Source document: https://docs-lawep.s3.us-east-2.amazonaws.com/1698840768285.pdf (Saint Kitts and Nevis)
THE NEVIS ISLAND ADMINISTRATION REPORT ON PLANS & PRIORITIES VOLUME 3 Adopted by the Nevis Island Administration on Friday April 26th, 2013 TABLE OF CONTENTS FINANCIAL SUMMARIES Financial Summary 2013 Summary of Total Budget Summary of Recurrent Expenditure Summary of Total Expenditure Summary of Recurrent Expenditure 2013/2012 Summary of Total Revenues Summary of Capital Expenditure Fiscal Operations in Economic Classification 2010 - 2015 Proposed Capital Projects 2013 Proposed Capital Projects 2014 Proposed Capital Projects 2015 REPORT ON PLANS AND PRIORITIES Deputy Governor General Legislature Audit Legal Services Premier’s Ministry Ministry of Finance Ministry of Communications Ministry of Agriculture Ministry of Health Ministry of Tourism Ministry of Education Human Resources Ministry of Social Development APPENDICES Nevis Island Administration Debt Summary Role of the Accounting Officer Reallocation Warrants SALARY SCALES, GRADES AND STAFF POSITIONS Increment of Salary Schedule Approved Salary Scales, Grades and Positions Staff Positions 2013 9-10 11-12 13-14 15-16 17-23 24-30 31-38 39-45 46-55 56-68 69-84 85-95 96-106 107-121 122-129 130-137 138-155 156 157 158 158 159 160 161-181 182-199 Nevis Island Administration Estimate 2013 Financial Summaries 1 FINANCIAL SUMMARY 2013 CURRENT ESTIMATES 2013 Estimates 2012 Estimates 2011 Actual Current Revenue 123,019,476 128,716,038 119,585,846 Current Expenditure Surplus/Deficit CAPITAL ESTIMATES Capital Revenue Loans Development Aid Capital
 Expenditure Revenue Loans Development Aid Surplus/Deficit (Current Account) Surplus/Deficit (Capital Account) Total Surplus/ (Deficit) 124,691,278 (1,671,802) 127,342,368 1,373,670 136,052,429 (16,466,583) 1,080,000 2,793,813 3,873,813 20,317,970 1,080,000 2,793,813 24,191,783 (1,671,802) (20,317,970) (21,989,772) 4,450,000 30,115,967 34,565,967 17,234,774 4,450,000 30,115,967 51,800,741 1,373,670 (17,234,774) (15,861,104) 34,663,222 55,961 34,719,183 17,334,783 20,961,488 - 38,296,272 (16,466,583) (3,577,089)
 (20,043,672) 2 SUMMARY OF TOTAL BUDGET Ministries Recurrent Transfer Capital Revenue DEPUTY GOVERNOR GENERAL LEGISLATURE AUDIT LEGAL 319,000 597,000 388,000 725,000 - 40,000 - - - - - - - - 135,000 PREMIER'S MINISTRY 4,336,000 150,000 1,175,000 1,421,983 MINISTRY OF FINANCE, STATISTICS & ECONOMIC PLANNING, TRADE & CONSUMER AFFAIRS PUBLIC UTILITIES, POSTS, PHYSICAL PLANNING, NATURAL RESOURCES AND ENVIRONMENT MINISTRY OF AGRICULTURE, LANDS COOPERATIVES & FISHERIES MINISTRY OF HEALTH MINISTRY OF TOURISM 58,900,000 - 1,436,000 112,616,067 10,314,000 35,000 16,677,000 6,866,786 4,612,000 - 1,760,000 421,000 12,649,000 600,000 1,800,000 1,553,090 2,294,000 502,000 394,000 MINISTRY OF EDUCATION & LIBRARY SERVICES 19,407,000 145,000 375,000 5,550 HUMAN RESOURCES 2,125,000 - - MINISTRY OF SOCIAL DEVELOPMENT, YOUTHS, SPORTS AND COMMUNITY DEVELOPMENT 5,004,000 1,547,000 575,000 - - TOTALS 121,672,000 3,019,000 24,192,000 123,019,476 3 SUMMARY OF RECURRENT EXPENDITURE MINISTRIES Recurrent Transfer DEPUTY GOVERNOR GENERAL LEGISLATURE AUDIT LEGAL 319,000 597,000 388,000 725,000 40,000 Total Recurrent Expenditure 319,000 637,000 388,000 725,000 PREMIER'S MINISTRY 4,336,000 150,000 4,486,000 MINISTRY OF FINANCE, STATISTICS & ECONOMIC PLANNING, TRADE & CONSUMER AFFAIRS 58,900,000 58,900,000 MINISTRY OF COMMUNICATIONS, WORKS, PUBLIC UTILITIES, POSTS, PHYSICAL PLANNING, NATURAL RESOURCES AND ENVIRONMENT MINISTRY OF AGRICULTURE, LANDS COOPERATIVES & FISHERIES MINISTRY OF HEALTH
 MINISTRY OF TOURISM 10,314,000 35,000 10,349,000 4,612,000 12,649,000 - 4,612,000 600,000 13,249,000 2,294,000 502,000 2,796,000 MINISTRY OF EDUCATION & LIBRARY SERVICES HUMAN RESOURCES 19,407,000 2,125,000 145,000 19,552,000 2,125,000 MINISTRY OF SOCIAL DEVELOPMENT, YOUTH SPORTS AND COMMUNITY DEVELOPMENT 5,004,000 1,547,000 6,551,000 TOTALS 121,672,000 3,019,000 124,689,000 4 SUMMARY OF TOTAL EXPENDITURE MINISTRIES Recurrent Transfer Capital DEPUTY GOVERNOR GENERAL 319,000 LEGISLATURE 597,000 40,000 AUDIT
 LEGAL 388,000 725,000 Total Expenditure - - - - 319,000 637,000 388,000 725,000 PREMIER'S MINISTRY 4,336,000 150,000 1,175,000 5,661,000 MINISTRY OF FINANCE, STATISTICS & ECONOMIC PLANNING, TRADE & CONSUMER AFFAIRS UTILITIES, POSTS, PHYSICAL PLANNING, NATURAL RESOURCES AND ENVIRONMENT MINISTRY OF AGRICULTURE, LANDS COOPERATIVES & FISHERIES 58,900,000 1,436,000 60,336,000 10,314,000 35,000 16,677,000 27,026,000 4,612,000 - 1,760,000 6,372,000 MINISTRY OF HEALTH 12,649,000 600,000 1,800,000 15,049,000 MINISTRY OF TOURISM 2,294,000 502,000 394,000 3,190,000 MINISTRY OF EDUCATION & LIBRARY SERVICES 19,407,000 145,000 375,000 19,927,000 HUMAN RESOURCES 2,125,000 2,125,000 MINISTRY OF SOCIAL DEVELOPMENT, YOUTHS, SPORTS AND COMMUNITY DEVELOPMENT 5,004,000 1,547,000 575,000 7,126,000 TOTALS 121,672,000 3,019,000 24,192,000 148,883,000 5 SUMMARY OF RECURRENT EXPENDITURE 2013/2012 Ministries 2013 Estimates 2012 Estimates DEPUTY GOVERNOR GENERAL LEGISLATURE AUDIT LEGAL 318,921 597,481 388,412 724,914 314,890 612,134 274,678 766,414 Increase/ (Decrease) % Change 4,031 1.28 (14,653) (2.39) 113,734 41.41 (41,500) (5.41) (6.50) PREMIER'S MINISTRY 4,336,119 4,637,621 (301,502) MINISTRY OF FINANCE, STATISTICS & ECONOMIC PLANNING, TRADE & CONSUMER AFFAIRS MINISTRY OF COMMUNICATIONS, WORKS, PUBLIC UTILITIES, POSTS, PHYSICAL PLANNING, NATURAL RESOURCES AND ENVIRONMENT MINISTRY OF AGRICULTURE, LANDS COOPERATIVES & FISHERIES MINISTRY OF HEALTH MINISTRY OF TOURISM MINISTRY OF EDUCATION
 & LIBRARY SERVICES 58,899,695 58,339,767 559,928 0.96 10,314,067 9,864,249 449,818 4.56 4,612,463 4,332,523 279,940 6.46 12,649,278 13,202,831 (553,553) (4.19) 2,294,336 3,442,877 (1,148,541) (33.36) 19,406,839 16,089,390 3,317,449 20.62 HUMAN RESOURCES 2,125,251 2,410,145 (284,894) (11.82) MINISTRY OF SOCIAL DEVELOPMENT, YOUTHS, SPORTS AND COMMUNITY DEVELOPMENT MINISTRY OF TRADE, INDUSTRY & CONSUMER AFFAIRS 5,004,165 5,402,030 (397,865) (7.37) 7,652,819 (7,652,819) (100.00) TOTALS 121,671,941 127,342,368
 (5,670,427) (4.45) 6 SUMMARY OF TOTAL REVENUES Ministries DEPUTY GOVERNOR GENERAL LEGISLATURE AUDIT LEGAL 2013 Estimates 2012 Estimates Increase/ Decrease % Change - - - - - - 135,000 145,000 (10,000) PREMIER'S MINISTRY 1,421,983 1,329,910 92,073 MINISTRY OF FINANCE, STATISTICS & ECONOMIC PLANNING, TRADE & CONSUMER AFFAIRS MINISTRY OF COMMUNICATIONS, WORKS, PUBLIC UTILITIES, POSTS, PHYSICAL PLANNING, NATURAL RESOURCES AND ENVIRONMENT MINISTRY OF AGRICULTURE, LANDS COOPERATIVES & FISHERIES 112,616,067 119,572,941 (6,956,874) (5.82) 6,866,786 5,779,087 1,087,699 18.82 MINISTRY OF HEALTH 1,553,090 1,356,000 197,090 MINISTRY OF TOURISM - - 421,000 364,250 56,750 MINISTRY OF EDUCATION & LIBRARY SERVICES HUMAN RESOURCES MINISTRY OF SOCIAL DEVELOPMENT, YOUTHS, SPORTS AND COMMUNITY DEVELOPMENT 5,550 168,850 (163,300) (96.71) - - - - - - TOTALS 123,019,476 128,716,038 (5,696,562) (4.43) - - - (6.90) 6.92 15.58 14.53 7 SUMMARY OF CAPITAL EXPENDITURE Revenue Loans Development Aid Total Capital by Ministry DEPUTY GOVERNOR GENERAL LEGISLATURE AUDIT LEGAL - - - - PREMIER'S MINISTRY 475,000 MINISTRY OF FINANCE, STATISTICS & ECONOMIC PLANNING, TRADE & CONSUMER AFFAIRS 1,436,225 - - - - - - - - - - - - - - 700,000 1,175,000 - 1,436,225 MINISTRY OF COMMUNICATIONS, WORKS, PUBLIC UTILITIES, POSTS, PHYSICAL PLANNING, NATURAL RESOURCES AND ENVIRONMENT MINISTRY OF AGRICULTURE, LANDS COOPERATIVES & FISHERIES MINISTRY OF HEALTH MINISTRY OF TOURISM MINISTRY OF EDUCATION & LIBRARY SERVICES HUMAN
 RESOURCES MINISTRY OF SOCIAL DEVELOPMENT, SPORTS AND COMMUNITY DEVELOPMENT 15,096,745 1,080,000 500,000 16,676,745 460,000 1,800,000 100,000 375,000 - 575,000 - - - - - - - - 1,300,000 1,760,000 - 1,800,000 293,813 393,813 - - - - 375,000 - 575,000 - TOTALS 20,317,970 1,080,000 2,793,813 24,191,783 8 NEVIS ISLAND ADMINISTRATION ECONOMIC CLASSIFICATION 2013 CLASSIFICATIONS Total Revenue & Grants Current Revenue Tax Revenue Direct Taxes Taxes on Income & Profit Corporate Income Tax Withholding Tax Social
 Services Levy Taxes on Property House Tax & Land Tax Land Tax Condominiums Fee Indirect Taxes Taxes on Domestic Goods & Services Wheel Tax and Wheel Tax Levy Traders Tax Hotel Room & Restuarant Tax Gasoline Levy Stamp Duties Vehicle Rental Levy Insurance Fees Cable TV Tax Consumption Tax (Inland Rev.)
Proceeds from Lottery Sale Coastal Environmental Levy Unclassified Licences: of which: Banks Licence D rivers Licence B usiness & Occupation Licence VAT of which: IRD Customs Un Incorporated Business Tax Taxes on Int'l Trade & Transactions Import Duties (Other & Alcoholic) Export/Excise Duties Consumption Tax Parcel Tax Travel Tax Mercantile Tax Customs Service Charge Environmental Levy Non-Tax Revenue Fees, Fines & Forfeitures Rent of Government Property Water Post Office Offshore Financial Services Hospital Fees Supply Office Other Non-Tax Revenue Actual 2011 Actual 2012 128,031,471 119,641,807 116,514,870 119,585,846 87,467,734 91,602,390 15,123,828 15,060,041 12,989,573 12,899,037 5,086,608 4,665,356 129,559 399,881 7,773,406 7,833,799 Budget Estimates 2013 131,319,476 123,019,476 92,682,716 16,749,693 13,749,693 5,239,205 285,000 8,225,488 Budget Estimates 2014 126,539,525 126,039,525 94,819,169 17,162,723 14,012,723 5,291,597 290,000 8,431,126 Budget Estimates 2015 129,170,827 129,170,827 96,928,726 17,494,917 14,281,917 5,344,512 295,500 8,641,905 2,161,004 2,119,421 41,584 2,134,255 634,482 1,499,773 3,000,000 3,000,000 3,150,000 3,150,000 3,213,000 3,213,000 - - - 76,542,349 53,599,471 2,018,414 486,331 838 - 12,314,570 576 341,293 - 67,803 - 101,313 - 1,608,216 126,000 645,054 390,782 35,513,622 18,624,272 16,889,350 1,146,494 22,942,879 9,715,262 5,087,640 320,196 - 72,343,906 52,943,215 1,869,035 11,655 13,342 34,701 16,680,195 - 350,640 - 33,962 94,522 175,038 - 1,378,145 114,000 660,975 424,037
 31,315,225 15,939,834 15,375,391 986,754 19,400,691 8,715,777 3,299,685 182,970 - 75,933,023 53,006,984 2,500,000 77,656,446 54,073,583 2,550,000 79,433,809 55,189,743 2,600,000 - - - - - - - - - 14,500,000 14,837,300 15,208,233 - - - 380,000 390,000 400,000 - - - 100,000 20,000 1,433,500 120,000 678,500 450,000 32,827,668 16,991,015 15,836,653 1,245,816 - - - 115,000 25,000 1,487,200 120,000 695,000 475,000 33,410,809 17,415,790 15,995,019 1,258,274 - - - 125,000 30,000 1,549,500 126,000 715,000 500,000 34,006,154 17,851,185 16,154,969 1,270,856 22,926,039 9,872,700 4,411,048 23,582,863 9,984,300 4,625,380 24,244,066 10,184,780 4,741,015 - - - - - - 352,994 426,956 395,000 396,000 398,000 - 6,970,547 496,241 - 6,328,776 446,528 - 7,700,556 546,735 - 8,008,578 568,605 - NEVIS ISLAND ADMINISTRATION ECONOMIC CLASSIFICATION Classification Actual 2011 Actual 2012 Budget Estimates 2013 Budget Estimates 2014 Budget Estimates 2015 Total Expenditure 148,651,336 134,464,652 139,068,361 148,878,432 140,981,776 Current Expenditure 110,355,065
 116,782,966 114,876,578 121,400,687 123,756,401 Personal Emoluments Salaries Allowances Wages 55,283,210 35,722,087 1,111,951 18,449,172 56,113,342 36,371,590 1,040,016 18,701,736 61,918,719 39,903,971 923,420 21,091,328 62,996,152 40,579,093 930,245 21,486,814 62,775,891 40,334,883 935,780 21,505,228 Goods & Services 22,133,404 25,965,876 26,804,259 27,741,030 29,475,796 Interest Payments Domestic External 22,053,509 19,975,497 2,078,012 21,803,050 21,161,248 641,801 16,185,300 14,294,300 1,891,000 20,400,000 18,600,000 1,800,000 22,400,000 20,400,000 2,000,000 Transfers & Subsidies Pensions and Gratuities Contributions to Reg.
& Int'l Institutions Public Assistance Overseas Missions/Other Public Corporations 10,884,942 6,130,366 3,929,214 825,362 12,900,698 7,631,475 4,309,984 959,239 9,968,300 6,000,000 3,424,500 543,800 10,263,505 6,000,000 3,710,350 553,155 - - - - - - - - 9,104,714 6,000,000 2,546,035 558,679 - - Current Account Balance 9,230,781 (268,096) 8,142,898 4,638,838 5,414,426 Capital Revenue Land & Property Sales Other Total Grants Current Grants Capital Grants Capital Expenditure Fixed Investment Below the line expenditure Net Lending Overall Balance Primary Balance Principal Repayments Domestic External Total Debt Service Domestic External - - - - - - - - - - 55,961 11,516,601 8,300,000 500,000 - - - 55,961 11,516,601 8,300,000 500,000 - - - - - - 38,296,272 38,296,272 17,681,686 17,681,686 24,191,783 24,191,783 27,477,745 27,477,745 17,225,375 17,225,375 - - - - - - - - - - (29,009,529) (6,956,021) (6,433,182) 15,369,868 (7,748,885) 8,436,415 (22,338,907) (1,938,907) (11,810,949) PROPOSED CAPITAL PROJECTS 2013 MINISTRY Premier's Finance CAPITAL CODE 050150 050169 050172 050173 060150 060151 060152 060153 060154 PROJECT NAME Upgrade of Disaster Management Upgrade of Police Services National Celebration
 (30th Anniversary of Independence) Development of Media Services Total Premier's Ministry Computerization of Government Services Government Equipment, Furniture etc.
Custom Enforcement Upgrade Population and Housing Census STEP Conference 060163 Vehicles 060171 060172 IBM System Upgrade Feasibility Study-Airport Expansion Total Ministry of Finance Ministry of Communication Administration 070119 Road Improvement Public Works 070120 070175 070176 070182 070312 070332 070361 070364 070373 070378 070396 Land Settlement CDB Water Development Project Water Drilling Project Renewable Energy Projects Special Maintenance of Schools Maintenance of Asphalt Plant Water Repair Road Project Renovation of Government Buildings Road Drainage Project Hamilton-Government Road Project Water Department 070459 Water Services Upgrade AMOUNT BUDGETED FROM REVENUE AMOUNT BUDGETED FROM LOANS AMOUNT BUDGETED FROM DEV-AID 700,000 - 700,000 150,000 75,000 150,000 100,000 475,000 250,000 100,000 250,000 100,000 135,845 200,000 150,000 250,380 1,436,225 - - 150,000 300,000 4,244,000 2,852,745 150,000 1,080,000 500,000 7,696,745 1,080,000 500,000 150,000 50,000 500,000 350,000 50,000 4,000,000 6,600,000 800,000 800,000 - - - - Secondary Village Roads & Asphalt Maintenance 1,500,000 Total Ministry of Communication 15,096,745 1,080,000 500,000 Ministry of Agriculture 080154 080172 080183 Agriculture Diversification Fisheries Biodiversity Project Indian Castle Wells Total Min.
of Agriculture Total Ministry of Agriculture Ministry of Health 090150 Improvement to Alexandra Hospital 350,000 50,000 60,000 460,000 300,000 1,300,000 - 1,300,000 11 090161 090163 090172 090174 Procurement of Medical Supplies Nevis Environmental Work Program Dental Services Upgrade & Equipment Urology Centre 450,000 500,000 250,000 300,000 Total Ministry of Health 1,800,000 Ministry of Tourism 100150 Tourism Development Total Ministry of Tourism Ministry of Education 110163 110164 110167 Provide Furniture for Schools School Meal Program Upgrade of Schools Ministry of Education Ministry of Social Development 130150 Maintenance of Community Centers 130174 130175 130178 130183 130184 Improvement and Maintenance of Sporting Facilities Tri-Star Nevis National Training Program (HYPE) Development of St. James Raceway Community Housing Assistance 100,000 100,000 250,000 75,000 50,000 375,000 100,000 150,000 50,000 100,000 100,000 75,000 Ministry of Social Development 575,000 - - - - - 293,813 293,813 - - Overall Totals 20,317,970 1,080,000 2,793,813 Total of Revenue, Loans & Dev.
Aid .

24,191,783 12 PROPOSED CAPITAL PROJECTS 2014 MINISTRY CAPITAL CODE PROJECT NAME Premier's 050150 Upgrade of Disaster Management 050169 Upgrade of Police Services 050173 Development of Media Services Total Premier's Ministry Finance 060150 Computerization of Government Services 060151 Government Equipment, Furniture etc.
060152 Custom Enforcement Upgrade 060163 Vehicles 060168 Upgrade of Treasury Building 060171 IBM System Upgrade 060172 Feasibility Study-Airport Expansion Total Ministry of Finance Ministry of Communication Administration 070119 Road Improvement 070120 Land Settlement 070175 CDB Water Development Project 070176 Water Drilling Project 070182 Renewable Energy Projects Public Works 070312 Secondary Village Roads & Asphalt Maintenance 070332 Special Maintenance of Schools 070361 Maintenance of Asphalt Plant 070364 Water Repair Road Project 070373 Renovation of Government Buildings 070378 Road Drainage Project 070388 Renovation of Government House 070396 Hamilton-Government Road Project Water Department 070459 Water Services Upgrade AMOUNT BUDGETED FROM REVENUE AMOUNT BUDGETED FROM LOANS AMOUNT BUDGETED FROM DEV-AID 50,000 85,000 105,000 240,000 275,000 206,000 100,000 250,000 150,000 75,000 100,000 1,156,000 170,000 750,000 1,729,000 2,852,745 175,000 - - - - 10,920,000 5,676,745 10,920,000 - 2,000,000 400,000 75,000 1,000,000 500,000 100,000 740,000 750,000 5,565,000 750,000 750,000 - - - - Total Ministry of Communication 11,991,745 10,920,000 - Ministry of Agriculture 080154 Agriculture Diversification Total Min.
of Agriculture Total Ministry of Agriculture Ministry of Health 090150 Improvement to Alexandra Hospital 090161 Procurement of Medical Supplies 090163 Nevis Environmental Work Program 090172 Dental Services Upgrade & Equipment 090174 Urology Centre 350,000 350,000 370,000 450,000 500,000 150,000 100,000 - - 13 Total Ministry of Health 1,570,000 Ministry of Tourism 100150 Tourism Development Total Ministry of Tourism Ministry of Education 110163 Provide Furniture for Schools 110164 School Meal Program 110167 Upgrade of Schools Ministry of Education Ministry of Social Development 130150 Maintenance of Community Centers 130174 Improvement and Maintenance of Sporting Facilities 130175 Tri-Star Nevis 130178 National Training Program (HYPE) 130183 130184 Development of St. James Raceway Community Housing Assistance Ministry of Social Development 100,000 100,000 150,000 100,000 80,000 330,000 220,000 150,000 75,000 150,000 150,000 75,000 820,000 - - - - Overall Total 16,557,745 10,920,000 - - - - - Total of Revenue, Loans & Dev.
Aid .

27,477,745 14 PROPOSED CAPITAL PROJECTS 2015 AMOUNT BUDGETED FROM REVENUE AMOUNT BUDGETED FROM LOANS AMOUNT BUDGETED FROM DEV-AID MINISTRY CAPITAL CODE PROJECT NAME Premier's 050150 Upgrade of Disaster Management 050169 Upgrade of Police Services 050173 Development of Media Services Total Premier's Ministry Finance 060150 Computerization of Government Services 060151 Government Equipment, Furniture etc.
060152 Custom Enforcement Upgrade 060163 Vehicles 060171 IBM System Upgrade 060172 Feasibility Study-Airport Expansion Total Ministry of Finance Ministry of Communication Administration 070119 Road Improvement 070120 Land Settlement 070176 Water Drilling Project 070182 Renewable Energy Projects Public Works 070312 Secondary Village Roads & Asphalt Maintenance 070332 Special Maintenance of Schools 070361 Maintenance of Asphalt Plant 070364 Water Repair Road Project 070373 Renovation of Government Buildings 070378 Road Drainage Project 070388 Renovation of Government House Water Department 070459 Water Services Upgrade 50,000 85,000 110,000 245,000 278,570 209,060 50,000 300,000 50,000 80,000 967,630 180,000 750,000 2,852,745 200,000 3,982,745 2,500,000 400,000 80,000 600,000 400,000 120,000 2,500,000 6,600,000 800,000 800,000 Total Ministry of Communication 11,382,745 Ministry of Agriculture 080154 Agriculture Diversification Total Min.
of Agriculture Total Ministry of Agriculture Ministry of Health 090150 Improvement to Alexandra Hospital 090152 Public Health Complex 090161 Procurement of Medical Supplies 090163 Nevis Environmental Work Program 090172 Dental Services Upgrade & Equipment 090174 Urology Centre 400,000 400,000 1,000,000 800,000 450,000 550,000 100,000 50,000 - - - - - - - - - - - - - - 15 Total Ministry of Health 2,950,000 Ministry of Tourism 100150 Tourism Development Total Ministry of Tourism Ministry of Education 110163 Provide Furniture for Schools 110164 School Meal Program 110167 Upgrade of Schools Ministry of Education Ministry of Social Development 130150 Maintenance of Community Centers 130174 Improvement and Maintenance of Sporting Facilities 130175 Tri-Star Nevis 130178 National Training Program (HYPE) 130183 Development of St. James Raceway 130184 Community Housing Assistance Ministry of Social Development 100,000 100,000 150,000 100,000 100,000 350,000 240,000 200,000 75,000 150,000 200,000 75,000 940,000 Overall Totals 17,335,375 Total of Revenue, Loans & Dev.
Aid - - - - - - - - - - .

17,335,375 16 Ministry 01 Deputy Governor General 17 Section 1: Executive Summary and Management Representation Statement 1.1 Minister's Message 1.2 Executive Summary The mandate of the Deputy Governor General is to ensure constitutional and democratic governance by performing all functions necessary as directed by the constitution of St. Kitts and Nevis.
Functions are carried out firstly, as delegated by His Excellency, the Governor General of the Federation of St. Kitts and Nevis and secondly, on behalf of the Nevis Island Administration.

The Deputy Governor General's Office exerts extreme care in ensuring that its mission statement is adhered to in order to maintain good governance.
The office makes certain that all Bills passed by the Legislative Body are assented to, so as to obtain legal status, and that other important legal documents prepared by the Legal Department, protecting the interests of the Government and the people of Nevis, are properly signed.

The Deputy Governor General's Office is pleased to serve the people of Nevis specifically by protecting the traditional impartiality of the Monarch in any extraordinary civic and political controversy.
The office seeks to protect the rights and freedoms of the people of Nevis.

All affairs of the Civil Service are priority to the office and everything is done to ensure the establishment runs efficiently.

It therefore examines all appointments, resignations, retirements, disciplinary actions etc.

which are recommended by the Public Service Commission, and approves or disapproves them speedily after seeking explanations and clarifications where necessary.
It is essential that our democratic system remains stable and that the rules and regulations as stipulated in the Constitution, be upheld.

The Deputy Governor General's office endeavours to maintain true democracy within our developing Nation.

1.3 Management Representation Statement I submit, for tabling in Parliament, the annual Report on Plans and Priorities (RPP) for the Deputy Governor General.
To the best of my knowledge, the information: - Accurately portrays the department's mandate, priorities,strategies and planned results of the organization.

- Is consistent with the disclosure principles contained in the guidelines for Preparing a Report on Plans and Priorities.

- Is comprehensive and accurate.

- Is based on sound underlying departmental information and management systems.

I am satisfied as to the quality assurance processes and procedures used for the RPP's production.
The structure on which this document is based has been approved by the Ministry of Finance 18 and is the basis for accountability for the results achieved with the resources and authorities provided.
Ms. Clara Smithen _________________ Administrative Officer 19 Section 2: Ministry Overview 2.1 Mission Statement To perform all functions necessary by the Deputy Governor General as directed by the constitution of St. Kitts and Nevis; first as delegated by His Excellency, the Governor General of St. Kitts and Nevis; and second, as a Federal Office in discharging certain functions on behalf of the Nevis Island Administration.
The Deputy Governor General endeavours to accomplish its mission through: - Assenting to Bills passed by the Legislative Body in Parliament.

- Approving and disapproving recommendations sent from the Public Service Commission; also seeking explanations and clarifications when necessary.

- Executing documents dealing with crown lands such as conveyances, mortgages, leases etc.

- Signing alien land holding licenses, marriage licenses, and instrument of appointments.
- Appointing members of Sundry Boards and Commissions, for example the Building Board and the Land and House Tax Commission.

- Responsible for appointments, and discipline and the execution of the Civil Service duties in collaboration with the Public Service Commission.

- Giving audience to persons' grievances that are not adequately addressed by the relevant department(s).

- Hosting state luncheons, dinners and receptions.

- Accepting courtesy calls.


- Delivering addresses in the schools on his own initiative or upon request; and attending graduation and sporting functions upon invitation.

- Attending ceremonial parades and taking the salute such as on Independence Day.

- Permitting suitable functions to be held under his patronage, in which case his attendance will be requisite.

- Protecting the traditional impartiality of the Monarch in any extraordinary civic or political controversy.
20 2.4 Planning Overview 2.4.1 Overview 2.4.1.1 Portfolio’s strategic Objectives vs Government Directions The strategic objective of the Deputy Governor General is to ensure constitutional and democratic governance thus protecting the fundamental rights and freedoms of the people of Nevis.
2.4.1.2 Portfolio’s Annual Objectives vs Strategic Objectives To ensure the implementation of the strategic objective, the Deputy Governor General will perform the following activities for 2013: - Perform all duties as stated in the Constitution, and as delegated by the Governor General.

- Ensure Constitutional and Democratic Governance.

- Discharge certain functions on behalf of the Nevis Island Administration.

- Administer functions without impartiality.

- Encourage staff development.


- Attend ceremonial parades and other events as required by the Constitution of St. Kitts and Nevis.

- Accept courtesy calls.

2.4.1.3 Modifications to the Portfolio’s Strategic Directions during the year The Office of the Deputy Governor General will perform the following activities while working towards keeping the administrative cost of the Deputy Governor General as low as possible.

- Upkeep the general office of the Deputy Governor General.
- Maintain the day to day operations for the proper and effective functioning of the Deputy Governor's General residence; and the grounds of Government House.

-Accept opportunities for further training of staff when offered by the Human Resource Department or other ministries/departments.

2.4.1.4 Main Activities contributing to the Portfolio’s Annual Objectives The Deputy Governor General seeks to maintain its administrative cost as low as possible.
To maintain the administrative cost, the office of the Deputy Governor General will perform the following activities: 21 - Liaise with Human Resources Department concerning opportunities for staff training.

-Provide professional service(s) to the general public in accordance with our mission statement.

-Preserve Historical features of the Government House.

2.4.1.5 Main Challenges to Achieve Portfolio’s Annual Objectives 1.
Inadequate accomodation hampers the professional and efficient service to the general public.

2.4.1.6 Portfolio’s Resources and the achievement of the Strategic Objectives over a Multi-Year Time Horizon The amount stated in the Financial Summary Chart is used primarily to facilitate the day to day operations at the Government House.

The administration cost of the Deputy Governor General is less than one percent (1%) of the total Nevis Island Administration's Budget.
It is divided into three categories: 1) Compensation of employees 2) Use of goods and services 3) Other Expenses 22 Section 4:Supplementary Information 4.1 Portfolio’s Main Estimates by Expenditure Type Org Unit Name: 01 - Deputy Governor General 0101 Administration Activity Type: Portfolio Activity Name: 1.
Represent the Queen in Nevis Expenditure Expenditure Expenditure Expenditure Recurrent Expenses Compensation of Employees 01-Personal Emoluments 02-Wages 03-Allowances Use of Goods and Services 05-Travel and Subsistence 06-Office and General Expenses 07-Supplies and Materials 08-Communication Expenses 09-Operating and Maintenance Services 14-Purchase of Tools, Instruments, Furniture and Equipment 16-Hosting and Entertainment Other Expenses 28-Sundry Expenses Total Total Actual 2011 303 289 206 80 3 14 1 3 9 1 303 303 Estimated Planned Projected Expenditure Projected 2012 2013 2014 2015 (in thousands) Ministry 02 Legislature 24 Section 1: Executive Summary and Management Representation Statement 1.1 Minister's Message 1.2 Executive Summary A legislature is a multi-member representative body considering public issues.
It's main function is to give assent on behalf of the political community to public policy.

