Source document: https://docs-lawep.s3.us-east-2.amazonaws.com/1698844589393.pdf (Saint Kitts and Nevis)
REPORTS ON PLANS AND PRIORITIES VOLUME 3 Adopted by the Nevis Island Administration on Wednesday December 9th, 2009 FINANCIAL SUMMARY 2010 CURRENT ESTIMATES 2010 Estimates 2009 Estimates 2008 Actual Current Revenue 101,446,000 121,756,500 112,073,984 Current Expenditure 125,830,000 117,687,000 116,012,184 Surplus/Deficit (24,384,000) 4,069,500 (3,938,200) CAPITAL ESTIMATES Capital Revenue Loans 17,574,544 19,000,000 12,040,153 Development Aid 1,817,272 1,446,059 - 19,391,816 20,446,059 12,040,153 Capital Expenditure Revenue 18,325,473 15,250,000 10,106,018 Loans 17,574,544 19,000,000 12,040,153 Development Aid 1,817,272 1,446,059 - 37,717,289 35,696,059 22,146,171 Surplus/Deficit (Current Account) (24,384,000) 4,069,500 (3,938,200) Surplus/Deficit (Capital Account) (18,325,473) (15,250,000) (1,934,135) Total Surplus/ (Deficit) (42,709,473) (11,180,500) (19,565,715) 1 SUMMARY OF TOTAL BUDGET Ministries Recurrent Transfer Capital Revenue DEPUTY GOVERNOR GENERAL 316,000 - - - LEGISLATURE 642,000 45,000 - - AUDIT LEGAL 327,000 - - - 871,000 - 60,000 180,000 PREMIER'S MINISTRY 4,396,000 14,000 2,830,000 1,724,000 MINISTRY OF FINANCE, STATISTICS & ECONOMIC PLANNING MINISTRY OF COMMUNICATIONS, WORKS, PUBLIC UTILITIES, POSTS, PHYSICAL PLANNING, NATURAL RESOURCES AND ENVIRONMENT MINISTRY OF AGRICULTURE, LANDS COOPERATIVES & FISHERIES 59,707,000 - 1,250,000 84,608,000 9,655,000 35,000 16,560,000 6,522,000 4,693,000 9,000 1,255,000 746,000 MINISTRY OF HEALTH 12,654,000 650,000 3,124,000 1,695,000 MINISTRY OF TOURISM
 1,445,000 902,000 294,000 1,000 MINISTRY OF EDUCATION & LIBRARY SERVICES 16,956,000 140,000 2,304,000 165,000 HUMAN RESOURCES 2,738,000 - - - MINISTRY OF SOCIAL DEVELOPMENT, SPORTS AND COMMUNITY DEVELOPMENT 3,784,000 755,000 9,840,000 - MINISTRY OF TRADE, INDUSTRY & CONSUMER AFFAIRS 5,096,000 - 200,000 5,806,000 TOTALS 123,280,000 2,550,000 37,717,000 101,446,000 2 SUMMARY OF RECURRENT EXPENDITURE Ministries 2010 Estimates 2009 Estimates Increase/ Decrease % Change DEPUTY GOVERNOR GENERAL 316,000 320,000 (4,000)
 (1.25) LEGISLATURE 687,000 687,000 - 0.00 AUDIT LEGAL 327,000 463,000 (136,000) (29.37) 871,000 808,000 63,000 7.80 PREMIER'S MINISTRY 4,410,000 4,278,000 132,000 3.09 MINISTRY OF FINANCE, STATISTICS & ECONOMIC PLANNING 59,707,000 49,515,000 10,192,000 20.58 MINISTRY OF COMMUNICATIONS, WORKS, PUBLIC UTILITIES, POSTS, PHYSICAL PLANNING, NATURAL RESOURCES AND ENVIRONMENT 9,690,000 10,495,000 (805,000) (7.67) MINISTRY OF AGRICULTURE, LANDS COOPERATIVES & FISHERIES 4,702,000 5,072,000 (370,000) (7.29) MINISTRY OF HEALTH 13,304,000 13,532,000 (228,000) (1.68) MINISTRY OF TOURISM 2,347,000 2,457,000 (110,000) (4.48) MINISTRY OF EDUCATION & LIBRARY SERVICES 17,096,000 17,659,000 (563,000) (3.19) HUMAN RESOURCES 2,738,000 2,760,000 (22,000) (0.80) MINISTRY OF SOCIAL DEVELOPMENT, SPORTS AND COMMUNITY DEVELOPMENT 4,539,000 4,567,000 (28,000) (0.61) MINISTRY OF TRADE, INDUSTRY & CONSUMER AFFAIRS 4,623,000 5,074,000 (451,000) 0.00 TOTALS 125,357,000 117,687,000 7,670,000 6.52 3 SUMMARY OF TOTAL REVENUES Ministries 2010 Estimates 2009 Estimates Increase/ Decrease % Change DEPUTY GOVERNOR GENERAL - - - LEGISLATURE - - - AUDIT LEGAL - - - 180,000 75,000 105,000 140.00 - - - PREMIER'S MINISTRY 1,724,000 1,739,000 (15,000) (0.86) MINISTRY OF FINANCE, STATISTICS & ECONOMIC PLANNING MINISTRY OF COMMUNICATIONS, WORKS, PUBLIC UTILITIES, POSTS, PHYSICAL PLANNING, NATURAL RESOURCES AND ENVIRONMENT MINISTRY OF AGRICULTURE, LANDS COOPERATIVES & FISHERIES 84,608,000 104,635,000
 (20,027,000) (19.14) 6,522,000 8,407,000 (1,885,000) (22.42) 746,000 857,000 (111,000) (12.95) MINISTRY OF HEALTH 1,695,000 1,793,000 (98,000) (5.47) MINISTRY OF TOURISM 1,000 1,500 (500) (33.33) MINISTRY OF EDUCATION & LIBRARY SERVICES 165,000 149,000 16,000 10.74 HUMAN RESOURCES - - - - MINISTRY OF SOCIAL DEVELOPMENT, YOUTHS, SPORTS AND COMMUNITY DEVELOPMENT - - - - MINISTRY OF TRADE, INDUSTRY & CONSUMER AFFAIRS 5,806,000 4,100,000 1,706,000 41.61 TOTALS 101,446,000 121,756,500 (20,309,500) (16.68) 4 EXPENDITURE,
 REVENUE AND CAPITAL SUMMARY STANDARD OBJECT CODES 2010 2009 Variation % Var RECURRENT EXPENDITURE 01-Personal Emoluments 02-Wages 03-Allowances 04-Retiring Benefits 05-Travel and Subsistence 06-Office and General Expenses 07-Supplies and Materials 08-Communications Expenses 09-Operating and Maintenance Services 10-Grants and Contributions - Grants 11-Commissions 12-Rewards and Incentives 13-Public Assistance 14-Purchase of Tools, Instruments, Equipment 15-Rental of Assets 16-Hosting and Entertainment 17-Training 18-Debt Servicing – Domestic Interest 19-Debt Servicing – Foreign Interest 20-Refunds 21-Professional and Consultancy Services 22-Insurance 23-Allowance to Unofficial Members 24-Constituency Allowance to Elected Members 25-Student Education Learning Fund (S.E.L.F) 26-Claims Against Government 27-Production and Marketing Expenses 28-Sundry Expenses 29-Contingency Fund 31-Utilities TRANSFER 10-Grants and Contributions - Grants 13-Public Assistance CAPITAL EXPENDITURE 40-Consultancy Feasibility, Tendering and Specialist Costs 41-Wages 42-Supplies and Materials 44-Purchase of Equipment 45-Acquisition/Construction of Physical Assets 46-Other costs to be capitalised 47 Purchase of Assets 48 Renovation and Upgrade 49 Vehicles 38,252,823 14,712,469 834,145 4,500,000 1,385,200 861,607 6,257,175 912,000 1,962,792 1,115,908 100 69,500 533,400 435,625 988,270 680,000 2,580,700 22,000,000 16,000,000 14,000 1,351,163 700,000 154,045 120,000 35,000 75,000 456,200 33,300
-462,025 -119,495 87,940 0 -49,780 -133,540 -421,925 -171,600 49,442 772,208 -400 -110,000 -62,050 -106,175 -189,950 -43,000 -227,700
 12,000,000 0 -3,500 -400,437 -50,000 45 0 -10,000 0 -566,200 100 0 -1,507,000 8,274,958 Variation -131,300 0 -131,300 2010 2009 Variation 3,745,000 450,000 1,445,000 1,765,000 21,567,687 2,675,000 60,000 5,659,403 350,000 37,717,090 1,730,000 680,000 1,540,000 1,385,000 25,382,200 3,083,859 40,000 1,305,000 250,000 35,396,059 2,015,000 -230,000 -95,000 380,000 -3,814,513 -408,859 20,000 4,354,403 100,000 2,321,031 -1.19 -0.81 11.78 0.00 -3.47 -13.42 -6.32 -15.84 2.58 224.68 -80.00 -61.28 -10.42 -19.60 -16.12 -5.95 -8.11 120.00 0.00 -20.00 -22.86 -6.67 0.03 0.00 -22.22 0.00 -55.38 0.30 0.00 -21.48 -32 % Var -4.91 0.00 -5 % Var 116.47 -33.82 -6.17 27.44 -15.03 -13.26 50.00 333.67 40.00 499 5 RECURRENT REVENUE 2010 2009 Variation % Var Tax Revenue 50 - Taxes on International Trade and Transaction 34,819,040 51 - Taxes on Domestic Goods and Consumption 21,491,350 12,983,500 52 - Taxes on Income 3,050,000 53 - Taxes on Property 320,800 54 - Fees, Fines and Forfeiture 55 - Rent of Government Property 209,550 23,052,000 59 - Other Revenue 5,520,000 58 - Utilities (Water ) 101,446,240 38,883,150 33,005,500 13,415,000 4,290,000 46,500 17,000 24,709,350 7,390,000 121,756,500 -4,064,110 -11,514,150 -431,500 -1,240,000 274,300 192,550 -1,657,350 -1,870,000 -20,310,260 -10.45 -34.89 -3.22 -28.90 589.89 1,132.65 -6.71 -25.30 1,613 6 SUMMARY OF CAPITAL EXPENDITURE Revenue Loans Development Aid Total Capital by Ministry DEPUTY GOVERNOR GENERAL - - - LEGISLATURE - - - AUDIT LEGAL - - -
 60,000 - - 60,000 PREMIER'S MINISTRY 1,480,000 1,350,000 - 2,830,000 MINISTRY OF FINANCE, STATISTICS & ECONOMIC PLANNING MINISTRY OF COMMUNICATIONS, WORKS, PUBLIC UTILITIES, POSTS, PHYSICAL PLANNING, NATURAL RESOURCES AND ENVIRONMENT 1,250,000 - - 1,250,000 10,611,775 5,250,000 698,623 16,560,398 MINISTRY OF AGRICULTURE, LANDS COOPERATIVES & FISHERIES 605,000 650,000 - MINISTRY OF HEALTH 2,000,000 400,000 723,859 1,255,000 - 3,123,859 - MINISTRY OF TOURISM 40,000 254,423 - 294,423 MINISTRY OF EDUCATION &
 LIBRARY SERVICES 1,030,000 1,273,821 - 2,303,821 HUMAN RESOURCES - - - - MINISTRY OF SOCIAL DEVELOPMENT, SPORTS AND COMMUNITY DEVELOPMENT MINISTRY OF TRADE & INDUSTRY & CONSUMER AFFAIRS 1,048,698 8,396,300 394,790 9,839,788 200,000 ` - 200,000 TOTALS 18,325,473 17,574,544 1,817,272 37,717,289 7 NEVIS ESTIMATES Fiscal Operations (Economic Classification) In Millions of EC $ ESTIMATES 2010 Current Revenue Tax Revenue Taxes on Income & Profit Corporate Income Tax Withholding Tax Social Services Levy Taxes on Property House Tax & Land Tax Taxes on Domestic Goods & Services Wheel Tax Entertainment Tax Traders Tax Hotel Room & Restaurant Tax Stabilization Fund Gasoline Levy & Diesel Levy Stamp Duties Aliens Loan Tax Vehicle Rental Levy Insurance Fees Cable TV Tax Consumption Tax (Inland Rev.)
Proceeds from Lottery Sale Coastal Environmental Levy Licences: of which: Banks Licence Drivers Licence Business & Occupation Taxes on Int'l Trade & Transactions Import Duties Export/Excise Duties Consumption Tax Parcel Tax Travel Tax Mercantile Tax Customs Service Charge Environmental Levy Other Non-Tax Revenue Fees, Fines & Forfeitures Passports, Work Permits and Others Rent of Government Property Water Post Office Offshore Financial Services Hospital Fees Supply Office Other Non-Tax Revenue Act Jan - Oct 2009 70.63 48.72 9.06 2.77 0.22 6.06 Proj.
2009 121.76 89.60 13.42 3.30 0.12 10.00 Proj.
Fiscal Operations (Economic Classification) In Millions of EC $ Current Expenditure Personal Emoluments Salaries Allowances Wages Goods & Services Interest Payments Domestic External Transfers & Subsidies Pensions and Gratuities Contributions to Reg.
& Int'l Institutions Public Assistance Overseas Missions/Other Public Corporations Current Account Balance Capital Revenue Land & Property Sales Other Total Grants Budgetary Grants Capital Grants Capital Expenditure Fixed Investment Below the line expenditure Net Lending Overall Balance Primary Balance Financing: Domestic: ECCB Commercial Banks Loans, Advances & Overdrafts Deposits Non-Banks Treasury Bills Social Security (Loan) Other Identified Unidentified External: Disbursement Amortization Change in Gov't Foreign Assets Sale/(Purchase) of Assets Residual Principal Repayments Domestic External 2008 Act Jan - Oct 09 Proj.
2009 Proj.
-11.56 18.05 0.00 0.00 0.00 0.00 0.00 0.00 41.76 41.76 0.00 0.00 -28.13 - -12.06 4.96 12.10 22.04 0.00 11.14 11.14 0.00 10.90 8.16 0.00 2.74 0.00 2.74 -9.94 0.00 -9.94 0.00 0.00 0.00 14.02 4.08 9.94 0.09 0.09 0.00 16.79 16.79 -28.27 -12.80 28.48 34.65 17.59 17.59 17.06 13.56 3.50 -6.17 -6.17 7.98 1.81 6.17 0.00 0.00 0.00 0.00 0.00 0.00 35.70 35.70 0.00 0.00 -17.65 -5.63 19.00 28.97 0.00 19.00 19.00 0.00 9.97 9.97 0.00 0.00 0.00 0.00 -9.98 0.00 -9.98 0.00 0.00 0.00 13.98 4.00 9.98 53.80 38.25 0.83 14.71 26.98 21.50 15.00 6.50 7.05 4.50 0.35 0.01 0.00 2.19 -7.88 0.00 0.00 0.00 0.00 0.00 0.00 37.72 37.72 0.00 0.00 -45.60 -24.10 45.45 45.45 21.00 21.00 24.45 15.45 9.00 -9.50 16.50 7.00 9.50 9 PROPOSED CAPITAL – 2010 MINISTRY Legal CAPITAL CODE 040101 PROJECT NAME Purchase of Law Books PROJECT COST 120,000 AMOUNT BUDGETED FROM REVENUE 60,000 AMOUNT BUDGETED FROM LOANS AMOUNT BUDGETED FROM DEV-AID Premier's Finance Ministry of Communication Administration & Physical Planning 050150 050154 050173 050168
 050169 050170 050171 050172 060150 060151 060153 060163 060171 070120 070122 070171 070175 070176 070177 070180 070181 070182 Upgrade of Disaster Management Refurbishing of Charlestown Court House Development of Media Services Emergency Response Fund Upgrade of Police Services Commission of Inquiry Purchase of land and construction of Cotton Ground Police Station Repairs to Old Police Station Cotton Ground 500,000 100,000 100,000 100,000 150,000 2,370,000 1,200,000 150,000 50,000 50,000 100,000 30,000 150,000 1,100,000 1,200,000 150,000 Total Premier's Ministry 4,020,000 1,480,000 1,350,000 - Computerization of Government Services Government Equipment, Furniture etc.
Population and Housing Census Vehicles IBM System Upgrade 750,000 800,000 650,000 1,250,000 180,000 250,000 270,000 50,000 500,000 180,000 Total Ministry of Finance 3,630,000 1,250,000 - - Land Settlement Technical Assistance Physical Development Plan 3,000,000 125,000 185,000 3,000,000 125,000 185,000 Water Network Rehabilitation Project Water Drilling Project PERB Project Police Barracks at Belle Vue Expansion to St. Thomas' Primary Renewable Energy Projects 40,000,000 2,500,000 350,000 815,070 431,179 800,000 - 2,500,000 100,000 151,775 800,000 5,000,000 - 250,000 448,623 Total Admin/Physical Planning 48,206,249 6,861,775 5,000,000 698,623 10 MINISTRY CAPITAL CODE Public Works 070312 070332 070361 070373 070378 070388 PROJECT NAME Secondary Village Roads & Asphalt Road M'tce Special Maintenance of Schools Recondition of Asphalt Plant Renovation of Government Buildings Island Road Drainage Project Renovation of Government House PROJECT COST AMOUNT BUDGETED FROM REVENUE AMOUNT BUDGETED FROM LOANS AMOUNT BUDGETED FROM DEV-AID 1,000,000 400,000 550,000 200,000 700,000 1,400,000 1,200,000 400,000 250,000 200,000 200,000 700,000 Water Department Total Min.
of Communication Ministry of Agriculture 070396 Construction of Labour Department Office 250,000 250,000 Total Public Work 4,500,000 2,950,000 250,000 070459 Water Services Upgrade 1,000,000 800,000 Total Water Deptartment 1,000,000 800,000 - - - Total Communication 53,706,249 10,611,775 5,250,000 698,623 080153 080154 080164 080167 080168 080169 080172 Farm Machinery and Equipment Agriculture Diversification Thrust Agro Processing Plant Fencing & Landscaping Caribbean Amblyoma Programme CAP 150,000 250,000 250,000 30,000 50,000 350,000 50,000 70,000 Upgrade of the Charlestown Public Market Lethal Yellowing Management in Coconuts Fisheries Biodiversity Project 295,000 750,000 250,000 50,000 85,000 295,000 080275 Sea Island Cotton Production 400,000 50,000 50,000 080178 080179 Expansion and Upgrade of Vetinary Clinic Animal Control 125,000 150,000 50,000 080180 Upgrade of Cardi Building 150,000 125,000 150,000 Total Ministry of Agriculture 2,920,000 605,000 650,000 - 11 MINISTRY CAPITAL CODE PROJECT NAME PROJECT COST AMOUNT BUDGETED FROM REVENUE AMOUNT BUDGETED FROM LOANS AMOUNT BUDGETED FROM DEV-AID Ministry of Health Ministry of Tourism Ministry of Education 090150 090161 090162 090163 090164 090165 090166 019068 090170 090171 090172 100150 100156 Improvement to Alexandra Hospital Bulk Purchase of Drugs Upgrade of Community Health Centers (Gingerland) Nevis Environmental Work Program Mental Wellnes Center New Brown Hill Health centre Renovation Hospital Threatre Suite Payment for Medical Services Upgrade and
 Expand Cotton Ground Health Centre Construction of Environmental Health Office at Charlestown Health Center Dental Services Equipment 500,000 1,350,000 100,000 350,000 378,939 450,000 275,000 500,000 500,000 500,000 80,000 450,000 75,000 100,000 500,000 450,000 50,000 400,000 150,000 220,000 160,000 135,000 298,859 425,000 Total Ministry of Health 5,273,939 2,000,000 400,000 723,859 Upgrading and Development of Heritage Site New River Estate Plantation Museum Project 67,000 15,000 79,423 25,000 54,423 100158
 Maritime Tourism 200,000 200,000 Total Ministry of Tourism 279,423 40,000 254,423 - 110158 110163 110165 110164 110166 110167 110169 110170 Computerization of Schools Provide Furniture for Schools Special Maintenace of Schools School Meal Program School Text Book Programme Upgrade of Primary Schools to include Classrooms,Kitchens, Lunch Rooms & Fencing (Charlestown, Gingerland, VOJN, St. James, St. Johns & Ivor Walters) Expansion of Charlestown Secondary School Renovation to Gingerland Secondary School 800,000 950,000 1,150,000 550,000 200,000 200,000 50,000 150,000 300,000 20,000 300,000 1,300,000 230,000 768,821 1,000,000 80,000 205,000 205,000 Total Ministry of Education 6,155,000 1,030,000 1,273,821 - 12 MINISTRY CAPITAL CODE PROJECT NAME PROJECT COST AMOUNT BUDGETED FROM REVENUE AMOUNT BUDGETED FROM LOANS AMOUNT BUDGETED FROM DEV-AID Ministry of Social Development 130150 Maintenance of Community Centers 900,000 100,000 130173 130174 130178 130179 130180 130181 130182 Fine Arts Theartre Improvement and Maintenance of Sporting Facilities National Training Program (HYPE) Purchase of Saunders Land and Upgrade of Cotton Ground Playfields Construction of Community Centers for Camps, Fountain, Jessups, Charlestown and Cotton Ground Barnes Ghaut Community Center Senior Citizen Hot Meal Kichen 8,150,700 5,434,000 900,000 150,000 800,000 200,000 700,000 700,000 2,762,300 350,000 500,000 70,000 28,698 2,262,300 280,000 114,790 Total Ministry of Social Development
 14,213,000 1,048,698 8,396,300 394,790 Ministry of Trade 140172 140174 Entreprenuerial Development Fund Youth Enterprise Scheme 850,000 525,000 100,000 100,000 Total Ministry of Trade 1,375,000 200,000 - - Overall Total Total of Revenue, Loans & Dev.
Aid 91,692,611 18,325,473 17,574,544 1,817,272 37,717,289 13 01 - Deputy Governor General 2010 14 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 as much as possible in order to maintain good governance.
The office makes certain that all Bills passed by the legislature are assented to, so as to obtain legal status; and that other important legal documents prepared by the legal department, to protect the interests of the Government and the people of Nevis, are properly signed.

It is anxious to serve the people of Nevis specifically by projecting 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 of utmost concern to the office and everything is done to ensure the Establishment runs properly.

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 and is the basis for accountability for the results achieved with the resources and authorities provided.
Clara Smithen ________________ Administrative Officer 1 15 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 legislature.

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

- Execute documents dealing with crown lands such as conveyances, mortgages, leases and the like.

- Sign alien land holding licences, marriage licenses, and instrument of appointment.
- Appoint members of Sundry Boards and Commissions, for example the Building Board and the Land and House Tax Commission.

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

- Giving audience to persons who might appear to have some grievance that is not being addressed by the relevant Department.

- Host state luncheons, dinners and receptions.

- Accept courtesy calls.


- Giving addresses or short talks in the schools either on his/her own initiative or upon request; and attending their graduation and sporting functions especially when asked.

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

- Permitting suitable functions to be held under his/her patronage, in which case his/her attendance will be requisite.
- Projecting the traditional impartiality of the Monarch in any extraordinary civic or political controversy.
3 16 17 2.4 Planning Overview 2.4.1 Overview This section will present the portfolio’s strategic objectives versus the government directions, the portfolio’s annual objectives versus the strategic objectives, the modifications to the portfolio’s strategic directions during the year, the main activities contributing to the portfolio’s annual objectives, the main challenges to achieve portfolio’s annual objectives, the portfolio’s resources and the achievement of the strategic objectives over a multi-year time horizon, the impact of previous year’s achieved results on the current year’s planned expenditure.
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 2010: - Perform all duties as stated in the Constitution, and as directed by the Governor General.

 - Ensure Constitutional and Democratic Governance.

- 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 There are no modifications in the strategic direction.

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: - Provide professional service to the general public in accordance with Mission Statement.

- Liaise with the Human Resources Department concerning opportunities for staff training.

- Seek to improve the Government House and its' surroundings.
2.4.1.5 Main Challenges to Achieve Portfolio’s Annual Objectives 18 Main Challenges to Achieve Portfolio’s Annual Objectives: The Government House building is currently being renovated and in the process has caused some disruptions to main activities.

It represents an investment that should payback on the long run.
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 Government House.

The administration cost of 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 2.4.1.7 Impact of Previous Year’s Achieved Results on the Current Year’s Planned Expenditures There are no significant variations on current year planned expenditure.

2.4.2 Capital Projects Information 2.4.2.1 Major Government Projects (MGP) There are no capital projects for Deputy Governor General.
However, there would be improvement required to the Government House to accommodate the orderly, sentry staff and official visitors.

2.4.2.2 Other Capital Projects Judged Important There are no capital projects for Deputy Governor General.

2.4.3 Transfer Payment Information There is no transfer payment made by the Deputy Governor General.
19 4.5 Portfolio’s Summary by Sources of Funds Source of Funds Revenue Total Expenditure Expenditure Expenditure Expenditure Expenditure Actual Estimated Planned Projected Projected 2008 2009 2010 2011 2012 302 302 (in thousands) 291 291 316 316 317 317 328 328 20 Section 5:Other Items of Interest 4.7 Personal Emoluments – Details of Salaries Office of Deputy Governor General (4) Deputy Governor General (1) Administrative Officer (1) Housekeeper (1) Junior Clerk (1) 21 02 - LEGISLATURE 2010 22 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 legislatures are known primarily as lawmaking bodies, the first and foremost characteristic of a legislature is its intrinsic link to the citizens of the country or state-representation.

This arm of government will therefore through its roles and functions seek to provide legal information and advice to not only to the Nevis Island Administration, Heads of Ministries, Departments and Statutory Bodies of the NIA, but also ensure that relevant information are 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.

In order to do so, the following projects will be put in place.

First, to increase the visibility and image of the department and its officers, the legislature will acquire office space to house this department.

Upon acquisition laws and bills passed in the house will be made available to the relevant persons through display—written or audio visually.
In addition to acquiring office space, the legislature will also create a library that will facilitate easy access to information.

Personnel to man the office and library will also be recruited for the effective functioning of the plant.

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 the 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 23 Dwight Morton ______________________ Clerk of the Parliament 24 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.

25 2.3 Portfolio Activity Summary Portfolio 2.


Support the Legislative Functions of Government Responsibility Centre 02 - Legislature Officer in Charge Clerk of House Goals/Global Objectives To exercise the legislative functions of Government as directed by the Constitution of St. Kitts and Nevis.

Objective(s) for 2010 1.Classify all past legislation for ease of access.

