The Registrar General’s Department (RGD) was first established in 1879 in Jamaica’s old capital – Spanish Town. It was located at the Rodney Memorial Buildings in Spanish Town up to the time of its removal in July 1996. The Rodney Memorial Buildings and Colonnade were erected to commemorate the victory of British Admiral Lord Rodney over the French at the Battle of the Saints in 1782. The cannons flanking the statue of Admiral Rodney were captured from the French ships. Duplicate records are still housed at that location.
Compulsory registration began in 1878. Prior to this all registers containing transcripts of births, baptisms, marriages and deaths were kept by the Church of England and these date back to 1664.The Registrar General's Department (RGD) is the only repository in Jamaica for birth, marriage, still birth and death records. However it does not register divorces.
RGD’s historical relocation took place in July 1996. It began operations from the new location at Twickenham Park, St. Catherine on August 1, 1996 which houses its corporate office. Since then the RGD has expanded to nine regional offices, the most recent being in May Pen; Clarendon. The RGD became an Executive Agency April 1, 1999 under the Public Sector Modernization Project (PSMP). It was among the first four entities in Jamaica and the English speaking Caribbean to be accorded this status. It is the first executive agency to have been given type C status as at April 2007. This means that its operations are not funded from the consolidated fund but from its revenue intake.
An Executive Agency is a government entity which focuses primarily on the delivery of services with a results-oriented approach. Financial and Human Resources Management Authority are delegated to the Chief Executive Officer and he/she is held accountable for achieving stated results economically, and effectively. The CEO is required to meet performance targets which are agreed with the respective portfolio Jamaican Minister. The Jamaican Executive Agency concept was introduced in Britain in the 1980’s under the Thatcher regime. Similar models have been established in New Zealand and Canada
Since then it has been awarded many outstanding accolades for innovations and customer service the most recent being the 2007 Human Resource Management Association of Jamaica award for innovations and unique approaches in problem solving.
On April 1, 2003 the Agency implemented its Application Tracking System used internally by staff members which facilitates easy tracking of customers’ application from submission through production and delivery. This is supported by wireless connectivity which enables Customer Service Representatives access anywhere on the Agency’s grounds. That same year the agency launched its Online Query system which enables RGD customers to ascertain the status of their application via www.rgd.gov.jm. In addition its Online Payment option was introduced on July 01, 2006. Since then thousands of applicants have been satisfied using this medium.
On May 07, 2001 the Agency began printing on Security Paper. This was one of the many initiatives aimed at improving the security of its operations.
The Registrar General’s Department improved its public education efforts by introducing the “RGD and You” radio drama programme in 1997. It seeks to inform the public about the services offered by the Agency and how these may be accessed. Since then over 300 drama series have been written and aired. The programme is broadcasted on 7 radio stations namely: Love 101FM, Hot 102FM, Power 106, KLAS FM89, IRIE FM, RJR94FM, HITZ92Fm, News Talk93FM, ROOTS FM, KOOL 97FM.
January 01, 2007 marked the launch of the Agency’s Free First Birth Certificate Initiative. This initiative is apart of the Agency’s improvement projects aimed at having all children named and fully registered. It has brought the level of civil registration in respect of adding father’s particulars and naming children at birth to a higher level. Additionally, it has eliminated previous delays in birth registration since registration is now conducted at the “bedside” an activity never performed in the country before.
The 2003/2004 financial year was a successful one for the Registrar General’s Department. The customer satisfaction rate was impressive because of RGD’s focus on customer satisfaction and a service oriented working environment. Throughout the financial year innovations and improvements were continuous at the Department and staff were continually mindful of the Agency’s mandate to provide relevant and accurate statistics relating to vital events, to this end significant improvements were made in service delivery, process management and staff development.
The year ended with the Agency achieving a success rate of eight-five percent (85%). Fifty-nine KPIs were used this period and of this amount fifty indicated a favourable outcome while nine indicated an unfavourable outcome.
The customer satisfaction rate for the financial year was 99%. Two hundred and eighty two thousand and seventy three applications (282,073) were paid for and the number of applications satisfied, inclusive of some from the previous period, was two hundred and eighty three thousand seven hundred and fifteen (283,715). This compares favourably with the 94% satisfaction rate achieved in 2002/2003 when two hundred and seventy two thousand two hundred and one (272,201) applications were received and two hundred and fifty five thousand three hundred and seventy four (255,374) satisfied.
