NES2 Abridged Version

With the support of the Commonwealth Secretariat, Jamaica has embarked on Phase II of the National Export Strategy for the period 2015-2019. Encompassing targeted strategic interven-tions in key sectors, the National Export Strategy has assumed a critical role in Jamaica’s growth and development though its alignment to existing initiatives such as Vision 2030, and its objective to increase the export sector’s direct contribution to GDP.

www.tradeandinvestjamaica.org/nes

June 2015

THE T

RADE BOARD LTD.

table of contents

Messages 4 Prime Minister’s Message Minister of Industry, Investment & Commerce’s Message JAMPRO President’s Message Jamaica Exporters’ Association Message The Commonwealth Secretariat’s Message

Vision Statements 6 Over-arching Vision Vision for NES priority Sectors Vision for NES Cross Cutting Areas Overview Goals

Priority Sectors 10 Agro-Processing Film & Animation Information Technology Enabled Services (ITES) Light Manufacturing Mining

Cross Cutting Areas 46 Export Financing Logistics Market Access Standards & Quality Capacity Building

Other Considerations 75 Branding Sustainability

Glossary 76

4 JAMAICA’S NATIONAL EXPORT STRATEGY

Messages

The NES is a necessary, decisive step towards the development of local industries, which will help to advance Jamaica’s economic growth. We are working to ensure that the future of our country is defined by a thriving export sector creating an environment for the sustainable development of all our people.

Most Hon. Portia Simpson MillerPrime Minister of Jamaica

The goal of sustained economic growth in Jamaica must be underpinned by a concerted effort to improve the competitiveness of our bourgeoning and established industries. Through the NES, the private and public sector have the opportunity to support the implementation of this next phase of the National Export Strategy so that Jamaica can realise its export growth.

Hon. G. Anthony HyltonMinister of Industry, Investment & Commerce

5JAMAICA’S NATIONAL EXPORT STRATEGY

Messages

JAMPRO strongly believes that the National Export Strategy is crucial to developing a market-driven and globally competitive export sector, and has worked hard to ensure that the Strategy reflects the input and concerns of the stakeholders it has been designed to benefit – the importance of which cannot be overstated.

The Jamaica Exporters’ Association is pleased to have been involved in the development of the new National Export Strategy. It is only through a focused, sustained push that Jamaica will experi-ence the kind of growth in exports it so badly needs. Well supported, this strategy will be a great starting point.

Ever since the commencement of Jamaica’s regional and international economic activities with trading in sugar and other staples, export has brought oppor-tunity and development. Today, it supports jobs and businesses in every community in the island. For Jamaica’s development and sustainability, we must look for new ways to increase export around the world. We know the benefits trade can bring. It is up to us to seize the opportunity that is provided through the National Export Strategy.

Diane EdwardsPresident, JAMPRO

Marjory Kennedy

Victor J.N. Cummings

President, Jamaica Exporters’ Assoc.

Trade Commissioner


“Jamaica, a leading per capita export country known for its commitment to creativity, innovation and exceptional quality.”

Vision for the National Export Strategy 2015-2020


Vision for the

A dynamic, vibrant, market-led sector making high value-added, world-class products… using appropriate technologies and environmentally sustainable processes, linked to other sectors, with motivated, produc-tive employees, within an enabling business and regulatory environment

A world-leading minerals sector, efficiently leveraging all endowments and capabilities to deliver sustained economic viability based on value-added products, disciplined and responsible environmental steward-ship, and enlightened commu-nity engagement, reinforced by an overriding commitment to health and safety

A flexible, robust and internation-ally competitive light manufacturing sector defined by market intelligence and technological innovation, and bolstered by strategically leveraging Jamaica’s comparative advantages to increase productivity and to foster greater export orientation in the manufacturing sector overall.

Jamaica’s Creative Industries as a major contributor to sustainable economic development; with respect for our intellectual property from which we optimise financial benefits globally

A globally competitive ITES sector that is widely accessible and makes the greatest possible contribution to the social and economic development of Jamaica

Agro-processing & Agro Business

Mining

Light Manufacturing

Film and Animation

Information Technology Enabled Services (ITES)

PRIORITYSECTORS


To build robust financial services to adequately support the develop-ment of a competitive export-driven economy

Delivering consistently high quality goods and services, improving competitiveness in regional and global markets.

To ensure that exporters become more competitive by maximising and exploiting the opportunities created by existing trade regimes and agreements and to become more market-focused through increased access to sound market intelligence.

Developing high quality human resources through capacity building in order to drive export competitiveness

Creating a Logistics-centred economy for greater trade competitiveness

Export Financing

Standards &Quality

Market Access and Trade Information

Capacity Building

Logistics

CROSS-CUTTING AREAS

Vision for the


Overview of

The Goals of

The Vision of the National Export Strategy 2015-2020 is completely consistent with the overall Vision 2030 Jamaica vision – “Jamaica, the place of choice to live, work, raise families and do business”.Furthermore, the vision was reviewed by stakeholders at the Validation Workshop and received full consensus in moving forward with the National Export Strategy 2015-2020.

The main purpose of the NES is to implement initiatives that would accelerate export growth, create jobs and increase revenues. In this vein, the NES seeks to achieve its overarching goal of “improving Jamaica’s export performance by advancing the competitiveness of firms and sectors, while enhancing the business and trade environ-ment”.

The National Export Strategy (NES) was designed as a practical roadmap for Jamaica to achieve increased levels of economic development by focusing its limited but valuable resources on developing export capacity in those priority sectors for which Jamaica has the greatest potential for export development.

The specific goals and expected targets from effective delivery of the National Export Strategy 2015-2020 are as follows:

THE NATIONAL EXPORT STRATEGY 2015-2020

THE NATIONAL EXPORT STRATEGY 2015-2020

Attract more foreign direct investment in

non-traditional sectors and high-value activities

Grow exports within identified priority sectors

Increase penetration of existing markets

Exports to be an alleviator of poverty through high-value

job creation

Build the international competitiveness

of Jamaica

Build a stronger economy through a

robust export sector

To move the economy up the value chain

through higher value-generating export activities

Gain access to new markets

Grow non-traditional

exports

10 JAMAICA’S NATIONAL EXPORT STRATEGY PRIORITYSECTOR

Priority Sectors

ACTION PLAN

11JAMAICA’S NATIONAL EXPORT STRATEGYPRIORITYSECTOR

Agro- Processing

To grow the agro-processing / agro-business sector by an

annual average of 12% for each year between 2015 and 2019

To reach total output value of US $560 in 2019

To create 8,000 more jobs in the sector by 2019


Strategies1. To move away from traditional and domestic focus only and

to cultivate a greater export and market focus for Agro-pro-cessing and agro business suppliers through training and market intelligence

2. To improve the communication systems within the sector through effective use of information technology

3. To develop strong partnerships with support services eg. Bureau of Standards, Scientific Research Council, RADA, Ministry of Agriculture, to improve the level of efficiency and standards in the sector

4. To improve branding and positioning of Jamaican Agro-pro-cessing products

5. To effectively use the agro-parks to drive export growth of the agro-processing sector

Agro-Processing


ACTIVITIES LEAD RESPONSIBLE AGENCY / TIME

1. To provide market and export intelligence on a timely basis to suppliers using an effective distribution method (text messages, social media, etc.). Information on market intelli-gence needs to be arranged by products.

