 817,214,188 858,074,897

Less, miscellaneous income:-

-14,000,000 Interest earned -15,000,000 7 -9,000,000 -9,500,000 -9,975,000

-4,000,000 Processing Fees -4,000,000 0 -3,000,000 -3,500,000 -3,675,000

-200,000 Other income -200,000 0 -200,000 -220,000 -231,000

666,402,836 Net cash requirement 734,950,587 10 766,106,493 803,994,188 844,193,89

7

TABLE 2

OFFICE OF UTILITIES REGULATION

Budget Allocation to Sectors

Budget

Budget ----------------Money-------------------- -----------Percentages-----------------

2015/16 EXPENSES 2016/2017 Telecoms Elec Water Telecoms Elec Water Check

281,000,671 Payroll 307,228,239 115,579,264 127,468,996 64,179,979 37.62 41.49 20.89 100.00

19,345,341 Statutory charges 21,716,873 8,169,888 9,010,331 4,536,655 37.62 41.49 20.89 100.00

64,077,301 Benefits 88,560,363 33,316,409 36,743,695 18,500,260 37.62 41.49 20.89 100.00

3,325,915 Other payroll-related costs 5,276,661 2,032,570 2,359,723 884,368 38.52 44.72 16.76 100.00

12,000,000 Incremental and Merit Award 12,000,000 4,514,400 4,978,800 2,506,800 37.62 41.49 20.89 100.00

379,749,228 Payroll Related Costs 434,782,136 163,612,530 180,561,544 90,608,062 37.63 41.53 20.84 100.00

39,818,720 Training 47,000,000 19,707,100 20,905,600 6,387,300 41.93 44.48 13.59 100.00

17,201,255 Foreign travel 20,000,000 9,458,000 8,752,000 1,792,000 47.29 43.76 8.96 100.00

465,764 Local travel 500,000 200,001 250,000 49,999 40.00 50.00 10.00 100.00

4,000,000 Repairs and maintenance 4,050,000 1,620,000 2,025,000 405,000 40.00 50.00 10.00 100.00

8,156,340 Information technology 9,000,000 3,600,000 4,500,000 900,000 40.00 50.00 10.00 100.00

649,640 Printing and stationery 700,000 279,999 350,000 70,001 40.00 50.00 10.00 100.00

6,468,000 Telephones 6,700,000 2,680,000 3,350,000 670,000 40.00 50.00 10.00 100.00

9,200,946 General expenses 9,773,017 3,939,067 4,871,416 962,534 40.31 49.85 9.85 100.00

19,100,000 Public education & Public relations 22,000,000 8,800,000 11,000,000 2,200,000 40.00 50.00 10.00 100.00

754,600 Annual Report 800,000 320,000 400,000 80,000 40.00 50.00 10.00 100.00

1,800,000 C.A.committee 1,800,000 360,000 720,000 720,000 20.00 40.00 40.00 100.00

4,000,000 Motor vehicle expenses 4,200,000 1,680,000 2,100,000 420,000 40.00 50.00 10.00 100.00

77,034,560 Consulting services 59,554,560 30,599,133 27,007,993 1,947,434 51.38 45.35 3.27 100.00

3,000,000 ISO Certification 5,040,000 2,016,000 2,520,000 504,000 40.00 50.00 10.00 100.00

17,368,838 Prof./legal fees, etc. 20,788,674 9,450,531 9,448,452 1,889,690 45.46 45.45 9.09 100.00

24,000,000 Office rental 24,000,000 9,600,000 12,000,000 2,400,000 40.00 50.00 10.00 100.00

1,300,000 Advertising 1,400,000 560,000 700,000 140,000 40.00 50.00 10.00 100.00

320,000 Finance charges 330,000 132,000 165,000 33,000 40.00 50.00 10.00 100.00

15,000,000 Depreciation 16,000,000 6,400,000 8,000,000 1,600,000 40.00 50.00 10.00 100.00

17,360,000 Membership dues 17,000,000 14,830,800 1,156,000 1,014,900 87.24 6.80 5.97 100.00

10,000,000 General Consumption Tax 10,500,000 4,200,000 5,250,000 1,050,000 40.00 50.00 10.00 100.00

7,500,000 ITU Development Index Survey 7,700,000 7,700,000 0 0 100.00 0.00 0.00 100.00

11,752,000 LRIC Project 0 0 0 0 100.00 0.00 0.00 100.00

11,300,000 Regulations - 'Fixed Penalty " Regime 0 0 0 0 100.00 0.00 0.00 100.00

8,475,000 Review- Unfair Terms in Telecoms Contract 0 0 0 0 100.00 0.00 0.00 100.00

16,950,000 Enhanced Emergency Services Access 0 0 0 0 100.00 0.00 0.00 100.00

OCCUR Conference 7,000,000 2,800,011 3,500,000 699,989 40.00 50.00 10.00 100.00

332,975,663 Costs other than payroll 295,836,251 140,932,643 128,971,462 25,935,847 47.64 43.60 8.77 100.00

712,724,891 Total expenses 730,618,387 304,545,172 309,533,006 116,543,909 41.68 42.37 15.95 100.00

Cash requirement:-

712,724,891 Expenses 730,618,387 304,545,172 309,533,006 116,543,909 41.68 42.37 15.95 100.00

-15,000,000 Less, depreciation -16,000,000 -6,400,000 -8,000,000 -1,600,000 40.00 50.00 10.00 100.00

-11,752,000 LRIC Project

-11,300,000 Less, Regulations - 'Fixed Penalty " Regime

-8,475,000 Less, Review- Unfair Terms in Telecoms Contract

-16,950,000 Less, Enhanced Emergency Services Access

649,247,891 Sub-total 714,618,387 298,145,172 301,533,006 114,943,909 41.72 42.19 16.08 100.00