The Agency started the financial year with the realisation of a milestone in its computerization efforts. The Baby Application Tracking System (BATS) was introduced to enhance process management. The system enables users to trace the chronology of activities relating to an application from the point it is first received by the Agency to the time it is delivered to the applicant.
Subsequent to the implementation of BATS the Customer Online Query System (COQS) was launched. The COQS facility, which allows customers to check the status of their applications online, through the RGD website, provided a boost to customer service. The system was implemented in keeping with the RGD’s commitment to satisfying its customers and its implementation has afforded the Agency better management of the production process.
During the financial year the Agency expanded its outreach programme by assembling two mobile units. The mobile units were given the mandate to take the products and services of the Agency to the public across the island. The Agency has received numerous commendations for taking this important step to increase accessibility to its services.
The Agency’s commitment to product diversification and customer satisfaction manifested itself in the launch of the Genealogical Handbook on May 22, 2003. The book outlines the many methods of research and the various tools that are needed for successful researches. It gives readers instructions on how to filter information they have gathered and how to avoid frustrating pitfalls when conducting researches. hroughout the year the Agency worked assiduously to ensure that customers were served in an environment favourable for customer comfort. Two significant achievements were the relocation of the Western Regional Office and the Victoria Jubilee Hospital Registration Centre. Both facilities were relocated to accommodation more conducive to customer comfort. The new Regional Office has a spacious and attractive Registry Wedding Room and two floors of office space.
Prompt certificate delivery is an integral component of the Agency’s production function. Towards the end of the year the delivery system was centralized and all deliveries are now done from the head office. The Delivery Service was expanded to include door-to-door deliveries of all certificates and customers now pay for their respective service then leave and await delivery at home or such other place as may be identified. In addition the Same Day Service was discontinued and replaced by the Next Day Service. These changes were necessary in order to increase the efficiency of the production function and to improve customer care.
During the year the Department continued to focus on public education. The strategies- employed to increase public awareness of RGD’s products and services included:
The Agency remained focused on its mission to provide vital statistics to support national planning and in support the Vital Statistics Report for 2001 was released and the Provisional Report for 2002 was completed during the year. The provisional report indicated that over eighty six thousand births, deaths and marriages were registered between January and December 2002.
While customer satisfaction is undoubtedly one of the central areas of the Agency’s focus, the unparalleled achievements were only possible and are enhanced by the Agency’s human resource element. Throughout 2003/04 RGD employees participated in several training sessions geared at developing their technical skills as well as advancing their awareness of the attitude and knowledge required to enhance customer service delivery. Staff members were exposed to over forty training sessions including Public Speaking, Business Protocol and Process Management among others. In addition towards the end of the year the CEO and Director of Records and Information Management attended the 2003 ARMA International Conference held in Boston Massachusetts where they received training in the area of Records Management.
The Agency closed the financial year with operating expenses of J$347,186,508.25 which was within budget of J$ 437,464, 486.33. However despite the careful financial management strategies and frugality techniques applied the Agency closed the year with an operating deficit of J$21.7m. This unfavourable result was due primarily to the late implementation of the increased fees. The increase in fees was approved for implementation in May 2003, however they were not implemented until November 17, 2003.
The year’s achievements were possible because the staff members worked assiduously and consistently throughout the year. Commendations are to be given for their dedicated efforts. Armed with this kind of committed staff the Department will enter the 2004/05 financial year with great confidence.
While customer satisfaction is undoubtedly one of the central areas of the Agency’s focus, the unparalleled achievements were only possible and are enhanced by the Agency’s human resource element. Throughout 2003/04 RGD employees participated in several training sessions geared at developing their technical skills as well as advancing their awareness of the attitude and knowledge required to enhance customer service delivery. Staff members were exposed to over forty training sessions including Public Speaking, Business Protocol and Process Management among others. In addition towards the end of the year the CEO and Director of Records and Information Management attended the 2003 ARMA International Conference held in Boston Massachusetts where they received training in the area of Records Management.
The Agency closed the financial year with operating expenses of J$347,186,508.25 which was within budget of J$ 437,464, 486.33. However despite the careful financial management strategies and frugality techniques applied the Agency closed the year with an operating deficit of J$21.7m. This unfavourable result was due primarily to the late implementation of the increased fees. The increase in fees was approved for implementation in May 2003, however they were not implemented until November 17, 2003.
The year’s achievements were possible because the staff members worked assiduously and consistently throughout the year. Commendations are to be given for their dedicated efforts. Armed with this kind of committed staff the Department will enter the 2004/05 financial year with great confidence.