Democracy is based on the notion that a people should be self-governing and that the representatives of the people should be held accountable for their actions.

The legislature, which represents the people and acts as their agent, is therefore at the core of each society.
Although legislature is known primarily as a lawmaking body, the first and foremost characteristic of legislature is it's intrinsic link to the citizens of the country or state representation.

This arm of government will therefore through it's roles and functions seek to provide legal information and advice the Nevis Island Administration, Heads of Ministries, Departments and Statutory Bodies, but also ensure that relevant information is available to the public.
The legislature will therefore seek to connect people to their government by giving them a place where their needs can be articulated.

It is often said that the strength of the parliament can be judged by how effectively it performs its communication functions.

The department will seek to strengthen communication between all parties involved by ensuring that information is transmitted in a timely and effective manner.
Hence the legislative arm of government will ensure that the link between the people and the government is not only functional but effective.

1.3 Management Representation Statement I submit, for tabling in Parliament, the annual Report on Plans and Priorities (RPP) for Legislature.

To the best of my knowledge, the information: - Accurately portrays the department's mandate, priorities, strategies and planned results of the organization.
- Is consistent with the disclosure principles contained in the Guidelines for Preparing a Report on Plans and Priorities.

- Is comprehensive and accurate.

- Is based on sound underlying departmental information and management systems.

I am satisfied as to the quality assurance processes and procedures used for the RPP's production.
The structure on which this document is based has been approved by the Ministry of Finance and is the basis for accountability for the results achieved with the resources and authorities provided.

25 Miss.

Shemica Maloney _______________________ Clerk of the House 26 Section 2: Ministry Overview 2.1 Mission Statement To exercise the legislative functions of Government as directed by the Constitution of St.Kitts and Nevis.
27 2.4 Planning Overview 2.4.1 Overview 2.4.1.1 Portfolio’s strategic Objectives vs Government Directions The strategic objective of Legislature is to exercise the legislative functions of Government as directed by the Constitution of St. Kitts and Nevis.
2.4.1.2 Portfolio’s Annual Objectives vs Strategic Objectives To effectively and efficiently exercise the legislative functions of Government as directed by the Constitution of St. Kitts and Nevis, Legislature has advanced the following objectives for 2013: 1) Classify all past legislation in order to improve access.

2.4.1.3 Modifications to the Portfolio’s Strategic Directions during the year There are no modifications in the strategic direction for Legislature.
2.4.1.4 Main Activities contributing to the Portfolio’s Annual Objectives Apart from classifying all past legislation, Legislature will perform the following activities in order to ensure an effective and efficient service.

2.4.1.5 Main Challenges to Achieve Portfolio’s Annual Objectives To classify all past legislation in order to improve access by: 1) Cataloging last 10 years legislation.

2) Categorising the legislation.

3) Establishing a library.

4) Building procedure to access the legislation.


5) Making the legislation library available and accessible.

2.4.1.6 Portfolio’s Resources and the achievement of the Strategic Objectives over a Multi-Year Time Horizon The amount stated in the Financial Summary Chart is used primarily to facilitate the day to day operations of Legislature.

The administration cost of Legislature is less than one percent (1%) of the total Nevis Island Administration's budget.
It is mainly divided into three categories: 1) Compensation of employees 28 2) Use of goods and services 3) Other Expenses 2.4.3 Transfer Payment Information The transfer payment beneficiary for Legislature is as follows: 1) Contribution to Parliamentary Associations: $40,000.

Annual contribution to retain membership of: Caribbean Parliamentary Association; Commonwealth Parliamentary Association.
3.1 Important Initiatives Contributing to the Achievement of the Annual Objectives All initiatives contributing to the achievement of the annual objectives are stated in the section 2.4.1.4.

3.1.1 Overview of Each Programmes’ Activities Provide administrative services to parliament programme and support the exercise of the legislative functions of Government as directed by the Constitution of St. Kitts and Nevis.
Ensure the availability and access of legislative instruments, programme aims to ensure the provision of access to legislative instruments in an easy and effective manner.

Administer the Office of Opposition Leader programme aims to create an equitable balance in views by facilitating forum for debate.

29 Section 4:Supplementary Information 4.1 Portfolio’s Main Estimates by Expenditure Type Org Unit Name: 02 - Legislature 0201 - Administration Activity Type: Portfolio Activity Name: 2.
Support the Legislative Functions of Government Expenditure Expenditure Expenditure Expenditure Estimated Planned Projected 2012 2013 2014 2015 (in thousands) Expenditure Projected Actual 2011 421 273 2 17 15 118 120 148 140 7 1 Recurrent Expenses Compensation of Employees 01-Personal Emoluments 02-Wages 03-Allowances 23-Allowance to Unofficial Members 24-Constituency Allowance to Elected Members Use of Goods and Services 05-Travel and Subsistence 06-Office and General Expenses 07-Supplies and Materials 08-Communication Expenses 09-Operating and Maintenance Services 14-Purchase of Tools, Instruments, Furniture and Equipment 15-Rental of Assets 16-Hosting and Entertainment 27-Production and Marketing Expenses 572 347 28 16 184 120 225 202 5 1 2 4 10 2 Total 421 572 Transfer Expenses Grants 10-Grants and Contributions - Grants Total Total Ministry 03 Audit 31 Section 1: Executive Summary and Management Representation Statement 1.1 Minister's Message There is no ministerial portfolio for the Audit Office.
1.2 Executive Summary The following document presents a brief synopsis of the plans for the Nevis Audit Office for 2013.

The Nevis Audit Office mandate is to provide an independent assessment to parliament on the Nevis Island Administration's finances and other resources.

The Nevis Audit Office will continue to strive towards greater accountability with the preparation and submission of the Audited Accounts of the Nevis Island Administation.
The Audit Office therefore will continue to report on the Annual Accounts of the Nevis Island Administation; conduct financial, compliance and other audits at the various ministries and departments of the Nevis Island Administration.

The Audit Office will continue its drive to participate in developing audit policies, standards and procedures in conjunction with regional and international agencies.
The professional development of staff is vital to the efficient operation of the office in the area of system audit.

Therefore, there will be a need for improved quality assurance in the overall output of the office.

1.3 Management Representation Statement I submit, for tabling in Parliament, the annual Report on Plans and Priorities (RPP) for the Nevis Audit Office.
To the best of my knowledge, the information: - Accurately portrays the department's mandate, priorities, strategies and planned results of the organization.

- Is consistent with the disclosure principles contained in the Guidelines for Preparing a Report on Plans and Priorities.

- Is comprehensive and accurate.

- Is based on sound underlying departmental information and management systems.

I am satisfied as to the quality assurance processes and procedures used for the RPP's production.
The structure on which this document is based has been approved by the Ministry of Finance and is the basis for accountability for the results achieved with the resources and authorities provided.

32 Mr. Alex Wilkinson ______________________ Senior Audit Manager 33 Section 2: Ministry Overview 2.1 Mission Statement To report on the financial out-turn of the Public Sector of the economy, and the efficient and effective utilization of resources and processes to ensure proper accountability.
This is undertaken by: - Auditing and reporting on the Annual Accounts of the Nevis Island Administration.

- Conducting Value-For-Money, financial and compliance and other special audits of various government programmes.

34 2.4 Planning Overview 2.4.1 Overview 2.4.1.1 Portfolio’s strategic Objectives vs Government Directions The Nevis Island Administration is fully committed to accountability, transparency and sound governance.
It is the primary objective of the Nevis Audit Office to assess the government's records and programmes to reassure that the government maintains its standards.

2.4.1.2 Portfolio’s Annual Objectives vs Strategic Objectives The mandatory and primary objective of the Nevis Audit Office is to provide information on the accountability of public funds, and to establish whether they have been expended economically, effectively and efficiently.
In order to fulfill our obligation, the Nevis Audit Office has advanced the following objectives for 2013: 1.

To promote accountability and effective management of government resources in compliance with Financial Instructions.

2.

To audit the Final Accounts of the NIA for the years 2011 and 2012 by December, 2013.

3.

To enhance the capacity of the Audit Office through training workshops.
2.4.1.3 Modifications to the Portfolio’s Strategic Directions during the year There are no modifications to the Portfolio’s Strategic Directions during the year.

2.4.1.4 Main Activities contributing to the Portfolio’s Annual Objectives The Nevis Audit would pay special attention to the auditing of the NIA final accounts for 2011 and 2012.

The performance of financial and compliance audits will continue as this constitutes the core of our activities.
We will increase the number of discussions we have with the Head of Departments and Permanent Secretaries of the various Ministries with respect to Audit's findings and continue to recommend ways in which they can institute improvements with due regard to efficiency, economy and effectiveness in relation to the use of government resources.
With respect to training workshops we will continue to participate in them locally, regionally and internationally, also in-house training is an ongoing endeavour as this also helps to enhance and build the Department's capacity.

35 2.4.1.5 Main Challenges to Achieve Portfolio’s Annual Objectives The timely receipt of the final accounts and cash records from the various Departments would play a critical role if we are to achieve our objectives.
2.4.1.6 Portfolio’s Resources and the achievement of the Strategic Objectives over a Multi-Year Time Horizon To achieve our strategic objectives outline for the next year, the staff will continue to participate in audit training workshops, a greater effort would be made to increase the number of discussions we have with Permanent Secretary and Heads of Departments with regard to Audit's findings.
Significant efforts will have to be made Heads of Departments in addressing responses to observations raised by the Audit Office during Financial and Compliance Audits.

2.4.1.7 Impact of Previous Year’s Achieved Results on the Current Year’s Planned Expenditure There are no impacts on the current year’s planned expenditure from the previous year’s achieved results.

3.1.1 Overview of Each Programmes’ Activities 3.1.2.1 Impact of Each Programme 1.

Provide administrative support.


This programme will increase the level of on-the-job training for staff members, and encourage their participation in our local and overseas audit training workshops.

2.

Perform financial and compliance audits.

The programme will contribute to the accountability of public funds.

It will establish whether proper accounting records are being kept, and, that all transactions are processed in accordance with financial and other prescribed regulations.

36 3.
36 3.

Perform special audits.

This programme will review and assess the effectiveness of the systems implemented to monitor value for money.

Recommendations will be made with a view towards ensuring that positive and remedial action will be taken when poor value for money is identified.

3.2 Justification for the current year planned Expenditure There is no significant increase in the current year planned expenditure.
37 Section 4:Supplementary Information 4.1 Portfolio’s Main Estimates by Expenditure Type Org Unit Name: 03 - Audit Activity Type: Portfolio Activity Name: 3.
Report on Financial Out-Turn Expenditure Expenditure Expenditure Expenditure Recurrent Expenses Compensation of Employees 01-Personal Emoluments 02-Wages 03-Allowances Use of Goods and Services 05-Travel and Subsistence 06-Office and General Expenses 07-Supplies and Materials 09-Operating and Maintenance Services 15-Rental of Assets 17-Training Total Total Actual 2011 281 227 216 11 53 3 1 1 48 281 281 Estimated Planned Projected Expenditure Projected 2012 2013 2014 2015 (in thousands) Ministry 04 Legal Services 39 Section 1: Executive Summary and Management Representation Statement 1.1 Minister's Message There is no ministerial portfolio for Legal Services.
1.2 Executive Summary The Legal Department is dedicated to best legal practice that significantly enhances the ability of the office to meet the ever changing demands for legal representaion of the Nevis Island Administration.

This will lead to improved service delivery, greater mutual trust and respect between lawyers and clients, the government it serves and the general public.
The Legal Department seeks to enhance best legal practices which addresses particular problems that falls into different categories.

Each category poses unique challenges and so in 2013 our main categories for improvement are: 1.

Clients service and relations 2.

Best Management practices 3.

Human Resource management 4.


Improve Technology resources These factors are attributable to the changes in the values and expectations of the Nevisian community as well as the demand for more government accountability and transparency and an increasing public concern over the right to information on government decisions.
The effect of globalization has also brought about international businesses, new products and services and communications and the impact of such widespread transformation on Nevis' economy, society, culture and environment has instigated various issues – most of which have legal implications.
These have resulted in increase demand for our services and therefore, the legal department is committed to: Best Business Practices: - Improving the legislative process, implementing a system for tracking court cases and requests for Counsels' opinions and introduce a system of electronic record for Companies Registry.

Personal Development: - Improving the opportunities for staff to acquire core knowledge and skills necessary to help them perform and manage their careers effectively.
Achieving a better balance of demand and resources: - Partnering with ministries, departments, agencies and statutory bodies and assisting them in prioritising their requests for our services.

The corporate values governing legal services' development will include the following: 40 Integrity and Honesty: - Ensuring that our practices reflect the highest ethical and professional standards.

- Being truthful, accurate and straightforward in our advice.

- Being sincere in both communication and conduct.


- Acting in the best interest of the community we serve.

Quality Service: - Collectively desiring to exceed client's expectation by continually improving the value and effectiveness of our work.

- Producing work of consistent quality.

Accountability: - We take responsibility for our actions, our decisions and our performance.
1.3 Management Representation Statement I submit, for tabling in Parliament, the annual Report on Plans and Priorities (RPP) for Legal Services.

To the best of my knowledge, the information: - Accurately portrays the department's mandate, priorities, strategies and planned results of the organization.

- Is consistent with the disclosure principles contained in the Guidelines for Preparing a Report on Plans and Priorities.

- Is comprehensive and accurate.


- Is based on sound underlying departmental information and management systems.

I am satisfied as to the quality assurance processes and procedures used for the RPP's production.

The structure on which this document is based has been approved by the Ministry of Finance and is the basis for accountability for the results achieved with the resources and authorities provided.
Mr. Colin Tyrell ______________________ Legal Advisor 41 Section 2: Ministry Overview 2.1 Mission Statement Provide legal advice to the Nevis Island Administration on all legal matters and to protect the interests of the Government and people of Nevis.

42 2.4 Planning Overview 2.4.1 Overview 2.4.1.1 Portfolio’s strategic Objectives vs Government Directions Provide legal advice on all legal matters to the Nevis Island Administration and protect the interests of the Government and people of Nevis.
The legal department will provide outstanding legal services in a responsive, efficient, prompt and professional manner to the Nevis Island Administration and public, upholding the rule of the law and defending the Constitution of St. Christopher and Nevis.

2.4.1.2 Portfolio’s Annual Objectives vs Strategic Objectives The Legal Services aims at providing legal advice on all legal matters to the Nevis Island Administration and protect the interests of the Government and people of Nevis.
To ensure the implementation of the strategic objective, Legal Services has advanced the following objectives for 2013: Legal Department: Ensure that the Nevis Island Administration is supported by competent and responsive legal services.

Ensure that there is an accessible and fair justice system.

Institute, conduct and defend civil proceedings for and on behalf of the Nevis Island Administration.
Prepare various types of Legal Documents such as conveyances, transfers, leases, contracts, agreements, bonds, marriage licences, alien land holding licences and legal opinions.

Draft and Process Bills and Legislation in a prompt and efficient manner.

Companies Registry: Ensure that all Companies operating on Nevis comply with the Companies Ordinance and Regulations and relevant legislation.

Provide continuous examinations and registration of all companies operating on Nevis.
Ensure all relevant information pertaining to Companies is availabe to the general public.

2.4.1.3 Modifications to the Portfolio’s Strategic Directions during the year There are no major modifications to the overall strategy of the Legal Services during the year.

43 2.4.1.4 Main Activities contributing to the Portfolio’s Annual Objectives The Legal Department in 2013 will have a Legal Draftsman to prepare legislation including statutory instruments for and on behalf of the Administration.
Provide staff with relevant legal training programmes via available means such as distance education certification, job attachment and onsite training.

Expand the existing legal library to accommodate legal research for Attorneys and the general public.

Install and implement a computerized filing system for the maintenance of company records and establish an electronic link with Financial Services Registry to ensure company names are not re-produced.
Pool resources with the Financial Services (Regulation and Supervision) Department in regulating corporate and fiduciary services.

Make necessary amendments to existing Financial Services Legislation.

2.4.1.5 Main Challenges to Achieve Portfolio’s Annual Objectives The main challenges for the Legal Services for 2013 will be: 1.

Providing legal counsel for complex litigations.

2.

Supplying promotional and career opportunities for staff.

3.

Limited financial and human capital.


2.4.1.6 Portfolio’s Resources and the achievement of the Strategic Objectives over a Multi-Year Time Horizon The amount stated in the Financial Summary Chart is used primarily to facilitate the day to day operations of the Legal Services with mainly an increased investment in human capital and equipment.

In 2011 the following were achieved: 1.

Recruited two (2) Legal Counsels with Counsels trained in specialized practice areas (eg.
Financial Services, Legislative Drafting, Commercial and International Law).

2.

Achieve 80% active companies compliance with Companies Legislation.

3.

Enhance the law library to provide legal reference in both print and electronic format for the use of the Legal Department and members of the legal profession and law students.

44 Section 4:Supplementary Information 4.1 Portfolio’s Main Estimates by Expenditure Type Org Unit Name: 04 - Legal Services Activity Type: Portfolio Activity Name: 4.
Provide Legal Advice and Protect the Interests of Nevisians Expenditure Expenditure Expenditure Expenditure Estimated Planned Projected Expenditure Projected Recurrent Expenses Compensation of Employees 01-Personal Emoluments 02-Wages 03-Allowances Use of Goods and Services 05-Travel and Subsistence 06-Office and General Expenses 07-Supplies and Materials 08-Communication Expenses 09-Operating and Maintenance Services 14-Purchase of Tools, Instruments, Furniture and Equipment 21-Professional and Consultancy Services Other Expenses 28-Sundry Expenses Total Total Actual 2011 726 694 489 149 55 32 5 26 1 726 726 2012 2013 2014 2015 (in thousands) Ministry 05 Premier’s 46 Section 1: Executive Summary and Management Representation Statement 1.1 Minister's Message The Premier's Ministry pledges to deliver quality service as it seeks to play a leading role in ensuring the security and advancement of our people.
This will be achieved through the Ministry's handling of consular and diplomatic matters; the provision of communication linkages with local, regional and international agencies; the fostering of a free and fair justice system; the promotion of employment stability and the safety of our people.

As we so endeavour, the Premier's Ministry will maintain that vital link of collaboration between the Nevis Island Administration and the Federal Government.
The Registrar and Magistrate Departments will make every effort to preserve the integrity of our justice system.

They will ensure, with the support from government, the security forces and civil society that both civil and criminal matters are dealt with by a system founded on justice and fairness.

It is our intention to procure appropriate office space to ease the congestion at the Registrar Department.
The Department of Information will continue to play an essential role in informing and educating our people through the provision of varied media outlets and programming.

The Department commits itself to ensuring that its services are delivered with greater efficiency.

Information will be delivered in a timely manner and with accuracy.

We will also ensure that the Department has modern broadcasting equipment and trained personnel at its disposal.
The Nevis Disaster Management Department will develop strategies to re-focus and re-engage with stakeholders and residents of the island regarding the critical need for comprehensive Disaster Management Policies, plans and exercises.

Additionally, the Department's physical space will be expanded to include an Emergency Operating Centre and training will be conducted in a number of crucial areas pertinent to Disaster Management.
The Labour Department will continue to play a crucial role in the Nevis Island Administration by ensuring job security and employment stability while mediating and conciliating with the work force.

Therefore, it will continue to collaborate with the Immigration Department and the Social Security Office.

Labour surveys will be conducted to ascertain job market needs.
The Nevis Island Administration is committed to ensuring the peace and safety of our citizens and will partner with the private sector and with supportive regional and international agencies to source the equipment and training to enhance security and stability in our country.

This would create a climate conducive to domestic and foreign investment.
All in all, the Nevis Island Administration will continue through these supportive arms of Government, to conduct the business of the people with the highest level of efficiency.

Honourable Vance Amory __________ Premier & Minister with Responsibility for Premier's Ministry 1.2 Executive Summary 47 ADMINISTRATION The Administration remains passionate about ensuring high professional standards within the Ministry and promoting efficiency in the services provided to the general public.
The Ministry continues to explore every avenue to ensure that the processing of passports and work permits continue to be enhanced as situations often demand that such processing be completed in shorter time frames.

The services offered by the Protocol Division continue to be in demand as it ensures that events are properly executed and at a high standard.

REGISTRAR The Nevis Circuit of the Eastern Caribbean Supreme Court continues to deal with cases justly, impartially and independently.
The alternative method of dispute resolution via mediation continues.

MAGISTRATE The Department continues to support the Magistrate in the adjudication of minor criminal, traffic and civil matters.

Collection of fines, fees, compensations and court costs also remains a key function.

LABOUR The Department ensures job security and employment stability and to mediate and conciliate within the work force.
The dissemination of information to the general public continues to be a focal thrust via the distribution of the handbook "Labour Quick Tips", as well as quarterly production of statistics in relation to work permits, disputes and employment figures.

Labour continues to monitor business places and practices while working in close collaboration with the Immigration Department and Social Security Office.
NEVIS DISASTER MANAGEMENT DEPARTMENT In 2013, a new Nevis Disaster Plan for all hazards will be finalized and implemented along with the development of comprehensive Disaster Management Plans for the Districts and communities of Nevis.

In addition, a School Disaster Programme will be implemented to create greater awareness and education to this sector of the community.
Public awareness and education programmes will be further enhanced through all available media outlets including its website and the launching of an innovative internet broadcasting station.

The Department will further raise the awareness of the general public stakeholders and private entities concerning the increasing risk and financial and human cost of disaster (man-made and natural) and the cost-effectiveness of timely mitigative and risk reduction measures.
Promotion of sound disaster management practices in all agencies is paramount and will be coupled with the provision of training to facilitate mitigative efforts and planning.

The Department will also continue its participation in regional and international initiatives and projects to further enhance local capabilities.
DEPARTMENT OF INFORMATION The Department of Information continues with its efforts to inform and educate residents and citizens of Nevis and the wider audience about the work of the Nevis Island Administration.

This is done through the provision of timely and accurate information using available media channels and through diverse programmes.

The Department will continue to provide quality service as we continue to strengthen the performance of staff.
We will form alliances with other media entities so as to enhance technical capabilities to further improve the output quality along with the exposure and empowerment of personnel.

48 1.3 Management Representation Statement I submit, for tabling in Parliament, the annual Report on Plans and Priorities (RPP) for the Premier's Ministry.

To the best of my knowledge, the information: - Accurately portrays the department's mandate, priorities, strategies and planned results of the organization.
- Is consistent with the disclosure principles contained in the Guidelines for Preparing a Report on Plans and Priorities.

- Is comprehensive and accurate.

- Is based on sound underlying departmental information and management systems.

I am satisfied as to the quality assurance processes and procedures used for the RPP's production.
The structure on which this document is based has been approved by the Ministry of Finance and is the basis for accountability for the results achieved with the resources and authorities provided.

Mr. Chesley Manners ______________________ Permanent Secretary (Ag.)
49 Section 2: Ministry Overview 2.1 Mission Statement The Premier's Ministry is dedicated in taking a leadership role in promoting a free and fair justice system, ensuring employment stability, safety of the population while preserving and enriching the social, moral and cultural fabric, as we invest in our people and build our nation.
ADMINISTRATION To take a leadership role in ensuring that the protection and security of the people, handling consular and diplomatic matters, providing communication linkages with local, regional and international agencies, and facilitating the activities of all departments so that they can offer an efficient service geared towards the social, economic and political development of the nation.
REGISTRAR To deal with cases expeditiously and to adjudicate civil and criminal cases to ensure a free and fair justice system.

MAGISTRATE To adjudicate civil and criminal cases to ensure a free and fair justice system.

LABOUR DEPARTMENT To monitor and regulate relationships between employers and employees in an effort to promote industrial peace and harmony at the work place, thus ensuring job security and employment stability.
The vision of the Labour Department is to be regarded as an establishment that carries out its functions with a high level of cooperation, helpfulness, integrity, fairness, efficiency, and courtesy.

NEVIS DISASTER MANAGEMENT DEPARTMENT Effective planning and implementation of all operational aspects of disaster.
DEPARTMENT OF INFORMATION To educate and inform the general public on the functions, development and activities of the Nevis Island Administration and entertain the society at large; and to contribute to the preservation and enrichment of the social, moral and cultural fabric of the Nevisian Community.
50 2.4 Planning Overview 2.4.1 Overview 2.4.1.1 Portfolio’s strategic Objectives vs Government Directions The Premier's Ministry seeks to promote: - Equality of opportunity; - Solidarity within society, promoting each person's dignity and potential; - Human rights and the rule of law.

We believe that social justice and economic prosperity go together.

We seek to be innovative and reforming in government, taking on the big challenges.
The main thrust of the Premier's Ministry strategy will be to take a leadership role in promoting a free and fair justice system, ensuring employment stability, safety of the population while preserving and enriching the social, moral and cultural fabric, as we invest in and build our nation.
2.4.1.2 Portfolio’s Annual Objectives vs Strategic Objectives The strategic objective of the Premier's Ministry is to take a leadership role in promoting a free and fair justice system, ensuring employment stability, safety of the population while preserving and enriching the social, moral and cultural fabric, as we invest in and build our nation.
To ensure the implementation of the strategic objective, the Premier's Ministry has advanced the following objectives for 2013: 1) Increase the efficiency of the services provided to the general public; 2) Increase the efficiency of the court system with regard to the number of cases processed; 3) Improve the delivery of justice in criminal, civil and family courts in a timely manner; 4) Improve the working relationship between employers and employees; 5) To foster effective and efficient disaster management plans; 6) Reduce unproductive activities thus creating operational savings in both time and expenditure; 7) To improve the standard of living through economic and social infrastructure essential to economic growth.
2.4.1.3 Modifications to the Portfolio’s Strategic Directions during the year There is no modification in the strategic direction of the Premier's Ministry.

2.4.1.4 Main Activities contributing to the Portfolio’s Annual Objectives Improve the processing time for work permits by analyzing the current work permit application process and identifying areas for improvement.
51 Maintain the number of cases being processed by: a) Ensuring and maintaining the efficiency of the day to day operations at the Registrar's office; b) Continuing the computerization of documents file; c) Providing proper storage of files and other legal documents; d) Increase office space.
Improve the working relationship between employers and employees by: a) Running workshops for employers and employees; b) Visiting job sites to sensitize both employers and employees about work ethics and labour laws; c) Presenting television programmes geared towards creating a better work place; d) Distributing leaflets about labour laws; e) Conciliation; f) Holding preparatory sessions for prospective employees; g) Collecting and Compiling statistical data on various aspects of labour relations; h) Assisting in the recruitment and placement of workers; i) Assessing work permits application.
To foster effective and efficient Disaster Management by: a) Targeting public awareness and educational programmes; b) Initiating a schools educational disaster programme; c) Providing specific training in a wide variety of critical areas; Reduce unproductive activities thus creating operational savings in both time and expenditure by: a) Regularly updating web site; b) Efficient email service; c) Daily news production; d) Regular feature production; e) Archiving of government related activities.
2.4.1.5 Main Challenges to Achieve Portfolio’s Annual Objectives ADMINISTRATION Policies to regulate immigration issues; Lack of data/statistics to make informed decisions regarding immigration issues; REGISTRAR Insufficient space for staff and documentation; Deterioration of legal documents; Lack of training for preservation and binding of records; Limited availability of up-to-date law books; Judicial and legal complex urgently needed; MAGISTRATE Modernization of equipment for documentation and retrieving of case files; 52 LABOUR Need for a vehicle for onsite inspection; Staff requires additional training; NEVIS DISASTER MANAGEMENT DEPARTMENT Shortage of trained Staff; Support by critical agencies on a year round basis; DEPARTMENT OF INFORMATION Training of staff; Information not being received in a timely manner from government departments.
2.4.1.6 Portfolio’s Resources and the achievement of the Strategic Objectives over a Multi-Year Time Horizon The Premier's Ministry endeavours to promote equality of opportunity, solidarity within society, each person's dignity and potential, and human rights and the rule of law over the strategic period.

Achieving this will require increases in investment in infrastructure, equipment and human resources over the strategic period.
2.4.1.7 Impact of Previous Year's Achieved Results on the Current Year's Planned Expenditure There are no significant variations in the current year budget.

2.4.2 Capital Projects Information 1.

Upgrade of Disaster Management Office $150,000 XCD Funded by Revenue $700,000 XCD Development Aid Strategic Objective:To improve the infrastucture of the Nevis Disaster Management Office.

2.
2.

National Celebration-30th Anniversary of Independence $150,000 XCD Funded by Revenue Strategic Objective: To celebrate the milestone of the federation of St.Kitts and Nevis.
2.4.2.1 Status Report on Major Government Projects (MGP) 53 PROJECT 1: UPGRADE OF DISASTER MANAGEMENT Total Project Cost and Source of Funds $150,000 XCD – Funded by Revenue $700,00 XCD - Funded by Development Aid Strategic Objective: To provide office space and emergency operating center, existing building to to be refurbish for whare housing and production studio.
PROJECT 2: NATIONAL CELEBRATION (3Oth Anniversary of Independence) Total Project Cost and Source of Funds $150,000 XCD - Funded by Revenue Strategic Objective: To celebrate the 30th anniversary of Independence.

PROJECT 3: DEVELOPMENT OF MEDIA SERVICES Total Project Cost and Source of Funds $100,000 XCD - Funded by Revenue Strategic Objective: To improve the level of services offered by Nevis News Cast.
PROJECT 4: UPGRADE OF POLICE SERVICES Total Project Cost and Source of Funds $75,000 XCD - Funded by Revenue Strategic Objective: To improve the level of services offered by the Police.
2.4.2.2 Other Capital Projects Judged Important and status report 2.4.3 Transfer Payment Information The Premier's Ministry would be assisting the following: 1) Support Non-Profit Organization: $150,000 54 Section 4:Supplementary Information 4.1 Portfolio’s Main Estimates by Expenditure Type Org Unit Name: 05 - Premier's Ministry 05 - Permanent Secretary's Office Activity Type: Portfolio Activity Name: 5.
Provide Leadership in Nation Building Expenditure Expenditure Expenditure Expenditure Recurrent Expenses Compensation of Employees 01-Personal Emoluments 02-Wages 03-Allowances Use of Goods and Services 05-Travel and Subsistence 06-Office and General Expenses 07-Supplies and Materials 08-Communication Expenses 09-Operating and Maintenance Services 14-Purchase of Tools, Instruments, Furniture and Equipment 15-Rental of Assets 16-Hosting and Entertainment 17-Training 21-Professional and Consultancy Services 27-Production and Marketing Expenses Other Expenses 28-Sundry Expenses 31-Utilities Actual 2011 4,753 3,840 2,467 1,223 150 903 120 55 9 1 69 23 37 2 2 331 253 10 1 9 Estimated Planned Projected Expenditure Projected 2012 2013 2014 2015 (in thousands) Total 4,753 4,463 4,336 4,419 4,490 Capital Expenses Memorandum Items 40-Consultancy Feasibility, Tendering and Specialist Costs 44-Purchase of Equipment 45-Acquisition/Construction of Physical Assets Transfer Expenses Grants 10-Grants and Contributions - Grants Total Total Total 5,890
245 245 85 160 245 170 170 170 170 5,753 5,890 5,661 4,819 4,905 55 Ministry 06 Finance et al.
56 Section 1: Executive Summary and Management Representation Statement 1.1 Minister's Message Dear Citizens, On January 22, 2013 the people of Nevis returned the Concerned Citizens Movement (CCM) to the government for a second term with a decisive mandate to restore confidence and economic stability to the island.

The last six years have been characterized by political, social and economic stability which have negatively impacted the investment climate and the impetus for private sector led growth.
Consequently, the previous government had to carry the burden of keeping the island afloat through a rapid expansion of the debt which has weakened the fiscal position.

There is no doubt that the effects of the global financial and economic crisis have placed additional stress on our economy.

The island has been affected by significant declines in government revenue, tourist arrivals, employment and construction activity which have reduced disposable income and increase poverty levels.
However, the poor management of resources and the lack of fiscal prudence in the past have compounded the problem by reducing the fiscal space and the ability of the government to carry out capital projects to grow the economy.

This is the situation inherited by the CCM government, but we are ready, willing and able to restore fiscal balance and return the island on the path to sustainable growth.

However, the task will not be easy and thus we will need the patience and cooperation of the people of Nevis.
The previous government started an International Monetary Fund (IMF) Structural adjustment programme as well as a debt restructuring initiative to remedy the excesses of the past and improve the fiscal situation.

We have no choice but to continue with these programmes to create much needed fiscal space, but we will make a conscientious effort to reduce waste and mismanagement of resources, and protect the most vulnerable in the society.
In addition to fiscal consolidation, we will be more proactive in implementing policies to drive economic growth and development.

