Michael McAnuff-Jones and Howard Mitchell | NaRRA: towards a middle model - securing speed through collaborative governance
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Jamaica stands at a pivotal moment of national reconstruction. The proposed National Reconstruction and Resilience Authority (NaRRA) has been envisioned by the Government as an “implementation machine” — a specialised body designed to streamline processes and deliver critical infrastructure at high velocity following the impact of Hurricane Melissa. This ambition is both understandable and essential; with significant financing at stake and citizens expectations, the Government’s focus on avoiding delay is a shared national priority.
The current structural choice for NaRRA reflects an HR structural and corporate governance-related desire for agility: an executive-style model where a chief executive officer (CEO) reports directly to the minister, supported by an advisory board intended to provide guidance. This design understandingly seeks to solve the "too many cooks in the kitchen" problem — ensuring that responsibility is clear and decision-making remains nimble. However, as we look toward long-term success, there is an opportunity to refine this model to ensure the institution is as resilient as the infrastructure it builds.
The Government’s approach resembles the United Kingdom’s ‘Next Steps’ reforms in Executive Agency governance in the 1980s, which aimed to separate policy from execution for faster delivery. It is helpful to note that, as these executive agencies grew in complexity, they naturally evolved to include non-executive or supervisory boards. This evolution was not a move away from efficiency, but a discovery that internal strategic partnership actually strengthens an agency’s ability to handle significant resources.
BENEFITS FROM GLOBAL LESSONS
Perhaps this is a moment when we could ensure more broadly (beyond NaRRA) that the Jamaican model benefits from these global lessons. While the Jamaica Reconstruction and Resilience Oversight Committee (JAMRROC) provides vital external monitoring, its role is fundamentally different from internal governance. JAMRROC serves as a valued external observer that reports on progress to the public. To complement this, an internal mechanism could provide the ‘real-time’ support and guardrails necessary while the vehicle is traveling at speed.
The management of large-scale procurement and substantial public funds is a high-stakes endeavour. In a context where plans may need to be adapted quickly, the weight of responsibility on a single CEO is immense. Jamaica has a long history of striving for public accountability, and we have learned that the most enduring institutions are those built with robust internal support systems.
In our society where building trust is a big, upward, continuous journey, moving toward a model that emphasises collective wisdom can be a powerful signal of stability. This is not about doubting individuals, but about honouring the principle that the best systems are designed to support leadership and protect an institution’s integrity under all circumstances.
We believe an effective path forward is a ‘Middle Model’: the introduction of a small, high-impact supervisory board. This body would not replace the minister’s policy role, nor would it add bureaucratic weight. Instead, it would act as a strategic partner to the CEO, preserving speed while adding a layer of internal confidence.
CORRECT IMBALANCE
So, assuming that JAMRROC is properly constituted, that special procurement rules are clearly established, that criteria for selecting local contractors are defined and fair and the status of each layer in the management is legally defined, the supervisory board would correct the feared imbalance — without sacrificing the very efficiency the Government justifiably seeks to achieve.
This supervisory board would offer:
- Proactive risk partnership: Reviewing audit and compliance functions alongside the CEO to catch challenges before they become public hurdles.
- Strategic support: Acting as a sounding board and a once-removed source of confirmation for the CEO on high-level goals, without interfering in daily operations.
- Local knowledge reserves: Providing a wealth of grounded expertise to help the leadership team navigate Jamaica’s unique procurement and social landscape.
- Real-time guidance: Offering expert responses to the complex strategic challenges that inevitably arise during rapid reconstruction efforts.
In this refined Middle Model, we see the possibility for a harmonious ecosystem of delivery: every participant plays a vital, non-redundant role: the minister provides the vision, the CEO drives the action, the supervisory board ensures internal stability, more assured executive performance management, and JAMRROC provides independent public assurance. This structure ensures that excellence is embedded within the institution itself. It fulfills the shared bipartisan goal that delivery and accountability should go hand-in-hand.
NaRRA is a bold and necessary step for our nation’s future. To ensure its success, we have a great opportunity to build it on a foundation that earns the full confidence of the public. By adopting a responsive system of internal partnership now, we can ensure that NaRRA is not just fast, but widely trusted.
The goal for Government, Opposition, citizens, is thankfully all the same: an authority that delivers for the people of Jamaica with both speed and the highest standards of care. The Middle Model offers a collaborative way to reach that goal, ensuring our ‘implementation machine’ has the structural support to succeed for years to come.
Howard Mitchell is an attorney and businessman and the former president of The Private Sector Organisation of Jamaica. Michael McAnuff-Jones is an HR consultant and pastor, and VP of the Human Resource Management Association of Jamaica. Send feedback to columns@gleanerjm.com