JAMPRO

Early 2016

2. To pool and streamline contact databases available to RADA and other agencies such as JEA, JMA, JAS, JAMPRO, etc. to create a single database system that is available on an online / intranet platform that is accessible to all key support agencies to facilitate the supply of services.

Collaboration among RADA, JEA, JMA, JAS and JAMPRO

2016 and on-going

3. a. To utilize a single database system for distributing market intelligence to end users in the sector.

b. To partner with an appropriate service provider to disseminate information (e.g. market intelligence, export-related data, events broadcast, etc.) in an affordable and timely manner, e.g. such as SMS text.

JAMPRO

3rd Quarter 2016

4. Educate suppliers, through an appropriate training programme, on the social and economic benefits of exporting. Demon-strate the opportunities that exist outside of Jamaica for business growth. (Seminar / Workshop format)

RADA

2016

InitiativesAgro-Processing



5. Review, revamp and update RADA website and Provide pertinent training and export information on the RADA website

RADA / Consultant

Mid 2016

6. Target the extended family of farmers with training and capacity building (e.g. impor-tance of export, the export process, business management, accounting, ecommerce and online marketing.). Classes can take place at schools in targeted areas.

RADA with support from Ministry of Education and

local schools

Early 2017

7. Expand (quantity) and further develop (type of services provided) the extension officer system at RADA. Extension officers to provide “door-to-door” services including information sharing on key marketing trends and other training and education services.

RADA with support from JAS

End 2017

8. Review and revamp the existing monitoring and evaluation system of extension officers at RADA

RADA

End 2017

9. To make becoming export ready more easily accessible/ less bureaucratic. Review process and fill gaps and improve any ineffi-ciencies

JAMPRO, JEA

2017




10. To review the possibility of re-establishing the Agriculture Marketing Corporation (AMC) and reinstate export brokers.

RADA, JAS with support from JAMPRO

2017

11. Enhance and promote the JBOS system to facilitate collaboration among suppliers along the value chain

JAMPRO

END 2016

12. For the key markets and priority products, prepare a compendium of standards and market requirements and make available to all exporters

BSJEnd 2016

13. Ensure that local standards for priority products are in line with international best practice so that exporters are compliant at the source, e.g. organic and fair trade certi-fication.

BSJ with support from RADA

2017

14. Educate farmers and agro-processing suppliers on the importance and benefits of fairtrade and organic farming and products. Consider incentives.

RADA / CEATA

END 2017

15. Explore the possibility and feasibility of crop zoning / crop clusters to improve synergies and efficiencies and eliminate the issue of too many farms with small acreage scattered across the country.

RADA

2017




16. To develop mechanisms to encourage greater collaboration and cooperation among suppliers along the value chain

RADA, JAS with support from JEA, JMA and JAMPRO

MID 2017

17. Encourage and incentivise suppliers to adopt new technologies in keeping with interna-tional standards to improve efficiency and create greater scale economies

RADA, MIIC, MOF

END 2017

18. Revamp the Venture Capital Fund for the purchase of machinery for the sector. Machinery to stand as capital.

MIIC / MOF

END 2017

19. Partner and negotiate with and incentivise appropriate suppliers of critical machinery for the sector (such as irrigation equipment) to supply machinery at preferable rates.

MIIC / JAMPRO

END 2017

20. 20. Key suppliers for the sector eligible to set up within the Special Economic Zones to make supplies more affordable to the sector

MIIC / JAMPRO

END 2017

21. Ensure that local products bear a consistent and standardised “Made in Jamaica” or similar mark to ensure the authenticity of products originating from Jamaica. Bearing the mark MUST be an export requirement. BSJ has a system in place that should be explored for broader coverage.

BSJ with support from JIPO

End 2016




22. Develop and implement organic and fair trade certification for produce originating from Jamaica

BSJ with support from JAS and RADA

MID 2017

23. Position and promote Jamaican Agro-pro-cessing and Agro business products as organic and fair trade certified to justify higher prices and access relevant niche markets

JAMPRO

END 2017

24. Develop a policy framework to deal with pest control

MOA

MID 2016

25. Use at least 3 agro-parks to support and promote organic farming

MOA

END 2017

26. Provide farmers with virgin land for agricul-ture while existing cultivated land is lying fallow

MWLECC

END 2017

27. Train farmers to monitor fertilisation and chemical levels on farms in order to stay within the requirements of organic farming

RADA

END 2017

28. Use agro-parks to supply extension services to farmers on small acreage

MOA with support from RADA

END 2017


Film and Animation

To get the film and animation sector completely formalised and organised in terms of structure of each sub-segment, number of firms/individuals in operation in the sector, output (value and volume) generated by the sector

To grow animation exports by 15% for each year between 2015 and 2019 with focus on attracting more animation outsourcing investments and developing higher value outputs

To grow film exports by 15% for each year between 2015 and 2019


Strategies1. To recognise, strengthen and further develop

the film and animation sector for growth, production and increased revenues.

2. Develop the technical skills needed to move the film and animation industry to higher levels of the value chain

3. Strengthen the support organisations in the film and animation industry including the Film Commission, Jamaica Animation Nation Network, The Jamaica Film Producers Associa-tion and the National Film Association

4. To develop tools to promote the film and animation industry

Film and Animation



1. Government to identify film and animation as a key sector for economic development through its inclusion in the to-be-developed Creative Industry Policy and Masterplan.

OPM, MIIC, JAMPRO, JEA, TBL, MYC

END 2016

2. Carry out a baseline study and needs assess-ment on the film industry and the animation industry to measure size, structure and to identify key skills gaps

JAMPRO

Mid 2016

3. Create an inventory/database of film and animation resources along the value chain

JAMPRO

End 2015

4. Encourage, promote and incentivise the development of a mix/cluster of skills and services to support the various segments in the animation sector to ensure long-term viability, particularly as it relates to outsourcing services and revenue genera-tion. Focus on feature films alone will not generate the required revenues to advance the sector. Also see to 11.c below.