Expected Results Performance Indicators Ongoing All past legislation classified on shelves.
Financial Summary Programme Expenditure Expenditure Expenditure Expenditure Expenditure Projected Planned Estimated Projected Actual 2008 2009 2010 (in thousands) 2011 2012 1.

Provide Administrative Services to Parliament 2.
Administer the Office of the Opposition Leader 723 Total 723 633 54 687 633 54 687 641 67 709 654 70 724 26 2.4 Planning Overview 2.4.1 Overview This section will present the portfolio’s strategic objectives versus the government directions, the portfolio’s annual objectives versus the strategic objectives, the modifications to the portfolio’s strategic directions during the year, the main activities contributing to the portfolio’s annual objectives, the main challenges to achieve portfolio’s annual objectives, the portfolio’s resources and the achievement of the strategic objectives over a multi-year time horizon, the impact of previous year’s achieved results on the current year’s planned expenditure.
2.4.1.1 Portfolio’s Strategic Objectives vs Government Directions The strategic objective of the 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, the Legislature has advanced the following objectives for 2010: 1) Classify all past legislation in order to improve the access of it.

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, the Legislature will perform the following activities in order to ensure an effective and efficient service: Provide legal advice to the Heads of Ministries, Departments and Statutory Bodies of the Nevis Island Administration or any Ministry, Department or Statutory Body of the Administration.
Conduct and regulate all litigation for and against the Nevis Island Administration or any Ministry, Department or Statutory Body of the Administration.

Provide advice to the Nevis Island Administration upon all matters of law connected with legislative instruments.

Provide advice to the Nevis Island Administration upon all matters of a legislative nature and superintend all government measures of a legislative nature.

Ensure that the administration of public affairs is in accordance with the law.
Prepare diverse legal documents such as conveyances, transfers, leases, contracts, 27 agreements and bonds.

Process Marriage Licenses, Alien Land Holding Licenses, and Declaration of Natural Parents Applications for registration of father’s name.

Collaborate with the Ministry of Finance in enforcing the tax laws in an economical, efficient and impartial manner to promote and maximize revenues.
2.4.1.5 Main Challenges to Achieve Portfolio’s Annual Objectives To classify all past legislation in order to improve the access of it, the following task will have to be done: 1) Catalogue last 10 years Legislation; 2) Categorise the Legislation; 3) Find a physical space to host the Legislature and the Legislation; 4) Setting up the library; 5) Build procedure to access the Legislation; 6) Make 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 the Legislature.

The administration cost of Legislature is less than one percent of the total Nevis Island Administration’s budget.
It is mainly divided into three categories: 1) Compensation of employees 2) Use of goods and services 3) Other Expenses 2.4.1.7 Impact of Previous Year’s Achieved Results on the Current Year’s Planned Expenditures There are no significant variations on current year planned expenditure.

2.4.2 Capital Projects Information 2.4.2.1 Major Government Projects (MGP) There are no capital projects for Legislature.

2.4.2.2 Other Capital Projects Judged Important 28 There are no capital projects for Legislature.
2.4.3 Transfer Payment Information The transfer payment beneficiary for Legislature is the following: Contribute to Parliamentary Associations: $45,000 Annual contribution to retain membership of: Caribbean Parliamentary Association; Commonwealth Parliamentary Association.

To benefit from general training, literature, attachments, and update in Legislature.
29 3.1.1 Overview of Each Programmes’ Activities The Provide Administrative Services to Parliament Programme support the exercise of the legislative functions of Government as directed by the Constitution of St.Kitts and Nevis.

The 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.
The Administer the Office of Opposition Leader Programme aims to create a balance in views by providing forum for debate.

3.1.2 Presentation of the Programmes This section will present details related to each programme.

First, the impact and the structure of each programme will be presented.

Then, the important initiatives contributing to the achievement of the annual objectives will be presented.
3.1.2.1 Impact of Each Programme Provide Administrative Services to Parliament Ensure 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 Provide an easy and effective access to legislative instruments in order to ensure that the administration of public affairs is conducted in accordance with the law.
Administer the Office of Opposition Leader Create a balance in views by providing forum for debate.

3.1.2.2 Structure of Each Programme The Provide Administrative Services to Parliament Programme is composed of two sub- programmes: 1.

Facilitate the Parliamentarians in the Execution of their Duty; 2.

Contribute to Parliamentary Associations.

Ensure the Availability and Access of Legislative Instruments has no sub-programme.

Administer the Office of Opposition Leader has no sub-programme.
3.1.2.3 Important Initiatives Contributing to the Achievement of the Annual Objectives All initiatives contributing to the achievement of the annual objectives are stated in section 2.4.1.4.

30 3.2 Sub-Programmes’ Activity Summary Portfolio Programme Sub-Programme 2.

Support the Legislative Functions of Government 1.


Provide Administrative Services to Parliament 1.1 Facilitate the Parliamentarians in the Execution of their duties Responsibility Centre 02 - Legislature 0201 - Administration Officer in Charge Clerk of House Goals/Global Objectives To exercise the legislative functions of Government as directed by the Constitution of St.Kitts and Nevis.

Objective(s) for 2010 1.Keep the administrative support function under 0.6 of total state budget %.
Expected Results Less then 0.6% Performance Indicators Cost of administration as a percentage of total state budget.

Financial Summary Expenditure Expenditure Expenditure Expenditure Expenditure Actual 2008 Estimated Planned Projected Projected 2009 2010 2011 2012 (in thousands) 683 588 588 594 605 Total 683 588 588 594 605 Recurrent Capital Transfer 31 Portfolio Programme Sub-Programme Responsibility Centre 2.

Support the Legislative Functions of Government 1.


Provide Administrative Services to Parliament 1.2 Contribute to Parlimentary Association 02 - Legislature 0201 - Administration Officer in Charge Clerk of House Goals/Global Objectives Strenghten relationships with Parlimentary Associations Objective(s) for 2010 1.Contribute to parliamentary associations.

Expected Results 2 contributions paid.

Performance Indicators Contribution paid to parliementary associations.
Financial Summary Expenditure Expenditure Expenditure Expenditure Expenditure Actual 2008 Estimated Planned Projected Projected 2009 2010 2011 2012 (in thousands) Recurrent Capital Transfer Total 40 40 45 45 45 45 47 47 49 49 32 3.2.1 Sub-Programmes’ Important Initiatives Contributing to the Achievement of the Annual Objectives All initiatives contributing to the achievement of the annual objectives are stated in section 2.4.1.4.
3.2.2 Justification for the current year planned Expenditure There are no significant variations on current year planned expenditure.
33 4.5 Portfolio’s Summary by Sources of Funds Source of Funds Revenue Total Expenditure Expenditure Expenditure Expenditure Expenditure Actual Estimated Planned Projected Projected 2008 2009 2010 2011 2012 723 723 (in thousands) 687 687 687 687 709 709 724 724 34 Section 5:Other Items of Interest 4.7 Personal Emoluments – Details of Salaries All employees for Legislature are paid with wages and allowances.
35 03 - Audit 2010 36 Section 1: Executive Summary and Management Representation Statement 1.1 Minister’s Message 1.2 Executive Summary This document provides a brief synopsis of the Nevis Audit Office’s plans for 2010.

Our activities reflect the conduct of a number of audits and the examination of the Annual Accounts for 2008 and 2009.

We through the Human Resources Department has acquiried trained staff and hope that the year 2010 would bring us some measure of improvement in this area.
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.
Alex David ______________________ Senior Audit Manager 37 Section 2: Ministry Overview 2.1 Mission Statement To report on the financial out-turn of the economy, and on the economic, 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.
38 2.3 Portfolio Activity Summary Portfolio 3.

Report on Financial Out-Turn Responsibility Centre 03 - Audit Officer in Charge Audit Manager Goals/Global Objectives To report to the Nevis Island Assembly and the public on the financial out-turn of the economy, and on the economic, efficient and effective utilization of resources and processes to ensure proper accountability.

Objective(s) for 2010 1.Produce a number of Value for Money, and other Special Audits.
Expected Results Performance Indicators 1 Number of audits produced.

at least 50 at least 50% Number of recommendations issued from audits.

% of recommendation issued from audits implemented.

Financial Summary Programme Expenditure Expenditure Expenditure Expenditure Expenditure Planned Estimated Projected Actual Projected 2008 2009 2010 (in thousands) 2011 2012 1.

Provide Administrative Support 2.
Audits 132 101 233 165 298 463 164 163 327 179 171 351 183 180 363 Total 39 2.4 Planning Overview 2.4.1 Overview This section will present the portfolio’s strategic objectives versus the government directions, the portfolio’s annual objectives versus the strategic objectives, the modifications to the portfolio’s strategic directions during the year, the main activities contributing to the portfolio’s annual objectives, the main challenges to achieve portfolio’s annual objectives, the portfolio’s resources and the achievement of the strategic objectives over a multi-year time horizon, the impact of previous year’s achieved results on the current year’s planned expenditure.
2.4.1.1 Portfolio’s Strategic Objectives vs Government Directions The Nevis Island Government is fully committed to accountability, transparency and good governance.

It is the primary objective of the Nevis Audit Office to assist in holding the Government accountable for the manner in which taxpayers’ money has been disbursed.

However, the non-functioning of the Public Accounts Committee makes the accountability cycle incomplete.
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, efficiently and effectively.

In order to fulfill our obligation, the Nevis Audit Office has advanced the following objectives for 2010: 1.

Produce a number of Value-For-Money, and other Special Audits.

2.
2.

Produce the Reports on the 2006 and 2007 Annual Accounts.

2.4.1.3 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 Office hopes to table the 2008 and 2009 Reports in 2010.

A number of Special Audits including two Value-For-Money Audits have been scheduled for 2010.

The Ministries/Departments have already been identified.
2.4.1.5 Main Challenges to Achieve Portfolio’s Annual Objectives 40 The budgeted staff complement of the Nevis Audit Office is six.

The present staff complement comprises the Senior Audit Manager, One Senior Auditor and one Audit Assistant.

Staffing is a very critical issue, and in order to achieve our objectives over the next three year budget period, this area must be addressed.
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 over the next three year budget period, a significant increase has to be made in the area of staffing.

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.
2.4.2 Capital Projects Information 2.4.2.1 Major Government Projects (MGP) There are no capital projects for Audit.

2.4.2.2 Other Capital Projects Judged Important There are no capital projects for Audit.

2.4.3 Transfer Payment Information There are no transfer payments for the Nevis Audit Office.

41 3.1.1 Overview of Each Programmes’ Activities 3.1.2 Presentation of the Programmes 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.

This 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.

3.
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.

3.1.2.2 Structure of Each Programme Provide Administrative Support.

This Program will provide general administrative support.

It will also plan and control the Nevis Audit Office’s annual plan.
It will supervise and train staff to perform the various audit tasks.

Perform Financial and Compliance Audits.

This Program will provide assurance on the proper accounting and use of public funds.

Perform Special Audits.

This Program will provide assurance that government has utilized its resources in the most economic, effective and efficient manner.
3.1.2.3 Important Initiatives Contributing to the Achievement of the Annual Objectives All objectives that have been discussed at the portfolio level are the same targets at the programme level.

42 3.2.1 Sub-Programmes’ Important Initiatives Contributing to the Achievement of the Annual Objectives There are no sub-programmes for the Nevis Audit Office.

3.2.2 Justification for the current year planned Expenditures There is no significant increase in the current year planned expenditure.
43 Section 4: Supplementary Information 4.1 Portfolio’s Main Estimates by Expenditure Type Org Unit Name: 03 - Audit Expenditure Expenditure Expenditure Expenditure Expenditure Projected Planned Estimated Projected Actual 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 14-Purchase of Tools, Instruments, Furniture and Equipment 15-Rental of Assets 16-Hosting and Entertainment 17-Training Total Total 2008 2009 2010 2011 2012 (in thousands) Portfolio’s Summary by Sources of Funds Source of Funds Revenue Total Expenditure Expenditure Expenditure Expenditure Expenditure Actual Estimated Planned Projected Projected 2008 2009 2010 2011 2012 233 233 (in thousands) 463 463 327 327 351 351 363 363 45 Section 5:Other Items of Interest 4.7 Personal Emoluments – Details of Salaries Administration (2) Senior Audit Manager (1) Audit Assistant (1) Audits (4) Audit Assistant (1) Audit Manager (1) Auditor (1) Senior Auditor (1) 46 04 - Legal Services 2010 47 Section 1: Executive Summary and Management Representation Statement 1.1 Minister’s Message 1.2 Executive Summary Herein is the Report on Plans and Priorities for 2010
 prepared by Legal Department.
This is our guide for responding to the changes and demands that affect the services we provide - such as the increasing complexity, and interdependence of legal and policy issues and litigation.

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 globalisation 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 the 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 assist them in prioritising their requests for our services.
The corporate values governing Legal Services' development will include the following: 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 This Report is a vital and live document and will be regularly reviewed and monitored by the Legal 1 48 Department to ensure that we deliver our objectives.
1.3 Management Representation Statement I submit, for tabling in Parliament, the annual Report on Plans and Priorities (RPP) for the 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 Patrice Nisbett ______________________ Legal Advisor 49 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.

50 2.3 Portfolio Activity Summary Portfolio 4.


Provide Legal Advice and Protect the Interests of Nevisians Responsibility Centre 04 - Legal Services Officer in Charge Senior Legal Counsel Goals/Global Objectives Provide legal advice on all legal matters to the Nevis Island Administration and protect the interests of the government and people of Nevis.

Objective(s) for 2010 1.Ensure that all Companies operating on the island of Nevis file all the relevant documents to comply with the Companies Ordinance.
2.Increase the number of legislation passed and enforced.

Expected Results Performance Indicators from 20% to 25% Number of companies compliant vs total of compliance request.

at least 50% % of increase of number of legislation passed and enforced.

Financial Summary Programme Expenditure Expenditure Expenditure Expenditure Expenditure Planned Estimated Projected Actual Projected 2008 2009 2010 (in thousands) 2011 2012 01 - Administer Legal Services and Company Registry 02.
Manage the Public Sector Invesment Projects (PSIP) for Legal Department Total 584 75 659 806 40 846 871 60 931 923 88 977 94 1,011 1,070 51 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 2010: Legal Department: Ensure that the Nevis Island Administration is supported by competent and responsive legal services.

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

2.4.1.4 Main Activities contributing to the Portfolio’s Annual Objectives Employ a Legal Draftsman to prepare legislation including statutory instruments for and on behalf of the Administration.

Employ additional legal counsel.

Provide relevant training programmes to staff.


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

52 Install and implement a computerized filing system for the maintenance of company records and establish an electronic link with Financial Services Registry to ensure companies names are not reproduced.

Make necessary amendments to Companies Ordinance and Regulations.
Pool resources with the Financial Services (Regulation and Supervision) Department in regulating corporate and fiduciary servics.

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 2010 will be: -Shortage of qualified staff.

- Budgetary funds are limited for training of staff, resources for legal research, supplies and equipment.

- Litigation.
- Litigation.

- Preference of new and established local lawyers for employment in private sector rather tan Civil Service.

- Sector-wide staffing issues relating to recruitment and retention of local lawyers and support staff.

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.
The administration cost of legal services is less than one percent of the total Nevis Island Administration’s budget.

It is mainly divided into three categories: 1) Compensation of employees 2) Use of goods and services 3) Other Expenses However, the legal services has set the following goals for the next 2 years: 2010 Increase in the number of pieces of legislation passed and enforced.

Implement a feasible case management/tracking system to effectively manage and prioritise case/work load.
53 Collaborate with Ministry of Finance in particular, Inland Revenue and Customs Department to increase Government revenue collection Provide dedicated legal support to the Financial Services Departments.

Achieve 70% active companies compliance with companies legislation.

Update existing law library.

Increase revenue collection as a result of revised filing fees and administrative costs.
2011 Recruit additional Legal Counsels and 1 Draftsperson and have Counsels trained in specialised practice areas (eg.

Financial Services, Legislative Drafting, Commercial and International Law.

Establish a fully equipped law library providing legal reference in both print and electronic format for the use of the legal department, members of the legal profession and law students.

Achieve 85% active companies compliance with companies legislation.
2.4.1.7 Impact of Previous Year’s Achieved Results on the Current Year’s Planned Expenditures There is no impact of previous years achieved results on the current years planned expenditure.

2.4.2 Capital Projects Information 2.4.2.1 Major Government Projects (MGP) There are no major capital projects for the Legal Services.
2.4.2.2 Other Capital Projects Judged Important PURCHASE OF LAW BOOKS Total Project Cost and Source of Funds $60,000 XCD – Funded by Revenue Strategic Objective: To renew the subscription with publisher of law books in order to update the Law Library.

2.4.3 Transfer Payment Information There is no transfer payment beneficiary for the Legal Services.

54 Section 3:Detailed Planning by Programme 3.1 Programmes’ Activity Summary Portfolio Programme 4.
Provide Legal Advice and Protect the Interests of Nevisians 01 - Administer Legal Services and Company Registry Responsibility Centre 04 - Legal Services Officer in Charge Senior Legal Counsel Goals/Global Objectives To provide efficient legal services to the populace of Nevis.
Sub-Programme : 1.1 Provide General Administration 1.2 Register and Examine Companies Operating in Nevis Financial Summary Expenditure Expenditure Expenditure Expenditure Expenditure Actual 2008 Estimated Planned Projected Projected 2009 2010 2011 2012 (in thousands) 584 806 871 923 977 Total 584 806 871 923 977 Recurrent Capital Transfer 55 56 3.1.1 Overview of Each Programmes’ Activities The Portfolio for the Legal Services, Provide Legal Advice and Protect the Interests of Nevisians, is composed of three (3) programmes: Provide General Administration This programme supports the provision of legal advice to the heads of Ministries, departments and statutory bodies of the Nevis Island Administration (NIA) upon all matters of law connected thereto.
It conducts and regulates all litigation for and against the NIA upon all matters of law connected with legislative instruments.

It supports the preparation of diverse legal documents such as conveyances, transfers, leases, contracts, agreements and bonds.

Register and Examine Companies Operating in Nevis This programme provides continuous examination and registration of all companies (domestic and external) operating on the Island of Nevis.
It ensures that companies comply with the Companies Ordinance and relevant legislation.

Prepare Legislation and Provide Advocacy Services This programme covers the outsourcing of legal services.

It includes the employment of a Legal Draftman to write draft of law, and the employment of a senior advocate for cases where government is suing or being sued.

3.1.2 Presentation of the Programmes This section will present details related to each programme.
First, the impact and the structure of each programme will be presented.

Then, the important initiatives contributing to the achievement of the annual objectives will be presented.
3.1.2.1 Impact of Each Programme 3.1.2.2 Structure of Each Programme The Portfoliofor the Legal Services, Provide Legal Advice and Protect the Interests of Nevisians, is composed of three (3) programmes: Provide General Administration Register and Examine Companies Operating in Nevis Prepare Legislation and Provide Advocacy Services There are no sub-activities under the programmes.
3.1.2.3 Important Initiatives Contributing to the Achievement of the Annual Objectives 57 Section 4: Supplementary Information 4.1 Portfolio’s Main Estimates by Expenditure Type Org Unit Name: 04 - Legal Services Expenditure Expenditure Expenditure Expenditure Expenditure Projected Planned Estimated Projected Actual 2008 2009 2010 2011 2012 (in thousands) 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 Other Expenses 28-Sundry Expenses 584 493 307 150 36 91 17 36 1 16 11 4 1 5 1 1 Total 584 Capital Expenses Memorandum Items 47 Purchase of Assets Total Total Portfolio’s Capital Spending profile by Sources of Funds Expenditure Expenditure Expenditure Expenditure Expenditure Actual Estimated Planned Projected Projected Source of Funds 2008 2009 2010 2011 2012 (in thousands) Project No Others Revenue Sub-total Total 75 75 75 40 40 40 60 60 60 88 88 88 94 94 94 59 4.5 Portfolio’s Summary by Sources
 of Funds Expenditure Expenditure Expenditure Expenditure Expenditure Actual Estimated Planned Projected Projected 2008 2009 2010 2011 2012 Source of Funds (in thousands) Revenue Total 659 659 846 846 931 931 1,011 1,011 1,070 1,070 60 Section 5:Other Items of Interest 4.7 Personal Emoluments – Details of Salaries LEGAL DEPARTMENT (9) Executive Officer (1) Legal Advisor (1) Legal Counsel(s) (2) Legal Draftsman (1) Senior Legal Counsel (2) Legal Assistant (1) Office Assistant (1) COMPANY REGISTRY DEPT.
(3) Executive Officer (1) Junior Clerk(s) (1) Senior Clerk (s) (1) 61 05 - Premier's Ministry 2010 62 Section 1: Executive Summary and Management Representation Statement 1.1 Minister’s Message The Premier's Ministry is dedicated to an integrated approach, in taking a leadership role in ensuring the security and advancement of the people through the handling of consular and diplomatic matters; the provision of communication linkages with local, regional and international agencies, while providing an efficient service geared towards the social, economic, moral, technological and political development of the people of Nevis.
For 2010, the Premier's Ministry will maintain its thrust in providing prompt and efficienct service in the areas of front desk operations, passports delivery and the timely issuance of work permits.

Greater emphasis of our efforts will be concentrated on training workshops, seminars and weekly television/radio programmes, that will enlighten employers and employees about working relations as a mean of creating a better work place.
The Registrar and Magistrate departments endeavours to adjudicate civil and criminal cases to ensure a free and fair justice system.

Their combined efforts will contribute to that of the security forces as we seek to minimize the prevalence of criminal activities on the island.

Additionally the Department of Information will maintain its activities to inform and educate the people of Nevis and beyond about the work of the Nevis Island Administration.
The provision of timely and accurate information on the various plans, policies of the Government will be enhanced with the continued investment in modern broacasting equipment and the training of personnel.

The Nevis Disaster Management Department, will seek to further enhance the awareness of the general public and stakeholders concerning risk management, financial and human cost of disasters and the cost effectiveness of mitigative measures.
A secondary and primary schools disaster programme will be initiated to create greater awareness and to educate this sector of the community.

Honorable Joseph Parry Premier and Minister responsible for Premier's Ministry 1.2 Executive Summary ADMINISTRATION The Administration anticipates an increase in the number of Work Permits that will be issued in the fiscal year 2010 with respect to the current boom in the construction industry.
We will ensure that our people are provided with the opportunies to have specialized training.

This would be done through needs assessment in the various sectors of the economy, through collaborative efforts with the Department of Labour and the Ministry of Education.

REGISTRAR 63 The Nevis Circuit of the Eastern Caribbean Supreme Court continues to deal with cases justly, impartially and independently.
LABOUR The department continues to make presentations on the weekly Programme "Towards A Better Workplace".

The quarterly production of statistics is ongoing as it relates to Work Permits, Disputes and Employment Figures.

We continue to monitor business places and practices while working in close collaboration with the Immigration Department.
NEVIS DISASTER MANAGEMENT DEPARTMENT In 2010, a new Disaster Plan for all hazards will be drafted 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 initiated to create greater awareness and education to this sector of the community.
A Disaster Mitigation Committee will be established to engage in Flood Mitigation and Control Planning using a multi-agency approach and conducting assessment and mitigation for other hazards.

A Premier's Disaster Management Conference" will be held in 2010 utilizing a comprehensive framework to provide diverse yet focused knowledge and information to Agencies, NGO'S, Private Sector Organizations and the General Public in the three day conference.
The Department will also seek to raise the awareness of the general public and stakeholders concerning the increasing risk and financial and human cost of disasters (man-made and natural) and the cost-effectiveness of mitigative 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 OF INFORMATION The Department of Information continues with it efforts to inform and educate the people of Nevis about the work of the Nevis Island Administration.

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

In 2010, the department with upgraded facilities at Bath Hotel will provide better quality service as we continue to strengthen the performance of staff through training.
We have invested in modern broadcast equipment and it is the belief that output can be maximise with a well trained staff.

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.

64 - 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.

Angelica Elliott ______________________ Permanent Secretary 65 2.3 Portfolio Activity Summary Portfolio 5.
Provide Leadership in Nation Building Responsibility Centre 05 - Premier's Ministry 05 - Permanent Secretary's Office Officer in Charge Permanent Secretary Goals/Global Objectives The Premier's Ministry is dedicated to an integrated approach, towards nation building by promoting and applying conventional and innovative systems geared towards the social, economic, political, moral and technological development of its people.
Objective(s) for 2010 1.Improve the working relationship between employers and employees and increase the % of placement workers in the workplace.

2.Improvement in Immigration Issues 3.Increase the efficiency of the court system.

4.Indicator in the number of passports to be processed.

5.Inform Nevisians to preserve and enrich the community.

6.Keep Administration cost under 30% of total Ministry's Cost.

7.Maintain the number of cases being processed.


8.Raise the awareness of the general public and stakeholders concerning the increasing risk and financial and human cost of disasters and the cost- effectiveness of mitigative measures.

Expected Results 90% 65% 5% decrease in extentions 5% increase 250 15% increase 1200 hrs.

television broadcast Less than 30% 3% increase 2% increase Performance Indicators % increase of number of dispute settled.

% of increase of number of persons employed.


Processing of visa extentions % increase in the number of cases processed.

Increase the percentage of cases processed within 6 months.

% increase in application for St.Kitts/Nevis Passports.

Number of hours of TV information sessions.

% of sub-program 1.1 cost out of total Ministry.

% of variation of the number of cases being processed.

Conduct seminars and conferences.


66 Financial Summary Programme Expenditure Actual Expenditure Estimated Expenditure Planned Expenditure Projected Expenditure Projected 2008 2009 2010 (in thousands) 2011 2012 1.

Support and Facilitate the Activities of all Departments 2.

Adjudicate Civil and Criminal Cases 3.

Register Civil, Criminal and Traffic Cases 4.

Ensure Job Security and Employment Stability 5.

Implement Comprehensive Disaster Management Plan 6.

Inform and Enrich Nevisian Interests 7.
Manage Public Sector Investment Projects (PSIP) for Premier's Ministry Total 5,154 4,675 7,240 5,874 5,893 67 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: - Freedom as essential to a civilized, just and prosperous society; - 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.

We have a clear view of the role of government.

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 2010: 1) Improve the processing time for passport applications and work permits; 2) Increase the efficiency of the court system; 3) Maintain the number of cases being processed; 4) Improve the working relationship between employers and employees; 5) To foster effective and efficient disaster management plans; 6) Inform Nevisians to preserve and enrich the community.
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 passports by investing in equipment in the administration office.