We intend to mount investment missions to the major capital centres to attract foreign direct investment in high priority areas such as tourism, Information and telecommunication technology, health and wellness, agriculture and energy.
One of the top priorities will be the development of geo-thermal and other alternative energy sources so that we could stabilize the price of energy, promote Nevis as a green economy and gain a competitive advantage in an extremely challenging global environment.

I am confident that this CCM government has the most innovate and creative policies, and within the medium to long term will make a big difference in restoring economic growth, making Nevisians wealthier, progressive and ultimately happier.
I wish to thank the staff at the Ministry of Finance as well as other senior staff within government for their hard work and dedication in preparing the 2013 budget.

I must also thank the general public for their support and patience as we begin the process of reforming government to make its programmes for effective and efficient.

Please be assured that your CCM government will continue to work tirelessly for the betterment of all the people of Nevis regardless of political affiliation.
Honourable Vance Amory __________________________ Premier and Minster of Finance 57 1.2 Executive Summary The Ministry of Finance intends to focus on improving efficiency and effectiveness while increasing revenue collection, managing effective debt management, enhancing the investment and business climate, providing reliable statistical information, upgrading the regulatory infrastructure, improving management of the PSIP, improving trade relations and consumer affairs protection and improving the utilization of technology.
These areas are extremely important to our goal of achieving economic stability and engendering sustainable economic growth rates.

The strategy is intended to support government strategic plan 2013.

The ministry main goals are: 1.

Creation of a sustainable fiscal framework.

2.

Provision of effective financial, accountability and performance practices.

3.

Supporting sustainable growth.

4.

Improving fiscal balance.

5.

Effective debt management.

The Services provided by the ministry include: 1.


Oversight of goverment's financial management.

2.

Financial and economic planning and reporting.

3.

Tax policy administration and development.

4.

Border control.

5.

Oversight of public corporations.

6.

Risk and debt management.

7.

Banking and all services of government.

8.

Budgeting and Fiscal Management.

9.

Continue to use existing and new marketing strategies to widen the consumers base appeal of the Craft House.

10.
10.

Identify and secure new trading opportunities that would benefit the country.

These are the major programmes and priorities of the Ministry of Finance on which the resources will be spent.

We are hopeful that all of these objectives will be achieved in the near future and that the economic performance of Nevis will be improved considerably over the medium to long term.
58 1.3 Management Representation Statement I submit, for tabling in Parliament, the annual Report on Plans and Priorities (RPP) for the Ministry of Finance, Statistics & Economic Planning and Trade & Consumer Affairs.

To the best of my knowledge, the information: 1.

Accurately portrays the department's mandate, priorities, strategies and planned results of the organization.

2.

Is consistent with the disclosure principles contained in the Guidelines for Preparing a Report on Plans and Priorities.

3.
3.

Is comprehensive and accurate.

.

4.

Is based on sound underlying departmental information and management systems.

I am satisfied as to the quality assurance processes and procedures used for the RPP's production.

The structure on which this document is based has been approved by the Ministry of Finance and is the basis for accountability for the results achieved with the resources and authorities provided.
Mr. Laurie Lawrence ______________________ Permanent Secretary 59 Section 2: Ministry Overview 2.1 Mission Statement To take the leadership role in promoting and maintaining financial and economic stability through more effective management of debt and fiscal accounts, prudent management of limited resources, and the development and implementation of sustainable programmes aimed at improving the quality of life for all Nevisians.

Achievements 2011 1.


Successful hosting of the Consultation on the Economy under the theme: "Accelerating Productivity and Economic Diversity in an Environment of Fiscal Prudence.

2.

Provision of efficient, professional and courteous customer service in all areas.

3.

Various workshops and training programmes for fiscal sustainability.

4.

Sucessful issue of Treasury Bill in the amount of EC$20 million on the RGSM.

5.

Restructuring of debt under the Stand By Arrangement by the IMF.
60 2.4 Planning Overview 2.4.1 Overview 2.4.1.1 Portfolio’s strategic Objectives vs Government Directions The main thrust of the Ministry of Finance is to effectively manage the public debt by generating larger surpluses on the current account as well as larger primary surpluses.

To achieve this goal, we have established various fiscal targets to drive performance by being able to measure progress and take remedial action based on qualitative and quantitative assessments of the fiscal situation.
The targets established include maintaining a debt to GDP ratio below 60% and a debt service ratio of 15%.

We therefore have to be proactive and implement policies that will help to achieve the targets over the medium to long term.

In light of the above, government policies should focus on the following: 1.

Generate primary surplus of GDP annually.

2.

Due to the high debt greater emphasis is placed on fiscal adjustment and consolidation under the Stand By Arrangement (IMF).
In highly indebted countries, this policy has boosted growth.

3.

High public debt reduces liquidity in the system, increases interest rates and crowd out the private sector.

It is also a disincentive for investments by increasing the prospect for future taxes.

Government should therefore encourage private sector investment.

4.

There is the need to pursue structural reforms that increase the productivity of factors of production in an effort to improve growth rates.

5.
5.

Tax administration should be enhanced to improve revenue yields.

6.

Rationalize public sector employment with the aim of improving productivity.

A high percentage of personal emoluments to total expenditure is negatively correlated to growth.

7.

Reduce the levels of transfers to statutory bodies.

This will require reforming these bodies to make them less dependent on government's subvention.

8.
8.

Continue collaborating with statutory bodies in analyzing their monthly reports in order to monitor their operations.

Government guarantee for loan should not be given unless a good justification is given and project is financially viable.

9.

Supply the public with a wider range of improved quality products resulting in the generation of greater revenue while ensuring greater efficiency in the organization.

10.
10.

Strengthen the Trade Unit through regular collaboration with the Federal Unit providing effective representation for Nevis on all matter trade related.

To implement the government's vision, the Ministry of Finance will provide the leadership in managing the debt and improving fiscal performance.

It requires strong support and commitment 61 from the political directorate and dedication from the staff of the Ministry.
We will increase the training opportunities for the staff of the Ministry to ensure that they are equipped to carry out the function required to maintain fiscal stability while increasing economic growth.

2.4.1.2 Portfolio’s Annual Objectives vs Strategic Objectives The strategic objective of the Ministry of Finance is to implement government's fiscal and economic plans and programmes to engender growth and improve economic welfare within the resource constraints of the island.
Consequently, we will pursue the following objectives for 2013: 1.

Continue working diligently to acheive the IMF targets under the Stand By Arrangement.

2.

Continue implementing fiscal adjustment measure to reduce debt to GDP over the medium and long term.

3.

Intensify the collection of overdue taxes to reduce arrears by 20%.

4.

Complete the valuation of commercial type properties in order to change the methodology from annual rental value to market value.

5.
5.

Continue the collection enforcement training programme to improve efficiency of revenue collection.

6.

Seek to protect expenditure on health, education and well targeted social programmes to maintain public support for fiscal adjustment.

7.

Improve the business climate to attract investments.

8.

Work on Phase IV Fibre Network throughout the Nevis Island Administration.

9.
9.

Provide ongoing training for staff in regulation of financial institutions, internal audits, statistics and fiscal projections,trade and consumer affairs and budgetary control.

2.4.1.3 Modifications to the Portfolio’s Strategic Directions during the year While results have not been achieved in some areas, the overall strategy has remained the same.

2.4.1.4 Main Activities contributing to the Portfolio’s Annual Objectives 1.
The Treasury Department aims to build on the present platform of efficient fiscal and debt payment through expanded use of the computerized accounting system, additional training for government employees on aspects of the new Financial Regulations and implement the necessary measures.

2.

The Customs Department seeks to increase revenue overtime by selecting areas of revenue 62 leakage and undertake investigations to improve the revenue yields.

3.
3.

The Inland Revenue Department seeks to enforce tax laws in an effort to increase revenue collection while strengthening the collection of outstanding arrears.

4.

The Statistics and Economic Planning Department aims to provide training for employees in an effort to offer timely, accurate and valid statistical data to the general public.

5.

Through the establishment of The Nevis Investment Promotion Agency (NIPA).
It will coordinate with other departments and approve licenses and tax concessions in defined areas.

The goal of the agency is to facilitate investors.

7.

The Financial Systems Unit will continue its mandate to supervise and regulate Internal Audit System in Ministries and Departments within the Nevis Island Adminstration.

To this end a number of Internal Audit on systems would be done with numerous recommendation for improvement.

8.
The Regulation and Supervision Department aims to develop legislation for proper regulation , supervision and enforcement; to work as an integral part of the Federal Task Force; to provide an infrastructure that supports training and continued professional development of industry practitioners; to improve and expand the technical capacity of staff; to promote greater awareness and compliance with AML/CFT (Anti-Money Laundering/Combatting the Financing of Terrorism) obligations among the Designated Non-Financial Businesses and Professions; to increase efficiency in processing of licenses for service providers and other functionaries and to work in conjunction with legal department to prepare blueprint for the establishment of a Single Regulatory Unit .
9.

The Trade and Consumer Affairs Department will continue to seek the right to protect against the marketing of goods and services which are hazardous to life and assist in providing and enabling environment for the growth of trade and small businesses.
2.4.1.5 Main Challenges to Achieve Portfolio’s Annual Objectives The main challenges to achieving portfolio's objectives are as follows: 1• The constant threat of hurricanes which could significantly increase unplanned expenditure and derail the fiscal adjustment effort.

2• Increase in supplementary appropriation warrants to finance unplanned expenditure.

3• Low investment in the private sector could slow growth and place greater burden on the fiscal situation as a result of the high debt.
4• Lack of technical capacity in various ministries.

5• Difficulty in adequately funding health, education and critical social programmes due to poor fiscal performance.

6• Difficulty in implementing tough fiscal adjustment measures for fear of public outcry.

63 7• The likelihood that interest rates may rise and increase the cost of variable interest debt and make it more difficult to borrow or refinance existing debts.
8• Slowing of growth in the world economy which could have a negative impact on our service sectors.

9• Lack of a highly skilled labour pool to meet the needs of the proposed investments in the tourism sector.

10• The high percentage of salaries and wages in relation to total expenditure and the increase in employment in the public sector could make the fiscal targets unachievable.
2.4.1.6 Portfolio’s Resources and the achievement of the Strategic Objectives over a Multi-Year Time Horizon The Ministry will achieve most of its objectives by improving efficiency in management and enhancing the technical capacity of the departments through training.
2.4.2 Capital Projects Information 2.4.2.1 Status Report on Major Government Projects (MGP) COMPUTERIZATION OF GOVERNMENT SERVICES Total Project Cost and Source of Funds $250,000.00 XCD – Funded by Revenue Strategic Objective: To increase computerization in Government offices and upgrade the fibre network.

This network will replace existing government wide area network connecting various government departments.
Lead Department or Agency: Ministry of Finance Participating Departments and Agencies: Information and Technology Division.

GOVERNMENT EQUIPMENT FURNITURE, ETC.

Total Project Cost and Source of Funds $100,000.00 XCD – Funded by Revenue Strategic Objective: To acquire equipment and furniture for Government offices.
Lead Department or Agency: Ministry of Finance CUSTOMS ENFORCEMENT UPGRADE 64 Total Project Cost and Source of Funds $250,000 XCD - Funded by Revenue Strategic Objective: To improve the services provided at the customs department.
Lead Department or Agency: Ministry of Finance Participating Departments and Agencies: Customs Department POPULATION & HOUSING CENSUS Total Project Cost and Source of Funds $100,000.00 XCD – Funded by Revenue Strategic Objective: To cover all houses, buildings and all population residing in the entire geographic area of Nevis.
Lead Department or Agency: Ministry of Finance Participating Departments and Agencies: Statistics Department VEHICLES Total Project Cost and Source of Funds $200,000 XCD – Funded by Revenue Strategic Objective: To purchase vehicles for Government's use.

Lead Department or Agency: Ministry of Finance IBM SYSTEM UPGRADE Total Project Cost and Source of Funds $150,000 XCD - Funded by Revenue Strategic Objective: To improve computer service and provide upgrades for the Regulations Department.
Lead Department or Agency: Ministry of Finance Participating Departments and Agencies: Information and Technology and Regulations Department FEASIBILITY STUDY - AIRPORT EXPANSION Total Project Cost and Source of Funds $250,380 XCD – Funded by Revenue Strategic Objective: To compile necessary information for the expansion of Airport Runway.
Lead Department or Agency: Ministry of Finance 65 2.4.3 Transfer Payment Information The Ministry of Finance would be assisting the following: 1) Retiring Benefits: $6,000,000.

2) NIPA: $405,500.

3.1 Important Initiatives Contributing to the Achievement of the Annual Objectives The Ministry of Finance will achieve its annual objectives at the programme level by: 1.
Adopting serious debt reduction and restructuring measures, training government employees on aspects of the new Financial Regulations and expanding the use of the computerized accounting system at the Treasury Department.

2.

Implementing a new organizational structure, training officers and instituting a more active Enforcement Division at the Customs Department.

3.
3.

Adapting revenue enhancement strategies as well as enforcement strategies, maximizing the use of the computer systems and offering incentives at the Inland Revenue and Customs Departments.

4.

Increasing training opportunities for staff, purchasing promotional tools, conducting public awareness programmes.

5.

Giving financial support to information Technology department for further development (Phase III) of government's Website.

6.

Offering additional training for staff.

7.


Continual liasing with the Permanent Secretaries on a monthly basis to discuss pertinent financial issues.

66 Section 4:Supplementary Information 4.1 Portfolio’s Main Estimates by Expenditure Type Org Unit Name: 06 - Ministry of Finance, Statistics & Economic Planning, Trade and Consumer Affairs 06 - Permanent Secretary's Office Activity Type: Portfolio Activity Name: 6.
Lead in Maintaining Financial and Economic Stability Recurrent Expenses Compensation of Employees 01-Personal Emoluments 02-Wages 03-Allowances Use of Goods and Services 05-Travel and Subsistence 06-Office and General Expenses 07-Supplies and Materials 08-Communication Expenses 09-Operating and Maintenance Services 14-Purchase of Tools, Instruments, Furniture and Equipment 15-Rental of Assets 16-Hosting and Entertainment 17-Training 21-Professional and Consultancy Services 27-Production and Marketing Expenses Social Benefits 04-Retiring Benefits 13-Public Assistance Grants 10-Grants and Contributions - Grants Interest 18-Debt Servicing – Domestic 19-Debt Servicing – Foreign Interest Other Expenses 12-Rewards and Incentives - Compensation of Employees 22-Insurance 20-Refunds 26-Claims Against Government 28-Sundry Expenses 29-Contingency Fund 31-Utilities Capital Expenses Memorandum Items Total Expenditure Expenditure Expenditure Expenditure Estimated Planned Projected Expenditure Projected Actual (in thousands) 1,300
Expenditure Expenditure Expenditure Expenditure Estimated Planned Projected Expenditure Projected 2012 2013 2014 2015 Actual 2011 40-Consultancy Feasibility, Tendering and Specialist Costs 42-Supplies and Materials 44-Purchase of Equipment 45-Acquisition/Construction of Physical Assets 47 Purchase of Assets 48 Renovation and Upgrade 49 Vehicles Total Total Ministry 07 Communications et al.
69 Section 1: Executive Summary and Management Representation Statement 1.1 Minister's Message The people of Nevis gave a clear mandate to the Concerned Citizen Movement (CCM) led Nevis Island Administration (NIA) to develop the island of Nevis in a sustainable manner.

Therefore within this document we have developed the policies, programmes and activities geared towards this vision through the Ministry of Communications, Works, Public Utilities, Posts, Physical Planning, Natural Resources and Environment.
There are three areas we would like to highlight to chart the course towards sustainable development.

Firstly, we have started activities for the Caribbean Development Bank funded Nevis Water Supply Enhancement Project.

The tendering process to select companies to supply materials, equipment and reservoirs for the project has already started.

When this process is completed we anticipate that civil works will commence during the second quarter of 2013.
This project will bring much relief to consumers as it will make it easier for the distribution and transmission of water throughout Nevis.

We will also continue to build capacity and strengthen the management of our limited water resources in the most efficient and cost effective way.

Secondly, we will continue to maintain and upgrade the roads on Nevis in a sustainable and cost effective manner.
We have already started to review and evaluate ongoing projects such as the the Hamilton Road Rehabilitation & Drainage Project.

Following this comprehensive assessment it our intention to develop and implement proper strategies to maintain, rehabilitate and upgrade various roads using the limited financial resources at our disposal.
However in order for this to be done in a sustainable we are cognizant that our people must be empowered and given the necessary leadership, tools and equipment in order for us to be effective.

In addition we also anticipate the completion of the Brown Pasture Road Rehabilitation Project this fiscal year.

We do thank the people of Nevis for their kind cooperation and patience.
Thirdly, we are happy that some progress is being made in diversifying our energy mix by the progress and awareness that have been made in the area of renewable energy development.

We have already started a comprehensive assessment of the Nevis Geothermal Project with the intention to implement this project in the best way possible for the people of Nevis.

The objective is to bring relief to the electricity consumers and to establish a platform for the economic and sustainable development of Nevis.
We will continue to forge strategic relationships with regional and international organizations and experts who can guide us in the process.

These are just a glimpse of the many programmes, projects and activities of the NIA and we are grateful that our Ministry is playing its part to secure the economic future of Nevis in a sustainable and efficient manner while we overcome the challenges of development.

We do look forward to another successful year of progress and development.
We express sincere thanks to all persons and local, regional and international agencies that have contributed in making our budget document possible.

We thank all Heads of Departments, Managers, Directors and Staff members for their diligence and continued support.

Best wishes to all.

Honourable Troy Liburd _______________________ Junior Minister in the Ministry of Communications, Works, Public Utilities, Posts, Physical Planning, Natural Resources and Environment.
70 1.2 Executive Summary The following represents the mission, goals, objectives and activities of the Ministry of Communications, Works, Public Utilities, Posts, Physical Planning, Natural Resources and Environment.

For the next three years the Ministry intends to take an integrated approach in implementing the programmes.

Even though there are resource constraints in terms of financial, human, machinery and equipment, we believe the targets are achievable.
The Ministry will continue to lobby for additional resources and establish strategic alliances with local, regional and international institutions and partners to assist us in achieving our mission.

We will continue to empower management and staff to improve productivity and output.
We would like to thank all Department Managers, staff and the general public and agencies for their support over the last budget period and look forward for your cooperation and collaboration as we seek to develop Nevis to make it a better place for all.

1.3 Management Representation Statement I submit, for tabling in Parliament, the annual Report on Plans and Priorities (RPP) for the Ministry of Communications, Works, Public Utilities, Posts, Physical Planning, Natural Resources and Environment.
To the best of my knowledge, the information: - Accurately portrays the department's mandate, priorities, strategies and planned results of the organization.

- Is consistent with the disclosure principles contained in the Guidelines for Preparing a Report on Plans and Priorities.

- Is comprehensive and accurate.

- Is based on sound underlying departmental information and management systems.

I am satisfied as to the quality assurance processes and procedures used for the RPP's production.
The structure on which this document is based has been approved by the Ministry of Finance and is the basis for accountability for the results achieved with the resources and authorities provided.

Mr. Ernie Stapleton ______________________ Permanent Secretary 71 Section 2: Ministry Overview 2.1 Mission Statement To enhance the quality of life of all the people on Nevis in a sustainable and environmentally friendly manner over the long term.
MINISTRY ADMINISTRATION To establish a safe and reliable infrastructure and ensure sustainable development for the people of Nevis during the medium term through appropriate policies, programmes and projects.

The Ministry intends to accomplish its mission through: 1.

Supervise the implementation of policies related to works, public utilities and posts, physical planning, natural resources and environment.

2.

Assist in the formulation of policies, develop and present cabinet submissions.

3.
3.

Coordinate the operations of the various programmes such as public works services, water services, physical planning services, and postal services.

4.

Contribute to the formulation and review of legislative matters relating to the ministry.

5.

Negotiate and monitor government contracts relating to the ministerial portfolio.

6.

Give advice to programmes on financial and personnel issues.

7.
7.

Participate in all stages of the project cycle including negotiations for project financing for government projects.

8.

Liaise with funding agencies with regards to training, financing and development of the programmes and personnel in the Ministry.

9.

Oversee and manage the operations of the Nevis Philatelic Unit.
DEPARTMENT OF PHYSICAL PLANNING The mission of the Department of Physical Planning is to develop and implement a comprehensive and integrated planning system that will establish the direction and framework for effective developmental planning and promote balanced growth and efficient resource utilization in achieving the sustained development on the island of Nevis.
The Department of Physical Planning endeavors to accomplish its mission through the following: 1.Implement forward planning through the preparation of physical planning instruments and studies in the interest of promoting the sustainable use of land, to include environmental research, land use and zoning plans, physical development standards and guidelines.
2.Implement development control to provide guidance and development activities and methodology by ensuring their consistency and conformity with development regulation as well as approved planning standards and guidelines.

72 3.Co-ordinate the spatial planning function in government and devise strategies for implementing and integrated spatial planning system.
4.Promote policies, strategies and programmes to enhance the protection, conservation and the sustained development and management of the island's natural and environmental resources, including the monitoring of environmental quality, conservation and preservation of critical environmental areas.

5.Encourage compliance with national and international agreements that are binding on the island of Nevis.

6.Guide development applications to promote environmentally prudent use of land.
7.Provide a platform for which geographic information can be shared between government agencies, NGO's and the public.

PUBLIC WORKS DEPARTMENT (a) Create a network of improved road systems through the construction of new roads and regular maintenance of existing ones.

(b) Maintain an environment conducive to work through the provision and maintenance of adequate working space.

(c) Ensure the optimum performance of Government vehicles through a regular maintenance programme.
The above will be achieved through the following functions: 1.Construct and maintain road infrastructure.

2.Provide supervision and management for projects on behalf of the NIA.

3.Repair and maintain all government vehicles and equipment with the exception of those for the Nevis Water Department.

4.Provide and maintain adequate working space environment for all government offices.
WATER SERVICES DEPARTMENT: The Water Department is committed to providing outstanding services related to the production, distribution and the water quality that is delivered to its valued customers.

We show this commitment by the use of modern technology and a well trained staff to effect our objectives.

The mission can be achieved through the following: 1.Production of potable water from various sources, springs and wells.
2.Distributed potable to customers at reasonable pressure 50 to 70 pounds per square inch (psi).

3.Maintain water quality standards of World Health Organization (WHO) or better.

73 4.Collect revenues associated with the charges according to the water rates.

5.Educate the customers as to conservation methods.

6.Establish integrated water resources management strategies.
POSTAL SERVICES DEPARTMENT: To provide quality service to the general public by delivering and dispatching Local and International Mails and Money Orders, safely and with integrity in a timely manner.

Nevis Postal Services intends to accomplish its mission through:- 1.Sale of postage stamps and money orders to the general public.

2.The availability of rental letter boxes.

3.Delivery of mails door to door throughout the island of Nevis.
4.Dispatching of outward bound mails daily to St. Kitts for overseas destination.

5.The availability of residential mail boxes to the general public to effect timely delivery.

74 2.4 Planning Overview 2.4.1 Overview 2.4.1.1 Portfolio’s strategic Objectives vs Government Directions The NIA recognises the need to preserve the terrestrial and marine resources of the island.
Special attention will be given to environmental considerations in the approval of development projects and in all other economic activity on the island.
To ensure the implementation of this vision, the Ministry of Communications, Works, Public Utilities, Posts, Physical Planning, Natural Resources and Environment will seek: • To formulate, implement, monitor and supervise policies relating to works, public utilities and posts in order to enhance the infrastructural development and to provide quality service in a sustainable and environmentally friendly manner; • To develop and implement comprehensive and integrated planning system that will establish the direction and framework for effective developmental planning and promote balanced growth and efficient resource utilization in achieving the sustained development of the island of Nevis; (a) Create a network of improved road systems through the construction of new roads and regular maintenance of existing ones.
(b) Maintain an environment conducive to work through the provision and maintenance of adequate working space.

(c) Ensure the optimum performance of government vehicles through a regular maintenance programme.

(d) To provide outstanding services related to the production, distribution and the water quality that is delivered to its valued customers.

(e) To provide quality service to the general public by delivering and dispatching mail and effecting money transfers, safely, swiftly and with integrity.
2.4.1.2 Portfolio’s Annual Objectives vs Strategic Objectives The strategic objective of the Ministry of Communications, Works, Public Utilities, Posts, Physical Planning, Natural Resources and Environment is to formulate, implement, monitor and supervise policies relating to works, public utilities and posts in order to enhance the infrastructural development and provide quality service in a sustainable and environmentally friendly manner.
To ensure the implementation of the strategic objective, the Ministry of Communications, Works, Public Utilities, Posts, Physical Planning, Natural Resources and Environment has advanced the following objectives for 2013: 1.

Efficiently and effectively provide the necessary administrative and logistic support for the Ministry.

2.

Introduced a physical development plan.

75 3.

Process efficiently the development plan.

4.

Ensure government buildings are in proper condition for use.

5.
5.

Ensure adequate supply of asphalt for the road network of Nevis.

6.

Promote water conservation.

7.

Produce enough water to meet the demands in the distribution system.

8.

Maintain the production of water to the WHO standards.

9.

Sort and dispatch mail in a timely manner.


2.4.1.3 Modifications to the Portfolio’s Strategic Directions during the year The Ministry’s main thrust will be to enhance the provision of administrative and policy support for the Ministry and Departments; and to coordinate with agencies and institutions regionally and internationally for the benefit of the programmes and activities of the ministry.
The Physical Planning Programme will develop and implement systems of planning governance to ensure the sustainable use of the environment and its natural resources as well as the timely and transparent process for project application and building construction.
The main focus of the Public Works Department will be to maintain repair and improve the conditions of public roads, government buildings and vehicles and provide technical advice and services to government in an attempt to ensure sound infrastructure development in Nevis.
The Water Services Department will be delivering a safe and abundant supply of potable water at an adequate pressure sufficient to meet the needs of all our customers and to protect the public health by providing high quality water and doing so at the lowest practical costs.

The focus of the Nevis Postal Services will be to provide quality service to the general public by delivering and dispatching mail safely, swiftly and with integrity.
The Nevis Philatelic Unit will continue its operations of buying, selling and supplying postal stamps to its customers.

2.4.1.4 Main Activities contributing to the Portfolio’s Annual Objectives The Ministry will manage and provide the support functions accounting, human resources, purchasing, policy formulation and development in order to ensure that its annual objective is met.
The Department of Physical Planning will engage in more forward planning and will develop physical plans and policies to guide sustainable development; process plans, provide building inspection services and enforcement and small grants to organized groups for environmental projects mostly in land desertification.
In order to achieve it's annual objectives the Public Works Department will maintain and develop 76 the infrastructure including roads, bridges, buildings; will engage in construction, management and maintenance of government buildings; government vehicles and rolling stock; supply good quality asphalt for road construction, improvement and maintenance.
The Water Services Department will produce and distribute potable water for the island; provide administrative support and customer billing services; pay membership fee to the regional water agencies such CWWA and CWMB; workers will be able to access technical training and exposure at a discounted cost; collect, test and analyse water samples in a systematic manner on a regular basis.

The Post Office will sell stamps and Post Cash Debit Cards, sort and dispatch mail in a timely manner.
2.4.1.5 Main Challenges to Achieve Portfolio’s Annual Objectives FINANCIAL The Ministry has the responsibility for Utilities.

There is an increasing trend in the price of oil which will affect prices and hence the consumers of utility services.

This trend is likely to continue and the government will have to double its efforts to reduce the cost of energy in Nevis.

The NIA procures supplies regionally and prices are likely to increase given the global situation.
The Ministry expends a high percentage of its projected budget.

There is an increasing demand for work to be done, projects to be implemented, and solutions to be realized with limited financial resources.

HUMAN RESOURCE CONSTRAINT The implementation of this programme requires skilled and non skilled workers.

There is a challenge in finding skilled personnel to execute activities in many areas.
The increasing demands of government and the public mean that more skilled workers may have to be employed to implement programmes and activities.

Even at the Ministry level, there is a lack of adequate staff to assist in overseeing and coordinating policies, programmes, and activities.

TRANSPORTATION AND EQUIPMENT The Ministry spends large sums of money on rental of equipment and vehicles.

In addition, to executing basic functions, vehicles have to be rationalized.
Many of these vehicles are old and need replacing.

The challenge is to acquire new equipment and to obtain additional transport to execute programmes effectively and efficiently.

POLICY Many of the programmes require policy directions.

There is a need for more policies to give directions.

The development of policies require the collection, organisation and analysis of statistical data to inform policy formulation and development.
There is a need for the relevant information and technical input for policy formulation which poses a challenge.

MAINTENANCE COST The infrastructure systems have to be maintained and consistently improved.

These require financial and human resources.

Government has more assets, building, equipment and vehicles to be maintained with the same or less resources.

77 SEVERE WEATHER/DISASTERS The impact of severe weather conditions have escalated the maintenance and rehabilitation costs of the infrastructure.
These may include flooding, fires, tropical storms (hurricanes), earthquakes, etc.

No one can predict what we will face and the impact of natural and manmade occurrences.

MONITORING AND ENFORCEMENT Lack of resources (human and financial) and the need to review existing legislation and enact new ones poses a challenge.
2.4.2 Capital Projects Information PROJECT 1: ROAD IMPROVEMENT PROJECT Total Project Cost and Source of Funds $150,000 XCD – Funded by Revenue Strategic Objective: To improve the road infrastructure of Nevis.

PROJECT 2: SECONDARY VILLAGE ROADS Total Project Cost and Source of Funds $1,500,000 XCD – Funded by Revenue Strategic Objective: Improve secondary roads to provide safe, convenient and efficient movement of people and goods.
PROJECT 3: CDB WATER DEVELOPMENT PROJECT Total Project Cost and Source of Funds $4,244,000 XCD – Funded by Revenue $1,080,000 XCD - Funded by Loans $500,000 XCD - Funded by Development Aid Strategic Objective: To have adequate supply of water to meet the needs of the consumers.

78 PROJECT 4: WATER DRILLING PROJECT Total Project Cost and Source of Funds $2,852,745 XCD – Funded by Revenue Strategic Objective: To have adequate supply of water to meet the needs of the consumers.
PROJECT 5: WATER SERVICES UPGRADE Total Project Cost and Source of Funds $800,000 XCD – Funded by Revenue Strategic Objective: To upgrade and maintain the water system to support production, distribution and transmission of water to meet the needs of the consumers.

PROJECT 6: LAND SETTLEMENT Total Project Cost and Source of Funds $300,000 XCD – Funded by Revenue Strategic Objective: To settle land matters and compensate households affected by the road improvement projects.
PROJECT 7: HAMILTON/GOVERNMENT ROAD Total Project Cost and Source of Funds $4,000,000 XCD – Funded by Revenue Strategic Objective: To improve the road Infrastructure of Hamilton/Government Road.