MIIC, MOE, HEART, JANN

End 2017

5. Enhance the current investment promotion initiatives in the animation and film sector.

JAMPRO

End 2018

InitiativesFilm and Animation




6. Attract, encourage and incentivise foreign animation outsourcing companies to set up in the designated technology park.

JAMPRO

End 2018

7. Develop and promote incentives for the sector such as, the removal of taxes (import and GCT) on computers and similar devices and all equipment in general that are needed for the sector

MIIC / MFAFT

End 2017

8. Animators and film makers to be made fully aware of and educated on the respective Co-Production Agreements already signed by GoJ.

JAMPRO

Mid 2016

9. Fully implement and optimally utilise the co-production agreements for maximum benefits to animators and film producers

MIIC / MFAFT

End 2017

10. Carry out a study to determine the potential, viability and relevance of the non-entertain-ment animation segment

JAMPRO

Mid 2016



11. Develop and deliver capacity building initia-tives to enhance skills in key areas of need, such as script development, sound design, editing, screen writing, etc.

See specific actions below:

OPM, MIIC, JAMPRO, JEA, TBL, MYC

End 2016

a. Develop a mentorship programme in script writing for 5 selected persons in the film industry per year

JAMPRO

Mid 2016

b. Deliver annual international workshops facil-itated by top script writers, editors, etc. to allow information sharing, networking and learning in film and animation

JAMPRO

2016

c. Establish a mix of professional and accred-ited courses in high value film and anima-tion areas. Courses to be held at the Carib-bean Institute of Media and Communication (CARIMAC) and the Edna Manley College of Visual and Performing Arts (EMCVPA). Courses to be agreed on through partnership with stakeholders in the sector, based on the needs assessment carried out above.

MOE

Sep 2017




d. Identify, encourage and promote film and animation apprenticeship programmes both nationally and globally to focus on key areas of need such as script writing, production, etc.

JAMPRO

Early 2016

e. Continue the implementation of the ‘Youth Employment in Digital and Animation Indus-tries’

MSTEM & MOE (with HEART support)

2019

f. Carry out training on the Fiscal Incentive Regimes so that players in the sector can fully take advantage of an benefit from established incentives.

JAMPRO

Dec 2016

12. Develop mechanisms to formalise the sector, such as offering incentives (such as refer-enced at 12, below) and benefits for regis-tering with support organisations.

MIIC

Mid 2016

13. Reinstate, re-organise and capacitate the National Film Association

JAMPRO

END 2015




14. Assist the National Film Association to define a corporate plan/ strategic plan to develop their organisation, coordinate and serve their members.

Assistance to be provided to review and strengthen JANN’s strategic plan if needed.

JAMPRO

15. Carry out an analysis of the type of niches that Jamaica needs to focus on based on current market demand for both film and animation

JAMPRO / Consultant

Sep 2016

16. Carry out a distribution analysis per market to determine what content should be sold to which screens and filmmakers, both regionally and internationally. (See attached detailed Scope of Works for this exercise overleaf).

JAMPRO / Consultant

March 2017

17. Develop samples/teasers/ trailers/shorts (10 films and 10 animation pieces) of varying genres (e.g. comedy, reality, documentary, musical, etc.) to showcase the cadre of talent that Jamaica has in film and animation design and development.

MIIC

Mid to End 2017




18. Develop a cohesive and focused Internet marketing and distribution campaign to target the online Independent film markets and the Diaspora – to include social media, Pay-per-click advertising campaigns, website, search engine optimisation (SEO).

JAMPRO / Consultant

End 2017

19. To educate players in the sector on crowd-funding opportunities and how it works

JAMPRO

June 2017

20. Identify and participate in 3 film festivals per year as a key promotional and marketing tool to cover the main markets – (Sundance/Tribeca) USA, (Toronto Film Festival) Canada, (Cannes/Berlin Film Festival) Europe or any other festivals of relevance. Sponsor at least 1 representative from each segment to represent the sector (preferably from the sector associations).

JAMPRO – Film Commission

Start 2017




ITES to grow by 15% per annum with focus on the higher value added areas such as KPOs

ITES to add 18,000 new jobs by the end of 2019


Strategies1. Nurture a culture of innovation and human capital develop-

ment to support the competitiveness and growth of high value ITES services

2. Create an enabling environment for growth in the ITES sector

3. Incentivize establishment of ITES suppliers in Jamaica

4. Secure market access for Jamaican ITES

5. Develop sound infrastructure to support the growth of the ITES sector




1. Develop and support existing ITES related programmes and develop a mechanism to identify which programmes are necessary and what they should focus on. It is important to have market driven programmes.

To take on the form of seminars and workshops. Three workshops per annum.

MOE, Heart

2017

2. Develop a National policy to establish Spanish as a second language to support trade with Latin America. Possibly a bilat-eral agreement for foreign language training in relevant countries such as Venezuela, Columbia, Cuba. The language barrier is a major impediment to trade, particularly for the ITES sector.

MOE

Sep 2018

3. Develop scholarship program for training in knowledge process outsourcing based on services for which there is a high inter-national demand, e.g. Big Data analytics, machine learning applications, software development. There are 1-year programmes in these areas.

MOE

April 2016

4. HEART and other universities to expand curriculum to offer additional internation-ally accredited courses that will give poten-tial investors the comfort and consistency in their recruitment strategy.

HEART

InitiativesInformation Technology Enabled Services (ITES)



5. Provide training programmes for high-level KPO, ITO and BPO skills at a technical and management level. E.g. finance and accounting, legal outsourcing, software development and Big Data Analytics.

MOE

Early 2017

6. Promote the development of finishing schools to supply high-quality graduates in specialised outsourcing areas. This would be akin to the Workforce Colleges concepts being implemented by HEART across the island. In addition, HEART and finishing schools should be allowed to fully utilise the apprenticeship method to provide hands-on training in GoJ as well as private sector outsourcing and call centre operations.

MOE

Mid 2016

7. Develop local capacity to provide training in use of software and technologies required by BPOs, ITOs and KPOs

MOE

Sep 2016

8. Encourage and support the development of education in high-end technology for application by sector (Big Data Analytics, machine learning/robotics)

MOE

Sep 2016

9. Develop local capacity to deliver enabling products (e.g. software) in order to supply required input to ITES industry

MOE

Sep 2016




10. Review and revamp ITES related regulations and policies and sensitise the sector to the implications of these policies and regulations once they are established.

