Aubrey Stewart | Billions on the table – Can Jamaica finally deliver?

Jamaica’s public procurement system was built to protect taxpayers and ensure value for money.

But, alongside these strengths sits a stubborn problem: delay. Too often, our own rules slow us down, dulling the impact of the very projects designed to move the country forward.

That tension has never been more serious than now. The International Monetary Fund has approved US$6.7 billion over the next three years to support Jamaica’s recovery after Hurricane Melissa, one of the largest commitments we have ever secured to rebuild schools, restore roads, and strengthen national resilience.

Money on paper, however, is not the same as progress on the ground. If our procurement system cannot move quickly and fairly, fewer schools will be rebuilt on time, roadworks will drag on, and community projects will stall. A once-in-a-generation opportunity could be held back by a system that simply cannot move at the pace people now expect.

PRICE OF DELAY

Despite improvements, the system still feels slow, heavily layered, and rigid. It was designed to prevent waste and corruption, but it has also become burdensome for those trying to get projects off the ground.

The approval chain for a single project can involve internal checks, technical reviews, procurement committees, oversight bodies and, sometimes, Cabinet. Each step has a purpose but, together, they can create long pauses where nothing seems to happen. School repairs and road upgrades often sit in limbo while files move from one desk to another.

Civil servants feel this pressure every day. Procurement officers must follow strict rules with very little space for judgement, and many hesitate to act because they are afraid of audit queries or accusations of favouritism. Instead of planning and problem-solving, officers spend much of their time correcting formats and chasing signatures.

Contractors face their own frustrations. To bid on government contracts, firms must stay registered, tax-compliant, and fully certified. These are sensible requirements, but they bite hardest for small and medium-size businesses. Even after meeting all the conditions and winning a bid, many firms wait months before work starts, and even longer to be paid. Slow payment weakens trust in the State, discourages future bidding, and reduces the economic boost that public spending should bring.

Jamaica cannot afford that kind of drag at a time when we are trying to rebuild homes, schools, and livelihoods, after a major storm.

LAYERS WITHOUT LIFT

The system was created to strengthen accountability. But, today, different bodies often review the same documents and ask for similar information in different formats. Minor errors can push a file back to the beginning. In the name of control, we have created a maze.

For citizens, this is not a technical issue; it is a daily reality. Children wait in overcrowded classrooms because repairs are delayed. Road users put up with potholes and flooding because drainage works are stuck in approvals. Health centres sometimes wait longer than they should for basic equipment.

When people see stalled projects, they assume government is not working, even when the real problem is paperwork, not political will.

CULTURE OF DELIVERY

There are positives to build on. Our electronic procurement platform has already reduced the time needed to advertise tenders, receive bids, and communicate with suppliers. Amendments to the Public Procurement Act aim to remove redundant steps and better align approval thresholds with today’s realities.

But technology and legislation alone will not deliver the change Jamaica needs. Real transformation requires a cultural shift inside the public sector. Procurement must move from a culture of fear to a culture of delivery.

Integrity must remain at the centre, but it should go hand-in-hand with efficiency, problem-solving, and a willingness to act within the rules, rather than hide behind them. Civil servants need training, clear guidance, and backing from leadership when they take timely, rule-based decisions, instead of automatically passing files upwards. Oversight bodies must clearly define who is responsible for what, so that accountability is strong but not paralysing.

Suppliers must also experience predictable payment timelines. When government pays on time, contractors can retain staff, invest in equipment, and bid for new work. That is how public projects turn into jobs, local spending, and real growth.

As we move into the recovery phase after Hurricane Melissa, procurement reform is not a side issue. It is central to whether or not Jamaicans see real change in their daily lives.

Modernisation must include stronger digital tools, fewer approval layers, and practical timelines that reflect the urgency of national recovery. A risk-based approach can ensure that large or high-risk contracts receive deeper scrutiny while routine purchases move quickly. Better project planning and early engagement with communities and suppliers can also prevent costly redesigns later.

Excellence should be rewarded by offering incentives for procurement committees and contractors who deliver projects on time, within budget, and at the highest standard. Recognising strong performance helps shift the culture from one focused solely on compliance to one focused on results.

If we get this right, Jamaica’s procurement system can protect the public purse while delivering projects efficiently and transparently. This balance between control and speed will determine how quickly new classrooms open, roads are repaired, and communities are rebuilt.

Billions of dollars are now on the table. The question is whether we can convert them into visible and timely progress. Jamaica’s future development depends not only on how much money we secure, but on how well and how quickly we are able to spend it.

Aubrey Stewart, PhD is a public policy researcher and consultant who evaluates the effectiveness of government policies and programmes. Send feedback to aubreymstewartiv@gmail.com or astew055@fiu.edu