“A Jamaican workforce trained and certified to

Transcription

“A Jamaican workforce trained and certified
to international standards, stimulating
employment-creating investments,
contributing to the improved productivity,
competitiveness and prosperity of
individuals, enterprises, and the nation.”
TABLE OF CONTENTS
MESSAGE FROM THE MINISTER OF EDUCATION, YOUTH & CULTURE
4
THE HEART TRUST — A True Jamaican Story
6
THE BOARD OF DIRECTORS
8
CHAIRMAN AND EXECUTIVE DIRECTOR’S REPORT
10
THE HEART TRUST/NTA CORPORATE LOG FRAME
MAJOR MOVES IN THE BAUXITE/ALUMINA SECTOR
12
SKILLS JAMAICA SHOWCASING THE VALUE AND POTENTIAL
OF THE JAMAICAN WORKFORCE
14
TRAINING AND CERTIFYING WORLD CLASS WORKERS IN THE
16
BUILDING AND CONSTRUCTION INDUSTRY
16
BOOM IN HOSPITALITY INDUSTRY
18
HEART SUCCESS STORIES
24
THE HEART TRUST/NTA PERFORMANCE PHILOSOPHY
24
PERFORMANCE OF THE NATIONAL TRAINING PROGRAMME
26
RECRUITING FOR THE NATIONAL TRAINING PROGRAMME
26
THE HEART TRUST/NTA TRAINING DELIVERY SYSTEM
27
Academies & Institutes
27
Vocational Training Centres (VTC’s)
28
School Leavers Training Opportnities Programme (SLTOPs)
28
Workforce Improvement Programme
28
Special Programmes
28
Vocational Training Development Institute (VTDI)
29
National Council on Technical, Vocational Education and Training (NCTVET)
29
Technical High Schools Development Project (THSDP)
30
The Professional Guidance Information Services (PROGIS) Unit
30
AUDITOR’S REPORT
35
HEART TRUST/NTA PERSONNEL
62
HEART TRUST/NTA HEADQUARTERS AND REGIONAL OFFICES
64
3
HEART TRUST/NTA 2003–2004 AN N U A L R E P O R T
MESSAGE
THE MINISTER OF EDUCATION,
YOUTH & CULTURE
The HEART Trust/National Training Agency
has reached a pivotal point in its history, facing
arguably its most far-reaching challenge since
the HEART Act was passed in Parliament in
1982.
The Agency, which falls under the Ministry
of Education, Youth & Culture, has spent a
great deal of time developing a new model
for Technical and Vocational Education and
Training (TVET) which aims to train at least half
of the Jamaican workforce over the next four
years.
Through this new programme, which is
endorsed by the Ministry of Education, Youth
and Culture, HEART/NTA will play a key role
in helping us to develop a knowledge-based
society, where lifelong learning must be a key
goal across all sectors of the economy.
The plan by HEART/NTA to train and
certify up to 100,000 youths and working age
Jamaicans every year is a bold one, and it is
an imperative if Jamaica is to keep pace with
trends in the global marketplace and if we are
to be an attractive investment destination.
H E A R T T R U S T / N T A 2 0 03–2004 ANNUAL REPORT
There has been much debate on the status
of education in Jamaica, and the Ministry is
very pleased that the National Training Agency
has continued its rationalization of Technical
and Vocational Education and Training
(TVET). Globally, there is a high demand for a
knowledgeable, skilled workforce and Jamaica
has to be on board to take advantage of the
many opportunities.
The country is poised for major investments
in tourism, construction and the bauxite/
alumina sectors over the next few years, and
HEART, as the National Training Agency will
come under intense pressure to prepare the
workforce for these developments.
The Ministry of Education, Youth and
Culture has every confidence in the Board of
Directors, Management and Staff of the Trust,
to rise to the occasion and to ensure that we
have the right mix of human resources with the
requisite technical expertise and training to fill
the needs of these growing sectors.
— THE
HON. MAXINE HENRY-WILSON, MP
MINISTER OF EDUCATION, YOUTH & CULTURE
4
THE HEART TRUST
NATIONAL TRAINING AGENCY
A True Jamaican Story
in the world. We are a fiercely resilient people
who have consistently achieved against the
odds.
The days of dependence on sugar, tobacco
and bananas are over and the country must
achieve a competitive advantage in the
production of all goods and sevices.
It is against this background that the
HEART Trust/National Training Agency stands
tall at this pivotal moment in our history – a
time when a services economy has emerged
with new demands on the workforce. Now 22
years old, the HEART Trust/NTA has the vision
to train at least half of the Jamaican workforce
over the next six years.
A tall order - yes, but since its inception,
HEART/NTA has delivered the goods as it
continues to take the Jamaican worker to
international standards.
The Trust is now on a path of further
excellence as it seeks to make its programmes
accessible to more Jamaican workers,
building on its successes of training persons
for the workforce in a multiplicity of skills in
key sectors such as Hospitality, Information
Technology, Automotive Technology, Apparel
& Fashion Designing, Construction and
Agricultural Sciences.
HEART’s plan is to change the profile of
the Jamaican workforce in preparation for
the upcoming Caribbean Single Market and
Economy, CSME, and the Free Trade Area of
the Americas (FTAA) which will, among other
things, herald the free movement of labour and
goods.
Jamaica’s history is replete with icons in
music, sports, culture, agriculture, education,
politics and world affairs. It’s really true – “wi
likkle but wi tallawah”. (We are small but strong
and courageous).
The rich history of the country is an
embodiment of our people and our courage
and spirit. It speaks to our ability to respond
to challenges and to rise to the occasion.
Jamaicans have a presence on almost every
world stage – we have a sense of occasion.
The HEART Trust/NTA is the leading trainer for the
Information Communications and Technology (ICT)
Industry in Jamaica
From the days of slavery and a plantation
economy, Jamaicans have mastered the art of
survival, rising from the ashes to fight again.
For centuries, our people have earned a high
reputation for being among the best workers
6
HEART/NTA has a clear vision to build:
“A Jamaican workforce trained and certified
to international standards, stimulating
employment, creating investments,
contributing to the improved productivity,
competitiveness and prosperity of
individuals, enterprises and the nation.”
The Trust is leading the process to create
a trained and certified workforce that is
attractive to local and overseas investors. It’s
about building the Jamaica brand – a brand
recognized by everyone, everywhere in the
world.
Now, through the HEART Trust/NTA, we
have a new commodity on the world stage, a
globally trained and certified Jamaican worker.
An important plank of the Trust’s Technical
and Vocational Education and Training (TVET)
approach is also a recognition of the need
to rationalize its training and certification
programmes to ensure that more working age
Jamaicans and young people in and out of the
formal school system have easy access to its
training programmes.
The Trust is also actively promoting
the growing global phenomenon of lifelong
learning, as the workers of the country retool
and upgrade to keep apace with everyday
changes in conducting business and embracing
emerging technologies and industry standards.
Our partnership with Jamaicans employers and
local and overseas investors are key platforms
in HEART’s drive to produce world class
workers.
HEART/NTA has an enduring partnership with
the worker and Jamaican employers, whose
3% payroll contributions fund the National
Training Programme and that is why it remains
committed to the continued strengthening of
efficiency and effectiveness in its role as the
major provider of technical and vocational
education and training.
The Trust fully recognizes its pivotal role
in the growth and development of a highly
trained, certified, and sophisticated Jamaican
workforce. It continually fine-tunes its approach
to make it more relevant to achieving these
national goals.
The Runaway Bay HEART Hotel & Training Institute
in St. Ann was the first institution of its kind to receive
the prestigious Green Globe 21 certification.
7
THE BOARD OF DIRECTORS
FOREROUND FROM LEFT TO RIGHT :
Wilbert Williams, Dawnette Turner, Alister Cooke, OD, JP, (Chairman),
Robert Gregory (Executive Director), Pauline Knight, Dr. Rae Davis, CD, JP, (Vice Chairman)
STANDING :
Carmen Bromley (Board Secretary), James Walsh, Frances Madden,
Maria Jones, Patrice Samuels, Greta Bogues, Sherryl White-McDowell,
Julian Robinson, Vivian Crawfo rd, Sherine Shakes
8
9
CHAIRMAN AND
EXECUTIVE DIRECTOR’S
REPORT
“As at March 2004,
enrolment in all
programmes, stood
at 42,490. Actual
enrolment exceeded
the projected
enrolment figure of
37,000 by 5,490.
The total output
or completion for
the fiscal year
was 21,984 with
terminations for the
same period being
2,244 or 5.3% of
actual enrolment.”
The HEART Trust/NTA is pleased to
complete another successful year of operation
during which we have seen a positive initial
impact of the New Technical and Vocational
Education and Training (TVET) Model being
implemented as a means of greatly expanding
access to training and certification.
Particular note should be taken of
key indicators relating to certification
targets, specifically the attainment of unit
competencies, tracking the increased access
to training by way of increased enrolments
and accreditation of training institutions under
the New TVET Business Model. In addition,
technical services support through the training
and certification of assessors, the development
of competency standards for qualifications,
instructional and other resource materials as
well as the development and implementation
of Information Technology (IT) systems, have
become increasingly important.
As at March 2004, enrolment in all
programmes, stood at 42,490. Actual
enrolment exceeded the projected enrolment
figure of 37,000 by 5,490. The total output
or completion for the fiscal year was 21,984
with terminations for the same period being
2,244 or 5.3% of actual enrolment.
10
In relation to the target of improving
gender balances in programmes by the end
of the fiscal period to no less than 46% male
and female 54%, overall female enrolment
was 24,184 or 56.9% of total enrolment
with a consequent male enrolment
percentage of 43.1%. In specific programme
areas, the School Leavers Training
Opportunities Programme, SLTOPs (1,389 or
28.8%) and Special programmes (2,204 or
34%) show the lowest male enrolment. Male
percentage enrolment in the Academies
stood at 45.5% and 50.3% in the Vocational
Training Centres.
The top three sectors with enrolment
numbers of over three thousand are Hospitality
(7468), Information and Communication
Technology (7022) and Building and
Construction (4914). The Agency has made
a deliberate effort to increase enrolment in
high demand areas such as Hospitality, and
for fiscal year 2003-4, 15,477 persons were
certified in all HEART programmes.
Our revised Technical and Vocational
Education and Training (TVET) approach comes
against the background of the Trust’s need
to rationalize our TVET System to ensure that
more working age Jamaicans and young people
in and out of the formal school system have
access to training and certification.
Under the new TVET business model, we
expect to train and certify up to 100,000
working age Jamaicans over the next three
years. Some 28 institutions have already
achieved the status of Accredited Training
Organization (ATO) as we made huge strides
in the implementation of the new model for
training and certification.
Over the past fiscal year, we have had
meaningful consultations with representatives
from all the key sectors of the economy and
their feedback to our new TVET business model
has been overwhelmingly positive. As a result
of the partnership, ten industry lead groups
were re-organized and re-focused to support
the new training model.
Our partnership with the nation’s employers
remains vibrant and strong as we effectively
utilize their 3% contribution to fund the
National Training and Certification Programme.
We have enhanced our partnerships with
industry, signing new memoranda of
understanding with the Council of Community
Colleges of Jamaica, and the Jamaica
Agricultural Development Foundation.
The Trust also successfully organized and
staged Jamaica’s first-ever Skills Exposition
“Skills Jamaica” at the National Arena in
Kingston and we are now preparing the first
ever Jamaican team to participate at the next
World Skills Competition in Helsinki in 2005.
The HEART Trust/NTA remains committed to
the continued strengthening of efficiency and
effectiveness in our role as the major provider
of TVET. Among the highest priorities for the
year was the need to increase the number
of certified graduates from the system and
deepen partnerships. During the year, we
boosted the quality and relevance of training
and the overall efficiency of our operations as
part of continuous improvement.
In addition, all our institutions continue
to establish partnership agreements with
organizations and there are articulation
agreements in place for most of our skill areas.
Our partnership programme involving the
nation’s 14 technical high schools continues
to be a major success story, as seen in the
improved performance of students in the CXC
examinations.
The Vocational Training Development
Institute (VTDI) received approval from
the University Council of Jamaica to offer
a Bachelor of Science Degree in Career
Development, the first of its kind in Jamaica
and the Caribbean. The VTDI also started
its distance education programme, offering
courses in entertainment management, career
development and education and training.
We are now looking ahead to the
aggressive implementation of our new TVET
business model in the months and years
ahead, as we improve the quality, access to
training and certification and employability of
the Jamaican workforce.
11
Chairman Alister Cooke
(left) signs the Memorandum
of Understanding with the
Council of Community College’s
chairman, Sandra Shirley
(right) and executive director,
Noel Stennett. Guiding the
proceedings is Carmen Bromley,
Board Secretary.