2.4.2.1 Status Report on Major Government Projects (MGP) PROJECT 1: SECONDARY VILLAGE ROADS Total Project Cost and Source of Funds $1,500,000 XCD – Funded by Revenue Strategic Objective: Improve secondary roads to provide safe, convenient and efficient movement of people and goods.
Lead Department or Agency: Public Works Department Contracting Authority: NIA Participating Departments and Agencies: Ministry of CWPU&PPPNRE Project Management Unit: Public Works Department Prime Contractor: PWD and Private Contractor to be determined PROJECT 2: WATER DEVELOPMENT PROJECT Total Project Cost and Source of Funds $4,244,000 XCD – Funded by Revenue 79 $1,080,000 XCD - Funded by Loans $500,000 XCD - Funded by Development Aid Strategic Objective: To have adequate supply of water to meet the needs of the consumers.
Lead Department or Agency: Ministry of CWPU&PPPNRE Contracting Authority: NIA Participating Departments and Agencies: Ministry of CWPU&PPPNRE and Water Department Project Management Unit: Ministry of CWPU&PPPNRE Prime Contractor: NIA and Private Contractors to be determined Phases Reached Application to the Caribbean Development Bank (Completed); Project Appraisal (Completed); Study to determine the specific water development projects that the Caribbean Development Bank can fund which include infrastructure as well as institutional strengthening PROJECT 3: WATER DRILLING Total Project Cost and Source of Funds $2,852,745 XCD – Funded by Revenue Strategic Objective: To explore and develop additional sources of water on the island of Nevis.
Lead Department or Agency: Ministry of CWPU&PPPNRE and Water Department Contracting Authority: Ministry of CWPU&PPPNRE and Water Department Participating Departments and Agencies: Ministry of CWPU&PPPNRE and Water Department Project Management Unit: Ministry of CWPU&P, PPNRE and Water Department Prime Contractor: BEAD LLC Phases Reached Exploration of additional water sources on-going; PROJECT 4: WATER SERVICES UPGRADE Total Project Cost and Source of Funds $800,000 XCD – Funded by Revenue Strategic Objective: To upgrade and maintain the water system to support production, distribution and transmission of water to meet the needs of the consumers.
Lead Department or Agency: Ministry of CWPU&PPPNRE Contracting Authority: NIA Participating Departments and Agencies: Ministry of CWPU&PPPNRE and Water Department Project Management Unit: Ministry of CWPU&PPPNRE Prime Contractor: NIA and Private Contractors to be determined PROJECT 5: HAMILTON/GOVERNMENT ROAD PROJECT 80 Total Project Cost and Source of Funds $4,000,000 XCD – Funded by Revenue Strategic Objective: To improve the road Infrastructure of Hamilton/Government Road.
Lead Department or Agency: Public Works Department Contracting Authority: NIA Participating Departments and Agencies: Ministry of CWPU&PPPNRE Project Management Unit: Public Works Department Prime Contractor: PWD and Private Contractor to be determined 2.4.2.2 Other Capital Projects Judged Important and status report PROJECT 1: ROAD DRAINAGE PROJECT Total Project Cost and Source of Funds $50,000 XCD – Funded by Revenue Strategic Objective: Upgrade water drainage system to prevent the problem of flooding and accelerated run-off and erosion.
Lead Department or Agency: Public Works Department Contracting Authority: NIA Participating Departments and Agencies: Ministry of CWPU&PPPNRE Project Management Unit: Public Works Department Prime Contractor: PWD and Private contractor to be determined PROJECT 2: SPECIAL MAINTENANCE OF SCHOOL Total Project Cost and Source of Funds $150,000 XCD – Funded by Revenue Strategic Objective: Upgrade and maintain Schools so as to provide good learning spaces and environment.
Lead Department or Agency: Public Works Department Contracting Authority: NIA Participating Departments and Agencies: Ministry of CWPU&PPPNRE Project Management Unit: Public Works Department Prime Contractor: PWD PROJECT 3: RENOVATION & EXPANSION OF GOVERNMENT BUILDINGS Total Project Cost and Source of Funds $350,000 XCD – Funded by Revenue Strategic Objective: To repair and maintain government building so as to provide adequate and suitable working spaces for employees.
Lead Department or Agency: Ministry of CWPU&PPPNRE 81 Contracting Authority: PWD Participating Departments and Agencies: Ministry of CWPU&PPPNRE, PWD Project Management Unit: Ministry of CWPU&P, PPNRE Prime Contractor: PWD 2.4.3 Transfer Payment Information The Ministry of CWPU&PPPNRE would be assisting the following: 1.

Regional Water Conferences: $35,000 Annual subscription for membership for Caribbean Basin Waste Water Management Programme (CBWMP) to benefit from training and exposure for our staff.
We also participate in the Caribbean Water and Waste Water Association (CWWA) conference.

3.1 Important Initiatives Contributing to the Achievement of the Annual Objectives Increase the awareness of the public regarding the development application process by providing radio and television programmes, seminars, training, and pamphlets.

Improve the accessibility for pedestrian and vehicular traffic by rehabilitating and maintaining the island main roads and village roads.
Adequate maintenance of vehicles and equipment for efficient and effective service through the establishment and the implementation of maintenance schedules for all government vehicles and equipment.

Improve customer service with the introduction of Customer service Division which addresses customer complaints in the water sector and provide information and feedback to customers.
Reduce the amount of unaccounted water in the distribution system by improving the distribution network and collecting adequate data on water production and distribution on a timely basis.

Increase present revenue generated from the postal service by promoting the additional services such as express mail.
3.1.1 Overview of Each Programmes' Activities 3.1.2.1 Impact of Each Programme 3.2 Justification for the current year planned Expenditure 82 Section 4:Supplementary Information 4.1 Portfolio’s Main Estimates by Expenditure Type Org Unit Name: 07- Ministry of Comm., Works, Public Utilities, Posts, Phys.

Plann, Natural Resources & Environment 07 - Permanent Secretary's Office Activity Type: Portfolio Activity Name: 7.

Manage Comm, Works, Public Utilities, Posts, Physical Planning, Natural Resources & Env.
Expenditure Expenditure Expenditure Expenditure Estimated Planned Projected Expenditure Projected Actual 2011 8,562 7,468 2,783 4,637 47 1,080 59 53 216 6 458 15 94 15 164 1 14 14 2012 2013 2014 2015 (in thousands) Total 8,562 9,829 10,314 10,532 10,649 Recurrent Expenses Compensation of Employees 01-Personal Emoluments 02-Wages 03-Allowances Use of Goods and Services 05-Travel and Subsistence 06-Office and General Expenses 07-Supplies and Materials 08-Communication Expenses 09-Operating and Maintenance Services 14-Purchase of Tools, Instruments, Furniture and Equipment 15-Rental of Assets 17-Training 21-Professional and Consultancy Services 27-Production and Marketing Expenses Social Benefits 13-Public Assistance Other Expenses 28-Sundry Expenses Capital Expenses Memorandum Items 40-Consultancy Feasibility, Tendering and Specialist Costs 42-Supplies and Materials 45-Acquisition/Construction of Physical Assets 46-Other costs to be capitalised 48 Renovation and Upgrade Total 12,888 12,300 16,677 23,412 11,383 Transfer
 Expenses Grants 10-Grants and Contributions - Grants 52 52 52 35 35 35 35 35 35 35 35 35 35 35 35 83 Actual 2011 Expenditure Expenditure Expenditure Expenditure Estimated Planned Projected Expenditure Projected 2012 2013 2014 2015 52 35 35 35 35 21,503 22,164 27,026 33,979 22,066 Total Total 84 Ministry 08 Agriculture et al.
85 Section 1: Executive Summary and Management Representation Statement 1.1 Minister's Message As Nevisians and residents become more health conscious and demand more local fruits, vegetables, meat, meat products, the Department of Agriculture has been mindful of the need to increase the supply to meet that demand.

The Department has therefore tailored its programmes with the aim of increasing production and productivity on the island.
I am happy to report that considerable progress has been made where this is concerned.

The Department of Agriculture has placed an incredible amount of emphasis on improved technology which is being transferred to our farmers.

Since the advent of drip irrigation, it has become the major means by which the Department of Agriculture and our farmers are irrigating their crops.

It is by far the preferred technique used on established as well as new plots.
In 2012 alone, seventeen (17) acres of lands were brought back into cultivation, necessitating the use of 153 rolls of drip lines.

I am also pleased to report that 18 rolls of drip lines were installed by backyard farmers.

The technology of protected agriculture and its use is also gaining momentum on the island.

In 2012, due to our programmes on protected agricultural systems, there was a renewed interest in their use.

Three dormant systems were revived leading to an increase in productivity.
Six air vents were installed on the green-house at the government station at Prospect to reduce the internal temperature which was affecting plant growth.

Trials are still ongoing to select the best crop varieties to be planted there.

Most recently, a variety of cherry tomatoes was cultivated and the yields were extremely good.

Vegetable production has always received considerable attention as attempts continue to produce more of what we eat.
The Department has targeted ten major crops for import substitution namely: Cabbage, carrots, corn, cantaloupe/honeydew, onions, sweet pepper, pumpkin, sweet potato, tomato and watermelon.

During 2012 we were able to produce 9% (cabbage), 5% (carrots), 66% (corn), 25% cantaloupe/honeydew, 18 %( onion), 53% sweet pepper, 75 % (pumpkin), 5% (sweet potato), 84 %( tomato) and 69 %( watermelon) of the target production.

These figures represent 33% of the targeted total.


Although we were able to surpass 50% of the targeted totals in some crops, work will continue with regards to the consistency of production.

Pumpkin imports were reduced by 26%.

Special mention must be made of sweet potato.

This has always been one our traditional crops but the production has decreased dramatically over time due primarily to damage being caused to the tubers by the sweet potato weevil.
Sweet potatoes damaged by this pest are rendered unmarketable.

The fall off in production has often led to an undersupply with a corresponding increase in the price of the commodity.

With the market for sweet potato therefore being wide open on Nevis, the Department embarked on a programme to increase production.

Through collaborative efforts with CARDI and Mission Taiwan, a number of research trials were conducted with the aim of reducing the threat of the weevil.
Several training programmes were also organized with participation from the Department staff and farmers to impart the relevant information.

Training sessions/field days were conducted at New River, Prospect, Mission Taiwan farm at Cades bay as well as on farmers' holdings.

We are happy to report that from the collaborative work, the production of sweet potato has increased by at least 50% over the past year.
The Department of Agriculture is continuing to respond to the land preparation needs of our farmers.

Thankfully, the Small Farm Equipment Pool got a much needed boost with the acquisition of three four -wheel drive tractors-one purchased by the NIA, one by Republic of China 86 on Taiwan (ROC) and one from the Alba funds in St.Kitts.

Due to the acquisition of these tractors, 345 acres of land was prepared, an 82% increase over 2011.
The marketing unit continues to function as a major clearing house for local fruits and vegetables to many of the major outlets on Nevis.

The Marketing Unit provides that much needed link between our farmers and the hospitality sector, providing our hotels, restaurants and supermarkets with fresh products on a regular basis.

A total throughput of 69,974 kgs of vegetables and fruits were channeled through the unit for 2012, a 14.3% increase over 2011.
The agro processing sub sector has been growing in leaps and bounds and support from the Ministry and Department of Agriculture remains solid.

The agro processors on the island remain very consistent with their product lines and the variety of products continues to grow.

At our Agro Processing Center, efforts continue to improve on the presentation of our products with the acquisition of labels and containers.

Output at the Agro Processing Center has increased by at least 60% over the past year.
Several new products have also been added there.

The Abattoir continues to improve on its output as well as its variety of products.

The abattoir increased its production of smoke beef by 4.7%, ground beef by 20%, beef burgers by 99% and chicken burgers by 117%.

Two new products came on stream at the abattoir during the past year - chicken sausage and ground pork.

The Departments of Agriculture and Fisheries have collaborated to pilot a project on Aquaculture at the Prospect Agricultural Station.
A 15,000 cubic ft pond was constructed and stocked with tilapia with the aim of increasing the availability of reasonably priced fish on the island, reduced the pressure on inshore fisheries and decrease importation.

Since the launch of the project, a number of persons have shown an interest in developing small backyard fish farms.
The Ministry and Department of Agriculture has over the years fostered a very healthy working relationship with our Allied Agencies, and much of what we have achieved in our programmes is due to the collaborative work that is done with these agencies.

The Caribbean Agricultural Research and Development Institute (CARDI) continues to work very closely with the Department of Agriculture to conduct research on various crops.
Additionally, the Inter American Institute for Co-operation on Agriculture (IICA) has provided substantial assistance in capacity building.

Mission Taiwan continues to provide solid tangible support to the programmes being implemented by the Department of Agriculture.

I must at this time commend our hard working farmers, as well as the committed staff at the Department of Agriculture for their sterling contribution to the development of the Agriculture Sector on the island.
My Ministry stands committed to providing the enabling environment to enhance the growth of this sector.

Honourable Alexis Jeffers ____________________________ Minister of Agriculture, Lands, Co-operatives, and Fisheries 1.2 Executive Summary The Ministry of Agriculture comprises of three (3) Departments (Agriculture, Fisheries, Cooperatives) and one (1) Statutory Body (The Nevis Housing and Land Development Corporation) with the latter being administered exclusively by its own management team.
The resulting administrative dichotomy has often resulted in overlapping and at times conflicting jurisdictions as it pertains to agricultual lands.

Much improved consultation and communication has alleviated this misunderstanding to a significant degree.

87 The Ministry of Agriculture has created an "Open Door" policy and has also adopted a consultative and collaborative management style in an effort to make it more efficient and responsive to the needs of its staff and all stakeholders.
The Ministry actively solicits interactions with individuals, its umbrella groups and the general public and discourages insularity and autocracy.

The ongoing global economic crisis has demonstrated the importance of cultivating and maintaining strategic alliances.

As such, the Ministry of Agriculture has significantly re-engaged with IICA, FAO, CARDI, and the Republic of China - Taiwan Mission to colloborate on various projects such as the Greenhouse (IICA) and Aerogation (FAO).
This reserved spirit of corperation has resulted in tremendous gains vis a vis human resource development, technical assistance and the procurement of irrigation, agro-processing and fishing supplies and equipment.

ADMINISTRATION: Main Activity : To provide general administrative support to the Departments and Statutory Body under the Ministry (to be administerd by the Permanent Secretary).
Sub-Activities (i) To keep the administrative support function under 10% and (ii) To enable School Assitance Programme.

DEPARTMENT OF AGRICULTURE: Main Activity : To support the development of Agriculture (to be administerd by the Director of Agriculture).

Sub-Activities (i) To provide administrative and logistic services to Agriculture.

(ii) To provide for agriculture development services.

(iii) To provide support for animal health.

(iv) To provide marketing support to farmers.


DEPARTMENT OF FISHERIES: Main Activity: Fisheries management and technical support (to be administerd by the Director of Fisheries).

Sub-Activities: There are no sub-activities.

However the Department's goals are to : (i) To encourage sustainable use of the fishery by all stakeholders.

(ii) To collect and analyse fish catch data.

(iii) Increase the number of consultation with fishing communities to ensure sustainable fishing practices in Nevis.
DEPARTMENT OF COOPERATIVES: Main Activity: To promote and regulate the co-operative movement (to be administered by the Director of Co-operatives).

88 Sub-Activities: There are no sub-activities.

However, the department's goals are to: (i) Create an environment conducive to the development of cooperatives.

(ii) Increase the total number of cooperatives.

(iii) Increase audit of all cooperatives.


The budget also provides supplementary information, which includes a detailed financial break down necessary to implement each programme of activity by expediture type as well as a capital spending profile by project type.

As a final addendum, the budget disclosed other items of interest such as the employment data (number of filled as well as proposed employees) for each department and their respective posts (see appendices).
1.3 Management Representation Statement I submit, for tabling in Parliament, the annual Report on Plans and Priorities (RPP) for the Ministry of Agriculture Lands, Co-operatives & Fisheries.

To the best of my knowledge, the information: - Accurately portrays the department's mandate, priorities, strategies and planned results of the organization.

- Is consistent with the disclosure principles contained in the Guidelines for Preparing a Report on Plans and Priorities.

- Is comprehensive and accurate.


- Is based on sound underlying departmental information and management systems.

I am satisfied as to the quality assurance processes and procedures used for the RPP's production.

The structure on which this document is based has been approved by the Ministry of Finance and is the basis for accountability for the results achieved with the resources and authorities provided.
Mr. Eric Evelyn ______________________ Permanent Secretary (Ag) 89 Section 2: Ministry Overview 2.1 Mission Statement To transform and support the progressive growth of Agriculture, Fisheries and Cooperatives so as to prepare our population to overcome the challenges of food security and poverty and to actively participate in and benefit from global trade.
DEPARTMENT OF AGRICULTURE The Department of Agriculture's mission is to promote the economically sustainable development of agriculture through effective collaboration, training, support and dialogue with stakeholders at various levels.

The Department of Agriculture endeavours to accomplish its mission through: - The commercial, economic, and social development of farmers.
- Applied and basic training of all stakeholders in improved agricultural techniques and strategies in both the livestock and crop sectors.

- Conducting various performance trials on newly introduced hybrids and disseminating the results to stakeholders with the aim of enhancing production capacity.

- Promoting the adoption of appropriate technologies and production systems in both the livestock and crop sectors that are designed to enhance the quality and quantity of agricultural products.
- The introduction of new gene lines and improved breeds to the livestock sector to enhance the quality and quantity of meat and meat products.

- Improved delivery of all services across all divisions with particular emphasis on land preparation, marketing, extension, quarantine and abattoir services.

- Promoting the longevity and the revitalization of agriculture by encouraging youths to pursue careers and business opportunities in agriculture.
- The promotion of agro-processing as a viable enterprise for both local and export markets.

- To enforce the Animal Control Ordinance.

DEPARTMENT OF FISHERIES The mission of the Department of Fisheries is to assess and regulate the fisheries resources of Nevis and to promote sustainable use of these resources.

It is also the role of the department to involve the local community in the management of fisheries stocks in order to ensure food security for present as well as future generations.
The Department of Fisheries endeavours to accomplish its mission through: - Collaborating with relevant government ministries, departments and statutory bodies whenever necessary.

90 - Obtaining information and training for both departmental staff and fishers from Regional and International Fisheries Management Agencies.

- Conducting stock assessment of a conch, lobster, sea turtle and fin fish resources with the aim of developing better management strategies.
- Continuing to attempt for ways to identify ciguatoxic fish before they are consumed.

- Constructing and maintaining a fish farm (fresh water aqua-culture or mari-culture) in an effort to increase the amount of fish available locally.

- Encouraging fishers to obtain larger vessels capable of operating further out to sea and for much longer periods than at present.

- Introducing an enforceable closed season for the fishing of lobsters as well as conch.
- Establishing of marine management areas (marine parks) as a measure to allow fish stocks to recover and to provide a boost to the tourism industry.

- Increasing the harvesting of migrating pelagics during their seasonal runs.

- Developing of near-shore biodiversity enhancement programme through the deployment of artificial reefs.
DEPARTMENT OF COOPERATIVES To be a dynamic and professional organization which would promote, supervise, strengthen and expand the co-operative sector thereby creating an environment which is conducive to sustainable socio-economic development.

- Regulate legal aspect; promote policies and give advice to the co-operative societies.

- Adequately prepare the pre-co-operatives for registration.

- Supervise and inspect co-operative societies and audit accounts on a regular basis.
- Provide technical assistance and arbitration/dispute resolution services.

- Provide training to members of co-operative societies in the area of management and co- operatives.

- Provide marketing opportunities and ensure proper networking with the co-operative societies nationally, regionally, and internationally.

- Ensure the supervision and development of Junior Co-operatives in all Primary and Secondary Schools.

- Provide attachment at the Credit Union for members of Secondary School Coop.
- Provide technical assistance in the preparation and supervision of projects which would assist in the development of co-operatives.

91 2.4 Planning Overview 2.4.1 Overview 2.4.1.1 Portfolio’s strategic Objectives vs Government Directions The main thrust of the agriculture strategy will be to significantly expand crop and livestock production to meet the demands of the population and the hotel trade, for consistent, safe and afforable food.
The government's direction regarding Agriculture, Lands, Fisheries and Co- operatives will focus on: Clearing forested lands and making them available for new farmers.

Rehabilitating the livestock sector by providing land for pasture, introduce new guidelines, and to enforce animal control ordinances especially with regard to dogs.

Actively persuing the development of value added programmes for meat, fruits and vegetables.
Encouraging the growth of the cooperative sector so that their members can be empowered.

Working closely with fishermen to improve fishing methods and increasing their fish catch in order to supply the tourism industry with a higher level of its requirements for fish.

Providing fiscal incentives to all stakeholders through liberal tax concessions on water, farm supplies and equipment, fishing supplies and equipment, food processing supplies and equipment and vehicles.
To ensure the implementation of the government's vision, the Ministry of Agriculture, Lands, Fisheries and Co-operatives seek to provide the highest quality products, services, and leadership through constant technical and technological innovations, education, and training for sustainable economic development of all stakeholders.
It aims to diversify and increase the rate of development of agriculture in order to enhance the welfare and economic condition of the populace on a sustained basis and to be a high quality developer of land and housing for sale or lease in response to the agricultural and industrial needs of the citizens and foreign investors.
2.4.1.2 Portfolio’s Annual Objectives vs Strategic Objectives The strategic objective of the Ministry of Agriculture, Lands, Fisheries and Co-operatives is to diversify and increase the rate of development of agriculture in order to enhance the welfare and economic condition of the populace on a sustained basis and to be a high quality developer of land and housing for sale or lease in response to the agricultural and industrial needs of the citizens and foreign investors.
To ensure the implementation of the strategic objective, the Ministry of Agriculture, Lands, Fisheries and Co-operatives has advanced the following objectives for 2013: 1.

Increase the food self-sufficiency for the country; 2.

Give hours of consultation to transfer appropriate technology to agricultural producers; 3.

Increase farm acreage to increase crop production in returning government estate to farm; 4.

Increase the number of consultation with fishing communities for the year 2013; 5.
Stimulate and strengthen the co-operatives sector.

92 2.4.2 Capital Projects Information 2.4.2.1 Status Report on Major Government Projects (MGP) PROJECT 1: AGRICULTURE DIVERSIFICATION Total Project Cost and Source of Funds $350,000 XCD – Funded by Revenue Strategic Objective: To diversify the Ministry of Agriculture.
PROJECT 2: INDIAN CASTLE WELL Total Project Cost and Source of Funds $60,000 XCD - Funded by Revenue $1,300,000 XCD - Funded by Developmental Aid Strategic Objective: To increase water production for the self-sufficiency of govermental and local farms.
PROJECT 3: FISHERIES BIODIVERSITY PROJECT Total Project Cost and Source of Funds $50,000 XCD -Funded by Revenue Strategic Objective: To upgrade the Fishery Industry on Nevis 3.2 Justification for the current year planned Expenditure The increase in spending on some activities as presented in the 2013 budget is for a number of factors.

It is expected that the added expenditure would increase the revenue for the Ministry.

1.
1.

An increase in wages for non-established workers to bring such in line with the stipulated national wage scheme.

2.

Improved onion programme would be initiated again using improved production practices.

3.

A continuation of control lethal yellowing of coconuts necessitates the continuation of green house production and the associated costs of keeping it operational.

4.

Increased fuel prices, the operation and maintenance of equipment to execute daily operations.
93 Section 4:Supplementary Information 4.1 Portfolio’s Main Estimates by Expenditure Type Org Unit Name: 08 - Ministry of Agriculture, Lands, Housing, Co-operatives & Fisheries 08 - Permanent Secretary's Office Activity Type: Portfolio Activity Name: 8.
Manage Agriculture, Lands, Housing, Co-operatives and Fisheries Recurrent Expenses Compensation of Employees 01-Personal Emoluments 02-Wages Use of Goods and Services 05-Travel and Subsistence 06-Office and General Expenses 07-Supplies and Materials 08-Communication Expenses 09-Operating and Maintenance Services 14-Purchase of Tools, Instruments, Furniture and Equipment 15-Rental of Assets 17-Training 21-Professional and Consultancy Services 27-Production and Marketing Expenses Social Benefits 13-Public Assistance Other Expenses 28-Sundry Expenses Capital Expenses Memorandum Items 40-Consultancy Feasibility, Tendering and Specialist Costs 42-Supplies and Materials 44-Purchase of Equipment 45-Acquisition/Construction of Physical Assets 46-Other costs to be capitalised 48 Renovation and Upgrade Transfer Expenses Grants 10-Grants and Contributions - Grants Total Total Expenditure Expenditure Expenditure Expenditure Estimated Planned Projected Expenditure Projected Actual 2011 4,335 4,069 1,693 2,375 225 41 15 47 77 6 1 25 15 41 41 2012 2013 2014 2015 (in thousands) Total Expenditure
400 27,169 1,747 30,025 6 6 6 6 94 Expenditure Expenditure Expenditure Expenditure Estimated Planned Projected Expenditure Projected 2012 2013 2014 2015 Actual 2011 Total 5,906 34,356 6,372 5,033 5,132 95 Ministry 09 Health 96 Section 1: Executive Summary and Management Representation Statement 1.1 Minister's Message In 2013, The Ministry of Health will seek to implement its mandate as encapsulated in its global objective, to formulate, coordinate, implement, promote and sustain policies and programmes to enhance the health and social well being of the people of Nevis.
As such our efforts will focus on the provision of quality healthcare services delivered at our institutional and public health facilities on the island.

With the priority area of focus on health promotion, the Ministry of Health will implement initiatives to address non communicable diseases and other health conditions which reflect the burden of disease in the population.
The prevention and control of diseases such as diabetes, hypertension and cancer will be addressed through programmes geared towards healthylife style practices in all demographics in the population.

Innovative strategies to be employed in this area in 2013 include the twinning of health and community initiatives that will address risk factors for non-communicable diseases including obesity through the establishment of physical education programmes at community centres.
Other healthy life style practices to be facilitated with respect to non communicable diseases will focus on healthy menu planning for all government food service programmes including those at educational institutions.

Efforts to curtail the high incidence of cancer in the population will also be addressed through awareness campaigns in collaboration with key civil society organizations working in this field.
Also of particular concern to the Ministry of Health is the alarming number of registered mental health clients, and as such training for healthcare as well as critical non healthcare personnel in this field will be of utmost priority.

Communicable disease prevention and control will also remain a priority for the Ministry of Health and as such efforts to reduce the incidence of diseases such as HIV/AIDS will be strengthened though health education initiatives.
Capacity will also be built in the area of disease surveillance systems which will reduce the likelihood of the entrance of diseases such as Avian Influenza onto our shores which can pose a threat to public health in general and are likely to negatively impact our tourism product.
Concerned about the exorbitant costs for overseas medical care which create barriers to access to healthcare for many in our population, the Ministry of Health will heighten its efforts to bring National Health Insurance to fruition.

On the local level, we also aim to increase the availability of secondary and tertiary health services on the island particularly in the areas of urology.

The expansion of diagnostic health services is also anticipated through the acquisition of new laboratory technologies.
Cognizant of the need to engage partners in healthcare, not only at the regional and international level but also the local level,the Ministry of Health will strengthen its alliance with private sector health providers particularly in the area of cancer care and treatment .Additional health systems strengthening initiatives will centre on ensuring the availability of adequate human resources for the delivery of optimal healthcare in the areas of nursing, medicine, and public health in particular.
The Ministry of Health is confident that the implementation of the aforementioned initiatives will result in improved healthcare service delivery in 2013 and beyond.

Our plans and programmes will achieve our goal of providing access to healthcare for all through adherence to various health principles including responsiveness to people's health needs, government accountability, sustainability and intersectoriality.
97 Honourable Mark Brantley Minister with Responsibility for Health 1.2 Executive Summary The plans set forward by the Ministry of Health in the areas of administration, public health and institutional health.

The goals and objectives for the next three (3) years are in accordance with the Ministry's bold vision of being the lead actor in assuring healthy population development in Nevis up to and beyond the year 2014.
The plans and programmes outlined for the next three (3) years are based on the burden of disease in the country as well as determinants of health that impact the physical, mental and social well being of our citizens.

Over the next three (3) years priority will be placed on the facilitation of access to healthcare including the exploration of alternative health financing mechanisms, construction of new health infrastructure and expansion of outreach programmes in the area of oral health.
Outreach to the vulnerable populations such as prisoners will also be expanded with the introduction of a Men's Health Programme at Her Majesty's Prison (Russell's Rest).

Health systems will also be strengthened through the development and revision of many plans and policies in a variety of areas including a health strategic plan for Nevis as well as disaster plans.
Human resource development, a key component of health systems strengthening will also be addressed as The Ministry of Health follows through with its mandate to ensure that adequate and competent human resources are available to effectively deliver all services offered by the Ministry of Health and its service institutions.
Although there is still work to be done in this area as identified by a Health Systems Assessment that was recently completed, we continue to make strides in this area, particularly in the provision of specialty services including the recently acquired services of an anesthesiologist.

The successful implementation of these activities requires good leadership, governance and effective partnerships in health.
Through cooperation with various regional and international agencies such as The Pan American Health Organization (PAHO), US President's Plan for AIDS Relief (PEPFAR), OECS HIV/AIDS Project Unit and The Caribbean Environmental Health Institute (CEHI), as well as our local stakeholders, we are confident that we will fulfill our mission of providing a full spectrum of exceptionally high quality healthcare services, programmes, and leadership as are required to promote, prevent, protect, and preserve the health and well-being of the people of Nevis.
1.3 Management Representation Statement I submit, for tabling in Parliament, the annual Report on Plans and Priorities (RPP) for the Ministry of Health.

To the best of my knowledge, the information: - Accurately portrays the department's mandate, priorities, strategies and planned results of the organization.

- Is consistent with the disclosure principles contained in the Guidelines for Preparing a Report on Plans and Priorities.

98 - Is comprehensive and accurate.


- Is based on sound underlying departmental information and management systems.

I am satisfied as to the quality assurance processes and procedures used for the RPP's production.

The structure on which this document is based has been approved by the Ministry of Finance and is the basis for accountability for the results achieved with the resources and authorities provided.
Mrs. Nicole Slack-Liburd ______________________ Permanent Secretary 99 Section 2: Ministry Overview 2.1 Mission Statement Overall Mission Statement To provide a client-central health system which guarantees that equitable provision of quality healthcare services and innovative health promotion programmes thereby enhancing, protecting and preserving the health and well-being of the people of Nevis.
Administration To provide leadership and direction in the promotion and sustaining of a client-centered health system which guarantees the equitable provision of quality healthcare services and innovative health promotion programmes thereby enhancing, protecting and preserving the health and well- being of the people of Nevis.

The Ministry endeavors to accomplish its mission through: 1.
Ensuring effective linkages and harmonization within and among the three divisions of the Ministry: Administration, Public Health and Institutional Health in the promotion of a client- centered, quality healthcare system.

2.

Coordinating the operations of the various divisions, ensuring support and service for the activities of the various units and departments within each division in the promotion of quality healthcare.

3.
3.

Assisting in the formulation of policies, plans and programmes which promote quality healthcare.

4.

Supervising the implementation of policies, plan and programmes to enhance the service delivery of quality healthcare.

5.

Adhering to regional and international guidelines to formulate, maintain and evaluate policies, plans and programmes related to the delivery of quality healthcare.

6.
6.

Providing oversight, guidance and support in the expenditure of funds allocated to the various divisions of the Ministry.

7.

Pursuing active collaboration with regional health partners to enhance and ensure the continued development of the human resource capabilities within the Ministry.

8.

Liaising with funding agencies with regards to financing for and development of health-related programmes in the Ministry.
Public Health To provide to the entire population high quality primary, secondary and tertiary preventive services that are accessible and affordable.

Institutional Health 100 To maintain a healthy community through the delivery of quality institutional health care services for all in an environment which promotes dignity, compassion and respect.
101 2.4 Planning Overview 2.4.1 Overview 2.4.1.1 Portfolio’s strategic Objectives vs Government Directions The Nevis Island Administration continues to promote a health care system which is accessible to all and focuses on preventive and curative strategies to enhance, protect and preserve the health and well-being of its people.
In an effort to ensure the implementation of this vision, the Ministry of Health will seek to:- • Promote and sustain a client-centered health care system • Ensure that quality health care is accessible to all • Implement programmes which speak to preventive and curative strategies for the health and well-being of our people, and • Promote a healthy environment through special efforts to address the root causes of environmental threats to health.
2.4.1.2 Portfolio’s Annual Objectives vs Strategic Objectives The strategic objective of the Ministry of Health is to provide leadership and direction to the promotion and sustaining of client-centred health system which guarantees the equitable provision of quality healthcare services and innovation health promotion programmes thereby enhancing, protecting and preserving the health and well-being of the people of Nevis.
To ensure the implementation of this strategic objective, the Ministry of Health advances the following objectives for 2013:- 1.

Form effective linkages and create harmonization within and among all division of the Ministry in the promotion and sustaining of a client-centred, quality health care system.

2.

Provide training for business owners on Health Inspection.

3.
3.

Build awareness of, and support for health programmes through quarterly production of a health newsletter and a weekly production of "HEALTH MATTERS" aired on NTV.

4.

Develop a comprehensive computerized health information system geared towards one patient, one record.

5.

Implement measures which aim to improve the quality of service we provide.

6.

Improve Human Resources for health.


2.4.1.3 Modifications to the Portfolio’s Strategic Directions during the year The Ministry of Health will continue with its mandate in the development of plans and policies geared towards the provision of direction and leadership within all its departments.

Additionally investment will continue in the areas of material and human resource development.
102 The Health Disaster Coordinating Unit will lead the health sector's response to disasters through the provision of training and policy development.

The Health Promotion Unit will focus on education initiatives geared towards behaviour change as well as data collection, analysis and dissemination in an effort to promote evidenced based programme planning.
The Public Health Nursing Department will focus on training of healthcare workers as well as clients in the area of the care of non communicable diseases such as diabetes and hypertension.

The Dental Health Department will expand its preventative and treatment programme in schools and through various established programmes throughout the public health system.
The Environmental Health Department will focus on the expansion of its vector control, water quality monitoring and food inspection programmes and Port Health.

The Mental Health Department will focus on improved integration efforts of clients into society with a key focus on the participation of friends and relatives into clients' treatment plans.
The Registrar General Department will successfully achieve its mandate through the exploration of additional preservation methods for vital records, and the enforcement of strict guidelines for accessing such records.