Improve the processing time for work permits by analyzing the current work permit application process and identifying areas for improvement.
68 Increase the efficiency of the court system by hiring a full time junior bailiff.

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) Having comprehensive disaster plans updated and ready to be activated by January 1st 2010; b) Targeting public awareness and educational programmes; c) Initiating a schools educational disaster programme; d) Providing specific training in a wide variety of critical areas; e) Establishing a disaster mitigation committee to engage in Flood Mitigation and Control Planning using a multi-agency approach; f) Staging of a "Premier's Disaster Conference" utilizing a comprehensive framework to provide diverse yet focused knowledge and information.
Inform Nevisians to preserve and enrich the community 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 Lack of equipment for passports processing; Policies to regulate 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; No permanent Registrar.

69 No lunch room for the staff.
MAGISTRATE Shortage of supportive magistrate in Nevis; LABOUR Need for a vehicle for onsite inspection; Office lacks sufficient accommodation for customers and staff; Staff requires additional training; NEVIS DISASTER MANAGEMENT DEPARTMENT Shortage of Staff; Support by critical agencies on a year round basis; The impression that disaster management is only about Hurricanes; INFORMATION Training of staff; Need for updated equipment; Information not being received in a timely manner.
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 freedom as essential to a civilized, just and prosperous society, 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.
In 2009,the Premier's Ministry budget comprised of 3.64% of the total Government recurrent expenditure.

This is expected to increase over the next three years with significant increase in capital and non capital projects.

An allocation of 3% of the administrations budget of 2010 is being sought to support the achievement of the strategic objectives for this period.

The number of full time positions is 61.


2.4.1.7 Impact of Previous Year’s Achieved Results on the Current Year’s Planned Expenditures There are no significant variations in the current year budget.

2.4.2 Capital Projects Information 2.4.2.1 Major Government Projects (MGP) and status report 70 UPGRADE BATH HOTEL PREMISES There are no Major Government Projects within the Premier's Ministy for 2010.
2.4.2.2 Other Capital Projects Judged Important and status report UPGRADE OF POLICE SERVICES Total Project Cost and Source of Funds $150,000 XCD – Funded by Revenue Strategic Objective: To enhance police capabilities in crime scenes.

DEVELOPMENT OF MEDIA SERVICES Total Project Cost and Source of Funds $100,000 XCD – Funded by Revenue Strategic Objective: To enhance production capabilities.
2.4.3 Transfer Payment Information The Premier’s Ministry would be assisting the following: 1) Support Non-Profit Organization: $14,000 71 Section 3:Detailed Planning by Programme Portfolio Programme 5.

Provide Leadership in Nation Building 1.


Support and Facilitate the Activities of all Departments Responsibility Centre 05 - Premier's Ministry 05 - Permanent Secretary's Office 0501 - Administration Officer in Charge Assistant Secretary Goals/Global Objectives To receive and process work permit application and deal with immigration matters.

Objective(s) for 2010 1.Improvement in immigration issues (border control) 2.Increase in the number of passports to be processed.
3.Keep Administration cost under 30% of total Ministry’s cost.

Expected Results 5% decrease in visa extension 15% increase Less then 30% Performance Indicators More vigilant processing of visa extentions % increase in application for St.Kitts/Nevis Passport % of sub-program 1.1 cost out of total ministry cost.
Financial Summary Sub-Programme Expenditure Expenditure Expenditure Expenditure Expenditure Projected Planned Estimated Projected Actual 2008 2009 2010 (in thousands) 2011 2012 1.1 Provide Administrative Support 1.2 Support Non-Profit Organisation 2,238 14 2,252 1,638 14 1,652 1,900 14 1,914 1,956 14 1,970 2,018 14 2,032 Total 72 Portfolio Programme 5.

Provide Leadership in Nation Building 2.


Adjudicate Civil and Criminal Cases Responsibility Centre 05 - Premier's Ministry 05 - Permanent Secretary's Office 0502 - Registrar Officer in Charge Court Administrator Goals/Global Objectives To deal with cases expeditiously and to adjudicate Civil and Criminal cases to ensure free and fair justice system.

Objective(s) for 2010 1.Maintain the number of cases being processed.
Expected Results 0% Performance Indicators % of variation of the number of cases being processed.

Financial Summary Sub-Programme Expenditure Expenditure Expenditure Expenditure Expenditure Projected Planned Estimated Projected Actual 2008 2009 2010 (in thousands) 2011 2012 2.1 Administer the Adjudication of Civil and Criminal Cases Total 614 614 722 722 688 688 699 699 705 705 73 Portfolio Programme 5.

Provide Leadership in Nation Building 3.


Register Civil, Criminal and Traffic Cases Responsibility Centre 05 - Premier's Ministry 05 - Permanent Secretary's Office 0503 - Magistrate Officer in Charge Executive Officer Goals/Global Objectives To promote a peaceful and crime-free Nevisian Society by timely and unbiased dispensation of justice for all.

Objective(s) for 2010 1.Increase the efficiency of the court system.

2.Increase the percentage of cases processed within 6 months Expected Results 5% 250.
Performance Indicators Percentage of increase in the number of cases processed.

Percentage of cases processed within 6 months Financial Summary Sub-Programme Expenditure Expenditure Expenditure Expenditure Expenditure Projected Planned Estimated Projected Actual 2008 2009 2010 (in thousands) 2011 2012 Total 172 195 206 215 227 74 Portfolio Programme 5.

Provide Leadership in Nation Building 4.


Ensure Job Security and Employment Stability Responsibility Centre 05 - Premier's Ministry 05 - Permanent Secretary's Office 0504 - Labour Department Officer in Charge Chief Labour Officer Goals/Global Objectives To educate employers and employees mainly through the dissemination of Labour-related information via television, workshops, printed materials and visits to worksites.
Objective(s) for 2010 1.Advertise the Canada Agricultural programme and assist interested persons.

2.Improve the working relationship between employers and employees.

3.Increase the % of placement of workers in the work place.

4.Produce educational television programmes on labour matters.

5.Pursue the enhancement of occupational Health and Safety.

6.Reduce number of Labour disputes.

7.Routinely inspect workplaces.

Expected Results Performance Indicators 100% Advertise in 2% of media.
90% 65% 90% 90% 90% 75% % of increase of number of dispute settled.

% of increase of number of persons employed.

produce educational television programmes twice per month.

Visit 30 % of workforce.

% reduction of Labour disputes.

% Field visits Financial Summary Sub-Programme Expenditure Expenditure Expenditure Expenditure Expenditure Planned Estimated Projected Actual Projected 2008 2009 2010 (in thousands) 2011 2012 Total 230 412 399 421 437 75 Portfolio Programme Responsibility Centre 5.
Provide Leadership in Nation Building 5.

Implement Comprehensive Disaster Management Plan 05 - Premier's Ministry 05 - Permanent Secretary's Office 0505 - Nevis Disaster Management Department Officer in Charge Director Goals/Global Objectives Effective planning and implementation of all operational aspects of Disaster.
Objective(s) for 2010 1.Raise the awareness of the general public and stakeholders concerning the increasing risk and financial and human cost of disasters and the cost- effectiveness of mitigative measures.

Expected Results Increase by 2% Performance Indicators Conduct seminars and conferences.
Financial Summary Sub-Programme Expenditure Expenditure Expenditure Expenditure Expenditure Projected Planned Estimated Projected Actual 2008 2009 2010 (in thousands) 2011 2012 5.1 Monitor and Act on Disaster Management Plans Total 297 297 383 383 432 432 455 455 470 470 76 Portfolio Programme 5.

Provide Leadership in Nation Building 6.


Inform and Enrich Nevisian Interests Responsibility Centre 05 - Premier's Ministry 05 - Permanent Secretary's Office 0506 - Department of Information Officer in Charge Director Goals/Global Objectives To enhance the social, cultural and moral fabric of the Nevis community through education and the provision of timely and accurate information.

Objective(s) for 2010 1.Inform Nevisians to preserve and enrich the community.
Expected Results 1200 hrs television broadcast 50-100 Performance Indicators Number of hours of TV information sessions.

Number of hits on the web site.

Financial Summary Sub-Programme Expenditure Expenditure Expenditure Expenditure Expenditure Planned Estimated Projected Actual Projected 2008 2009 2010 (in thousands) 2011 2012 6.1 Administer the preservation and enrichment of the Nevisian Community 740 740 911 911 772 772 784 784 803 803 Total 77 Portfolio Programme 5.
Provide Leadership in Nation Building 7.

Manage Public Sector Investment Projects (PSIP) for Premier's Ministry Responsibility Centre 05 - Premier's Ministry 05 - Permanent Secretary's Office Officer in Charge Permanent Secretary Goals/Global Objectives To manage the capital projects in order to alleviate cost over run.
Financial Summary Sub-Programme 050150 - Upgrade of Disaster Management - Revenue 050154 - Refurbishing of the Charlestown Court House - Revenue 050168 - Emergency Response Fund -Revenue 050169 - Upgrade of Police Services - Revenue 050172 - Repairs to Old Police Station Cotton Ground - Loans 050171 - Purchase of land and construction of New Cotton Ground Police Station 050173 - Development of Media Services - Revenue 050170 - Commission of Inquiry Expenditure Expenditure Expenditure Expenditure Expenditure Projected Planned Estimated Projected Actual 2008 2009 2010 (in thousands) Total 850 400 1,100 2,830 78 Section 4:Supplementary Information 4.1 Portfolio’s Main Estimates by Expenditure Type Org Unit Name: 05 - Premier's Ministry 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 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 48 Renovation and Upgrade Transfer Expenses Grants 10-Grants and Contributions - Grants Total Total Total Expenditure Expenditure Expenditure Expenditure Expenditure Projected Planned Estimated Projected Actual 2008 2009 2010 2011 2012 (in thousands) 45
Total Portfolio’s Capital Spending profile by Sources of Funds Expenditure Expenditure Expenditure Expenditure Expenditure Actual Estimated Planned Projected Projected Source of Funds 2008 2009 2010 2011 2012 (in thousands) Project No 66 Emergency Response Fund Revenue Sub-total 150 150 67 Development of Media Services Revenue Sub-total 100 100 70 Upgrading, Refurbishing and Fencing of the Charlestown Court House Revenue Sub-total 441 Upgrade of Police Services Revenue Sub-total 481 Upgrade Disaster Management Revenue Sub-total 500 500 200 200 100 100 150 150 50 50 502 Repairs to Old Police Station Cotton Ground -Loans Loans Sub-total 30 30 100 100 50 50 150 150 50 50 150 150 503 Purchase of Land and Construction of New Cotton Ground Police Station-Loans 30 30 900 900 50 50 100 100 50 50 30 30 900 900 45 45 100 100 45 45 Loans Sub-total Others Revenue Sub-total Total 1,200 1,200 1,100 1,100 2,830 200 200 100 100 1,330 1,220 850 400 80 4.5 Portfolio’s Summary by Sources of Funds Expenditure Expenditure Expenditure Expenditure Expenditure Actual Estimated Planned
 Projected Projected 2008 2009 2010 2011 2012 Source of Funds (in thousands) Loans Revenue Total 5,154 5,154 4,675 4,675 1,350 5,890 7,240 5,874 5,874 5,893 5,893 81 4.6 Status Report on Major Government Projects (MGP) 4.7 Personal Emoluments – Details of Salaries ADMINISTRATION (18) Assistant Secretary 2 Executive Officer 1 Junior Clerk(s) 4 Office Attendant 1 Permanent Secretary 1 Personal Secretary 1 Premier 1 Receptionist I 1 Administrative Officer 1 Senior Clerk (s) 2 Advisor 1 Cabinet Secretary 1
 Receptionist II 1 REGISTRAR (13) Clerk/Binder 1 Court Administrator 1 Junior Bailiff 1 Junior Clerk(s) 3 Office Assistant 1 Administrative Officer 1 Senior Bailiff 1 Senior Clerk (s) 1 Administrative Assistant 1 Resident Judge MAGISTRATE COURT (5) Executive Officer 1 Junior Bailiff 1 Junior Clerk 1 Senior Bailiff 1 Senior Clerk 1 LABOUR DEPARTMENT (6) Chief Labour Officer 1 Junior Clerk 1 82 Junior Labour Officer 2 Office Assistant 1 Senior Labour Officer 1 NEVIS DISASTER MANAGEMENT DEPARTMENT (7) Communications Officer 1 Community Liason Officer I 1 Director of NDMO 1 Junior Clerk(s) 1 Monitoring & Evaluation Officer 1 Office Attendant 1 Project Officer 1 PRESS AND PUBLIC RELATIONS (12) Administrative Assistant 1 Associate Producer 1 Broardcast Engineer 1 Director of Information 1 Junior Clerk 1 Producer 1 Production Assistant 4 Senior Clerk 1 Senior Technical Officer ll 1 83 4.4 Portfolio’s Capital Spending profile by Sources of Funds Expenditure Expenditure Expenditure Expenditure Expenditure Actual Estimated Planned Projected Projected Source of Funds 2008 2009 2010 2011 2012 (in thousands) Project No 66 Emergency Response Fund Revenue Sub-total 150 150 67 Development of Media Services Revenue Sub-total 100 100 70 Upgrading, Refurbishing and Fencing of the Charlestown Court House Revenue Sub-total 441 Upgrade of Police Services Revenue Sub-total 481 Upgrade Disaster Management Revenue Sub-total 500 500 200 200 100 100 150 150 50 50 502 Repairs to Old Police
 Station Cotton Ground -Loans Loans Sub-total 30 30 100 100 50 50 150 150 50 50 150 150 503 Purchase of Land and Construction of New Cotton Ground Police Station-Loans 30 30 900 900 50 50 100 100 50 50 30 30 900 900 45 45 100 100 45 45 Loans Sub-total Others Revenue Sub-total Total 1,200 1,200 1,100 1,100 2,830 200 200 100 100 1,330 1,220 850 400 84 4.5 Portfolio’s Summary by Sources of Funds Expenditure Expenditure Expenditure Expenditure Expenditure Actual Estimated Planned Projected Projected 2008 2009
 2010 2011 2012 Source of Funds (in thousands) Loans Revenue Total 5,154 5,154 4,675 4,675 1,350 5,890 7,240 5,874 5,874 5,893 5,893 85 06 - Ministry of Finance, Statistics & Economic Planning 2010 86 Section 1: Executive Summary and Management Representation Statement 1.1 Minister’s Message Dear Citizens, It is with a sense of pride that I, acting in the capacity of Premier and Minister of Finance, present to this Honourable House and the people of Nevis the budget for the fiscal year of 2010.
The Ministry of Finance is perhaps the most important ministry in government with the responsibility for economic stability, fiscal prudence and financial programming, and economic planning.

The current world economic order has made these functions even more critical as the lack of proficient management has resulted in the melt down of the international financial markets bringing with it much distress to many of the world populace.
Subsequently, the deceleration in world economic activity has led to heightened unemployment and a reduction in the consumption patterns of both individuals and businesses.

It has become a general consensus that there is no quick fix solution to the present state of affairs.

Improved oversight of financial markets and fiscal diligence is the buzz word in economic and business circles.
The linkages of our economy with North America is very vital, we likewise are therefore obliged to preach, but more importantly practice economic prudence, including financial prudence in these trying times.

Ensuing from this, the NIA continues to assert that the advancement of business activity and continued strengthening of our economy can only be achieved through the close cooperation of the private and public sectors.
Such an environment enables us to share ideas, and together chart the course for the next year of progress.

The major pillars of economic activity on this lovely island of Nevis are Tourism, Financial Services, Construction and to a limited extent Agriculture and the Electronic Industry.

We are also aware that our tourism industry is directly tied to growth and prosperity in the United States of America and western Europe.

Over 60 per cent of our visitors originate from North America.
We have argued with much truth, that our high end or upscale approach to tourism is wholesome and strong for the rich will always travel.

However, in the face of uncertainty even the wealthy are inclined to exercise caution and conservatism.

More significantly, the closure of the Four Season's Resort continues to have a major impact on the usual bouyancy of our tourism product.
Your administration is working in association with the management and staff of the Four Season's to ensure an expeditious re opening of the hotel.

Financial Services will also be affected, but the extent is difficult to predict because even now our approach is to diversify into markets outside North America, and many opportunities are awaiting the right approach in these new markets.
We have therefore embarked on a drive to intensify our market intelligence in order to effectively capitalize on the benefits that can be obtained in these markets.

In such a competitive environment, we have to increase our knowledge of our customer's procedures and work with our partners in the private sector in our efforts to expand the industry.
The newly formed Nevis Investment Promotion Agency with the responsibility of promoting financial and investment services on the island is expected to play a critical role in advancing this expansion.

I am very confident that the Construction Industry will continue to expand in 2010.

This industry 87 has been quite robust for the past 5 years.

Villa construction has been and continues to be especially vibrant.
Such construction will continue to generate employment in 2010 and will play an integral part in maintaining the necessary growth in the construction industry.

Turning to Agriculture, it has been noted that the re-introduction of cotton, along with the increased production of tomatoes, pumpkins and white potatoes have given the industry a new lease on life.

The Ministry of Agriculture has reported an increase in its production and supply of high quality meat on the island.
The expansion will continue as we seek to substitute imports with healthy locally grown food.

In spite of the present international economic turmoil, I am happy to report that with the exception of the temporary unemployment caused by the closure of the Four Season's Resort; the Administration do not anticipate any further increase in unemployment in the near future.

However, it is prudent to manage our expenditure and save if possible, as we mitigate the current international economic storm.
Yet, I am assured that the vital signs of our economy are strong.

I anticipate investment and output will hold steady, we will continue to experience near full employment.

We will continue in the immediate future to provide subsidizes to alleviate some of the burden place on our people.

However,it is clear that the subsidies cannot continue indefinitely.

The Nevis Island Administration must provide long term solutions to ensure the economic safety of its citizens and the country.
Firstly, we must examine our component of exports internationally and regionally and seek to have an import substitute programme.

We need the cooperation of the public and our civil servants to encourage payment of water dues, hospital fees and taxes at both Inland Revenue and Customs.

Government has implemented a number of strategic public sector programmes, road construction, a comprehensive water programme and electricity expansion via NEVLEC to prepare Nevis for a new period of investment and growth.
Now government will decelerate its role in direct investment and focus on facilitating investment activity in tourism construction and technology.

Government will seek to be more efficient in facilitating these private sector programmes in an effort to grow public revenues in the medium and long term.
As the world economy begins to move in a positive direction, as prices stabilize, government will eliminate the many subsidies, which presently have become burdensome to the treasury and which stifle government activity in other areas of priority.

I want to take this opportunity to express sincerest thanks to the Ministry of Finance for the hard work and dedication in preparing this very detailed and comprehensive budget.
I feel confident that your efforts will not be in vain and that over the next few years we will witness a significant improvement in fiscal and debt management.

I also want to take this opportunity to thank the general public for their support of the government's programmes and initiatives, and give the assurance that this government will continue to work tirelessly in the interest of all Nevisians.
Honourable Joseph Parry Premier and Minister responsible for2010 Finance 88 1.2 Executive Summary The Ministry of finance intends to focus on improving efficiency and effectiveness while increasing revenue collection, enhancing the investment and business climate, providing reliable statistical information, upgrading the regulatory infrastructure, improving management of the PSIP, and improving the utilization of technology.
These areas are extremely important to our goal of achieving economic stability and engendering sustainable economic growth rates.

- An Investment Promotion Authority was enacted in parliament on February 28, 2008 and was established on May, 2008 to facilitate investors and businesses, promote investment and provide policy advice to Cabinet.
NIPA will function as a one stop agency that will coordinate with other government departments, reduce bureaucratic red tape, and approve certain licenses and tax concessions.

- The Economic Planning Department will be strengthened to undertake periodic surveys, collect and collate tourism statistics, and monitor capital projects.

- A government website was developed by the IT Department to provide information to internal and external users.
www.nia.gov.kn - The Customs Department will complete the implementation of the TRIPS programme, to improve the efficiency of their operations and also to enable brokers to have online access.

- Preliminary work will begin on the establishment of the Regulatory Department as a statutory body to give greater independence and to improve overall efficiency.
- A Fiscal Policy Unit was established in the Ministry of Finance to make projections on the economy, monitor fiscal performance and advise Cabinet on fiscal policy issues.

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.

.
.

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.

Tothe best of my knowledge, the information: 89 - 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.
Laurie Lawrence ______________________ Permanent Secretary 90 Section 2: Ministry Overview 2.1 Mission Statement To take the leadership role in promoting and maintaining financial and economic stability through 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.

91 2.3 Portfolio Activity Summary Portfolio 6.


Lead in Maintaining Financial and Economic Stability Responsibility Centre 06 - Ministry of Finance, Statistics & Economic Planning 06 - Permanent Secretary’s Office Officer in Charge Permanent Secretary Goals/Global Objectives To take the leadership role in promoting and maintaining financial and economic stability through the development and implementation of sustainable economic growth and development for the people of Nevis.
Objective(s) for 2010 1.Maximize revenues collected from Inland Revenue and Customs Departments.

2.Provide the general public with professional and courteous service.

3.Reduce and reorganize the debt stock of NIA to manageable limits.

4.Strengthen the Public Sector Investment Program (PSIP) initiative.

5.To explore and attract lucrative business opportunities to Nevis.

6.To reduce the cost of procurement for government.
Expected Results 110% 80% 10% 90% Ongoing Performance Indicators % of revenue collected out of estimated collection.

Reduction in lead time to documents processed by the Administration Office % of the debt stock that has been re- financed with lower interest rates Number of on time debt repayment to reduce penalties.

PSIP fully implemented and strengthed.

At least 10% % of increase in investment amount.

From 0.16% to 0.14% From 90% to 95% Percentage of total purchase out of total recurrent budget.
% of government purchase processed by the central purchasing unit.

92 Financial Summary Programme Expenditure Actual Expenditure Estimated Expenditure Planned Expenditure Projected Expenditure Projected 2008 2009 2010 (in thousands) 2011 2012 01.

Provide General Administration and Centralized Services to Government 02.

Provide Accounting and Public Debt Management 03.

Collect Customs Duties and Prevent Illegal Imports 04.

Administer and Collect Taxes on Domestic Goods and Services 05.
Prepare Reliable Data on Nevis for Planning Purpose 06.

Promote Financial and Investment Services 07.

Regulate and Supervise the International Financial Services Sector 08 Regulate and Supervise Tax Reform Process 09.
Manage Public Sector Investment Projects (PSIP) for Ministry of Finance Total 55,234 49,546 60,957 64,941 66,946 93 2.4 Planning Overview 2.4.1 Overview This section will present the portfolio’s strategic objectives versus the government directions, the portfolio’s annual objectives versus the strategic objectives, the modifications to the portfolio’s strategic directions during the year, the main activities contributing to the portfolio’s annual objectives, the main challenges to achieve portfolio’s annual objectives, the portfolio’s resources and the achievement of the strategic objectives over a multi-year time horizon, the impact of previous year’s achieved results on the current year’s planned expenditure.
2.4.1.1 Portfolio’s Strategic Objectives vs Government Directions The Main thrust of the Ministry of Finance is to more 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 ration of 15%.

If we continue with present policies, the situation is likely to deteriorate further.

We therefore have to be proactive and implement policies that will help to achieve the targets over a period of 5 to 7 years.
In light of the above, government policies should focus on the following: Generate primary surplus of about 5% of GDP annually; Due to the high debt greater emphasis should be placed on fiscal adjustment and consolidation.

In highly indebted countries, this policy has boosted growth.

The growth in public debt has been fuel by capital projects.

There is a need to improve coordination of capital projects by carefully selecting and screening these projects.
Priority should be given to projects that generate the highest economic returns.

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 and seek to reduce its debt obligation.
There is the need to pursue structural reforms that increase the productivity of factors of production in an effort to improve growth rates.

Tax administration should be improved to improve revenue yields.

Rationalise public sector employment with the aim of improving productivity.

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

Seek to reduce interest cost by borrowing on the Eastern Caribbean Stock Exchange.
We also have to carefully monitor the shift from foreign borrowing to domestic borrowing which results in higher interest rates.

Reduce the levels of transfers to statutory bodies.

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

There must be political will to implement reforms.

Adjustment efforts will have to be persistent.

Undertake tax reform including the introduction of VAT and property tax assessment based on the market value methodology.
9 94 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 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 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 2010: Continue to implement fiscal adjustment measure to reduce debt to GDP and debt service ratio.
Intensify the collection of overdue taxes and implement the tax reform process.

Limit expenditure on capital projects to $35 million by postponing the start of some new projects and slowing down the implementation of existing projects.

Seek financing for capital projects from multilateral institutions thereby avoiding the higher interest rates of commercial banks.

Seek to refinance existing commercial rate loans with lower interest rate loans.
Seek to protect expenditure on health, education and well targeted social programmess to maintain public support for fiscal adjustment.

Provide ongoing training for staff in regulation of financial institutions, internal audits, statistics, and fiscal projections.
2.4.1.3 Modifications to the Portfolio’s Strategic Directions during the year 2.4.1.4 Main Activities contributing to the Portfolio’s Annual Objectives Prepare the general public through community meetings on the potential revenue impact of the introduction of VAT.
The Treasury Department aims to build on the present platform of efficient fiscal and debt management through expanded use of the computerized accounting system, additional training for government employees on aspects of the new Financial Regulations and taking the necessary measures to bring the debt to a sustainable level.

The Customs Department seeks to increase revenue over time by selecting areas of revenue leakage and undertake investigations to improve the revenue yields.
95 The Inland Revenue Department seeks to enforce the new tax administration and Property Tax legislation in an effort to increase revenue collection.

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 public.

The Development and Marketing Department aims to establish a one stop agency for investors through the establishment of an Investment Promotion Agency (IPA).
It will coordinate with other departments and approve licenses and tax concessions in defined areas.

The goal of the agency is to facilitate investors.
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 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 .
2.4.1.5 Main Challenges to Achieve Portfolio’s Annual Objectives The main challenges to achieving portfolio’s objectives are as follows: • The constant threat of hurricanes which could significantly increase unplanned expenditure and derail the fiscal adjustment effort.

• Increase in supplementary appropriation warrants to finance unplanned expenditure.

• The upcoming federal elections could result in high expenditure and tax concessions and cause deterioration in fiscal situation.
• The impact of the movement of oil prices on our major trading partners such as the United States could reduce the tourism revenues.

• Low investment in the private sector could slow growth and place greater burden on the fiscal situation as a result of the high debt.

• Lack of technical capacity in various ministries.

• Difficulty in adequately funding health, education and critical social programmes due to poor fiscal performance.
• Difficulty in implementing tough fiscal adjustment measures for fear of public outcry.