THE HEART TRUST/NTA CORPORATE LOG FRAME
REPORT CARD 2003-2004
All divisions, departments, training facilities and other units within the National Training Agency,
operate according to the Logical Framework Methodology (Log Frame). This is a system of
precise deliverables and performance indicators, governed by a regime of high performance
and accountability.
STRATEGIES/
OBJECTIVES
1. Number of Certified
Individuals increased.
WEIGHT 16
PERFORMANCE INDICATORS
1.1 NCTVET certification achieved by a total of 14,136 persons
in HEART programmes – 7,136 persons with NVQ J and
NCTVET/Joint Certification attained by 5669 persons by 03/04
ACTUAL PERFORMANCE
TARGETS
Acad.
VTCs
S/Progs
SL-TOPs
SDC
WIP
5981
4403
2652
600
200
300
14,136
TARGETS ACHIEVED
NVQ -J
4010
2336
1600
607
8,553
JOINT
3074
1952
1710
WEIGHT / SCORE
COMMENTS
5 / 5
Over 4,000 persons
certified in Early Childhood
Care and Development
last year
188
6,924
15,477 persons certified in HEART Programmes YTD. An increase
of 1,341 over targeted 14,136
1.2 6000 persons from other financed programmes attain NVQJ/
NCTVET certification by 03/04
4,957 persons from other financed programmes with NCTVET
certification
3.5 / 3.5
1.3 Unit competencies achieved by 2000 persons by 03/04
2,972 persons achieved unit competencies
3.5 / 3.5
1.4 Higher- level enrolment increased to 40% of total enrolment
in NCTVET courses by 03/04
35% or 10,090 enrolled in higher level NCTVET courses
2. Access to Training
increased
2.1 Enrolment in HEART financed Training Programmes
increased to 37,000 by 03/04
42,490 enrolled
4.5 / 4.5
WEIGHT 12
2.2 Fifty (50) firms, HEART institutions and CBOs achieve ATO
status by 03/04
28 institutions have so far achieved ATO status
4.5 / 3.5
2.3 Three programmes offered through distance/open learning
modalities by 03/04
- Career Development
- Education and Training
- Entertainment management
Targeted programmes being delivered by distance using various
blended approaches and modalities
3 / 3
3.1 Increased recognition/acceptance of qualification framework
by MOEYC, Community Colleges and Universities by 03/04
Collaboration in progress with Council of Community Colleges.
Qualification framework reviewed with UCJ. VTDI achieved UCJ
accreditation. UWI actively exploring competency-based training.
Two regional meetings held with MOEYC on introduction of
framework in Secondary schools.
4 / 4
3.2 Articulation agreements deepened through expanded
UTECH/HEART and Joint Board on Teacher Education collaboration
by 03/04
Collaboration deepened in the NTEI/UTECH and Ebony Park/CASE
articulation agreements.
3 / 3
3.3 Ten (10) Industry Lead Groups re-organized and re-focused
to support new model by 03/04.
14 Lead groups re-organised and re-focused.
3.4 Rationalization of TVET project in Secondary Schools
initiated in two new parishes and deepened in existing parishes by
03/04
Project deepened in St. Elizabeth and Westmoreland with the
addition of workshops and laboratories.
3.5 Five (5) new partnership-based projects (e.g. IDB, HISEP)
developed and at least three implemented by 03/04
Twelve (12) new partnerships developed and five implemented
4.1 Non-3% programmes and commercial enterprise activity
earnings increased to $215.7M by 03/04
$224,461,066.11M achieved
3 / 3
4.2 Three percent (3%) collections increased to $2.45B by
03/04.
$2.685B achieved
4 / 4
YTD Actual Income - $3.181B vs. YTD budgeted of $2.817B.
- % variance of 12.95%
2 / 2
3. Existing Partnerships
strengthened and New
Partnerships developed
WEIGHT 13
4. Effective and
Efficient Management of
Resources strengthened
WEIGHT 11
4.3
Budget variance of Agency not to exceed 5% by 03/04.
4 / 4
2 / 2
2 / 2
2 / 2
Targeted parishes for
expansion are Kingston and
St. Andrew. However, funds
are not yet available for this
YTD Actual expenditure - $2.956B vs. YTD budgeted of $2.797B.
- % variance of 5.66%
4.4 Per capita cost calculations used to assess efficiency and
rationalize financing of training (ROI, cost sharing) determined by
03/04.
Costing Model to determine Training Cost by skill area completed.
12
2 / 2
STRATEGIES/
OBJECTIVES
PERFORMANCE INDICATORS
ACTUAL PERFORMANCE
WEIGHT / SCORE
COMMENTS
5.1 250 assessors selected and trained by 03/04
381 persons have so far been trained as assessors
2 / 2
5.2 Pilot project of new TVET model evaluated by 07/03
Report completed. Review conducted 15/05/03
Briefing held and findings of evaluation presented to Directors.
2 / 2
5.3 Policies to facilitate revised TVET system model developed and
approved by 10/03.
Complete.
Submitted in July.
1 / 1
5.4 100 qualifications developed and validated in twenty areas
across ten industries by 03/04
Competency standards developed in 16 areas across 13
industries.
1 / 1
5.5 100 qualification profiles developed and endorsed by lead
groups by 03/04
128 qualification profiles developed
1 / 1
5.6 IT systems developed and implemented to support revised
TVET model
• Learning Management System acquired and installed in pilot
institutions by 03/04
• National Register by 09/03
On target
LMS pilot at VTDI using Adult Education and ICT programmes was
successful
NQR is complete. Migrated to internet in February
5.7 Instructional materials developed/acquired to support
competency standards for six sectors by 03/04
Two hundred and forty (240) Learner’s Guides completed for
eight (8) sectors.
Three manuals also completed.
2 / 2
5.8 Awareness of NVQJ certification and NVQJ certified workers
promoted among employers and potential customers by 03/04
Programme to promote value of NVQ-J holders implemented.
Press advertisements done and success story features highlighted
1 / 1
5.9 Entrepreneurship programme extended to THSs by 03/04
At least one teacher in all THSs trained and Principals and Vice
Principals sensitized to programme
5.10 Career Guidance materials for revised TVET model in at least
two industries, developed by 03/04
Developed Trainee Manual for the Revised TVET model covering
four (4) industries.
1 / 1
6. Quality of Training/
Delivery improved
6.1 85% certification rate for programmes achieved by 03/04
90.2% certification rate achieved (of 20,928/ 20,539 persons
that sat exams 18,383/18523 passed)
6 / 6
WEIGHT 12
6.2 Instructor Quality Service Programme (IQSP) average score of
90% achieved for instructors by 03/04
Overall average score of 89.5% achieved YTD
3.5 / 3.5
6.3 National Skills Competition conducted by 11/03
Successfully completed. A total of 320 competitors participated
in the event
2.5 / 2.5
7.1 Revised TVET system model implemented in ATOs as per
schedule by 03/04
Roll out of model commenced at ten (10) Academies/institutions,
(16) VTCs and twelve (12) Special Programmes projects.
3 / 3
7.2 Gender balances improved as per 5 Year Corporate Strategic
targets i.e. no less than 46% male by 03/04
The overall percentage distribution of males in HEART financed
programmes is 43.1%
3 / 2.8
7.3 Employers’ requests for services increased by 20% by 03/04
4,140 requests facilitated
2 / 1.6
7.4 Relevance of training programmes reviewed and adjustments
made in response to market needs by 03/04
Evaluation of ESD and Commercial Skills programmes and one
institution – Garmex completed. 83 projects reviewed.
7.5 Job placement increased by 15% to 4,203 by 03/04
3,128 completers placed in jobs
8. Staff Human
Resource Development
Programmes
strengthened and
expanded
8.1 Values integration programme implemented by 08/03
Core values workshops for Directors conducted. Values handbook
developed 08/03, published 10/03 and distributed.
8.2 Employee career & professional development plan
implemented by 03/04
Directors/Managers in process of developing career plans in
conjunction with staff. 68% of career plans submitted to date.
WEIGHT 10
8.3 55% of instructor core pursuing/upgrading to the degree level
facilitate higher level training increased by 03/04
62% of Instructors pursuing and/or upgraded to the degree level.
8.4 Organization re-structuring to support revised model completed
for NCTVET, LMS and NPD by 03/04
Completed for NCTVET and LMS. Restructuring incomplete in
NPD- RPS. ITC now also being re-organized.
1.5 / 1.5
8.5 HRD programmes implemented for all HEART institutions,
NCTVET, etc, to support revised TVET model by 03/04
Extensive learning programme implemented and integrated
with Instructor Quality Conference. Project management
training conducted for 65 employees. Leadership Development
programme developed 10/03.
2 / 1.9
8.6 100% of instructors in the system qualified by 03/04
98% of Instructors qualified to the diploma level.
5. Technical Services to
support New TVET System
model instituted
WEIGHT 14
7. Relevance of
Programme to Labour
Market and Social
Demand improved
WEIGHT 12
2 / 2
VTDI on target for full roll
out in April 2004
1 / 1
Full implementation in
technical high schools by
Sept 2004
2 / 2
2 / 1.5
1.5 / 1.5
1.5 / 1
2 / 2
1.5 / 1.4
100 / 97.2
TOTAL
13
PERFORMANCE OF THE
NATIONAL TRAINING PROGRAMME
The National Training Programme and
the entire operation of the HEART Trust/NTA
are primarily funded by Jamaican employers
through their 3% payroll contributions.
Over 8,000 employers made
contributions of $2.684 billion to the
HEART Trust Fund for the period 20032004 representing an increase of 18.66%
over the previous year.
The contributor base was widened for the
review period with some 1,116 employers
making payments for the first time, most of
them from the distributive sector. Thirty-two
corporate audits collected $36.61 million.
Officers of the Compliance Department
were also successful in collecting some
$154 million in audited arrears from
delinquent contributors during the period
under review.
The Compliance Department was one
of the revenue agencies that implemented
the 24 hour one-stop TCC issuance
procedure for electronic requests. Three
percent contributors will soon benefit from
an improved web-based Management
Information System (MIS), that enables
access to their payment data online.
RECRUITING FOR THE NATIONAL
TRAINING PROGRAMME
The Regional Programme Services (RPS)
Department continues to provide efficient
trainee recruitment, selection and placement
services. In the period under review, RPS
facilitated the recruitment and enrolment
of 45,239 applicants in all HEART financed
training programmes.
A total of 49 recruitment centres were
fully operational across the island, and
linkages continue to be strengthened with
the formal education system to maintain
school leavers participation in HEART
Training Programmes.
14
The RPS conducted system audits related
to work experience and job placements and
facilitated the participation of 415 firms in job
readiness exercises.
THE HEART TRUST/NTA TRAINING
DELIVERY SYSTEM
The training delivery system of the
HEART Trust/NTA comprises the activities of
Academies, Institutes, Vocational Training
Centres, the School Leavers Training
Opportunities Programme (SLTOPs), Special
Programmes and partnerships with various
organizations across the island.
Additionally, the Technical High Schools
Development Project and the Workforce
Improvement Programme deliver training to the
nation’s fourteen technical highs and a variety
of firms and organisations in the public and
private sectors.
Academies & Institutes
The fiscal year 2003-2004 was one of
record achievement. The major focus was
concentrated on the implementation of the
New TVET Business Model. Although the
ambitious target of 46% male enrolment fell
short, the enrolment for the year exceeded the
previous year’s by 16%.
In terms of enrolment, the years’ target
of 14,696 was exceeded by 5.8% as 15,598
learners were actually enrolled at various levels
and in several programmes. The enrolment
achievement represents an overall increase
of 2,606 learners or 20% above the number
of learners enrolled in the previous period.
This increase in enrolment is in keeping with
the introduction of the New Model and the
organization’s thrust to expand access to
training, assessment and certification.
In terms of sector enrolment, the results
indicate that Early Childhood Care Givers
showed the highest increase of 164%,
15
represented by a movement from 240 for
the corresponding period last year to 634
for the current period. This was followed by
the Hospitality sector with a 46% increase,
moving from 1,894 in the previous year to
2,760 in this fiscal year, while the Agricultural
and Information Communication & Technology
Sectors each showed strong positive growth.
awarded joint certification with the NCTVET,
1,089 more than last year.
All 16 centres implemented the revised
TVET model and at least two new partnership
agreements each. Eleven centres implemented
19 customized programmes during the year.
Rockfort, Junction, Black River, Seaford
Town, Old Harbour, Buff Bay and Boys Town
Increase in Certification Rates
For the period under consideration, 4010
learners achieved the NVQJ certification (Level
I – 3469, (3446 on the old model and 23 on
the new model), Level II - 503 & Level III – 38),
3043 were jointly certified with NCTVET, while
1706 learners were non-NCTVET certified.
This resulted in an overall certification rate of
90% for all persons who were trained at the
institutions.
Runaway Bay Hotel and Training
Institute was re-audited for the Green Globe
certification, and maintained its status, as
well as certification of other critical areas
of operation such as the Health & Fire
Departments and Tourism Project Development
Company certification.
