“A Jamaican workforce trained and certiﬁ ed to ... · the Jamaican workforce in preparation for...

“A Jamaican workforce trained and certifi ed

to international standards, stimulating

employment-creating investments,

contributing to the improved productivity,

competitiveness and prosperity of

individuals, enterprises, and the nation.”

“A Jamaican workforce trained and certifi ed

to international standards, stimulating

employment-creating investments,

contributing to the improved productivity,

competitiveness and prosperity of

individuals, enterprises, and the nation.”

3 HEART TRUST/NTA 2003–2004 ANNUAL REPORT

T A B L E O F C O N T E N T S

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

HEART TRUST/NTA 2003–2004 ANNUAL REPORT 4

M E S S A G ET H E M I N I S T E R O F E D U C A T I O N , Y O U T H & C U L T U R E

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.

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 confi dence 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 fi ll the needs of these growing sectors.

— THE HON. MAXINE HENRY-WILSON, MPMINISTER OF EDUCATION, YOUTH & CULTURE


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.

From the days of slavery and a plantation economy, Jamaicans have mastered the art of survival, rising from the ashes to fi ght again. For centuries, our people have earned a high reputation for being among the best workers

in the world. We are a fi ercely 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 profi le 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.

T H E H E A R T T R U S TN A T I O N A L T R A I N I N G A G E N C YA True Jamaican Story

The HEART Trust/NTA is the leading trainer for the Information Communications and Technology (ICT)

Industry in Jamaica


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 certifi cation 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 effi ciency 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, certifi ed, and sophisticated Jamaican workforce. It continually fi ne-tunes its approach to make it more relevant to achieving these national goals.

HEART/NTA has a clear vision to build: “A Jamaican workforce trained and certifi ed 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 certifi ed 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 certifi ed Jamaican worker.

The Runaway Bay HEART Hotel & Training Institute in St. Ann was the fi rst institution of its kind to receive the prestigious Green Globe 21 certifi cation.


T H E B O A R D O F D I R E C T O R S

FOREROUND FROM LEFT TO RIGHT:

Wilber t Wil l iams, Dawnet t e Turner , Al i s t er Cooke , OD, JP, (Chairman),

Rober t Gregory (Execut ive Direc tor) , Paul ine Knight , Dr . Rae Davis , CD, JP, (Vice Chairman)

STANDING:

Carmen Bromley (Board Secre tary) , James Walsh , Frances Madden ,

Maria Jones , Patr i c e Samuels , Greta Bogues , Sherry l White-McDowel l ,

Jul ian Robinson , Viv ian Crawford , Sher ine Shakes


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 certifi cation.

Particular note should be taken of key indicators relating to certifi cation targets, specifi cally 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 certifi cation of assessors, the development of competency standards for qualifi cations, 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 fi gure of 37,000 by 5,490. The total output or completion for the fi scal year was 21,984 with terminations for the same period being 2,244 or 5.3% of actual enrolment.

In relation to the target of improving gender balances in programmes by the end of the fi scal 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 specifi c 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 fi scal year 2003-4, 15,477 persons were certifi ed 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 certifi cation.

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

C H A I R M A N A N DE X E C U T I V E D I R E C T O R ’ SR E P O R T

“As at March 2004, enrolment in all

programmes, stood at 42,490. Actual

enrolment exceeded the projected

enrolment fi gure of 37,000 by 5,490. The total output

or completion for the fi scal year

was 21,984 with terminations for the

same period being 2,244 or 5.3% of

actual enrolment.”


achieved the status of Accredited Training Organization (ATO) as we made huge strides in the implementation of the new model for training and certifi cation.

Over the past fi scal 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 Certifi cation 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 fi rst-ever Skills Exposition “Skills Jamaica” at the National Arena in Kingston and we are now preparing the fi rst 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 effi ciency 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 certifi ed graduates from the system and deepen partnerships. During the year, we

boosted the quality and relevance of training and the overall effi ciency 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 fi rst 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 certifi cation and employability of the Jamaican workforce.

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.


T H E H E A R T T R U S T / N T A C O R P O R A T E L O G F R A M E

REPORT CARD 2003-2004All 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 PERFORMANCE INDICATORS ACTUAL PERFORMANCE WEIGHT / SCORE

COMMENTS

1. Number of Certifi ed Individuals increased.

WEIGHT 16

1.1 NCTVET certifi cation achieved by a total of 14,136 persons in HEART programmes – 7,136 persons with NVQ J and NCTVET/Joint Certifi cation attained by 5669 persons by 03/04

1.2 6000 persons from other fi nanced programmes attain NVQJ/ NCTVET certifi cation by 03/04

1.3 Unit competencies achieved by 2000 persons by 03/04

1.4 Higher- level enrolment increased to 40% of total enrolment in NCTVET courses by 03/04

TARGETS NVQ -J JOINT

Acad. 5981 4010 3074VTCs 4403 2336 1952S/Progs 2652 1600 1710SL-TOPs 600 607SDC 200 WIP 300 188 14,136 8,553 6,924

15,477 persons certifi ed in HEART Programmes YTD. An increase of 1,341 over targeted 14,136 4,957 persons from other fi nanced programmes with NCTVET certifi cation

2,972 persons achieved unit competencies

35% or 10,090 enrolled in higher level NCTVET courses

5 / 5Over 4,000 persons certifi ed in Early Childhood Care and Development last year

3.5 / 3.5

3.5 / 3.5

4 / 4

2. Access to Training increased

WEIGHT 12

2.1 Enrolment in HEART fi nanced Training Programmes increased to 37,000 by 03/04

2.2 Fifty (50) fi rms, HEART institutions and CBOs achieve ATO status by 03/04

2.3 Three programmes offered through distance/open learning modalities by 03/04 - Career Development - Education and Training - Entertainment management

42,490 enrolled

28 institutions have so far achieved ATO status

Targeted programmes being delivered by distance using various blended approaches and modalities

4.5 / 4.5

4.5 / 3.5

3 / 3

3. Existing Partnerships strengthened and New Partnerships developed

WEIGHT 13

3.1 Increased recognition/acceptance of qualifi cation framework by MOEYC, Community Colleges and Universities by 03/04

3.2 Articulation agreements deepened through expanded UTECH/HEART and Joint Board on Teacher Education collaboration by 03/04

3.3 Ten (10) Industry Lead Groups re-organized and re-focused to support new model by 03/04.

3.4 Rationalization of TVET project in Secondary Schools initiated in two new parishes and deepened in existing parishes by 03/04

3.5 Five (5) new partnership-based projects (e.g. IDB, HISEP) developed and at least three implemented by 03/04

Collaboration in progress with Council of Community Colleges. Qualifi cation 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.

Collaboration deepened in the NTEI/UTECH and Ebony Park/CASE articulation agreements.

14 Lead groups re-organised and re-focused.

Project deepened in St. Elizabeth and Westmoreland with the addition of workshops and laboratories.