During the fiscal year 2002/3, the Registrar General’s Department (RGD) focused on implementing customer service improvement strategies, increasing training efforts for staff, and applying careful management of its financial resources. Throughout this period, the agency worked assiduously to satisfy the needs of all its customers. The RGD is proud to report, an overall performance success rate of ninety one percent (91%) for the financial year 2002/3. This ninety one percent (91%) was as a result of fifty-one (51) favourable Key Performance Indicators (KPIs) out of a total of fifty-six (56) KPIs that were applicable as at March 31, 2003.
The financial year 2002/3 began with Sixty (60) KPIs, but a revision of the KPIs resulted in a total of fifty-nine (59). This amendment to the KPIs was done because it was felt that two of the KPIs should be combined to give a better description of the number of complaints that were filed against the Registrar General’s Department. Of the fifty (51) favourable KPIs at year-end, thirty-four (34) were on target, and seventeen (17) surpassed the targets. For the five (5) targets that were not met, one (1) was from the Vital Statistics, Registration and Regional Services Section, two (2) for Island Record Office and one (1) for each of the Marketing and Planning, and Records and Information Management Departments. (In the case of the Marketing and Planning Department, inadequate staff for the first three (3) quarters of the financial year, did not allow for the surpassing of some KPI targets for the period and influenced the one unfavourable KPI. )
During its fourth year of operation as an Executive Agency, the RGD made significant progress in improving the RGD’s management and staff productivity, and customer satisfaction.
As an aid to staff productivity and efficiency an Intranet system was developed by the
Records and Information Management Department in the second quarter of the fiscal year. The Intranet has provided real time communication between employees and is currently available to those persons who are at the management, senior and junior supervisory levels. Plans are in place to extend this facility to the regional offices and clerical levels.
Due to staff shortages a consultant was invited to assist in concluding the vital statistics report for 2001. The report now awaits publication.
The facilitation of electronic transfer of salaries for staff with accounts at the Bank of Nova Scotia (BNS) and National Commercial Bank (NCB), have allowed these persons the ability to access their accounts from any ATM Island wide; this has provided improved convenience for employees.
RGD’s continuous support to GSAT students preparing to sit exams and applying to secondary institutions has been achieved, through collaboration with the Ministry of Education and other educational institutions. The vision remains to ensure that Birth Certificates are available to each student entering secondary school.
Within the context of the Customer Service Improvement project, the Mobile Unit –East was officially launched on December 2, 2002. The unit has made it possible to for customers at far distances and remote areas to access our service. Since it’s launch, 8,624 applications have been collected.
Tents used to accommodate customers at the Head Office were upgraded to improve customer comfort. Though not the ideal customer accommodation, the tents have provided protection from adverse weather conditions and aided the problem of overcrowding in the currently inadequate indoor customer service foyer.
During the period under review, effort was placed on putting the necessary measures in place for an Application Tracking System (ATS). The ATS will facilitate more meaningful responses to customers’ queries, as it is designed to track applications throughout the production process, and therefore will provide customers with the current status of their applications. The ATS will facilitate the implementing Point of Sale transactions and aspects of Online Registrations.
In the second quarter of the fiscal year, the RGD restructured to reflect the establishment of a Records and Information Management Department (RIM), which is responsible for Information Technology and the employment of effective and efficient records management techniques.
As an outcome the efforts mentioned above, the Agency improved on its customer satisfaction rate, which increased to ninety four percent (94%) as at March 31, 2003, a 3 % increase from its comparative period March 31, 2002. The ninety four percent (94%) represent 255,354 application satisfied from the 272,201 applications received. The agency continues to be concerned however at the over 17,000 applications which have not been satisfied.
Changes were made to the method of reporting customer satisfaction by including all applications received and processed. The applications that were termed satisfied did not have to result in a certificate being produced. Once RGD had taken all the necessary steps to assist the customer in being satisfied and there was no further action required the customer was advised and the file closed. In the fourth quarter the CEO introduced a move to ensure quality control, by which all applications are matched against records at the point of print.
A critical part of satisfying customers has always been listening to and educating them on the services we offer. The RGD continues to conduct outreaches to customers. A total of one thousand and seventy two (1072) -outreach meeting were held during the fiscal year. These were carried out mainly by our Parish Officers and Regional Managers. We must apologise to our stakeholders for a decline in the interaction between us and look forward to an improvement in this area, in the coming year.
The RGD and You aired on eight stations locally, remained a means to communicate information to the public. The CEO and other members of the RGD’s management team also contributed to outreach efforts by delivering presentations, dissemination of information and addressing questions and concerns, on the air and at outreaches. It is estimated that the programme reached approximately 643,200 persons per week during the year under review.