VTCs had their accreditation status reaffirmed.
Falmouth, Port Maria, Beechamville, Lluidas
Vale, Petersfield and Newport VTC received new
accreditation, while Granville and Above Rocks
have started the accreditation process.
There has been expanded training in
hospitality skills, as well as the introduction of
programmes in data operations and call centre
operations in the VTCs.
School Leavers Training Opportnities
Programme (SLTOPs)
Most of the objectives of the School
Leavers Training Opportunities (SLTOPs)
department were either achieved or surpassed.
607 persons achieved NVQ-J certification,
surpassing the target of 600.
Our partnership with industry remains
strong as 472 firms participated in on-the-
The HEART Trust/NTA has training
institutions and community-based programmes
in every parish of Jamaica.
job certification programmes as against the
380 firms targeted. The pass rate for SL-TOPs
trainees exceeded the 90% target. 1754 firms
requested trainees.
During the year, 29 new partnerships were
secured. One major intervention occurred with
Ebony Park securing partnership arrangements
with the Jamaica Agricultural Development
Foundation in Organic Agro processing,
and subsequently the hosting of a Bio-Tech
symposium. The major objective was to
highlight the various organic farming variables
with a view to implementing a successful viable
organic project at Ebony Park.
Vocational Training Centres (VTCs)
The Vocational Training Centres achieved
a total of 2,576 certified completers for the
period under review. Of this number just over
1800 were certified in level one programmes,
while the others matriculated at level two. At
the end of the period, 1,952 persons were
16
Workforce Improvement Programme (WIP)
The Workforce Improvement Programme
continues to make a positive impact in industry
with 54 customized training programmes being
implemented in the period under review. 703
workers benefited from these programmes.
NCTVET awarded joint certificates to 253
persons, while the number of workers awarded
non-NCTVET certification was 221. In addition,
as part of the new TVET business model,
100 persons were assessed and deemed
competent in general construction, hospitality
and electrical installation skills.
Technical assistance was provided to
improve productivity at Caribbean Flavours,
Central Food Packers, Walkerswood Caribbean
Limited and HWE Mining & Contracting.
Special Programmes
During the period under review, 17 new
community-based projects were launched as
the Special Programmes Department surpassed
many of its targets. NVQJ Certification rate was
exceeded by 13% and Joint Certification by
37% in a number of skill areas.
Over 6,000 persons received access to
training opportunities, with 18 Community
Based Projects registered as training
providers. All projects forged at least two new
partnerships, and placed 94% of its completers
in jobs.
Vocational Training Development Institute
(VTDI)
During the review period, the Vocational
Training Development Institute, VTDI,
continued to reposition itself and restructure its
programmes.
The VTDI implemented, strengthened,
and expanded its degree and advanced
programmes for TVET professionals.
The following represents some of its
achievements:
• Participation in the B Ed. Programme
was deepened and strengthened with
the VTDI’s involvement in the delivery of
the programme being expanded
• B Sc. in Career Development
programme was accredited by the UCJ
and implemented in January 2004
• Diplomas in Motor Vehicle Technology
and Beauty Services were restructured
and are to be offered in September
2004
• Management Development Programme
was repackaged and a Leadership
Development Programme is being
developed and the CISCO training
programme was implemented.
The VTDI successfully implemented three
distance education sites (MIND – Mandeville,
CIT – Montego Bay and the VTDI, Gordon Town
Road) for the delivery of Distance Education
programmes.
The Programmes being offered through
these sites are:
• Entertainment Management
• Career Development
• Education and Training
The VTDI has also established new
partnership agreements with MIND and CIT
and strengthened partnerships with UTECH and
the Edna Manley College for the Visual and
Performing Arts.
Dr. Ethley London of the
University Council of Jamaica
presents the letter granting
degree status to Donald Foster,
Chief Technical Director and
Edward Shakes, Principal/
Director of the VTDI.
National Council on Technical, Vocational
Education and Training (NCTVET)
The NCTVET made significant gains in the
expansion of the NVQ-J certification system,
increasing the total number of individuals
certified. The NVQ-J certification was awarded
to 8,553 persons, while 6,924 persons
achieved NCTVET/Joint Certification. In
addition, just under 3,000 persons achieved
unit competencies.
During the year, a new TVET Council
and committees were established and a
national qualifications register established.
Fourteen lead groups were reorganized and
thirty-three technical groups operationalised.
The priority areas for the development of
standards were hospitality, building and
construction, agriculture, beauty services,
information technology, metal engineering and
transportation.
Eight hundred competency standards units
and four hundred assessment instruments
were developed and validated in fourteen
industries across twenty-four sectors.
17
Board chairman in a happy
moment with retiring HEART
pioneer, Delores O’Connor
(2nd Right) and (from
left) Steadley Webster, first
HEART chairman, Pam
McKenzie, acting National
Programmes Director
and Joyce Robinson, first
managing director of HEART.
The HEART Trust
was founded in
1982 under the
HEART Act. The
role of National
Training Agency
was added in 1991
with an amendment
to the HEART Act.
Facilities standards were developed and
revised in 10 areas, among them secretarial,
painting & decorating, early childhood care, call
centre operations, customer service operations
and carpentry. The NCTVET also completed
128 qualifications for the 14 main industry
areas, and audits were conducted in all HEART
academies and VTCs to facilitate the delivery of
unit standards.
The PROGIS Unit achieved a milestone in
exposing stakeholders at various levels of the
Education and Training System to the concept
of “Career development as a Vehicle for
Change”.
The major objectives achieved were:
• the Development of a Lifelong Learning
Technical High Schools Development
Project (THSDP)
The Vision of the THSDP is to refocus and
reposition programmes within our technical
high schools thereby creating “Centres of
Excellence” enabling a larger number of
graduates to obtain NCTVET certification
annually.
Emphasis was placed on:
strategy document
• the Introduction of the Career
Development concept to all major
stakeholders in the Education and
Training System
• Provision of technical services/products
to all clients
• Development of a Career Development
Programme for all Technical High
Schools and for schools in the TVET
(a) helping relevant personnel to acquire
Rationalization Project
the skills to manage their institutions
effectively
(b) improving the quality of teaching,
(c) increasing enrolment in NCTVET
programmes and
(d) obtaining increased levels of NVQJ
certification and passes in CXC
examinations
• Development of materials for primary
schools
• the production of guidance materials
to support the revised TVET Business
Model.
The Unit also continued its association with
the Family Planning Board, UWI Placement
and Career Services Unit, Coalition for Better
There was a 31% increase in student
entries for upcoming NCTVET exams, and
higher levels of certification are anticipated.
The Professional Guidance Information
Services (PROGIS) Unit
Parenting and with various units within the
Ministry of Education, Youth and Culture.
18
Higher Education Awards
Professional & Managerial Worker
Applied Degree/Degre
Degree/Degree
Professional or Managerial Worker
Degree or Equivalent
Undergraduate Diplom
Diploma
Associate Degree
Certificate 4
Specialised or Supervisory Worker
NCTVET
N
Certificate 3
Independent or Autonomous Skilled Worker
Certificate 2
Supervised Skilled Worker
Certificate 1
Directly Supervised Worker-(Limited range)
Post Compulsory Education Awards-CXC
High School Equivalency Diploma (HISEP)
Compulsory Education Awards
AWARD TYPE
UCJ
NCTVET
NCTVET
National Council on Technical and
Vocational Education and Training
(NCTVET)
Ministry of Education,
Caribbean Examination Council
NCTVET
ACCREDITING BODY
3 CXCs or equivalent or to be determined by
the local training Institution
3-4 CXCs or equivalent, or to be determined
by the local training Institution
Min 55 Credits
850 - 950 Hours
Min 60 Credits
900-1200 Hours
Bachelor’s Degree or higher
Five CXCs, Undergraduate Diploma, Associate
Grade 9-10 achievement level, or to be
determined by the local training Institution
Min 40 Credits
550 - 650 Hours
Min 120 Credits
1800 - 2000 Hours
To be determined by the local training Institution
Determined by MOE
Not Applicable
SUGGESTED DIRECT ENTRY REQUIREMENTS
Min 20 Credits
300 - 400 Hours
Not Applicable
CREDITS1
• Note 1 – Credit is approximately 15 Instructional Hours, core competencies do not carry credit value
• Hours may vary depending on type of qualification. NCTVET qualifications carry additional requirements for information technology and entrepreneurship.
• Beginning at Level 4 and continuing in Level 5, education and training providers may prefer to be accredited by either UCJ or NCTVET, or by both. This depends on the academic vs.
employment objectives of the programme.
Hours
5
4
3
2
1
LEVEL
EMPLOYMENT QUALIFICATIONS
NATIONAL QUALIFICATIONS FRAMEWORK
NCTVET
SECONDARY
POST SECONDARY TVET
TERTIARY
UCJ
University Council
of Jamaica
(UCJ)
PERFORMANCE OF THE
NATIONAL TRAINING PROGRAMME
financial perspective
last 5 years
3,000,000
2,500,000
2,000,000
1,500,000
1,000,000
500,000
0
Revenue
Central
Administration
AS OF MARCH
Direct
Programme
Delivery
2004
Total
Expenditure
2003
2002
Surplus
Before
T
Taxation
2001
Surplus
After
T
Taxation
Capital
Expenditure
2000
enrolment figures
42,490
1999/2000 – 2003/4 fiscal year
35,000
34.500
34,000
NUMBER ENROLLED
33,500
33,000
32,500
32,000
31,500
31,000
31,00
30,500
30,50
1999/2000
2000/01
2001/02
2002/03
FISCAL YEAR
H E A R T T R U S T / N T A 2 0 03 ANNUAL REPORT
20
2003/04
M
6%ERC
LT
3% URAL
OTH
ER
AG
RIC
U
2%
N
L & SE W
APPARE
TS
PRODUC
10 %
E
AR
YC %
UT S 3
T
BEA DUC
2%
T
PRO
AF
CR
T&
AR
CO
M
G
IN ON
LD CTI
I
BU TRU
NS 14%
CO
IA
L
PRE-
percentage
VOC
A
CON TIONAL/
TIN
EDUC UING
A
PROG TONAL
RAM
MES
8%
enrolment training
CABINET MAKING 2%
programmes
N/
ORTSTIO
TRANSP
E
IV
T
O
AUTOM
KILLS
TRADE S
7%
MACH
INE AN
AP
D
MAINPLIANCE
TENA
N
C
E
7%
2003/2004 fiscal year
HO
SP
IT
19 ALIT Y
%
N
TIO
MA
N
OR
&
TIO
INF
ICA Y
UN LOG
MM NO
CO ECH ILLS
T
SK %
18
completions by broad training programmes
2003/2004 fiscal year
9342
4672
3705
1790
SPECIAL
PROGRAMMES
694
208
194
MOEYC
SDC
66
VTCs
SL-TOPs
120
APPRENTICESHP
ACADEMIES
VTDI
WIP
TR AINING PROGR AMMES
21
HEART TRUST/NTA 2003 AN N U A L R E P O R T
SKILLS JAMAICA 2003, SHOWCASING THE VALUE
AND POTENTIAL OF THE JAMAICAN WORKFORCE
A first for Jamaica as we get ready to take Helsinki by storm in 2005
JAMAICA AWARDED MEMBERSHIP IN
WORLD SKILLS
Edward Shakes, Director of the VTDI and Grace
McLean, manager of JAGAS, collect certificate of
membership form Jack Duesseldorp, World Skills
president, in Hong Kong.
Fazal Karim, Trinidad and
Tobago, Trevor King, Barbadoes
and Robert Gregory and
Alister Cooke sign into being
the Caribbean Association of
National Training Agencies
(CANTA)
The Governor General of Jamaica, His
Excellency Sir Howard Cooke officially opened
Jamaica’s first ever National Skills Competition,
“Skills Jamaica” on Thursday, November 13,
2003 at the Indoor Sports Centre at the
National Stadium Complex.
The official opening by Sir Howard preceded
two days of the “Skills Jamaica” competition at
the National Arena.
22
The National Skills Competition focused on
the skills of persons in training, and is modeled
off the International Vocational Training
Organization’s (IVTO) World Skills Competition.
Jamaica plans to send a delegation to the
World Skills Competition in Helsinki, Finland in
2005.
There were over 300 entries from
across the island and in all the major skill
areas, namely agriculture, apparel, art
and craft, automotive technology, beauty
services, building and construction, culinary
arts, entertainment, hospitality, industrial
maintenance and information technology.
The major objectives of Skills Jamaica were :
• To showcase the skills, knowledge and
positive attitudes in the TVET system
• To positively promote TVET through
healthy competition
• To showcase the institutions contributing
to the development of TVET
• To develop and strengthen the
partnership between TVET institutions
and industry.
• To create a benchmarking activity that
will enable the assessment of the quality
of the outputs of the TVET system.
Jamaica is now a member of World Skills.