Twelve (12) new partnerships developed and fi ve implemented

4 / 4

3 / 3

2 / 2

2 / 2

2 / 2Targeted parishes for expansion are Kingston and St. Andrew. However, funds are not yet available for this

4. Effective and Effi cient Management of Resources strengthened

WEIGHT 11

4.1 Non-3% programmes and commercial enterprise activity earnings increased to $215.7M by 03/04

4.2 Three percent (3%) collections increased to $2.45B by 03/04.

4.3 Budget variance of Agency not to exceed 5% by 03/04.

4.4 Per capita cost calculations used to assess effi ciency and rationalize fi nancing of training (ROI, cost sharing) determined by 03/04.

$224,461,066.11M achieved

$2.685B achieved

YTD Actual Income - $3.181B vs. YTD budgeted of $2.817B. - % variance of 12.95%

YTD Actual expenditure - $2.956B vs. YTD budgeted of $2.797B. - % variance of 5.66%

Costing Model to determine Training Cost by skill area completed.

3 / 3

4 / 4

2 / 2

2 / 2

TARGETS ACHIEVED


STRATEGIES/OBJECTIVES PERFORMANCE INDICATORS ACTUAL PERFORMANCE WEIGHT / SCORE

COMMENTS

5. Technical Services to support New TVET System model instituted

WEIGHT 14

5.1 250 assessors selected and trained by 03/04

5.2 Pilot project of new TVET model evaluated by 07/03

5.3 Policies to facilitate revised TVET system model developed and approved by 10/03.

5.4 100 qualifi cations developed and validated in twenty areas across ten industries by 03/04

5.5 100 qualifi cation profi les developed and endorsed by lead groups by 03/04

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

5.7 Instructional materials developed/acquired to support competency standards for six sectors by 03/04

5.8 Awareness of NVQJ certifi cation and NVQJ certifi ed workers promoted among employers and potential customers by 03/04

5.9 Entrepreneurship programme extended to THSs by 03/04

5.10 Career Guidance materials for revised TVET model in at least two industries, developed by 03/04

381 persons have so far been trained as assessors

Report completed. Review conducted 15/05/03Briefi ng held and fi ndings of evaluation presented to Directors.

Complete.Submitted in July.

Competency standards developed in 16 areas across 13 industries.

128 qualifi cation profi les developed

On targetLMS pilot at VTDI using Adult Education and ICT programmes was successfulNQR is complete. Migrated to internet in February

Two hundred and forty (240) Learner’s Guides completed for eight (8) sectors.Three manuals also completed.

Programme to promote value of NVQ-J holders implemented. Press advertisements done and success story features highlighted

At least one teacher in all THSs trained and Principals and Vice Principals sensitized to programme

Developed Trainee Manual for the Revised TVET model covering four (4) industries.

2 / 2

2 / 2

1 / 1

1 / 1

1 / 1

2 / 2VTDI on target for full roll out in April 2004

2 / 2

1 / 1

1 / 1Full implementation in technical high schools by Sept 2004

1 / 1

6. Quality of Training/Delivery improved

WEIGHT 12

6.1 85% certifi cation rate for programmes achieved by 03/04

6.2 Instructor Quality Service Programme (IQSP) average score of 90% achieved for instructors by 03/04

6.3 National Skills Competition conducted by 11/03

90.2% certifi cation rate achieved (of 20,928/ 20,539 persons that sat exams 18,383/18523 passed)

Overall average score of 89.5% achieved YTD

Successfully completed. A total of 320 competitors participated in the event

6 / 6

3.5 / 3.5

2.5 / 2.5

7. Relevance of Programme to Labour Market and Social Demand improved

WEIGHT 12

7.1 Revised TVET system model implemented in ATOs as per schedule by 03/04

7.2 Gender balances improved as per 5 Year Corporate Strategic targets i.e. no less than 46% male by 03/04

7.3 Employers’ requests for services increased by 20% by 03/04

7.4 Relevance of training programmes reviewed and adjustments made in response to market needs by 03/04

7.5 Job placement increased by 15% to 4,203 by 03/04

Roll out of model commenced at ten (10) Academies/institutions, (16) VTCs and twelve (12) Special Programmes projects.

The overall percentage distribution of males in HEART fi nanced programmes is 43.1%

4,140 requests facilitated

Evaluation of ESD and Commercial Skills programmes and one institution – Garmex completed. 83 projects reviewed.

3,128 completers placed in jobs

3 / 3

3 / 2.8

2 / 1.6

2 / 2

2 / 1.5

8. Staff Human Resource Development Programmes strengthened and expanded

WEIGHT 10

8.1 Values integration programme implemented by 08/03

8.2 Employee career & professional development plan implemented by 03/04

8.3 55% of instructor core pursuing/upgrading to the degree level facilitate higher level training increased by 03/04

8.4 Organization re-structuring to support revised model completed for NCTVET, LMS and NPD by 03/04

8.5 HRD programmes implemented for all HEART institutions, NCTVET, etc, to support revised TVET model by 03/04

8.6 100% of instructors in the system qualifi ed by 03/04

Core values workshops for Directors conducted. Values handbook developed 08/03, published 10/03 and distributed.

Directors/Managers in process of developing career plans in conjunction with staff. 68% of career plans submitted to date.

62% of Instructors pursuing and/or upgraded to the degree level.

Completed for NCTVET and LMS. Restructuring incomplete in NPD- RPS. ITC now also being re-organized.

Extensive learning programme implemented and integrated with Instructor Quality Conference. Project management training conducted for 65 employees. Leadership Development programme developed 10/03.

98% of Instructors qualifi ed to the diploma level.

1.5 / 1.5

1.5 / 1

2 / 2

1.5 / 1.5

2 / 1.9

1.5 / 1.4

TOTAL 100 / 97.2


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 2003-2004 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 fi rst time, most of them from the distributive sector. Thirty-two corporate audits collected $36.61 million.

Offi cers 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 benefi t 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 effi cient trainee recruitment, selection and placement services. In the period under review, RPS facilitated the recruitment and enrolment of 45,239 applicants in all HEART fi nanced 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.

P E R F O R M A N C E O F T H EN A T I O N A L T R A I N I N G P R O G R A M M E


The RPS conducted system audits related to work experience and job placements and facilitated the participation of 415 fi rms 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 fi rms and organisations in the public and private sectors.

Academies & InstitutesThe fi scal 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 certifi cation.

In terms of sector enrolment, the results indicate that Early Childhood Care Givers showed the highest increase of 164%,


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 fi scal year, while the Agricultural and Information Communication & Technology Sectors each showed strong positive growth.

Increase in Certifi cation RatesFor the period under consideration, 4010

learners achieved the NVQJ certifi cation (Level I – 3469, (3446 on the old model and 23 on the new model), Level II - 503 & Level III – 38), 3043 were jointly certifi ed with NCTVET, while 1706 learners were non-NCTVET certifi ed. This resulted in an overall certifi cation 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 certifi cation, and maintained its status, as well as certifi cation of other critical areas of operation such as the Health & Fire Departments and Tourism Project Development Company certifi cation.