• 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.

• Slowing of growth in the world economy which could have a negative impact on our service sectors.

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

96 2.4.1.6 Portfolio’s Resources and the achievement of the Strategic Objectives over a Multi-Year Time Horizon The Ministry of finance has received an increase in expenditure allocation.

The resources will be used to establish the Tax Reform Unit.
A significant amount of resources will be used to cover the increase in debt projected due to the fact that principal payment on some debt began in 2008.

However, the Ministry will achieve most of its objectives by improving efficiency in management and enhancing the technical capacity of the departments through training.
2.4.1.7 Impact of Previous Year’s Achieved Results on the Current Year’s Planned Expenditures 2.4.2 Capital Projects Information 2.4.2.1 Major Government Projects (MGP) 97 Section 3:Detailed Planning by Programme 3.1 Programmes’ Activity Summary Portfolio Programme Responsibility Centre 6.

Lead in Maintaining Financial and Economic Stability 01.
Provide General Administration and Centralized Services to Government 06 - Ministry of Finance, Statistics & Economic Planning 06 - Permanent Secretary’s Office Officer in Charge Permanent Secretary Goals/Global Objectives Coordinate the implementation of programmes and activities to be executed by the various departments within the Ministry.

Objective(s) for 2010 1.Keep the administrative support function under 4.5 %.
Sub-Programme : 1.1 Provide Administrative Services Expected Results Less than 4.5% Performance Indicators Cost of administration as a percentage of total ministry’s costs.
1.2 Provide Information and Communication Technology Services 1.3 Provide Central Procurement Services 1.4 Provide Internal Audit Services 1.5 Prepare Budget and Implement Fiscal and Economic Programs Financial Summary Expenditure Expenditure Expenditure Expenditure Expenditure Actual 2008 Estimated Planned Projected Projected 2009 2010 2011 2012 (in thousands) 12,381 12,726 11,709 12,677 13,161 Total 12,381 12,726 11,709 12,677 13,161 Recurrent Capital Transfer 98 Portfolio Programme 6.
Lead in Maintaining Financial and Economic Stability 02.

Provide Accounting and Public Debt Management Responsibility Centre 06 - Ministry of Finance, Statistics & Economic Planning 06 - Permanent Secretary’s Office 0602 - Treasury Department Officer in Charge Treasurer Goals/Global Objectives Maintain an efficient system to record, monitor, and restructure all the debts of government.

Objective(s) for 2010 1.Meeting debt payments on-time.
Sub-Programme : Expected Results 100% Performance Indicators % of on-time payment of debt.

2.1 Administer and Report on Public Debt 2.2 Account for Government Expenditure and Revenues Financial Summary Expenditure Expenditure Expenditure Expenditure Expenditure Actual 2008 Estimated Planned Projected Projected 2009 2010 2011 2012 (in thousands) 37,304 30,972 43,093 45,663 47,442 Total 37,304 30,972 43,093 45,663 47,442 Recurrent Capital Transfer 99 Portfolio Programme 6.
Lead in Maintaining Financial and Economic Stability 03.

Collect Customs Duties and Prevent Illegal Imports Responsibility Centre 06 - Ministry of Finance, Statistics & Economic Planning 06 - Permanent Secretary’s Office 0603 - Customs Department Officer in Charge Deputy Comptroller Goals/Global Objectives The Customs and Excise Department is committed to the execution of its mandate to collect the various descriptions of revenue for which it is responsible.
This undertaking will be done at the least cost to the public.

Objective(s) for 2010 1.Maximize revenues collected.

Sub-Programme : Expected Results 100% Performance Indicators % of revenue collected out of total amount to be collected.
3.1 Support Administrative Control and Revenue Collection 3.2 Enforce and Monitor the Custom Control and Management Act 3.3 Support Collection of Customs Duties at the Seaport 3.4 Support Collection of Customs Duties at the Airport 3.8 Invest in Collection of Customs Duties Financial Summary Expenditure Expenditure Expenditure Expenditure Expenditure Actual 2008 Estimated Planned Projected Projected 2009 2010 2011 2012 (in thousands) 1,370 1,497 1,530 1,694 1,749 Total 1,370 1,497 1,530 1,694 1,749 Recurrent Capital Transfer 100 Portfolio Programme Responsibility Centre 6.
Lead in Maintaining Financial and Economic Stability 04.
Administer and Collect Taxes on Domestic Goods and Services 06 - Ministry of Finance, Statistics & Economic Planning 06 - Permanent Secretary’s Office 0604 - Inland Revenue Department Officer in Charge Deputy Comptroller Goals/Global Objectives To collect the correct amount of taxes in accordance with the laws of the Federation and encourage voluntary compliance in an environment that promotes confidence in the integrity, fairness and efficiency of our tax system.
Objective(s) for 2010 1.To encourage and achieve the highest possible degree of voluntary compliance of incorporated and non-incorporated businesses 2.To investigate and respond to complaints made by members of the public in an effective and efficient manner.

3.To provide a high level and quality of service to the public through the provision of timely and accurate information.
4.To raise revenue through taxes, duties and fees in accordance with the relevant legislation in a cost-effective manner Expected Results 45% Performance Indicators % of increase of compliance within the corporation industry.

20% 30% 30% 50% 110% 100% 15% 20% 15% 15% Complaints received via the post, in person or via e-mail.

This involves the provision of telephone services.

Over-the-counter enquiry service Training and support tools.
Establishing the liabilities of taxpayers under taxes such as Corporate Income Taxes.

Maintaining an accurate and efficient system for business registration.

To assist taxpayers in understanding their rights and fulfilling their obligations.

Increasing the % of returns issued for individuals & non-incorporated entities by the 15th of each month filed by the due date of the 15th of the subsequent month & within (One) 1 month For companies, the % of returns filed on time i.e.
by Three (3) & a half months of their fiscal year end.

For Payment by Individuals - to increase the % of taxpayers who pay by the due date and within one (1) month of the due payment date.

For payment by Companies - to increase the % of taxpayers who pay on time and within Three (3) and half months of their fiscal year end.
101 Sub-Programme : 4.1 To Administer and Support the Collection of Taxes on Domestic Goods and Services 4.2 Audit the Application of Taxation 4.3 Collect Taxes and Enforce Collection 4.4 Property Valuation Services Financial Summary Expenditure Expenditure Expenditure Expenditure Expenditure Actual 2008 Estimated Planned Projected Projected 2009 2010 2011 2012 (in thousands) 972 1,147 1,096 1,197 1,245 Total 972 1,147 1,096 1,197 1,245 Recurrent Capital Transfer 102 Section 4: Supplementary Information 4.1 Portfolio’s Main Estimates by Expenditure Type Org Unit Name: 06 - Ministry of Finance, Statistics & Economic Planning Recurrent Expenses Compensation of employees 01-Personal Emoluments 02-Wages 03-Allowances 04-Retiring Benefits 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 Grants 10-Grants and Contributions - Grants Social Benefits 13-Public Assistance Interest 18-Debt Servicing – Domestic Interest 19-Debt Servicing – Foreign Interest Other Expenses 12-Rewards and Incentives - Compensation of Employees 20-Refunds 22-Insurance 26-Claims Against Government 28-Sundry Expenses 29-Contingency Fund 31-Utilities Capital Expenses Memorandum Items 40-Consultancy Feasibility, Tendering and
 Specialist Costs 44-Purchase of Equipment 49 Vehicles Total Expenditure Expenditure Expenditure Expenditure Expenditure Projected Planned Estimated Projected Actual 2008 2009 2010 2011 2012 (in thousands) Total Expenditure Expenditure Expenditure Expenditure Expenditure Planned Estimated Projected Projected Actual 2008 2009 2010 2011 2012 Total 55,234 49,546 60,957 64,941 66,946 104 Org Unit Name: 06 - Ministry of Finance, Statistics & Economic Planning 06 - Permanent Secretary’s Office Activity Type: Programme Activity Name: 6.
Lead in Maintaining Financial and Economic Stability 09.
Manage Public Sector Investment Projects for Ministry of Finance(PSIP) Expenditure Expenditure Expenditure Expenditure Expenditure Planned Estimated Projected Projected Actual Capital Expenses Memorandum Items 40-Consultancy Feasibility, Tendering and Specialist Costs 44-Purchase of Equipment 49 Vehicles Total Total 2008 2009 2010 2011 2012 (in thousands) Portfolio’s Capital Spending profile by Sources of Funds Expenditure Expenditure Expenditure Expenditure Expenditure Actual Estimated Planned Projected Projected Source of Funds 2008 2009 2010 2011 2012 (in thousands) Project No 42 Government Equipment, Furniture and Other Items.
Revenue Sub-total 43 Computerization of Government Services Revenue Sub-total 44 Purchase of Vehicles Revenue Sub-total 383 2010 Housing and Population Census Revenue Sub-total Others Revenue Sub-total Total 106 4.5 Portfolio’s Summary by Sources of Funds Expenditure Expenditure Expenditure Expenditure Expenditure Actual Estimated Planned Projected Projected 2008 2009 2010 2011 2012 Source of Funds (in thousands) Revenue Total 55,234 55,234 49,546 49,546 60,957 60,957 64,941 64,941 66,946 66,946 107 Section 5:Other Items of Interest 4.7 Personal Emoluments – Details of Salaries Administration (4) Administrative Officer (1) Administrative Assistant (1) Permanent Secretary (1) Senior Clerk (1) Information Technology Division (9) Technician (1) Senior Systems Analyst (1) Systems Analyst I (3) Systems Analyst II (1) Systems Analyst III (1) Systems Analyst IV (2) Central Purchasing Unit (1) Junior Clerk(s) (1) Internal Audit Unit (3) Internal Audit Manager (1) Senior Auditor (1) Audit Assistant (1) Budget Preparations (4) Budget Analyst (1) Budget Director (1) Senior Budget Analyst (1) Budget Officer (1) Fiscal Policy Unit (2) Economist I (1) Economist II (1) Administration and Investment Operations(1) Treasurer (1) Accounting Operations (7) Accountant (1) Executive Officer (1) Junior Clerk(s) (1) Office Assistant (1) Senior
 Clerk(s) (3) Administration and Revenue Division (12) Assistant Deputy Comptroller-Customs (1) Cashier (1) Deputy Comptroller-Customs (1) Executive Officer (2) Junior Officer (5) Senior Officer (1) Systems Analyst III (1) 108 Enforcement Division (7) Executive Officer (1) Junior Officer (4) Senior Officer (2) Seaport Operations (9) Customs Security (1) Executive Officer (1) Junior Officer (5) Senior Officer (2) Airport Operations (8) Customs Security (2) Executive Officer (1) Junior Officer (3) Senior Officer (2)
 Administration (2) Deputy Comptroller-Inland Revenue (1) Secretary/Clerk (1) Auditing and Records Management (6) Assistant Comptroller-Inland Revenue (1) Senior Tax Officer (3) Tax Officers GradeI (1) Tax Officers II (1) Collection and Revenue Control (8) Executive Officer (1) Tax Officers GradeI (2) Tax Officers GradeII (3) Tax Officers GradeIII (1) Tax Supervisor (1) Property Valuation (4) Tax Inspector GradeI (2) Tax Inspector GradeII (1) Valuation Officer (1) Statistics Department (8) Director of Statistics and Economic Planning (1) Documentation Officer (1) Junior Clerk(s) (3) Senior Clerk(s) (1) Senior Statistician (1) Statistician (1) Economic Planning (3) Documentation Officer (1) Economic Development Officer (1) Project Officer 1 Development and Marketing (5) 109 Assistance Director (1) Director (1) Documentation Officer (1) Junior Clerk(s) (1 ) Senior Clerk(s) (1) Regulation and Supervision (14) Administrative Clerk (2) Assistant Regulator (3) Deputy Registrar (1) Junior Clerk(s) (3) Registrar(s) Financial Services (1) Registrar of Insurance (1) Regulator Financial Services (1) Senior Clerk(s) (1) Systems Analyst II (1) 110 C07- Ministry of Comm., Works, Public Utilities, Posts, Phys.
Plann, Natural Resources & Environment 2010 111 Section 1: Executive Summary and Management Representation Statement 1.1 Minister’s Message It has been three years since the infrastructural programme of the new NRP government started, and our achievements have been phenomenal.
The areas of achievements include establishing agreements with West Indies Power (Nevis) Ltd in terms of a Power Purchase Agreement (PPA) and a Government Contract for the development of geothermal energy on Nevis, water development, roads construction throughout Nevis, the signing of PPA and Contract for 1 mega watt electricity from wind with a private developer, Windwatt.

These developments and projects will bring a better life for all the people of Nevis and open the gate of opportunities.
Moreover, we were able to host the successful first Eastern Caribbean Geothermal Conference at Mount Nevis in June 2009.

We express thanks and appreciation our sponsors such as multilateral agencies including OAS, UNECLAC, CREDP/GTZ, and CARICOM.

However these achievements would not have been possible without the support of the staff, agencies, and departments in government.

I do look forward for their continued cooperation in the year ahead.
I do believe that the goals, objectives and activities in this Budget will enable us to achieve the vision of the Nevis Island Administration of "better for all the people of Nevis".

Best wishes to all.

Honourable Carlisle Powell _______________________ Junior Minister in the Ministry of Communications, Works, Public Utilities, Posts, Physical Planning, Natural Resources and Environment.
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 112 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 provide.
Ernie Stapleton ______________________ Permanent Secretary 113 Section 2: Ministry Overview 2.1 Mission Statement To formulate, implement, monitor and supervise policies relating to works, public utilities and posts in order to enhance the infrastructure development and to provide quality service in a sustainable and environmentally friendly manner thereby improving the quality of life for the people of Nevis.
MINISTRY ADMINISTRATION The Ministry’s mission is to formulate, implement, monitor and supervise policies relating to works, public utilities and posts in order to enhance the infrastructure development and to provide quality service in a sustainable and environmentally friendly manner thereby improving the quality of life for the people of Nevis.

The Ministry intends to accomplish its mission through: 1.
Supervising the implementation of policies related to works, public utilities and posts, physical planning, natural resources and environment.

2.

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

3.

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

4.

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

5.
5.

Negotiating and monitor government contracts relating to the ministerial portfolio.

6.

Giving advice to programmes on financial and personnel issues.

7.

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

8.

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

9.

Overseeing and manage the operations of the Nevis Philatelic Unit.
DEPARTMENT OF PHYSICAL PLANNING 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 sustainable development on the island of Nevis.

GOALS FOR 2010 1.

Passing and Adoption of the Nevis Physical Development Plan.

2.

Completion of local and protected area plans.

3.


To have the Multi-GIS fully implemented and functioning efficiently and effectively.

114 4.

To have in place a comprehensive planning database register for Development application for the effective registration and retrieval of development data.

5.

To have an Environment Division in place.

6.

Building regulations in place.

8.

An additional Building Inspector to compensate for the resignation of one of the current building inspectors.
KEY RESULTS 2009 1.

Implementation of an approve Physical Development Plan.

2.

Occupation of new office building (phase 1).

3.

Completion of phase 2 of the Physical Planning Department building in order to house all units adequately.

4.

Start Local and Protected area plans.

5.

Implement Multi-GIS Project.

6.

Finalize the departments approach to Environment management.

7.Continue to train department staff and stakeholders.

PUBLIC WORKS DEPARTMENT 1.


Create a network of improved road systems through the construction of new roads and regular maintenance of existing ones.

2.

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

3.

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.

To maintain and assist in the provision of adequate working space environment for all government offices.
NEVIS WATER 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.

115 2.
115 2.

Distributed potable to customers at reasonable pressure 70 to 100 pounds per square inch (psi).

3.

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

4.

Collect revenue 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 mail and effecting money transfers, safely, swiftly and with integrity.

This will be achieved by the following: 1.

Provide for sale to the general public: postage stamps, money orders, post cash debit cards.

2.

Rent letter boxes to members of the general public.

3.

Deliver incoming mail door to door throughout the island of Nevis.

4.

Dispatch outward bound mail to all overseas destinations.

5.
5.

Provide alternative to #3, e.g.

placing mail boxes at various points throughout the island.

116 2.3 Portfolio Activity Summary Portfolio 7.

Manage Comm, Works, Public Utilities, Posts, Physical Planning, Natural Resources & Env.

Responsibility Centre C07- Ministry of Comm., Works, Public Utilities, Posts, Phys.
Plann, Natural Resources & Environment 07 - Permanent Secretary's Office Officer in Charge Permanent Secretary Goals/Global Objectives To coordinate the formulation, implementation and monitoring of policies relating to the works, public utilities and posts in order to enhance the infrastructure development and to provide quality service in a sustainable and environmentally friendly manner thereby improving the quality of life for the people of Nevis.
Objective(s) for 2010 1.Ensure adequate supply of asphalt for road rehabilitation and construction.

2.Ensure government buildings are in proper condition for use.

3.Maintain the production of water to the WHO standards.

4.Process efficiently the development plan.

5.Produce enough water to meet the demand in the distribution system.

6.Promote water conservation.

7.Propose a physical development plan by March 2009.

8.Sort and dispatch mail to boxes and residents in a timely manner.
Expected Results 100% 0% Less than 10% Less than 30% 100% At least 20 0 days 0% Performance Indicators Percentage of asphalt supplied as a percentage of consumption % of office space not in condition for occupancy.

% of days out of 365 where fecal and total coli form are not within WHO standards.

Percentage of application held beyond the 30 day limit.

Percentage of demand that is produced.

Number of media promotion/adds on water conservation.

Delay in days compared to March, 2008.


% of mail or parcel delivered outside the delivery standard period.

Financial Summary Programme 1.

Provide Administrative Services 2.

Develop and Implement Physical Planning Systems 3.

Maintain and Develop Physical Infrastructure 4.

Supply and Manage Water 5.

Provide Postal Services 6.
Manage Public Sector Investment Projects (PSIP) for Ministry of Communications Expenditure Expenditure Expenditure Expenditure Expenditure Projected Planned Estimated Projected Actual 2008 2009 2010 (in thousands) Total 18,137 17,556 26,250 23,935 22,422 117 2.4 Planning Overview 2.4.1 Overview 2.4.1.1 Portfolio’s strategic Objectives vs Government Directions As part of its overall vision of “Better for all Nevisians”, the Nevis Island Administration will seek to ensure the provision of essential infrastructure, including ports development, and expansion of the energy, water and roads sectors to facilitate economic development.
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 infrastructure 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 program.

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

• 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 infrastructure development and to 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 2009: 1.

Efficiently and effectively provide the necessary administrative and logistic support for the Ministry; 118 2.

Process efficiently the development plan; 3.

Ensure government buildings are in proper condition for use; 4.

Ensure adequate supply of asphalt for the needs of Nevis; 5.
Promote water conservation; 6.

Produce enough water to meet the demand in the distribution system; 7.