• The Cyber Crimes Act (now being reviewed)• Proceeds of Crime Act• Commercial contract law as it relates to

Non Equity Modes that affect services outsourcing relationships with transnational corporations

• Data Protection law (see http://tinyurl.com/Vision-2030-ICT for ICT sector plan)

• Taxation laws – amended to reflect: the need for Tax credits e.g. in relation to marketing expenses incurred by industry players as they seek to promote services; provision of tax breaks

• Intellectual Property Protection laws

MOJ/ Consultancy

Mid 2017

11. The continuation of benefits from the Export Freezone Act to the Special Economic Zone Act is integral to the maintenance of the current levels of outsourcing in Jamaica. Careful consideration must be given in the policy on grandfathering of freezone benefits and the transition of single-entity freezones. This will help to ensure that the ITES sector is seamlessly integrated into the wider Logistics Hub Initiative, aspects of which are pegged on telecommunications infrastructure.

MIIC

End 2017




12. Draft best practice policies and regulations reflective of those in high end supplier markets (e.g. Singapore) suited to Jamaican needs/conditions (including legislation that addresses data protection and security breaches)

MOJ

Mid 2016 – Mid 2017

13. Provide readily available sources of ITES industry information and trends. One stop point of reference.

JAMPRO

End 2015

14. Develop quality infrastructure through licensing and certification programs for ITES providers

MSTEM/MIIC

End 2016

15. Inclusion of outsourcing activities under the Income Tax Relief (ITR) Act (2013) as large projects (based on job count) or as pioneering industries (particularly for KPO and ITO) to incentivise investments.

MIIC

End 2017

16. Nudge Small and medium enterprise operators to enter the Knowledge process Outsourcing market through the creation of:

i. Incubator facilities that provide support servicesii. Provision of research driven information on marketsiii. Stage biennial expo for ITES sector

MIIC/JAMPRO with support from

Private Sector

2016




17. Research opportunities and create a network of local and overseas investors in ITES e.g. BPO, Knowledge process outsourcing (KPO)

JAMPRO

2016

18. Increase exposure of industry players through participation in conferences, membership in umbrella organizations

JAMPRO

2016

19. Create industry-driven Quality assur-ance programme (standard, certification, licensing, etc.) that is integrated with a government-led system of registration

BSJ and JAMPRO

2016

20. Build the capacity of businesses in the ITES sector to access global value chains and negotiate non equity modes (NEM) contracts

MOJ / Consultancy

Mid-2017

21. Continue the development of the Naggo Head Technology Park along planned lines and ensure that the remaining acreage can leased for further development by other investors.

MIIC / FCJ

Immediately

22. Build incubator space for the Naggo Head Technology Park as this falls outside the responsibility of the private sector.

FCJ

2019



Light Manufacturing

To grow the light manufacturing export sector

by 25%

To reach export levels of US $25 million by 2019


Strategies1. (a) To develop a cadre of exporters in the manufacturing sector

that are globally focused rather than US focused by exposing them to new potentially profitable markets and by providing relevant technical and capacity –building, and networking support to help them make practical steps to infiltrate and/or growing exports to markets outside of the USA.

(b) To expose manufacturers at all levels to information to make their operations export-ready.

2. Help manufacturers to become more export-ready / enhance current export activities

3. To help manufacturers shift from high levels of foreign inputs to high levels of local content (where feasible)

4. Manufacturers to adopt more modern and energy-efficient technol-ogies and practices to increase productivity and reduce cost

5. Improve the levels of standards and quality of manufactured goods

Light Manufacturing



1. Pool and regularly disseminate information about export opportunities, trends, and technical and financial support, especially to those in their early stages of export develop-ment. Information to be presented in easy to understand language, using readily acces-sible hard and digital formats

JAMPRO and JMA

Early 2016

2. Develop outreach activities to reach formal and informal manufacturers/producers to stimulate a change of mindset about partic-ipating in export markets. (Go to the people rather than assume that they will come).

JAMPRO and JMA

Mid 2016

3. Review and audit websites that will form part of the “single export window” and identify weaknesses in customer orienta-tion. Improve content, layout and structure. Promote the updated websites.

TBL to initiate with support from JAMPRO,

JMA and JEA

End 2016

4. Use effective channels, including social media, radio, television and print, and various other networks and sector organisations to promote and disseminate export informa-tion.

JAMPRO and JMA

Mid 2016

5. Develop a feedback or follow up mechanism to facilitate queries or questions related to export information - to see how well manufacturers’ information and technical support needs are being met and tweak as needed.

JAMPRO

Mid 2016



6. Develop a feedback or follow up mechanism to facilitate queries or questions related to export information - to see how well manufacturers’ information and technical support needs are being met and tweak as needed.

JAMPRO and JMA

Early 2016

7. Develop and promote success stories specific to the manufacturing sector (using appro-priate content) to encourage non-exporters to start exporting and current exporters to expand into new markets and seize new export opportunities

JAMPRO and JMA

Early 2018

8. Target 50 MSMEs who are currently not exporting but who are willing to explore the possibilities of seizing export opportunities. Develop a “hand-holding” process to help them with exporting – from registration to market penetration and until they are comfortable in doing it alone.

JAMPRO

Late 2016

9. Expand the mentorship programme of Export Max to target the 50 MSMEs mentioned above

JAMPRO

Early 2017

InitiativesLight Manufacturing



10. Develop export kits for MSMEs. Kits to include:

a. Registration information / formsb. Information on export processc. Market informationd. Brochurese. Key contact details of support persons/agenciesf. Workbooks / training manualsg. Other suitable export materials

JAMPRO & JEA

Early 2017

11. Develop a B2B service on a suitable platform to helps suppliers and producers find each other and do business. Consider improving and reinstating and promoting JBOS

JAMPRO / JMA

Mid 2016

12. Develop a sensitisation / awareness programme and advisory service that encourages manufacturers to increase local content in their inputs

MIIC

Mid 2016

13. Develop incentives to encourage use of local raw materials

MIIC

End 2017

14. Develop a sensitisation programme on ways to cut energy costs and adopt environmen-tally-friendly best practice

MIIC and MWLECC

End 2017




15. Encourage and incentivise international producers of key manufacturing inputs to set up in the SEZs to create easy access to cheaper technological inputs, e.g. producers of energy efficient industrial air-conditioners or solar panels, etc. Any input that could be utilised to reduce long term energy costs or significantly increase productivity.