The Alexandra Hospital will focus its efforts on the provision of quality care through training, human resource development and the strengthening of its health information system.
2.4.1.4 Main Activities contributing to the Portfolio’s Annual Objectives The administrative division of The Ministry of Health will execute its mission of ensuring the availability, accessibility and affordability of health services through the development of a variety of initiatives including the construction of a new public health facility in Cotton Ground; consultation sessions on health financing and the development of a training plan for human resource.
The Health Disaster Coordinating Unit will focus its efforts on local training activities in the areas of First Aid and Mass Casualty Management.

The development of a comprehensive disaster plan for the health sector is also a leading priority on the agenda.

The Health Promotion Unit will invest in strengthening data collection processes, as well as building alliances with various stakeholders in an effort to impact behavioural changes.
The Public Health Nursing Department will lead various initiatives including continuing medical education sessions and self management training sessions in an effort to promote better management of chronic non communicable diseases.

The Oral Health Department will continue its initiatives at the grade one of the primary schools, school leavers and pre- school levels.

The reintroduction of the fluoride programme is also a priority on the agenda.
The Environmental Health Department through its Vector Control Programme will expand its services through the construction of bait stations and ovi traps for rodents and vectors namely rats and mice as well as mosquitoes in addition to a number of other initiatives.

Inspection of food establishments will continue with a target of 100% certification of new facilities and Port Health.
103 3.2 Justification for the current year planned Expenditure The Mental Health Department will strengthen its mandate through the recruitment of additional staff, additional transportation and expanded communication methods that will facilitate ease of dialogue between patient and provider.

The Registrar General Department intends to commence the computerization of all vital statistics over the next three (3) years with support from the Organization of American States.
The goal of the delivery of optimal quality care will be achieved by The Alexandra Hospital through training initiatives; the development of a human resource plan and the implementation of a comprehensive computerized health information system.

2.4.2 Capital Projects Information 1.

Improvement to Alexandra Hospital $300,000 XCD Funded by Revenue To upgrade the health information management system.
To expand the range of institutional health services offered at the Alexandra Hospital through the provision of additional diagnostic and surgical services.

2.

Procurement of Medical Supplies $450,000 XCD Funded by Revenue To facilitate the provision of pharmaceutical commodities to the in/out patient population accessing health services at the Alexandra Hospital.

3.

Nevis Environmental Work Programme $500,000 Funded by Revenue To improve the safety and aesthetics oof the village roadways.

4.
4.

Dental Services Upgrade & Equipment $250,000 XCD Funded by Revenue To provide adequate equipment for the comprehensive operation of the Dental Unit in Charlestown and Gingerland.

5.

Urology Centre $300,00 XCD Funded by Revenue To complete the physical structure.
104 2.4.2.1 Status Report on Major Government Projects (MGP) PROJECT 1: NEVIS ENVIRONMENTAL WORK PROGRAMME Total Project Cost and Source of Funds $500,000 XCD – Funded by Revenue Strategic Objective: To improve the safety and aesthetics of the village roadways.

PROJECT 2: PROCUREMENT OF MEDICAL SUPPLIES Total Project Cost and Source of Funds $450,000 XCD – Funded by Revenue Strategic Objective: To supply pharmaceutical and medical suppllies to to Alexandra Hospital and Public Health.
2.4.2.2 Other Capital Projects Judged Important and status report PROJECT 1: IMPROVEMENT TO ALEXANDRA HOSPITAL Total Project Cost and Source of Funds $300,000 - Funded by Revenue Strategic Objective: To improve the facilities at the Hospital.

PROJECT 2: DENTAL SERVICE UPGRADE & EQUIPMENT Total Project Cost and Source of Funds $250,000 XCD - Funded by Revenue Strategic Objective: To improve the services offered at the Dental Unit.
2.4.3 Transfer Payment Information The Ministry of Health would be assisting the following: Provide support to Solid Waste Management: $600,000 105 Section 4:Supplementary Information 4.1 Portfolio’s Main Estimates by Expenditure Type Org Unit Name: 09 - Ministry of Health 09 - Permanent Secretary's Office / Health Authority Activity Type: Portfolio Activity Name: 9.
Provide Strategic Leadership & Policy Direction for the Development of a healthy population Recurrent Expenses Compensation of Employees 01-Personal Emoluments 02-Wages 03-Allowances Use of Goods and Services 05-Travel and Subsistence 06-Office and General Expenses 07-Supplies and Materials 08-Communication Expenses 09-Operating and Maintenance Services 14-Purchase of Tools, Instruments, Furniture and Equipment 15-Rental of Assets 17-Training 21-Professional and Consultancy Services Social Benefits 13-Public Assistance Other Expenses 28-Sundry Expenses Capital Expenses Memorandum Items 41-Wages 42-Supplies and Materials 44-Purchase of Equipment 45-Acquisition/Construction of Physical Assets 48 Renovation and Upgrade Transfer Expenses Grants 10-Grants and Contributions - Grants Expenditure Expenditure Expenditure Expenditure Estimated Planned Projected Expenditure Projected Actual 2011 12,123 10,152 6,603 3,130 419 1,600 93 68 948 239 2 92 70 87 371 371 2012 2013 2014 2015 (in thousands) Total 12,123 12,693 12,649 12,975 13,105 1,271 1,271 854 272 34 26 85 3,074 3,074 424 550 755 750 595 Total 1,271 3,074 567 567 567 567 510 510 510 510 Total Total 1,800 1,800 500 450 550 300 1,800 600 600 600 600 1,570 1,570
Ministry 10 Tourism 107 Section 1: Executive Summary and Management Representation Statement 1.1 Minister's Message As the new Minister of Tourism my major task is to ensure that the Tourism industry continues to be a major contributor to the economy.
The Ministry, as we know, spans several sectors and is responsible, directly or indirectly, for the livelihoods of the majority of people on the island.

Since my appointment I have focused on examining the challenges facing the industry and deliberated on practical measures to bolster tourism contribution to the overall economy.

I have also become aware that there are deficiencies that can hamper our effectiveness as a vibrant tourist destination.

I am therefore taking steps to address these issues.
It has become obvious that we need to be bold and daring in our approach to the development of tourism into the future, to create a tourism industry that is a global leader in sustainability in all its forms.

I have recognized that for Nevis to deliver a first class visitor experience we must provide an enabling environment for practices that are central to the future vision of our industry.
For this to happen we will have to concentrate on strategies that will boost the chances for prosperity for our people and strategies that will attract new investments to our shores.

This must include a keen awareness of the environment that we live in, and our need to instill in our people the imperative to keep it pristine and safe.

In addition we must understand the important part that our rich history and culture plays in all this.
Perhaps most importantly we also have to find the means and the courage to accelerate the application of sound sustainable business practices anywhere in the economy; simply because everything affects tourism, and tourism affects everything.

Things that are a threat to the sustainability of the industry must be recognized and addressed.

Likewise any opportunity that affords us an edge or an advantage for advancement must be seized.

The debate on visitor numbers vs yield is a perennial one.
It really makes no sense attracting high end, wealthy visitors to our shores, only to have them leave with their pockets still bulging with the money that they came with ; just because, as has been said, there is nothing to see and nothing worth spending money on in Nevis.

That unfortunate notion must be dispelled at all costs.

It is clear therefore, that we may have been practicing the false art of overselling and under delivering.
As a result this year the Ministry will refocus efforts in every area of potential yield from Marketing to product development.

In this regard our main objectives are to provide variety in local tour offerings, to provide new experiences for our visitors, as well as new revenue and employment opportunities for our young people and by extension, the economy as a whole.

Only then can we uphold our claim to a reputation as a high value destination.
Our Report on Plans and Priorities presents a blueprint for the future.

No longer can it be business as usual.

We are now an integral part of the global village where every little glitch, from a pandemic to a terrorist attack can put paid to our best laid plans, and we can't do a thing about it.
This document is calculated to represent our attempt to balance a mix of sound policy with the pragmatism that Nevis needs to ensure that we have indeed learned from mistakes made in the past so as to position ourselves to compete with the world's best in the future.
Honourable Mark Brantley Minister with responsibility for Tourism 1.2 Executive Summary 108 The overall objective of this years contribution into Volume 3 Plans and Priorities 2013 is to promote and further develop the tourism industry in conjunction with the Nevis Tourism Authority in order to increase tourist arrivals and spending, expand the accommodation sector and highlight the "Nevis Experience".
While the detailed objective for the plan is to establish a comprehensive development vision for the tourism sector including identification of opportunities for future growth, and implementation mechanisms.
Our Mission Statement is "To harness the human resource and earnings potential of all Nevisians through the provision of sustainable tourism programmes both cultural and community based, to facilitate informed decision making and discussions within government in order to create greater awareness and revenue returns, and stimulate growth and development in all sectors of the economy".
The Vision statement: The Ministry of Tourism's single vision is, "To drive the promotion and development of the tourism community locally and abroad,and develop tourism as an important and sustainable socio-economic sector in a manner that reflects the historical, cultural and environmental heritage of Nevis and maintain a sense of traditional hospitality and values ".

The figures for hotels in Nevis, in 2012, reached 10 hotels, 438 rooms.
However, inclusive of small hotels/guesthouses and villas the total number of rooms available to visitors swelled to a grand total of 742, up slightly from 705 the previous year, 2011.There were roughly 4 Travel Agents, Tour guides, 27 classified restaurants in the same year operating in Nevis.
There were 17443 tourist arrivals in 2011 up from 13448 in 2010. these, 6855 were hotel villa and private home residents, with an average length of stay of 9.5 nights per tourist per trip, and a total overall expenditure of about $EC16,129,558.00 All of our Markets data analyses indicate that Nevis needs to capitalize on the U.S tourist market as it represents the major tourist market visiting Nevis.

U.K tourists represented 70% of the total tourists in 2012.
Product/Market Fit Analysis, building on the existing tourist market statistics, reveals that an appropriate tourist product mix in Nevis will have a higher potential of attracting increased number of tourists from the current and targeted tourist markets.

We recognise that as a Tourist Destination there is an absolute necessity for new types of tourism.

Options include Yachting Tourism, Eco-Tourism and Health and Spas Tourism.
Yachting will receive a significant boost with the development of the Tamarind Marina at Cades Bay, currently under construction.

Eco tourism is being enhanced by the proposed Saddle Hill and Surrounds Protection and Preservation Project.

The Cosmetology Project at New River will address the issue of Health and Wellness Tourism.
In addition, the Bath House and Stream Rehabilitation Project is also on course for completion in January 2013.The impact of this project will be to expand and enhance our tourism product by offering a product that is unique to the region with the ultimate aim of attracting more visitors to the island.

Specific niche product improvements and their packaging as tourist programmes are also on the proposal block.
These include offering new product lines in the field of arts and craft at the Artisans Village and in conjunction with the Crafthouse.

Human resource development for tourism will continue in the form of Government assistance for tourism training, vocational as well as academic, thereby providing for potential investors qualified Nevisians to work in all aspects of tourism.
109 1.3 Management Representation Statement I submit, for tabling in Parliament, the annual Report on Plans and Priorities (RPP) for the Ministry of Tourism.

To the best of my knowledge, the information: - Accurately portrays the department's mandate, priorities, strategies and planned results of the organization.

- Is consistent with the disclosure principles contained in the Guidelines for Preparing a Report on Plans and Priorities.

- Is comprehensive and accurate.


- Is based on sound underlying departmental information and management systems.

I am satisfied as to the quality assurance processes and procedures used for the RPP's production.

The structure on which this document is based has been approved by the Ministry of Finance and is the basis for accountability for the results achieved with the resources and authorities provided.
Mr. Tyrone O'Flaherty ______________________ Permanent Secretary 110 Section 2: Ministry Overview 2.1 Mission Statement Our Mission Statement is, "To harness the human resource and earnings potential of all Nevisians through the provision of sustainable tourism programmes both cultural and community based, to facilitate informed decision making and discussions within government in order to create greater awareness and revenue return, and stimulate growth and development in all sectors of the economy".
Administration The major undertaking of the Administrative Unit is to provide effective administrative and policy support for the Ministry and all related units.

The Ministry of Tourism Administration Unit endeavours to accomplish its mission through: 1.Coordinating the activities of the different units that comprise the Ministry of Tourism.
2.Organising the operations of the office so as to ensure that the management processes employed within the Ministry yield positive results for the goals set by the Ministry.

3.Handle queries, requests and complaints from the general public, and visitors to our shores in a professional, timely, and satisfactory manner.

4.Support the marketing efforts of the Nevis Tourism Authority.

5.Ensuring that all staff are adequately trained to deliver first class customer service to the general public.
Tourism Research and Development Unit The role of the Tourism Research and Development Unit is to provide the necessary framework and institutional support requisite for upmarket tourism through the sustainable development of the arts, heritage and environmental sectors of the tourist industry, thus creating a climate conducive to long term economic and social benefits for all residents.
The Tourism Research and Development Unit endeavours to accomplish its mission through: 1.Cooperation with the private sector, NGO's, other Government Ministries, Departments and Statutory bodies wherever necessary to achieve the desired result.

2.Active participation in functions held under the auspices of regional and international tourism organizations.

3.Carry out an evaluation of Nevis heritage assets and make recommendations for their protection where necessary.
4.Identifying threats to the tourist industry caused by adverse conditions in the local or external environment and actively seeking to eliminate or counter these threats.

5.Identifying opportunities to enhance our tourism product and seeking ways to take advantage of 111 such opportunities.

6.Encourage the development of new craft lines to augment the existing lines and to add variety and spark interest in the advancement of local craft and skills.
7.Develope and deliver tourism awareness programmes to the general public in order to heighten the awareness of the importance of tourism to the local economy.

8.Establish comprehensive tourism education in our schools.

9.The development and rehabilitation of historic sites and properties, alone or in conjunction with pertinent stakeholder partners.
10.Fostering the creation of suitable, theme- based, man-made attractions to supplement our quota of natural sites, features, artifacts and cultural processes.

11.Provide training to operators of small ancillary businesses in the industry.

12.Establish and maintain a registry of standards for attractions, properties and operators conducting business within the industry.
13.Encourage and foster where necessary legislative initiatives aimed at improving the holiday experience as well as preserving the tourism landscape.

112 2.4 Planning Overview 2.4.1 Overview 2.4.1.1 Portfolio’s strategic Objectives vs Government Directions The main thrust of the tourism strategy will be the sustained effort to provide employment opportunities for the populace, especially the young people.
This will manifest itself in the continued support for all initiatives aimed at expanding the accommodation sector, increased hotel development, all with the view of attracting more up market, high end spending visitors.

The Government directions regarding Tourism will focus on: -Ensuring that tourism projects are environmentally sound.

-Creating new entrepreneurial opportunities for our young people.

-Making nature based activities a key component of the tourism product.
-Ensuring new opportunities for Nevisians in top jobs and equitable compensation for Nevisians in the hospitality sector by ensuring that they are exposed to the best training available both locally and overseas.

-Establishing an atmosphere where locals feel empowered in setting up ancillary or support industries by providing meaningful incentives to them.
To ensure the implementation of the Government's vision, the Ministry of Tourism will seek to exercise policies which will embrace the general principles of equity and accessibility of each and every resident to participate in the development of our country.

Tourism awareness will be a priority for every sector of the economy and for the education system from primary to secondary to tertiary level of studies.
This will include aggressive awareness programmes, human resource training and support for incentives currently offered to small and medium business.

The Ministry will also ensure that sound environmental principles are observed and rigorously applied in any decision that grants foreign businesses the opportunity to conduct operations in Nevis.
The Ministry will also seek to support efforts to create a sufficiently educated and well trained pool of industry workers to be placed at the disposal of any investor wanting to do business in Nevis.
2.4.1.2 Portfolio’s Annual Objectives vs Strategic Objectives The single most important strategic objective of the Ministry of Tourism is to promote and develop tourism in the island of Nevis, to increase the number of tourists coming to the island and to increase the revenue generated by this increase in visitors.

To ensure the implementation of the annual strategic objectives, the Ministry of Tourism has advanced the following objectives for 2013: 113 1.
Maximise Nevis' tourism potential by stimulating an increase in the number of visitors (air, cruise-ships, yacht) to Nevis.

2.

Drive demand for Nevis as a desired destination.

3.

By means of impactful tourism awareness programmes,continue to build our learning and development resources, in order to provide tourism businesses with a range of tools, services and opportunities to support their decision making.

4.

Enhance the industry's competitive position with market-leading research and analysis.

5.
5.

Introduce an event development strategy to ensure the sustainability and viability of events.

6.

Enable consumers to connect to our tourism products through a range of distribution channels, with particular emphasis on the shift to online as the preferred means to research and purchase these products.

7.

Work with our distribution partners to ensure they are motivated to sell the destination and that they have access to relevant information for their needs.

8.
8.

Diversification of the Tourism product to make the sector more economically competitive, and increase local participation in this sector.

9.

Strengthen marketing and distribution links with key government and private sector tourism assets (Nevisian Heritage Village, Museum of Nevis History, Botanical Gardens, and the Nevis HTA.

10.
10.

Increase the number of cruise passengers coming to the island, by increasing the number of ships arrivals in Charlestown per se, as well as aggressive promotion of passenger transit through and from St. Kitts.

11.

Increase revenues collected at the Nevisian Heritage Village 12.

Encourage the development by vendors of new craft lines and products to provide more diversity which would lead to greater interest in craft products by the tourists and greater scope for creativity by local craft providers.
13.

Continue collaboration with industry partners to ensure the delivery of essential customer service training seminars and effective delivery of service excellence.

14.

Continue to support the marketing efforts of the Nevis Tourism Authority.

15.

Complete the New River/ Coconut Walk Estate rehabilitation.

16.

Enhance our strategic approach to industry communications to ensure we are effectively communicating and consulting with industry and stakeholders at all times.

17.
17.

Complete the Bath House and Stream Rehabilitation.

18.

Complete the Saddle Hill and Surrounds Rehabilitation Project.

2.4.1.3 Modifications to the Portfolio’s Strategic Directions during the year 114 The strategic plan for 2013 had to be modified and scaled back drastically due to financial constraints.

The main casualties of this modification were the capital projects.

2.4.1.4 Main Activities contributing to the Portfolio’s Annual Objectives 1.
Develope an event development strategy to ensure the sustainability and viability of tourist related events in order to maximize revenue potential.

2.

Create an Events Management and Promotions Unit to liase with other organizations holding tourist related events in Nevis.

3.

Attract one or more new major sporting events in addition to the Tri-star Triathlon for 2013.

4.

Work collaboratively with our air and sea partners to manage capacity and stimulate route development.

5.
5.

Fully embracing the use of social media to engage with and connect consumers to Nevis.

6.

Target upscale cruise lines such as Holland America, Royal Caribbean, Regent Seven Seas, for inclusion in their itineraries.

7.

Foster links with St. Kitts tour operators to offer tours to Nevis as part of their package of offerings.

8.
8.

Collaborating with the Craft House to raise the profile of the Artisans Village which will allow tourists the opportunity to see local craft providers at work thus piquing their interest.

9.

Establish Plantation Yard Museum on the grounds of New River Estate in order to provide diversity in our tour offerings, new experiences for our visitors as well as new revenue opportunities not only for our young people but for the economy as a whole (deferred from 2012).

10.
10.

Continue the programme of customer service training offered by the Ministry in collaboration with other stakeholders and agencies for operatives within the industry in order to ensure that the positive opinion of Nevis held by our visitors continues to hold.

11.

Ensure continued Government support for the marketing efforts of the Nevis Tourism Authority.

12.
12.

Continue the customer expansion drive to attract more visitors to the Nevisian Heritage Village, including targeting groups, offering group rates to church and community groups, medical students in St. Kitts and in Nevis, hotel guests etc, and special incentives to taxi drivers.

13.

Creation of a Maritime Museum (deferred from 2012).

14.

Rehabilitation of the Hot Bath and Stream.

15.

Effecting the completion of the Saddle Hill and Surrounds Protection and Preservation Project.
2.4.1.5 Main Challenges to Achieve Portfolio’s Annual Objectives 115 1.

The main challenges to a successful completion and overall achievement of the Ministry's objectives for this year will be external.

As usual,the threat of hurricanes continues to be our greatest concern, and the upcoming 2013 season promises to be a busier one than its predecessor year.

There are several reasons why a hurricane is undesirable.

First of all, tourism arrivals will undoubtedly fall off drastically.
Add to this, the expected loss of income due to layoffs, lack of movement of consumer goods and the general downturn in business, and one can see that a hurricane is the challenge to fear the most.

Among the other threats to watch: 2.

The recent escalation of crime and violence in the Federation threatens to take away one of our major selling points,no longer can we boast about peace and tranquility.

3.
3.

Rising fuel prices has its effect of causing an increase in the cost of travel itself, especially from our major supply points.

4.

Lack of Tourism Awareness and Education A frequent complaint regarding Nevis is about poor attitudes and poor customer service in certain sectors of the industry.

Obviously such complaints will be passed on to other potential visitors, and in this age of the internet can take on a life of their own.

5.

Airlift This has always been the chink in our armour.
Too few flights and high air fares are a major concern.Increased airlift potential through St.Kitts on BA has helped tremendously.In addition the recent advent of Fly Montserrat and earlier, CAPE Airways have helped to alleviate the situation even more.

Other existing options including WINAIR and LIAT will continue to be part of our strategies to improve airlift to the island.

6.

Littering continues to be a problem despite the best efforts of the Solid Waste Management Authority.

7.
7.

Limited Resources Nevis is limited by the amount of money available for all programs.

As usual,great care will have to be taken to establish priorities and spend wisely 8.Branding Nevis/Expanding our Horizon The challenge here is as always to introduce Nevis as a desirable destination to a larger customer pool than has hitherto been accomplished as the tourist of today is more educated, more sophisticated and more informed.
Our marketing methods must evolve with the times we live in; more internet marketing, more niche market targeting, more face to face contacts, less of the conventional approach is the approach we will take.

9.Customer service As usual rapt attention must be paid to the tourist's perception of the attitude of Nevisians.

Ongoing hospitality training will be a major of the Ministry's agenda for 2013.
2.4.1.6 Portfolio’s Resources and the achievement of the Strategic Objectives over a Multi-Year Time Horizon 116 The resources assigned to the Ministry of Tourism are mainly financial.

As stated the strategic objective of the Ministry is the promotion and development of tourism, increasing the number of tourist arrivals, and increasing the revenue received from these arrivals.
For this strategic period, it is expected that financial assistance will continue to be given to the Nevis Tourism Authority to help with its marketing efforts, as this body continues on the road to its own self sufficiency.

The development of cruise tourism will continue to occupy our best efforts in the next three years, as we continue to target more upscale vessels.
This will include a refocusing of our marketing approach away from attendance at trade shows towards more direct contacts with service providers.

HUMAN RESOURCES Staffing will increase minimally.

However, we expect to employ another cruise specialist as our focus shifts into high gear during 2013.

In addition, training will be necessary for our curators at the various heritage sites.Training for taxi operators will also become necessary as part of the requirements of the new taxi legislation.
An Events Promotion Officer will also form part of the three year plan.

Marketing the historic sites will also be a priority.

This will take the form of sales calls, hosting special on site events at Culturama and Christmas and hosting outdoor conferences, weddings.

This will necessitate a small investment in facilities such as tents, chairs etc.
As the Research and Development Unit continues with its awareness and education activities, funds will have to be utilised for staff training, consultancy fees and seminars.

There will also be a need for teaching aids, research equipment, recording materials, brochures, information leaflets and the like.
2.4.1.7 Impact of Previous Year's Achieved Results on the Current Year's Planned Expenditure The previous budget year was not one in which many of our objectives could be achieved.The austerity measures introduced of necessity, by the Ministry of Finance, meant, therefore that some capital projects in particular have had to be reintroduced for this budget period.

Certain other programmes, notably Grants and Contributions, had to be slashed and will continue to be slashed for the foreseable future.
Increased expenditure for Ministry assets had an impact on Professional and Consultancy Services as the Ministry moved to make secure the now completed Artisan Village.

The Ministry's commitment to Tourism Education in schools continues.

So will the need for more consultancy fees.

The success of the Summer Art Workshop will require a repeat of the programme for 2013 and thus a similar belaying of funds for training materials.
117 2.4.2.1 Status Report on Major Government Projects (MGP) Project 1 TOURISM DEVELOPMENT Total Project Cost and source of funds $100,000 XCD - Funded by Revenue $293,813 XCD - Funded by Development Aid Strategic Objective To upgrade the existing expansion of the Nevis Tourism product, to offer a product unique to the region, as well as the preservation of historic sites that is of extreme importance to Nevis.
Lead Department or Agency Ministry of Tourism Contracting Authority Nevis Island Administration Project Management Unit Ministry of Tourism Sectoral Benefits Short term Direct employment of persons in the construction and other related sectors Long term - a beautifully restored facility and surroundings for use by residents and visitors alike -a new revenue generating facility for Nevis 2.4.3 Transfer Payment Information The Ministry of Tourism will provide assistance to: 1) Nevis Tourism Authority XCD 500,000.00 3.1 Important Initiatives Contributing to the Achievement of the Annual Objectives Provide General Administration and Policy Support This programme aims to provide general policy and administrative support to the Ministry in a professional manner hereby delivering quality services to all stakeholders.
118 Research and Develop a sustainable Tourism Industry This programme aims at making Nevis the number one tourism destination in the Caribbean in terms of visitor arrivals by providing more enjoyable experiences through the creation of attractions.
Manage the Development of the Tourism Industry This programme has an objective to regulate, and promote sustainable use of the natural, cultural and historic resources of the island of Nevis so as to ensure productive growth and development in all sectors of the economy.
3.1.1 Overview of Each Programmes' Activities Provide General Administration and Policy support This programme aims to provide general policy and administrative support to the Ministry in a professional manner hereby delivering quality services to all stakeholders.

Research and develop a sustainable tourism industry This programme aims at: 1.

Providing effective tourism research, insights and market feedback to inform our decision making processes and empower the tourist industry.

2.
2.

Regulating, and promoting sustainable use of the natural,cultural and historic resources of the island of Nevis so as to ensure productive growth and development in all sectors of the economy.

3.1.2.1 Impact of Each Programme Provide Administrative and policy support to the Ministry of Tourism This programme will contribute to establish a professional business climate for the high quality provision of services and information to the general public and stakeholders alike.
A more professional climate will ensure the delivery of service excellence.

New River Project and Marine Museum This programme will provide more places of interests for the tourists to visit.

The potential for revenue generation is obvious.

However, when complete it will serve as another centre of learning about the history and culture of Nevis.
Invest in the development of the Tourism Industry 119 This investment will not only be an investment of money, but also of human resources, commitment to the creation of a knowledgeable and efficient workforce.

Upgrading and Development of Heritage Sites This programme is geared towards proper maintenance and development of our heritage sites.It also aims at increasing the number of visitors to the sites, which would result in increased revenue.
A more attractive site could lead to the site being used much more and by a wider variety of patrons.

Conferences, weddings seminars are all events that can be hosted at the Heritage Village.

120 Section 4:Supplementary Information 4.1 Portfolio’s Main Estimates by Expenditure Type Org Unit Name: 10 - Ministry of Tourism 10 - Permanent Secretary's Office Activity Type: Portfolio Activity Name: 10.
Manage the Ministry of Tourism Expenditure Expenditure Expenditure Expenditure Recurrent Expenses Compensation of Employees 01-Personal Emoluments 02-Wages Use of Goods and Services 05-Travel and Subsistence 06-Office and General Expenses 07-Supplies and Materials 08-Communication Expenses 09-Operating and Maintenance Services 14-Purchase of Tools, Instruments, Furniture and Equipment 15-Rental of Assets 16-Hosting and Entertainment 17-Training 21-Professional and Consultancy Services 27-Production and Marketing Expenses Other Expenses 28-Sundry Expenses Actual 2011 1,413 1,138 542 597 275 57 2 3 1 15 4 10 13 8 81 83 Estimated Planned Projected Expenditure Projected 2012 2013 2014 2015 (in thousands) Capital Expenses Memorandum Items 45-Acquisition/Construction of Physical Assets 48 Renovation and Upgrade Transfer Expenses Grants 10-Grants and Contributions - Grants Total Total Total Total 121 Ministry 11 Education and Library Services 122 Section 1: Executive Summary and Management Representation Statement 1.1 Minister's Message The Nevis Island
 Administration will endeavour, though faced with insurmountable economic challenges, to maintain its commitment to the development of the island's human resource capital.
In order to achieve this objective all Nevisians must be given the opportunity to realize his/her full potential and be able to play an active role in the development of the island.

Education continues to be a priority for the Nevis Island Administration.

To this end my Administration will fulfill its mandate of providing all Nevisians with opportunities to maximize their potential and to develop academic skills for lifelong learning.
The Nevis Island Administration is committed to the provision of total access to Early Childhood, Primary, Secondary and Tertiary Education.

Special emphasis will be placed on Physical Education, as well as Health and Family Life Education through a Child Friendly Schools (CFS) initiative which will manifest the principles of child-centeredness, democratic participation and inclusiveness.

This will undoubtedly lead to the transformation of the physical facilities and services offered by schools.
They will also seek to address teaching and learning methods and to enhance the learning environment for students.
In addition, through the strengthening of support systems, such as refurbished computer laboratories, effective after-school programmes, improved science laboratory facilities, an expanded and improved school meals programme and well developed Technical and Vocational Education Training (TVET) and Adult and Continuing Education Programmes, this Administration will ensure that the holistic development of all citizens and residents is achieved.
The training of Principals, Teachers, Administrative and Support Staff will continue to be top priority for this Administration.

New strategies will be adopted in recruiting, retaining and developing teachers to meet the needs of all students.

The Ministry will continue to engage the participation of social partners and the private sector to ensure the sustainability of its various reform initiatives.
The Nevis Island Administration will redouble its efforts in ensuring that the schools and its environs are safe and secure at all times.

The implementation of security measures will be pursued vigorously so that our students and teachers will have the requisite environment to carry out their daily activities.
The goal of the Ministry of Education and Library Services is to continue the process of institutional strengthening and to strive to improve productivity and efficiency at all levels of its operations.

Therefore, reform measures will be taken in all management and administrative procedures and processes.

The continued training and staff development programmes will provide support to strengthen and sustain the measures outlined above.
The Nevis Island Administration will ensure that every citizen and resident of Nevis receives quality education, and is equipped with lifelong skills to respond effectively to the development needs of the island; and to survive in a global community.

Honourable Vance Amory _______________________________ Premier and Minister with responsibility for Education 1.2 Executive Summary 123 The following represents the mission, goals, objectives and activities of the Ministry of Education and Library Services.
It is our firm belief that the targets are achievable even though there are human and financial constraints.

To this end, therefore, the Ministry will endeavour to implement the programmes over the next two years.

Profound gratitude is expressed to members of staff, the general public and regional and international agencies for their support over the last budgetary period.

We crave the support, co- operation and collaboration of all as we continue to improve the quality of life for all Nevisians.
1.3 Management Representation Statement I submit, for tabling in Parliament, the annual Report on Plans and Priorities (RPP) for the Ministry of Education & Library Services.

To the best of my knowledge, the information: - Accurately portrays the department's mandate, priorities, strategies and planned results of the organization.

- Is consistent with the disclosure principles contained in the Guidelines for Preparing a Report on Plans and Priorities.

- Is comprehensive and accurate.


- Is based on sound underlying departmental information and management systems.

I am satisfied as to the quality assurance processes and procedures used for the RPP's production.

The structure on which this document is based has been approved by the Ministry of Finance and is the basis for accountability for the results achieved with the resources and authorities provided.
Mrs. Lornette Queeley-Connor _____________________________ Permanent Secretary 124 Section 2: Ministry Overview 2.1 Mission Statement PORTFOLIO To provide an environment which would facilitate the personal and professional development of the island's human resources to effectively face the challenges of the changing Nevisian society.
DEPARTMENT OF EDUCATION To maximize resources and increase accountability in order to provide the residents of Nevis with a quality and relevant education system built upon strategic planning, research and evaluation, education and training and school-community partnerships.

PRIMARY EDUCATION To provide quality education in a wide range of subject areas in the lower schools; and to stimulate and nurture knowledge, skills, attitudes, dicipline and pride in the students.
SECONDARY EDUCATION To provide for all students the forum for exploration of a wide range of diciplines in the lower schools, and opportunity for specialization in keeping with career choices in secondary schools; to focus on academic and cater to basic requirements.