SCENES FROM SKILLS JAMAICA 2003
23
Norman Anderson
HEART Portmore Graduate and
Entrepreneur
Norman Anderson is running a thriving
General Construction business in Portmore,
St. Catherine but it was not always like that.
It all started when he enrolled in the level one
training programme in masonry at the
Portmore HEART Academy six years ago
and since successfully completing his
course, he has not looked back.
“ I really enjoyed the stint at the
HEART Academy, as well as some
courses I did at the Vocational Training
Development Institute (VTDI) as the
curriculum was so applicable and
relevant to the needs of the industry.
With my background as an architectural
draughtsman, the addition of the training at
HEART helped me to serve my customers much
better,” says Mr. Anderson.
Anderson’s business Norcom Building
Systems offers general construction services
to residential customers mainly in the Portmore
area, and the focus is on expert workmanship
with a great attitude by his hardworking team
of 18 to 20 individuals.
“When we work on large projects, we may
have up to 45 workers at our sites, but we
stress the importance of professionalism and
service to all members of our team. We have
had a successful run and we have not been out
of work for a very long time. Our focus is not
necessarily becoming a bigger company, but
a better company and HEART certainly helped
me to do that.”
With a strong Christian background,
Anderson leads his team by example, as they
see each challenge as an opportunity to
excel and go beyond the call of duty to
satisfy every customer.
24
“HEART really changed my life, my focus, my
business. It’s a great place for Jamaicans to
come and be exposed to world-class, hands-on
training that empowers you to add value, either
to someone’s business or starting your own.”
Tosha Brown
Elecrician, ALPART
Tosha Brown is just one of the 130
apprentices that have been enrolled in the
Apprenticeship programme at ALPART in
partnership with the HEART Trust/NTA and she’s
loving every minute of the experience.
The ambitious young woman was in the
very first batch enrolled in 1999 and she’s
looking forward to completing her five-year
Diploma, majoring in instrument electrical.
“It’s been very special, especially since I am
doing well in an area that is traditionally maledominated. However, it’s no longer a man’s
world in any profession, it’s for those who are
willing to sacrifice the time and make the effort
to become qualified to global standards. That’s
what drives me, to be a world class worker, able
to compete with my counterparts any where in
the globe, whether man or woman,” says Tosha.
A daughter of Manchester, Ms. Brown had
no idea she would end up in the apprenticeship
programme at ALPART. After leaving the
Kingston Technical High School, she began a
Diploma course in education at the University
of Technology, focusing on food and nutrition.
“I then got a break to enroll in the
apprenticeship programme and I took it with
both hands. Yes, it’s a fundamental shift from
food and nutrition, but to get the opportunity
for hands on training with a multi-national
company does not come around very often and
five years on, I think I made the right decision.
Now I am looking forward to a very successful
career in this area.”
Ms. Brown says the programme has
been challenging but very rewarding and she
is strongly confident that she, along with
her colleagues, will provide ALPART and by
extension the bauxite industry with a pool of
multi-faceted, technically skilled workers.
“It’s all about attitude and application. The
programme forces you to conduct yourself in
a professional and businesslike manner and
to meet targets, while maintaining the highest
quality. What we have learnt on the job and
at the training school at ALPART’s Nain Plant
in St. Elizabeth are life skills that will forever
be with us. This gives us a solid foundation to
excel and to provide the bauxite sector with
sustained quality workmanship,” notes Tosha.
Conrod Haughton
Elecrician, ALPART
Conrod Haughton is another success
story from the HEART Trust/NTA-ALPART
Apprenticeship programme, recently
completing the rigorous five-year on the job
course.
A graduate of the Junction Vocational
Training Centre in St. Elizabeth and the
National Tool and Engineering Institute (NTEI)
in Kingston, Conrod entered the programme
with a sound knowledge of electrical
installation. He was excited about the prospect
of working with professionals in the bauxite
industry, rubbing shoulders with the best in the
industry.
“The experience at Alpart in the
Apprenticeship programme has been
tremendous as my knowledge has been
broadened with exposure to welding,
millwrighting, instrumentation, air conditioning
and electrical installation. It was truly a
hands-on course with the best tutors,” says
Conrod.
Having completed the
programme, Conrod is now a
full-time employee of ALPART,
working as a Grade II Instrument
Electrician. He plans to
really enjoy his career
in the bauxite sector,
while constantly
improving
through
additional
studies
and further
on-the-job
training.
“I would
encourage
youngsters leaving
secondary school to
include this as a career
option. My experience
has been overwhelming
– the training, the
exposure to the
world of work and
just seeing everything
actually unfold before
your eyes.”
Conrod Haughton
says he’s definitely a
better person through
the Apprenticeship
programme and now he’s
gearing up for a long and
successful career in one
of the major sectors of
the Jamaican economy.
25
Uonie Lyn
JCDC Chef of the Year, 2003
She is petite and unassuming but Uonie
Lyn has the focus of a lioness stalking her
prey. Bent on achieving success, Uonie has
etched a career path in Hospitality and now
she is soaring to the top.
Uonie’s passion for the kitchen started
from the days of clips and ponytails
at the age of six. “ I always loved the
kitchen and always prayed I would have
a really big family so I could spend time
cooking for them. However, with my
entry into the hotel industry, I can pursue
my dream without having to go the expensive
route of a large family.”
After completing high school at Black
River in St. Elizabeth, Uonie enrolled at
HEART’s Culloden Vocational Training Centre
for training in Hospitality. She landed a job
upon graduation at the Breezes Montego Bay
Resort where she rose to head of the Italian
Restaurant, before moving to her current post
at the fabulous Ritz Carlton Hotel.
26
With an avid interest in international and
cultural cuisine, Uonie Lyn believes the Ritz is
the perfect place for her career and she hopes
to build on this foundation as she strives to
become an Executive Chef or the owner of her
own fine-dining restaurant.
In the 2003 JCDC Culinary Competition,
she led the Ritz Carlton team to gold, and
in the individual competition, she won the
prestigious title of chef of the year, the first
woman to achieve this.
“I am so glad that HEART gave me this
wonderful opportunity to pursue my dreams.
I am looking forward to a great career in
hospitality,” says Uonie.
BOOM IN HOSPITALITY INDUSTRY
HEART ready to accept the challenge to meet the need for more certified workers
The official report on the performance of
the tourism sector in 2003 indicates that it
was one of the best years ever, and with the
planned opening of several new hotels over the
next three to five years, the demand for trained
personnel will be even greater.
For many years now, the HEART Trust/NTA
has been the leading trainer and provider of
human resources in the hospitality sector,
either through on-the-job training or through
the academies, vocational training centres and
special programmes.
The Trust’s flagship institution in the
industry, the Runaway Bay Hotel and Training
Institute is the only training hotel of its kind on
the island.
The Trust is gearing up for the expansion
in tourism by widening the access to training
in hospitality through the modularization of
its programmes, whereby persons can access
units of competence as they build their
portfolio towards full certification.
Karl Thomas, Sous Chef, Hilton Kingston Hotel
The Trust also intends to build on its
many partnerships with local and overseas
institutions and hotels to ensure maximum
exposure for its trainees, while providing worldclass employees for the workforce.
It is against this background that recent
memoranda of understanding have been
signed with the Sandals Hotel chain, which
will see Culloden Vocational Training Centre
providing hospitality training for staff at the new
Beaches Whitehouse in Westmoreland. HEART/
NTA is also involved in training partnerships at
Beaches Boscobel resort in St. Mary.
HEART also maintains a strong association
with all other major players in the industry,
with the many planned projects, there is every
indication that more people will be trained
in hospitality over the next five years to take
advantage of these opportunities.
27
MAJOR MOVES IN THE
BAUXITE/ALUMINA SECTOR
Unique Partnership with Alpart , JAMALCO Expansion unveiled
The multi-million dollar expansion of the
bauxite/alumina firm, JAMALCO, has created
the need for a specialized pool of highly-trained
and certified technical workers.
The Trust is working closely with JAMALCO
to devise programmes to train and certify their
existing workforce, as well as to prepare new
persons to take advantage of the opportunities
to serve in this important industry.
HEART has also partnered with Alumina
Partners of Jamaica (ALPART) to develop an
enterprising and far reaching Apprenticeship
programme which has revolutionized the
company’s operations and helped to set it on a
pace of improved efficiency and productivity.
The HEART Trust/NTA-ALPART
Apprenticeship programme is now in its fifth
year, and arose from a visionary and deliberate
move by the Trust to ensure that the workforce
in the bauxite industry was consistently being
retooled and retrained to replace retiring
employees, and to keep apace with emerging
trends in a globalised environment.
General Manager of ALPART Jamaica,
Darrel Harriman describes the Apprenticeship
programme as one of the winners at the plant
and has strongly recommended that it be
duplicated in the entire bauxite sector.
With the input of the apprentices and other
employees, ALPART has experienced a boom
in production and efficiency, with 2003 being
its best year ever.
Last year, the company recorded
production of 1,529,100 metric tones of
Most of HEART’s training budget is spent in
three sectors – Hospitality, Information &
Communication Technology, and Building
Construction
28
Alumina, surpassing the previous annual
best production of 1,508,500 metric tones
recorded in 1999. The 2003 performance
was also a 9% increase over the 2002 total of
1,430,700 metric tonnes. The Apprenticeship
programme is aimed at helping the company
to continue this record-breaking trend and to
achieve sustained growth.
Since 1999, 130 young men and women
have been enrolled in the Apprenticeship
programme, a total of five batches. Each
batch spends 4 to 5 years in training and
at the end persons receive a Diploma
in Millwrighting, Pipefitting, Electrical
Maintenance, Instrument and Mechanical
Maintenance.
The Diploma is recognized at level three
of the internationally-accepted National
Vocational Qualification of Jamaica (NVQ-J).
The first batch of graduates received their
certification at an awards ceremony held at the
Kendal Conference Centre in Manchester in
November 2003. 28 of the 30 graduates who
completed the programme have been offered
full time employment at ALPART, while the
others have been offered jobs by independent
contractors. Therefore, the employment rate
for those who have completed the programme
so far is 100 per cent.
One of the graduates, Alanzo Balwin, has
been promoted to the post of Maintenance
Supervisor at Alpart, while another, Courtney
Witter is an Assistant Instructor in the Training
School for the current batch of apprentices.
JAMALCO contractors pose
questions to the HEART/NTA
Executive Director at a meeting at the
Halse Hall Plant.
Alanzo Balwin (left), the inaugural
recipient of the Eugene P. Miller Award
of Excellence, given by ALPART to
the most outstanding graduate of the
apprenticeship programme.
29
TRAINING AND CERTIFYING
WORLD CLASS WORKERS IN THE
BUILDING AND CONSTRUCTION INDUSTRY
Learners at the Portmore
HEART Academy
The Building and Construction sector is one
of the most vibrant in the Jamaican economy,
making a significant contribution of almost
eight percent to the nation’s Gross Domestic
Product and employing workers all across the
country.
With the announcement of major projects
in the bauxite/alumina and tourism sectors over
the next three years, plus existing projects,
more pressure will be faced by the building and
construction industry to provide more trained
and certified construction workers.
HEART enjoys a 97% approval rating from
Jamaican Employers in a survey carried out
by the Stone polling organization in 2002.
30
The National Training Agency has
unveiled a comprehensive programme of
training and certification to ensure that the
sector will have employees with the tools
required to complete the projects and to
generally maintain a high standard in the
industry.
It was against this background that
the Trust signed a Memorandum of
Understanding with the Incorporated Master
Builders Association of Jamaica (IMAJ) to
drive training and certification of workers in
the industry to world-class standards.
Under the terms of the MOU, the
IMAJ has committed to the requirement
that workers at all levels in the Building
and Construction industry are certified to
international standards as a pre-requisite for
employment.
The HEART Trust/NTA is providing training
for persons in the industry through their
training institutions, and certification will
come from the National Council on Technical
Vocational Education and Training (NCTVET).
IMAJ President Don Mullings has endorsed
the partnership and noted that the days of an
untrained workforce in the building construction
sector were over. Mr. Mullings noted that
members of the IMAJ were committed to the
MOU, noting that it would bring a higher level
of professionalism to the industry, and put
companies at a distinct advantage to deliver
improved service to their clientele.
HEART’s focus on the Building/Construction
Industry is deliberate and focused. Enrolment
in training programmes for this sector for
2003/04 is just over 4,700 and this number
is projected to rise to just under 9,500 by
2005/6 and over 12,000 by 2006/7.
The HEART Trust is committed to achieving
a globally-trained workforce in the sector
through the provision of first-rate instructors
and assessors, as well as customized on the
job training.
HEART/NTA is also committed to the
development of a National Register of certified
workers in the industry which will impact
positively on competitiveness, profitability
and world class standards. HEART’s flagship
institution for Building and Construction
is the Portmore HEART Academy in St.
