nes2 abridged version
DESCRIPTION
The abridged version of the National Export Strategy Phase II document.TRANSCRIPT
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
6 JAMAICA’S NATIONAL EXPORT STRATEGY
“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
7JAMAICA’S NATIONAL EXPORT STRATEGY
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
8 JAMAICA’S NATIONAL EXPORT STRATEGY
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
9JAMAICA’S NATIONAL EXPORT STRATEGY
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
12 JAMAICA’S NATIONAL EXPORT STRATEGY PRIORITYSECTOR
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
13JAMAICA’S NATIONAL EXPORT STRATEGYPRIORITYSECTOR
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
14 JAMAICA’S NATIONAL EXPORT STRATEGY PRIORITYSECTOR
ACTIVITIES LEAD RESPONSIBLE AGENCY / TIME
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
InitiativesAgro-Processing
15JAMAICA’S NATIONAL EXPORT STRATEGYPRIORITYSECTOR
ACTIVITIES LEAD RESPONSIBLE AGENCY / TIME
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
InitiativesAgro-Processing
16 JAMAICA’S NATIONAL EXPORT STRATEGY PRIORITYSECTOR
ACTIVITIES LEAD RESPONSIBLE AGENCY / TIME
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
InitiativesAgro-Processing
17JAMAICA’S NATIONAL EXPORT STRATEGYPRIORITYSECTOR
ACTIVITIES LEAD RESPONSIBLE AGENCY / TIME
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
18 JAMAICA’S NATIONAL EXPORT STRATEGY PRIORITYSECTOR
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
19JAMAICA’S NATIONAL EXPORT STRATEGYPRIORITYSECTOR
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
20 JAMAICA’S NATIONAL EXPORT STRATEGY PRIORITYSECTOR
ACTIVITIES LEAD RESPONSIBLE AGENCY / TIME
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
21JAMAICA’S NATIONAL EXPORT STRATEGYPRIORITYSECTOR
InitiativesFilm and Animation
ACTIVITIES LEAD RESPONSIBLE AGENCY / TIME
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
22 JAMAICA’S NATIONAL EXPORT STRATEGY PRIORITYSECTOR
ACTIVITIES LEAD RESPONSIBLE AGENCY / TIME
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
InitiativesFilm and Animation
23JAMAICA’S NATIONAL EXPORT STRATEGYPRIORITYSECTOR
ACTIVITIES LEAD RESPONSIBLE AGENCY / TIME
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
InitiativesFilm and Animation
24 JAMAICA’S NATIONAL EXPORT STRATEGY PRIORITYSECTOR
ACTIVITIES LEAD RESPONSIBLE AGENCY / TIME
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
InitiativesFilm and Animation
25JAMAICA’S NATIONAL EXPORT STRATEGYPRIORITYSECTOR
ACTIVITIES LEAD RESPONSIBLE AGENCY / TIME
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
InitiativesFilm and Animation
26 JAMAICA’S NATIONAL EXPORT STRATEGY PRIORITYSECTOR
Information Technology Enabled Services (ITES)
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
27JAMAICA’S NATIONAL EXPORT STRATEGYPRIORITYSECTOR
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
Information Technology Enabled Services (ITES)
28 JAMAICA’S NATIONAL EXPORT STRATEGY PRIORITYSECTOR
ACTIVITIES LEAD RESPONSIBLE AGENCY / TIME
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)
29JAMAICA’S NATIONAL EXPORT STRATEGYPRIORITYSECTOR
ACTIVITIES LEAD RESPONSIBLE AGENCY / TIME
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
InitiativesInformation Technology Enabled Services (ITES)
30 JAMAICA’S NATIONAL EXPORT STRATEGY PRIORITYSECTOR
ACTIVITIES LEAD RESPONSIBLE AGENCY / TIME
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
InitiativesInformation Technology Enabled Services (ITES)
31JAMAICA’S NATIONAL EXPORT STRATEGYPRIORITYSECTOR
ACTIVITIES LEAD RESPONSIBLE AGENCY / TIME
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
InitiativesInformation Technology Enabled Services (ITES)
32 JAMAICA’S NATIONAL EXPORT STRATEGY PRIORITYSECTOR
ACTIVITIES LEAD RESPONSIBLE AGENCY / TIME
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
InitiativesInformation Technology Enabled Services (ITES)
33JAMAICA’S NATIONAL EXPORT STRATEGYPRIORITYSECTOR
Light Manufacturing
To grow the light manufacturing export sector
by 25%
To reach export levels of US $25 million by 2019
34 JAMAICA’S NATIONAL EXPORT STRATEGY PRIORITYSECTOR
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
35JAMAICA’S NATIONAL EXPORT STRATEGYPRIORITYSECTOR
ACTIVITIES LEAD RESPONSIBLE AGENCY / TIME
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
36 JAMAICA’S NATIONAL EXPORT STRATEGY PRIORITYSECTOR
ACTIVITIES LEAD RESPONSIBLE AGENCY / TIME
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
37JAMAICA’S NATIONAL EXPORT STRATEGYPRIORITYSECTOR
ACTIVITIES LEAD RESPONSIBLE AGENCY / TIME
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
InitiativesLight Manufacturing
38 JAMAICA’S NATIONAL EXPORT STRATEGY PRIORITYSECTOR
ACTIVITIES LEAD RESPONSIBLE AGENCY / TIME
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
InitiativesLight Manufacturing
39JAMAICA’S NATIONAL EXPORT STRATEGYPRIORITYSECTOR
ACTIVITIES LEAD RESPONSIBLE AGENCY / TIME
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
InitiativesLight Manufacturing
40 JAMAICA’S NATIONAL EXPORT STRATEGY PRIORITYSECTOR
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.