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 certifi ed completers for the period under review. Of this number just over 1800 were certifi ed in level one programmes, while the others matriculated at level two. At the end of the period, 1,952 persons were

awarded joint certifi cation 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

VTCs had their accreditation status reaffi rmed.

Falmouth, Port Maria, Beechamville, Lluidas

Vale, Petersfi eld 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 certifi cation,

surpassing the target of 600.

Our partnership with industry remains

strong as 472 fi rms participated in on-the-

job certifi cation programmes as against the

380 fi rms targeted. The pass rate for SL-TOPs

trainees exceeded the 90% target. 1754 fi rms

requested trainees.

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 benefi ted from these programmes.

NCTVET awarded joint certifi cates to 253 persons, while the number of workers awarded non-NCTVET certifi cation 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.

The HEART Trust/NTA has training institutions and community-based programmes

in every parish of Jamaica.


Special ProgrammesDuring the period under review, 17 new

community-based projects were launched as the Special Programmes Department surpassed many of its targets. NVQJ Certifi cation rate was exceeded by 13% and Joint Certifi cation 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.

National Council on Technical, Vocational Education and Training (NCTVET)

The NCTVET made signifi cant gains in the expansion of the NVQ-J certifi cation system, increasing the total number of individuals certifi ed. The NVQ-J certifi cation was awarded to 8,553 persons, while 6,924 persons achieved NCTVET/Joint Certifi cation. In addition, just under 3,000 persons achieved unit competencies.

During the year, a new TVET Council and committees were established and a national qualifi cations 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.

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.


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 qualifi cations for the 14 main industry areas, and audits were conducted in all HEART academies and VTCs to facilitate the delivery of unit standards.

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 certifi cation annually.

Emphasis was placed on:

(a) helping relevant personnel to acquire 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

certifi cation and passes in CXC examinations

There was a 31% increase in student entries for upcoming NCTVET exams, and higher levels of certifi cation are anticipated.

The Professional Guidance Information Services (PROGIS) Unit

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

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

Rationalization Project

• 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

Parenting and with various units within the

Ministry of Education, Youth and Culture.

Board chairman in a happy moment with retiring HEART pioneer, Delores O’Connor (2nd Right) and (from left) Steadley Webster, fi rst HEART chairman, Pam McKenzie, acting National Programmes Director and Joyce Robinson, fi rst 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.

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35,000

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1999/2000 2000/01 2001/02 2002/03 2003/04

FISCAL YEAR

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enrolment f igures1999/2000 – 2003/4 f iscal year1999/2000 – 2003/4 f iscal year

3,000,000

2,500,000

2,000,000

1,500,000

1,000,000

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0

f inancial perspectivelast 5 years

CentralAdministration

AS OF MARCH 2004 2003 2002 2001 2000

Revenue TotalExpenditure

DirectProgramme

Delivery

SurplusAfter

TaxationTaxationT

CapitalExpenditure

SurplusBefore

TaxationTaxationT

HEART TRUST/NTA 2003 ANNUAL REPORT 20

P E R F O R M A N C E O F T H E N A T I O N A L T R A I N I N G P R O G R A M M E

3705

694

1790

9342

66194 120208

SPECIALPROGRAMMES

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ACADEMIES VTDI WIP

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completions by broad training programmes2003/2004 f iscal year

percentage

enrolment training

programmes

2003/2004 f iscal year

INFO

RMATIO

N

&

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OLO

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SKILLS

18%

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COMMERCIAL6%

CABINET MAKING 2%

HO

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MACHINE ANDAPPLIANCEMAINTENANCE7%

TRANSPORTSTION/

AUTOMOTIVE

TRADE SKILLS

7%

21 HEART TRUST/NTA 2003 ANNUAL REPORT


The Governor General of Jamaica, His Excellency Sir Howard Cooke offi cially opened Jamaica’s fi rst ever National Skills Competition, “Skills Jamaica” on Thursday, November 13, 2003 at the Indoor Sports Centre at the National Stadium Complex.

The offi cial opening by Sir Howard preceded two days of the “Skills Jamaica” competition at the National Arena.

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.

S K I L L S J A M A I C A 2 0 0 3 , S H O W C A S I N G T H E V A L U E A N D P O T E N T I A L O F T H E J A M A I C A N W O R K F O R C EA fi rst for Jamaica as we get ready to take Helsinki by storm in 2005

JAMAICA AWARDED MEMBERSHIP IN WORLD SKILLSEdward Shakes, Director of the VTDI and Grace McLean, manager of JAGAS, collect certifi cate 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)


SCENES FROM SK I L LS JAMA ICA 2003


H E A R T S U C C E S S S T O R I E S

N o r m a n A n d e r s o nHEART 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.

N o r m a n A n d e r s o nHEART 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.

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 Systems 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.

“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.”

T o s h a B r o w nElecrician, 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 fi rst batch enrolled in 1999 and she’s looking forward to completing her fi ve-year Diploma, majoring in instrument electrical.

“It’s been very special, especially since I am doing well in an area that is traditionally male-dominated. However, it’s no longer a man’s world in any profession, it’s for those who are willing to sacrifi ce the time and make the effort to become qualifi ed 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 fi ve 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 confi dent 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.

C o n r o d H a u g h t o nElecrician, ALPART

Conrod Haughton is another success story from the HEART Trust/NTA-ALPART Apprenticeship programme, recently completing the rigorous fi ve-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 defi nitely 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.

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

“I would

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

Conrod Haughton says he’s defi nitely 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.


U o n i e L y nJCDC 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.

U o n i e L y nJCDC 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.

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.

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 fi ne-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 fi rst 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.

H E A R T S U C C E S S S T O R I E S


The offi cial 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 fi ve 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 fl agship 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 certifi cation.

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 world-class 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 fi ve years to take advantage of these opportunities.

B O O M I N H O S P I T A L I T Y I N D U S T R YHEART ready to accept the challenge to meet the need for more certifi ed workers

Karl Thomas, Sous Chef, Hilton Kingston Hotel


The multi-million dollar expansion of the bauxite/alumina fi rm, JAMALCO, has created the need for a specialized pool of highly-trained and certifi ed 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 effi ciency and productivity.

The HEART Trust/NTA-ALPART Apprenticeship programme is now in its fi fth 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 effi ciency, with 2003 being its best year ever.

Last year, the company recorded production of 1,529,100 metric tones of

M A J O R M O V E S I N T H EB A U X I T E / A L U M I N A S E C T O RUnique Partnership with Alpart , JAMALCO Expansion unveiled

Most of HEART’s training budget is spent in three sectors – Hospitality, Information & Communication Technology, and Building

Construction


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 fi ve batches. Each batch spends 4 to 5 years in training and at the end persons receive a Diploma in Millwrighting, Pipefi tting, Electrical Maintenance, Instrument and Mechanical Maintenance.