Our approach to customer satisfaction has not been only focussed on keeping the customer pleased, but also pleasing the staff who must delivery service of the highest standard to customers. RGD staff has received regular updates on issues of relevance, this has been done through, staff newsletters and the “Keeping in Touch,” Staff Luncheon and Children’s Treat. Other welfare and staff development efforts include performance evaluations, incentive payment, executive coaching sessions, recognition for long and outstanding service and various training opportunities.
The Island Record Office (IRO) continued to be successful in conducting its primary business, the recording of documents. Reporting a 123% success rate. Other services such as, Deed Poll also saw impressive success, where the target was exceeded. Asset Lien verification did not enjoy similar success and an analysis of the service indicated that there was a need to develop new strategies for offering the service in the coming year. We intend to do so in 2003/2004.
The RGD PSMP Implementation Unit continued to monitor and support implementation of the modernization project. The unit was instrumental in upgrading of the Half Way Tree Road Registration Centre to a Regional Office, seeking accommodation for the Santa Cruz and Montego Bay Offices and assisted evaluating tenders for transportation and security services.
The Internal Audit Unit conducted audit reviews to ensure the integrity of computer generated certificates as well as special investigations into cases of fraudulent certificates. The unit has also continued the monitoring of the agency’s KPI’s and individual performance targets.
The RGD’s achievement of ninety nine per cent (91%) is a commendable performance and would not have been possible, without the hard work and dedication of management and staff throughout the period 2002 to 2003.
The Agency continued to produce timely financial statements, which reflected at year-end operating expenses of J$257, 893, 866.37 which was within the budget of $290,933,385. 99. Effective and careful management strategies were applied to the financial operations of the Agency resulting in an operating surplus of $14.06 million.
The third year of operation as an Executive Agency saw the Register General’s Department achieving a 94% success rate. The fiscal year 2001/2002 was one, which saw mega efforts on the part of Management and staff to satisfy a greater number of persons. In order to do this, much emphasis was placed on quality customer relations through direct contact and via electronic methods. One challenge, which militated against our efforts, was our telephone system. This did not allow for persons to get through easily, if at all, to the facility. Much dialogue was held with the technicians and although not totally remedied, the situation has been positively addressed.
The RGD continues to function not only as a customer-driven and service-oriented organization but has also generated revenue to benefit its operation. Last year, based on its financial achievement, the Agency qualified for the “Model C” status a second time. This would allow it to keep all income generated and then make a return to the government. The Agency was not granted this status at that time.
The year began with fifty-four 54) Key Performance Indicators (KPIs) as targets. This was five (5) less than the fifty-nine (59), which were used in the financial year of 2000/2001 due to the achievement of some targets, which were set in 2000/2001. At year end RGD reported 94% successful achievement of these targets. Of the 49 positive (KPI's), 29 were surpassed and 20 were met. Targets not met still remain largely outside of the Agency’s control and include the rationalization of Local Districts Registrars (LDRs). The RGD continues to work with the legislative sub-committee of Parliament and the PSMP team to finalize the relevant legislation. We are also examining a change of the Births and Deaths Act to make “Adding of fathers particulars to the birth record” mandatory and are also working closely with the National Registration Unit (NRU) on this.
The Agency continued its innovative trend with the implementing of new ideas, while at the same time revisiting existing ideas and related modus operandi. Those, which were not working as envisioned, were discarded and new ones put in place. With the heavy demand for service as well as increased expectations, from our customers, our operation has to be a very dynamic one so that we can realize our motto of satisfying all our customers.
The Births, Deaths and Marriages computerized system (BDMS) project, was instrumental in supporting the Production and Customer Care Unit to create improved production levels of success for this year. Significant results were seen with 91% of applications received being satisfied. Other phases of this project will be implemented during the fiscal period 2002/2003. The BDMS team will also work at making data, which has been captured through the application process, available and more accessible to enhance the response time to customers.
Total customer satisfaction remains one of our focal points during this year. We have been able to achieve an average rate of 91% by the end of the year in terms of satisfying 185,704 of the 204,543 applications, which were received. The difference of 18,839 or 9% is lower as it includes 2.6%, for Ordinary and Seven-Day applications, which are for the 2-4 weeks and 7-days respectively, hence are not yet due. In addition, incomplete registration, inability to contact customers for queries, necessary repeat searches and difficult cases also contributed to this difference. Unfortunately, there have been customers who visit the locations for service and were unsuccessful. We are concerned about these customers and have addressed this by continuing the de-spining and repairing of records, re-aligning our limited vault space, and in general, working to enhance the computerization process. Concurrently we plan to implement point of sale facility, offering on-line payments for on-line applications and will be expanding our delivery service.