41JAMAICA’S NATIONAL EXPORT STRATEGYPRIORITYSECTOR
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
42 JAMAICA’S NATIONAL EXPORT STRATEGY PRIORITYSECTOR
ACTIVITIES LEAD RESPONSIBLE AGENCY / TIME
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
43JAMAICA’S NATIONAL EXPORT STRATEGYPRIORITYSECTOR
InitiativesMining
ACTIVITIES LEAD RESPONSIBLE AGENCY / TIME
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
44 JAMAICA’S NATIONAL EXPORT STRATEGY PRIORITYSECTOR
ACTIVITIES LEAD RESPONSIBLE AGENCY / TIME
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
45JAMAICA’S NATIONAL EXPORT STRATEGYPRIORITYSECTOR
ACTIVITIES LEAD RESPONSIBLE AGENCY / TIME
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
46 JAMAICA’S NATIONAL EXPORT STRATEGY
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
49JAMAICA’S NATIONAL EXPORT STRATEGYCROSS CUTTINGAREAS
ACTIVITIES LEAD RESPONSIBLE AGENCY / TIME
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
50 JAMAICA’S NATIONAL EXPORT STRATEGY CROSS CUTTINGAREAS
ACTIVITIES LEAD RESPONSIBLE AGENCY / TIME
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
InitiativesExport Financing
51JAMAICA’S NATIONAL EXPORT STRATEGYCROSS CUTTINGAREAS
ACTIVITIES LEAD RESPONSIBLE AGENCY / TIME
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
InitiativesExport Financing
52 JAMAICA’S NATIONAL EXPORT STRATEGY CROSS CUTTINGAREAS
ACTIVITIES LEAD RESPONSIBLE AGENCY / TIME
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
InitiativesExport Financing
53JAMAICA’S NATIONAL EXPORT STRATEGYCROSS CUTTINGAREAS
Logistics
54 JAMAICA’S NATIONAL EXPORT STRATEGY CROSS CUTTINGAREAS
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
55JAMAICA’S NATIONAL EXPORT STRATEGYCROSS CUTTINGAREAS
ACTIVITIES LEAD RESPONSIBLE AGENCY / TIME
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
56 JAMAICA’S NATIONAL EXPORT STRATEGY CROSS CUTTINGAREAS
InitiativesLogistics
ACTIVITIES LEAD RESPONSIBLE AGENCY / TIME
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
57JAMAICA’S NATIONAL EXPORT STRATEGYCROSS CUTTINGAREAS
ACTIVITIES LEAD RESPONSIBLE AGENCY / TIME
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
InitiativesLogistics
58 JAMAICA’S NATIONAL EXPORT STRATEGY CROSS CUTTINGAREAS
ACTIVITIES LEAD RESPONSIBLE AGENCY / TIME
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
InitiativesLogistics
59JAMAICA’S NATIONAL EXPORT STRATEGYCROSS CUTTINGAREAS
Market Access
60 JAMAICA’S NATIONAL EXPORT STRATEGY CROSS CUTTINGAREAS
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
61JAMAICA’S NATIONAL EXPORT STRATEGYCROSS CUTTINGAREAS
ACTIVITIES LEAD RESPONSIBLE AGENCY / TIME
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
TBL / JAMPRO / JMA / JEA
Ongoing
InitiativesMarket Access
62 JAMAICA’S NATIONAL EXPORT STRATEGY CROSS CUTTINGAREAS
ACTIVITIES LEAD RESPONSIBLE AGENCY / TIME
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
InitiativesMarket Access
63JAMAICA’S NATIONAL EXPORT STRATEGYCROSS CUTTINGAREAS
ACTIVITIES LEAD RESPONSIBLE AGENCY / TIME
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.).
TBL / JAMPRO / JMA / JEA
Early 2016
64 JAMAICA’S NATIONAL EXPORT STRATEGY CROSS CUTTINGAREAS
ACTIVITIES LEAD RESPONSIBLE AGENCY / TIME
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
InitiativesMarket Access
65JAMAICA’S NATIONAL EXPORT STRATEGYCROSS CUTTINGAREAS
ACTIVITIES LEAD RESPONSIBLE AGENCY / TIME
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
InitiativesMarket Access
66 JAMAICA’S NATIONAL EXPORT STRATEGY CROSS CUTTINGAREAS
ACTIVITIES LEAD RESPONSIBLE AGENCY / TIME
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
InitiativesMarket Access
67JAMAICA’S NATIONAL EXPORT STRATEGYCROSS CUTTINGAREAS
Standards& Quality
68 JAMAICA’S NATIONAL EXPORT STRATEGY CROSS CUTTINGAREAS
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
69JAMAICA’S NATIONAL EXPORT STRATEGYCROSS CUTTINGAREAS
ACTIVITIES LEAD RESPONSIBLE AGENCY / TIME
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
70 JAMAICA’S NATIONAL EXPORT STRATEGY CROSS CUTTINGAREAS
ACTIVITIES LEAD RESPONSIBLE AGENCY / TIME
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
71JAMAICA’S NATIONAL EXPORT STRATEGYCROSS CUTTINGAREAS
Capacity Building
72 JAMAICA’S NATIONAL EXPORT STRATEGY CROSS CUTTINGAREAS
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
73JAMAICA’S NATIONAL EXPORT STRATEGYCROSS CUTTINGAREAS
ACTIVITIES LEAD RESPONSIBLE AGENCY / TIME
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
74 JAMAICA’S NATIONAL EXPORT STRATEGY CROSS CUTTINGAREAS
ACTIVITIES LEAD RESPONSIBLE AGENCY / TIME
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
75JAMAICA’S NATIONAL EXPORT STRATEGY
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
76 JAMAICA’S NATIONAL EXPORT STRATEGY
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