The Diploma is recognized at level three of the internationally-accepted National Vocational Qualifi cation of Jamaica (NVQ-J).

The fi rst batch of graduates received their certifi cation 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.


The Building and Construction sector is one of the most vibrant in the Jamaican economy, making a signifi cant 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 certifi ed construction workers.

T R A I N I N G A N D C E R T I F Y I N GW O R L D C L A S S W O R K E R S I N T H EB U I L D I N G A N D C O N S T R U C T I O N I N D U S T R Y

The National Training Agency has unveiled a comprehensive programme of training and certifi cation 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 certifi cation 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 certifi ed 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 certifi cation will come from the National Council on Technical Vocational Education and Training (NCTVET).

HEART enjoys a 97% approval rating from Jamaican Employers in a survey carried out by the Stone polling organization in 2002.

Learners at the Portmore HEART Academy


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 fi rst-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 certifi ed workers in the industry which will impact positively on competitiveness, profi tability and world class standards. HEART’s fl agship

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 fi nancial support to Sandra Berry, Manager Portmore Academy. Don Mullings shares in the moment.

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 fi rst-class training is offered.


T H E I N F O R M A T I O N C O M M U N I C A T I O N S A N D T E C H N O L O G Y S E C T O RHEART 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 outfi tting 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 fi fth 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 fi ve years it has grown immensely and is well on the way to fulfi ll 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 (affi liated with the University of Hertsfordshire in London), and a software company, Indusa, LLC, in Atlanta, Georgia, USA.


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 Certifi ed Networking Programme.

Associate (CCNA) Programme in August 2003.

As of January 2004, CIT started offering two Diplomas and four Certifi cate Programmes.

HEART is also a lead partner in a new Jamaican-based network organization, Information Communications Technologies Networking (ICT4D), which was offi cially launched recently.

ICT4D is an open, Jamaican-based network organization established to defi ne, 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 effi ciencies that will rapidly transform the way business is conducted in Jamaica.

The Caribbean Institute of Technology, since its inception in 1999, has trained and certifi ed over 600 software programmers.

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 offi cial 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.


S E N I O R E X E C U T I V E S E M O L U M E N T S

POSITION SALARY GRATUITY VACATIONALLOWANCE

REIMBURSEDTRAVEL

EXPENSES

PERFORMANCEINCENTIVE

UNIFORMALLOWANCE TOTAL

Executive Director 5,433,333 1,358,333 80,000 635,916 772,135 39,833 8,319,550

Snr Director -HEART Trust Fund 3,533,333 883,333 635,916 498,695 39,833 5,591,110

Chief Technical Director 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 Offi cer 3,185,274 796,319 635,916 463,967 39,833 5,121,309

A U D I T O R ’ S R E P O R TA U D I T O R ’ S R E P O R T

9 July 2004

To the Members ofHuman Employment and Resource Training TrustKingston

We have audited the fi nancial statements set out on pages 36 to 60, and have received all the information and explanations, which we considered necessary. These fi nancial statements are the responsibility of the Trust’s management. Our responsibility is to express an opinion on these fi nancial 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 fi nancial statements are free of material misstatement. An audit includes examining, on a test basis, evidence supporting the amounts and disclosures in the fi nancial statements. An audit also includes assessing the accounting principles used and signifi cant estimates made by management, as well as evaluating the overall fi nancial 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 fi nancial 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 fl ows 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 AccountantsKingston, Jamaica

PricewaterhouseCoopersScotiabank CentreDuke StreetBox 372Kingston JamaicaTelephone (876) 922 6230Facsimilie (876) 922 7581www.pwc.com/jm

E.L.McDonald R.L. Downer J.L.M. Bell M.G Rochester P.W. Pearson E.A. Crawford D.V. BrownJ.W. Lee C.D.W. Maxwell P.E. Williams G.L. Lewars L.A. McKnight L.E. Augier A.K. Jain

HEART TRUST/NTA 2003–2004 ANNUAL REPORT 36HEART TRUST/NTA 2003–2004 ANNUAL REPORT 36

Human Employment and Resource Training Trust

I N C O M E A N D E X P E N D I T U R E A C C O U N TYear ended 31 March, 2004

Page 1

Human Employment and Resource Training TrustIncome and Expenditure AccountYear ended 31 March 2004

Note 2004 2003

$’000 $’000

Income

Employers’ 3% contribution 2,683,609 2,262,801

Finance income 3 244,078 151,379

Institutional earnings 246,650 188,397

Profit on sale of fixed assets 891 3,321

Miscellaneous 12,834 10,937

3,188,062 2,616,835

Expenses

Facilities costs 575,867 447,968

Training costs 1,764,431 1,551,540

Personnel/administration costs 344,821 231,547

Other operating costs 186,500 155,021

Refurbishing of technical high schools 18,803 18,049

2,890,422 2,404,125

Surplus before Taxation 4 297,640 212,710

Taxation 6 (122,807) -

Net Surplus 174,833 212,710

37 HEART TRUST/NTA 2003–2004 ANNUAL REPORT37 HEART TRUST/NTA 2003–2004 ANNUAL REPORT


B A L A N C E S H E E T31 March, 2004

Page 2

Human Employment and Resource Training TrustBalance Sheet31 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

Pension plan asset 9 310,395 242,962

Loans receivable 10 28,246 32,777

Investments 11 340,485 122,512

Current Assets

Inventories 12 37,077 31,650

Receivables, prepayments and deposits 13 180,366 121,720

Due from other agencies 14 10,405 3,142

Taxation recoverable 26,333 27,533

Short term investments 15 724,581 876,358

Cash at bank and in hand 58,329 38,631

1,037,091 1,099,034

Current Liabilities

Bank overdraft 16 19,166 56,851

Accounts payable and accruals 704,180 593,094

Due to other agencies 14 14,419 12,435

737,765 662,380

Net Current Assets 299,326 436,654

2,523,187 2,224,503

Equity

Accumulated HEART Fund 2,336,544 2,161,711

Fair value reserve 17 8 (143)

2,336,552 2,161,568

Non Current Liabilities

Employee benefit obligation 9 75,968 62,935

Deferred taxation 18 110,667 -

186,635 62,935

2,523,187 2,224,503

July 9, 2004

Approved for issue by the Board of Directors on 9 July, 2004, and signed on its behalf by:

Chairman Director

d for issue by the

Alister Cooke Robert Gregory



S T A T E M E N T O F C H A N G E S I N E Q U I T YYear ended 31 March, 2004

Page 3

Human Employment and Resource Training TrustStatement of Changes in EquityYear ended 31 March 2004

NoteFair Value

ReserveAccumulatedHEART Fund Total

$’000 $’000 $’000

Balance at 1 April 2002, as restated 24 (a) - 1,949,001 1,949,001

Unrealised gains/(losses) on available for sale

investments (138) - (138)

Reclassified and reported in surplus (5) - (5)

Net losses not recognised in Income and

Expenditure Account (143) - (143)

