From left, Patterson and Lawrence
The following are excerpts from the Contractor General's report on the National Solid Waste Management Authority (NSWMA).
ON CONSULTANTS
Information Technology (IT) Consultant Richard Patterson (Son of Prime Minister P.J. Patterson).
On Friday, Mr. Richard Patterson resigned from the authority.
Mr. Patterson was hired even though there was a vacant position on the NSWMA's establishment for an information technology/manager. An employment service contract would have proved more economical to the Government of Jamaica at approximately two thirds the cost.
One of Mr. Patterson's priority duties was the recruitment of an IT manager. To date, this is not done. An in-house assessment carried out by the NSWMA of Mr. Patter-son's performance indicates that he has completed approximately 60 per cent of the scope of works of his first contract. Despite this, a second contract was issued with commencement and completion dates of May 29, 2003 and May 28, 2005, respectively.
Human Resource Consultant - Sonia Hamilton
The human resource consultant's contract, although negotiated on an hourly rate, includes allowance for sick, vacation and casual leave. This consultant was employed to the authority even though there was a human resource manager on staff, which resulted in duplication of tasks.
EMPLOYMENT SERVICE CONTRACTS
A review of 33 employment services contracts revealed the following breaches:
a) The compensation paid for the post of public relations/community relations officer exceeded the Ministry of Finance approved compensation scale.
b) Several positions on the NSWMA's list of employees were not included on the establishment approved by the Ministry of Finance and Planning's Compensation Unit, namely:
Transport supervisor
Special projects officer
Community relations manager
Parks supervisor
c) The application of motor vehicle upkeep allowance for employees with similar positions and salary scale was inconsistent. The explanation provided was that this was an error, which could only be addressed at the end of the contract period. In addition, fully maintained company vehicles in lieu of motor vehicle upkeep allowances were provided for managers.
CONTRACTS
In 2001, the NSWMA engaged the services of Jentech Consultants Ltd. for the design and supervision of the construction of a bridge spanning the Duhaney River at the Riverton landfill. The authority also re-engaged Jentech Consultants Ltd. on a sole source basis in July 2003 to provide consultancy services totalling $316,000.00 for the design of the subject access road. NSWMA invited Jentech Consultants to submit a fee proposal but no attempt was made to invite other consultants. Jentech is an engineering company led by Drs. Vin Lawrence and Wayne Reid.
CONCLUSION
The evidence examined by the Contractor General does not reveal that any of the authority's officers used their position for their personal gain. However, the flagrant disregard for the Government policies and procedures especially as it relates to procurement, exhibited by the chairman, the board, the director of finance and the director of corporate services, planning and research has impugned the reputation of the authority and by association, that of its portfolio ministry.
The NSWMA board and management made concerted efforts to circumvent the Government's procurement policy and procedures and also breached several sections of the Financial Administration and Audit Act (1959), the Revised Comprehen-sive Motor Vehicle Policy for the Public Sector (2003), and the National Solid Waste Management Act (2001). Such actions have helped to foster the public perception that the NSWMA is rife with corruption and cronyism.
CHARGES AGAINST THE BOARD
The management systems utilised by the board and some managers, including the director of finance and corporate services, planning and research and the internal auditor, did not demonstrate an appreciation for accountability or value for money.
The NSWMA board of directors was aware of the authority's non-compliance with the Government's procurement policies and procedures and approved the actions of the chairman and the NSWMA staff.
In summary, there was a breakdown in governance and a rejection of the principle of accountability, in that the authority of the ministry and in particular that of the Permanent Secretary, was undermined by the board and management of the NSWMA.