Catherine. The Academy, and other
training institutions in the HEART family,
have consistently responded to demands
from the construction sector and they are
well-positioned to ensure that first-class
training is offered.
TOP:
HEART/Masterbuilders deal:
Signing for the IMAJ, President
Don Mullings, Executive Director
Paulette Dunn-Smith, Sr. Director,
NCTVET and Robert Gregory,
under the watchful gaze of Director
of Standards Development, Ludlow
Thompson.
ABOVE:
Century-Eslon’s CEO, Mark
Lankester presents financial support
to Sandra Berry, Manager Portmore
Academy. Don Mullings shares in
the moment.
31
THE INFORMATION COMMUNICATIONS
AND TECHNOLOGY SECTOR
HEART leads the way
Every learner enrolled in a programme
at the HEART Trust/NTA is exposed to
Information Technology. This is the policy of the
organization as it recognizes the importance of
Information Communications and Technology to
the 21st century worker.
As one of the leading trainers in ICT in
Jamaica, HEART has invested heavily in
building and outfitting labs at the Vocational
Training Development Institute, VTDI, its
Academies, Vocational Training Centres and
Institutes. The Agency is the lead player in the
Caribbean Institute of Technology, CIT, which
marked its fifth year of operation in 2004.
The CIT is designed to teach the concepts
and skills required for a career in software
development and over the past five years
it has grown immensely and is well on the
way to fulfill a mission to design and deliver
high-quality competency-based computer
programming training in Jamaica to take
advantage of high-end job opportunities in the
global information technology sector.
The opening of CIT in 1999 marked the
culmination of discussions, explorations,
forging of working relationships, planning, and
work in three countries.
In early 1998, discussions began involving
the University of the West Indies in Mona,
Jamaica, Furman University in Greenville, the
HEART Trust/NTA, the Ministry of Commerce
and Technology, the Montego Bay Free Zone,
the International Development Consortium
(affiliated with the University of Hertsfordshire
in London), and a software company, Indusa,
LLC, in Atlanta, Georgia, USA.
32
These talks were to explore the feasibility
of establishing a computer programming
training institute in Jamaica. The CIT was then
established as a collaborative venture among
these seven partners. Curriculum planning
and development was coordinated by Furman
University and the University of the West
Indies.
Since inception, the Caribbean
Institute of Technology has been offering a
Diploma Programme in Software Design &
Programming and added the CISCO Certified
Networking Programme.
Associate (CCNA) Programme in August
2003.
As of January 2004, CIT started offering
two Diplomas and four Certificate Programmes.
HEART is also a lead partner in a new
Jamaican-based network organization,
Information Communications Technologies
Networking (ICT4D), which was officially
launched recently.
ICT4D is an open, Jamaican-based
network organization established to define,
promote and facilitate the use of information
and communications technology in the
development process.
The mission of the new organization is
to study, understand and share knowledge
about the emerging technologies, their uses
and applications, as well as to promote
the development of models, which will lead
to cultures of efficiencies that will rapidly
transform the way business is conducted in
Jamaica.
ICT4D’s approach is one based on
partnership with existing entities, taking full
advantage of Information Communication and
Technologies (ICTs) to develop the group and
maintain its services.
Membership in the company is open to all
individuals and groups from Jamaica, the region
and internationally, who have an interest in
or knowledge of the application of ICTs in the
development process. The official website for
ICT4D is www.ict4djamaica.org.
Sam Bowen, managing director
of CIT, in a light moment
with Commerce, Science and
Technology Minister, Phillip
Paulwell.
The Caribbean Institute of Technology, since its
inception in 1999, has trained and certified over 600
software programmers.
33
SENIOR EXECUTIVES EMOLUMENTS
POSITION
SALARY
VACATION
ALLOWANCE
GRATUITY
Executive Director
5,433,333
1,358,333
Snr Director -HEART Trust Fund
3,533,333
Chief Technical Director
PERFORMANCE
INCENTIVE
UNIFORM
ALLOWANCE
TOTAL
635,916
772,135
39,833
8,319,550
883,333
635,916
498,695
39,833
5,591,110
3,533,333
883,333
635,916
507,104
39,833
5,599,519
Snr Director - HRPD
3,185,274
0
635,916
440,523
39,833
4,301,546
Snr Director -Planning & Projects
3,185,274
796,319
635,916
457,596
39,833
5,114,938
Snr Director - NCTVET
3,400,000
0
635,916
482,936
39,833
4,558,685
National Programme Director
3,400,000
0
635,916
500,072
39,833
4,575,821
Chief Information Officer
3,185,274
796,319
635,916
463,967
39,833
5,121,309
80,000
REIMBURSED
TRAVEL
EXPENSES
34
PricewaterhouseCoopers
Scotiabank Centre
Duke Street
Box 372
Kingston Jamaica
Telephone (876) 922 6230
Facsimilie (876) 922 7581
www.pwc.com/jm
9 July 2004
To the Members of
Human Employment and Resource Training Trust
Kingston
AUDITOR’S REPORT
We have audited the financial statements set out on pages 36 to 60, and have received all the information and explanations, which
we considered necessary. These financial statements are the responsibility of the Trust’s management. Our responsibility is to
express an opinion on these financial statements based on our audit.
We conducted our audit in accordance with International Standards on Auditing. Those standards require that we plan and perform
the audit to obtain reasonable assurance about whether the financial statements are free of material misstatement. An audit includes
examining, on a test basis, evidence supporting the amounts and disclosures in the financial statements. An audit also includes
assessing the accounting principles used and significant estimates made by management, as well as evaluating the overall financial
statement presentation. We believe that our audit provides a reasonable basis for our opinion.
In our opinion, proper accounting records have been kept and the financial statements, which are in agreement therewith, give a true
and fair view of the state of the Trust’s affairs as at 31 March 2004 and of the results of operations, statement of changes in fund
and cash flows for the year then ended, and have been prepared in accordance with International Financial Reporting Standards and
comply with the provisions of the Jamaican Companies Act.
Chartered Accountants
Kingston, Jamaica
E.L.McDonald R.L. Downer J.L.M. Bell M.G Rochester P.W. Pearson E.A. Crawford D.V. Brown
J.W. Lee C.D.W. Maxwell P.E. Williams G.L. Lewars L.A. McKnight L.E. Augier A.K. Jain
Page 1
INCOME AND EXPENDITURE ACCOUNT
Income and Expenditure Account
Year ended 31 March, 2004
Year ended 31 March 2004
Note
2004
2003
$’000
$’000
2,683,609
2,262,801
244,078
151,379
246,650
188,397
Income
Employers’ 3% contribution
Finance income
3
Institutional earnings
Profit on sale of fixed assets
891
3,321
12,834
10,937
3,188,062
2,616,835
575,867
447,968
1,764,431
1,551,540
Personnel/administration costs
344,821
231,547
Other operating costs
186,500
155,021
18,803
18,049
2,890,422
2,404,125
Miscellaneous
Expenses
Facilities costs
Training costs
Refurbishing of technical high schools
Surplus before Taxation
4
297,640
212,710
Taxation
6
(122,807)
-
174,833
212,710
Net Surplus
36
B A L A N Employment
CE SHEET
Human
31 March, 2004
Page 2
and Resource Training Trust
Balance Sheet
31 March 2004
Note
2004
2003
$’000
$’000
Non-Current Assets
Property, plant and equipment
7
1,451,231
1,336,627
Construction in progress
8
93,504
52,971
310,395
242,962
Pension plan asset
9
Loans receivable
28,246
32,777
11
10
340,485
122,512
Inventories
12
37,077
31,650
Receivables, prepayments and deposits
13
180,366
121,720
Due from other agencies
14
10,405
3,142
26,333
27,533
724,581
876,358
Investments
Current Assets
Taxation recoverable
Short term investments
15
Cash at bank and in hand
58,329
38,631
1,037,091
1,099,034
19,166
56,851
704,180
593,094
14,419
12,435
737,765
662,380
299,326
436,654
2,523,187
2,224,503
2,336,544
2,161,711
8
(143)
2,336,552
2,161,568
9
75,968
62,935
18
110,667
-
186,635
62,935
Current Liabilities
Bank overdraft
16
Accounts payable and accruals
Due to other agencies
14
Net Current Assets
Equity
Accumulated HEART Fund
Fair value reserve
17
Non Current Liabilities
Employee benefit obligation
Deferred taxation
2,523,187
2,224,503
July 9, 2004
Approved
d for issue by the Board of Directors on 9 July, 2004, and signed on its behalf by:
Alister Cooke
Chairman
37
Robert Gregory
Director
Page 3
S
TATEM
E N T O F C Hand
A N Resource
G E S I N E Training
QUITY
Human
Employment
Year
ended
31
March,
2004
Statement of Changes in Equity
Trust
Note
Balance at 1 April 2002, as restated
Fair Value
Reserve
Accumulated
HEART Fund
Total
$’000
$’000
$’000
1,949,001
1,949,001
24 (a)
-
Unrealised gains/(losses) on available for sale
investments
Reclassified and reported in surplus
(138)
-
(138)
(5)
-
(5)
(143)
-
(143)
Net losses not recognised in Income and
Expenditure Account
Surplus, as restated
24 (c)
Balance at 31 March 2003, as restated
Unrealised gains/(losses) on available for sale
investments
24 (b)
-
212,710
212,710
2,161,711
2,161,568
1,387
-
1,387
(1,236)
-
(1,236)
(143)
Reclassified and reported in surplus
Net gains not recognised in Income and
Expenditure Account
151
-
151
Surplus for year
-
174,833
174,833
Balance at 31 March 2004
8
2,336,544
2,336,552
38
STATEMENT OF CASH FLOWS
Page 4
Year ended 31 March, 2004
Statement of Cash Flows
Note
2004
2003
$’000
$’000
CASH RESOURCES WERE PROVIDED BY/(USED IN):
Operating Activities
Surplus for year
174,833
212,710
116,991
105,637
Items not affecting cash resources:
Depreciation
Income tax expense
12,140
-
Deferred tax expense
110,667
-
Changes in retirement benefit asset/obligation
(54,400)
(44,990)
(891)
(3,321)
359,340
270,036
(5,427)
(12,218)
(58,646)
(17,351)
Changes in non-cash working capital components:
Inventories
(7,263)
(626)
Taxation recoverable
(10,940)
-
Accounts payable and accruals
111,085
58,778
1,984
(4,073)
Cash provided by operating activities
390,133
294,546
Investment Activities
Proceeds from sale of fixed assets
940
4,376
Purchase of fixed assets
(195,745)
(144,639)
Purchase of investments
(35,081)
(454,146)
Expenditure on construction in progress
(76,288)
(63,177)
4,531
(5,244)
(301,643)
(662,830)
88,490
(368,284)
Cash and cash equivalents at beginning of year
404,768
773,052
CASH AND CASH EQUIVALENTS AT END OF YEAR
493,258
404,768
Loans receivable
Cash used in investing activities
Increase/(decrease) in cash and cash equivalents
Represented by:
Cash at bank and in hand
58,329
38,631
Short term investments
15
454,095
422,988
Bank overdraft
16
(19,166)
(56,851)
493,258
404,768
39
NOTES TO THE FINANCIAL STATEMENTS
31 March, 2004
Page 5
Notes to the Financial Statements
31 March 2004
1.
Identification and Activities
The Human Employment and Resource Training Trust (referred to as “The Trust”) is a statutory body, incorporated in
Jamaica under the Human Employment and Resource Training Act 1982 (HEART Act), with registered office at 6B Oxford
Road, Kingston 5.
The main activities of the Trust comprise the development of and provision of finance for training schemes, employment
opportunities for learners (trainees) and the co-ordination of technical training at the national level in Jamaica.
The HEART Act provides for the establishment of a special fund referred to as the HEART Fund, which requires employers
to contribute 3% of their gross payroll to the Trust, less permitted payments to the Trust’s registered learners. The
Commissioner of Inland Revenue collects the contributions payable to the Trust, as defined by the Act, and deposits
these amounts into the HEART Fund.
On 23 December 2003, Section 8 of the Human Employment and Resource Training Act 1982 (“the HEART Act”), which
granted the Trust tax exempt status was removed. As a result of this amendment, the Trust is now liable to pay income
tax on its surplus (Note 6).
All amounts in these financial statements are stated in Jamaican dollars, unless otherwise indicated.
2.
Significant Accounting Policies
(a)
Accounting convention
These financial statements have been prepared in accordance with International Financial Reporting Standards
(IFRS), and have been prepared under the historical cost convention as modified by the revaluation of availablefor-sale investment securities.
Jamaica adopted IFRS as its national accounting standards for accounting periods beginning on or after 1 July
2002. The financial statements for the year ended 31 March 2004 have therefore been prepared in accordance
with IFRS and comparative information has been restated to conform with the provisions of IFRS. In particular,
the Trust has opted for early adoption of IFRS 1, First-time Adoption of International Financial Reporting Standards
and has applied the provisions of that standard in the preparation of these financial statements. The effects of
adopting IFRS on the equity and net profit as previously reported are detailed in Note 23.