35,354,945 Capital expenditure 39,532,200 15,812,880 19,766,100 3,953,220 40.00 50.00 10.00 100.00

684,602,836 Sub-total 754,150,587 313,958,052 321,299,106 118,897,129 41.63 42.60 15.77 100.00

Less, miscellaneous income:-

-14,000,000 Interest -15,000,000 -6,244,443 -6,390,616 -2,364,855 41.63 42.60 15.77 100.00

-4,000,000 Processing Fees -4,000,000

-4,000,000

100.00

100.00

-200,000 Other income -200,000 -83,259 -85,208 -31,531 41.63 42.60 15.77 100.00

666,402,836 Net cash requirement 734,950,587 307,630,350 310,823,282 116,500,743 41.86 42.29 15.85 100.00

TABLE 3

Office of Utilities Regulation

Capital Expenditure FY 2016/2017 --------------Allocation to sectors-------------- --------------------Allocation to sectors------------

------------------Percentages---------------------- -------------------------Money---------------------------

Equivalent

Dep'n Charge J$ U.S.$

Rate J$ J$

Telecoms Elec

Water Total

Telecoms Elec Water Total

Leasehold improv'ts: -

INFORMATION TECHNOLOGY

Software

Data Loss Prevention (DLP)

6,720

840,000

ERP apps upgrade (HRMIS, AccPac, PowerPay, etc.) 10,560

1,320,000

Esecure E-mail

16,032

2,004,000

Desktop productivity suite of apps upgrade (MS Office) 20,160

2,520,000

53,472

6,684,000

Hardware

Laptops (replacement)

28,800

3,600,000

Scanners - High Speed (Acquisition/Replacement) 34,560

4,320,000

Printer/Multi-Function devices (Network class) 11,520

1,440,000

Backup Systems (Tape Drive)

6,720

840,000

Document Archiving System (Records Management) 9,600

1,200,000

91,200

11,400,000

Sub-total - IT

3,014,000

18,084,000 40.00 50.00 10.00 100.0

0

7,233,600 9,042,000 1,808,400 18,084,000

DOCUMENT MANAGEMENT

Software

Document Management Software

32,000

4,000,000.00

Equipment

Fire Suppression System

80,000

10,000,000.00

80,000

10,000,000.00

Document Storage

Storage Boxes

800

100,000.00

File Jackets

3,000

375,000.00

File Labels

1,200

150,000.00

5,000

625,000.00

Offsite Storage

Desk

3,616

452,000.00

Chairs

2,170

271,200.00

5,786

723,200.00

Sub-total - Document Management

2,558,033

15,348,200 40.00 50.00 10.00 100.0

0

6,139,280 7,674,100 1,534,820 15,348,200

FURNITURE AND FIXTURES

Desks (Replacement)

8,000

1,000,000

Executive chairs (Replacement)

4,800

600,000

Sub-total

266,667

1,600,000 40.00 50.00 10.00 100.0

0

640,000 800,000 160,000 1,600,000

Vehicles

Delivery vehicle

28,000

3,500,000

DDG Electricity

64,000

8,000,000

Less provision made in 2015-2016 budget

(56,000)

(7,000,000)

750,000

4,500,000 40.00 50.00 10.00

100.00

1,800,000 2,250,000 450,000 4,500,000

Cost of capital additions: -

6,588,700

Total 39,532,200 40.00 50.00 10.00 100.0

0

15,812,880 19,766,100 3,953,220 39,532,200

6. CONCLUSION

6.1. The leadership team at the OUR continues to fulfil on its commitment to ensure that the highest

standards are maintained in all areas by pursuing the strategic realignment of its operations, and

prudent management generally, to realise a positive outcomes. During the year, the OUR achieved a

huge milestone by being recommended for the International Organisation for Standardisation ISO

9001:2008 Quality Management System (QMS) certification. This certification allows the OUR to

benchmark its operations against global standards.

6.2. During fiscal year 2015/2016, the organization sought to improve its approach to regulating the sectors by

identifying critical success factors and indicators. Steps were made to collect baseline data and set

targets against the indicators where possible.

6.3. For the next four years, the organization’s work plan will be driven by sector-specific goals and objectives

as well as Internal Support goals.

6.4. Among the more critical assumptions underlying the plan are:

• staff (existing and to be recruited) will be operating at optimal output throughout the period of the plan;

• exiting vacancies will be filled professional operating at the required levels;

• staff turnover will be kept to a minimum. This is critical given the elongated learning curve that obtains

for regulatory professionals;

• that even in the absence of devolution, the OUR will be afforded the liberty to reclassify job functions

which will enable the OUR to retain its present staff complement or attract equivalent replacements

where there are losses;

• the resource needs identified in the budget will be approved and met;

• there will not be significant fall-out or delay in the payment of regulatory fees;

• policy, legislative and regulatory changes (legal, institutional and operational) already enacted or well

under way will not prove to be disruptive to the regulatory environment as to hamper the efficient

performance of tasks;

• the regulatory environment will not become more litigious than in the past year;

• where necessary the OUR will be able to outsource;

• such emergencies as arise will not be beyond the Office’s ability to meet and/or to outsource; and the

enforcement powers of the OUR will receive the necessary enhancement and support.

6.5. It is accepted that the programme will be subject to such modifications as may be required given the

dynamics of the regulatory environment for each sector.

6.6. Evident throughout work programme is the emphasis placed on measuring and monitoring the

performance of the regulated sectors with a view of better understanding the environment and

therefore making it possible to facilitate the improvement of the sectors and ultimately to improve

customer and service provider satisfaction.

7. Appendices

Appendix I: OUR Organisation Chart 2015/2016

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