Maintain the production of water to the WHO standards; 8.
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 being 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 provide 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 the infrastructure including roads, bridges, buildings; will engage in the construction, management and maintenance of government buildings; provides for the maintenance of government vehicles and rolling stock; supply good quality asphalt for road construction, improvement and maintenance.
`````````````````````` The Water Services Department will produce and distribute of potable water for the island; 119 provides 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 purchases many of its goods from overseas where prices are likely to increase given the global situation.

The Ministry is a big spender and there seems to be 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 of the 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 the rental of equipment and vehicles such as trucks and backhoes.

In addition, to execute 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.

To develop policies require the collection, organization 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.

This is 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.
SEVERE WEATHER/DISASTERS The impact of severe weather conditions have been known to escalate the maintenance and rehabilitation costs of the infrastructure.

These may include flooding, fires, tropical storms 120 (hurricanes), earthquakes, etc.

No one can predict with any level of certainty what the we will face and the impact of natural and man made occurances.
MONITORING AND ENFORCEMENT Lack of resources (human and financial) and the need to review existing legislation and enact new ones posed a challenge.

2.4.1.6 Portfolio’s Resources and the achievement of the Strategic Objectives over a Multi-Year Time Horizon The Ministry will continue its programme to maintain, develop and refurbish the infrastructure, equipment and human resources over the strategic period.
Achieving our objectives will require increases in investment in infrastructure, equipment and human resources over the strategic period.

Given the constraints work will have to be prioritized over the next three years.

Portfolio’s resource There is an increase in the asset portfolio of the NIA.

There are more asphalted roads, more drainage issues, buildings to be maintained and renovate; generally the Ministry has more clients or citizens to serve.
In order to maintain a certain standard more skilled and unskilled workers will be required for certain programmes.

2.4.1.7 Impact of Previous Year’s Achieved Results on the Current Year’s Planned Expenditures The Ministry of Communications and Works performed well for the previous budget year despite the many challenges its Programmes faced.

Management and staff were kept busy by the many projects and activities implemented.
The Geothermal Project, Secondary Road projects, Water Development and the Link Road Projects were main activities for 2009.

These projects will come to a logical conclusion in the next fiscal year with the exceptions of the geothermal and water development projects.

Management and staff must be commended for their dedication to ensure that the infrastructural system is maintained and improved and that Nevis continues to experience sustainable economic development in an environmentally friendly manner.
121 4.6 Status Report on Major Government Projects (MGP) PROJECT 1: PHYSICAL DEVELOPMENT PLAN Total Project Cost and Source of Funds $185,000 XCD – Funded by Revenue Strategic Objective: To improve land development and protect environmental resources.
Lead Department or Agency: Department of Physical Planning Contracting Authority: OAS and NIA Participating Departments and Agencies: NIA, NGO, Private Sector Project Management Unit: Department of Physical Planning Phases Reached Nevis Physical Development Plan Completed Public consultation and finalization of the plan for Parliament (2009) PROJECT 2: ROAD IMPROVEMENT PROJECT Total Project Cost and Source of Funds $300,000 XCD – Funded by Revenue Strategic Objective: To improve the road infrastructure of Nevis.
Lead Department or Agency: Public Works Department Contracting Authority: NIA Participating Departments and Agencies: Ministry of CWPU&P, PPNRE Project Management Unit: Public Works Department Prime Contractor: Surrey Paving and Aggregate Caribbean Limited Phases Reached Paving of the island main road phase 3 completed at 100% Island main road phase 3 completed in January 2008 Start feasibility, design and tendering, and selection of Contractor for Cades Bay to Camps Road and Hanleys Road (2009) PROJECT 3: SECONDARY VILLAGE ROADS Total Project Cost and Source of Funds $1,000,000 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&P, PPNRE Project Management Unit: Public Works Department Prime Contractor: PWD and Private Contractor to be determined PROJECT 4: LINK ROAD PROJECT 38 122 Lead Department or Agency: Public Works Department Contracting Authority: NIA Participating Departments and Agencies: Ministry of CWPU&P, PPNRE Project Management Unit: Public Works Department Prime Contractor: PWD and Private Contractor to be determined PROJECT 5: POLICE BARRACKS AT BELLE VUE Total Project Cost and Source of Funds $448,623 XCD – Funded by Development Aid Strategic Objective: To provide adequate accommodation and improved living condition for St. Christopher and Nevis Police Force Nevis Division.
Lead Department or Agency: Ministry of CWPU&P, PPNRE Contracting Authority: NIA Participating Departments and Agencies: Ministry of CWPU&P, PPNRE and Water Department Project Management Unit: Ministry of CWPU&P, PPNRE Prime Contractor: NIA and Private Contractor Phases Reached Contract signed PROJECT 6: WATER DRILLING PROJECT Total Project Cost and Source of Funds $2,500,000 XCD – Funded by Revenue Strategic Objective: To explore, produce and supply additional water on the island of Nevis.
Lead Department or Agency: Ministry of CWPU&P, PPNRE and Water Department Contracting Authority: Ministry of CWPU&P, PPNRE and Water Department Participating Departments and Agencies: Ministry of CWPU&P, PPNRE and Water Department 123 Project Management Unit: Ministry of CWPU&P, PPNRE and Water Department Prime Contractor: BEAD LLC Phases Reached Exploration of additional water sources on-going; Exploration and development of additional water sources to be completed in 2010.
PROJECT 7: RENEWABLE ENERGY PROJECT Total Project Cost and Source of Funds $800,000 XCD – Funded by Revenue Strategic Objective: To provide the technical and financial support in implementing renewable energy projects on Nevis mainly in wind and geothermal.
Lead Department or Agency: Ministry of CWPU&P, PPNRE and Water Department Contracting Authority: Ministry of CWPU&P, PPNRE Participating Departments and Agencies: Ministry of CWPU&P, PPNRE Project Management Unit: Ministry of CWPU&P, PPNRE Prime Contractor: NIA, Consultants Phases Reached PPA and Contracts signed 2.4.2.2 Other Capital Projects Judged Important and status report PROJECT 1: ISLAND ROAD DRAINAGE PROJECT Total Project Cost and Source of Funds $700,000 XCD – Funded by Revenue Strategic Objective: Upgrade the storm 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&P, PPNRE 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 $400,000 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 124 Contracting Authority: NIA Participating Departments and Agencies: Ministry of CWPU&P, PPNRE Project Management Unit: Public Works Department Prime Contractor: PWD PROJECT 3: RECONDITION OF ASPHALT PLANT Total Project Cost and Source of Funds $250,000 XCD – Funded by Revenue Strategic Objective: Upgrade and maintain Asphalt Plant to assist in road works and maintenance.
Lead Department or Agency: Public Works Department Contracting Authority: NIA Participating Departments and Agencies: Ministry of CWPU&P, PPNRE Project Management Unit: Public Works Department Prime Contractor: PWD PROJECT 4: EXPANSION OF ST. THOMAS PRIMARY SCHOOL Total Project Cost and Source of Funds $151,775 XCD – Funded by Revenue Strategic Objective: To provide additional learning spaces for the St. Thomas Primary School.
Lead Department or Agency: Public Works Department Contracting Authority: NIA Participating Departments and Agencies: Ministry of CWPU&P, PPNRE , Education Dept.
Project Management Unit: Public Works Department Prime Contractor: Private PROJECT 5: PERP PROJECT Total Project Cost and Source of Funds $100,000 XCD – Funded by Revenue Strategic Objective: To protect the diversity and conserve habitats of Nevis Peak and Camps River Ghaut thereby designating them as National Park and protected watershed respectively.
Lead Department or Agency: Department of Physical Planning Contracting Authority: NIA and OECS Participating Departments and Agencies: OECS, NIA, NGO, Private Sector Project Management Unit: Department of Physical Planning Phases Reached Protecting the Eastern Caribbean Region's Biodiversity – Implement the Nevis Peak and Camps River as Protected Area according to the Nevis Physical Development Plan, through partnership with the community groups, tour guides and the local forestry based Non Governmental Organization.
PROJECT 6: CONSTRUCTION OF LABOUR DEPARTMENT BUILDING 125 Total Project Cost and Source of Funds $250,000 XCD – Funded by Revenue Strategic Objective: To provide additional office spaces to improve working conditions.
Lead Department or Agency: Public Works Department Contracting Authority: NIA Participating Departments and Agencies: Ministry of CWPU&P, PPNRE Project Management Unit: Public Works Department Prime Contractor: PWD PRROJECT 7: LAND SETTLEMENT Total Project Cost and Source of Funds $3,000,000 XCD – Funded by Revenue Strategic Objective: To settle land matters and compensate households affected by the road improvement projects.
Lead Department or Agency: Ministry of CWPU&P, PPNRE Contracting Authority: NIA Participating Departments and Agencies: Ministry of CWPU&P, PPNRE Project Management Unit: Ministry of CWPU&P, PPNRE Prime Contractor: NIA and Private Contractors to be determined Phases Reached Some surveys completed and additional surveys to be done in 2010.

These activities will continue in 2010.


PROJECT 8: TECHNICAL ASSISTANCE Total Project Cost and Source of Funds $125,000 XCD – Funded by Revenue Strategic Objective: To seek and obtain technical assistance to help in the implementation of projects.
Lead Department or Agency: Ministry of CWPU&P, PPNRE Contracting Authority: NIA Participating Departments and Agencies: Ministry of CWPU&P, PPNRE Project Management Unit: Ministry of CWPU&P, PPNRE Prime Contractor: NIA and Private Contractors to be determined PROJECT 9: RENOVATIONS OF GOVERNMENT HOUSE Total Project Cost and Source of Funds $700,000 XCD – Funded by Revenue Strategic Objective: To rehabilitate and restore the Governor General's residence to provide suitable accommodation for him.
126 Lead Department or Agency: Ministry of CWPU&P, PPNRE Contracting Authority: NIA Participating Departments and Agencies: Ministry of CWPU&P, PPNRE Project Management Unit: Ministry of CWPU&P, PPNRE Prime Contractor: NIA and Private Contractors to be determined Phases Reached Contract to be extended and new work and scope of work implemented in 2010.
PROJECT 10: RENOVATION & EXPANSION OF GOVERNMENT BUILDINGS Total Project Cost and Source of Funds $200,000 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&P, PPNRE Contracting Authority: PWD Participating Departments and Agencies: Ministry of CWPU&P, PPNRE, PWD Project Management Unit: Ministry of CWPU&P, PPNRE Prime Contractor: PWD Phases Reached Maintain and repair work on government building will continue 2010.

2.4.3 Transfer Payment Information The Ministry of CWPU&P, PPNRE 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.

127 Section 3:Detailed Planning by Programme Portfolio Programme 7.

Manage Comm, Works, Public Utilities, Posts, Physical Planning, Natural Resources & Env.

1.
1.

Provide Administrative Services Responsibility Centre C07- Ministry of Comm., Works, Public Utilities, Posts, Phys.

Plann, Natural Resources & Environment 07 - Permanent Secretary's Office Officer in Charge Permanent Secretary Goals/Global Objectives To provide administrative and policy support for the ministry and departments.

Objective(s) for 2010 1.Efficiently and effectively provide the necessary administrative and logistic support for the Ministry.
Expected Results Performance Indicators Less than 10% Cost of administration as a percentage of total ministry’s costs.
Financial Summary Sub-Programme Expenditure Expenditure Expenditure Expenditure Expenditure Projected Planned Estimated Projected Actual 2008 2009 2010 (in thousands) 2011 2012 1.1 Administer Works, Public Utilities and Posts 1.2 Provide Philatelic Services 1.3 Project Management Unit 1.4 Geothermal Unit 731 140 15 938 170 130 215 730 167 78 307 790 173 80 314 829 180 83 319 Total 886 1,453 1,281 1,356 1,411 128 Portfolio Programme 7.
Manage Comm, Works, Public Utilities, Posts, Physical Planning, Natural Resources & Env.

2.

Develop and Implement Physical Planning Systems Responsibility Centre C07- Ministry of Comm., Works, Public Utilities, Posts, Phys.
Plann, Natural Resources & Environment 07 - Permanent Secretary's Office 0702 - Physical Planning Department Officer in Charge Director Goals/Global Objectives To 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.

Objective(s) for 2010 1.Completion and implementation a protected area plan.
2.Convert and integrate all available GIS data into a standard format in a centralized date storage accessible to all relevant departments.

3.Decrease the number of enforcement and stop notices served by promoting compliance with codes and regulations 4.Establishment of a Departmental Website.

5.Implementation of the Nevis Physical Development Plan.

6.Improve revenue collection.

7.Promote disaster mitigation in the EIA and building process.
8.To decrease the number of unauthorized development by increasing the amount of routine monitoring done 9.To increase the awareness of the public of the importance of planning and the development application process.

Also the requirements/stages of building inspections.

Expected Results Performance Indicators 1 60% 20% 1 100% 50% 80% 10% 12 Implement and complete a protected area plan.

Convert and Integrate all available GIS data into a standard format.
80% of development projects applied for and given approval before building commences.

Website for Department.

Implement the Nevis Physical Development Plan.

Improve the collection of revenue.

Promote disaster mitigation in the process of building.

Decrease the number of development unauthorized.

Increase the awareness of the public of the importance of planning and the development application process.
Financial Summary Sub-Programme Expenditure Expenditure Expenditure Expenditure Expenditure Planned Estimated Projected Actual Projected 2008 2009 2010 (in thousands) 2011 2012 2.1 Provide Administration to Physical Planning Total 710 710 798 798 798 798 816 816 843 843 129 Portfolio Programme 7.

Manage Comm, Works, Public Utilities, Posts, Physical Planning, Natural Resources & Env.

3.
3.

Maintain and Develop Physical Infrastructure Responsibility Centre C07- Ministry of Comm., Works, Public Utilities, Posts, Phys.

Plann, Natural Resources & Environment 07 - Permanent Secretary's Office 0703 - Public Works Department Officer in Charge Director Goals/Global Objectives 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 infrastructural development in Nevis.
Objective(s) for 2010 1.Ensure government buildings are in proper condition for use.

2.Improve the accessibility for pedestrian and vehicular traffic.

3.Improve the accessibility for pedestrian and vehicular traffic.

4.Maintenance and auction of government vehicles.

Expected Results 0 15 33% 15 33% 90% 5% Performance Indicators % of office space in condition for occupancy.

Number of miles of roads rehabilitated.

Percentage of bridges that are inspected for the year for structural integrity.


Maintain government vehicle in workable condition.

Dispose of vehicles through auction that are no longer sevicable to government.
Financial Summary Sub-Programme 3.1 Provide Administration Services to Public Works 3.2 Maintain Roads and Bridges 3.3 Construct and Maintain Government Buildings 3.4 Maintain Government Vehicles and Equipment 3.5 Supply Asphalt for Road Construction, Improvement and Maintenance Expenditure Expenditure Expenditure Expenditure Expenditure Projected Planned Estimated Projected Actual 2008 2009 2010 (in thousands) 2011 2012 380 567 511 523 531 1,041 1,315 661 352 938 1,447 677 447 845 1,326 572 473 971 1,347 595 492 1,054 1,366 633 503 Total 3,748 4,076 3,727 3,927 4,087 130 Portfolio Programme 7.
Manage Comm, Works, Public Utilities, Posts, Physical Planning, Natural Resources & Env.

4.

Supply and Manage Water Responsibility Centre C07- Ministry of Comm., Works, Public Utilities, Posts, Phys.
Plann, Natural Resources & Environment 07 - Permanent Secretary's Office 0704 - Water Department Officer in Charge Manager Goals/Global Objectives The water services department is committed to 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.

Objective(s) for 2010 1.Maintain the production of water to the WHO standards.
2.Promote water conservation.

3.Reduce the amount of unaccounted water in the distribution system.

4.To improve customer service by reducing customer complaint.

Expected Results <10% 10% 20 20% 20% 25% 75% Performance Indicators % of days out of 365 where fecal and total coli form are not within WHO standards % of days out of 365 where chlorine level are not within WHO standards Number of media promotion/adds on water conservation.

Percentage of water lost in the distribution system (leak).
Percentage of volume of sold water compared to voilume of water produced.

Percent of reduction in complaints.

Percent of Complaints resolved.
Financial Summary Sub-Programme Expenditure Expenditure Expenditure Expenditure Expenditure Projected Planned Estimated Projected Actual 2008 2009 2010 (in thousands) 2011 2012 4.1 Provide Administration and Customer Services 4.2 Support Regional Water Conferences 4.3 Produce Water 4.4 Distribute Water 4.5 Control the Quality of Water Total Portfolio Programme 7.
Manage Comm, Works, Public Utilities, Posts, Physical Planning, Natural Resources & Env.

5.

Provide Postal Services Responsibility Centre C07- Ministry of Comm., Works, Public Utilities, Posts, Phys.

Plann, Natural Resources & Environment 07 - Permanent Secretary's Office 0705 - Post Office Officer in Charge Deputy Director Goals/Global Objectives To provide quality service to the general public by delivering and dispatching mail safely, swiftly and with integrity.
Objective(s) for 2010 1.Sort and dispatch mail in a timely manner.

Expected Results At least 25% At least 25% 2.To dispatch Mail to all overseas destinations via the General Post Office, Bassetrre, St. Kitts.

3.To increase services to the General Public.

95% 10% Performance Indicators Percentage increase in debit card customers.

Percentage increase in express mail customers.


Twice daily Services such as: Cash for Postal Orders&Money Orders, The Sale of International Money Orders, Sale of Postage Stamps, Rental of Private Letter Boxes to the General Public, Provide E- topup Service.
Financial Summary Sub-Programme Expenditure Expenditure Expenditure Expenditure Expenditure Projected Planned Estimated Projected Actual 2008 2009 2010 (in thousands) 2011 2012 5.1 Provide Administration and Customer Service 5.2 Postal Deliveries and Dispatch Total 262 490 752 288 538 826 342 442 784 344 457 802 350 471 821 132 Portfolio Programme Responsibility Centre 7.

Manage Comm, Works, Public Utilities, Posts, Physical Planning, Natural Resources & Env.

6.
6.

Manage Public Sector Investment Projects (PSIP) for Ministry of Communications C07- Ministry of Comm., Works, Public Utilities, Posts, Phys.

Plann, Natural Resources & Environment 07 - Permanent Secretary's Office Officer in Charge Permanent Secretary Goals/Global Objectives To manage the capital projects so as to alleviate cost over run.
Financial Summary Sub-Programme 070120 Land Settlement - Revenue 070122 Technical Assistance - Revenue 070171 Physical Development Plan - Revenue 070175 Water Network Rehabilitation Project - Loans 070176 Water Drilling - Revenue 070177 - PERP Project - Development Aid Expenditure Expenditure Expenditure Expenditure Expenditure Projected Planned Estimated Projected Actual 2008 2009 2010 (in thousands) 2011 2012 2,500 100 30 1,000 125 185 3,000 125 185 5,000 2,500 115 170 5,000 2,000 100 170 4,000 2,000 2,500 2,500 2,000 2,000 070177- PERP - Nevis Peak Project - Revenue 100 070180 - Police Barracks at Belle Vue - Development Aid 070181 Expansion to St. Thomas' Primary - Loans 070182 Renewable Energy - Revenue 070312 Secondary Village Roads - Revenue 070332 Special Maintenance of Schools - Revenue 070361 Reconditioning of Asphalt Plant - Revenue 070373 Renovation and Expansion of Government Buildings - Revenue 070378 Island Road Drainage Project - Revenue 070388 Renovation of Government House - Revenue 070396 Construction of Labour Department Office - Loans 070459 Water Services Upgrade - Revenue Total Important Initiatives Contributing to the Achievement of the Annual Objectives Increase the awareness of the public of 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 equipments.
Improve customer service with the introduction of Customer service Division which addresses customer complaints in 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.
3.2 Justification for the current year planned Expenditures The proposed capital projects are in keeping with the development agenda of the Nevis Island Administration.

To formulate, implement, monitor and supervise policies relating to works, public utilities and posts in order to enhance the infrastructure development and to provide quality service in a sustainable and environmentally friendly manner thereby improving the quality of life for the people of Nevis.
134 Section 4:Supplementary Information 4.1 Portfolio’s Main Estimates by Expenditure Type Org Unit Name: C07- Ministry of Comm., Works, Public Utilities, Posts, Phys.
Plann, Natural Resources & Environment Expenditure Expenditure Expenditure Expenditure Expenditure Projected Planned Estimated Projected Actual 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 11-Commissions 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 Grants 10-Grants and Contributions - Grants Other Expenses 28-Sundry Expenses 2008 2009 2010 2011 2012 (in thousands) Total 9,081 10,441 9,655 10,130 10,497 Capital Expenses Memorandum Items 40-Consultancy Feasibility, Tendering and Specialist Costs 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 Total 11,875 11,875 595 8,350 2,100 830 9,030 9,030 30 7,080 7,080 285 16,560 16,560 1,335 13,760
Org Unit Name: C07- Ministry of Comm., Works, Public Utilities, Posts, Phys.
Plann, Natural Resources & Environment 07 - Permanent Secretary's Office Activity Type: Programme Activity Name: 7.

Manage Comm, Works, Public Utilities, Posts, Physical Planning, Natural Resources & Env.

6.
Manage Public Sector Investment Projects (PSIP) for Ministry of Communications Expenditure Expenditure Expenditure Expenditure Expenditure Projected Planned Estimated Projected Actual Capital Expenses Memorandum Items 40-Consultancy Feasibility, Tendering and Specialist Costs 45-Acquisition/Construction of Physical Assets 46-Other costs to be capitalised 48 Renovation and Upgrade Total Total 2008 2009 2010 2011 2012 (in thousands) Portfolio’s Capital Spending profile by Sources of Funds Expenditure Expenditure Expenditure Expenditure Expenditure Actual Estimated Planned Projected Projected Source of Funds 2008 2009 2010 2011 2012 (in thousands) Project No 76 Land Settlement RIMP Revenue Sub-total 77 Technical Assistance Revenue Sub-total 101 Water Network Rehabilitation Project Loans Sub-total 121 Renovation of Government House Revenue Sub-total 223 Secondary Village Road Revenue Sub-total 224 Special Maintenance of Schools Revenue Sub-total 225 Reconditioning of Asphalt Plant Revenue Sub-total Revenue Sub-total 227 Island Road Drainage Project Revenue Sub-total 229 Water Drilling Project Revenue Sub-total 232 Physical Development Plan Revenue Sub-total 236 Water Services Upgrade Revenue Sub-total 2,500 2,500 1,000 1,000 3,000 3,000 2,500 2,500 2,000 2,000 100 100 125
Renovation and Expansion of Government
600 226 Renovation and Expansion of Government Buildings 137 Expenditure Expenditure Expenditure Expenditure Expenditure Actual Estimated Planned Projected Projected Source of Funds 2008 2009 2010 2011 2012 (in thousands) Project No 386 Nevis Peak Project (PERP) Revenue Sub-total 516 Renewable Energy Project Revenue Sub-total 517 Construction of Labour Department Office Revenue Sub-total 518 Police Barracks at Belle Vue Development Aid Sub-total 519 Expansion of St. Thomas's Primary School Loans Sub-total 520 PERP Project- Development Aid Development Aid Sub-total Total Portfolio’s Summary by Sources of Funds Expenditure Expenditure Expenditure Expenditure Expenditure Actual Estimated Planned Projected Projected 2008 2009 2010 2011 2012 Source of Funds (in thousands) Development Aid Loans Revenue Total 18,137 18,137 17,556 17,556 699 5,152 20,400 26,250 5,200 18,735 4,000 18,422 23,935 22,422 139 4.6 Status Report on Major Government Projects (MGP) PROJECT 1: PHYSICAL DEVELOPMENT PLAN Total Project Cost and Source of Funds $185,000 XCD – Funded by Revenue Strategic Objective: To improve land development and protect environmental resources.
Lead Department or Agency: Department of Physical Planning Contracting Authority: OAS and NIA Participating Departments and Agencies: NIA, NGO, Private Sector Project Management Unit: Department of Physical Planning Phases Reached Nevis Physical Development Plan Completed PROJECT 2: SECONDARY VILLAGE ROADS Total Project Cost and Source of Funds $1,000,000 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&P, PPNRE Project Management Unit: Public Works Department Prime Contractor: PWD and Private Contractor to be determined PROJECT 3: ISLAND ROAD DRAINAGE PROJECT Total Project Cost and Source of Funds $200,000 XCD – Funded by Revenue Strategic Objective: Upgrade the storm 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&P, PPNRE Project Management Unit: Public Works Department Prime Contractor: PWD and Private contractor to be determined 140 PROJECT 4: WATER DEVELOPMENT PROJECT Total Project Cost and Source of Funds $500,000 XCD – Funded by Revenue 4,000,000 Funded by Loans, 500,000 - 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&P, PPNRE Contracting Authority: NIA Participating Departments and Agencies: Ministry of CWPU&P, PPNRE and Water Department Project Management Unit: Ministry of CWPU&P, PPNRE 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 (2008/9); PROJECT 5: WATER DRILLING Total Project Cost and Source of Funds $2,500,000 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&P, PPNRE and Water Department Contracting Authority: Ministry of CWPU&P, PPNRE and Water Department Participating Departments and Agencies: Ministry of CWPU&P, PPNRE 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; Exploration and development of additional water sources to be completed in 2008/9.
PROJECT 6: PLANNING PROJECTS Total Project Cost and Source of Funds $120,000 XCD – Funded by Revenue, 100,000 - Funded Development Aid 150,000 XCD Strategic Objective: To improve land development and protect environmental resources.
Lead Department or Agency: Department of Physical Planning Contracting Authority: NIA Participating Departments and Agencies: NIA, NGO, Private Sector Project Management Unit: Department of Physical Planning Phases Reached Activities such as Quarry, coastal protection, GIS and other project activities will be pursued in 2010.
141 PROJECT 7: SPECIAL MAINTENANCE OF SCHOOL Total Project Cost and Source of Funds $400,000 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&P, PPNRE Project Management Unit: Public Works Department Prime Contractor: PWD PROJECT 8: RECONDITION OF ASPHALT PLANT Total Project Cost and Source of Funds $150,000 XCD – Funded by Revenue Strategic Objective: Upgrade and maintain Asphalt Plant to assist in road works and maintenance.
Lead Department or Agency: Public Works Department Contracting Authority: NIA Participating Departments and Agencies: Ministry of CWPU&P, PPNRE Project Management Unit: Public Works Department Prime Contractor: PWD PROJECT 9: ASPHALT ROAD CONSTRUCTION & MAINTENANCE Total Project Cost and Source of Funds $500,000 XCD – Funded by Revenue Strategic Objective: Upgrade and maintain roads.
Lead Department or Agency: Public Works Department Contracting Authority: NIA Participating Departments and Agencies: Ministry of CWPU&P, PPNRE Project Management Unit: Public Works Department Prime Contractor: PWD 142 PROJECT 10: WATER SERVICE 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&P, PPNRE Contracting Authority: NIA Participating Departments and Agencies: Ministry of CWPU&P, PPNRE and Water Department Project Management Unit: Ministry of CWPU&P, PPNRE Prime Contractor: NIA and Private Contractors to be determined Phases Reached Upgrade of the transmission and distribution systems are ongoing and will continue in 2009.
PRROJECT 1 1: LAND SETTLEMENT Total Project Cost and Source of Funds $1,000,000 XCD – Funded by Revenue Strategic Objective: To settle land matters and compensate households affected by the road improvement projects.
Lead Department or Agency: Ministry of CWPU&P, PPNRE Contracting Authority: NIA Participating Departments and Agencies: Ministry of CWPU&P, PPNRE Project Management Unit: Ministry of CWPU&P, PPNRE PROJECT 12: TECHNICAL ASSISTANCE Total Project Cost and Source of Funds $125,000 XCD – Funded by Revenue Strategic Objective: To seek and obtain technical assistance to help in the implementation ofprojects.
Lead Department or Agency: Ministry of CWPU&P, PPNRE Contracting Authority: NIA Participating Departments and Agencies: Ministry of CWPU&P, PPNRE Project Management Unit: Ministry of CWPU&P, PPNRE Prime Contractor: NIA and Private Contractors to be determined 42 143 Section 5: Other Items of Interest 4.7 Personal Emoluments – Details of Salaries 07 - MINISTRY ADMINISTRATION (8) Administrative Officer 1 Assistant Secretary 1 Junior Clerk(s) 1 Junior Minister 1 Permanent Secretary 1 Senior Clerk (s) 1 Water Development Engineer 1 Electricity Commissioner 1 Project management (2) Project Officer 1 Director 1 Geothermal Commission (3) Administrative Officer 1 Communications Officer 1 Geothermal Commissioner 1 0702 PHYSICAL PLANNING DEPARTMENT (15) Assistant Building Inspector 1 Building Engineer 1 Buiding Inspector 1 Chief Building Inspector 1 Deputy Director 1 Director Physical Planning 1 Environment & Development Officer 1 Executive Officer 1 Junior Clerk(s) 1 Physical Planning Officer 2 Physical Planning Assistant 1 Planning Technician 2 Senior Environmental Officer 1 0703 PUBLIC WORKS ADMINISTRATION (11) Architect 1 Civil Engineer(s) 1 Clerk of Works 1 Deputy Director 1 Director Public Works 1 Draftsman 1 Executive Officer 1 Heavy Equipment Supervisor 1 Junior Clerk(s) 1 144 Office Assistant 1 Senior Clerk (s) 1 ROAD, BRIDGES & MINOR WORKS (2) Field Supervisor 1 Inspector of Works 1 BUILDINGS (2) Foreman of Works 1 Inspector of Works 1 REPAIR SHOP (2) Foreman Mechanic 1 Repair Shop Supervisor 1 ASPHALT
 PLANT (2) Asphalt Plant Foreman Foreman Mechanic 1 WATER DEPARTMENT ADMINISTRATION AND BILLING DIVISION (10) Engineer/Manager 1 Executive Officer 1 Junior Clerk(s) 1 Office Assistant 1 Administrative Officer 1 Senior Clerk (s) 1 Senior Meter Reader 1 Storekeeper I 1 Water Development Engineer 1 Storekeeper 11 1 PRODUCTION (7) Clerk of Works 1 Foreman Mechanic 2 Inspector of Works 1 Pump Technician 1 Engineer Assistant 1 Operations Manager 1 DISTRIBUTION (3) Foreman of Works 2 Inspector of Works 1 QUALITY CONTROL (2) Laboratory Assistant 1 Laboratory Technician 1 145 POST OFFICE ADMINISTRATION & REVENUE CONTROL (8) Executive Officer 1 Junior Clerk(s) 4 Senior Clerk (s) 1 Sub-Postman 1 Deputy Postmaster 1 POSTAL DELIVERIES & DISPATCH (9) Office Attendant 1 Postmen 7 Dispatch Clerk 1 146 08 - Ministry of Agriculture, Lands, Housing, Co-operatives & Fisheries 2010 147 Section 1: Executive Summary and Management Representation Statement 1.1 Minister’s Message Agriculture continues to make a significant contribution to food security, rural development and poverty reduction here on Nevis.