MIIC

Mid – End 2018

16. Encourage and incentivise manufacturers to adopt greater environmental and green practices to preserve and conserve the natural resources on which the sector so heavily relies – e.g. wood for production of furniture or paper. Incentives to include:

a. Financial support for environmental certifi-cation

b. Tax breaks / concessions on the purchase of environmentally friendly products and machinery such as solar panels

c. Tax breaks for companies setting up recycling or related production

MIIC and MWLECC

Early 2018

17. Encourage and incentivise the sector to get more involved in recycling practices to conserve resources. For example paper manufacturers could use recycled paper as a raw material instead of trees. They could either vertically integrate backward with a paper recycling company or do the recycling themselves.

MIIC and MWLECC

Early 2018




18. Encourage and incentivise suppliers to adopt new technologies in keeping with interna-tional standards to improve efficiency and create greater scale economies

MIIC with support from JMA and JEA

End 2017

19. Revamp the Venture Capital Fund for the purchase of machinery for the sector. Machinery to stand as capital.

MIIC / MOF

End 2017

20. Develop grants and low interest loans to encourage manufacturers to purchase and implement low-energy efficiency inputs.

MIIC / MOF – to be funded by DBJ

End 2017

21. For the key markets and priority products, prepare a compendium of standards and market requirements and make available to all exporters

BSJEnd 2016

22. Ensure that local standards for priority products are in line with international best practice so that exporters are compliant at the source.

BSJ

End 2016

23. Improve the enforcement and monitoring of standards at origin.

BSJ

Early 2017



Mining

To grow the non-traditional mining sector

by an annual average growth rate of 7% between 2015 and 2019 to reach output

value of US $220 million.


Strategies1. Create change in thinking regarding the opportunities in the mining

sector and improve the image of the sector

2. Revise the laws and policies governing the sector to ensure they are more effective and are being enforced to deter illegal activities

3. Improve the quality and efficiency of the sector through appropriate systems

4. Build a more robust and competitive sector by providing capacity building

5. Ensure more formally trained individuals are in the sector

6. Achieve a more efficient operation of the Quarry Zoning process

7. Improve product development and product diversification through stronger market focus

8. Improve the logistics from the sector

9. Improve the sectors contribution to the nation’s social and environmental wellbeing

Mining



1. Educate the public, at different levels about the sector and career and economic oppor-tunities available in mining.

Education could take place in the formal system from the secondary through to tertiary level, as well as through town hall meetings.

MOESep 2017

2. Implement Public Relations Programme to highlight economic value and opportunities of the sector

MSTEM

End 2017

3. Establish team to review laws and make recommendations.

System should be established to support self-regulation by the industry players

Legal law-abiding operators should work closely with the law enforcers to assist in ridding the system of illegal activities.

MOJ with support from MSTEM

End 2017

4. Ensure that policies and plans are devel-oped and geared towards long-term mineral resource management and land use manage-ment, e.g. sequential land-use and the prevention of reserve sterilisation.

MSTEM

Mid 2018

InitiativesMining


InitiativesMining


5. Beef up the entry requirements by requiring the provision of sound business plans on application for license

Implement system to ensure the provision of annual audited accounts.

MGD

End 2016

6. Improve the monitoring and enforcement of minerals regulations

MSTEM / MGD

End 2017

7. Identify and target MSME in the non-me-tallic minerals segment of the mining sector and provide technical and financial support through training and mentoring.

MGD

Mid 2017

8. Amend standards to ensure re-investment into the business by operators

MGD

Mid 2017

9. Help the non-metallic segment to become more organised through the development of an appropriate support body such as a Limestone Association

MGD

Mid 2017

10. Commission the HEART Institute to develop a training certification programme for the industry

HEART with support fromMGD

End 2017



11. Carry out a needs assessment in the mining sector to determine what skills gaps need to be filled.

MGD

End 2017

12. Develop suitable courses at the tertiary level institutions to cover courses recommended coming out of the skills gap assessment. Especially encounrage women to take up the programmes to increase the percentage of female employees in the sector.

MOE with support from MGD

June 2018

13. Review and if necessary revise zones MGD

Mid 2017

14. Closer monitoring of activities within zones by operators through the development of a more robust monitoring system

MGD

Mid 2017

15. Ensure stricter policing to prevent the steril-isation of mineral reserves earmarked for future productive use

MGD

Mid 2018

16. Establish closer collaboration between the Mines and Geology Division and the Scien-tific Research Council to provide greater support, particularly in the areas of product development and the provision of informa-tion on markets and market opportunities

MGD, SRC with support from JAMPRO

Early 2018

InitiativesMining



17. Provide incentives to firms willing to expand into new product areas based on sound market intelligence and business planning

MIIC with support from MGD

Mid 2017

18. Encourage, support and incentivise mineral exploration and exploitation in the non-me-tallic segment

MSTEM and MIIC

End 2017

19. Improve the bulk-handling port and loading facilities to accommodate non-metallic minerals exports

MIIC with support from MSTEM / MGD

Mid 2018

20. Encourage and incentivise mining firms to improve their contribution to Corporate Social Responsibility such as awards, etc.

MSTEM

End 2017

21. Further incentivise (reward and police) mining firms to take a more stringent approach to rehabilitation of mined-out lands

MSTEM

Mid 2018

InitiativesMining


Cross Cutting Areas

ACTION PLAN

47JAMAICA’S NATIONAL EXPORT STRATEGYCROSS CUTTINGAREAS

Export Financing

48 JAMAICA’S NATIONAL EXPORT STRATEGY CROSS CUTTINGAREAS

Strategies1. To move away from the traditional form of lending (Facilitate the

ease of doing business by encouraging more flexibility in offering loans and other financial services)

2. Develop / strengthen export financing programmes and facilitate the access to these programmes

3. Create a more flexible financial services sector

4. Build capacity among MSMEs in getting greater access to financing

5. Attract export-focused investments and funding (local and foreign)

Export Financing



1. Expand the Financial Guarantee System being implemented by the DBJ to include MSMEs – Government (Ministry of Finance, Central Bank, DBJ) to partner with MSMEs to come up with solutions, e.g. Provide guarantee to a percentage of loans being requested by MSME through all financial institutions

MOF, DBJ, JBDC, EXIM, JBA

End 2016

2. To create awareness of incentives and loans available to assist the productive sector such as the DBJ Voucher Programme that many MSMEs are not aware of. DBJ to launch an integrated communication campaign about their loans & products in September 2015)

DBJ, JBDC, JEA, JMA, JCC, MIIC

End 2015

3. Government to provide appropriate incen-tives to the financial services sector to encourage a more open approach to financing, especially to MSME s. These could include for example, the loan guarantee system (as in 1 above); implementation of regulations ‘forcing’ banks to take desired actions; a Funding for Lending Scheme (government funding for every dollar lent to small businesses (a required ratio to be devel-oped e.g. $5 of funding for every $1 loaned – this system has been recently adopted by the UK government).

