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2025/2026 was a period of transition, resilience and strategic repositioning

Jamaica’s premier anti-corruption agency, the Integrity Commission (IC) is admitting that employee retention remains a significant challenge, notwithstanding all the gains and notable achievements being made.

In fact, operational challenges, in particular, staff turnover and the absence of legislative support for certain institutional necessities, have constrained the commission’s effectiveness in carrying out its mandate of weeding out corruption in government. The overall organisation performance reflects a balance of commendable progress and structural constraints.

During the 2025/26 Financial Year, the commission experienced the departure of 29 employees, noting, “these constraints have affected its ability to compete effectively for highly skilled and specialised professionals in an increasingly competitive labour market, impacting the organisation’s capacity to fully staff critical positions and maximise operational efficiency.”

Whilst staff movement is a reality for any organisation, the IC highlights in its recently tabled 2025/26 Annual Report to Parliament, “the loss of trained and experienced personnel places additional demands on existing teams and requires considerable investment in recruitment, onboarding and capacity-building. The challenge of employee retention is attributable, in part, not only to the compensation package offered but also to limitations relating to the level at which employees may be appointed within the approved salary scales.”

Organisational performance 

The 2025/2026 FY represented a period of transition, resilience, and strategic repositioning for the commission. Progress was achieved despite challenges, including operational constraints and delays in the appointment of the Executive Management Team. 

Operationally, the IC recorded several landmark achievements, including an 11% increase in the compliance rate of public officials filing their statutory declarations, the monitoring of 2,026 government contracts valued at approximately J$208.6 billion and US$792 million. In addition, the commission completed 112 investigation reports. 

The anti-corruption agency also continued its stakeholder engagements and outreach programmes and maintained its record of successful prosecutions. Conversely, progress on the National Anti-Corruption Strategy (NAS) did not advance at the anticipated pace, promising that efforts will continue during the 2026/2027 financial year to conclude this body of work. 

The IC reports that the NAS remains the single most important tool in the fight against corruption, as it brings together the consolidated efforts of all stakeholders towards one common goal. 

Way forward 

As the Commission looks ahead, it remains firmly committed to strengthening institutional capacity and enhancing the effectiveness of its anti-corruption mandate by engaging all crucial stakeholders and partners. Building on the progress achieved during the reporting period, priority will be placed on advancing key strategic objectives, including improving operational efficiency. 

According to the IC, “central to this forward trajectory is the continued focus on organisational development, including the recruitment and retention of skilled personnel, the implementation of policies, and the modernisation of systems and processes. Additionally, the Commission will deepen its engagement with policymakers and key stakeholders to address legislative and structural challenges hindering our operations.”

Through these efforts, the commission aims to foster greater collaboration within the context of the anticipated NAS, enhance compliance, reinforce public trust and promote good governance.