The preparation of financial statements in conformity with IFRS requires management to make estimates and
assumptions that affect the reported amounts of assets and liabilities and disclosure of contingent assets and
liabilities at the date of the financial statements and the reported amounts of revenue and expenses during the
reporting period. Actual results could differ from those estimates.
(b)
Revenue recognition
Employers’ contributions are recognised as income when received by the Trust from the Commissioner of Inland
Revenue, as mandated by the HEART Act.
Interest income and institutional earnings are recorded on the accrual basis. Where collection of interest income
is considered doubtful, interest income is thereafter recognised based on the rate of interest that is used to
discount the future cash flows for the purpose of measuring the recoverable amount.
Any sale of goods or provision of service by the Trust is recognised on an accrual basis, on completion of the
underlying service or transaction.
Gains and losses arising from trading in foreign currencies are recognised when realised and are shown net in the
income and expenditure account.
40
Page 6
Human
Employment and Resource Training Trust
31 March, 2004
31 March 2004
(c)
Furniture, fixtures, equipment and computers are shown at deemed cost, less subsequent depreciation for these
assets. Under IFRS1, a first-time adopter may elect to use a previous GAAP revaluation of an item of property,
plant and equipment as its deemed cost. The Trust has elected to apply this provision. All other property, plant
and equipment are stated at historical cost less accumulated depreciation and impairment losses.
Depreciation is calculated on the straight-line basis at annual rates that will write off the carrying value of each asset
over the period of its expected useful life. Annual depreciation rates are as follows:
Buildings
Motor vehicles
Computers
Furniture, fixtures and equipment
Utensils
Leasehold improvements
1
2 /2%
25%
1
20-33 /3%
10%
20%
over period of lease
Land is not depreciated.
(d)
Investments
Investments are classified into the following categories: originated loans, held to maturity and available-for-sale
securities. Management determines the appropriate classification of investments at the time of purchase.
Originated debt securities include those where money is provided to the issuer, either directly or through an
intermediary, other than those that are originated with the intent to be sold immediately or in the short-term. They
are initially recorded at cost, which is the cash given to originate the debt including any transaction costs, and
subsequently measured at amortised cost using the effective interest rate method.
Held to maturity investments are non-derivative financial assets with fixed or determinable payments and fixed
maturities that the Trust management has the positive intention and ability to hold to maturity. They are measured
at amortised cost using the effective interest rate method.
Available-for-sale securities are those intended to be held for an indefinite period of time and which may be sold in
response to needs for liquidity or changes in interest rates, foreign exchange rates or market prices. They are
initially recognised at cost, which includes transaction costs, and subsequently remeasured at fair value based on
quoted bid prices or amounts derived from cash flow models. Unrealised gains and losses arising from changes in
fair value of available-for-sale securities are recognised in fair value reserve. When the securities are disposed of
or impaired, the related accumulated unrealised gains or losses included in fair value reserve are transferred to the
income and expenditure account.
A financial asset is considered impaired if its carrying amount exceeds its estimated recoverable amount. The
amount of the impairment loss for assets carried at amortised cost is calculated as the difference between the
asset’s carrying amount and the present value of expected future cash flows discounted at the original effective
interest rate. The recoverable amount of a financial asset carried at fair value is the present value of expected
future cash flows discounted at the current market interest rate for a similar financial asset.
All purchases and sales of investment securities are recognised at settlement date.
41
31 March, 2004
Page 7
31 March 2004
2.
Significant Accounting Policies (Continued)
(e)
Inventories
Inventories are valued on at the lower of cost and net realisable value, cost being determined on a first-in, first-out
basis.
(f)
Grant funds
Certain grant funds are administered by the Trust on behalf of other agencies.
liabilities of the Trust until expended and are not included as income.
These amounts are treated as
Grant funds received exclusively for the Trust are treated as income in the year they are received.
(g)
Technical assistance
The provision of technical assistance at no cost to the Trust is neither quantified nor included in these financial
statements.
(h)
Employee benefits
(i) Pension plan assets
The Trust operates a defined benefit plan. The scheme is generally funded through payments to a trusteeadministered fund as determined by periodic actuarial calculations. A defined benefit plan is a pension plan that
defines an amount of pension benefit to be provided, usually as a function of one or more factors such as age,
years of service or compensation.
The asset or liability in respect of defined benefit pension plans is the difference between the present value of
the defined benefit obligation at the balance sheet date and the fair value of plan assets, together with
adjustments for actuarial gains/losses and past service costs. The defined benefit obligation is calculated
annually by independent actuaries using the projected unit credit method. The present value of the defined
benefit obligation is determined by the estimated future cash outflows using interest rates of government
securities which have terms to maturity approximating the terms of the related liability.
Actuarial gains and losses arising from experience adjustments, changes in actuarial assumptions and
amendments to pension plans are charged or credited to income over the average remaining service lives of
the related employees.
(ii) Other post-retirement obligations
The Trust also provide post-retirement healthcare benefits to its retirees. The entitlement to these benefits is
usually based on the employee remaining in service up to retirement age and the completion of a minimum
service period. The expected costs of these benefits are accrued over the period of employment, using
accounting methodology similar to that for defined benefit pension plans. These obligations are valued annually
by independent qualified actuaries.
42
31 March, 2004
Page 8
31 March 2004
2.
Significant Accounting Policies (Continued)
(i)
Financial instruments
Financial instruments carried on the balance sheet include cash and bank balances, investments, loans receivable,
balances with other agencies, accounts receivable, bank overdraft and accounts payable and accruals. The
particular recognition methods adopted are disclosed in the individual policy statements associated with each item.
The determination of the fair value of the Trust’s financial instruments are discussed in Note 20.
(j)
Income taxes
Taxation expense in the income and expenditure account comprises current and deferred tax charges.
Current tax charges are based on taxable surplus for the year, which differ from the surplus before tax reported
because it excludes items that are taxable or deductible in other years, and items that are never taxable or
deductible. The Trust’s liability for current tax is calculated at tax rates that have been enacted at balance sheet
date.
Deferred tax is the tax expected to be paid or recovered on differences between the carrying amounts of assets
and liabilities and the corresponding tax bases. Deferred income tax is provided in full, using the liability method,
on temporary differences arising between the tax bases of assets and liabilities and their carrying amounts in the
financial statements. Currently enacted tax rates are used in the determination of deferred income tax.
Deferred tax assets are recognised to the extent that it is probable that future taxable profit will be available
against which the temporary differences can be utilised.
Deferred tax is charged or credited in the income and expenditure account, except where it relates to items
charged or credited to equity, in which case, deferred tax is also dealt with in equity.
(k) Loans receivable
Loans are recognised when cash is advanced to borrowers. They are initially recorded at cost, which is the cash
given to originate the loan including any transaction costs, and are subsequently measured at amortised cost using
the effective interest rate method.
A provision for credit losses is established if there is objective evidence that a loan is impaired. A loan is considered
impaired when management determines that it is probable that all amounts due will not be collected according to the
original contractual terms. When a loan has been identified as impaired, the carrying amount of the loan is reduced by
recording specific provisions for credit losses to its estimated recoverable amount, which is the present value of
expected future cash flows including amounts recoverable from guarantees and collateral, discounted at the original
effective interest rate of the loan.
The provision for credit losses also covers situations where there is objective evidence that probable losses are
present in components of the loan portfolio at the balance sheet date. These have been estimated based upon
historical patterns of losses in each component, the credit ratings allocated to the borrowers and reflecting the
current economic climate in which the borrowers operate.
43
Page 9
31 March, 2004
31 March 2004
2.
Significant Accounting Policies (Continued)
(k) Loans receivable (Continued)
Write-offs are made when all or part of a loan is deemed uncollectible or in the case of debt forgiveness. Write-offs
are charged against previously established provisions for credit losses and reduce the principal amount of a loan.
Recoveries in part or in full of amounts previously written-off are credited in the income and expenditure account.
(l)
Trade receivables
Trade receivables are carried at original invoice amount less provision made for impairment of these receivables. A
provision for impairment of these receivables is established when there is objective evidence that the Trust will not
be able to collect all amounts due according to the original terms of receivables. The amount of the provision is
the difference between the carrying amount and the recoverable amount, being the present value of expected
cash flows, discounted at the market rate of interest for similar borrowers.
(m) Provisions
Provisions are recognised when there is a present legal or constructive obligation as a result of past events, if it
is probable that an outflow of resources will be required to settle the obligation and a reliable estimate of the
amount of the obligation can be made.
(n) Payables
Payables are recorded at cost.
(o) Cash and cash equivalents
Cash and cash equivalents are carried in the balance sheet at cost. For the purposes of the cash flow statement,
cash and cash equivalents comprise cash and bank balances, deposits held at call with banks, and other shortterm highly liquid investments with original maturities of three months or less, net of bank overdrafts.
(p)
Foreign currency translation
Transactions during the year are converted at the rates of exchange ruling on transaction dates. Assets and
liabilities are translated at rates of exchange ruling at balance sheet date. Gains and losses arising from fluctuations
in exchange rates are included in the income and expenditure account.
(q) Comparative information
Where necessary, comparative figures have been reclassified to conform with changes in presentation in the
current year. In particular, comparatives have been adjusted or extended to reflect the requirements of IFRS (Note
23).
3.
Finance Income
Interest income
Foreign exchange gain
44
2004
2003
$’000
$’000
237,366
141,714
6,712
9,665
244,078
151,379
Page 10
31 March, 2004
31 March 2004
4.
Operating Surplus before Taxation
The following items have been charged/(credited) in arriving at operating surplus before taxation:
Depreciation
2004
2003
$’000
$’000
116,991
105,637
(891)
(3,321)
8,872
7,460
Directors’ emoluments
Management remuneration
Directors’ fees
Auditors’ remuneration
Staff costs
5.
(Note 5)
745
988
2,600
2,083
1,304,890
1,097,888
Staff Costs
2004
2003
$’000
$’000
1,133,957
946,933
7,715
1,736
52,271
38,659
7,910
6,673
Other post retirement benefits (note 9)
13,615
12,399
Other
89,422
91,488
1,304,890
1,097,888
Wages and salaries
Termination costs
Statutory contributions
Pension (note 9)
Staff costs and director’s emoluments above include the compensation packages of the Trust’s Executive Director and
other senior executives amounting to approximately $44,244,100 (2003 $38,701,294).
The number of persons employed by the Trust at the end of the year were as follows:
Full-time
Part-time
45
2004
2003
No.
No.
1,099
1,052
517
407
Page 11
31 March, 2004
31 March 2004
6.
Taxation
Previously, under the Section 8 of the HEART Act, the Trust was exempt from income tax, education tax, property
tax, transfer tax and general consumption tax. On 23 December 2003, Section 8 of the HEART Act was removed. As
a result of this amendment, the Trust is now liable to pay income tax on its surplus.
Taxation is based on the surplus for the period from 24 December 2003, adjusted for taxation purposes and comprises
income tax at 33 1/3%:
2004
$’000
Current income tax
12,140
Deferred tax (note 18)
110,667
122,807
The tax charge on the Trust’s surplus differs from the theoretical amount that would arise using the statutory tax
rate as follows:
2004
$'000
297,640
Surplus before tax
99,214
Tax calculated at a rate of 33 1/3%
Adjusted for the effect of:
Income not subject to tax
(74)
Expenses not deductible for tax
76
Effect of increase in tax relating to prior year
76,450
Surplus exempt from tax from 1 April 2003 to 23 December 2003.
Income tax expense
(52,859)
122,807
46
Page 12
31 March, 2004
31 March 2004
7.
Fixed Assets
$'000
$'000
$'000
$'000
$'000
45,800
1,067,059
80,920
191,980
364,381
-
2,143
6,008
79,183
108,411
$’000
$'000
At Cost 1 April 2003, as restated
Additions
Transfers from construction
in progress
-
36,296
Disposals
31 March 2004
7,749 1,757,889
195,745
36,296
(2,173)
(180)
(2,034)
-
(4,387)
45,800
1,105,498
84,755
270,983
470,758
7,749 1,985,543
1 April 2003, as restated
-
158,031
57,128
124,386
74,365
7,749
421,659
Charge for the year
-
26,966
13,269
29,623
47,133
-
116,991
Relieved on disposals
-
-
(2,346)
-
31 March 2004
-
184,997
68,405
154,009
119,152
7,749
534,312
31 March 2004
45,800
920,501
16,350
116,974
351,606
-
1,451,231
31 March 2003
45,800
909,028
23,792
67,594
290,413
-
1,336,627
Depreciation -
(1,992)
-
(4,338)
Net Book Value -
Included in the table above are amounts totaling $694,585,000 (2003 - $694,585,000) for the Trust representing the
previous Jamaican GAAP revalued amount of furniture, fixtures, computer and equipment which has been used as the
deemed cost of these assets under the provisions of IFRS 1 (Note 2(c)).