Surplus, as restated 24 (c) - 212,710 212,710

Balance at 31 March 2003, as restated 24 (b) (143) 2,161,711 2,161,568

Unrealised gains/(losses) on available for saleinvestments 1,387 - 1,387

Reclassified and reported in surplus (1,236) - (1,236)

Net gains not recognised in Income andExpenditure Account 151 - 151

Surplus for year - 174,833 174,833

Balance at 31 March 2004 8 2,336,544 2,336,552



S T A T E M E N T O F C A S H F L O W SYear ended 31 March, 2004

Page 4

Human Employment and Resource Training TrustStatement of Cash FlowsYear ended 31 March 2004

Note 2004 2003

$’000 $’000

CASHRESOURCESWERE PROVIDED BY/(USED IN):

Operating Activities

Surplus for year 174,833 212,710

Items not affecting cash resources:

Depreciation 116,991 105,637

Income tax expense 12,140 -

Deferred tax expense 110,667 -

Changes in retirement benefit asset/obligation (54,400) (44,990)

Profit on sale of fixed assets (891) (3,321)

359,340 270,036

Changes in non-cash working capital components:

Inventories (5,427) (12,218)

Receivables, prepayments and deposits (58,646) (17,351)

Due from other agencies (7,263) (626)

Taxation recoverable (10,940) -

Accounts payable and accruals 111,085 58,778

Due to other agencies 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)

Loans receivable 4,531 (5,244)

Cash used in investing activities (301,643) (662,830)

Increase/(decrease) in cash and cash equivalents 88,490 (368,284)

Cash and cash equivalents at beginning of year 404,768 773,052

CASHAND CASH EQUIVALENTS AT END OFYEAR 493,258 404,768

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



N O T E S T O T H E F I N A N C I A L S T A T E M E N T S31 March, 2004

Page 5

Human Employment and Resource Training TrustNotes to the Financial Statements31 March 2004

1. Identification and Activities

The Human Employment and Resource Training Trust (referred to as “The Trust”) is a statutory body, incorporated inJamaica under the Human Employment and Resource Training Act 1982 (HEART Act), with registered office at 6B OxfordRoad, Kingston 5.

The main activities of the Trust comprise the development of and provision of finance for training schemes, employmentopportunities for learners (trainees) and the co-ordination of technical training at the national level in Jamaica.

The HEARTAct provides for the establishment of a special fund referred to as the HEART Fund, which requires employersto contribute 3% of their gross payroll to the Trust, less permitted payments to the Trust’s registered learners. TheCommissioner of Inland Revenue collects the contributions payable to the Trust, as defined by the Act, and depositsthese amounts into the HEARTFund.

On 23 December 2003, Section 8 of the Human Employment and Resource Training Act 1982 (“the HEART Act”), whichgranted the Trust tax exempt status was removed. As a result of this amendment, the Trust is now liable to pay incometax 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 conventionThese 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 available-for-sale investment securities.

Jamaica adopted IFRS as its national accounting standards for accounting periods beginning on or after 1 July2002. The financial statements for the year ended 31 March 2004 have therefore been prepared in accordancewith 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 Standardsand has applied the provisions of that standard in the preparation of these financial statements. The effects ofadopting 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 andassumptions that affect the reported amounts of assets and liabilities and disclosure of contingent assets andliabilities at the date of the financial statements and the reported amounts of revenue and expenses during thereporting period. Actual results could differ from those estimates.

(b) Revenue recognitionEmployers’ contributions are recognised as income when received by the Trust from the Commissioner of InlandRevenue, as mandated by the HEARTAct.

Interest income and institutional earnings are recorded on the accrual basis. Where collection of interest incomeis considered doubtful, interest income is thereafter recognised based on the rate of interest that is used todiscount 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 theunderlying service or transaction.

Gains and losses arising from trading in foreign currencies are recognised when realised and are shown net in theincome and expenditure account.




Page 6


(c) Property, plant and equipmentFurniture, fixtures, equipment and computers are shown at deemed cost, less subsequent depreciation for theseassets. 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, plantand 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 assetover the period of its expected useful life. Annual depreciation rates are as follows:

Buildings 21/2%

Motor vehicles 25%Computers 20-33

1/3%

Furniture, fixtures and equipment 10%Utensils 20%Leasehold improvements over period of lease

Land is not depreciated.

(d) InvestmentsInvestments are classified into the following categories: originated loans, held to maturity and available-for-salesecurities. 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 anintermediary, other than those that are originated with the intent to be sold immediately or in the short-term. Theyare initially recorded at cost, which is the cash given to originate the debt including any transaction costs, andsubsequently 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 fixedmaturities that the Trust management has the positive intention and ability to hold to maturity. They are measuredat 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 inresponse to needs for liquidity or changes in interest rates, foreign exchange rates or market prices. They areinitially recognised at cost, which includes transaction costs, and subsequently remeasured at fair value based onquoted bid prices or amounts derived from cash flow models. Unrealised gains and losses arising from changes infair value of available-for-sale securities are recognised in fair value reserve. When the securities are disposed ofor impaired, the related accumulated unrealised gains or losses included in fair value reserve are transferred to theincome and expenditure account.

A financial asset is considered impaired if its carrying amount exceeds its estimated recoverable amount. Theamount of the impairment loss for assets carried at amortised cost is calculated as the difference between theasset’s carrying amount and the present value of expected future cash flows discounted at the original effectiveinterest rate. The recoverable amount of a financial asset carried at fair value is the present value of expectedfuture 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.




Page 7


(e) InventoriesInventories are valued on at the lower of cost and net realisable value, cost being determined on a first-in, first-outbasis.

(f) Grant fundsCertain grant funds are administered by the Trust on behalf of other agencies. These amounts are treated asliabilities of the Trust until expended and are not included as income.

Grant funds received exclusively for the Trust are treated as income in the year they are received.

(g) Technical assistanceThe provision of technical assistance at no cost to the Trust is neither quantified nor included in these financialstatements.

(h) Employee benefits

(i) Pension plan assetsThe Trust operates a defined benefit plan. The scheme is generally funded through payments to a trustee-administered fund as determined by periodic actuarial calculations. A defined benefit plan is a pension plan thatdefines 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 ofthe defined benefit obligation at the balance sheet date and the fair value of plan assets, together withadjustments for actuarial gains/losses and past service costs. The defined benefit obligation is calculatedannually by independent actuaries using the projected unit credit method. The present value of the definedbenefit obligation is determined by the estimated future cash outflows using interest rates of governmentsecurities which have terms to maturity approximating the terms of the related liability.

Actuarial gains and losses arising from experience adjustments, changes in actuarial assumptions andamendments to pension plans are charged or credited to income over the average remaining service lives ofthe related employees.

(ii) Other post-retirement obligationsThe Trust also provide post-retirement healthcare benefits to its retirees. The entitlement to these benefits isusually based on the employee remaining in service up to retirement age and the completion of a minimumservice period. The expected costs of these benefits are accrued over the period of employment, usingaccounting methodology similar to that for defined benefit pension plans. These obligations are valued annuallyby independent qualified actuaries.