It was also recognized that power cuts would hamper production and in order to mitigate against this, a generator was installed. A Customer Service Improvement Project (CSIP) is also being undertaken with the cooperation of a Bills Payment service. This will allow for customers to make payment for our services at any of these outlets. These efforts are being made to create the facilities, which will allow the services of the RGD to be accessible as close as possible to customers, island-wide.
Prudent and effective financial management practices guided our financial operations. The Agency continued to produce timely financial statements, which reflected positive trends in particulars areas. At the end of the year, the Agency saw its expenditure of $222.9 within 2.9% of budget. The results, in the area of income were favourably over budget by 26.4%. All areas of services contributed to the income of J$220.7 million dollars recorded for the year. This resulted in an operating deficit of J$2.2m which was well below the J$42.0m which was the target.
The RGD realizes that satisfied and contented staff members will undoubtedly result in satisfied and contented customers and stakeholders. Our goal has always been to keep staff of all levels, empowered by regular updates on all relevant matters. The special emphasis, which has been placed on Human Resources is seen from efforts such as, regular newsletters and “Keeping in Touch” missives, refurbishing and upgrading the Canteen, arranging for uniforms, planning Fun Day, monthly “de-stressing” sessions, Cost of Living (COL) adjustments, Performance evaluations, Training and Incentive pay. We have also refurbished existing Registration centres and created a new one. Included in these efforts was the focus on internal and external training, improved benefits and recognition for long and outstanding service.
The majority of staff took all their leave during the year. Each year all persons are to take leave in keeping with the fact that a tired body and mind cannot be effective and efficient. Group Life Insurance is in place for all permanent staff members. Labour relations remained stable throughout the year. The Annual Awards Dinner was a success and the highlight was the presentation of awards to persons including Manager of the year Mr. Gregory Gordon and Employee of the year Mrs. Joan Bennett.
Our Customer outreach programme, maintained its buoyancy with over nine hundred and thirty (930) outreach meetings held during this year. We continue our good relations with the media houses and stakeholders to ensure adequate and correct transfer of information as well as to respond to the members of the public who choose to use the media for information and or to ensure satisfaction of applications. Additionally, the RGD continued to inform the public through its RGD and YOU Radio programme, which is aired on five stations locally as well as on two stations overseas. Overseas airing was not entirely as planned, but this will be boosted in the coming year. The CEO, as well as other members of the management team, further contributed to outreach activities through the dissemination of information as they made themselves available to be interviewed and to speak to schools and other groups, in relation to the Agency’s operations.
The last customer survey conducted showed that the outreach programme of the Department is estimated to reach approximately 580,000 persons per week during the financial year. Overseas outreach meetings undertaken this period, covered ten cities in the United Kingdom and hundreds of persons in Cuba. The efforts were appreciated and were used to sensitize many to the services being offered by the Agency. We look forward to the full impact of these efforts in the coming financial year.
The Island Record Office (IRO) continued to be successful in its core business, that of recording documents, by yielding a success rate of 98%. Other services including Genealogical Researches, Deed Poll, and Asset Lien verified, all saw an upswing in the last quarter of the fiscal year to yield over 110% success by the end of the year.
The RGD PSMP Implementation Unit monitored and produced achievement reports on the modernization project. The canteen upgrade was completed, much to the delight of the staff. Additionally this Unit undertook the refurbishing of five Registration centers and was instrumental in establishing one center in Kingston. The PSMP Unit worked with the Urban Development Corporation (UDC) as they have completed the refurbishing of the Duplicate Storage (Armoury) at the Rodney Memorial building in Spanish Town.
The Internal Audit Unit continued to do its part in monitoring the Agency’s KPI’s and individual performance targets. It also provided the critical function of ensuring the integrity of the new system of computer-generated certificates.
The RGD stands resolute in our efforts to satisfy the needs of all our customers by providing efficient, effective and economic service.
The year 2000-2001 saw the Registrar General's Department (RGD) continuing its upward trend in performance as an Executive Agency. The many innovative ideas and plans for the efficient and effective operation of the Agency which were put in place during the first year of operation as a Agency continued to bear fruits in the second year of operation. The RGD has not only functioned as a service oriented organization but has also been effective in generating substantial revenue to assist in its operation. Based on its achievement, the Agency qualified for the “Model C” status, which would allow it to keep all income generated and then make a return to the government. However, the Agency was not granted this status at this time.