For the past three years, my ministry actively supported and encouraged the growth of the Agricultural, Fisheries and Cooperative sectors through the development of policies and strategies inclusive of subsidies and incentives.In spite of the ongoing economic crisis, my Ministry was able to realize many of its objectives while at the same time, introduce several new activities.
Our farmers were able to significantly meet the local demand for some vegetables including tomatoes, green peppers and pumpkins, with an import substitution of 37.2%.

From 2006 to the present over 100 acres new farm lands were cleared and made available to farmers and to facilitate the school feeding programme.

To date over thirteen new farmers have received support.

A key barometer for the health of the livestock sector is the amount of throughput registered by the Abattoir Division.
There was an 11% increase in the amount of animals slaughtered leading to a 10.5% increase in revenue and an import substitution of 56 %.

A new initiative to assist the livestock sector was the introduction of value added smoked and processed products.

This resulted in a volume increase of 13.5% over 2006.

It is imperative therefore that the second floor of the abattoir be transformed into a meat processing plant.
Phase II of the Agro Processors Building at Prospect will continue with the procurement of equipment as well as the completion of the ground works.

We anticipated the facility will become fully operational by early 2010.

The successful reintroduction of cotton as an export crop has had a positive effect on the economy with the export of 9500 lbs of lint valued at US$ 95,000.

This initiative was in keeping with the Governments' plan for the diversification of the economy.
The return to cotton earned some farmers as much as EC$18,000 and spurred the formation of the Nevis Sea Island Cotton Producers Cooperative Society which is expected to further increase the production of cotton for export 2010.

My Ministry supports the development of Co-operatives and Associations as an imperative for teaching individuals how to work together and collectively empower themselves.
To this end, we have been successful in reactivating the Nevis Fishermen and Supply Cooperative, New River Farmers and the Cades Bay Farmers Association.

Work at the Ministry is ongoing to reinvigorate the remaining dormant co-operatives and to develop our human resource in the areas of accounting, co-operative education and leadership skills.
The introduction of a near shore marine bio-diversity programme for the improvement of fish stocks and the expansion of the sea turtle conservation programme would be undertaken in 2010.
Honorable E. Robelto Hector ____________________________ 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 148 jurisdictions as it pertains to agricultual lands.

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

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 effecient 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.
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 Administration (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 Permanent Secretary).

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.

(v) To invest in Agriculture.

DEPARTMENT OF FISHERIES: Main Activity: Fisheries management and technical support Director.
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).
149 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.
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.

______________________ Permanent Secretary Ministry of Agriculture, Lands, etc.
Dr. Kelvin Daley 3 150 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 all stakeholders at all 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.

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

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

- Exploring the development of fish farms (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.

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

- Development 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.

- Ensure law enforcement, 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.

152 Financial Summary Programme Expenditure Actual Expenditure Estimated Expenditure Planned Expenditure Projected Expenditure Projected 2008 2009 2010 (in thousands) 2011 2012 1.

Provide General Administration 2.

Support the Development of Agriculture 3.

Promote and Regulate the Cooperative Movement 4.

Provide Fishery Management and Technical Support 5.
Manage Public Sector Investment Projects (PSIP) for Ministry of Agriculture 534 3,225 189 262 485 759 3,689 273 341 885 613 3,548 302 239 1,255 628 3,680 323 248 553 656 3,826 343 259 543 Total 4,695 5,948 5,957 5,431 5,626 153 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 governments 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 guide lines, and to enforce animal control ordiances especially with regards to dogs.

Actively persuing the development of value added programs 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 2010: 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 2010; 5.
Stimulate and strengthen the co-operatives sector.

154 2.4.1.3 Modifications to the Portfolio’s Strategic Directions during the year The main thrust of the agriculture strategy will be to significantly increase crop and livestock productions to meet the demands of the population and the hotel trade for consistent, safe and affordable food.
The main thrust of the fishery strategy will be to ensure conservation of the fishery resources while increasing production as well as implementing the new system of licensing and registration (Carifis).

The main thrust of the co-operative strategy will be to ensure education, training, inspection, supervision, and audit of societies.
2.4.1.4 Main Activities contributing to the Portfolio’s Annual Objectives The Department of Agriculture aims to provide technical support for crop and livestock farmers, and to increase farm acreage to increase crop production material, logistical and all these activities are expected to answer the need to increase the availabilty of food needed to achieve food self-sufficiency for the country.

The Department of Fisheries aims to provide fishery management and technical support.
To achieve its objective, it will increase the number of consultations with fishing communities for the year 2010.

The Department of Co-operative's aim to promote and regulate the co-operative movement.

To achieve its objective, it will provide training and logistical support based on the needs of societies.

2.4.1.5 Main Challenges to Achieve Portfolio’s Annual Objectives CROP AND LIVESTOCK DEVELOPMENT Economic and Political Commitment The overall performance of these sectors has generally been poor.
In a 1995 study entitled “Agricultural Sector Assessment Study of St. Kitts and Nevis”, it was reported that 245 acres of land were under commercial agriculture in Nevis.

Today, while there has been no significant decline in the area under tree crops, the reverse is true for temporary crops especially among root crops (Yams, sweet potatoes, carrots).

The decline in the latter has resulted in increasing dependence on food imports from regional and international suppliers.
Conservative estimates indicate that Nevis self sufficiency in vegetables averages 15%, a dramatic decline when compared to the almost total self sufficiency just a few decades ago.

It is anticipated that in the period 2010-2011, 35 -40% of production will be locally based.

The achilles heel of the livestock sector is not so much an issue of quantity but rather quality.
Insignificant introductions of new gene lines and breeding stock combined with poor management practices has resulted in breeding depression characterized by slow and or stunted growth, and poor carcass characteristics.

Consumer preferences for quality products have sidelined much of the beef and pork from supermarket shelves.

155 The Department’s commitment to reverse this situation is absolute.
Intensive production systems, introduction of new breeds and breed stocks, and farmer training workshops have proceeded far beyond the planning stage and are awaiting execution.

The list of factors which contributes to the low output of farm produce is extensive.

Historically, farmers have taken the brunt of the blame.

However, it is the belief that a radical shift in priorities must occur from the top down, if the situation is to be seriously tackled.
In the recent past, large infusions of government assets have spurred the growth of financial services, tourism and education.

Until and unless agriculture is made a national priority, the slide into food dependency will continue.

When all is said and done, it is a question of political will.

IRRIGATION Access to Affordable and Dependable Water Supplies The majority of farms on the island employ drip systems which should allow for year round vegetable cultivation.
Presently, only New River generates its own water from a spring.

Even here, the FAO and US AID funded storage and distribution system has been allowed to deteriorate to less than 50% capacity.

As such, the deficit has had to be supplemented from an already strained public main.

Rain fed dams at Cades Bay and Potworks have not delivered any water to area farmers for many years due to deteriorated distribution lines.
Consequently, even with the generous 50% subsidized water rate system, the financial burden on farmers often limits aggressive production.

The problem of accessibility to water also extends to livestock farms at Indian Castle and Maddens.

It’s disturbing to report that none of the 3 wells at Indian Castle are operational.

Here again access to the public main was granted rather than fixing the root problem.

The supply however is just sufficient to provide drinking water to the animals.
Critically important support programmes such as fodder bank development are severely limited in scope because of the lack of irrigation.

At Maddens Stock Farm, all 10 of the rain fed earthen catchments have silted to less than 10% capacity.

This not only results in increased dependence on the public mains but jeopardizes herd mortality in the event of drought.
TECHNOLOGY Adoption of Appropriate Technologies to Enhance Production While much of the region has long diversified their crop production regime to include greenhouse 156 and shade house production systems, the agricultural landscape on Nevis remains virtually unchanged.

The benefits of this rather simple technology includes year round production of keys crops such as tomatoes, sweet peppers and cucumbers.

There has also been significant savings on pesticide/herbicides/fertilizers, and water.
Safer and more uniform products.

Furthermore, with the increasing loss of farm lands to housing and other developments, it is paramount that these technologies be quickly adopted.

Other technologies such as Vermiculture (Worm Composting), Apiculture (Bee-keeping) and soil testing must be vigorously supported.

ANIMAL CONTROL Reducing Loses Through Effective Animal Control The single biggest threat to field grown crops and livestock continues to be monkeys and dogs respectively.
Data collected by the department indicated that 35-40% of all crops on Potworks and New River estates are lost yearly to monkeys.

FISHERIES Open Access to the Industry There is no restriction on entry to the industry as a result, poor fishing practices are rampant.

Business Venture Fishing is not seen as a business thus there is poor record keeping.

157 Lack of Enforcement and Monitoring Lack of capacity to carry out the activities entailed.
Boat and equipment such as scuba gear and navigational aids are required.

Federally, enforcement should be given to a separate body (marine police, fishery police) with the Fisheries Department giving support in the monitoring aspect.

CO-OPERATIVES Business Venture Co-operative is not seen as a business thus there is poor record keeping.

There is a need to critically evaluate key aspects of operation which could become factors of success or failure.
2.4.1.6 Portfolio’s Resources and the achievement of the Strategic Objectives over a Multi-Year Time Horizon The Ministry endeavours to spearhead the development and refurbishment of infrastructure, equipment and human resource development over the strategic period.

2.4.1.7 Impact of Previous Year’s Achieved Results on the Current Year’s Planned Expenditures The Department of Agriculture is an exceptionally capable institution.
The multiplicity of programmes, services and products available to the general public is unmatched by any other department, both within and across the Ministries.

The certainty, innovation and dedication of staff at all times is simply remarkable.

As the Director, I would not have dreamed up a better team.
Listed below are but a few of the results accomplished thus far: Established a product branding system for domestically produced vegetables, meats, and meat products as part of the Department’s “Buy Local” campaign.

Expansion and reorganization of the facilities at the Marketing Division to include produce grading and enhanced cold storage.
Expansion and refurbishment of the waste water collection and treatment system at the Abattoir Division in order to be in compliance with Environmental Health Standards.

Completion and commissioning of tripe room at the Abattoir Division.

158 Hosting of three (3) yearly public events: Open Day (March), Fruit Festival (July) and World food Day (November).

Formation of the “Lethal Yellowing Task Force” and launch of the public awareness campaign on the problem of lethal Yellowing Disease on Nevis.
Clearing of 90 acres of lands at Indian Castle and New River Estate primarily for cotton and fruit tree production.

Expansion of the forage banks (sugar cane, corn, grass) to enhance fodder supply to the stock farms at Maddens Estate and Indian Castle.

Relocation of the animal pound from Prospect to Indian Castle.

Introduction of a new breeding bull (Senepol) to Maddens.
Initiated control programmes for animal pests with particular emphasis on monkeys and dogs and a formation of a rapid response catch team to remove nuisance animals from roadsides and private properties.

Deployment of two (2) containerized gardens at St. Thomas’ Primary and Ivor Walters Primary sponsored by FAO.

Continued training workshop for both extension staff and farmers in various aspects of crop production, handling and marketing.
2.4.2 Capital Projects Information 2.4.2.1 Major Government Projects (MGP) and status report Project 1.

Agriculture Diversification Thrust Total Project Cost and Source of Funds $250,000 XCD – Funded by Revenue Strategic Objective: To further diversify agricultural development in Nevis.

Project 2.
Project 2.

Upgrade of Charlestown Public Market Total Project Cost and Source of Funds $295,000 XCD - Funded by Loans 2.4.3 Transfer Payment Information The Ministry of ALHC would be assisting the following: Provide Public Assistance to Farm Workers: $9,000 159 Section 3:Detailed Planning by Programme Portfolio Programme 8.

Manage Agriculture, Lands, Housing, Co-operatives and Fisheries 1.
Provide General Administration Responsibility Centre 08 - Ministry of Agriculture, Lands, Housing, Co-operatives & Fisheries 08 - Permanent Secretary's Office Officer in Charge Permanent Secretary Goals/Global Objectives To provide administrative and policy support for the Mnistry and Departments.

Objective(s) for 2010 1.Keep the administrative support function under 10 %.

Expected Results Performance Indicators Less than 10% Cost of administration as a percentage of total ministry’s costs.
Financial Summary Sub-Programme Expenditure Expenditure Expenditure Expenditure Expenditure Projected Planned Estimated Projected Actual 2008 2009 2010 (in thousands) 2011 2012 1.1 Provide Administrative Support Total 534 534 759 759 613 613 628 628 656 656 160 Portfolio Programme 8.

Manage Agriculture, Lands, Housing, Co-operatives and Fisheries 2.
Support the Development of Agriculture Responsibility Centre 08 - Ministry of Agriculture, Lands, Housing, Co-operatives & Fisheries 08 - Permanent Secretary's Office Officer in Charge Permanent Secretary Goals/Global Objectives To establish a professional business climate for the high quality provision of services towards sustained growth and agricultural development.

Objective(s) for 2010 1.Ensure good herd health and husbandry practices.

2.Increase the food self-sufficiency for the country.
Expected Results At least 5% 45% Performance Indicators % of Reduction of the number of cases found.

% of increase in self-sufficiency on last year.
Financial Summary Sub-Programme 2.1 Provide Admininistrative and Logistic Services to Agriculture 2.2 Provide Marketing Support to Farmers 2.3 Provide Technical Support for Animal Health 2.4 Provide Technical Support for Crop Farmers 2.5 Provide Public Assistance to Farm Workers Expenditure Expenditure Expenditure Expenditure Expenditure Planned Estimated Projected Actual Projected 2008 2009 2010 (in thousands) 2011 2012 635 100 768 696 160 861 671 224 858 688 234 888 719 243 919 1,713 1,963 1,786 1,860 1,936 9 9 9 10 10 Total 3,225 3,689 3,548 3,680 3,826 161 Portfolio Programme 8.
Manage Agriculture, Lands, Housing, Co-operatives and Fisheries 3.

Promote and Regulate the Cooperative Movement Responsibility Centre 08 - Ministry of Agriculture, Lands, Housing, Co-operatives & Fisheries 08 - Permanent Secretary's Office 0803 - Department of Co-operatives Officer in Charge Director Goals/Global Objectives To promote, strengthen and expand the cooperative sector thereby creating an environment that is conducive to sustainable socio-economic development.
Objective(s) for 2010 1.Create an environment conducive to the development of cooperatives.

2.Facilitate the procurement of filing the procurement of filing cabinet for all primary & secondary school.

3.Increase the total number of cooperatives.

4.Increase the total number of successfully audited cooperative by the end of 2010.
5.Introduce computerised accounting system in public and private primary schools with assistance from the Nevis Co-operative Credit Union 6.Rehabilitate the Newcastle Pottery 7.Relocate Schools Apex Society Sales Outlet to Charlestown 8.Train a new co-operative officer in co- operative education.

Expected Results Dec 2010 12 Performance Indicators Implement a new Cooperatives Act and regulations by Dec 2010.

New filing cabinets delivered.

1 0 9 1 1 1 New cooperatives registered.


% of successfully audited cooperatives.

New computers in schools.

Total reconstruction, fencing and beautification project.

New location for society.

New officer employed.

Financial Summary Sub-Programme Expenditure Expenditure Expenditure Expenditure Expenditure Projected Planned Estimated Projected Actual 2008 2009 2010 (in thousands) 2011 2012 Total 189 273 302 323 343 162 Portfolio Programme Responsibility Centre 8.
Manage Agriculture, Lands, Housing, Co-operatives and Fisheries 4.
Provide Fishery Management and Technical Support 08 - Ministry of Agriculture, Lands, Housing, Co-operatives & Fisheries 08 - Permanent Secretary's Office 0804 - Fisheries Department Officer in Charge Fisheries Development Officer Goals/Global Objectives To provide employment opportunities within the Fisheries sector, while ensuring that all of the fish and fishery products that are available for local consumption and export, are obtained while practicing conservation measures that will protect their sustainability.
Objective(s) for 2010 1.Encourage young persons to enter the fishing industry.

2.Enhance fishing as a business in term of overall market sales increase.

3.Increase the number of consultation with fishing communities for year 2010 in order to ensure sustainable fishing practices in Nevis.

Expected Results Performance Indicators 0 Average age of registered fishers.

2% increase Overall market sales.

17% % of increase of registered fishers.


2% increase 20 Number of records in relation to reef fish and coastal pelagics.

Number of consultations with the fishing communities.
Financial Summary Sub-Programme Expenditure Expenditure Expenditure Expenditure Expenditure Projected Planned Estimated Projected Actual 2008 2009 2010 (in thousands) 2011 2012 Total 262 341 239 248 259 163 Org Unit Name: 08 - Ministry of Agriculture, Lands, Housing, Co-operatives & Fisheries 08 - Permanent Secretary's Office Activity Type: Programme Activity Name: 8.

Manage Agriculture, Lands, Housing, Co-operatives and Fisheries 5.
Manage Public Sector Investment Projects (PSIP) for Ministry of Agriculture Expenditure Expenditure Expenditure Expenditure Expenditure Planned Estimated Projected Projected Actual Capital Expenses Memorandum Items 40-Consultancy Feasibility, Tendering and Specialist Costs 42-Supplies and Materials 44-Purchase of Equipment 46-Other costs to be capitalised 48 Renovation and Upgrade Total Total 2008 2009 2010 2011 2012 (in thousands) Portfolio’s Capital Spending profile by Sources of Funds Expenditure Expenditure Expenditure Expenditure Expenditure Actual Estimated Planned Projected Projected Source of Funds 2008 2009 2010 2011 2012 (in thousands) Project No 21 Farm Machinery and Equipment - Loans Loans Sub-total 22 Diversification Thrust - Revenue Revenue Sub-total 23 Agroprocessing Plant - Revenue Revenue Sub-total 24 CAP Program - Revenue Revenue Sub-total 56 56 80 80 112 112 40 40 25 Upgrade of Charlestown Public Market - Loans Loans Sub-total 110 110 26 Lethal Yellowing Management in Coconuts - Revenue Revenue Sub-total 87 87 343 Expansion & Upgrade of Veterinary Clinic Loans Sub-total 344 Animal Control Revenue Sub-total 345 Cotton Production Revenue Sub-total 346 Renovation of Old Cardi Building Loans Sub-total 361 Fisheries Biodiversity Projects Revenue Sub-total Total 150 150 250 250 120 120 30 30 10 10 50 50 125 125 50 50 100 100 30 30
Portfolio’s Summary by Sources of Funds Source of Funds Loans Revenue Total Expenditure Expenditure Expenditure Expenditure Expenditure Actual Estimated Planned Projected Projected 2008 2009 2010 2011 2012 166 4,529 4,695 (in thousands) 285 5,663 5,948 650 5,307 5,957 5,431 5,431 5,626 5,626 166 4.6 Status Report on Major Government Projects (MGP) PROJECT 1: LETHAL YELLOWING MANAGEMENT IN COCONUTS Total Project Cost and Source of Funds $750,000 XCD – Funded by Revenue Strategic Objective: To control Lethal Yellowing in Nevis.
PROJECT 2: FARM MACHINERY & EQUIPMENT Total Project Cost and Source of Funds $150,000 XCD - Funded by Loans Strategic Objective: To acquire farm machnery and equipment.

PROJECT 3: AGRO PROCESSING PLANT FENCING & LANDSCAPING Total Project Cost and Source of Funds $50,000 XCD – Funded by Revenue Strategic Objective: To establish agro-processing capacity in Nevis for agricultural produce.
PROJECT 4: CARIBBEAN AMBLYOMMA PROGRAMME (CAP) Total Project Cost and Source of Funds $350,000 XCD - Funded by Revenue PROJECT 5: UPGRADE OF THE CHARLESTOWN PUBLIC MARKET Total Project Cost and Source of Funds $295,000 XCD – Funded by Loans Strategic Objective: To futher diversify agricultural development in Nevis.
PROJECT 6: LETHAL YELLOWING MANAGEMENT IN COCONUTS Total Project Cost and Source of Funds $750,000 XCD – Funded by Revenue Strategic Objective: To diversify agricultural devlopment with the re-introduction of cotton production for export.
PROJECT 7: FISHERIES DIVERSITY PROJECT Total Project Cost and Source of Funds $125,000 XCD – Funded by Loans 4.7 Personal Emoluments – Details of Salaries ADMINISTRATION (7) Administrative Officer 1 Business Development Officer 1 Minister 1 Office Assistant 1 167 Office Attendant 1 Permanent Secretary 1 Senior Clerk (s) 1 DEPARTMENT OF AGRICULTURE-ADMINISTRATION (8) Communications Supervisor 1 Director of Agriculture 1 Executive Officer 1 Junior Clerk(s) 1 Office Assistant 2 Secretary/Clerk 1 Senior Clerk (s) 1 MARKETING DIVISION (2) Junior Clerk(s) 1 Marketing Officer 1 LIVESTOCK AND VETERINARY DIVISION (11) Abbatoir Manager 1 Animal Health Assistant 3 Livestock Extension Officer 1 Livestock Trainee 1 Office Assistant 1 Senior Veterinary Asst.
1 Senior Livestock Extension Officer 1 Veterinary Officer 1 Veterinary Trainee 1 EXTENSION AND CROP PRODUCTION (18) Agricultural Assistant(s) 5 Agricultural Officer 5 Agricultural Trainee(s) 4 Chief Extension Officer 1 Forestry Trainee 1 SFEP Manager 1 DEPARTMENT OF COOPERATIVES(7) Co-operative Officer 1 Co-operative Supervisor 1 Director Cooperatives 1 Junior Clerk(s) 1 Junior Co-op.
Officer 1 Senior Cooperative Officer 1 Trainee/Co-op Officer 1 DEPARTMENT OF FISHERIES (7) Fisheries Assistant 3 Fisheries Dev.

Officer 1 Fisheries Officer 1 168 Fisheries Trainee 1 Fisheries Director 1 169 09 - Ministry of Health 2010 170 Section 1: Executive Summary and Management Representation Statement 1.1 Minister’s Message The Nevis Island Administration will maintain its commitment to providing quality health care for all.
Health will remain a priority with the allocation of considerable human and financial resources.

The Administration is aware of the rising cost of health care.

As such, it will continue to dialogue with strategic partners such as Canadian Medical Network (CMN), Jackson Memorial Hospital, Olympus, PAHO, CFNI and CAREC.

Given the large number of persons who are without health insurance, discussions will continue on the introduction of a Universal Health Insurance Plan to meet the needs of all persons.
As a result of two thirds of the population having no health insurance, the Administration’s resources have been stretched to care for persons in need.

In cases where overseas medical treatment was necessary in order to save lives, the Administration has had to make moral rather than economic decisions in order to meet the cost of traumatic care.

With universal coverage, all the citizens will be assured of care.
We share the view that all citizens should have access to good quality care but quality care requires the provision of substantial resources.

The families of those who have been helped to meet the cost of overseas care are the best advocates for a universal Health Insurance Plan.

Since there is a direct positive correlation between health and wealth it behooves the entire society to make the kind of investment in health in order to sustain economic and social development.
With a 52 bed hospital, an occupancy rate of 31% and a 20% increase in outpatient care in 2007 it is imperative that the Administration continue its efforts to strengthen the emergency services.

Centres to reduce the pressure in the Emergency Services at the Hospital.

The construction of a modern Health Centre in Brown Hill with funds under the BNTF programme will enhance the services for the persons it will serve.
We shall continue the wrap around concept in which health is wrapped around education, tourism, trade and agriculture to increase collaboration and maximize the use of scarce resources.

The Health Promotion Unit will make the necessary links with education to raise awareness and bring about changes in attitude, in particular diet and exercise.
Tourism to improve the aesthetic presentation of the country and a clean environment for visitors, trade to monitor the importation of healthy food and agriculture to ensure the production of healthy foods, especially fresh fruits and vegetables.

Injuries resulting from violence and motor vehicle accidents are driving up the cost of care.

These issues have to be addressed at the family and community level through proper socialization and orderly social development to reduce risky behaviours.
Consequently, we will introduce new programmes at the school and community levels to reduce this incidence.

Further, the biennial conference on Health scheduled for Nevis in 2009 will focus on Chronic Non-Communicable Diseases.

171 The intense programme in HIV/AIDS will continue with the provision of treatment, care and support.

The strong cultural norms which drive the epidemic – early sexual debut and multi- sexual partners have to be tackled at the family level.
New programmes will emerge to address dental care – a major focus for 2009.

In order to facilitate evidence-based programming efforts will be made in collaboration with the Taiwanese Government to improve the collection, collation, application, analysis and evaluation of data.

In 2009 we will strengthen partnerships and maintain the link between healthy choices and improvements in social and economic development.
Honourable Hensley Daniel _________________________ Deputy Premier Minister with Responsibility for Health 1.2 Executive Summary In 2010 The Ministry of Health will continue to invest in the area of primary healthcare, with specific focus on non communicable diseases.

Screening programmes will be expanded to target individuals at the workplace with services including cholesterol, diabetic and hypertension screening.
Workplace education sessions on HIV/AIDS will also intensify during the upcoming year with over 25 business houses already conceding to this service through signed participatory agreements.

In addition routine offer of HIV testing will not be restricted to Antenatal Clients, but will expand to other clinics such as Family Planning and Doctors Clinic.
Due to overwhelming response to Men’s Wellness Clinic which was piloted at the Gingerland Health Centre, The Butlers Health Centre will also begin offering educational sessions and screening for diabetes, hypertension and cholesterol in 2010.

Chronic non communicable diseases such as diabetes and hypertension continue to impact our society.
Recognizing the importance of evidenced based programming to support initiatives with respect to NCD’s, Nevis (led by the Health Promotion Unit of The Ministry of Health) will commence its second year of a regional 3 year survey in 2009 entitled “Preventing Diabetes and other Non Communicable Diseases through a Schools Based Behavioural Intervention in Four Caribbean Countries.” The survey will involve adolescents in the Secondary Schools.
Other initiatives targeting this group in 2009 will include the introduction of an Adolescent Clinic.

This service is essential as access to healthcare for adolescents remains a challenge for a multitude of reasons including the fear of judgment by adults/family etc at existing specialized clinics.

In 2010 The Health Promotion Unit will continue with its endeavour to provide access to health data to clinicians, healthcare workers, students and members of the general population.
The Resource Centre, located at Government Road, will expand to include essential equipment and reference material that will facilitate development of knowledge in chronic and non communicable diseases.

The Port Health Programme, still in its infancy, will be expanded in 2010 with increased 172 inspection of vessels at air and sea ports.

This activity is one key strategy in ensuring that infectious diseases not endemic to the country remain at bay.
With regard to Vector Control, a pilot progamme will commence in 2010, where bait stations will be erected at the Charlestown Port to control rodents such as rats and mice.

A mass media campaign highlighting source reduction and other initiatives will be heavily promoted to limit the breeding of mosquitoes, particularly with the resurgence of malaria and outbreaks of dengue in the Caribbean region.
Primary School based health programmes with regard to dental care will be expanded to include dental screening for children in grade 6.

In addition the “Smiles to Shine” tooth brushing campaign launched in November 2008, will continue in 2010, where preschool children will be provided with toothpaste and toothbrushes and taught tooth brushing techniques to reduce the early development of cavities among children.