LIBRARY SERVICES To provide quality services, resources and lifelong learning opportunities through books and a variety of other formats in support of education, work and leisure, personal and cultural development.
125 2.4 Planning Overview 2.4.1 Overview 2.4.1.1 Portfolio’s strategic Objectives vs Government Directions The Government's direction regarding education is to transform the education system into a comprehensive, coordinated and coherent agenda that our young people will use throughout their school lives to prepare them for positive socialization as well rounded citizens.
This would equip them to lead productive lives; access tertiary education and specialized learning, particularly in the new technologies; and job opportunities in the 21st century.

To ensure the implementation of the government's vision, the Ministry of Education and Library Services seeks to provide an educational environment that will enable all students to develop essential academic skills for lifelong learning, to make responsible choices and to contribute to a diverse and changing world.
2.4.1.2 Portfolio’s Annual Objectives vs Strategic Objectives The strategic objective of the Ministry of Education and Library Services is to provide an educational environment that will enable all students to develop essential academic skills for lifelong learning, to make responsible choices and to contribute to a diverse and changing world.

To ensure the implementation of the strategic objective, the Ministry of Education and Library Services has advanced the following objectives for 2013: 1.
Increase the number of users of the library.

2.

Increase the number of students that are gainfully employed upon graduation from the Special Education Unit.

3.

Increase the # of students who graduate from secondary school.

4.

Increase the # of children entering the secondary school cycle in the mainstream from the primary cycle.

5.

Increase the number of students participating in early childhood education.

6.

Expand the school lunch programme.

7.


Develop and improve the use of technology in schools and libraries.

8.

Expand and improve Technical and Vocotional Education Training (TVET).

126 2.4.1.7 Impact of Previous Year's Achieved Results on the Current Year's Planned Expenditure 1.
Thirty(30) teachers: twelve(12) first year and eighteen (18) second year teachers are currently pursuing the Associate Degree in Teacher Education at the Clarence Fitzroy Byrant College (CFBC)- the largest number in the History of Education in Nevis.

2.

Eight (8) trained teachers returned to the classroom for 2012-2013.

3.

The Performance of teachers at the Clarence Fitzroy Byrant College (CFBC) has improved tremendously, with a pass rate of 100% over the last three (3) years.

4.
4.

The Teacher Resource Centre continues to circulate a quarterly newsletter.

5.

Untrained teachers and teachers in-training at CFBC benefit from workshops and sessions in the appropriate use of manipulatives and resources organized by the teacher resource centre.

6.

The Department in collaboration with the Nevis Rotary Club International hosted its third annual national spelling bee competition for all primary & secondary schools.

7.
7.

Sports continue to provide the avenue for successful events in cricket, football and athletics.

T.D.C, Carib Brewery St Kitts-Nevis Ltd, Mem's Pizzaria and Gulf Insurance Company respectively provided sponsorship.

2.4.2 Capital Projects Information PROJECT 1: UPGRADE OF SCHOOLS Total Project Cost and Source of Funds $50,000 XCD – Funded by Revenue Strategic Objective: To improve the physical plant and environs of schools to effect learning capabilities.
PROJECT 2: SCHOOLS MEALS PROGRAMME Total Project Cost and Source of Funds $75,000 XCD – Funded by Revenue Strategic Objective: To assist in the improvement of the physical building of schools to improve the lunch programme.

PROJECT 3: PROVIDE FURNITURE FOR SCHOOLS 127 Total Project Cost and Source of Funds $250,000 XCD – Funded by Revenue Strategic Objective: To assist in the improvement of the furnishing of schools to improve student learning.
2.4.2.1 Status Report on Major Government Projects (MGP) PROJECT 1: UPGRADE OF SCHOOLS Total Project Cost and Source of Funds $150,000 XCD – Funded by Revenue Strategic Objective: To improve the physical plant and environs of schools to effect learning capabilities.

PROJECT 2: PROVIDE FURNITURE FOR SCHOOLS Total Project Cost and Source of Funds $250,000 XCD – Funded by Revenue Strategic Objective: To assist in the improvement of the furnishing of schools to improve student learning.
2.4.2.2 Other Capital Projects Judged Important and status report All capital projects are covered in MGP section.

2.4.3 Transfer Payment Information The transfer payment beneficiaries for the sector of Education are the following: 1) Support for Private Schools : $145,000XCD 128 Section 4:Supplementary Information 4.1 Portfolio’s Main Estimates by Expenditure Type Org Unit Name: 11 - Ministry of Education & Library Services 11 - Permanent Secretary's Office Activity Type: Portfolio Activity Name: 11.
Manage Education and Library Services Expenditure Expenditure Expenditure Expenditure Actual 2011 Estimated Planned Projected 2012 2013 2014 2015 (in thousands) Expenditure Projected Recurrent Expenses Compensation of Employees 01-Personal Emoluments 02-Wages Use of Goods and Services 05-Travel and Subsistence 06-Office and General Expenses 07-Supplies and Materials 08-Communication Expenses 09-Operating and Maintenance Services 14-Purchase of Tools, Instruments, Furniture and Equipment 15-Rental of Assets 16-Hosting and Entertainment 17-Training 21-Professional and Consultancy Services Grants 10-Grants and Contributions - Grants Other Expenses 12-Rewards and Incentives - Compensation of Employees 25-Student Education Learning Fund (S.E.L.F) 28-Sundry Expenses Capital Expenses Memorandum Items 42-Supplies and Materials 44-Purchase of Equipment 48 Renovation and Upgrade Transfer Expenses Grants 10-Grants and Contributions - Grants Total 350
80 330 145 145 145 145 350 350 100 150 100 350 145 145 145 145 16,753 16,438 19,927 20,270 20,488 Total Total Total 129 Ministry 12 Human Resources 130 Section 1: Executive Summary and Management Representation Statement 1.1 Minister's Message The Human Resources Department has responsibility for the general oversight of the administration of the Public Service in the Nevis Island Administration.
My Government is aware that this is a crucial function and will, therefore, through the Human Resources Department, ensure that we foster the development of a work force that can competently cope with the demands of the Public Service and positively impact nation building.

In light of this, my Government will pay special attention to the area of in-house training to improve productivity, efficiency and professionalism.
We will ensure that Government employees at all levels are exposed to the critical areas of Customer Service, Supervisory Management, Records Management, Team Building, Report Writing, Financial Instructions, Time and Conflict Management, and Civil Service Rules and Procedures among others.
As far as possible, we will utilize the services of persons on island with the necessary qualification and experience to facilitate this training exercise which will help us to eliminate systematic inefficiencies and inertia in the Public Service.

While my Government will also place emphasis on higher education we shall seek to establish a training programme which is more efficient and ensures a greater level of accountability.
We intend to conduct a thorough assessment to ascertain all the priority areas for the Administration.

We will be willing to assist Nevisians pursuing undergraduate studies but whose areas of study fall within the priorities of Government which may include Education, Health, Public Administration, Agriculture, Craft Production and Design and the technical and vocational areas.

Our priority area, once clearly identified, would help to give direction to our pursuits in training.
We shall encourage Nevisians pursuing higher education to take advantage of the educational opportunities being offered by our regional institutions.

Of particular interest to this Administration is the Distance Education Program offered to our people by the University of the West Indies.

Furthermore, my Administration will welcome the assistance of friendly governments and organizations that are willing to partner with us to develop our Human Resource.
We will do our part to ensure that courses being offered in this regard, are made accessible to our people in a timely manner.

My Administration, as it strives to foster a climate for sustained growth and development, is ever cognizant of the need to improve standards in the Public Service.

We shall endeavour to revamp, retrain and retool where and when necessary to ensure the provision of high quality public services.
Honourable Vance Amory _________________ Premier & Minister with responsibility for Human Resources 1.2 Executive Summary The Human Resources Department remains faithful to the philosophy that human capita development is key to the success of any nation.

Thus, the Department will once again in 2013 continue its efforts to pursue training programmes geared towards the development of our 131 people.
In view of the above, Nevisians who are interested in pursuing higher education will continue to receive financial assistance.

This will help the department to meet its objective of ensuring that our people are adequately trained as we continue to engage in nation building.

Additionally, training at the higher level will enable nationals to better cope in a world which is proving to be increasingly competitive.

The need for certification in the present age cannot be over- emphasized.
The department will also continue its local training at all levels of the public service.

There is always the need for our people to be well informed of the matters which relate to their service and to strive consistently towards a higher level of efficiency, productivity and professionalism in the workplace.
It is the intention of the department to promote more public awareness programmes to sensitize the public on issues pertaining to human resource development and to give due recognition to civil servants whose service remains worthy of our highest commendation.

Indeed, the department commits itself to ensuring that a close relationship with the private sector is maintained as collectively we endeavour to ensure that our nation has a competent workforce at its disposal.
1.3 Management Representation Statement I submit, for tabling in Parliament, the annual Report on Plans and Priorities (RPP) for the Human Resources Department.

To the best of my knowledge, the information: - Accurately portrays the department's mandate, priorities, strategies and planned results of the organization.

- Is consistent with the disclosure principles contained in the Guidelines for Preparing a Report on Plans and Priorities.

- Is comprehensive and accurate.


- Is based on sound underlying departmental information and management systems.

I am satisfied as to the quality assurance processes and procedures used for the RPP's production.

The structure on which this document is based has been approved by the Ministry of Finance and is the basis for accountability for the results achieved with the resources and authorities provided.
Mr. Chesley Manners ______________________ Permanent Secretary 132 Section 2: Ministry Overview 2.1 Mission Statement To perform the leading role in providing a competent workforce for national development.

133 2.4 Planning Overview 2.4.1 Overview 2.4.1.1 Portfolio’s strategic Objectives vs Government Directions The main thrust of the human resource strategy will be to improve human capital, knowledgeable, highly skilled, capable of performing at the optimum.
To ensure the implementation of the government's vision, the Human Resources Department will seek to invest in the training and retraining opportunities geared towards personal and professional enhancement.

2.4.1.2 Portfolio’s Annual Objectives vs Strategic Objectives The strategic objective of the Human Resource Department is to position our people to positively impact national development.
To ensure the implementation of the strategic objective, the Human Resources Department has advanced the following objectives for 2013: 1.

Increase the number of Nevisians assisted in pursuing higher learning.

2.

Increase the number of employees trained during the year.
2.4.1.3 Modifications to the Portfolio’s Strategic Directions during the year The main thrust of the human resource strategy will be to improve the human resource stock for greater efficiency and productivity throughout the NIA workforce.
2.4.1.5 Main Challenges to Achieve Portfolio’s Annual Objectives Economic and Political Commitment While the Administration seeks to provide financial support to Nevisians in their quest to pursue studies, the financial constraints will determine the level of assistance possible.

The state of the economy as dictated by global trends has an impact on level of support.

Due to advances in technology more persons has chosen to pursue higher education via Distance Learning versus.
This method better equip the Nevisians to combat the financial challenges that are plaquing the economy worldwide.

Technology Advance in technology has made it possible for an increasing number of persons to have access to regional and international institutions as they pursue distance learning through this channel.

134 The challenge though, is that access may be hampered by unforeseen circumstances such as power outages, breakdown in system etc.
Sustainable Human Resource Is hampered by the non return of qualified individuals to fill key positions.

2.4.1.6 Portfolio’s Resources and the achievement of the Strategic Objectives over a Multi-Year Time Horizon The Department endeavours to spearhead the continued development of the human resources over the strategic period.

Achieving optimum efficiency will require increased investment in equipment, training.

The Ministry organized five training seminars during the course of 2012.
A total of 104 persons attended these training initiatives.

The seminars were as follows: •Customer Service Workshop hosted on February 21st and 22nd and September 24th and 25th with 23 participants.

•Records Management Seminar hosted on March 14th with 24 participants.

•Orientation Seminar hosted on March 28th with 21 participants.

•Senior Leadership Development Training hosted from April 11th to 17th with 36 participants.
The Ministry supported the participation of 26 civil servants in a four month professional development course in Supervisory Management run by the Open Campus of the University of the West Indies (UWI).

All participants completed the course successfully.

An inaugural Awards Ceremony for Junior Civil Servants was held on May 25th to recognize the outstanding performance of 15 young employees in the Nevis Island Administration.
An additional 34 Nevisians received financial assistance from the Nevis Island Administration to pursue higher education.

Human Resources visited 4 schools and 2 departments to discuss human resource issues.

Another 21 Nevisian students returned home to make their contribution to nation building.

2.4.1.7 Impact of Previous Year's Achieved Results on the Current Year's Planned Expenditure The Human Resources Department has administrative oversight for all established officers within the public service.
The staff is very knowledgeable and gives the necessary support to the department's varied functions.

Exposure to current issues and establish guidelines used within the public service - Presentations done on CSME, General Orders, Financial Instructions.

Public Awareness- Live radio panel discussion and a Career Fair.

135 Train and retrain in key areas of Customer Service and Office Management, Time Management, Basic Computer and Supervisory Management.
136 Section 4:Supplementary Information 4.1 Portfolio’s Main Estimates by Expenditure Type Org Unit Name: 12 - Human Resources 12 - Permanent Secretary's Office Activity Type: Portfolio Activity Name: 12.
Provide a Competent Workforce for National Development Recurrent Expenses Compensation of Employees 01-Personal Emoluments 02-Wages 03-Allowances Use of Goods and Services 05-Travel and Subsistence 06-Office and General Expenses 08-Communication Expenses 14-Purchase of Tools, Instruments, Furniture and Equipment 15-Rental of Assets 17-Training Grants 10-Grants and Contributions - Grants Other Expenses 12-Rewards and Incentives - Compensation of Employees 28-Sundry Expenses Expenditure Expenditure Expenditure Expenditure Estimated Planned Projected Expenditure Projected Actual 2011 2,151 444 365 20 58 2012 2013 2014 2015 (in thousands) Total Total 2,151 2,151 2,412 2,412 137 Ministry 13 Social Development et al.
138 Section 1: Executive Summary and Management Representation Statement 1.1 Minister's Message The prolonged global economic down turn has posed renewed challenges to the Ministry of Social Development in its quest to develop and implement programmes and strategies to combat growing social issues.
Not withstanding this however, the Ministry through its various departments will continue to focus on the rapid rollout of interventions, with the aim of protecting consumption and preventing further decline in poverty and social disintegration.
In addition, the Ministry will endeavour to institute a comprehensive social protection strategy which will seek to foster social and community cohesion, build human capital, manage social and economic risks, tackle vulnerabilities, exclusion and other social problems.

While the Ministry will take the lead role in building this national social protection strategy, it recognises that it also involves the integration and collaboration with other public and private sector partners.
With this in mind therefore, the Ministry will seek to enhance the strengthening of relationships within Government and with the private sector, to ensure an ongoing process of policy coordination.
It is the hope of the Ministry that our efforts in dealing with our social issues, through activities and programmess in sports, youths, community development, social services and culture, will restore Nevis to the place where we could once again live in peace and harmony with one another, despite the persistent structural challenges and the interconnectedness of economic, social and environmental factors.
Honourable Hazel Brandy-Williams __________________________________ Junior Minister with responsibility for Social Development, Youth, Sports, Communtiy Development and Culture 1.2 Executive Summary The Mission of the Ministry of Social Development is to bring about meaningful social change within the economy through creative, participatory, and sustainable programmess in the areas of Sports, Community Development, Culture and Social Services.
Each area of focus provides opportunities for individuals of all ages, abilities, social and economic status to influence and inform their own social development and well being.

The ultimate goal therefore, is to create a society where poverty reduction, social cohesion, increased family stability, gender equality, the management of social risks and the building of human capital are common place.

To accomplish these goals and objectives the following areas will be top priority for the Ministry: 1.
The development of public awareness programmes aimed at all aspects of social development.

2.

The equipping of people with necessary skills and knowledge through training.

3.

The enhancement of the social support and service systems within the various communities of Nevis.

4.

The integration of gender relations into the mainstream of the national developoment process 139 and the strengthening of the family institution towards improving social well being.

5.
5.

The strengthening of relationship within Government and between Government and other partners.

6.

To establish the Foundation as a wholesome vessel, a respected medium in fund generation and development to achieve outstanding financial results to fund development projects through local, regional and international donor relationships.
1.3 Management Representation Statement I submit, for tabling in Parliament, the annual Report on Plans and Priorities (RPP) for the Ministry of Social Development, Youths, Culture, Sports and Community Development .

To the best of my knowledge, the information: - Accurately protrays the Ministry's Mandate, priorities, strategies and plans for 2013-2015 - Is consistent with the disclosure principles contained in the guidelines for Preparing a Report on Plans and Priorities.
- Is comprehensive and accurate.

- Is based on credible Departmental information and management systems.

I am satisfied as to the quality assurance processes and procedures used for the RPP's production.

The structure on which this document is based has been approved by the Ministry of Finance and is the basis for accountability for the results achieved with the resources and authorities provided.
Mr. Keith Glasgow ____________________ Permanent Secretary 140 Section 2: Ministry Overview 2.1 Mission Statement To bring about social and economic changes , through participatory and sustainable programmes, in Sports and Community Development,Culture and Social Service in the Nevisian society.
The Ministry of Social Development is comprised of two departments namely Sports and Community Development and Social Services along with the Nevis Cultural Development Foundation, whose collective mission is to promote meaningful social and economic change to enhance the well being of target groups within the economy.
Department of Community Development and Sports COMMUNITY DEVELOPMENT DIVISION To facilitate participatory community based, self reliant and sustainable programmes in order to empower people at the community level to understand and meet their social and economic needs.

The Community Development Division seeks to accomplish its mission by: 1) Providing educational and skill training opportunities for community members at various community centres.
2) Conducting community audits and community needs assessments (CNA's) to determine status and need of communities.

3) Mobilizing communities to establish community groups with governance systems in place for the management of community programmes and centres.

4) Constructing, upgrading and maintaining community centres.

5) Providing financial support to community groups and organizations in implementation programmes.
6) Developing, implementing and managing social cohesion programmes that reduces anti social behaviour.

7) Indentifying funding agencies capable of aiding community projects.

SPORTS DIVISION To provide quality experience to individuals of all ages and abilities, through instruction in basic skills required to be successful in the major sporting disciplines and to develop positive characteristics of integrity, good sportsmanship, character, commitment and competitive desires in athletes.
The Sports Divison seeks to accomplish its mission by: 1) Coordinating coaching and physical training at all levels in the major sporting disciples.

141 2) Facilitating training programmes for sport administrators, athletes and officials.

3) Coordinating the use, upgrade and maintenance of recreational facilities and Sports Museum.

4) Supporting the activities of the Nevis Sports Council.

5) Developing sporting partnership through participation in local, regional and international competitions.
6) Promoting sports tourism as an economic activity.

7) Providing financial support to individuals, groups and Sports Associations in implementing projects and programmes.

8) Introducing new sporting activities based on community interest.

DEPARTMENT OF SOCIAL SERVICES To provide services and programmes,geared towards skills training, awareness raising, empowerment, and economic subsistence that will promote continued improvement in the social well being of the society.
The Department of Social Services seeks to accomplish its mission by: 1) Providing counselling services to the general public.

2) Providing support services to troubled juveniles and families.

3) Raising the level of awareness of gender related issues.

4) Providing support services for persons experiencing crises arising from personal or natural disasters with the view of returning to self–sufficiency.

5) Administering welfare to economically disadvantage persons in the society.
6) Initiating projects/ programmes (long and short term) to foster the development of positive attitudes with respect to family and gender to improve the quality of life for the elderly.

7) Creating and maintaining services geared to improving the quality of life of those whose activities/programmes are complementary/supplementary to the effectiveness of the department.

8) Assisting youth groups with technical and other support for the achievement of their objectives.
9) Developing appropriate programmes and projects towards achieving the overall advancement of youths.

10) Commemorating internationally recognizing days which focus on youths, the elderly, gender and the family as a unit.

11) Keeping relevant and accurate statistics which would assist in evaluating the provision of existing services, serve as information for the general public and inform the government's plan for further social change and development.
142 12) Researching and informing on innovations in social services delivery and social work.

13) Implementating the necessary laws and legislation pertaining to family safety and welfare.

14) Providing placement and protection for abused victims.

15) Providing support and cooperation to other Departments and Ministries whose activities/programmess are complementary/supplementary to the effectiveness of the department.
NEVIS CULTURAL DEVELOPMENT FOUNDATION (NCDF) To promote, develop and manage the arts and culture of Nevis.

The NCDF seeks to accomplish its mission by: 1) Implementing the provisions of the national cultural policy.

2) Undertaking research into various aspects of the arts and culture.

3) Ensuring that training opportunities are made available in all aspects of the arts and culture.
4) Marketing, promoting and coordinating artistic and cultural activities including festivals, overseas exchanges, celebrations, products and services.

5) Making recommendations regarding policy, public funding, technical and institutional support for the promotion of the arts and culture.

6) Developing and managing venues for artistic and cultural activities with specific reference to the Nevis Performing Arts Centre.
7) Assisting and supporting community based activities designed to promote arts and culture.

8) Soliciting and accepting financial assistance, subscriptions, donations, gifts and loans on behalf of the foundation.

BASIC NEEDS TRUST FUND (BNTF) The sole purpose of the Development Project Foundation is to raise funds to improve the standard of well being and complete wholeness for every Nevisian.
143 2.4 Planning Overview 2.4.1 Overview 2.4.1.1 Portfolio’s strategic Objectives vs Government Directions The strategic objective of the Ministry of Social Development is to promote social and economic changes within the economy through sports and community development, culture, and social services.

The government's direction regarding Social Development is anchored in its programmes for the development of people, as it recognizes that people are our greatest resource.
In this regard the focus will be on: 1.

Determining the appropriate policies and direction to help the various departments achieve their goals.

2.

Providing people with the necessary skills and knowledge through training, so they could enjoy more productive and fulfilling lives.

3.

Enhancing the social support and service systems within the various communities of Nevis.

4.
4.

Providing financial and technical assistance to sporting, cultural and community base organizations (CBO's) along with the less fortunate in our communities.

5.

Providing administrative oversight to the maintenance and management of community centers and sporting facilities to gain maximum usage.

6.Integrating gender relations into the mainstream of national development process and to strengthen the family institution towards improving social well being.
To ensure the implementation of the government's vision the Ministry of Social Development will: 1.

Develop public awareness programmes aimed at promoting all aspects of social development.

2.

Take a proactive approach to tackling the root causes of social problems, aim at breaking negative and long term generational cycles.

3.

Strengthen the abilities and opportunities of communities to develop their own organizations, resources and activities.

4.
4.

Monitor and evaluate various social development programmes.

5.

Continue to work towards poverty reduction.

6.

Use financial management systems and procedures to ensure available resources are use effectively to deliver social services and care.

7.

Access training opportunities to raise clients and staff awareness about social development issues.

144 8.

Make social development and social assistance services more accessible and available.
2.4.1.2 Portfolio’s Annual Objectives vs Strategic Objectives The strategic objective of the Ministry of Social Development is to promote meaningful social change within the economy through sports and community development, culture and social services.

To ensure the implementation of the strategic objective, the ministry has established the following objectives for 2013: - 1.
To provide equitable and sustainable improvement in the quality of all citizens but in particular, children, youths, the elderly, victims of abuse and other vulnerable groups, through social services.

2.

Identify additional opportunities to improve the delivery of social services by working in closer partnership with other agencies and departments.

3.

Improve talents, abilities and social skills in young people through education and training in sports, culture, community development and social capital.
4.

To encourage cultural, fine arts, social and educational entertainment events and activities for the benefit and enjoyment of the people throught the Nevis Performing Arts Center (NEPAC).
2.4.1.3 Modifications to the Portfolio’s Strategic Directions during the year The main focus of the social development strategy will be to further enhance the empowerment of people, through education and training to promote employment, social marketing of programmes, family dynamics initiatives, psychosocial support systems, poverty reduction, fostering social and community cohesion, managing social risk and building human capital.
2.4.1.4 Main Activities contributing to the Portfolio’s Annual Objectives The ministry through its various departments will meet its annual objectives as follows : The Community Development Department will seek to provide more opportunities for individuals and groups at the community level, to be actively involved in the development of their own resources and activities, through education, vocational training and human resource development.
The Sports Department will continue to improve its infrastructure, coaching and training programmes, sports administration and sports tourism product at all levels.

The Social Services Department will implement workable systems to improve its capacity to target, coordinate, monitor and evaluate its social services.
The Nevis Cultural Development Foundation (NCDF) will enhance and expand its cultural outreach programmes to include full utilization of the Nevis Performing Arts Center (NEPAC) and collaboration with other cultural stakeholders.

145 2.4.1.5 Main Challenges to Achieve Portfolio’s Annual Objectives COMMUNITY DEVELOPMENT 1) Untrained Staff.

2) Erosion of community spirit and community cohesion.

3) Reduction in financial resources to fund community projects and programmes.
4) Limited inter-department and inter sectoral linkage.

5) Changes in the social landscape.

SOCIAL SERVICES 1) Recruiting and retaining qualified persons in the field of social work.

2) No shelter for abused men and women.

3) Not enough male staff social workers.

4.

An observable lack of appreciation by key players to fully appreciate and connect a country's progress with adequate provision of essential social services to prevent future societal breakdowns.

5) Insufficient resources.


SPORTS 1) Shortage of staff in specific sporting disciplines.

2) All Sport Officers are not employed by the Department of Sports.

3) Lack of appropriate facilities at the primary level.

4) Lack of resources, equipment, transportation etc.

5) Vandalism of facilities which results in high cost of maintenance.

6) Gap between sports and education.

NEVIS CULTURAL DEVELOPMENT FOUNDATION 1) Resource acquisition and allocation.

2) Management and leadership.


3) Absence of a National Cultural Policy.

146 4) Mobilization of public and private resources for the benefit of the sector.

BASIC NEEDS TRUST FUND 1) Lack of steady/reliable funding for projects.
2.4.1.6 Portfolio’s Resources and the achievement of the Strategic Objectives over a Multi-Year Time Horizon The ministry is committed to the continued social transformation of Nevis and as such is endeavouring to utilize the resources assign to it, to achieve its strategic objectives by : 1.

Supporting the Nevis Cultural Development Foundation (NCDF) in the promotion, development and management of the Arts and Culture.
2) Enhancing the social, technical, financial and service systems at the community level.

3) Providing and promoting infrastructure, coaching and training initiatives in sports.

4) Providing support to social protection and social safety networks.

2.4.1.7 Impact of Previous Year's Achieved Results on the Current Year's Planned Expenditure The Ministry of Social Development continues to be an activity oriented ministry.
This has been demonstrated by the wide range of programmes and activities implemented throughout the communities of Nevis by its various departments.

Highlighted below are some of its achievements from 2011 to present.

SPORTS AND COMMUNITY DEVELOPMENT 1.

The 2011 Department of Sports Summer Program kicked off the year under review with 89 registered participants of which 40 were registered for Netball.
This was really a good sign since the sport of Netball has not been vibrant in the schools for some time.

This gave an indication as to the level of interest shown by the children in this sporting discipline.

2.The Department introduced Netball to the students at the Maude Crosse Preparatory School during the year under review.

3.
3.

In the area of cricket, the Department of Sports Under 13 Cricket team placed 2nd in the Federation's Ministry of Sports Regional Cricket Competition and also the TDC 10/10 Regional Cricket Competition.

4.The Department assisted and coordinated the 2012 St.Kitts-Nevis Secondary Schools Cricket competition with Charlestown Secondary School making it to the finals.
A three match series was also organised between the Gingerland and Charlestown Secondary Schools in February 2012 with Charlestown Secondary winning 2-0.

5.

The department cricket development programs with the U13, U15, U17 and U19 continue to bear fruits in that a mumber of players gained selection to national and regional teams.

Ross 147 Powell, Saeed Williams, Kezron Archibald, Hakeem Harvey got selection to the Leewards U15 Team which participated in the West Indies Tournament in Trinidad.
Trevin Nisbett, Saeed Williams, Clydre Smithen and Theron Bussue were selected to participate in Leeward Island Cricket Board U15 training camp in Antigua.

Chavil Archibald, Kezron Archibald, Dymon Parris and Duan Webbe were selected to the Leewards U19 and participated in the West Indies U19 Tournament in Guyana.

Ross Powell, Saeed Williams, Kezron Archibald, Hakeem Harvey were selected to the Leewards Islands U17 Team which participated in Tobago.

6.
6.

The Ministry of Sports coordinated T20 Cricket Classic League in July 2011 and 11 teams participated.Hightlights International was the winner.

7.

The Department introduced the U23 Cricket Program in October 2011 and 20 participants took part in the programme.

8.

The first ever softball league in St.Johns Parish was introduced with eight (8) teams participating.

Brown Hill 2 team was the eventual winner.

9.


Five players who started with the Ministry of Sports U13 progam in the person of Chavil Archibald, Dymon Parris, Duan Webbe, Alex Williams and Wasim Mintos, got selection to the Champion Senior Nevis Cricket Team in June 2012.

10.
10.

In the area of football, the Month of May, 2012 saw the start of the U16 Football tournament in St.Kitts from which five players who were trained in the Department of Sports development program were selected as part of the training squad for the U17 World Cup Team.

In the final analysis, three of the five in the persons of Shakir Claxton, T'jair Carey and Ravelito Taveras were a part of the final squad.

11.
11.

There is a female Football Open League currently ongoing in St.Kitts in which Secondary School Femal Students and young adults from Nevis are taking part.

Worthy of note are the names Kishnell Warner and Reece Emlyn from the Gingerland Secondary School for their outstanding performances so far.

These ladies are trained through the Department of Sports Female Football Programme.

12.
12.

The Department of Sports football Grassroots Program continues with a significant increase in the number of participants.

There are about 35 boys in regular practice every Saturday.

13.

In the area of fitness, "Shape Up for your Health"' an initiative by the Department of Sports through its fitness coach, Masefield Nisbett, which began in February 2012 has grown significantly as the word is getting around and persons are becoming more health conscious.
The programme is conducted twice weekly at the Artisan Village.

A sister programme "Advice for your Health" has also been introduced.

14.

Two Nevis Football Officials participated in and passed the mandatory quarterly fitness test for the St.Kitts-Nevis Football Association.

The preparatory work for these tests was done by Physical Trainer and Fitness Coach from the Department of Sports, Masefield Nisbett.

15.
15.

Mr Nisbett attended a one week Fitness Instructors Course a the Marriotts Resort in St.Kitts in June to further enhance his knowledge of physical training programs for referees and assistant referees as well as providing expert and personal advice to improve the fitness condition of current and future international referees and assistant referees.

DEPARTMENT OF COMMUNITY DEVELOPMENT 148 1.

Opening of four community centres in Cotton Ground, Fountain, Combermere and Jessups Village.

2.
2.

Institutional strengthening of the Community Development Department by the employment of a Director to coordinate the activities in Community Development and employment of one community development officer, five center managers, five cleaners and the addition of two additional members to the clerical staff.

3.

Training of Department's staff in "interpersonal communications in the workplace".

4.
4.

Collaborated with the Nevis Cultural Development Foundation to host the UNESCO Slave Route Senimar in January.

5.

Establishment of a Community Dance Group in Gingerland.

6.

Work in Collaboration with Social Services to coordinate a Bike Not Bomb workshop in St.Georges Parish.

7.

Initiated a village clean up in Rawlins and Bath Villages.

8.

Work in conjunction with the Nevis Cultural Development Foundation to host a kite flying workshop in April in the St.James Community.

9.
9.

Hosted "The Market" a village day to exhibit food, art and craft and cultural art forms in Cotton Ground Village in May.

10.

Hosted a successful panel discussion entitled "Promoting a Safe, Sound and Stable Society" with Commissioner Celwyn G. Walwyn in April at the Ivor Walters Primary School.

11.

Hosted Community discussion entitled "Financial Management and Investing during a Recession".

12.

Hosted Father's Day Celebrations at the Cornmill Center, Gingerland.

13.
13.

The Empowering Men and Women for change, skilled based program continued in areas of plumbing and electrical wiring in four (4) communities, with forty five (45) persons benefitting from the programmes.

SOCIAL SERVICES DEPARTMENT 1.The Department was fully involved in all stages of development of the draft copy of the St.Kitts- Nevis National Social Protection Reform Strategy.
Department was responsible for organising and effecting Nevis involvement in Civil Sector Consultation; media presentations and focus group discussions on the document.

2.

Full three months review of the Department's Public Assistance cash transfer program was completed in May with a written report.

Report will assist with informing the process of consolidation of social safety programs provided by the Department.

3.
3.

Staff Development trainings/capacity building: Areas of training - Gender Sensitive Budgeting and Policy Making - Senior Leadership and Management - Front Office Service Delivery - Building capactiy skills for Youth Entrepreneurship 149 - Consolidation and effective delivery of Social Safety Net Programmes - Elderly Care in local communities - Promoting community/home based care for Senior Citizens - Advancing Economic Growth through Entrepreneur Development 3.
Staff addition to include a trained counselor in the Gender Affairs Division; professional counseling services can now be better concentrated to adult clients and victims of domestic abuse with attending assistance/guidance for clients who need legal protection in dangerous situations.