47
Page 13
31 March, 2004
31 March 2004
8.
Construction in Progress
This represents costs incurred to year end for construction in progress at the following locations:
Port Maria Vocational Training Centre
Junction Vocational Training Centre
National TVET Centre
Jamaican German Automotive School (JAGAS)
Culloden Vocational Training Centre
Ebony Park HEART Academy
South-East Regional Office
Garmex HEART Academy
Black River Vocational Training Centre
2004
2003
$'000
$'000
927
290
2,389
3,888
21,072
20,948
789
588
160
177
18,075
3,989
590
286
2,847
1,645
457
260
Newport Vocational Training Centre
4,707
3,053
Portmore HEART Academy
8,519
1,896
68
558
Old Harbour Vocational Training Centre
Rockfort Vocational Training Centre
1,139
198
Runaway Bay HEART Hotel and Training Institute
3,104
1,825
School of Cosmetology
3,131
2,373
Falmouth Vocational Training Centre
979
525
Petersfield Vocational Training Centre
462
387
Stony Hill HEART Academy
613
683
301
207
Above Rocks Vocational Training Centre
Kenilworth HEART Academy
4,304
507
Granville VTC
8,918
5,875
Seaford Town VTC
1,974
2,193
146
87
Cornwall Automotive Training Institute
Vocational Training Department
247
172
1,258
361
57
-
765
-
N.C.T.V.E.T
3,171
-
Runaway Bay Academy
1,433
-
74
-
828
-
93,504
52,971
National Tools and Engineering Institute
Compliance Department
L.E.A.P
Boys Town VTC
Beechamville Vocational Training Centre
Construction in progress totaling $36,296,000 was completed during the year and transferred to fixed assets.
48
Page 14
31 March, 2004
31 March 2004
9.
Pension and Other Post Retirement Obligations
Pension
The Trust has established a retirement benefit plan covering all permanent employees. The assets of funded plan are held
independently of the Trust’s assets in separate trustee administered funds.
The scheme is funded by employee contributions at 5% of salary, with the option to contribute an additional 5%, and
employer contributions at 10% of salary as recommended by independent actuaries.
The scheme is administered by the Trustees and the funds are invested and managed by First Life Insurance Company
Limited.
The amounts recognised in the balance sheet are determined as follows:
Present value of funded obligations
2004
2003
$'000
$'000
616,387
Fair value of plan assets
Unrecognised actuarial gains
Asset in the balance sheet
505,266
(1,030,638)
(774,550)
(414,251)
(269,284)
103,856
26,322
(310,395)
(242,962)
The amounts recognised in the income and expenditure account are as follows:
2004
2003
$'000
$'000
Current service cost
20,305
14,204
Interest cost
69,884
54,651
(82,279)
(62,182)
7,910
6,673
Expected return on plan assets
Total, included in staff costs (Note 5)
49
HEART TRUST/NTA HEADQUARTERS AND
REGIONAL OFFICES
Page 15
31 March, 2004
31 March 2004
9.
Pension and Other Post-Retirement Obligations (Continued)
The actual return on plan assets was $159,599,000 (2003 - $109,920,000).
Movements in the amounts recognised in the balance sheet:
Assets at beginning of year
2004
2003
$'000
$'000
242,962
186,182
Total expense, as above
(7,910)
(6,673)
Contributions paid
75,343
63,453
310,395
242,962
Asset at end of year
The principal actuarial assumptions used were as follows:
2004
2003
Discount rate
12..5%
15%
Expected return on plan assets
10.0%
10.0%
Future salary increases
10.0%
9.5%
4.5%
3.5%
Future pension increases
Other post-retirement obligations
The Trust operates a post-employment benefit scheme principally in Jamaica. The benefits covered under the scheme
include health care. Funds are not built up to cover the obligations under this retirement benefit scheme. The method
of accounting and the frequency of valuations are similar to those used for defined benefit pension schemes.
In addition to the assumptions used for the pension schemes, the main actuarial assumption is a long term increase in
health costs of 12.5% per year (2003 - 7.5% per year).
The amounts recognised in the balance sheet were determined as follows:
Present value of unfunded obligations
Unrecognised actuarial gains
Liability at end of year
50
2004
2003
$'000
$'000
69,894
56,671
6,074
6,264
75,968
62,935
Page 16
31 March, 2004
31 March 2004
9.
Pension and Other Post-Retirement Obligations (Continued)
The amounts recognised in the income and expenditure account are as follows:
2004
2003
$'000
$'000
Current service cost
5,838
5,372
Interest cost
7,777
7,027
13,615
12,399
Total, included in staff costs (Note 5)
10.
Loans Receivable
Loans are advanced to employees for the purpose of education, motor vehicle and computers.
2004
2003
$'000
$'000
28,246
32,777
This is comprised as follows:
Motor vehicle, education and computer loans to employees
11.
Investments
Investments comprise:
2004
2003
$'000
$'000
Held to maturity securities – at amortised cost
Joint venture deposit
Government of Jamaica
10,012
10,012
330,473
112,500
340,485
122,512
The joint venture deposit represents amounts placed on long term deposit under a joint venture with the National Housing
Trust (NHT) and Victoria Mutual Building Society (VMBS) to provide mortgage financing to the Trust’s employees to
purchase NHT housing units on the following terms:
(a)
NHT and the Trust will each finance 45% of the cost of the units (totalling 90% of the cost of the units);
(b)
The other 10% plus closing costs will be borne by the employees.
(c)
Interest is chargeable at 9% p.a. on the 45% deposit by the Trust and is capitalised;
(d)
The 45% deposit plus interest will be repaid to the Trust by VMBS at the end of the mortgage.
51
Page 17
31 March, 2004
31 March 2004
12.
Inventories
2004
2003
$'000
$'000
2,499
2,320
Livestock, meat and crops – Ebony Park HEART Academy
10,790
10,372
Stationery supplies
23,788
18,958
37,077
31,650
2004
2003
$'000
$’000
Trade accounts receivable
30,343
25,232
Interest receivable
86,203
55,326
Prepayments
19,964
7,263
Advance on purchase of fixed assets
32,312
16,900
2,903
2,591
25,936
21,706
197,661
129,018
(17,295)
(7,298)
180,366
121,720
Hotel supplies – Runaway Bay HEART Hotel and Training
Institute
13.
Receivables, Prepayments and Deposits
Staff loans
Other
Less: Provision for doubtful debts
52
Page 18
31 March, 2004
31 March 2004
14. Balances With Other Agencies
This comprises the balance of funds being administered by the Trust on behalf of other agencies:
2004
2003
$’000
$’000
INTEC Project
3,919
2,402
UNICEF
2,854
740
GTZ
3,253
-
379
-
10,405
3,142
Due from:
CPEC
Due to:
Jamaica Defence Force
(116)
UNDP LEAP
(116)
( 116)
CPEC
-
(380)
GTZ
-
(995)
Inter American Development Bank
(10,793)
(10,944)
UNDP - CISCO
(1,226)
-
ICT4D
(2,168)
-
(14,419)
(12,435)
2004
2003
$'000
$'000
268,708
453,370
389,866
422,988
66,007
-
455,873
422,988
724,581
876,358
15. Short Term Investments
Investments comprise:
Originated debt securities – at amortised cost
Government of Jamaica
Available-for-sale securities – at fair value
Government of Jamaica – repurchase agreements
Cash on deposit
53
Page 19
31 March, 2004
31 March 2004
15. Short Term Investments (Continued)
The weighted average effective interest rate on short term investments, which have an average maturity of under 90
days, was 21% (2003 – 20%) for the year. Short term investments which mature between 90 days to 360 days had an
average effective interest rate of 18% (2003 – 17%).
16. Bank Overdraft
The accounting records of the Trust reflect a bank overdraft which results from cheques issued but not yet presented to
the bank.
In an effort to maximize interest income, the Trust transfers cash from short-term deposits to its current accounts only
when required, a practice which results in a book overdraft occasionally. The Trust does not have an actual overdraft
with any of its bankers as no bank overdraft facilities are in place.
17. Fair Value Reserve
Fair value reserve represents unrealized gains and losses on the Trust’s available for sale investments.
18. Deferred Income Tax
1
Deferred income taxes are calculated on all temporary differences under the liability method using a tax rate of 33 /3%
for the Trust. Liabilities recognised on the balance sheet are as follows:
2004
$’000
Liability at beginning of year
-
Deferred tax expense (Note 6)
110,667
Liability at end of year
110,667
Deferred income tax assets and liabilities are due to the following items:
2004
$’000
Deferred income tax assets:
Employee benefit obligation
25,323
25,323
Deferred income tax liabilities:
3,791
Interest receivable
28,734
Pension plan asset
103,465
135,990
54
Page 20
31Human
March, 2004 Employment and Resource Training Trust
31 March 2004
18. Deferred Income Tax
2004
2003
$'000
$'000
Deferred tax assets to be recovered after more than 12 months
28,734
-
Deferred tax liabilities to be recovered within 12 months
81,933
-
The amounts shown in the balance sheet include the following:
19. Financial Risk Management
The Trust’s activities expose it to a variety of financial risks including the effects of changes in debt and equity market
prices, foreign currency exchange rates, interest rates and liquidity risks. The Trust’s overall risk management
programme focuses on the unpredictability of financial markets and seeks to minimize potential adverse effects on the
financial performance of the Trust.
Risk management is carried out by a finance committee which identifies, evaluates and manages financial risks in
close co-operation with the Trust’s operating business units. The Board of Directors sets guidelines for overall risk
management including specific areas, such as foreign exchange risk, interest rate risk, credit risk, and investing
excess liquidity.
(a) Currency risk
Currency risk is the risk that the value of a financial instrument will fluctuate due to changes in foreign exchange
rates. The Trust is exposed to this risk arising from various currency exposures primarily with respect to the United
States dollar.
The balance sheet at 31 March 2004 includes aggregate net foreign assets of approximately US$596,000 (2003 –
US$1,054,000) in respect of transactions arising in the ordinary course of business.
(b) Interest rate risk
Interest rate risk is the risk that the value of a financial instrument will fluctuate due to changes in market interest
rates.
The Trust takes on exposure to the effects of fluctuations in the prevailing levels of market interest rates on
financial position and cash flows. Interest margins may increase as a result of such changes but may reduce or
create losses in the event that unexpected movements arise.
The Trust’s interest bearing financial instruments include investments and loans receivable. The effective rates of
interest impacting these instruments are disclosed in the individual notes to the financial statements associated
with each item.
(c) Market risk
Market risk is the risk that the value of a financial instrument will fluctuate as a result of changes in market prices
whether those changes are caused by factors specific to the individual security or its issuer or factors affecting all
securities traded in the market. The Trust has no significant exposure to market risk.
55
Page 21
31 March, 2004
31 March 2004
19. Financial Risk Management (Continued)
(d) Credit risk
Credit risk is the risk that one party to a financial instrument will fail to discharge an obligation and cause the other
party to incur a financial loss. The Trust has no significant concentration of credit risk attaching to trade
receivables as the Trust has a large and diverse customer base, with no significant balances arising from any
single economic or business sector, or any single entity or Group of entities. The Trust has policies in place to
ensure that sales of products and services are made to customers with an appropriate credit history. Trade
receivable balances are shown net of provision for doubtful debts.
Cash and short term investments are held with substantial financial institutions. A significant level of investments
is held in various forms of government instruments.
20. Fair Values of Financial Instruments
The amounts included in financial statements for cash and bank balances, short term investments, balances with other
agencies, accounts receivables, bank overdraft and accounts payables and accruals reflect their approximate fair
value because of the short term maturity of these instruments.
The estimated fair values of the Trust’s other financial instruments are as follows:
2004
Loans receivable
Investments
2003
Carrying
Amount
Fair
Value
Carrying
Amount
Fair
Value
$’000
$’000
$’000
$’000
28,246
28,246
32,777
32,777
340,485
338,227
122,511
113,354
The estimated fair values have been determined using available market information and appropriate valuation
methodologies. However, considerable judgement is necessarily required in interpreting market data to develop
estimates of fair value. Accordingly, the estimates presented above are not necessarily indicative of the amounts that
the Trust would realise in a current market exchange. The fair values of loans receivable and investments are
determined from projected cash flows, discounted at estimated current market rates of interest for similar instruments.
21. Capital Commitments
Capital commitments, authorised and contracted for at 31 March 2004 amounted to $58,591,000 (2003 – $12,253,000).
22. Lease Commitments
At 31 March, 2004, the Trust has operating lease commitments amounting to approximately $7,326,485 (2003 –
$8,389,957).