MOF

End 2016

InitiativesExport Financing



4. Investigate (with a view to implementation) the possibility of passing legislation to allow Intellectual Property to be used as collateral across the financial services sector and not just EXIM Bank (a growing trend in the finan-cial services sector)

MOF, JIPO, DBJ, EXIM

Mid 2018

5. Review and assess the impact of existing incentives and financing programmes with a view to improving the effectiveness, efficiency and reach of these programmes and to bridging gaps identified. Some aspects of the review have already been undertaken through the Omnibus Tax Incentives Act and the SEZ Policy being developed and a review planned by the DBJ. The review will be complimentary to these initiatives. A focus on exporters and SMEs is recommended.

MIIC / MOF, DBJ, JBDC, EXIM, JBA

June 2017

6. Create greater awareness of export financing programmes through an appropriate aware-ness and education campaign

MIIC, MoFP, DBJ, JBDC, EXIM, JBA, JEA and JMA

Dec 2018

7. Create specialized financial programmes to target persons/entities with difficulties in accessing traditional financing, particularly MSMEs and entrepreneurs over 60

MOF with support from JBDC, DBJ, EXIM, JBA

Mid 2017




8. Promote customer financing – develop relationship with customer to fund produc-tion. Customers to pay in advance before production is complete, e.g. Grace Kennedy provides financing to farmers for the purchase of seeds for growing the final products they will eventually supply to Grace.

PSOJ

Mid 2017

9. Get buy-in from MIIC/MOF/Central Bank to create progressive policies/regulations for the financial services sector

MOF

End 2017

10. To develop non-fiscal incentives to support the adoption of new regulations and programmes being developed

MOF, BOJ

March 2018

11. To expand and optimise support/capacity building to MSMEs (e.g. Export Max) to assist them to become more qualified to access financing, e.g. Business planning, record keeping, research and development, product development, business operations, standards and quality, etc. through training programmes, seminars, workshops, etc.

JBDC with support from JAMPRO / JEA / JMA

Mid 2016

12. Identify a pool of investors and make them known to businesses

JAMPRO

Mid 2017




13. Developing opportunities for investors and suppliers to enter into negotiations – such as speed networking events at least twice per year

JAMPRO

September 2017 (first event to start)

14. Develop a cluster funding system through cooperatives to make venture capital more attractive to investors

DBJ, JAMPRO

Mid 2017

15. Educate suppliers to the benefits of approaching investors as a cooperative

JAMPRO, JBDC

Mid 2017

16. Create innovative avenues for exporters to present their business proposals to inves-tors – a programme similar to Shark Tank – to create an excitement around the idea of venture capital (E.g. The Innovators - Yanique Page)

JAMPRO, JBDC, DBJ

Mid 2018

17. Expand, optimise and further promote the www.findMSMEfinancing.com.jm website managed by the DBJ

DBJ, JAMPRO, JBDC, EXIM, BOJ, PSOJ, JEA

June 2016



Logistics


Strategies1. Increase Air Capacity- balance volume with space available.

2. Provision of Cold Storage at export points.

3. Reduce Air Freight Costs.

4. Improve the quality and efficiency of transportation networks from source to warehouse to port and beyond

5. Improve the quality and efficiency of shipping routes

Logistics



1. Develop a system to allow Freight Forwarders to consolidate & cooperate. Develop a system for exporters to pool infor-mation so volume needs can be established and provided for within the freight forwarder system.

MIIC, TBL, MTWH, MoAF, MSTEM

End 2016

2. Extend the opening hours, 6 am to midnight or 24 hour (ties in with encouraging trucking during off peak traffic hours). Encourage related services to keep the same hours, so all of the exporters activities and be executed at the same time.

MIIC, MoAF

Mid 2016

3. Implement a system to allow exporters and Freight Forwarders to cooperate in order to consolidate and negotiate for better rates. More volume, better rates. Consolidation out of Montego Bay to be explored as well. An appropriate e-system to be explored to include exporter to exporter, exporter to freight forwarder and freight forwarder to freight forwarder communication and cooperation.

MTWH, MoAF, MSTEM

2016

4. Establish a trans Jamaica trucking service and have it bonded where necessary.

MIIC, MTWH, MoAF

Mid 2018

InitiativesLogistics




5. Fix major road networks, improve road conditions

MTWH

Mid 2019

6. Promote trucking in off peak traffic times by giving Toll concessions on highways. Possibly from 10 a.m - 2 p.m. & 8 p.m. to 6 a.m.

MIIC / MTWH/MoAF

Mid 2016

7. Revisit the ferry service between Kingston, Portmore and Old Harbour during peak commuter times.

MIIC, MTWH, MoAF

Mid 2018

8. Investigate the possibility of a cost effective Rail transport system which would alleviate some of the road congestion.

MIIC / MTWH

End 2017

9. Expand shipping routes to include not just the Eastern Seaboard of the USA but to Canada, the UK & Europe, as well as the Caribbean and South America.

MIIC/MTWH

End 2017

10. Develop Pre-Clearance for Customs for the USA

MIIC / MoFP

Mid 2019



11. Have forms and declarations available online, and exporters to be able to submit them on line.

MIIC / TBL / Customs/ MoAF

Mid 2016

12. Set up a clearing house for information for all exporters, possibly under the NES umbrella.

MIIC/TBL

End 2016

13. Identify software/online solution so exporters can request space for air or sea freight with date /time/ goods information, etc. and a freight forwarder can bid on the job.

MIIC, TBL, MTWH, SAJ,

End 2016

14. Train & Educate Freight Forwarders on all of the rules & requirements for exporting goods of all kinds, including hazardous materials to the different countries.

MIIC / MoFP

Mid 2019

15. Develop order fulfillment centres.TBL

1st quarter 2017

16. Increase policing and control at ports to Reduce shipment contaminants (e.g. fruit flies, contraband, etc.)

MIIC / Customs/MNS

Mid 2016




17. Assess the state of e-commerce readiness of the export players

JAMPRO, MSTEM

Mid 2016

18. Identify the goods to be exported via the Internet

JAMPRO / JEA

Mid 2016

19. Increase the awareness of suppliers of the e-commerce opportunities for their business and provide case studies of companies which have been successful in e-commerce

JAMPRO, MSTEMMid 2016

20. Identify suppliers which could deliver e-com-merce solutions and make their services available to export companies

JEA, MSTEM

Mid 2016

21. Negotiate, as a group, preferred transporta-tion rates with key courier providers such as DHL and Fed Ex

JEA

Mid 2016

22. Assist 20 companies in becoming e-com-merce ready within a one year period

JAMPRO / JEA

Mid-End 2016



Market Access


Strategies1. To make trade agreements more easily understood and accessible

for potential exporters.