4.
4.

Second Chance Teen Mothers Programme began in the first quarter of 2012; programme offers much needed financial and educational assistance; parenting and job training to young mothers who have not returned to the school system.

5.

Programme to recognise and empathise with surviving relatives of gang violence started during review period will contine on a quarterly basis.

6.
6.

Single Parent Programme was able to complete an eight month training in information technology course for singel mothers in conjunction with a reputable local tutor.

A text book revolving program for assistance to single parent headed households was also implementd in August 2011.

7.

Institued advocay and awareness raising programs with regards to domestic violence, child neglect and sexual abuse.

These programmes were done in schools, churches the community and on radio and television.

8.
8.

As of June 2012, 13 children were placed with foster families and an additional 25 in court or voluntary placements with fathers and extended family members to facilitate the protection of many of these children from neglect, physical abuse and sexual violence.

9.
9.

Expansion of Summer Job Attachment Program (SJAP)to include special concentration on training for young persons interested in Nursing and other Health Related Occupations, an initial group of twelve SJAP participants were ear-marked for this opportunity based on career preferences documented on their application forms.

10.

Introduction of AGNAR (partners of America Program) to Nevis.

This sport based programme taught employability skills to a specially selected group at a risk youth aged 16-24.

11.
11.

Nevis Boy's Choir collaborated with the Diaster Prepardness Department in video production of Diaster Prepardness jingles.

12.

Expansion of Youth Month and Easter programme to include activities to foster inter- generatioal relations between youth and seniors.

13.

Introduction of monthly Youth Recognition Award 18-36 age group and Annual Youth Achievers Award for Primary and High School aged young persons.

14.
14.

Care Givers trained in PAHO sponsored workshop; "Improving Chronic Non-Communicable Diseases: Quality Care Management".

15.

Basic Training Course for new community care givers in conjunction with Alexandra Hospital Matron and Senior Nursing Staff.

150 NEVIS CULTURAL DEVELOPMENT FOUNDATION 1.

Annual Easter Workshops - Kite Making - Steel Pan - Masquerade - Clown - Drumming 2.
Celebrations and Observances - Black History Month (February) - NCDF Anniversary (April) - Culturama (July-August) - Christmas Cheers and Carol Fest (December) 3.

Technical Assistance - Black History School Assembly and Afro Centric Day Parade - Tourism Week - Child Month - National Cultural Policy Consultation (UNESCO) - Assistance with Village Reunions - Collaboration with Community and Social Development on various acitivities - National Celebrations 4.
Continuation of School Cultural Programs in Primary and Secondary Schools.

- Steel Pan - Dance - Drama - Drumming - Masquerade - Clowns 5.

Special Projects: - Seniors Golden Steel Orchestra - Christmas Cheers Street Performances - Christmas Past (NHCS/NCDF) - Restructuring of the Kids-R-Us Program in collaboration with the Nevis Tourism Authority - NCDF Depth of Steel Orchestra - Fusion Dance Theatre (Children) 6.
Cultural Exchange Workshop with Republic of China/Taiwna and Department of Culture, St.Kitts.

2.4.2 Capital Projects Information 2.4.2.1 Status Report on Major Government Projects (MGP) PROJECT 1: IMPROVEMENT AND MAINTENANCE OF COMMUNITY CENTRES 151 Project Cost and Source of Funds $100,000.00 XCD – Funded by Revenue Strategic Objective: To improve existing community facilities to encourage community cohesion amongst all social groups.
Lead Department or Agency: Ministry of Social Development Participating Departments and Agencies: Public Works Department PROJECT 2: IMPROVEMENT AND MAINTENANCE OF SPORTING FACILITIES Project Cost and Source of Funds $150,000.00 XCD – Funded by Revenue Strategic Objective:To improve existing sporting facilities to encourage physical activities amongst our youths.
Lead Department or Agency: Ministry of Social Development Participating Departments and Agencies: Public Works Department PROJECT 3: DEVELOPMENT OF ST. JAMES RACEWAY Project Cost and Source of Funds $100,000.00 XCD– Funded by Revenue Strategic Objective:To improve existing Drag Strip sporting facilities to encourage more participation.
Lead Department or Agency: Ministry of Social Development Participating Departments and Agencies: Public Works Department 2.4.2.2 Other Capital Projects Judged Important and status report PROJECT 1: NATIONAL TRAINING PROGRAMME Project Cost and Source of Funds $100,000.00 XCD – Funded by Revenue Strategic Objective: To train the youths in society in skills training in an effort to encourage entrepreneurial development.
PROJECT 2: COMMUNITY HOUSING ASSISTANCE Project Cost and Source of Funds $75,000.00 XCD – Funded by Revenue Strategic Objective: To assist indogents in society with house repairs and maintenance.

PROJECT 3: TRI-STAR NEVIS 152 Project Cost and Source of Funds $50,000.00 XCD – Funded by Revenue Strategic Objective: To assist in the hosting of the triathalon and at the same time promote Sports Tourism.
2.4.3 Transfer Payment Information The Ministry of Social Development would be assisting : - Local Institutions, Organisations and Individuals $87,000.00 - Public Assistance to Society (Social Services) - $270,000.00 - The Nevis Cultural Development Foundation- $1,210,000.00 - Local Festivals $250,000.00 153 Section 4:Supplementary Information 4.1 Portfolio’s Main Estimates by Expenditure Type Org Unit Name: 13 - Ministry of Social Development, Youth, Sports and Community Development and Culture 13 - Permanent Secretary Office Activity Type: Portfolio Activity Name: 13.
Promote Meaningful Social Change through Community Development ,Sports, and Social Services Expenditure Expenditure Expenditure Expenditure Estimated Planned Projected Expenditure Projected Actual 2011 4,377 3,337 1,312 2,025 641 81 54 107 52 5 185 79 77 398 398 2012 2013 2014 2015 (in thousands) Total 4,377 4,463 5,004 5,104 5,155 Recurrent Expenses Compensation of Employees 01-Personal Emoluments 02-Wages Use of Goods and Services 05-Travel and Subsistence 06-Office and General Expenses 07-Supplies and Materials 08-Communication Expenses 09-Operating and Maintenance Services 14-Purchase of Tools, Instruments, Furniture and Equipment 15-Rental of Assets 17-Training 21-Professional and Consultancy Services 27-Production and Marketing Expenses Social Benefits 13-Public Assistance Other Expenses 28-Sundry Expenses Capital Expenses Memorandum Items 40-Consultancy Feasibility, Tendering and Specialist Costs 42-Supplies and Materials 45-Acquisition/Construction of Physical Assets 46-Other costs to be capitalised 47 Purchase of Assets 48 Renovation and Upgrade Total 17,446 1,045
940 150 75 200 75 240 200 940 Total 17,446 1,045 Transfer Expenses Grants 10-Grants and Contributions - Grants 1,336 1,336 1,336 1,100 1,100 1,100 1,547 1,547 1,547 1,565 1,565 1,565 1,581 1,581 1,581 154 Expenditure Expenditure Expenditure Expenditure Estimated Planned Projected Expenditure Projected 2012 2013 2014 2015 Actual 2011 Total Total 1,336 23,159 1,100 6,608 1,547 7,126 1,565 7,489 1,581 7,677 Capital Expenses 111 Net Total 23,270 6,608 7,126 7,489 7,677 155 Nevis Island Administration ESTIMATES 2013 APPENDICES 156 Nevis Island Administration Debt Summary December 31st, 2012 Loan Key Title/Description Borrower Creditor FOREIGN DEBT Port Development – 8/OCR Port Development – 8/SFR Port Development - Nevis OCR 08/SFR Port Development – 35/SFR Port Development Nevis – (Add) 35/SFRVDR Port Development Nevis – 35 SFR SDK (Add) Port Development Nevis – Add Port Development Nevis - Add - 8\\OR USD Nevis Island Ports Project.
KWD#471 Nevis Airport Project.

(Eur.

Inv.

Bank) Road Imp.

& Mtce Project 12/SDF Road Imp.

& Mtce Project Newcastle Airport Project KWD #576 Supplementary Port Project – KWD #590 RIMP (ADD) Nevis 12SFR RIMP (ADD) Nevis 12OR IMF - ENDA 1993011 1993012 1993013 1993020 1994001 1994002 1994020 1994021 1995010 1995020 1998011 1998012 1999020 2000020 2001001 2001002 2009001 2010007 Mega International Commercial Bank 2011001 Nevis Water Enhancement Project 20/SFROR SK.

& Nev SK.

& Nev SK.

& Nev SK.


& Nev SK.

& Nev SK.

& Nev SK.

& Nev SK.

& Nev SK.

& Nev SK.

& Nev SK.

& Nev SK.

& Nev NIA NIA SK.

& Nev SK.

& Nev NIA NIA SK.

& Nev CDB CDB CDB CDB CDB CDB CDB CDB KFAED EIB CDB CDB KFAED KFAED CDB CDB IMF MICB CDB Amount ECD$ Guarantor 1,475,868 2,731,995 100,391 2,861,667 968,172 362,183 487,066 800,568 2,363,232 1,538,468 8,751,586 4,760,100 7,082,600 984,680 6,961,650 580,074 9,549,700 5,400,000 551,500 Federal Govt.

Federal Govt.

Federal Govt.


Federal Govt.

Federal Govt.

Federal Govt.

Federal Govt.

Federal Govt.

Federal Govt.

Federal Govt.

Federal Govt.

Federal Govt.

Federal Govt.

Federal Govt.

Federal Govt.

Federal Govt.

Federal Govt.

Federal Govt.
Total Outstanding Foreign Debt 58,311,500 DOMESTIC DEBT 2003002 2009003 2010002 2008006 2011003 2009005 2011002 2008008 2008007 2011001 2011001 Loan – SKNA National Bank Loan – SKNA National Bank Loan – SKNA National Bank Loan - Bank Of Nevis Loan - Bank Of Nevis Treasury Bills Issue (OTC) Treasury Bills Issue (RGSM) Local Investors Overdraft a/c – SKNA National Bank Overdraft a/c – Bank of Nevis Overdraft a/c – FCIB Capital Projects (Stimulus Package) Purchase of Asphalt Plant RBTT Bank (SKN) Ltd. Purchase of Firetruck Village Roads and Drag Strip FINCO (Construction of Call Centre Building) TDC/FINCO (Construction of Call Centre Building) Government of St. Kitts-Nevis Total Outstanding – Domestic Debt Total NIA Disbursed Outstanding Debt NIA NIA NIA NIA NIA NIA NIA NIA NIA NIA NIA NIA NIA NIA NIA NIA NIA NIA NIA NIA NIA NIA NIA NIA NIA NIA NIA NIA NIA NIA NIA NIA SKNANB SKNANB SKNANB BON BON SKNANB BON FCIB Social Security Social Security RBTT Surrey Paving FINCO TDC/FINCO 5,102,042 3,068,984 61,812,525 14,422,136 25,781,239 63,023,562 18,700,000 60,380,160 7,875,418 2,011,553 11,440,040 632,734 523,748 1,426,915 821,954 1,170,108 7,575,081 285,768,198 344,079,699 Note: Government of St. Kitts and Nevis - $7,757,081 is the total restructured debt that the NIA will have to refund the Federal Government for servicing.
157 THE ROLE OF THE ACCOUNTING OFFICER The Accounting Officer is a public servant and is normally the head of an Office or Ministry.

An Accounting Officer is responsible for the administration of the vote provided for the service under his/her control and is held accountable for the management of same vote.

This officer most obvious duty therefore, is to ensure that public funds, whether revenue or expenditure are properly safeguarded.
They should also ensure that votes are used for the intended purposes and any deviation from the set purpose should be first sanctioned by the Ministry of Finance.

Accounting Officers can delegate responsibilities and work but retains full responsibility for the accounting duties, which they personally perform, and for work that is delegated to staff.

They are responsible for ensuring proper supervision and utilization of public funds to which he/she is entrusted.
Accounting Officers have a duty to ensure that the Nevis Island Administration policies are carried out as economically prudent as possible to ensure that avoidable expenditure are not incurred.

To ensure proper accounting and transparency vote books should be checked on a monthly basis.

It is important to commit anticipated expenditure in order to eliminate over expenditure and the approval of the Ministry of Finance should be granted before adjustments are made.
It is therefore necessary for vote books to be scrutinized and also to be made available to the Audit Department for review when requested in order for expenditure to be properly monitored and managed.

REALLOCATION WARRANTS The purpose of a Reallocation Warrant is to make provision for funds as needed throughout the year in order to cover authorized expenditure for which existing funds are insufficient.
This causes an equivalent adjustment to be made and thus both votes should be adjusted to show the change.

There are certain limitations to the use of this procedure.

These are as follows: 1.

No Reallocation Warrants will be accepted before 1st, November, 2013 unless it is required to correct a posting in the book of estimates.

2.

No Reallocation Warrants will be granted between Recurrent and Capital Budget.

3.
3.

Reallocations would not be granted between different Ministries with the exception of the Ministry of Finance.

4.

No Reallocation Warrants will be allowed to and from the following object codes except between each other.

 Personal Emoluments  Wages  Allowances 5.