The Ministry of Health’s proactive approach to healthcare delivery will continue in the area of Disaster Risk Reduction.

For the third consecutive year, funds will be allocated to emergency services and health facilities to ensure that the sector is adequately prepared to respond to hazards and emergencies of all types.

Institutional Health services will be expanded in 2010 to include digital radiography.
Digital X-Ray sensors will be utilized instead of traditional photographic film increasing time efficiency and utilizing less radiation.

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.

- 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.
Joslyn Liburd ______________________ Permanent Secretary 3 173 Section 2: Ministry Overview 2.1 Mission Statement To coordinate the management of the Nevis Island Health Strategy, Policy, Programmes and Resources; additionally, the MInistry's purpose is to provide a full spectrum of exceptionally high quality health and related care services as required for protecting, promoting and sustaining the health of the people of Nevis.

174 2.3 Portfolio Activity Summary Portfolio 9.


Provide Strategic Leadership & Policy Direction for the Development of a healthy population Responsibility Centre 09 - Ministry of Health 09 - Permanent Secretary's Office / Health Authority Officer in Charge Permanent Secretary Goals/Global Objectives To formulate, coordinate, implement, promote and sustain policies and programmes to enhance the health and social well-being of the people of Nevis health care, with special emphasis on prevention.
Objective(s) for 2010 1.To complete all projects on time and within budget.

2.To develop and manage human and organizational resources.

Expected Results Performance Indicators 100% Provide financial support for projects.

100% Activities to promote prevention and healthy lifestyle practices.

On-going training of health care providers.

Support for all health promoting activities.

Financial Summary Programme 1.

Coordinate the Management of the Nevis Island Health Strategy 2.
Deliver Community Based Health Services 3.

Deliver Institution Based General Medical and Health Care Services 4.
Manage Public Sector Investment Projects (PSIP) for Ministry of Health Expenditure Expenditure Expenditure Expenditure Expenditure Projected Planned Estimated Projected Actual 2008 2009 2010 (in thousands) 2011 2012 2,548 2,079 1,957 2,063 2,106 2,978 7,542 3,461 7,954 3,239 8,109 3,332 8,253 3,424 8,360 2,227 2,391 3,124 1,710 1,605 Total 15,296 15,885 16,428 15,358 15,495 175 2.4 Planning Overview 2.4.1 Overview 2.4.1.1 Portfolio’s strategic Objectives vs Government Directions The Nevis Island Administration remains committed to a policy of protecting, maintaining and improving the health and well-being of its people.
The Administration further commits to the implementation of a comprehensive primary healthcare strategy that focuses primarily on the prevention of ill health in its population while allocating sufficient resources and attention to the provision of curative and associated secondary care.
In order to align the strategic objective of the Ministry of Health with the government’s direction, the intent is to formulate, coordinate, implement, promote and sustain strategies, policies and programmes to enhance the health and social well-being of the people of Nevis.

To ensure the operationalization of the Nevis Island Administration's commitment to a healthy population development, the Ministry of Health intends to position itself to achieve the following strategic objectives: 1.
To achieve an 85% or higher performance success rating on all Ministry of Health strategic objectives by the end of 2010.

2.

To increase the utilization index for all community delivered healthcare services by at least 25% of the 2009 baseline.

3.

To increase the client satisfaction rating regarding the quality of care received at the Alexandra Hospital by 25% of the 2009 baseline.

4.

To improve the health infrasructure by investing in excess of $3.5 M by the end of 2010.
2.4.1.2 Portfolio’s Annual Objectives vs Strategic Objectives As indicated above, the strategic objectives of the Ministry of Health are repeated below: 1.

To achieve an 85% or higher performance success rating on all Ministry of Health strategic objectives by the end of 2010.

2.

To increase the utilization index for all community delivered healthcare services by at least 25% of the 2009 baseline.

3.
3.

To increase the client satisfaction rating regarding the quality of care received at the Alexandra Hospital by 25% of the 2008 baseline.

4.

To improve the health infrasructure by investing in excess of $3.5 M by the end of 2010.

To ensure the implementation of these strategic objectives, the Ministry of Health intends to achieve the following objectives during 2009: 1.

To deliver an approved package of healthcare services to the people of Nevis at a cost not to exceed $12.0 M. 176 2.
To increase the level of utilization of the community health services by an average of 20% for each of the following preventative services: • Oral health; • Chronic non-communicable diseases; • Communicable diseases including voluntary RPR and HIV testing; • Mental health; • Cancer screening.

3.

To achieve a 90% client satisfaction regarding the general quality of care received at the Alexandra Hospital.
2.4.1.3 Modifications to the Portfolio’s Strategic Directions during the year There was no material change to the strategic direction from 2009.

2.4.1.4 Main Activities contributing to the Portfolio’s Annual Objectives 1.

Coordinating health strategy, policy and programme management.

2.

Delivering community-based health services.

3.

Delivering institution-based health care services.

4.

Investing in health.


2.4.1.5 Main Challenges to Achieve Portfolio’s Annual Objectives RESOURCES The cost of health care is escalating due in part to inflation and the weak US dollar to which the EC currency is tied.

Most of the supplies are imported from United States, Canada, and European Union as a result there is an increase of competition for limited resources to fund the various health programmes and activities.
STAFFING There is a shortage of qualified persons to fill certain vacancies which require a particular set of competencies.

Some additional training is required for existing staff to optimize performance.

EQUIPMENT The cost of medical equipment and their maintenance is prohibitive.
2.4.1.6 Portfolio’s Resources and the achievement of the Strategic Objectives over a Multi-Year Time Horizon 177 The Ministry of Health endeavours to spearhead the expansion and upgrade in the quality of health care services in response to the preventive needs of the community over the strategic period.
In order to achieve the planned expansion and upgrade in the quality of health care services, there will be a require significant requirement of investment in human capital, equipment, health care facilities, technology, system development and management, over the strategic period.

In 2009, the Ministry of Health budget comprises 10.96% of the total government expenditure.

This is expected to increase over the next three years with significant increase in capital and non capital projects.
An allocation of 10% of the national budget is being sought to support the achievement of the strategic objectives by 2010.

Portfolio’s resource The number of full time position is about 174.

As we move to position the Ministry of Health to achieve a higher level of efficiency and effectiveness, additional staff is required to accomplish the targeted objectives of the Ministry of Health.
2.4.1.7 Impact of Previous Year’s Achieved Results on the Current Year’s Planned Expenditures The results achieved in the previous year had no significant impact on the 2009 budget.

2.4.2 Capital Projects Information 2.4.2.1 Major Government Projects (MGP) and status report Project 1.

Renovation/Rebuild Theatre Suite Total Project Cost and Source of Funds $100,000XCD - Funded by Revenue Strategic Objective: To upgrade the operating theatre to regional and international standards.

Project 2.
Project 2.

Mental Wellness Center Total Project Cost and Source of Funds $75,000 XCD – Funded by Revenue Strategic Objective:To establish a facility to promote mental wellness.

Project 3.

Nevis Environmental Work Programme 178 Total Project Cost and Source of Funds $430 000 XCD – Funded by Revenue Strategic Objective: To improve the safety and aesthetics of the village roadways.

Project 4.
Project 4.

Bulk Purchase of Drugs Total Project Cost and Source of Funds $350,000 XCD – Funded by Revenue Strategic Objective: To supply pharmaceutical services to the In/Out-Patients Project 5.
Upgrade of Community Health Centres Total Project Cost and Source of Funds $378,859 XCD $80,000 - Revenue $298,859 - Development Aid Strategic Objective: To renovate the health centres in order to improve the service delivery to the people of Nevis and to offer VCT (Voluntary Counselling and Testing) services in at least two health centres.

Project 6.
Project 6.

New Health Centre – Brown Hill Total Project Cost and Source of Funds $497,200XCD - BNTF - Development Aid Strategic Objective: To construct a health centre with modern facilities in order to enhance health service delivery to the people of St.John’s Parish.

Project 7.

Improvement to Alexandra Hospital and Nurse's Home Total Project Cost and Source of Funds $60,000 XCD – Funded by Revenue Strategic Objective: To improve facilities at the Hospital and Nurse's Home.

Project 8.
Project 8.

Payment of Medical Services Total Project Cost and Source of Funds $500,000 XCD – Funded by Revenue 2.4.2.2 Other Capital Projects Judged Important and status report All capital projects are discussed in previous section.

179 Section 3:Detailed Planning by Programme Portfolio Programme 9.

Provide Strategic Leadership & Policy Direction for the Development of a healthy population 1.
Coordinate the Management of the Nevis Island Health Strategy Responsibility Centre 09 - Ministry of Health 09 - Permanent Secretary's Office / Health Authority Officer in Charge Permanent Secretary Goals/Global Objectives To establish a coordinated approach to effectively implement government policies in relation to the programmes of the Ministry.

Objective(s) for 2010 1.Develop a comprehensive health disaster plan.

2.Implement an annual health disaster simulation exercise.
3.Keep the administrative support function under 6%.

Expected Results December 2010 At least 1 Performance Indicators Comprehensive health disaster plan developed and presented Simulation exercise conducted.
Less than 6% Cost of administration as a percentage of total ministry’s costs Financial Summary Sub-Programme 1.1 Provide Administrative Support in Response to Prevention and Health Care Needs 1.2 Management of Health Data 1.3 Promote HIV/AIDS Awareness 1.4 Strengthen Health Sector's Response to Disaster 1.5 Provide Assistance to Local Institution Expenditure Expenditure Expenditure Expenditure Expenditure Projected Planned Estimated Projected Actual 2008 2009 2010 (in thousands) 2011 2012 1,790 914 879 896 918 159 90 9 500 300 242 24 600 216 194 18 650 241 201 25 700 253 210 26 700 Total 2,548 2,079 1,957 2,063 2,106 180 Portfolio Programme 9.
Provide Strategic Leadership & Policy Direction for the Development of a healthy population 2.

Deliver Community Based Health Services Responsibility Centre 09 - Ministry of Health 0902 - Community Health Officer in Charge Chief Medical Officer Goals/Global Objectives To ensure the development and maintenance of quality preventative programmes so as to impact on the entire community population.

Objective(s) for 2010 1.Immunization achieve 98% of coverage for all expended programme on (EPI) vaccines.
2.Introduce additional men’s wellness clinics.

Expected Results Performance Indicators 98% % of coverage.

At least 2 Introduction of men’s wellness clinics.
Financial Summary Sub-Programme Expenditure Expenditure Expenditure Expenditure Expenditure Projected Planned Estimated Projected Actual 2008 2009 2010 (in thousands) 2011 2012 2.1 Provide Administrative and Information Support 2.2 Deliver Oral Health Services 2.3 Deliver Community Nursing Services 2.4 Provide and Maintain Environmental Health Services 2.5 Provide Patient Care 2.6 Provide Psychiatric Health Care Total 2,978 3,461 3,239 3,332 3,424 181 Portfolio Programme Responsibility Centre 9.
Provide Strategic Leadership & Policy Direction for the Development of a healthy population 3.
Deliver Institution Based General Medical and Health Care Services 09 - Ministry of Health 09 - Permanent Secretary's Office / Health Authority 0903 - Alexandra Hospital Officer in Charge Administrator Goals/Global Objectives To deliver the best possible patient care with a relentless attention to clinical excellence, consistent with identifiable health care needs of the residents of Nevis regardless of the ability to pay and within the constraints of prudent financial management.
Objective(s) for 2010 1.To increase the Hospital safety index to 0.59 by the end of 2010 2.To increase the level of customer satisfaction of the Alexandra Hospital to 95% by the end of 2010 3.To provide an approved package of basic, guaranteed, diagnostic and treatment, medical and health services at the Alexandra Hospital by the end of 2010.

4.Training of the Staff at the Alexandra Hospital in the application of universal precautions.
Expected Results 0.59 95% Performance Indicators Increase in safety index Increase in customer satisfaction Survey done To survey the health services needs of the residents of Nevis 95 Application of universal precautions Financial Summary Sub-Programme Expenditure Expenditure Expenditure Expenditure Expenditure Projected Planned Estimated Projected Actual 2008 2009 2010 (in thousands) 2011 2012 3.1 Provide Administrative and Auxilliary Services 3.2 Provide Hospital Patient Care Services 3.3 Provide Diagnostic Services 3.4 Provide Domestic and Nutrition Services 3.5 Provide Geriatric Services Total Portfolio Programme 9.
Provide Strategic Leadership & Policy Direction for the Development of a healthy population 4.

Manage Public Sector Investment Projects (PSIP) for Ministry of Health Responsibility Centre 09 - Ministry of Health 09 - Permanent Secretary's Office / Health Authority Officer in Charge Permanent Secretary Goals/Global Objectives Improve the capacity and infrastructure related to the delivery of health care services.
Objective(s) for 2010 1.Complete all projects on time and within budget Expected Results 100% 100% Performance Indicators % of project completed vs planned % of budget expensed Financial Summary Sub-Programme 090150 - Improvement to Alexandra Hospital - Revenue 090161 - Bulk Purchases of Drugs - Revenue 090162 - Upgrade of Community Health Centres (Gingerland) - Revenue 090162 - Upgrade of Community Health Centre (Gingerland) - Development Aid 090163 - Nevis Environmental Work Programme - Revenue 090164 - Mental Wellness Center - Revenue 090165 - New Brown Hill Health Centre - Development Aid 090166 - Rennovation / Rebuild Theatre Suite -Revenue 090168 - Payment of Medical Services - Revenue 090170 - Uprade and Expansion Cotton Ground Health Centre - Loans 090170 - Upgrade and Expansion Cotton Ground Health Centre -Revenue 090171 - Construction of Environmental Health Office at C/town Health Centre-Revenue 090172 - Dental Services Equipment - Revenue Expenditure Expenditure Expenditure Expenditure Expenditure Projected Planned Estimated Projected Actual 2008 2009 2010 (in thousands) Total 2,227 2,391 3,124 1,710 1,605 183 3.1 Important Initiatives Contributing to the Achievement of the Annual Objectives Achieve healthy population development by strengthening the capability of the Ministry of Health to manage the Nevis Island Health
 Strategy, Policy and Programme by: • Developing and managing Human and Organizational Resources; • Managing the Health Strategy, Policy and Programmes; • Promoting healthy lifestyle practices; • Managing health information .
Enhance the health and well-being of the typical Nevisian family through the provision of Community-Based and Environmental Health Services by: • Providing administrative and auxiliary support; • Delivering family health services; • Protecting the environment.
Quickly restore all clients to good health by providing them with quality diagnostic and restorative clinical and palliative care services at both the Alexandra Hospital and Flamboyant Home by: • Providing administrative and auxiliary support; • Delivering quality client care; • Providing allied health services; • Providing geriatric and long-term care.

Build a strong health infrastructure by: • Sourcing funding; • Investing in health; • Managing projects.
3.2 Justification for the current year planned Expenditures The main variation is due to investment in capital projects.
184 Section 4:Supplementary Information 4.1 Portfolio’s Main Estimates by Expenditure Type Org Unit Name: 09 - Ministry of Health 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 Grants 10-Grants and Contributions - Grants Social Benefits 13-Public Assistance Other Expenses 28-Sundry Expenses Capital Expenses Memorandum Items 40-Consultancy Feasibility, Tendering and Specialist Costs 41-Wages 42-Supplies and Materials 44-Purchase of Equipment 45-Acquisition/Construction of Physical Assets 48 Renovation and Upgrade Expenditure Expenditure Expenditure Expenditure Expenditure Projected Planned Estimated Projected Actual 2008 2009 2010 2011 2012 (in thousands) Total 12,568 12,894 12,654 12,948 13,190 2,227 2,227 50 400 350 747 680 2,391 2,391 575
Transfer Expenses Grants 10-Grants and Contributions - Grants Total Total Total 185 4.4 Portfolio’s Capital Spending profile by Sources of Funds Expenditure Expenditure Expenditure Expenditure Expenditure Actual Estimated Planned Projected
 Projected Source of Funds 2008 2009 2010 2011 2012 (in thousands) Project No 239 Payment for Medical Services Revenue Sub-total 240 Bulk Purchase of Drugs Revenue Sub-total 241 Nevis Environmental Work Program Revenue Sub-total 350 350 400 400 242 Upgrade of Community Health Centers (Gingerland)- Dev-Aid Development Aid Revenue Sub-total 243 Mental Wellness Center Revenue Sub-total 244 New Brown Hill Health Centre Development Aid Sub-total 247 Improvement to Alexandra Hospital Revenue Sub-total 421 Rebuild/Renovate Theatre Suit Revenue Sub-total 230 250 480 50 50 497 497 350 350 100 100 500 500 350 350 430 430 299 80 379 75 75 497 497 60 60 100 100 508 090170- Upgrade and Expand Cotton Ground Health Centre - Loan Loans Sub-total 509 090170 - Upgrade and Expand Cotton Ground Health Centre - Revenue Revenue Sub-total 500 500 350 350 450 450 299 80 379 75 75 425 425 100 100 100 100 400 400 50 50 511 Construction of Environmental Health Office at Charlestown Health Centre-Revenue 250 250 360 360 450 450 100 100 200 200 150 150 150 150 175 175 400 400 470 470 50 50 50 50 175 175 250 250 Revenue Sub-total Others Revenue Sub-total Total 160 160 135 135 50 50 35 35 2,227 2,391 3,124 1,710 1,605 186 4.5 Portfolio’s Summary by Sources of Funds Expenditure Expenditure Expenditure Expenditure Expenditure Actual Estimated Planned Projected Projected 2008 2009 2010 2011 2012 Source of Funds (in thousands) Development Aid 727 796 Loans Revenue Total 14,568 15,296 15,089 15,885
 724 400 15,304 16,428 15,358 15,358 15,495 15,495 187 4.6 Status Report on Major Government Projects (MGP) PROJECT 1: NEVIS ENVIRONMENTAL WORK PROGRAMME Total Project Cost and Source of Funds $430 000 XCD – Funded by Revenue Strategic Objective: To improve the safety and aesthetics of the village roadways.
Phases and Milestones Ongoing project PROJECT 2: BULK PURCHASE OF DRUGS Total Project Cost and Source of Funds $350,000 XCD – Funded by Revenue Strategic Objective: To supply pharmaceutical services to the In/Out-Patients.
Phases and Milestones On-going project 188 4.7 Personal Emoluments- Detail of Salaries Advisor 1 Assistant Secretary 1 Health Planner 1 Minister 1 Office Assistant 1 Permanent Secretary 1 HEALTH PROMOTION UNIT (5) Clerk-Data Entry 1 Health Educator-Trained 1 Health Statistician 1 Senior Health Educator 1 Social Case Worker 1 HIV/AIDS UNIT (5) AIDS Education & Prevention Officer 1 Monitoring & Evaluation Officer 1 Nevis Aids Co-ordinator 1 Secretary/ Clerk 1 Surveillance Officer 1 COMMUNITY HEALTH (8) District Medical Officers 3 Junior Clerk(s)3 Medical Officer of Health 1 Senior Clerk 1 DENTAL UNIT (6) Dental Auxillaries 3 Dentists 3 COMMUNITY HEALTH SERVICES (13) District Nurse(s) 7 Health Manager (s) 4 Nurse Manager 1 Supervisor Community Health Nurse 1 ENVIRONMENTAL HEALTH (10) Environmental Health Officers - Untrained 2 189 Environmental Health Officers - Trained 4 Principal Env.
Health Inspector 1 Vector Control Officer 1 Senior Environmental Health Officer 1 Senior Vector Control Officer 1 PSYCHIATRIC SERVICES (3) Orderlies 2 Social Officer 1 ALEXANDRA HOSPITAL (15) ADMINISTRATION AND MAINTENANCE Administrative Officer 1 Assistant Matron 1 Hospital Administrator 1 Junior Officer 1 Maintenance Technician 2 Matron 1 Medical Chief of Staff 1 Medical Records Clerks 1 Office Assistant 2 Receptionist I 1 Senior Clerk (s) 1 Senior Store Clerk 1 Ward Clerk 1 PATIENT CARE (80) Anaesthetist 1 Assistant Nurse Manager (s) 5 Emergency Medical Technician 4 Gynecologist/Obstician 1 Internist 1 Medical Officer (s) 1 Nurse Anesthetist 1 Nurse Managers 4 Nursing Assistants 12 Orderly 8 Pharmacist/Technician 1 Pharmacist 1 Physical Therapist 2 Psychiatrist 1 Rehab Therapist 1 Senior Orderly 1 Staff Nurse 26 Surgeon Specialist 2 Student Pharmacist 1 190 Senior Pharmacist 1 Medical Officer 5 DIAGNOSTIC SERVICES (10) Assistant Lab Technnologist 1 Clerk/Typist 1 Laboratory Supervisor 1 Medical Lab Technologist 1 Radiographer I 1 Radiographer II 1 Senior Radiographer 1 Student Lab Technologist(s) 3 DOMESTIC AND NUTRITION SERVICES (3) Dietician I 1 Dietician II 1 Senior Housekeeper 1 GERIATRIC SERVICES (11) Nurse Manager 1 Nursing Assistants 3 Nursing Attendants 5 Orderly 1 Staff Nurse 1 191 10 - Ministry of Tourism 2010 192 Section 1: Executive Summary and Management Representation Statement 1.1 Minister’s Message The effects of Hurricane Omar cast a pallid glow on the industry even as things were beginning
 to look up for the island.
Several projects had to be put on the back burner and even ongoing projects hit a bump in the road.

The tourism industry continues to be a major contributor to the economy, spanning several sectors and the loss of a major player such as Four Seasons obviously has had a telling effect across the board.
During 2009 the Ministry has been examining the issues and challenges facing the industry and deliberated on practical measures to bolster tourism's contribution to the overall economy.We are aware that there are deficiencies that can reduce our effectiveness and attractiveness as a vibrant tourist destination and we are taking steps to address these issues.

Certainly the issue of diversification presents itself as an instant correct response to the situation.
Indeed my Ministry is working on several new initiatives which, when completed will provide the quality and variety of employment opportunities necessary to prevent a recurrence of this unfortunate state of affairs.

The Charlestown Redevelopment Project holds the key to a new dawn in the history of Nevis Tourism.

It has been said, tourism is in a state of constant evolution, this is our great leap forward .
Our commitment to the promotion of local entrepreneurship in the tourism industry remains unshaken.

We will therefore continue to offer the incentives that would make this a reality.

We will continue to work to our strengths by pursuing our goal to achieve a recognizable brand name.

So, we look to the immediate future with a blend of caution and optimism.
Caution because even the best laid plans can become unstuck, and optimism because of the fertile promise that our work over the past year to attract new tourism business to the country holds.

______________________ Honourable Joseph W Parry Premier and Minister of Tourism 1.2 Executive Summary INTRODUCTION We present for the consideration of the Nevis public and the Cabinet the following document.

This document has had to take into account the fact that we are living in austere times.
The programmes are by and large a continuation of the processes that have stood us in good stead for the past two years.

Certain modifications have had to be made to adjust to the present economic realities.

All in all we still have a robust tourism product, briefly unhinged perhaps by the vagaries of nature, but not beyond the reach of committed minds.The totality of the programme is hereinafter expressed in greater detail.
Reading of the document by the general public is expected and constructive recommendations for change will be appropriately addressed.

FINDINGS The current situation in Nevis is governed by the fact that the Four Seasons Hotel, main supplier of tourism business in the island remains closed in the continuing aftermath of Hurricane Omar.
Due to the fact that tourism business has tentacles that straddle the spectrum of the entire 193 economy, the effect has been far and away greater than just the impact on Four Seasons.

There have been layoffs throughout the hotel sector which have impacted most of the properties, from layoffs to less working days to outright redundancy.

The result has been a general contraction of tourist activities from accommodation to recreation to transportation.
This has inevitably led to a new urgency to provide variety and more diversification.

It has also become obvious that because tourism is the hand that feeds many other sectors, that greater diversity and variety in the economy, but perhaps within the tourist industry itself is a necessity that must be addressed soon.

OBJECTIVES Our recent economic turndown has made us stop and reassess our situation.

We have had to accommodate ourselves to a situation where thrift is the key to survival.
Our programmes are still designed to keep Nevis at the top of the heap in terms of tourist destinations.

Still we recognise that there are financial constraints,We will continue to exercise extreme fiscal prudence and spend money in a way that reflects our new found frugality.
We are aware that it is not wise to shun regional and international conferences, therefore our approach to overseas marketing will be selective and emphasis will be placed on contacts which will be of obvious rather than apparent benefit.

Our programs, therefore, will not show dramatic change from the concepts of 2008.We stand by them because most have begun to bear fruit.
Therefore our commitment to staff improvement for better service to the public, and better awareness programs, and our desire to make Nevis the top tourism destination in the Caribbean will never waiver.

PROJECTS/RECOMMENDATIONS We will continue to promote projects which are in concert with the expressed needs of the country, both for the total economic good and the overall community sustainability.
We are driven by the need for fulfilling customer requirements as much as the need to protect and promote our heritage.

 The projects selected for development this year will mirror the projects of the recent past in terms of their relevance to our history, heritage and our culture.

It also follows our declared view that developing more distinctive tourism products and experiences is an absolute imperative if we are to attract more visitors to the island.
The Artisan Village and the Maritime Museum will add to our stock of man -made attractions created in response to the tourists who indicate that they would be a happier lot if there was more to see and do in Charlestown.

The potential for new revenue is also a positive in these times.

 Their strategic choice of location is a function of simple demand.

They are sustainable and will not denigrate our environment in any way.
The older projects will continue to receive the level of maintenance attention that is necessary.

Crucially, the Nevisian Heritage Village continues to attract widespread attention and helpful comments from visitors and locals.

Such comments and our ability to act on these suggestions are vital to the longevity of these projects.
Overall the aim behind these projects is to engage in activities that help to make a positive contribution to the quality of our cultural heritage by at once communicating the innate value of these assets to residents, and the same time showing our visitors how much we care.

 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: 194 - 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 provide.
Tyrone O’Flaherty ______________________ Permanent Secretary 195 Section 2: Ministry Overview 2.1 Mission Statement To harness the human resource and earnings potential of all Nevisians through the provision of sustainable programmes both cultural and community based in order to 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.
3.

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

4.

Supporting the marketing efforts of the Nevis Tourism Authority.

5.

Ensuring that all staff are adequately trained to deliver first rate 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.

Carrying out an evaluation of Nevis heritage assets and make recommendations for their protection where necessary.

4.
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 such opportunities.

196 6.

Encouraging 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.
7.

Developing 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.

Establishing comprehensive tourism educations in our schools.

9.

Developing and rehabilitation of historic sites and properties, alone or in conjunction with pertinent stakeholder partners.

10.
10.

Fostering the creation of suitable, theme- based, man made attractions to supplement our quota of natural sites, features, artifacts and cultural processes.

11.

Providing training to operators of small ancillary businesses in the industry.

12.

Establishing and maintaining a registry of standards for attractions, properties and operators conducting business within the industry.

13.
13.

Encouraging where necessary legislative initiatives aimed at improving the holiday experience as well as preserving the tourism landscape.

197 2.3 Portfolio Activity Summary Portfolio 10.


Promote and Develop a Sustainable Tourism Product Responsibility Centre 10 - Ministry of Tourism 10 - Permanent Secretary's Office Officer in Charge Permanent Secretary Goals/Global Objectives To enhance the human resource potential of all Nevisians through the provision of sustainable cultural and community-based programmes in order to simulate growth and development in all sectors of the economy.
Objective(s) for 2010 1.Increase the number of tourists visiting the Island of Nevis.

2.Increase the revenue generated by the rise in new visitor arrivals.

Expected Results Performance Indicators % of increase of tourists visiting Nevis.

17% % of variation of revenue generated by heritage sites compared to last year.

Financial Summary Programme 1.

Provide General Administrative Services 2.

Develop a Sustainable Tourism Industry 3.

Support the Marketing Efforts of the Island of Nevis 4.
Manage Public Sector Investment Projects (PSIP) Expenditure Expenditure Expenditure Expenditure Expenditure Projected Planned Estimated Projected Actual 2008 2009 2010 (in thousands) 2011 2012 2,056 127 1,225 232 1,000 200 20 1,196 1,217 1,241 250 900 294 277 900 52 290 800 62 Total 2,383 2,477 2,641 2,446 2,393 198 2.4 Planning Overview 2.4.1 Overview 2.4.1.1 Portfolio’s strategic Objectives vs Government Directions This is a text section which explains the Ministry's strategic objectives and how they link to the government's policies and objectives.
Below is an example of Ministry of Agriculture, Lands, Fisheries and Co-operatives.

Ideally a page should be enough.

Replace the existing text according to your situation.

You can use what is in the people's agenda.

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 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 hotel sector by ensuring that they are exposed to the best training available.