2. Signifi cant Accounting Policies (Continued)




Page 8


2. Significant Accounting Policies (Continued)

(i) Financial instrumentsFinancial 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. Theparticular 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 taxesTaxation 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 reportedbecause it excludes items that are taxable or deductible in other years, and items that are never taxable ordeductible. The Trust’s liability for current tax is calculated at tax rates that have been enacted at balance sheetdate.

Deferred tax is the tax expected to be paid or recovered on differences between the carrying amounts of assetsand 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 thefinancial 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 availableagainst which the temporary differences can be utilised.

Deferred tax is charged or credited in the income and expenditure account, except where it relates to itemscharged or credited to equity, in which case, deferred tax is also dealt with in equity.

(k) Loans receivableLoans are recognised when cash is advanced to borrowers. They are initially recorded at cost, which is the cashgiven to originate the loan including any transaction costs, and are subsequently measured at amortised cost usingthe effective interest rate method.

A provision for credit losses is established if there is objective evidence that a loan is impaired. A loan is consideredimpaired when management determines that it is probable that all amounts due will not be collected according to theoriginal contractual terms. When a loan has been identified as impaired, the carrying amount of the loan is reduced byrecording specific provisions for credit losses to its estimated recoverable amount, which is the present value ofexpected future cash flows including amounts recoverable from guarantees and collateral, discounted at the originaleffective interest rate of the loan.

The provision for credit losses also covers situations where there is objective evidence that probable losses arepresent in components of the loan portfolio at the balance sheet date. These have been estimated based uponhistorical patterns of losses in each component, the credit ratings allocated to the borrowers and reflecting thecurrent economic climate in which the borrowers operate.




Page 9


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-offsare 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 receivablesTrade receivables are carried at original invoice amount less provision made for impairment of these receivables. Aprovision for impairment of these receivables is established when there is objective evidence that the Trust will notbe able to collect all amounts due according to the original terms of receivables. The amount of the provision isthe difference between the carrying amount and the recoverable amount, being the present value of expectedcash flows, discounted at the market rate of interest for similar borrowers.

(m) ProvisionsProvisions are recognised when there is a present legal or constructive obligation as a result of past events, if itis probable that an outflow of resources will be required to settle the obligation and a reliable estimate of theamount of the obligation can be made.

(n) PayablesPayables are recorded at cost.

(o) Cash and cash equivalentsCash 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 short-term highly liquid investments with original maturities of three months or less, net of bank overdrafts.

(p) Foreign currency translationTransactions during the year are converted at the rates of exchange ruling on transaction dates. Assets andliabilities are translated at rates of exchange ruling at balance sheet date. Gains and losses arising from fluctuationsin exchange rates are included in the income and expenditure account.

(q) Comparative informationWhere necessary, comparative figures have been reclassified to conform with changes in presentation in thecurrent year. In particular, comparatives have been adjusted or extended to reflect the requirements of IFRS (Note23).

3. Finance Income

2004 2003

$’000 $’000

Interest income 237,366 141,714

Foreign exchange gain 6,712 9,665

244,078 151,379



N O T E S T O T H E F I N A N C I A L S T A T E M E N T S31 March, 2004 Page 10


4. Operating Surplus before Taxation

The following items have been charged/(credited) in arriving at operating surplus before taxation:

2004 2003

$’000 $’000

Depreciation 116,991 105,637

Profit on sale of fixed assets (891) (3,321)

Directors’ emoluments

Management remuneration 8,872 7,460

Directors’ fees 745 988

Auditors’ remuneration 2,600 2,083

Staff costs (Note 5) 1,304,890 1,097,888

5. Staff Costs

2004 2003

$’000 $’000

Wages and salaries 1,133,957 946,933

Termination costs 7,715 1,736

Statutory contributions 52,271 38,659

Pension (note 9) 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

Staff costs and director’s emoluments above include the compensation packages of the Trust’s Executive Director andother 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:

2004 2003

No. No.

Full-time 1,099 1,052

Part-time 517 407





6. Taxation

Previously, under the Section 8 of the HEART Act, the Trust was exempt from income tax, education tax, propertytax, transfer tax and general consumption tax. On 23 December 2003, Section 8 of the HEART Act was removed. Asa 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 from24 December 2003, adjusted for taxation purposes and comprisesincome 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 taxrate as follows:

2004

$'000

Surplus before tax 297,640

Tax calculated at a rate of 33 1/3% 99,214

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. (52,859)

Income tax expense 122,807




Page 12


7. FixedAssets

$'000 $'000 $'000 $'000 $'000 $’000 $'000

At Cost -

1 April 2003, as restated 45,800 1,067,059 80,920 191,980 364,381 7,749 1,757,889

Additions - 2,143 6,008 79,183 108,411 - 195,745

Transfers fromconstructionin progress 36,296 36,296

Disposals (2,173) (180) (2,034) - (4,387)

31 March 2004 45,800 1,105,498 84,755 270,983 470,758 7,749 1,985,543

Depreciation -

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 - - (1,992) - (2,346) - (4,338)

31 March 2004 - 184,997 68,405 154,009 119,152 7,749 534,312

Net Book Value -

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

Included in the table above are amounts totaling $694,585,000 (2003 - $694,585,000) for the Trust representing theprevious Jamaican GAAP revalued amount of furniture, fixtures, computer and equipment which has been used as thedeemed cost of these assets under the provisions of IFRS 1 (Note 2(c)).





8. Construction inProgress

This represents costs incurred to year end for construction in progress at the following locations:

2004 2003

$'000 $'000

Port Maria Vocational Training Centre 927 290

Junction Vocational Training Centre 2,389 3,888

National TVET Centre 21,072 20,948

Jamaican German Automotive School (JAGAS) 789 588

Culloden Vocational Training Centre 160 177

Ebony Park HEART Academy 18,075 3,989

South-East Regional Office 590 286

Garmex HEART Academy 2,847 1,645

Black River Vocational Training Centre 457 260

Newport Vocational Training Centre 4,707 3,053

Portmore HEART Academy 8,519 1,896

Old Harbour Vocational Training Centre 68 558

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

Above Rocks Vocational Training Centre 301 207

Kenilworth HEART Academy 4,304 507

Granville VTC 8,918 5,875

Seaford Town VTC 1,974 2,193

Cornwall Automotive Training Institute 146 87

Vocational Training Department 247 172

National Tools and Engineering Institute 1,258 361

Compliance Department 57 -

L.E.A.P 765 -

N.C.T.V.E.T 3,171 -

Runaway Bay Academy 1,433 -

Boys Town VTC 74 -

Beechamville Vocational Training Centre 828 -

93,504 52,971

Construction in progress totaling $36,296,000 was completed during the year and transferred to fixed assets.