2. To build exporters competence and knowledge to enable them to use the trade processes and procedures that are in place.

3. To produce more relevant and up-to-date market intelligence for Jamaican Exporters

4. To effectively deliver market intelligence in an engaging and easily accessible manner

5. To effectively and efficiently use sources and channels of market

intelligence and resources

6. To create more market access and promotional opportunities for exporters

Market Access



1. Trade Agreements to be translated in layman language in a simple, easy-to-read format that can be understood by any person.

Government Inter Agencies; MFAFT, TBL

Presently in imple-mentation stage to be

completed by mid 2015.

2. Create a single-access online portal for all key trade and market documents to all key agencies including customs, Trade Board, MFAFT, JEA, JCC, JMA, cooperatives, rural and remote communities should have access.

TBL

Mid 2017

3. Ensure that there is a point of contact/ sector specialist in each of the relevant agencies to deal with market and trade matters. This could be done electronically.

TBL / JAMPRO / JMA / JEA

Early 2016

4. Encourage Exporters to become members of associations


Ongoing

InitiativesMarket Access



5. Development of Private sector trade services that will assist exporters with the various processes that will facilitate their business.

a. JAMPRO to develop a repository of certified and recommendable experts at both origin and in market.

b. Using training videos to build knowledge about trade facilitation processes and proce-dures. (How to videos).

c. Videos are to be linked to the relevant government agencies (Customs, Trade Board, JAMPRO, MFAFT using social media, YouTube, Facebook, Twitter, Instagram, etc.)

Public and Private Sector Initiative; MIIC and PSOJ

could take the lead

End 2017

6. Recognise the importance and significance of market intelligence in driving the compet-itiveness of Jamaican exporters through:

a. Subscribing to key trade and market journals

JAMPRO, JEA, TBL, JMA

1st quarter 2016

6b. Encourage a mind-set of intelligence-based competitiveness by viewing market intelli-gence as a key source input such as labour and machinery – through an awareness programme geared

JAMPRO, JEA, TBL, JMA

End 201

7. Develop the capability to continuously identify and monitor key trends in the export markets through targeted training and capacity building of key personnel (short courses, conferences and internships over 2 years).

Trade Board / JAMPRO / JMA / JEA

Early 2016




8. Develop an exchange programme between support agencies and private sector organ-isations:a. Research personnel in the support organ-isations provide support to businesses, reviewing data needs and market intelli-gence gathering processesb. Private sector personnel could spend time at support organisations reviewing avail-able data and market intelligence gathering processes

JEA, JMA, STATIN, PIOJ

Mid 2016

9. Systematically and scientifically track requests for information in order to under-stand and respond to key data needs of Jamaican exporters through: a. Processing and reporting on data collected from exporters b. Including market intelligence satisfaction metrics within client satisfaction surveys

JAMPRO, STATIN, JEA

End 2015

10. Consciously and systematically collect market intelligence at trade fairs and trade missions:

a. Key market intelligence data to be included as part of trade mission reports (new market trends, products, competition, distribution channels, data / reports collected).b. Include a research and market intelligence component/objective of trade missions, e.g. monitoring competitors, new products, new innovations, distributions channels, etc.c. Marketing personnel to participate in major international trade shows as part of their market intelligence gathering process (research personnel to provide support, e.g. development of targeted questionnaires, what type of data to look for, etc.).


Early 2016



11. For each sector, identify, monitor and report on the top three traditional markets and the top three emerging ones and on the Diaspora. Look at the value and size, demographics and psychographics of these key markets

JAMPRO

1st quarter 2016

12. Creatively package research reports in free (executive summaries, mini-brief, short profiles, etc.) and paid-for versions (full reports) through both online and offline channels.

JAMPRO / TBL

Start 2015

13. Institute a subscription-based market intelli-gence service that exporters can consult in order to access all relevant market informa-tion in real time .

JEA

Start 2017

14. Increase and improve the dissemination of market intelligence to the private sector by actively participating and presenting key market information at industry and sector meetings such as Annual General Meetings of industry associations as well as regional meetings.

JEA

Start 2017

15. Form a Research and Analysis Action Group that comprises key research personnel of JAMPRO, JEA, JMA, PIoJ, Statin and JBDC to meet every six months to discuss, plan and implement research initiatives and data requirements in a seamless and coordinated manner to avoid duplication.

JEA

Start 2017




16. Remove the communications bottleneck with respect to information dissemina-tion by developing a template system and style sheet for market profiles and other research documents that will allow research and market intelligence reports to be more quickly organised from production to distri-bution. This will allow for consistency across all reports, reduced time for approvals and more efficient delivery time frames.

JAMPRO

End 2015

17. Fully utilise Caribbean Export Development Agency’s market research and influence the content of their market intelligence by indicating the market data needs of Jamaican exporters on the one hand, and be an intense user of these freely available channels on the other.

JAMPRO

End 2016

18. To become more proactive in distributing and disseminating research and selling research publications. Engage Communications and PR to send press releases to promote reports.

JAMPRO

Mid 2017

19. Embassies, Missions, Honorary Consuls to be utilised to collect and share key market infor-mation

MFAFT

End 2016




20. Support and incentivise firms in the priority sectors (particularly MSMEs) to attend annual trade fairs in key markets. They must be accompanied by trade support personnel and supported with key market and trade information as well as making key appoint-ments with distributors, etc. to make their participation more fruitful.

MFAFT / JAMPRO

End 2016

21. Carry out research to determine the appro-priate product and market niches for the respective priority sectors and sub-sectors therein.

JAMPRO

Mid 2017

22. Hire and implement international Trade Brokers / Trade Representatives to market and promote Jamaican products and services in key target markets where trade agree-ments are already in place – USA, Canada, UK, Other Europe, Brazil, Spanish-speaking South America (based out of Venezuela or Colombia) as well as Africa (Nigeria as a start). Similar to what is being done in Tourism. These brokers will be responsible for identifying and organising trade shows, developing promotional materials, setting up meetings with distributors and key businesses/buyers on behalf of exporters in Jamaica. A full TOR and RFP to be developed.