In keeping with the thrust of continued progress in its efforts to satisfy the needs of its customers by providing efficient, effective and economic service, the year began with a reviewed set of targets from its Corporate Plan. The thirty-seven Key Performance Indicators, which were used in the financial year 1999-2000, were increased to fifty nine (59) for 2000/2001. At year end RGD reported 80% successful achievement of its targets. Of the 44 positive Key Performance Indicators (KPI's), 23 were surpassed and 21 were met. Again, targets not met were largely outside of RGD’s control.
The response to challenges, which involve fraudulent activities in obtaining certificates, resulted in a system being implemented to produce certificates on special security paper. This exercise proved to be a major challenge for the Agency but with the reallocation of staff including some top-level personnel, the project was made a priority. The target date for completion was the end of the financial year. We are happy to report that the first stage of this project, which is called the BDMS (Birth, Deaths and Marriage System) Project, was completed before the targeted date. At a Press Conference the Hon. Minister John Junor launched computer-generated certificates on March 21, 2001. This was followed with an intensive media blitz. Certificates for births, deaths and Christian marriages were available before the close of the year while those for Hindu and Muslim marriages were completed after the close of the year.
In preparation for computer-generated certificates, RGD had a target to de-spine (create loose leaves from bound books or tied batches) 24 years of records. We exceeded our targets by completing 60 years of creating loose-leaf records from bound documents. This will reduce the number of times we have to advise a customer that a batch is missing from the shelves and has created a significant improvement in the retrieval rate.
Additional services, which were introduced to our customers, included the 10-day service. This allowed for persons to drop off their applications and collect the certificates after ten days. In addition ordinary certificates are now being sent out by registered mail.
Over the year, the Department continued to improve the efficiency of its service delivery. Over four (4) million vital records have now been input to the computer database. In addition, as applications are received they are also electronically recorded, so that all can benefit from obtaining the new computerized certificate on security paper for birth, death or marriage records. A two-shift system was also introduced for the production of certificates with the hours of work being from 6:00a.m-2:00p.m and 2:00p.m-10:00p.m.
The online application process is not yet operational hence cannot be utilized by customers. The Island Record Office has benefited from its updated electronic database during the year. It has recorded a 100% success in its operations except for Asset Lien Verification and Genealogical services, which did not attain that mark. Advertisements of Deed Poll services proved extremely beneficial with a 197% success, which was recorded.
The RGD is working with the legislative sub-committee of Parliament and the PSMP team to finalize two pieces of legislation namely, the Executive Agency Act and the necessary Legislative changes to the Registration (Births and Deaths) Act. The latter is necessary for the Agency to complete the rationalization exercise of Local Districts Registrars (LDRs).
In the area of finance, the Agency kept its expenditure 12.0% below budget through prudent and effective financial management practices. However the results, in the area of income was not as good since only 83.6% of the budget was realized. Although the increase in the fee structure was in place for the entire year, volumes fell in the areas of Record Updating Services and Marriage Ceremonies. Additionally, income of over J$30 million dollars which was expected from Tourist marriages certificates did not materialize. The results of the above was, a deficit for the year compared to a budgeted operating surplus.
As one of its priority, the RGD continues to place special emphasis on Human Resources. During the year under review, efforts were made to ensure that the staff remains happy and motivated. Included in these efforts were the focus on internal and external training, improved benefits and recognition for long and outstanding service. Approximately 199 units of training were developed and done during 2000/2001. Over 90% of staff took all their leave while 5% did not take any. The policy of the Agency is that leave should be taken, as a tired body and mind do not contribute to efficiency. Group Life Insurance was implemented for all permanent staff members as well as tenders were placed for uniforms. Labour relations remained stable throughout the year. The Annual Awards Dinner was a success and the highlight was the presentation of awards to over forty (40) persons including Manager of the year and Employee of the year.
Resulting from our vibrant outreach programme, over nine hundred outreach meetings were held during this year. Additionally, the RGD maintained close relationship with the media so as to ensure adequate and accurate communication. A “Media Open House” was arranged and five of the major media houses attended. Our local efforts covered interviews, programmes, media coverage. Based on the results of media and other surveys, the outreach programme of the Department is estimated to reach up to 576,000 per week in the final quarter of the financial year. Overseas outreach meetings were continued and covered several areas in North America. These were all very successful. The Department participated in the Customer Service Competition and received an award for creativity and innovation.