56
Page 22
31 March, 2004
31 March 2004
23. Effects of Transition to IFRS
The Trust adopted IFRS effective 1 April 2003. Prior to that date, the financial statements of the Trust were prepared in
accordance with Jamaican Generally Accepted Accounting Principles (JGAAP). The financial statements for the years
ended 31 March 2002 and 31 March 2003 have been restated to reflect the financial position and results under IFRS. The
financial effects of conversion from JGAAP to IFRS are as follows:
(a) Reconciliation of equity at 1 April 2002 (date of transition to IFRS)
Previous
JGAAP
Effect of
Transition
to IFRS
IFRS
$000
$000
$000
NET ASSETS EMPLOYED
Non-Current Assets
Property, plant and equipment (i)
Pension Plan Asset (ii)
Investments
1,208,513
55,222
1,263,735
24,739
-
24,739
-
186,182
186,182
121,879
-
121,879
19,432
-
19,432
159,435
-
159,435
2,516
-
2,516
806,837
-
806,837
Current Assets
Inventories
Cash and short term investments
988,220
988,220
Current Liabilities
Bank overdraft
Accounts payable and accruals (ii), (iv)
Net Current Assets
33,785
-
33,785
258,220
276,096
534,316
16,508
-
16,508
308,513
276,096
584,609
679,707
276,096
403,611
2,034,838
(34,692)
2,000,146
2,034,838
(85,837)
1,949,001
-
51,145
51,145
2,034,838
(34,692)
2,000,146
Equity
Accumulated HEART Fund (i), (ii), (iv)
Non Current Liability
Employee benefit obligations (ii)
57
Page 23
31 March, 2004
31 March 2004
23. Effects of Transition to IFRS (Continued)
(b) Reconciliation of equity at 31 March 2003
Previous
JGAAP
Effect of
Transition
to IFRS
IFRS
$000
$000
$000
1,281,405
55,222
1,336,627
52,971
-
52,971
-
242,962
242,962
32,777
-
32,777
122,512
-
122,512
NET ASSETS EMPLOYED
Property, plant and equipment (i)
Pension Plan Asset (ii)
Loans Receivable
Investments
Current Assets
Inventories
31,650
31,650
149,253
149,253
3,142
3,142
Cash and short term investments (iii)
915,132
(143)
914,989
1,099,177
(143)
1,099,034
Current Liabilities
Bank overdraft
Accounts payable and accruals (ii), (iv)
56,851
-
56,851
313,631
279,463
593,094
Net Current Assets
12,435
12,435
382,917
279,463
662,380
716,260
(279,606)
436,654
2,205,925
18,578
2,224,503
2,205,925
(44,214)
2,161,711
-
(143)
2,205,925
(44,357)
FINANCED BY
Accumulated HEART Fund (i), (ii), (iv)
Fair value reserve
(143)
2,161,568
Non Current Liability
Employee benefit obligation (ii)
-
2,205,925
58
62,935
18,578
62,935
2,224,503
Page 24
31 March, 2004
31 March 2004
(c) Reconciliation of net surplus for the year ended 31 March 2003
Previous
JGAAP
Effect
of
Transition
to IFRS
IFRS
$’000
$’000
$’000
2,262,801
-
2,262,801
Finance income
151,379
-
151,379
Institutional earnings
188,397
-
188,397
3,321
-
3,321
10,937
-
10,937
2,616,835
-
2,616,835
447,968
-
447,968
Income
Employers’ 3% contribution
Miscellaneous
Expenses
Facilities costs
Training costs (ii)
1,582,757
(31,217)
1,551,540
Personnel/administration costs (ii)
241,953
(10,406)
231,547
Other operating costs
155,021
155,021
18,049
18,049
Refurbishing of technical high schools
Surplus for the Year
2,445,748
(41,623)
2,404,125
171,087
41,623
212,710
Brief descriptions of each item of difference:
(i)
Under the provision of IFRS 1, the Trust elected to measure its furniture, fixtures, equipment and computers at the
date of transition to IFRS at fair values, and to use those fair values as deemed cost.
(ii)
Provision for pension assets and obligations, which was not required under previous Jamaican GAAP, is now
made in full. The provision for pension benefits and obligations is determined by independent actuaries using the
Projected Unit Credit Method.
59
Page 25
31 March, 2004
31 March 2004
(iii)
Under previous Jamaican GAAP, the Trust measured all investment securities at cost. Under IFRS, available for
sale securities are measured at fair value while originated debts and held to maturity securities are carried at
amortised cost. The unrealised gains/losses as a result of the re-measurement of the available-for-sale
securities to fair value are recognised in the fair value reserves in equity. Premiums and discounts on
acquisition of investment securities were amortised on a straight-line basis over the lives of the securities under
previous Jamaican GAAP. Under IFRS, premiums/discounts are amortised using the effective yield method (Note
17).
(iv)
Certain claims payable to various Government owned entities and agencies were previously accounted for on a
cash basis under Jamaican GAAP. Under IFRS, these liabilities are now accounted for on the accrual basis.
60
HEART TRUST/NTA PERSONNEL
EXECUTIVE TEAM
Mr. Robert Gregory
Executive Director
Mr. Donald Foster
Chief Technical Director
Mr. Michael HoSue
Chief Information Officer
Mrs. Christine Dickson-Edwards
Senior Director - HEART Trust Fund
Mr. Thomas McArdle
Senior Director - Planning & Projects Development Division
Mr. Colin Barnett
Senior Director - HRPD
Mrs. Paulette Dunn-Smith
Senior Director - NCTVET
Miss Pamella McKenzie
National Programmes Director (Acting)
DIRECTORS
Miss Clover Barnett
Director - Learning Management Services
Mr. Robert Green
Director - JAMALCO/Expansion Project
Mr. Dayn Telfer
Director - Finance & Accounting
Mr. Edward Shakes
Director/Principal - VTDI
Mrs. Sonia Lynch
Director - Personnel & Administration
Mrs. Karen Gayle
Director - Institutional Based Training
Mr. Kevin Mullings
Senior Programmes Director (Acting)
Mrs. Cora Ricketts
Director - Compliance (Acting)
Mrs. Joyce Wilson
Director - Community Based Training
Mr. Mark Thomas
Director - Communications
Mr. Dermon Spence
Director - Regional Programmes Services
Mr. Michael Hamilton
Director - Building & Properties
Mrs. Loveda Jones
Director - Technical High School Development Programme
Mr. Malcolm Cameron
Director - Management Operations Analysis & Internal Audit
Mr. Samuel Bowen
Director - Caribbean Institute of Technology
Mr. Ludlow Thompson
Director - Occupational Standards, NCTVET
Mrs. Elizabeth Terry
Director - Special Partnerships
Miss Jennifer Walker
Director - Quality Assurance, NCTVET
61
MANAGERS
Mr. Evon Grant
Manager - Workforce Improvement Programme
Mrs. Sonia Bennett-Cunningham
Manager - Learning Management Services
Ms Elvey Hamilton
Senior Project Manager - Special Programmes
Ms. Judith Lewis
Manager - Media Services
Mr. Clive Grossett
Manager - Entrepreneurial Skills Development
Mrs. Jacqueline Wallder
Senior Manager - Administration, VTDI
Mr. Orville Reid
Manager - Technical Services, VTDI
Miss Dotlyn Minott
Manager - Professional Studies, VTDI
Mrs. Myrnel Sangster
Secretary/Manager - NCTVET
Mrs. Linette McLean
Manager - Learning Resources, Design & Development
Miss Vilma Freeman
Manager - Professional Guidance Information Services
Mrs. Beverley Clarke
Manager - Learning for Earning Activity Programme
Mrs. Deborah King-Murray
Project Manager - HRMIS (Futuretech)
Mr. Kenneth Morrison
Manager - Project Development, PPDD
Mr. Wayne Sucklal
Manager - Safety & Security
Mrs. Joan Nicholas
Manager- Administration, National TVET Centre
Mrs. Marcia Hector
Manager - Office Services & Employee Relations
Mrs. Marcia Huggins
Purchasing Manager
Mr. Maurice Lewin
Manager - Human Resources (Acting)
Mr. Kenrick Steele
Manager -Technical Services
Mr. Leecep Sterling
Systems Development Manager
Mrs. Patricia Johnson-Small
Programme Manager - Vocational Training Division
Mrs. Nursita Johnson
Manager - Regional Programme Services
Mrs. Yvette Batchelor
Manager - Compliance
Mrs. Margaret Maragh
Audit Manager (Acting)
Mrs. Natalie Ferreira-Reid
Manager - Information & Promotion, NCTVET
Miss Sandra Hutchinson
Senior Programmes Manager
REGIONAL MANAGERS
Mrs. Cynthis Dewdney
Manager - South Eastern Region
Miss Jacqueline Lawson
Manager - South Western Region (Acting)
Mr. Merton Jones
Manager - North Western Region
Mr. George Coleman
Manager - Northern Region
62
ACADEMIES
Mrs. Leonie Dunwell
Manager - Kenilworth Academy
Miss Sandra Berry
Manager- Portmore Academy
Mrs. Novelette Denton-Prince
Manager- School of Cosmetology
Miss Arden Grant
Manager- Garmex Academy
Mrs. Grace McLean
Manager - Jamaican German Automotive School
Mr. Pius Lacan
Manager - Ebony Park Academy
Mr. Winston Fletcher
Manager - National Tools & Engineering Institute
Mrs. Muffat Townsend
Manager - Stony Hill Academy
Mr. Philadolph Griffiths
Manager - Cornwall Automotive Training Institute
Miss Charmaine Deane
General Manager - Runaway Bay HEART Hotel & Training Institute
Miss Janet Dyer
Manager - Runaway Bay HEART Hotel & Training Institute
VOCATIONAL TRAINING CENTRES
Miss Merlyn Brown
Manager - Rockfort VTC (Acting)
Mrs. Maxine Chambers
Manager- Falmouth VTC
Mr. Donovan Jones
Manager- Newport VTC
Mr. Colin Hitchman
Manager - Culloden VTC
Mrs. Elain Holloway
Manager - Junction VTC
Mrs. Yvonne Beckford Hewitt
Manager - Boys Town VTC
Mr. George James
Manager - Old Harbour VTC
Mrs. Beverley DeCambre-Brown
Manager - Beechamville, VTC
Mr. Joseph Reid
Manager - Lluidas Vale VTC
Mrs. Elaine Shakes
Manager - Seaford Town VTC
Miss Odette Brown
Manager - Port Maria VTC (Acting)
Miss Althea Lawrence
Manager - Granville VTC
Miss Novelette Myers
Manager - Above Rock VTC
Mr. Winsbert Ansine
Manager - Petersfield VTC
Mr. Wentworth Kelly
Manager - Buff Bay VTC (Acting)
63
HEART TRUST/NTA REGIONAL OFFICES
HEART Trust/ NTA Head Office
6B Oxford Road, Kingston 5.
Telephone: (876) 929-3410-8, 960-7635
Fax: (876) 929-2478
Fax: (876) 962-3888
Regional Programme Services Department
7 Ripon Road, Kingston 5
Telephone: (876) 968-7488-9
968-4441, 968-4433
Fax: (876) 968-4443
Enterprise Based Training Department
203 Windward Road, Kingston 2
Telephone: (876) 929-1391-3
Fax: (876) 795-5815
Compliance Department
22 Hope Road, Kingston 5
Telephone: (876) 929-1575, 968-9531,
968-8455-6
Fax: (876) 929-5924
Institutional Based Training Department
6B Oxford Road, Kingston 5
Telephone: (876) 929-3410-8
Fax: (876) 929-2478
National TVET Centre
VTDI/ ITC/ NCTVET
TVET Resource Centre
Gordon Town Road, Kingston 7
Telephone: (876) 977-1700-5
Fax: (876) 977-1115, 702-3366
REGIONAL OFFICES
Mandeville Regional Office
5-½ Caledonia Road,
Mandeville, Manchester
Telephone: (876) 962-0543,
962-3393
Fax: (876) 962-3888
St Ann’s Bay Regional Office
45 Main Street, St Ann
Telephone: (876) 972-0226,
972-1232,794-8293, 972-2152
Fax: (876) 972-1382
Montego Bay Regional Office
11 Dome Street, St James
Telephone: (876) 952-0172,
952-4967, 979-0484,979-2914
Fax: (876) 952-0321
Spanish Town
10 King Street, Spanish Town,
St Catherine.
Telephone: (876) 943-9817, 907-4339
Fax: (876) 907-4337
Santa Cruz
Shop# 3, Hayles Plaza
St Elizabeth.
Telephone: (876) 966-9710, 966-4578
Fax: (876) 966-9710
Savanna- La- Mar
6 Rose Street, Williams Plaza
Westmoreland
Telephone: (876) 955-2928
Fax: (876) 955-4481
www.heart-nta.org
Morant Bay
14A Queens Street, St Thomas.
Telephone: (876) 982-1215
South - East Regional Office
7 Ripon Road, Kingston 5
Telephone: (876) 968-7488-9
Fax: (876) 968-4443
64

“A Jamaican workforce trained and certified to

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