Spectrum Management Authority (SMA)

Picture of Maria Myers-Hamilton

Dr. Maria Myers-Hamilton

Managing Director

Spectrum Management Authority

Picture of Edward Gabbidon

Edward Gabbidon

Chairman

Human Employment and Resource Training /National Service Training Agency Trust (HEART/NSTA Trust)

Picture of Daryl Vaz

Hon. Daryl Vaz, MP

Minister with Portfolio: Transport, Telecommunications and Energy

Ministry of Transport, Telecommunications and Energy (MTTE)

Picture of Carol Palmer

Mrs. Carol Palmer, CD, JP

Permanent Secretary

Ministry of Justice and Constitutional Affairs (MOF)

Overview

The Spectrum Management Authority (SMA) is a limited liability company wholly owned by the Government of Jamaica, established on March 1, 2000 under section 21 of the Telecommunications Act, 2000 and operational since April 2001. The SMA’s primary mandate is to regulate and manage Jamaica’s radio frequency spectrum, including the establishment of an efficient licensing procedure to facilitate access to the spectrum, and the issuance of certificates of competence, approval certificates, and letters of authorisation for customs purposes.

For the 2026/27 financial year, the SMA will continue to implement strategies aimed at modernising its equipment and systems to respond to evolving technological demands. Key priorities include updating critical operational software and completing the installation of a Cyber Security and Threat Management system; ensuring at least 80% of policy and regulatory amendments are completed within agreed timelines; building organisational capacity through staff development and infrastructure expansion; and strengthening capital resources through the phased completion of key projects, including Cellular Network Analysis, Workflow Optimisation, monitoring system upgrades, renewable energy installations, and the deployment of transportable monitoring sites.

The SMA anticipates the renewal of 443 licences for 2026/27 and forecasts an operating profit of $2.21 million, compared to $5.85 million in the prior financial year.

Key Compliance Results

Indicators

Findings

Board Composition

Board with requisite skills as per the Competency Profile

Chairperson is not sitting more than two consecutive terms

Chairperson that chairs no more than two other public boards

Board with a minimum of 30% male members

Board with a minimum of 30% female members

Current board retained at least 3 members or a third of previous board

Governance Structure

Board Charter (which includes conflict of interest provisions)

Non-Executive Independent Chair

Trained Corporate Secretary

Annual board training (in procurement, risk management, etc.)

Annual board evaluation

Board processes are executed (AGM, Annual Calenders, Meeting Frequency, Filings at Companies Office, etc.)

Board minutes are transmitted to the Permanent Secretary

Information & Disclosure policy

Audit and Internal Control

Internal auditor that reports to board through Audit Committee

Audit Committee with Terms of Reference

Audit Committee with three or more members including a qualified accountant/persons possessing expertise in finance

Audit Committee that does not include the Board Chair

Audit Committee that excludes the Procurement Committee Chair

Procurement Committee that rotates members every three years

Independent Chair of Procurement Committee (not chaired by Finance Director)

Board procedures in place regarding procurement oversight

Trained Procurement Committee

Annual Procurement Plan

Reporting and Compliance

Annual Report to the Responsible Minister submitted within 4 months of the end of the entity's financial year

Annual Board-Approved Corporate Plan in place by Nov 30 (must include strategic objectives, budget and work plan)

Annual Report tabled in Parliament within six (6) months of the entity's financial year

Minister issued Statement of Corporate Expectation to board

Chair and Responsible Minister met at least twice yearly to discuss Agency performance and emerging issues

Ethics and Behaviour

Corporate Social Responsibility Framework (including Donations Policy)

Code of Ethics with conflict-of-interest provisions

Staff that are trained in Code of Ethics

Whistle Blowing Policy

Enterprise Risk Management Policy

Indicators

Findings

here for default styles


$3 TRILLION+
not accounted for

HELP US HOLD OUR GOVERNMENT AND PARLIAMENT TO ACCOUNT!

Governance is too important to be left solely to our politicians. Send a letter to your MP and to the Parliament letting them know where you stand.

This site uses cookies to give you the best online experience. By using our site you agree to accept these cookies. Read more about it here.