The Internal Audit Unit and PSMP Implementation Unit continued to do their part in monitoring the Agency’s KPI’s and individual performance targets. In addition, the PSMP unit placed special attention on monitoring the refurbishing of the Duplicate Storage (Armoury) at the Rodney’s building in Spanish Town, by the Urban Development Corporation. Work is still in progress on this project.
The year 1999-2000 marked a number of milestones for the Registrar General's Department (RGD). The year began with the granting of Executive Agency status, thus setting the Department on a more intensive thrust towards providing efficient, effective and economic service to its customers. It was also during this year that the RGD celebrated 120 years of service to its customers. At year end RGD reported 84% successful achievement of its targets. Of the thirty seven key performance indicators (KPI's), twenty one were surpassed, ten were met and six not met, targets not met were largely outside of RGD’s control with only two being directly attributable to the Agency.
The RGD operates on the premise that the customers’ needs are paramount and therefore practices a flexible approach which ensured a high response to customers’ demand for new and improved services. This approach resulted in the following six new services being introduced:
The introduction of these services broadened the delivery of the Agency’s products and customers soon took advantage of the convenience they offer. The Super Express and Customer Service Mobile especially, have proven to be very popular.
During the year, the Department worked on improving the efficiency of its service delivery. One of the major efforts in this regard is the computerisation of vital records. This was ongoing throughout the year and at the time of reporting, 2.1 million records had been entered in the database. The thrust towards efficiency also led to the introduction of a tracking system that follows each customer’s application from submission to delivery. In addition, the Department was Y2K compliant by August 1999 and by March 25, 2000 it had entered the Internet highway with the launch of its website. The Island Record Office also brought its electronic database up to date during the year.
The RGD did not confine its efficiency efforts to computerisation, as the department opened its third and final regional office in the period under review. The North Eastern regional office was opened in St. Ann's Bay to serve the parishes of Portland, St. Mary and St. Ann. Progress was less satisfactory in relation to the rationalisation exercise of Local District Registrar (LDR's). This was due mainly to the delay in securing the necessary Legislative changes to the Registration (Births and Deaths) Act.
The area of finance was one of mixed results for the RGD. On the one hand, the Agency achieved only 59.1% of its projected income, due mainly to the outside factor of delay in finalization of requisite legislation to approve its fees. On the other hand, the Agency managed to keep its expenditure below budget through prudent financial management practices. It also introduced revenue-boosting initiatives such as the pilot Customer Service Mobile in Portland. In addition, the Agency greatly improved the speed of production of financial statements by implementing a Financial Management Information System.
Efficient service is impossible without qualified and happy staff, and during the review period the RGD placed special emphasis on Human Resources. Members of staff have access to the Human Resources Polices and Procedures Manual that was distributed to managers and supervisors at the beginning of the year. During the year, the Department also focussed on staff welfare through internal and external training, improved benefits and recognition for long and outstanding service. Labour relations were stable throughout the year and the Department maintained open and cordial relations with the Jamaica Civil Service Association, to which about 60 staff members belong.
The RGD mounted an intensive communication programme throughout the year. Efforts included outreach meetings around the island and in the United Kingdom and the production of our radio drama series "RGD & You" and the monthly newsletter “For the Record”. The Department also hosted a number of special events, namely, the regular Open Day for Fathers; and in honour of its 120th Anniversary, Customer Appreciation Days at all its offices, a "Cultural Sinting" and a Thanksgiving Service. The Department also produced a comprehensive brochure outlining the RGD's services and operations and a third edition of its Citizen's Charter. In addition, it produced and distributed flyers, information brochures and promotional material to our customers and general public.
Throughout the year, the Internal Audit Unit and PSMP Implementation Unit monitored all of the Agency’s KPI’s and individual performance targets; this ensured that targets established were realistic and ultimately achieved.