All schedules of Reallocation Warrants must be signed by the Ministry of Finance.
158 Nevis Island Administration ESTIMATES 2013 SALARY SCALES, GRADES AND POSITIONS 159 INCREMENT MONTH SCALE Increment $ INCREMENT OF SALARY SCHEDULE 2013 Jan $ 11,280 Feb $ Mar $ Apr $ May $ June $ July $ Aug $ Sept $ Oct $ Nov $ Dec $ 24,840
32,255
68,315
900
Fixed 96,660 N1 N2 N3 N4 N5 N6 N7 N8 N9 N10 N11 N12 N13 N14 N15 N16 N17 N18 N19 N20 N21 N22 N23 N24 N25 N26 N27 N28 N29 N30 N31 N32 N33 N34 N35 N36 N37 N38 N39 N40 N41 N42 N43 N44 N45 N46 N47 160 APPROVED SALARY SCALES AND GRADES INTRODUCED EFFECTIVE MAY 01ST, 2013 POSITIONS GRADE SALARY SCALE PER ANNUM Deputy Governor General Premier Ministers Legal Advisor Cabinet Secretary Advisor Bank Regulator Financial Services Chief Justice of Peace Director of Finance Director of Health Services Permanent Secretaries Regulator Financial Services Resident Judge Anaesthetist Anesthesiologist Budget Director Chief Executive Officer Director Information and Technology Director Mental Health Services Electricity Commissioner Executive Director Gynecologist/Obstician Internist Pediatrician Press Secretary N50 N49 N48 N47 N46 N45 N45 N45 N45 N45 N45 N45 N45 N43 N43 N43 N43 N43 N43 N43 N43 N43 N43 N43 N43 $135,480 $123,024 $115,140 $96,000 $90,540 $84,960 $84,960 $84,960 $84,960 $84,960 $84,960 $84,960 $84,960 $75,360 $75,360 $75,360 $75,360 $75,360 $75,360 $75,360 $75,360 $75,360 $75,360 $75,360 $75,360 161 Principal Assistant Secretary Principal Education Officer Surgeon Specialist Medical Officer of Health N39 - N41 Agricultural Education Co-ordinator Assistant
 Secretaries Chief Protocol Officer Deputy Comptroller of Inland Revenue Deputy Director Financial Services Director Director Library Services Director of Agriculture Director of Fisheries Director of Gender & Social Affairs Director of NDMO N43 N43 N43 N41 N39 - N41 N39 - N41 N39 - N41 N39 - N41 N39 - N41 N39 - N41 N39 - N41 N39 - N41 N39 - N41 N39 - N41 N39 - N41 Director of Tourism Research & Development N39 - N41 Director of Youth & Sports Director Physical Planning Director Press & Information Director
 Public Works Distance Learning Cordinator Energy Officer Geothermal Commissioner Headmaster Hospital Administrator Human Resource Manager Manager Principal Project Coordinator (BNTF) Registrar Financial Services Registrar of Insurance N39 - N41 N39 - N41 N39 - N41 N39 - N41 N39 - N41 N39 - N41 N39 - N41 N39 - N41 N39 - N41 N39 - N41 N39 - N41 N39 - N41 N39 - N41 N39 - N41 N39 - N41 $75,360 $75,360 $75,360 $68,580 $62,580 - $68,580 $62,580 - $68,580 $62,580 - $68,580 $62,580 - $68,580 $62,580 - $68,580 $62,580 - $68,580 $62,580 - $68,580 $62,580 - $68,580 $62,580 - $68,580 $62,580 - $68,580 $62,580 - $68,580 $62,580 - $68,580 $62,580 - $68,580 $62,580 - $68,580 $62,580 - $68,580 $62,580 - $68,580 $62,580 - $68,580 $62,580 - $68,580 $62,580 - $68,580 $62,580 - $68,580 $62,580 - $68,580 $62,580 - $68,580 $62,580 - $68,580 $62,580 - $68,580 $62,580 - $68,580 $62,580 - $68,580 $62,580 - $68,580 162 Registrar of Insurance Senior Audit Manager Senior Budget Analyst Treasurer Chief Architect Deputy Headmaster Deputy Principal Director of Community Development Project Coordinator - Water Nurse Anesthetist Nurse Managers Principal Env.
Health Inspector Senior Pharmacist N39 - N41 N39 - N41 N39 - N41 N39 - N41 N39 - N40 N39 - N40 N39 - N40 N39 - N40 N39 - N39 N36 - N37 N36 - N37 N36 - N37 N36 - N37 N39 - N40 N36 - N37 N35 - N43 $62,580 - $68,580 $62,580 - $68,580 $62,580 - $68,580 $62,580 - $68,580 $62,580 - $65,580 $62,580 - $65,580 $62,580 - $65,580 $62,580 - $65,580 $62,580 - $62,580 $54,840 - $57,420 $54,840 - $57,420 $54,840 - $57,420 $54,840 - $57,420 Senior Legal Counsel N35 - N43 $52,260 - $75,360 Legal Counsel N35 - N42 $52,260 - $71,760 N35 - N42 N33 - N38/N39 - N41 Deputy Comptroller of Customs Director of Health Policy and Planning Director of Trade/Consumer Affairs Director Statistics & Economic Planning Financial Officer Fisheries Dev.
Officer Legal Draftsman Physical Planner N33 - N41 N33 - N41 N33 - N41 N33 - N41 N33 - N41 N33 - N41 N33 - N41 N33 - N41 $48,780 - $68,580 $48,780 - $68,580 $48,780 - $68,580 $48,780 - $68,580 $48,780 - $68,580 $48,780 - $68,580 $48,780 - $68,580 $48,780 - $68,580 163 N33 - N38/N39 - N40 Agricultural Supervisor Assistant Comptroller - Inland Revenue Assistant Comptroller - Tax Reform N33 - N40 N33 - N40 N33 - N40 Assistant Director - Information Technology N33 - N40 Asst.
Principal Budget Coordinator Business Development Officer Chief Labour Officer Chief Librarian Dentists Deputy Director of Agriculture Deputy Postmaster Director Cooperatives Director of Library Services Director of Sports Director Six Form College District Medical Officer Economist Education Officer Education Planner Education Psychologist Energy & Buildings Officer Executive Director I Gender Counsellor Graduate Counsellor Health Service Administrator Matron Medical Superintendent Policy & Regulation Officer N33 - N40 N33 - N40 N33 - N40 N33 - N40 N33 - N40 N33 - N40 N33 - N40 N33 - N40 N33 - N40 N33 - N40 N33 - N40 N33 - N40 N33 - N40 N33 - N40 N33 - N40 N33 - N40 N33 - N40 N33 - N40 N33 - N40 N33 - N40 N33 - N40 N33 - N40 N33 - N40 N33 - N40 N33 - N40 Project Cordinator-Schools Computer Program N33 - N40 Senior Case Worker Senior Health Educator Senior Statistician Supervisor - Education I N33 - N40 N33 - N40 N33 - N40 N33 - N40 $48,780 - $65,580 $48,780 - $65,580 $48,780 - $65,580 $48,780 - $65,580 $48,780 - $65,580 $48,780 - $65,580 $48,780 - $65,580 $48,780 - $65,580 $48,780 - $65,580 $48,780 - $65,580 $48,780 - $65,580 $48,780 - $65,580 $48,780 - $65,580 $48,780 - $65,580 $48,780 - $65,580 $48,780 - $65,580 $48,780 - $65,580 $48,780 - $65,580 $48,780 - $65,580 $48,780 - $65,580 $48,780 - $65,580 $48,780 - $65,580 $48,780 - $65,580 $48,780 - $65,580 $48,780 - $65,580 $48,780 - $65,580 $48,780 - $65,580 $48,780 - $65,580 $48,780 - $65,580 $48,780 - $65,580 $48,780 - $65,580 $48,780 - $65,580 $48,780 -
 $65,580 164 TVET Co-ordinator Veterinary Officer N33 - N39 Assistant Director Assistant Matron Audit Supervisor - IRD Audit Supervisor - Tax Reform Chief Valuation Officer Collections Supervisor - IRD Collections Supervisor - Tax Reform Headteacher Laboratory Supervisor Nevis Aids Co-ordinator Principal Environmental Health Officer Senior Pharmacist Senior Radiographer Supervisor Community Health Nurse Supervisor Multipurpose Center N33 - N38 Abbatoir Manager Accountant Accounting Officer I
 Adult & Continuing Education Cordinator Agro Processing Officer Agro Tourism Officer AIDS Education & Prevention Officer Architect Artistic Development Officer Assistant Comptroller - Customs Assistant Director Assistant Director of Public Works Assistant Hospital Administrator Assistant Principal N33 - N40 N33 - N40 N33 - N39 N33 - N39 N33 - N39 N33 - N39 N33 - N39 N33 - N39 N33 - N39 N33 - N39 N33 - N39 N33 - N39 N33 - N39 N33 - N39 N33 - N39 N33 - N39 N33 - N39 N33 - N38 N33 - N38 N33 - N38 N33 - N38 N33 - N38 N33 - N38 N33 - N38 N33 - N38 N33 - N38 N33 - N38 N33 - N38 N33 - N38 N33 - N38 N33 - N38 $48,780 - $65,580 $48,780 - $65,580 $48,780 - $62,580 $48,780 - $62,580 $48,780 - $62,580 $48,780 - $62,580 $48,780 - $62,580 $48,780 - $62,580 $48,780 - $62,580 $48,780 - $62,580 $48,780 - $62,580 $48,780 - $62,580 $48,780 - $62,580 $48,780 - $62,580 $48,780 - $62,580 $48,780 - $62,580 $48,780 - $62,580 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $60,000 165 Assistant Regulator Audit Manager I Budget Analyst Building Engineer Building Inspector Building System Engineer Chief Building Inspector Chief Extension Officer Civil Engineer Collections Manager Communication Officer I Community Affairs Officer - Trained Community Health Nurse Community Health Nurse Manager
 Consular Officer Co-ordinator Distance Education Co-ordinator Teacher Resource Center Counsellor Court Administrator Craft House Manager Cricket Coach Deputy Director Deputy Director Community Development Deputy Registrar of Insurance Development Control Officer Director of Culture Early Childhood Coordinator Economic Development Officer Editor Education and Prevention Officer Environment & Development Officer Environmental Health Inspector Events Co-ordinator Financial Systems Manager N33 - N38 N33 - N38 N33 -
 N38 N33 - N38 N33 - N38 N33 - N38 N33 - N38 N33 - N38 N33 - N38 N33 - N38 N33 - N38 N33 - N38 N33 - N38 N33 - N38 N33 - N38 N33 - N38 N33 - N38 N33 - N38 N33 - N38 N33 - N38 N33 - N38 N33 - N38 N33 - N38 N33 - N38 N33 - N38 N33 - N38 N33 - N38 N33 - N38 N33 - N38 N33 - N38 N33 - N38 N33 - N38 N33 - N38 N33 - N38 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $60,000 166 Gender Affairs Co-ordinator GIS Officer Health Educator/Nutritionist Health Educator-Trained Health Planner IT Training Officer Laboratory Analyst Librarian Maintenance Technical Supervisor Manager - Nevis Sports Council Marketing Officer I Medical Lab Technologist I Medical Officer Medical Social Worker Mental Health Counsellor Mitigation Officer Office Manager I Operating and Administrative Officer Operations Manager Pharmacist I Physical Planner Physical Planning Officer Physical Therapist Physiotherapist Producer Product Development Officer Project
 Officer Protocol Officer Psychiatric Officer Public Relation Officer Quantity Surveyor Radiographer I School Library Coordinator Senior Consumer Affairs Officer I Senior Development Control Officer N33 - N38 N33 - N38 N33 - N38 N33 - N38 N33 - N38 N33 - N38 N33 - N38 N33 - N38 N33 - N38 N33 - N38 N33 - N38 N33 - N38 N33 - N38 N33 - N38 N33 - N38 N33 - N38 N33 - N38 N33 - N38 N33 - N38 N33 - N38 N33 - N38 N33 - N38 N33 - N38 N33 - N38 N33 - N38 N33 - N38 N33 - N38 N33 - N38 N33 - N38 N33 - N38 N33 - N38 N33 -
 N38 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $60,000 167 Senior Economic Dev.
Officer Senior Environmental Officer Senior Labour Officer I Senior Physical Planner Senior Probation Officer Senior Sports Coordinator Senior Systems Analyst Senior Tax Inspector Senior Tax Officer Senior Trade Officer Senior Youth Coordinator Small Business Officer Sports Co-ordinator I Statistician Supervisor Supervisor Education Surveyor System Supervisor Systems Analyst I Tourism Education Officer Tourism Marketing Officer Town Planner Trained Graduate Teacher Training Officer VAT Officer Water Development Engineer Youth Development Co-ordinator Accounting Officer II Assistant Librarian Assistant Producer Audit Manager II Clerk of Works Communication Supervisor II N33 - N38 N33 - N38 N33 - N38 N33 - N38 N33 - N38 N33 - N38 N33 - N38 N33 - N38 N33 - N38 N33 - N38 N33 - N38 N33 - N38 N33 - N38 N33 - N38 N33 - N38 N33 - N38 N33 - N38 N33 - N38 N33 - N38 N33 - N38 N33 - N38 N33 - N38 N33 - N38 N33 - N38 N33 - N38 N33 - N38 N33 - N38 N33 - N36 N33 - N36 N33 - N36 N33 - N36 N33 - N36 N33 - N36 N33 - N36 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $60,000 $48,780 - $54,840 $48,780 -
 $54,840 $48,780 - $54,840 $48,780 - $54,840 $48,780 - $54,840 $48,780 - $54,840 168 Communications Supervisor Consumer Affairs Officer Co-operative Supervisor Customer Service Manager Deputy Registrar Executive Director II Fisheries Officer II HIV/AIDS Program Coordinator Legal Assistant Manager Repair Shop Medical Officer Office Manager II Purchasing Officer Rehab Therapist Senior Citizen's Program Co-ordinator Senior Consumer Affairs Officer II Senior Veterenary Officer Senior Veterinary Asst.
Supply Manager Tax Supervisor Tourism Education Officer II Administrative Officer Assistant Nurse Manager Associate Producer Marketing Officer II Senior Agriculture Officer Senior Assistant Editor Senior Dispenser Senior Environmental Health Officer Tourism Development Officer N33 - N36 N33 - N36 N33 - N36 N33 - N36 N33 - N36 N33 - N36 N33 - N36 N33 - N36 N33 - N36 N33 - N36 N33 - N36 N33 - N36 N33 - N36 N33 - N36 N33 - N36 N33 - N36 N33 - N36 N33 - N36 N33 - N36 N33 - N36 N33 - N36 N33 - N35 N33 - N35 N33 - N35 N33 - N35 N33 - N35 N33 - N35 N33 - N35 N33 - N35 N33 - N35 N33 - N35 N32 - N36 $48,780 - $54,840 $48,780 - $54,840 $48,780 - $54,840 $48,780 - $54,840 $48,780 - $54,840 $48,780 - $54,840 $48,780 - $54,840 $48,780 - $54,840 $48,780 - $54,840 $48,780 - $54,840 $48,780 - $54,840 $48,780 - $54,840 $48,780 - $54,840 $48,780 - $54,840 $48,780 - $54,840 $48,780 - $54,840 $48,780 - $54,840 $48,780 - $54,840 $48,780 - $54,840 $48,780 - $54,840 $48,780 - $54,840 $48,780 - $52,260 $48,780 - $52,260 $48,780 - $52,260 $48,780 - $52,260 $48,780 - $52,260 $48,780 - $52,260 $48,780 - $52,260 $48,780 - $52,260 $48,780 - $52,260 169 Assistant Editor Consumer Affairs Supervisor Dietician I Emergency Medical Technician I Financial Systems Assistant Systems Technician II N32 - N36 N32 - N36 N32 - N36 N32 - N36 N32 - N36 N32 - N36 $47,100 - $54,840 $47,100 - $54,840 $47,100 - $54,840 $47,100 - $54,840 $47,100 - $54,840 $47,100 - $54,840 Registered Nurse I N31 - N32 $45,420 - $47,100 N31 - N32 Deputy Director of Community
 Affairs Deputy Director/Socialcase Worker N30 - N38 Engineer Assistant Graduate Teacher Guidance Counsellor Music Coordinator Research and Documentation Specialist Senior Health Statistician Senior Valuation Officer Social Case Worker Untrained Graduate Teacher Youth Development Officer - Trained Youth Development Officer II N30 - N34 Activities Coordinator Activities Officer I Assistant Lab Technologist Assistant Writer Athletics Coach Craft Production Officer Dietician II Football Coach Human Resource
 Officer ll N30 - N38 N30 - N38 N30 - N38 N30 - N38 N30 - N38 N30 - N38 N30 - N38 N30 - N38 N30 - N38 N30 - N38 N30 - N38 N30 - N38 N30 - N38 N30 - N34 N30 - N34 N30 - N34 N30 - N34 N30 - N34 N30 - N34 N30 - N34 N30 - N34 N30 - N34 $43,740 - $60,000 $43,740 - $60,000 $43,740 - $60,000 $43,740 - $60,000 $43,740 - $60,000 $43,740 - $60,000 $43,740 - $60,000 $43,740 - $60,000 $43,740 - $60,000 $43,740 - $60,000 $43,740 - $60,000 $43,740 - $60,000 $43,740 - $60,000 $43,740 - $50,460 $43,740 - $50,460 $43,740 - $50,460 $43,740 - $50,460 $43,740 - $50,460 $43,740 - $50,460 $43,740 - $50,460 $43,740 - $50,460 $43,740 - $50,460 170 Medical Lab Technologist II Netball Coach Operations & Administrative Officer Pharmacist II Production Officer Project Assistant - Tourism District Medical Officer Psychiatrist Therapist N30 - N34 N30 - N34 N30 - N34 N30 - N34 N30 - N34 N30 - N34 N29 - N36 N29 - N36 N29 - N36 N29 - N36 N29 $43,740 - $50,460 $43,740 - $50,460 $43,740 - $50,460 $43,740 - $50,460 $43,740 - $50,460 $43,740 - $50,460 $42,060 - $54,840 $42,060 - $54,840 $42,060 - $54,840 Nevis Island Assembly - President N29 $42,060 Custom Officer Grade 4 N28 - N35 $40,500 - $52,260 N28 - N35 Administrative Assistant Asphalt Plant Manager Assistant Building Inspector Assistant Libarian Assistant Physical Planner Assistant Public Relation Officer Broadcast Engineer Budget Assistant Budget Officer Communication Officer II Communications Officer Communications Supervisor Community Development
 Officer I Community Liason Officer I Computer Analyst Consumer Affairs Officer I N28 - N32 N28 - N32 N28 - N32 N28 - N32 N28 - N32 N28 - N32 N28 - N32 N28 - N32 N28 - N32 N28 - N32 N28 - N32 N28 - N32 N28 - N32 N28 - N32 N28 - N32 N28 - N32 N28 - N32 $40,500 - $47,100 $40,500 - $47,100 $40,500 - $47,100 $40,500 - $47,100 $40,500 - $47,100 $40,500 - $47,100 $40,500 - $47,100 $40,500 - $47,100 $40,500 - $47,100 $40,500 - $47,100 $40,500 - $47,100 $40,500 - $47,100 $40,500 - $47,100 $40,500 - $47,100 $40,500
 - $47,100 171 Court Reporter I Customer Service Supervisor Draftsman Early Childhood Resource Teacher Electrical Inspector Executive Officer Field Supervisor Fisheries Officer Gender Officer Health Admninistrative Assistant Health Statistician Heavy Equipment Supervisor HIV/AIDS Prevention Officer Human Resource Officer II Inspector of Works Library Technician lll Maintenance Technician I Marketing Assistant Physical Education Officer Price Control Officer Primary School Library Co-ordinator Radiographer ll Repair Shop Supervisor Research and Development Officer Senior Auditor Senior Cooperative Officer Senior Development Officer N28 - N32 N28 - N32 N28 - N32 N28 - N32 N28 - N32 N28 - N32 N28 - N32 N28 - N32 N28 - N32 N28 - N32 N28 - N32 N28 - N32 N28 - N32 N28 - N32 N28 - N32 N28 - N32 N28 - N32 N28 - N32 N28 - N32 N28 - N32 N28 - N32 N28 - N32 N28 - N32 N28 - N32 N28 - N32 N28 - N32 N28 - N32 Senior Environmental & Development Officer N28 - N32 Senior Fisheries Officer Senior Labour Officer II Senior Livestock Extension Officer Senior Mechanic Senior Technical Instructor Senior Technical Officer II SFEP Manager N28 - N32 N28 - N32 N28 - N32 N28 - N32 N28 - N32 N28 - N32 N28 - N32 $40,500 - $47,100 $40,500 - $47,100 $40,500 - $47,100 $40,500 - $47,100 $40,500 - $47,100 $40,500 - $47,100 $40,500 - $47,100 $40,500 - $47,100 $40,500 - $47,100 $40,500 - $47,100 $40,500 - $47,100 $40,500 - $47,100 $40,500 - $47,100 $40,500 - $47,100 $40,500 - $47,100
 $40,500 - $47,100 $40,500 - $47,100 $40,500 - $47,100 $40,500 - $47,100 $40,500 - $47,100 $40,500 - $47,100 $40,500 - $47,100 $40,500 - $47,100 172 SFEP Officer Specialist Teacher Sports Co-ordinator II Sports Liaison Officer Sports Venue Supervisor Statistical Officer I Supervisor - Artistic
 Development Supervisor - Research and Documentation Supervisor of Customer Service Supervisor Technical Services Systems Analyst II Systems Technician I Tax Officer Grade lll Technical Instructor Youth Development Officer N25 - N32 Agricultural Officer Community Health Nurse Dental Auxillaries Environmental Health Officers - Trained Gender Developmental Officer Mental Health Nurse Senior Developmental Officer Staff Nurse Veterinary Assistant N28 - N32 N28 - N32 N28 - N32 N28 - N32 N28 - N32 N28 - N32 N28 - N32 N28 - N32 N28 - N32 N28 - N32 N28 - N32 N28 - N32 N28 - N32 N28 - N32 N28 - N32 N25 - N32 N25 - N32 N25 - N32 N25 - N32 N25 - N32 N25 - N32 N25 - N32 N25 - N32 N25 - N32 $40,500 - $47,100 $40,500 - $47,100 $40,500 - $47,100 $40,500 - $47,100 $40,500 - $47,100 $40,500 - $47,100 $40,500 - $47,100 $40,500 - $47,100 $40,500 - $47,100 $40,500 - $47,100 $40,500 - $47,100 $40,500 - $47,100 $40,500 - $47,100 $40,500 - $47,100 $40,500 - $47,100 $35,880 - $47,100 $35,880 - $47,100 $35,880 - $47,100 $35,880 - $47,100 $35,880 - $47,100 $35,880 - $47,100 $35,880 - $47,100 $35,880 - $47,100 $35,880 - $47,100 Registered Nurse II N25 - N30 $35,880 - $43,740 N25 - N30 Laboratory Technician I Dispenser Health Educator-Untrained Custom System Technician N24 - N32 N24 - N32 N24 - N32 N24 - N32 N22 - N32 $34,380 - $47,100 $34,380 - $47,100 $34,380 - $47,100 $31,380 - $47,100 173 Attendance Officer II Custom Officer Grade 3 Administrative Attendant Agricultural Assistant Animal
 Health Assistant Artistic Development Officer I Asphalt Plant Foreman Asphalt Plant Operator Assistant Writer Associate Librarian Auditor Budget Assistant Community Development Officer II Community Liason Officer II Community Maintenance Officer Community Training Officer Consumer Affairs Officer II Co-operative Officer Court Reporter II Craft House Supervisor Cultural Officer Draftsman Assistant Electrician I Extension Officer Field Technician I Fisheries Assistant Foreman Mechanic Foreman of Works Forestry
 Assistant Gender Affairs Officer Heavy Machine Operator N22 - N30 N22 - N27 N22 - N30 N22 - N30 N22 - N27 N22 - N27 N22 - N27 N22 - N27 N22 - N27 N22 - N27 N22 - N27 N22 - N27 N22 - N27 N22 - N27 N22 - N27 N22 - N27 N22 - N27 N22 - N27 N22 - N27 N22 - N27 N22 - N27 N22 - N27 N22 - N27 N22 - N27 N22 - N27 N22 - N27 N22 - N27 N22 - N27 N22 - N27 N22 - N27 N22 - N27 N22 - N27 N22 - N27 $31,380 - $43,740 $31,380 - $43,740 $31,380 - $38,940 $31,380 - $38,940 $31,380 - $38,940 $31,380 - $38,940 $31,380 - $38,940 $31,380 - $38,940 $31,380 - $38,940 $31,380 - $38,940 $31,380 - $38,940 $31,380 - $38,940 $31,380 - $38,940 $31,380 - $38,940 $31,380 - $38,940 $31,380 - $38,940 $31,380 - $38,940 $31,380 - $38,940 $31,380 - $38,940 $31,380 - $38,940 $31,380 - $38,940 $31,380 - $38,940 $31,380 - $38,940 $31,380 - $38,940 $31,380 - $38,940 $31,380 - $38,940 $31,380 - $38,940 $31,380 - $38,940 $31,380 - $38,940 $31,380 - $38,940 $31,380 - $38,940 174 Human Resource Officer I Internal Auditor Junior Co-op.
Officer Junior Labour Officer Junior Technical Instructors Junior Technical Officer Lab Technician Library Assistant Library Technician II Livestock Extension Officer Maintenance Technician II Monitoring & Evaluation Officer Music Instructor Operations Officer Physical Activities Officer Physical Education Instructor Preventative Officer Probation Officer Pump Technician Quality Control Technician Research and Documentation Officer I Road Clearance -Supervisor Road Foreman Road Foreman/Maintenance Tech School Librarian Senior Bailiff Senior Clerk Senior Housekeeper Senior Meter Reader Senior Officer Senior Seamstress Senior Sports Officer Senior Store Clerk Senior Technical Officer I N22 - N27 N22 - N27 N22 - N27 N22 - N27 N22 - N27 N22 - N27 N22 - N27 N22 - N27 N22 - N27 N22 - N27 N22 - N27 N22 - N27 N22 - N27 N22 - N27 N22 - N27 N22 - N27 N22 - N27 N22 - N27 N22 - N27 N22 - N27 N22 - N27 N22 - N27 N22 - N27 N22 - N27 N22 - N27 N22 - N27 N22 - N27 N22 - N27 N22 - N27 N22 - N27 N22 - N27 N22 - N27 N22 - N27 N22 - N27 $31,380 - $38,940 $31,380 - $38,940 $31,380 - $38,940 $31,380 - $38,940 $31,380 - $38,940 $31,380 - $38,940 $31,380 - $38,940 $31,380 - $38,940 $31,380 - $38,940 $31,380 - $38,940 $31,380 - $38,940 $31,380 - $38,940 $31,380 - $38,940 $31,380 - $38,940 $31,380 - $38,940 $31,380 - $38,940 $31,380 - $38,940 $31,380 - $38,940 $31,380 - $38,940 $31,380 - $38,940 $31,380 - $38,940 $31,380 - $38,940 $31,380 - $38,940 $31,380 - $38,940 $31,380 - $38,940 $31,380 - $38,940 $31,380 - $38,940 $31,380 - $38,940
 175 Senior Vector Control Officer Social Development Officer - Trained Social Officer Social Services Officer Statistical Officer II Storekeeper II Stores Supervisor Supervisor - Education II Surveillance Officer Systems Analyst III Tax Inspector Grade II Tax Officer Grade ll Technician I Valuation Officer Veterinary Assistants Water Technician Youth Development Officer I N22 - N27 N22 - N27 N22 -
 N27 N22 - N27 N22 - N27 N22 - N27 N22 - N27 N22 - N27 N22 - N27 N22 - N27 N22 - N27 N22 - N27 N22 - N27 N22 - N27 N22 - N27 N22 - N27 N22 - N27 $31,380 - $38,940 $31,380 - $38,940 $31,380 - $38,940 $31,380 - $38,940 $31,380 - $38,940 $31,380 - $38,940 $31,380 - $38,940 $31,380 - $38,940 $31,380 - $38,940 $31,380 - $38,940 $31,380 - $38,940 $31,380 - $38,940 $31,380 - $38,940 $31,380 - $38,940 $31,380 - $38,940 $31,380 - $38,940 $31,380 - $38,940 Plant Operator N22 - N25 $31,380 - $35,880 N22 - N25 Junior Advisor N51 - N51 $29,040 - $29,040 N51 Branch Library Manager Trained Teacher Activities Officer II Assistant Foreman of Works Emergency Medical Technician Machine Operator I Senior Orderly Veterinary Field Officer N20 - N30 N15 - N23 N20 - N30 N20 - N30 N15 - N23 N15 - N23 N15 - N23 N15 - N23 N15 - N23 N15 - N23 $28,560 - $43,740 $28,560 - $43,740 $23,220 - $32,880 $23,220 - $32,880 $23,220 - $32,880 $23,220 - $32,880 $23,220 - $32,880 $23,220 - $32,880 176 N12 - N23 Assistant Radiographer Electrician II Environmental Health Officers - Untrained Health Promotion Officer Lab Phlebotomist Senior Receptionist Student Dispenser Student Lab Technologist Student Pharmacist Student Radiographer Trained Pre-School Trained Special Educators Field Technician II Nursing Assistants Pharmacist/Technician Physical Planning Assistant Planning Assistant Planning Technician Secretary/ Clerks Secretary/Audit Assistant Storekeeper I Student Nurses Switchboard Attendant Systems
 Analyst IV Systems Technician Technician II Control Board Operator Custom Officer Grade 2 N12 - N21 N10 - N25 N12 - N23 N12 - N23 N12 - N23 N12 - N23 N12 - N23 N12 - N23 N12 - N23 N12 - N23 N12 - N23 N12 - N23 N12 - N23 N12 - N23 N12 - N21 N12 - N21 N12 - N21 N12 - N21 N12 - N21 N12 - N21 N12 - N21 N12 - N21 N12 - N21 N12 - N21 N12 - N21 N12 - N21 N12 - N21 N12 - N21 N10 - N25 N10 - N25 $20,520 - $32,880 $20,520 - $32,880 $20,520 - $32,880 $20,520 - $32,880 $20,520 - $32,880 $20,520 - $32,880 $20,520 -
 $32,880 $20,520 - $32,880 $20,520 - $29,880 $20,520 - $29,880 $20,520 - $29,880 $20,520 - $29,880 $20,520 - $29,880 $20,520 - $29,880 $20,520 - $29,880 $20,520 - $29,880 $20,520 - $29,880 $20,520 - $29,880 $20,520 - $29,880 $20,520 - $29,880 $20,520 - $29,880 $20,520 - $29,880 $18,720 - $35,880 $18,720 - $35,880 177 N10 - N23 N10 - N21 Mechanic Grade I Switchboard Technician Health Educator (untrained) Laboratory Technician II Veterinary Field Assistance Accounting Clerk Administrative Clerk Agricultural Trainee Artistic Development Officer II Assistant Lab Technician Attendance Officer I Audit Assistant Cashier Clerk/Binder Clerk/Typist Clerk-Data Entry Community Affairs Officer - Untrained Craft House Officer Custom Officer Grade 1 Dental Assistants Dispatcher Field Officer Fisheries Trainee Forestry Trainee Housekeeper Junior Bailiff Junior Clerk Junior Community Officer Junior Cultural Officer Junior Officer Junior Physical Education Officer N10 - N25 N10 - N25 N10 - N23 N10 - N23 N10 - N21 N10 - N21 N10 - N21 N10 - N21 N10 - N21 N10 - N21 N10 - N21 N10 - N21 N10 - N21 N10 - N21 N10 - N21 N10 - N21 N10 - N21 N10 - N21 N10 - N21 N10 - N21 N10 - N21 N10 - N21 N10 - N21 N10 - N21 N10 - N21 N10 - N21 N10 - N21 N10 - N21 N10 - N21 N10 - N21 N10 - N21 $18,720 - $35,880 $18,720 - $35,880 $18,720 - $32,880 $18,720 - $32,880 $18,720 - $29,880 $18,720 - $29,880 $18,720 - $29,880 $18,720 - $29,880
 $18,720 - $29,880 $18,720 - $29,880 $18,720 - $29,880 $18,720 - $29,880 $18,720 - $29,880 $18,720 - $29,880 $18,720 - $29,880 $18,720 - $29,880 $18,720 - $29,880 $18,720 - $29,880 $18,720 - $29,880 $18,720 - $29,880 $18,720 - $29,880 $18,720 - $29,880 $18,720 - $29,880 $18,720 - $29,880 $18,720 - $29,880 $18,720 - $29,880 $18,720 - $29,880 $18,720 - $29,880 $18,720 - $29,880 $18,720 - $29,880 178 Junior Radiographer Junior Sport Officer Junior Statistical Officer Junior Technical Officer
 Junior Valuation Officer Laboratory Assistant Library Assistant II Library Technician I Livestock Trainee Machine Operator II Market Attendant Mechanic Grade II Medical Store Clerk Medical Records Clerks Meter Reader Orderly Postmen Production Assistant Receptionist I Research and Documentation Officer II Resource Teacher School Librarian Technician Senior Seamstress Statistical Clerk Sub-Postman Tax Inspector Tax Inspector Grade l Tax Officer Grade l Trainee/Co-op Officer Untrained Teacher Valuation Technician Veterinary Trainee Ward Clerk N10 - N21 N10 - N21 N10 - N21 N10 - N21 N10 - N21 N10 - N21 N10 - N21 N10 - N21 N10 - N21 N10 - N21 N10 - N21 N10 - N21 N10 - N21 N10 - N21 N10 - N21 N10 - N21 N10 - N21 N10 - N21 N10 - N21 N10 - N21 N10 - N21 N10 - N21 N10 - N21 N10 - N21 N10 - N21 N10 - N21 N10 - N21 N10 - N21 N10 - N21 N10 - N21 N10 - N21 N10 - N21 N10 - N21 $18,720 - $29,880 $18,720 - $29,880 $18,720 - $29,880 $18,720 - $29,880 $18,720 - $29,880 $18,720 - $29,880 $18,720 - $29,880 $18,720 - $29,880 $18,720 - $29,880 $18,720 - $29,880 $18,720 - $29,880 $18,720 - $29,880 $18,720 - $29,880 $18,720 - $29,880 $18,720 - $29,880 $18,720 - $29,880 $18,720 - $29,880 $18,720 - $29,880 $18,720 - $29,880 $18,720 - $29,880 $18,720 - $29,880 $18,720 - $29,880 $18,720 - $29,880 $18,720 - $29,880 $18,720 - $29,880 $18,720 - $29,880 $18,720 - $29,880 $18,720 - $29,880 $18,720 - $29,880 $18,720 - $29,880 $18,720 - $29,880 $18,720 - $29,880 $18,720 - $29,880 179 Assistant
 Storekeeper Book Binder Grade ll Museum Attendant Nursing Attendant Bookbinder Grade 1 Custom Assistant Assistant Maintenance Technician Assistant Receptionist Clerical Assistant Craft House Assistant Custom Security Janitor Market Attendant Grade 1 Office Assistant Seamstress Vector Control Officer Market Attendant Grade 2 Receptionist II Sorters N10 - N17 N10 - N17 N10 - N17 N10 - N17 N9 - N19 N9 - N19 N7 - N17 N7 - N17 N7 - N17 N7 - N17 N7 - N17 N7 - N17 N7 - N17 N7 - N17 N7 - N17 N7 - N17 N7 - N14 N7 - N14
 N7 - N14 N10 - N17 N9 - N19 N7 - N17 N7 - N14 N4 - N14 $18,720 - $25,200 $18,720 - $25,200 $18,720 - $25,200 $18,720 - $25,200 $17,820 - $27,360 $17,820 - $27,360 $16,020 - $25,200 $16,020 - $25,200 $16,020 - $25,200 $16,020 - $25,200 $16,020 - $25,200 $16,020 - $25,200 $16,020 - $25,200 $16,020 - $25,200 $16,020 - $25,200 $16,020 - $25,200 $16,020 - $22,320 $16,020 - $22,320 $16,020 - $22,320 Office Attendant N4 - N14 $13,320 - $22,320 Bookbinder II Custom Security N1 - N14 N1 - N14 N1 - N14 $11,280 - $22,320 $11,280 - $22,320 180 Clerk - Nevis Island Assembly N55 - N55 $7,200 - $7,200 N55 181 STAFF POSITIONS - ESTIMATES 2013 MINISTRY/DEPARTMENT # OF POSTIONS CODE 010101 020101 DEPUTY GOVERNOR GENERAL Administrative Officer Deputy Governor General Housekeeper Junior Clerk Senior Clerk LEGISLATURE Clerk - Nevis Island Assembly Nevis Island Assembly - President AUDIT DEPARTMENT 030101 Administration Audit Assistant Senior Audit Manager 030201 Finance and Compliance Audit Audit Assistant Audit Manager I Audit Manager II 5 1 1 1 1 1 2 1 1 7 1 1 1 2 2 040101 Legal Services LEGAL DEPARTMENT 11 Junior Clerk Legal Advisor Legal Assistant Legal Counsel Legal Draftsman Senior Legal Counsel 040201 Company Registry Executive Officer Office Assistant Senior Clerk 1 1 1 3 1 1 1 1 1 PREMIER'S MINISTRY 75 182 050101 Office of the Premier Administrative Assistant Administrative Officer Attendance Officer I Cabinet Secretary Chief Protocol Officer Consular Officer Executive
 Officer Junior Clerk Office Manager I Permanent Secretary Premier Press Secretary Principal Assistant Secretary Protocol Officer Receptionist I Receptionist II Senior Clerk 050201 Registrar and High Court Administrative Assistant Administrative Officer Clerk/Binder Court Administrator Deputy Registrar Junior Bailiff Junior Clerk Office Assistant Resident Judge Senior Bailiff Senior Clerk 050301 Magistrate Court Executive Officer Junior Clerk Senior Bailiff Senior Clerk 050401 Labour Department Chief Labour
 Officer Junior Clerk Junior Labour Officer Office Assistant Office Attendant Office Manager I Senior Labour Officer 183 050501 Disaster Management Communication Officer I Director of NDMO Junior Clerk Monitoring & Evaluation Officer Office Assistant Office Attendant Project Officer 050601 Department of Information Administrative Assistant Assistant Producer Broadcast Engineer Director Press & Information Editor Executive Director Office Assistant Producer Production Assistant Production Officer Senior Clerk 1 1 1 1 1 1 1 1 1 1 1 3 1 1 1 4 1 1 MINISTRY OF FINANCE 180 060101 Administration Administrative Assistant Administrative Officer Bank Regulator Financial Services Director of Finance Junior Clerk Office Manager I Permanent Secretary Senior Clerk 060102 Information Technology Assistant Director - Information Technology Director Information and Technology Field Technician II IT Training Officer Supervisor Technical Services Systems Analyst I Systems Analyst III 060103 Central Purchasing Unit Junior Clerk Office Assistant 1 1 1 1 1 1 1 1 1 1 3 1 1 4 1 1 1 184 060104 060105 060201 060202 Financial Systems Department Financial Systems Assistant Financial Systems Manager Budget and Fiscal Division Budget Analyst Budget Director Economist Senior Budget Analyst Treasury Department Administration Junior Clerk Treasurer Accounting Accountant Accounting Officer II Administrative Assistant
 Administrative Officer Executive Officer Junior Clerk Office Assistant Senior Clerk 060301 Customs Department Administration Assistant Comptroller - Customs Custom Officer Grade 1 Custom Officer Grade 2 Custom Officer Grade 3 Custom Officer Grade 4 Deputy Comptroller of Customs 060302 Enforcement 060303 Seaport Assistant Comptroller - Customs Custom Officer Grade 1 Custom Officer Grade 2 Custom Officer Grade 3 Custom Officer Grade 4 Assistant Comptroller - Customs Custom Assistant Custom Officer Grade 1 Custom
 Officer Grade 185 060304 Airport Custom Officer Grade 3 Custom Officer Grade 1 Custom Officer Grade 2 Custom Officer Grade 4 060401 Inland Revenue Department Administration 060402 Audit Deputy Comptroller of Inland Revenue Junior Clerk Office Assistant Secretary/Clerk Assistant Comptroller - Inland Revenue Senior Tax Officer Tax Inspector Grade II Tax Inspector Grade l 060403 Collections Administrative Assistant Collections Supervisor - IRD Junior Clerk Tax Inspector Grade II Tax Officer Grade l Tax Officer Grade ll Tax Officer Grade lll Chief Valuation Officer Junior Valuation Officer Senior Valuation Officer Valuation Officer Valuation Technician 060404 Property 060405 Tax Reform Unit Assistant Comptroller - Tax Reform Audit Supervisor - Tax Reform Collections Supervisor - Tax Reform Senior Tax Inspector Tax Inspector Tax Inspector Grade l Tax Officer Grade lll 060501 Statistics & Economic Planning Administration 186 Director Statistics & Economic Planning Junior Clerk Office Assistant Senior Clerk Statistical Officer II Statistician 060502 Economic Planning Junior Clerk Project Officer Research and Documentation Officer II Statistical Officer II 060601 Financial Services Development and Marketing Assistant Director Director Junior Clerk Marketing Officer I Senior Clerk 060701 Regulation & Supervision Accounting Clerk Administrative
 Assistant Administrative Clerk Assistant Regulator Deputy Registrar of Insurance Registrar Financial Services Registrar of Insurance Regulator Financial Services Senior Clerk Systems Analyst II Technician II 060801 Administration & Small Enterprise Deputy Director Director Executive Officer Junior Clerk Marketing Officer I Small Business Officer 060802 Trade and Consumer Affairs Consumer Affairs Officer Consumer Affairs Officer I Senior Consumer Affairs Officer I Senior Trade Officer 1 4 1 1 1 2 1 1 2 1 1 1 2 1
Senior Trade Officer 187 060803 Supply Office Statistical Clerk Administrative Officer Junior Clerk Office Assistant Supply Manager 1 1 1 1 1 MINISTRY OF COMMUNICATIONS 102 070101 Administration Assistant Secretary Financial Officer Junior Minister Office Manager I Permanent Secretary Senior Clerk 070103 Project Management Unit Office Assistant Project Coordinator - Water Project Officer Senior Clerk Technician I 070104 Renewable Energy Unit Communications Officer Electrician II Energy Officer Senior Clerk 070201 Physical Planning Administrative Assistant Assistant Building Inspector Building Inspector Chief Building Inspector Deputy Director Development Control Officer Director Physical Planning Environment & Development Officer Office Attendant Physical Planning Officer Planning Technician 070301 Public Works Department Administration 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 3 1 1 1 1 1 1 2 1 188 Architect Chief Architect Civil Engineer Clerk of Works Director Public Works Draftsman Assistant Executive Officer Office Assistant Quantity Surveyor Senior Clerk 070302 Roads and Bridges Field Supervisor Foreman of Works Inspector of Works Foreman of Works Inspector of Works 070303 Buildings 070304 Repair Shop Foreman Mechanic Heavy Equipment Supervisor Manager Repair Shop Mechanic Grade I Mechanic Grade II Repair Shop Supervisor Senior Mechanic 070305 Asphalt Plant Asphalt Plant Foreman Asphalt Plant Manager Asphalt Plant Operator Technician II
 070401 Water Department Administration Accounting Officer I Administrative Officer Cashier Customer Service Manager Executive Officer Junior Clerk Manager Senior Clerk Senior Meter Reader Storekeeper 189 Storekeeper II Water Development Engineer Water Technician 070402 Production 070403 Distribution 070404 Quality Electrician II Foreman Mechanic Operations Manager Pump Technician Clerk of Works Foreman of Works Inspector of Works
 Laboratory Analyst Laboratory Technician I Laboratory Technician II 070501 Post Office Administration Customer Service Manager Deputy Postmaster Junior Clerk Office Assistant Operations Officer Senior Clerk Sub-Postman Supervisor of Customer Service 070502 Dispatch Dispatcher Junior Clerk Postmen MINISTRY OF AGRICULTURE 080101 Administration Administrative Officer Business Development Officer Minister Office Assistant Permanent Secretary Senior Clerk Department of Agriculture Administration Abbatoir Manager Communications Supervisor Director of Agriculture Executive Officer Junior Clerk Office Assistant Senior Clerk Junior Clerk Marketing Assistant Office Assistant 080202 Marketing 080203 Livestock and Veterinary Agricultural Officer Animal Health Assistant Livestock Extension Officer Livestock Trainee Senior Livestock Extension Officer Senior Veterinary Asst.
Veterinary Field Officer Veterinary Officer Veterinary Trainee 080204 Extension and Crop Agricultural Assistant Agricultural Officer Agricultural Supervisor Agricultural Trainee Deputy Director of Agriculture Foreman Mechanic Foreman of Works Forestry Assistant Machine Operator I Mechanic Grade II Storekeeper I 080301 Co-operative Department Co-operative Officer Director Cooperatives Secretary/Clerk Senior Cooperative Officer Trainee/Co-op Officer 080401 Fisheries Department 191 Director of Fisheries Fisheries Assistant Fisheries Officer Fisheries Trainee Junior Clerk Senior Fisheries Officer 1 3 1 2 1 1 MINISTRY OF HEALTH 196 090101 Administration Administrative Officer Assistant Secretary Health Planner Office Assistant Office Manager II Permanent Secretary Senior Clerk 090102 Health Information & HIV Co-ordinating Unit Education and Prevention Officer Health Educator/Nutritionist Health Promotion Officer Health Statistician Junior Clerk Monitoring & Evaluation Officer Nevis Aids Co-ordinator Office Assistant Senior Health Educator Surveillance Officer 090201 Public Health Department Administration 090202 Dental District Medical Officer Health Service Administrator Junior Clerk Medical Officer of Health Senior Clerk Dental Auxillaries Dentists Office Assistant Senior Store Clerk 090203 Community Health Services Community Health Nurse 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 2 1 2 1 1 3 3 1 1 6 192 Community Health Nurse Manager Nursing Assistants
 Supervisor Community Health Nurse 090204 Environmental Health Environmental Health Officers - Trained Environmental Health Officers - Untrained Field Officer Principal Environmental Health Officer Senior Environmental Officer Senior Vector Control Officer Vector Control Officer 090206 Psychiatric Services Mental Health Counsellor Nursing Assistants Orderly Staff Nurse 090301 Alexandra Hospital Administration Administrative Assistant Assistant Hospital Administrator Cashier Chief Executive Officer Hospital
 Administrator Junior Clerk Junior Officer Maintenance Technical Supervisor Maintenance Technician I Maintenance Technician II Medical Chief of Staff Office Assistant Operations Manager Purchasing Officer Receptionist I Senior Clerk Ward Clerk 090302 Patient Care Anesthesiologist Assistant Matron Assistant Nurse Manager Emergency Medical Technician Gynecologist/Obstician Internist Matron 193 Medical Officer Nurse Anesthetist Nurse Managers Nursing Assistants Orderly Pediatrician Pharmacist I Pharmacist II Physical Therapist Psychiatrist Registered Nurse I Registered Nurse II Senior Orderly Staff Nurse Student Pharmacist Surgeon Specialist 090303 Diagnostic Services Junior Clerk Lab Phlebotomist Laboratory Supervisor Medical Lab Technologist I Office Assistant Radiographer I Radiographer ll Senior Radiographer 090304 Domestic and Nutrition Services Dietician I Dietician II Senior Housekeeper Senior Store Clerk 090401 Flamboyant Nursing Home Activities Officer I Assistant Nurse Manager Nurse Managers Nursing Assistants Nursing Attendant Orderly Physical Therapist Staff Nurse TOURISM 15 100101 Administration 194 Executive Director II Junior Clerk Marketing Officer I Minister Office Manager II Permanent Secretary Senior Clerk 1000201 Tourism Research Assistant Secretary Junior Clerk Policy & Regulation Officer Product Development
 Officer Research and Development Officer Tourism Education Officer Tourism Education Officer II 1 1 1 1 1 1 1 1 2 1 1 1 1 1 MINISTRY OF EDUCATION 382 110101 Administration Co-ordinator Distance Education Director Permanent Secretary Senior Clerk Systems Analyst II Systems Technician I 110201 Department of Education Administration Administrative Officer Adult & Continuing Education Cordinator Agricultural Education Co-ordinator Athletics Coach Early Childhood Coordinator Education Officer Education Planner
 Executive Officer Junior Clerk Junior Sport Officer Junior Technical Officer Music Instructor Principal Education Officer Project Cordinator-Schools Computer Program Resource Teacher Senior Clerk Senior Sports Officer 1 1 1 1 1 2 1 1 1 1 1 6 1 1 1 1 1 2 1 1 1 1 2 195 Sports Co-ordinator I TVET Co-ordinator 110202 Early Childhood Supervisor - Education II Trained Pre-School Untrained Teacher 110203 Special Education Supervisor - Education I Trained Special Educators Trained Teacher Untrained Teacher 110204 Teachers Resource Center Co-ordinator Teacher Resource Center Junior Clerk 110301 Primary Schools Attendance Officer I Counsellor Graduate Teacher Guidance Counsellor Headmaster Headteacher Junior Sport Officer Library Assistant II Primary School Library Co-ordinator School Librarian Trained Graduate Teacher Trained Pre-School Trained Teacher Untrained Teacher 110401 Secondary Schools Charlestown Secondary Administrative Assistant Counsellor Deputy Principal Graduate Counsellor Graduate Teacher Guidance Counsellor Junior Sport Officer Library Assistant II Office Assistant Principal Senior Clerk Specialist Teacher Trained Graduate Teacher Trained Teacher Untrained Teacher 110402 Gingerland Secondary Attendance Officer I Attendance Officer II Counsellor Deputy Headmaster Graduate Teacher Junior Sport Officer Office Assistant Principal Senior Clerk Specialist Teacher Trained Graduate
 Teacher Trained Teacher Untrained Teacher 110403 Multi-purpose Center Graduate Teacher Janitor Junior Clerk Office Assistant Supervisor Multipurpose Center Technical Instructor Trained Graduate Teacher Trained Teacher Untrained Teacher 110404 Nevis Sixth Form Director Junior Clerk 110501 Library Services Administration Administrative Assistant Director Library Services Library Technician I 110502 Public Libraries Assistant Libarian Bookbinder Grade 1 Chief Librarian Librarian 2 15 12 29 1 1 3 1 10 1 1 1 1 2
Librarian Library Technician I Library Technician II Office Assistant Office Attendant Research and Documentation Officer I HUMAN RESOURCES 120101 Administration Administrative Assistant Administrative Officer Human Resource Manager Permanent Secretary Senior Clerk 120102 Training Officer Junior Clerk Training Officer 2 3 1 1 1 7 1 1 1 1 1 1 1 MINISTRY OF SOCIAL DEVELOPMENT 49 130101 Administration 130105 Administrative Officer Assistant Secretary Junior Clerk Junior Minister Permanent Secretary BNTF Community Liason Officer II Junior Clerk Project Coordinator (BNTF) Senior Clerk 130201 Social Services Administration Deputy Director Director of Gender & Social Affairs Junior Clerk Senior Clerk 130202 Family Services Counsellor Legal Counsel Probation Officer Social Case Worker 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 2 2 198 130203 Senior Citizens Administrative Officer Senior Citizen's Program Co-ordinator Senior Development Officer 130204 Gender Affairs Gender Affairs Co-ordinator Gender Counsellor Gender Officer 130205 Youth Development Junior Officer Youth Development Co-ordinator Youth Development Officer 130301 Sports and Community Development Sports Department Cricket Coach Director Junior Clerk Junior Sport Officer Office Assistant Senior Sports Coordinator Sports Co-ordinator II Sports Liaison Officer 130302 Community Development Community Affairs Officer - Untrained Community Development Officer I Community Development Officer II
 Deputy Director Community Development Director of Community Development Junior Community Officer Senior Clerk 1 1 1 1 1 2 2 1 1 1 1 1 1 1 1 2 1 1 2 3 1 1 1 1 199