Page 14


9. Pension and Other Post Retirement Obligations

PensionThe Trust has established a retirement benefit plan covering all permanent employees. The assets of funded plan are heldindependently 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%, andemployer 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 CompanyLimited.

The amounts recognised in the balance sheet are determined as follows:

2004 2003

$'000 $'000

Present value of funded obligations 616,387 505,266

Fair value of plan assets (1,030,638) (774,550)

(414,251) (269,284)

Unrecognised actuarial gains 103,856 26,322

Asset in the balance sheet (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

Expected return on plan assets (82,279) (62,182)

Total, included in staff costs (Note 5) 7,910 6,673


H E A R T T R U S T / N T A H E A D Q U A R T E R S A N D R E G I O N A L O F F I C E S


H E A R T T R U S T / N T A H E A D Q U A R T E R S A N D R E G I O N A L O F F I C E S




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:

2004 2003

$'000 $'000

Assets at beginning of year 242,962 186,182

Total expense, as above (7,910) (6,673)

Contributions paid 75,343 63,453

Asset at end of year 310,395 242,962

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%

Future pension increases 4.5% 3.5%

Other post-retirement obligationsThe Trust operates a post-employment benefit scheme principally in Jamaica. The benefits covered under the schemeinclude health care. Funds are not built up to cover the obligations under this retirement benefit scheme. The methodof 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 inhealth costs of 12.5% per year (2003 - 7.5% per year).

The amounts recognised in the balance sheet were determined as follows:

2004 2003

$'000 $'000

Present value of unfunded obligations 69,894 56,671

Unrecognised actuarial gains 6,074 6,264

Liability at end of year 75,968 62,935




Page 16


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

Total, included in staff costs (Note 5) 13,615 12,399

10. Loans Receivable

Loans are advanced to employees for the purpose of education, motor vehicle and computers.

2004 2003

$'000 $'000

This is comprised as follows:

Motor vehicle, education and computer loans to employees 28,246 32,777

11. Investments

Investments comprise:

2004 2003

$'000 $'000

Held to maturity securities – at amortised cost

Joint venture deposit 10,012 10,012

Government of Jamaica 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 HousingTrust (NHT) and Victoria Mutual Building Society (VMBS) to provide mortgage financing to the Trust’s employees topurchase 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.




Page 17


12. Inventories

2004 2003

$'000 $'000

Hotel supplies – Runaway Bay HEARTHotel and TrainingInstitute 2,499 2,320

Livestock, meat and crops – Ebony Park HEARTAcademy 10,790 10,372

Stationery supplies 23,788 18,958

37,077 31,650

13. Receivables, Prepayments and Deposits

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

Staff loans 2,903 2,591

Other 25,936 21,706

197,661 129,018

Less: Provision for doubtful debts (17,295) (7,298)

180,366 121,720




Page 18


14. Balances WithOther Agencies

This comprises the balance of funds being administered by the Trust on behalf of other agencies:

2004 2003

$’000 $’000

Due from:

INTECProject 3,919 2,402

UNICEF 2,854 740

GTZ 3,253 -

CPEC 379 -

10,405 3,142

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)

15. Short Term Investments

Investments comprise:

2004 2003

$'000 $'000

Originated debt securities – at amortised cost

Government of Jamaica 268,708 453,370

Available-for-sale securities – at fair value

Government of Jamaica – repurchase agreements 389,866 422,988

Cash on deposit 66,007 -

455,873 422,988

724,581 876,358




Page 19


15. Short Term Investments (Continued)

The weighted average effective interest rate on short term investments, which have an average maturity of under 90days, was 21% (2003 – 20%) for the year. Short term investments which mature between 90 days to 360 days had anaverage 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 tothe bank.

In an effort to maximize interest income, the Trust transfers cash from short-term deposits to its current accounts onlywhen required, a practice which results in a book overdraft occasionally. The Trust does not have an actual overdraftwith 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

Deferred income taxes are calculated on all temporary differences under the liability method using a tax rate of 331/3%

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:

Property, plant and equipment 3,791

Interest receivable 28,734

Pension plan asset 103,465

135,990




Page 20


18. Deferred Income Tax

2004 2003

$'000 $'000

The amounts shown in the balance sheet include the following:

Deferred tax assets to be recovered after more than 12 months 28,734 -

Deferred tax liabilities to be recovered within 12 months 81,933 -

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 marketprices, foreign currency exchange rates, interest rates and liquidity risks. The Trust’s overall risk managementprogramme focuses on the unpredictability of financial markets and seeks to minimize potential adverse effects on thefinancial performance of the Trust.

Risk management is carried out by a finance committee which identifies, evaluates and manages financial risks inclose co-operation with the Trust’s operating business units. The Board of Directors sets guidelines for overall riskmanagement including specific areas, such as foreign exchange risk, interest rate risk, credit risk, and investingexcess liquidity.

(a) Currency riskCurrency risk is the risk that the value of a financial instrument will fluctuate due to changes in foreign exchangerates. The Trust is exposed to this risk arising from various currency exposures primarily with respect to the UnitedStates 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 riskInterest rate risk is the risk that the value of a financial instrument will fluctuate due to changes in market interestrates.

The Trust takes on exposure to the effects of fluctuations in the prevailing levels of market interest rates onfinancial position and cash flows. Interest margins may increase as a result of such changes but may reduce orcreate losses in the event that unexpected movements arise.

The Trust’s interest bearing financial instruments include investments and loans receivable. The effective rates ofinterest impacting these instruments are disclosed in the individual notes to the financial statements associatedwith each item.

(c) Market riskMarket risk is the risk that the value of a financial instrument will fluctuate as a result of changes in market priceswhether those changes are caused by factors specific to the individual security or its issuer or factors affecting allsecurities traded in the market. The Trust has no significant exposure to market risk.





19. Financial Risk Management (Continued)

(d) Credit riskCredit risk is the risk that one party to a financial instrument will fail to discharge an obligation and cause the otherparty to incur a financial loss. The Trust has no significant concentration of credit risk attaching to tradereceivables as the Trust has a large and diverse customer base, with no significant balances arising from anysingle economic or business sector, or any single entity or Group of entities. The Trust has policies in place toensure that sales of products and services are made to customers with an appropriate credit history. Tradereceivable balances are shown net of provision for doubtful debts.

Cash and short term investments are held with substantial financial institutions. A significant level of investmentsis 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 otheragencies, accounts receivables, bank overdraft and accounts payables and accruals reflect their approximate fairvalue because of the short term maturity of these instruments.

The estimated fair values of the Trust’s other financial instruments are as follows:

2004 2003

CarryingAmount

FairValue

CarryingAmount

FairValue

$’000 $’000 $’000 $’000

Loans receivable 28,246 28,246 32,777 32,777

Investments 340,485 338,227 122,511 113,354

The estimated fair values have been determined using available market information and appropriate valuationmethodologies. However, considerable judgement is necessarily required in interpreting market data to developestimates of fair value. Accordingly, the estimates presented above are not necessarily indicative of the amounts thatthe Trust would realise in a current market exchange. The fair values of loans receivable and investments aredetermined 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).