Customer Care and Service Improvement
Genealogical and Historical Searches
Regional Offices
Human Resource
Communications/Community Outreach
1960 | 1961 | 1962 | |
| Births | 69,494 | 67,028 | 66,948 |
| Deaths | 14,233 | 14,233 | 14,844 |
| Marriages | 9,690 | 8,915 | 8,301 |
| Stillbirths | 811 | 836 | 743 |
| Total | 84,538 | 91,012 | 90,836 |
Registrations During Year | Number Registered as at December 31,1962 | |
| Provisional Medical Practitioners | 14 | 38 |
| Medical Practitioners | 48 | 677 |
| Dental Practitioners | 9 | 111 |
| Midwives | 119 | 2,776 |
| Opticians | 2 | 30 |
| Businesses | 1977 | 38,066 |
| Designs | 0 | 101 |
| Trade Marks | 582 | 6,654 |
| Books | 4 | 4 |
| Provident Societies | 4 | 169 |
Registrations | 1956 |
Births | 58,177 |
Deaths | 14,670 |
Marriages | 9,538 |
| Total | 82,385 |
Other Registrations - 1956 | Registrations During Year | Total Registered as at December 31, 1956 |
Provisional Medical Practitioners | 16 | 18 |
Medical Practitioners | 34 | 414 |
Dental Practitioners | 4 | 97 |
Midwives | 98 | 2136 |
Opticians | 0 | 29 |
Businesses | 2,219 | 28,212 |
Designs | 5 | 93 |
Trade Marks | 245 | 4999 |
Books | 8 | 8 |
Provident Societies | 5 | 163 |
Total | 2,634 | 36,169 |
Population
Births
Deaths
Marriage
| 1955 | |
| Births | 55,767 |
| Deaths | 15,328 |
| Marriages | 8,746 |
| Total | 79,841 |
| Registrations | Number of Registrations During Year | Number of Registrations as at December 31, 1955 |
Medical Practitioners | 33 | 440 |
Dental Practitioners | 4 | 93 |
Midwives | 65 | 2040 |
Opticians | 1 | 29 |
Businesses | 3,315 | 26574 |
Designs | 2 | 88 |
Trade Marks | 182 | 4805 |
Books | 2 | 2 |
Provident Societies | 2 | 160 |
Population
Births
Of the total births registered 39,944 (71.6 percent) were illegitimate. The illegitimate proportion in the previous year was 71.6 so that 1955 showed no improvement in this figure
Of the 39,944 illegitimate births 6,538 were registered with fathers
Births in Institution
Of the total births registered 14,325 (25.69 percent) occurred in public or private hospitals or other institutions, while the remaining 41,442 took place in private homes. In this respect Kingston was different from other parishes, since 95.14 percent of births in Kingston took place in hospitals-the great majority (8,943) in the Victoria Jubilee Hospital and 449 in various private hospitals
Multiple Births
Deaths
Marriages
| Vital Events | Number of Registrations effected during the year |
| Births | 48,470 |
| Deaths | 16,717 |
| Marriages | 6,763 |
| Total | 71,950 |
| Number as at 31 December 1954 | Number of Registrations effected during the year | |
Medical Practioners | 409 | 29 |
Dental Practioners | 95 | 4 |
Midwives | 1,975 | 109 |
Opticians | 28 | 2 |
Businesses | 23,259 | 2,553 |
Designs | 86 | 0 |
Trade Marks | 4,683 | 212 |
Books |
| 12 |
| Societies | 2 |
Population
Births
Number and Rates
Illegitimacy
Births in Institution
Multiple Births
Ages of Parents
Deaths
Numbers Registered and Numbers Occurring
Place of Occurrence
4,599 deaths occurred in institutions, this being 28.2 percent of total deaths. These included 3,375 in the various hospitals of the island, 906 n Alms Houses, Poor Houses or Infirmaries, 178 in the Mental Hospital, 118 in Private Hospitals and 22 in other institutions
Infant Deaths
Deaths at all ages
The median age of persons dying was 39.1 years for males and 43.6 years for females
Conjugal Condition
Marriages
Ages of Persons Marrying
Occupation of Brides
Of the 7,654 brides in 1954, 3.5 percent were described as agricultural labourers, 14.7 percent as dressmakers and 45.6 percent as domestics. 21.8 percent were stated to be mot in any gainful employment
Literacy of Persons Marrying
18.11 percent of all bridegrooms and 13.27 percent of all brides signed the register by making a mark, being unable to write their names. The proportion signing by mark was highest for both males and females in St. Elizabeth while it was lowest for males in Kingston and for females in St. Andrew
Addition to Married Population
1951 | 1952 | 1953 | |
| Births | 48,441 | 48,470 | 51,217 |
Deaths | 17,233 | 16,717 | 15,437 |
Marriages | 6,408 | 6,763 | 7,123 |
Total | 72,082 | 71,950 | 73,777 |
Number of Registrations During Year | Number as at December 31, 1953 | |
| Medical Practitioners | 21 | 400 |
Dental Practitioners | 5 | 91 |
Opticians | 0 | 26 |
Midwives | 101 | 1,798 |
Businesses | 4,646 | 21,143 |
Trade Marks | 175 | 4,495 |
Industrial and Provident Societies | 2 | 167 |
Population
Births
Deaths
Marriages