KINGSTON, Jamaica — The National Reconstruction and Resilience Authority (NaRRA) has the potential to be one of the largest employment programmes in Jamaica’s modern history, according to Government Senator Kavan Gayle.

Gayle, who is also President General of the Bustamante Industrial Trade Union (BITU), made the observation in the Senate on Friday during his contribution to the debate on the NaRRA Bill.

NaRRA is the entity established by the Government to drive reconstruction efforts following the devastation caused by Hurricane Melissa last October.

Gayle noted that NaRRA will drive employment and national development opportunities on large-scale infrastructure rebuilding projects including roads, housing, schools and hospitals. He anticipates expansion in sectors such as construction, agriculture, logistics, and energy.

Gayle told the Senate that resilience and long-term stability should result, so too improved land-use planning which he said will reduce future disaster risk. He said climate-resilient infrastructure protects investments and livelihoods, strengthens investor confidence and economic stability.

On the matter of equity and accountability, Gayle said “The authority must operate transparently and inclusively”, and opportunities must reach both urban and rural communities.

“This moment requires unity among Government, private sector, labour, and civil society. A coordinated national effort is essential to achieving meaningful recovery and transformation,” said Gayle as he insisted that “the benefits of reconstruction must be broadly shared across society”.

The BITU boss also noted that the bill is designed to accelerate public and private investment in priority sectors.

“It addresses structural economic weaknesses exposed by the hurricane. It supports diversification and long-term economic growth,” he stated.

Citing its importance to the working class, the trade unionist noted that reconstruction will require labour at all levels—skilled, semi-skilled, and unskilled.

“This creates a major opportunity for employment generation across the island [but] it must translate into decent work, fair wages, and safe working conditions,” he said.

From a trade union perspective, Gayle said workers must be active participants in the reconstruction process, not passive beneficiaries. “Trade unions must be engaged in shaping labour standards, protections, and workforce policies. There must be structured systems for training, certification, and upward mobility”.

Gayle also said NaRRA, “At the very outset of its operations, …should adopt, as a matter of policy, a productivity incentive plan as part of its overall compensation and performance management culture”.

He explained that the plan should be embedded within its corporate and operating plans and designed to evaluate performance at three critical levels—corporate, divisional, and individual.

At the corporate level, performance incentives would be tied to the successful delivery of national reconstruction targets—timelines, budget adherence, and overall impact. At the divisional level, teams would be assessed based on the execution of specific projects and programmes under their responsibility, while at the individual level, workers and professionals would be evaluated on clearly defined outputs, efficiency, and contribution to results.

“The importance of such an initiative cannot be overstated. First, it aligns effort with outcomes. It ensures that everyone within the authority understands that performance matters, and that results will be recognised and rewarded,” said Gayle.

Additionally, he said it will help to drive a culture of productivity and excellence, remarking that, “In a national reconstruction effort of this magnitude, we cannot afford inefficiency or complacency. Incentivising productivity encourages innovation, commitment, and a sense of ownership among workers”.

Gayle also argued that it strengthens accountability.

“When performance is measured and linked to incentives, there is greater transparency in how individuals and units contribute to national goals.

“Finally, and perhaps most importantly, it inspires confidence—both internally and externally. Workers will have confidence that their efforts are valued and rewarded. The public will have confidence that the authority is performance driven. Investors and partners will see an institution that is serious about delivery, discipline, and results,” he argued.