Page 22


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 inaccordance with Jamaican Generally Accepted Accounting Principles (JGAAP). The financial statements for the yearsended 31 March 2002 and 31 March 2003 have been restated to reflect the financial position and results under IFRS. Thefinancial effects of conversion fromJGAAP to IFRS are as follows:

(a) Reconciliation of equity at 1 April 2002 (date of transition to IFRS)

PreviousJGAAP

Effect ofTransition

to IFRS IFRS

$000 $000 $000

NET ASSETS EMPLOYED

Non-Current Assets

Property, plant and equipment (i) 1,208,513 55,222 1,263,735

Construction in Progress 24,739 - 24,739

Pension Plan Asset (ii) - 186,182 186,182

Investments 121,879 - 121,879

Current Assets

Inventories 19,432 - 19,432

Receivables, prepayments and deposits 159,435 - 159,435

Due from other agencies 2,516 - 2,516

Cash and short term investments 806,837 - 806,837

988,220 988,220

Current Liabilities

Bank overdraft 33,785 - 33,785

Accounts payable and accruals (ii), (iv) 258,220 276,096 534,316

Due to other agencies 16,508 - 16,508

308,513 276,096 584,609

Net Current Assets 679,707 276,096 403,611

2,034,838 (34,692) 2,000,146

Equity

Accumulated HEART Fund (i), (ii), (iv) 2,034,838 (85,837) 1,949,001

Non Current Liability

Employee benefit obligations (ii) - 51,145 51,145

2,034,838 (34,692) 2,000,146





23. Effects of Transition to IFRS (Continued)

(b) Reconciliation of equity at 31 March 2003

PreviousJGAAP

Effect ofTransition

to IFRS IFRS

$000 $000 $000

NET ASSETS EMPLOYED

Property, plant and equipment (i) 1,281,405 55,222 1,336,627

Construction in Progress 52,971 - 52,971

Pension Plan Asset (ii) - 242,962 242,962

Loans Receivable 32,777 - 32,777

Investments 122,512 - 122,512

Current Assets

Inventories 31,650 31,650

Receivables, prepayments and deposits 149,253 149,253

Due from other agencies 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 56,851 - 56,851

Accounts payable and accruals (ii), (iv) 313,631 279,463 593,094

Due to other agencies 12,435 12,435

382,917 279,463 662,380

Net Current Assets 716,260 (279,606) 436,654

2,205,925 18,578 2,224,503

FINANCED BY

Accumulated HEART Fund (i), (ii), (iv) 2,205,925 (44,214) 2,161,711

Fair value reserve - (143) (143)

2,205,925 (44,357) 2,161,568

Non Current Liability

Employee benefit obligation (ii) - 62,935 62,935

2,205,925 18,578 2,224,503




Page 24



(c) Reconciliation of net surplus for the year ended 31 March 2003

PreviousJGAAP

Effectof

Transitionto IFRS IFRS

$’000 $’000 $’000

Income

Employers’ 3% contribution 2,262,801 - 2,262,801

Finance income 151,379 - 151,379

Institutional earnings 188,397 - 188,397

Profit on sale of fixed assets 3,321 - 3,321

Miscellaneous 10,937 - 10,937

2,616,835 - 2,616,835

Expenses

Facilities costs 447,968 - 447,968

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

Refurbishing of technical high schools 18,049 18,049

2,445,748 (41,623) 2,404,125

Surplus for the Year 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 thedate 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 nowmade in full. The provision for pension benefits and obligations is determined by independent actuaries using theProjected Unit Credit Method.




Page 25



(iii) Under previous Jamaican GAAP, the Trust measured all investment securities at cost. Under IFRS, available forsale securities are measured at fair value while originated debts and held to maturity securities are carried atamortised cost. The unrealised gains/losses as a result of the re-measurement of the available-for-salesecurities to fair value are recognised in the fair value reserves in equity. Premiums and discounts onacquisition of investment securities were amortised on a straight-line basis over the lives of the securities underprevious Jamaican GAAP. Under IFRS, premiums/discounts are amortised using the effective yield method (Note17).

(iv) Certain claims payable to various Government owned entities and agencies were previously accounted for on acash basis under Jamaican GAAP. Under IFRS, these liabilities are now accounted for on the accrual basis.


EXECUTIVE TEAM

Mr. Robert Gregory Executive Director

Mr. Donald Foster Chief Technical Director

Mr. Michael HoSue Chief Information Offi cer

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

H E A R T T R U S T / N T A P E R S O N N E L


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 - Offi ce 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


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 Griffi ths 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 - Petersfi eld VTC

Mr. Wentworth Kelly Manager - Buff Bay VTC (Acting)


H E A R T T R U S T / N T A R E G I O N A L O F F I C E S

HEART Trust/ NTA Head Offi ce6B Oxford Road, Kingston 5.Telephone: (876) 929-3410-8, 960-7635Fax: (876) 929-2478Fax: (876) 962-3888

Regional Programme Services Department 7 Ripon Road, Kingston 5Telephone: (876) 968-7488-9968-4441, 968-4433Fax: (876) 968-4443

Enterprise Based Training Department 203 Windward Road, Kingston 2Telephone: (876) 929-1391-3 Fax: (876) 795-5815

Compliance Department22 Hope Road, Kingston 5Telephone: (876) 929-1575, 968-9531,968-8455-6Fax: (876) 929-5924

Institutional Based Training Department6B Oxford Road, Kingston 5Telephone: (876) 929-3410-8Fax: (876) 929-2478

National TVET Centre VTDI/ ITC/ NCTVET TVET Resource CentreGordon Town Road, Kingston 7 Telephone: (876) 977-1700-5Fax: (876) 977-1115, 702-3366

REGIONAL OFFICES

Mandeville Regional Offi ce5-½ Caledonia Road,Mandeville, ManchesterTelephone: (876) 962-0543,962-3393Fax: (876) 962-3888

St Ann’s Bay Regional Offi ce45 Main Street, St AnnTelephone: (876) 972-0226,972-1232,794-8293, 972-2152Fax: (876) 972-1382

Montego Bay Regional Offi ce11 Dome Street, St JamesTelephone: (876) 952-0172, 952-4967, 979-0484,979-2914Fax: (876) 952-0321

Spanish Town10 King Street, Spanish Town,St Catherine.Telephone: (876) 943-9817, 907-4339Fax: (876) 907-4337

Santa CruzShop# 3, Hayles PlazaSt Elizabeth.Telephone: (876) 966-9710, 966-4578 Fax: (876) 966-9710

Savanna- La- Mar6 Rose Street, Williams Plaza WestmorelandTelephone: (876) 955-2928Fax: (876) 955-4481

Morant Bay 14A Queens Street, St Thomas.Telephone: (876) 982-1215

South - East Regional Offi ce7 Ripon Road, Kingston 5Telephone: (876) 968-7488-9Fax: (876) 968-4443

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