MIIC / MFAFT

End 2017

23. Marketing and promotion could also be done through commercial diplomacy whereby public and private actors with diplomatic status can support business promotion between Jamaica and the host country

MFAFT / JAMPRO

End 2016



Standards& Quality


Strategies1. To ensure that quality assurance services are available in adequate

supply

2. Increase transparency of government regulatory requirements

3. To provide compelling labelling and packaging for Jamaican products

4. To strengthen labelling and packaging compliance of Jamaican products

Standards & Quality



1. Establish Public private partnerships to drive awareness of the importance of quality systems (to create a demand which would drive supply)

JAMPRO with support form BSJ

End 2016

2. Provide incentives to firms for certification of their Products/ systems/ facilities

MIIC / MOF

Mid 2017

3. Forge regional and international partnerships at the institutional level through exchange programmes to build human resource capacity in standards

MIIC / MFAFT

Mid 2017

4. Provide tax incentives to attract new providers of quality assurance services.

MoFP

Mid 2016

5. Increase the provision of information to clients on the requirements and processes under the regulations

BSJ with Support from JEA / JAMPRO

Mid 2017

6. Execute an awareness program to ensure stakeholders are aware of the quality management and packaging requirements.

BSJ with Support from JEA / JAMPRO

Mid 2017

7. Institute ongoing consultative processes with stakeholders in developing the regula-tions

BSJ

End 2017

InitiativesStandards & Quality



8. Develop and provide certification for organic, fair trade, and other certification programmes related to sustainable develop-ment.

BSJ

Mid 2018

9. Identify appropriate, affordable, modern and convenient packaging, particularly for agro-processed and agro products e.g. SPS compliant

JMA

Early 2016

10. Attract top producers of packaging to set up in the SEZs to provide high quality and affordable packaging

MIIC

Mid 2018

11. Provide incentives to companies wishing to establish packaging production locally, particularly for Consumer friendly packaging and packaging which enhances shelf life of agro-products

MIIC / MOF

End 2017

12. Develop a consolidated purchasing system for packaging materials

JAMPRO, JBDC

End 2017

13. Provide and promote training in design use and standards compliance for packaging (Some initiatives are underway by BSJ, JEA, SRC, JBDC)

BSJ with support from SRC, JEA, JMA

and JAMPRO

End 2017

14. Develop reports / intelligence on the inter-national trends relating to packaging and labelling to inform decisions about same

JAMPRO, BSJ

Mid 2017

InitiativesStandards & Quality


Capacity Building


Strategies1. Creating and building a sustainable adaptive educational system to

respond to the changing needs of the Export Sector

2. Improvement of Business systems, processes and infrastructure to support increased efficiency to satisfy global standards

3. Build capacity of the priority sectors to increase efficiencies and competitiveness in key areas of production and business management

Capacity Building



1. Carry out a needs assessment and gap analysis of skills sets and attitudes required in the targeted sectors to determine current and future employment needs to support export growth areas

The needs assessment should pay particular attention to those sectors with a low rate of female employees and determine the skills needed by women in order to take up jobs in these sectors such as mining, agri-processing and manufacturing.

MIIC with support from MOE

May/June 2016

2. Conduct assessment of teacher training programmes and capacity towards meeting the identified needs

MOE

May/June 2016

3. Review and upgrade primary, secondary and tertiary curricula including input and advice from national and regional industry and export promotion entities (take account of foreign language competence)

MOE

May/June 2016

4. Carry out a needs assessment and gap analysis of skills sets and attitudes required in the targeted sectors to determine current and future employment

JEA/JBDC

Mid 2017

5. Include schools as a target in the Buy Jamaican campaign to sensitize students to opportunities in entrepreneurship and export

JEA

Mid 2017

InitiativesCapacity Building



6. Extend and further develop business incuba-tion system tied to the delivery of specialized education, training and services with special emphasis on female and young entrepre-neurs

JBDC

1st Quarter 2017

7. Promote partnerships between private and public education and training institutions and the private industry players to develop a three-tier export curriculum which spans introductory, supervisory and management courses.

Lead by JEA in collab-oration with Training Institutions / Private

Sector / Trade Support Organisations

Mid 2017

8. Develop entrepreneurship programmes and internships at all levels in partnership with industry to foster entrepreneurial mindset

JAMPRO

End 2017

9. Establish a repository of information for financing and business support services through interagency collaboration to support exporters (to include monitoring, mentoring and evaluation)

JAMPRO / JEA

End 2017

10. Develop training programmes targeted particularly to MSMEs in appropriate areas such as:

JMA

Early 2017

InitiativesCapacity Building


Branding

Other Considerations

Sustainability

OBJECTIVES

OBJECTIVES

• To use the existing brand muscle to build a unique Ja-maican Brand that will propel the economy (producers, exporters, people, etc.) to higher levels of economic pros-perity.

• Build capacity among suppliers to take full advantage of the brand

• To market and promote the brand

• To improve the environmental consciousness and awareness of Jamaicans

• To establish the environment as a viable economic industry

• To use the environment as a tool to strengthen the Jamaican brand


BOJ Bank of JamaicaBPO Business Process OutsourcingBSJ Bureau of Standards JamaicaCEATA Centre of Excellence for Advanced Technology in AgricultureDBJ Development Bank of JamaicaEXIM The National Export-Import Bank of JamaicaFCJ Factories Corporation of JamaicaGDP Gross Domestic ProductGOJ Government of JamaicaHEART Trust/NTA Human Employment and Resource Training Trust/National Training AgencyICT Information and Communications TechnologyIDB Inter-American Development BankIT Information TechnologyJAMPRO Jamaica Promotions CorporationJANN Jamaica Animation Nation NetworkJAS Jamaica Agricultural SocietyJBA Jamaica Banker’s AssociationJBDC Jamaica Business Development CentreJCC Jamaica Chamber of CommerceJEA Jamaica Exporters’ AssociationJIPO Jamaica Intellectual Property OfficeJMA Jamaica Manufacturers’ Association LimitedLHI Logistics Hub InitiativeMFAFT Ministry of Foreign Affairs and Foreign TradeMGD Mines and Geology DivisionMIIC Ministry of Industry Investment and CommerceMNS Ministry of National SecurityMOAF Ministry of Agriculture and FisheriesMOE Ministry of EducationMOFP Ministry of Finance and PlanningMOJ Ministry of JusticeMSME Micro, Small and Medium EnterprisesMTWH Ministry of Transport, Works and HousingMWLEC Ministry of Water, Land, Environment and Climate ChangeNES National Export StrategyPAJ Port Authority of JamaicaPIOJ Planning Institute of JamaicaPSOJ Private Sector Organisation of JamaicaR&D Research and DevelopmentRADA Rural Agricultural Development AuthoritySAJ Shipping Association of JamaicaSRC Scientific Research CouncilSTATIN Statistical Institute of JamaicaSWOT Strengths, Weaknesses, Opportunities and ThreatsTBL Trade Board LimitedTII Tourism Intelligence International

Glossary

NES2 Abridged Version

Documents

Transcript of NES2 Abridged Version