Establishing an atmosphere where locals feel comfortable in setting up ancillary or support industries by providing meaningful incentives.
To ensure the implementation of the Government 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 studies.
This will include aggressive awareness programs, 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 in any decision that grants foreign businesses the opportunity to do business 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 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.
199 To ensure the implementation of the strategic objective, the Ministry of Tourism has advanced the following objectives for 2009: 1.

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

2.

Creating new revenue bearing ventures such as establishing an Artisans Village and a new Marine Museum.

3.

Increase revenue collected at the Nevisian Heritage Village.

4.
4.

Encourage the development 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.

5.

Collaboration with industry partners to ensure essential customer service training and effective delivery of service excellence.

6.

Support the marketing efforts of the Nevis Tourism Authority.

7.

New River/ Coconut Walk Estate rehabilitation.

8.


Greater emphasis on product development, both physically and philosophically revenue.

2.4.1.3 Modifications to the Portfolio’s Strategic Directions during the year 2.4.1.4 Main Activities contributing to the Portfolio’s Annual Objectives 200 • Target upscale cruise lines such as Holland America, Royal Caribbean, Regent Seven Seas, for inclusion in their itineraries.
• Develop links with St. Kitts tour operators to offer tours to Nevis as part of their package.

• The creation of an Artisan’s Village will allow tourists the opportunity to see local craft providers at work thus piquing their interest.

• 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.
• Continue the programmes of training offered by the Ministry for operating within the industry in order to ensure that the positive opinion of Nevis held by our visitors continues to hold.

• Ensure continued government support for the marketing efforts of the Nevis Tourism Authority.
• Embark on a 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.

• Creation of a maritime museum at New River estate.

New River was the last sugar producing estate in Nevis.
Owing to the links between sugar production and sea transport, this conception is a fitting addition to this heritage site.

2.4.1.5 Main Challenges to Achieve Portfolio’s Annual Objectives Continue to target upscale cruise lines for inclusion in their itineraries beyond 2011.

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

• The Artisan's Village will allow tourists the opportunity to see local craft providers at work thus piquing their interest.
• 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.

• Continue the program of training offered by the Ministry for operatives within the industry in order to ensure that the positive opinion of Nevis held by our visitors continues to hold.
• Ensure continued Government support for the marketing efforts of the Nevis Tourism Authority.

• 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.
• Creation of a maritime museum, "Nevis Maritime Experience" in Charlestown 2.4.1.6 Portfolio’s Resources and the achievement of the Strategic Objectives over a Multi-Year Time Horizon 201 2.4.1.7 Impact of Previous Year’s Achieved Results on the Current Year’s Planned Expenditures 2.4.2 Capital Projects Informations.

1.
1.

Nevis Artisan's Village Total Project Cost and Source of Funds $50,000 funded by Revenue Strategic Objective: establish Artisan's Village to provide greater diversity in craft production and create new revenue base Phases and Milestones: Buildings completed.
Entering finishing phase Project 2 New River Project Total Project Cost and Source of Funds XCD 100,000 funded by Revenue Strategic Objective: Establish Plantation Museum as added attraction Phases and Milestones: None 202 Phases and Milestones: None Project 3.

Creation of a marine museum "Nevis Maritime Experience" Total Project Cost and Source of Funds $175,000 funded by Revenue Strategic Objective: develop outstanding experiential attraction for our visitors.

Phases and Milestones: None.


New project $10,000 Funded by Revenue 2.4.2.1 Major Government Projects (MGP) and status report 2.4.2.2 Other Capital Projects Judged Important and status report 2.4.3 Transfer Payment Information The Ministry of Tourism will provide assistance to: 1) ) Nevis Tourism Authority XCD 900,000.00 203 Section 3:Detailed Planning by Programme Portfolio Programme 10.

Promote and Develop a Sustainable Tourism Product 1.
Provide General Administrative Services Responsibility Centre 10 - Ministry of Tourism 10 - Permanent Secretary's Office 1001 - Administration Officer in Charge Administrative Officer Goals/Global Objectives To Provide administrative and policy support for the Ministry and Unit through effective Financial Management.

Objective(s) for 2010 1.Keep the administrative support function under 39 %.

Expected Results 39% Performance Indicators Cost of administration as a percentage of total ministry’s costs.
Financial Summary Sub-Programme Expenditure Expenditure Expenditure Expenditure Expenditure Planned Estimated Projected Actual Projected 2008 2009 2010 (in thousands) 2011 2012 Total 2,056 1,225 1,196 1,217 1,241 204 Portfolio Programme 10.

Promote and Develop a Sustainable Tourism Product 2.
Develop a Sustainable Tourism Industry Responsibility Centre 10 - Ministry of Tourism 10 - Permanent Secretary's Office Officer in Charge Permanent Secretary Goals/Global Objectives Making Nevis the number one tourism destination in the Caribbean in terms of visitor arrivals Objective(s) for 2010 1.Increase the revenue generated by the Heritage Sites.

Expected Results 17% Performance Indicators % of variation of revenue generated by Heritage sites compared to last year.
Financial Summary Sub-Programme 2.1 Provide effective Tourism Research, Documentation, Education, Awareness and Development 2.2 Manage the Development of the Tourism Industry.

Expenditure Expenditure Expenditure Expenditure Expenditure Projected Planned Estimated Projected Actual 2008 2009 2010 (in thousands) 2011 2012 127 230 249 275 288 Total 127 2 232 2 250 2 277 2 290 205 Portfolio Programme 10.

Promote and Develop a Sustainable Tourism Product 3.
Support the Marketing Efforts of the Island of Nevis Responsibility Centre 10 - Ministry of Tourism 10 - Permanent Secretary's Office Officer in Charge Permanent Secretary Goals/Global Objectives To Provide administrative and policy support for the Ministry and departments Objective(s) for 2010 1.Increase the number of tourists coming to the Island of Nevis.

Expected Results Performance Indicators % of increase of tourist coming to Nevis.
Financial Summary Sub-Programme Expenditure Expenditure Expenditure Expenditure Expenditure Projected Planned Estimated Projected Actual 2008 2009 2010 (in thousands) 2011 2012 Total 1,000 900 900 800 206 Portfolio Programme 10.

Promote and Develop a Sustainable Tourism Product 4.
Manage Public Sector Investment Projects (PSIP) for Tourism Responsibility Centre 10 - Ministry of Tourism 10 - Permanent Secretary's Office Officer in Charge Permanent Secretary Goals/Global Objectives To mange the capital projects so as to alleviate cost over run.
Financial Summary Sub-Programme Expenditure Expenditure Expenditure Expenditure Expenditure Projected Planned Estimated Projected Actual 2008 2009 2010 (in thousands) 2011 2012 100150 Upgrading and Development of Heritage Site - Revenue 100156 - New River Project -Loans 100156 - New River Project - Revenue 100158 -The Nevis Maritime Experience Project - Loan 100 100 Total 200 10 10 20 15 54 25 200 294 22 30 52 30 32 62 207 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.
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 as 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.

3.2 Justification for the current year planned Expenditures 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.

Artisan's Village The impact of this will be critical for both artistic expression as well as revenue.
Local craftsmen will be able to ply their trade in attractive surroundings with the added incentive of the tourists 208 being able to see them in action.

This makes the visit more appealing for the tourist, thus making sales more likely.

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 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.

This will lead to Upgrading and Development of Heritage Sites.

This program is geared towards increasing the number of visitors to the sites, but also increasing revenue.

Maintenance of the sites is paramount for continued success.
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.

209 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.
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 as 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.

3.2 Justification for the current year planned Expenditures 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.

Artisan's Village The impact of this will be critical for both artistic expression as well as revenue.

Local craftsmen will be able to ply their trade in attractive surroundings with the added incentive of the tourists 210 Portfolio Programme 10.
Promote and Develop a Sustainable Tourism Product 4.

Manage Public Sector Investment Projects (PSIP) Responsibility Centre 10 - Ministry of Tourism 10 - Permanent Secretary's Office Officer in Charge Permanent Secretary Goals/Global Objectives To mange the capital projects so as to alleviate cost over run.
Financial Summary Sub-Programme Expenditure Expenditure Expenditure Expenditure Expenditure Projected Planned Estimated Projected Actual 2008 2009 2010 (in thousands) 2011 2012 100150 Upgrading and Development of Heritage Site - Revenue 100156 - New River Project -Loans 100156 - New River Project - Revenue 100158 -The Nevis Maritime Experience Project - Loan 100 100 Total 200 10 10 20 15 54 25 200 294 22 30 52 30 32 62 211 4.5 Portfolio’s Summary by Sources of Funds Expenditure Expenditure Expenditure Expenditure Expenditure Actual Estimated Planned Projected Projected 2008 2009 2010 2011 2012 Source of Funds (in thousands) Loans Revenue Total 2,383 2,383 2,477 2,477 54 2,587 2,641 2,446 2,446 2,393 2,393 212 4.7 Personal Emoluments – Details of Salaries ADMINISTRATION (8) Assistant Secretary 1 Junior Clerk(s) 1 Office Assistant 1 Permanent Secretary 1 Administrative Officer 1 Senior Clerk (s) 1 Marketing Officer 1 Advisor 1 TOURISM RESEARCH AND DEVELOPMENT UNIT (5) Junior Clerk(s) 1 Project Officer 1 Research & Documentation Officer 1 Tourism Education Officer 2 213 11 - Ministry of Education & Library Services 2010 214 Section 1: Executive Summary and Management Representation Statement 1.1 Minister’s Message Our vision of education as set out in "The People's Agenda" highlights the emphasis that is placed on the development of our human capital.
Towards this end, it is imperative that every citizen be provided with the opportunity to realize his/her potential and to be an active participant in the developmental process.

Education has been and continues to be the number one priority of this Nevis Island Administration.This expressed view has ensured that the Administration continues to 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 and secondary education.

This goal will be achieved through the strengthening of support systems such as improved science laboratory facilities, upgraded homework assistance programmes, refurbished computer labs, expanded school meals programme and the provision of free text books.

Students support systems will be improved during the fiscal year.
This initiative will require an increase in the number of attendance/security officers, sports officers and guidance counselors.

Additionally, support will be given for the continued functioning of student councils and a career counselor will be fully employed.

Priority continues to be given to the training of Teachers, Principals, Administrative and support staff.

New strategies will be adopted in recruiting, retaining and developing teachers to meet the curriculum needs.
The Ministry will continue to engage the participation of the private sector and social partners to ensure the sustainability of its various reform initiatives.

The goal of the Ministry of Education 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 processes and procedures.
The implementation of training and staff development programmes will provide the support for the measures outlined above.

It is the policy of the Nevis Island Administration to ensure that our schools and environs are safe and secure.

Security measures will be implemented so that our students and teachers will have the required safe and secure environment in which to carry out their daily activities.
The Nevis Island Administration will ensure that every citizen receives quality education and is equipped with lifelong skills to respond effectively to the development needs of the island.

Honourable Joseph W Parry ___________________ Premier and Minister with responsibility for Education 1.2 Executive Summary 215 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.
Joseph Wiltshire ____________________ Permanent Secretary 216 Section 2: Ministry Overview 2.1 Mission Statement 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.

217 2.3 Portfolio Activity Summary Portfolio 11.


Manage Education and Library Services Responsibility Centre 11 - Ministry of Education & Library Services 11 - Permanent Secretary's Office Officer in Charge Permanent Secretary Goals/Global Objectives Provide an environment to facilitate the personal and professional development of the island’s human resources to effectively face the challenges of the changing Nevisian society.
Objective(s) for 2010 1.Increase the % of children entering the secondary school cycle in the mainstream from the primary cycle.

2.Increase the % of students who will graduate from secondary school.

3.Increase the number of students participating in early childhood education.

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

5.Increase the number of users of the library.


Expected Results 75% 10% 40% 50% Performance Indicators % of children that have started in the mainstream compared to those who graduated from the primary cycle.

% of increase of children graduating from the secondary school.

% increase in the number students registered.

% of students gainfully employed upon graduation.

% of increase in the number of users of the library.

Financial Summary Programme 1.

Administer Education and Library Services 2.


Manage Administration, Early-childhood, Primary, Special Education & Teacher Resources 3.

Deliver Primary Education 4.

Deliver Secondary & Tertiary Education 5.

Manage Library Services 6.
Manage Public Sector Investment Projects (PSIP) for Ministry of Education Expenditure Expenditure Expenditure Expenditure Expenditure Projected Planned Estimated Projected Actual 2008 2009 2010 (in thousands) Total 17,994 18,967 19,399 18,152 18,625 218 2.4 Planning Overview 2.4.1 Overview 2.4.1.1 Portfolio’s strategic Objectives vs Government Directions The government directions regarding education is to transform the education system into a comprehensive, coordinated and coherent agenda that will be utilized throughout their school lives, effectively prepare our young people for positive socialization as well rounded citizens; for productive lives; for access to tertiary education and specialized learning, particularly in the new technologies; and for the job opportunities for the 21st century.
To ensure the implementation of the government's vision, the Ministry of Education and Library Services seek 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 2010: 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.

Construct a tertiary education college.


2.4.1.3 Modifications to the Portfolio’s Strategic Directions during the year In the sector of Education, the major modification to the portfolio strategic direction is the employment of a school psychologist who will provide services to all in the education system.

Here are the modifications to the portfolio's strategic direction regarding the Library services: 1.

Opening to the world; 2.

Establish a resource based for immigrants; 3.


Library newsletter and annual journal presenting realizations of the library; 4.

Establish a resource centre, "biography of Nevis", to strengthen the cultural aspect; 5.

Strengthen the perspective tertiary level education (life long learning opportunities); 6.

Work with children; 219 7.

Pleasure - introduce toddler reading area for children; 8.
Children books festival; 2.4.1.4 Main Activities contributing to the Portfolio’s Annual Objectives To increase the number of students that are gainfully employed upon graduation, the Ministry of Education and Library Services will continue to foster an awareness of the delivery of special education.

This can be achieved by preparing Principals, Supervisors, and Teachers for the delivery of special education in the mainstream in the public and private schools.
To increase the percentage of students who meet the standards to graduate from secondary schools, it is recommended that the institutions develop a homework policy, continue to identify and source additional material to assist teachers, continue to reward excellence and encourage underachievers, provide more scholarship for the poor and high academic performers, and establish mental quizzes in Math, English, History, Integrated Science and Social Studies.
To increase the percentage of children entering the secondary school cycle in the mainstream from the primary cycle, an analysis was made in 2007 to determine the actual percentage of primary student entering the mainstream from the primary school.

In 2010, each school will have to target an increase of student entering the mainstream from the primary school.
To increase the number of students participating in early childhood education, the Ministry of Education and Library Services needs to increase the capacity regarding the early childhood education.

There is a need for a nursery to cater to children 0 to 2 years old at one of the existing pre-schools and to construct a new pre-school to increase capacity of 3 - 5 year olds.
To expand the school lunch programme, the Ministry of Education and Library Services will increase the number of schools from 5 to 7 for provision of lunch in 2010.

Network with the Department of Education, the social and cultural institutions locally, regionally anf internationally to meet the needs and interest of our citizens and to encourage lifelong learning through books and other resources.
2.4.1.5 Main Challenges to Achieve Portfolio’s Annual Objectives To facilitate the increase in the pre-school population, a new physical structure has to be erected.

To increase the percentage of students from the primary school entering the mainstream of the secondary school, all schools must have raising the level of performance of the school as a key component in its school improvement plan.

Establish the standards for graduation from secondary school.
The Ministry of Education and Library Services will have to provide training to the mainstream teachers to facilitate the integration and inclusion of the students from special education.

The Special Education Unit wants to provide an individual education programme (IEP) for each student attending the Special Education.

To achieve its objective, the unit will need more trained teachers to support each child.
Additional space is a very visible need; improvement in the level of computer service provision and the need for air conditioning of all libraries to assist with the preservation of books.

220 2.4.1.6 Portfolio’s Resources and the achievement of the Strategic Objectives over a Multi-Year Time Horizon In 2009, the education budget comprised 15.01% of total government recurrent expenditure.
An allocation of 13% of the national budget of 2010 is being sought to support the achievement of the strategic objectives over this period.

Portfolio's resources The number of full time position is 334.

As we move to consolidate the education revolution, some new positions will be required as guidance and career counsellors, sport officers, technical vocational teachers, tertiary level principal, tertiary level teachers, music director, and education planner.
2.4.1.7 Impact of Previous Year’s Achieved Results on the Current Year’s Planned Expenditures • Full implementation of The Reading Recovery – Early Intervention Programme.

• Seven (7) teachers have been trained to deliver the programme in each primary school and the Special Education Unit and six (6) other teachers have been trained to administer the Observation Survey/Assessment.

• Nine (9) teachers have been trained to deliver the Phonics First Programme in Grade II.
• Primary school teachers were exposed to staff development sessions to revive the Prescriptive Spelling Programme in schools.

• The writing Today booklet promotes model essays taken from the Grade 6 Language Arts Test of Standards.

• All schools have functional Management Teams with training to assume a managerial role to support the principal.

• Whole school evaluation of all public schools to determine and monitor school effectiveness was initiated.

School Improvement Plans (SIPS) Instructional.


• Leadership training was provided for all principals, education officials, supervisors and aspiring heads.

• A brochure highlighting the definition of important terms relating to Special Education and the Special Education Process was created.
• An Individual Education Plan (IEP) and all related forms to facilitate educational needs of children with disabilities and the management of necessary documentation were created and will be implemented for the new year 2009-2010.

• Twelve (12) teachers: six (6) first year and six (6) second year teachers are currently pursuing the Associate Degree in Teacher Education at the Clarence Fitzroy Byrant College (CFBC).

221 •Six (6) trained teachers returned to the classroom for 2008-2009.
• The Teacher Resource Centre continues to circulate a quarterly newsletter.

• 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.

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

• Special Education Unit has a new school.

Some funds will be required for preventive maintenance and to ensure easy accessibility to Ivor Walters Primary School.

• St-John's Primary School needs to be fenced and landscaping completed.
2.4.2 Capital Projects Information 2.4.2.1 Major Government Projects (MGP) and status report Project 1:Computerization of Schools Total Project Cost and Source of Funds $200,000XCD Funded from Revenue $300,000XCD Funded from Loans Strategic Objective: To provide computer facilities to support education information technology discipline.

Phases and Milestones 1.

Planning (completed).

2.

Replacement of Type writers with 15 computers in Charlestown Secondary Schools (2009).

3.
3.

Replacement of 60 computers in Charlestown Primary and Gingerland Primary (2009).

4.

Replacement of 60 computers in St-Thomas Primary and Ivor Walters Primary (2010).

5.

Replacement of 60 computers in Violet O.J.

Nicholls Primary, St-James Primary, and St-Johns (2011).

Project 2: Expansion Charlestown Secondary School Total Project Cost and Source of Funds $1,350,000 XCD Funded from Loans.

Strategic Objective: To provide the necessary infrastructure for Charlestown Secondary Education.
Phases and Milestones 222 1.

Planning 2.

Design 3.

Construction of Classrooms, Staff Room 4.

Completed Project 4: School Meal Programme Total Project Cost and Source of Funds $300,000 XCD Funded from Revenue.

Strategic Objective: To provide the necessary food and equipment, so primary children can have the nutritional requirements at the primary level which will support educational development.

Phases and Milestones This project is conducted every year to support the school meal programme.
Project 5: Special Maintenance of Schools Total Project Cost and Source of Funds $150,000 XCD Funded from Revenue Strategic Objective: Special funding provided for the maintenance of schools.

Phases and Milestones.

This project is conducted every year to provide special maintenance for schools.

Project 6: Renovation of Gingerland Secondary School.

Total Project Cost and Source of Funds $205,000 XCD Funded from Revenue.
Strategic Objective: To the Gingerland Secondary School to facilitate staff and students.

All capital projects are covered in MGP section.

2.4.2.2 Other Capital Projects Judged Important and status report 2.4.3 Transfer Payment Information 223 The transfer payment beneficiaries for the sector of Education are the following: 1) Support for Private Schools : $140,000XCD 224 Section 3:Detailed Planning by Programme Portfolio Programme 11.

Manage Education and Library Services 1.


Administer Education and Library Services Responsibility Centre 11 - Ministry of Education & Library Services 11 - Permanent Secretary's Office Officer in Charge Permanent Secretary Goals/Global Objectives Support all educational programmes and provide the necessary resources in a timely manner.

Objective(s) for 2010 1.Keep the administrative support function under 12 %.
Expected Results 12 % Performance Indicators % of the ministry budget dedicated to administrative support.

Financial Summary Sub-Programme Expenditure Expenditure Expenditure Expenditure Expenditure Projected Planned Estimated Projected Actual 2008 2009 2010 (in thousands) 2011 2012 1.1 Provide Administrative Support 1.2 Distance Education Unit 928 928 1,051 13 1,064 922 10 931 942 11 953 962 12 974 Total 225 Portfolio Programme Responsibility Centre 11.

Manage Education and Library Services 2.


Manage Administration, Early-childhood, Primary, Special Education & Teacher Resources 11 - Ministry of Education & Library Services 11 - Permanent Secretary's Office 1102 - Education Department Officer in Charge Principal Education Officer Goals/Global Objectives To prepare children between ages three to twelve to manage the secondary aspect of their education.
Objective(s) for 2010 1.Effectively manage and process all documents related to early childhood, primary and secondary education.

Expected Results 80% Performance Indicators % of documents that are processed in a timely manner.
Financial Summary Sub-Programme Expenditure Expenditure Expenditure Expenditure Expenditure Planned Estimated Projected Actual Projected 2008 2009 2010 (in thousands) 2011 2012 2.1 Provide Administrative Support for Education Services 2.2 Promote and Support Early Childhood Development 2.3 Deliver Special Education Services 2.4 Teacher Resource Centre 2.5 Support Private Schools 1,795 1,905 1,823 1,885 1,937 694 309 74 728 275 110 115 677 277 112 140 699 294 120 120 720 312 127 125 Total 2,873 3,134 3,029 3,117 3,220 226 Portfolio Programme 11.
Manage Education and Library Services 3.

Deliver Primary Education Responsibility Centre 11 - Ministry of Education & Library Services 11 - Permanent Secretary's Office 1103 - Primary Education Officer in Charge Principal Education Officer Goals/Global Objectives To provide high quality education in a wide range of subject areas in the lower schools; and to stimulate and nurture knowledge, skills, attitudes, discipline and pride in students.
Objective(s) for 2010 1.Increase the no of students that enter the mainstream from the test of standards Examination.

Expected Results 67 Performance Indicators Percentage of children that have started in the mainstream compared to those who graduate from the primary cycle Financial Summary Sub-Programme Expenditure Expenditure Expenditure Expenditure Expenditure Projected Planned Estimated Projected Actual 2008 2009 2010 (in thousands) 2011 2012 3.1.
Deliver Primary Education Through the School Network 5,249 5,697 6,039 6,134 6,291 Total 5,249 5,697 6,039 6,134 6,291 227 Portfolio Programme 11.

Manage Education and Library Services 4.
Deliver Secondary & Tertiary Education Responsibility Centre 11 - Ministry of Education & Library Services 11 - Permanent Secretary's Office 1104 - Secondary Education Officer in Charge Principal Education Officer Goals/Global Objectives To provide for all students the forum for the exploration of a wide range of disciplines in the lower schools and opportunity for specialisation in keeping with the career choices in the high schools based on academic and to cater for basic requirement.
Objective(s) for 2010 1.Increase the % of students who graduate from secondary school.

2.Increase the % of students who pass the CSEC subjects versus those who register.

Expected Results 75% 78% Performance Indicators Percentage increase of children graduating from the secondary school.

Percentage increase of children who pass minimum CSEC subjects of those who register for the exams.
Financial Summary Sub-Programme Expenditure Expenditure Expenditure Expenditure Expenditure Projected Planned Estimated Projected Actual 2008 2009 2010 (in thousands) 2011 2012 4.1.

Charlestown Secondary School 4.2 Gingerland Secondary School 4.3 Multipurpose Centre 4.4 Nevis Sixth Form 3,182 1,998 707 Total 5,887 3,608 2,260 769 113 6,751 3,362 2,140 864 48 6,415 3,399 2,201 886 64 6,550 3,426 2,263 908 69 6,667 228 Portfolio Programme 11.

Manage Education and Library Services 5.


Manage Library Services Responsibility Centre 11 - Ministry of Education & Library Services 11 - Permanent Secretary's Office 1105 - Nevis Library Service Officer in Charge Chief Libarian Goals/Global Objectives Increase the capacity and quality of the reading and reference resources available to the public through the Public Library system.

Objective(s) for 2010 1.Improve and enhance the quality of the Library Services by increasing book stock.
2.Improve the quality of service delivered to students and the general public.

3.Increase the number of users at school, community and public libraries.

Expected Results Performance Indicators 5% % of increase in book stock.

Feb 2010 2 wks 50% Introduction of electronic catalogue February 2010.

Number of workshops and attachments for library staff.

% of increase in the number of users of the library.
Financial Summary Sub-Programme Expenditure Expenditure Expenditure Expenditure Expenditure Projected Planned Estimated Projected Actual 2008 2009 2010 (in thousands) 2011 2012 5.1 Administration of Nevis Library Services 5.2 Co-ordination of Public Libraries Total 486 486 772 772 160 522 682 164 538 702 169 554 723 229 Portfolio Programme 11.

Manage Education and Library Services 6.


Manage Public Sector Investment Projects (PSIP) for Ministry of Education Responsibility Centre 11 - Ministry of Education & Library Services 11 - Permanent Secretary's Office Officer in Charge Permanent Secretary Goals/Global Objectives To manage the capital projects in order to alleviate cost overrun.

Objective(s) for 2010 1.Complete all projects on time and within budget.

Expected Results 100% 100% Performance Indicators % of project completed vs planned.
% of budget expensed.
Financial Summary Sub-Programme 110158 - Computerization of Schools - Revenue 110158 - Computerization of Schools - Loans 110163 - Provide Furniture for Schools - Revenue 110164 - School Meal Programme - Revenue 110165 - Special Maintenance of Schools - Revenue 110166 - School Text Book Programme - Revenue 110167 - Upgrade of Primary Schools - Loans (CPS, JLPS, VOJN & ST. JOHNS, ST. JAMES & IWPS) 110167 - Upgrade of Primary Schools - Revenue (CPS, JLPS, VOJN & ST. JOHNS, ST. JAMES & IWPS) 110169 - Expansion of Charlestown Secondary - Revenue 110170 - Rennovation of Gingerland Secondary School - Loans Expenditure Expenditure Expenditure Expenditure Expenditure Projected Planned Estimated Projected Actual 2008 2009 2010 (in thousands) Total 2,120 1,550 2,304 100 70 695 100 50 750 230 3.1 Important Initiatives Contributing to the Achievement of the Annual Objectives To achieve the annual objective of the special education services: 1.
Continual training is being given to the current staff; 2.

A rehabilitation therapist is being trained out of country.

To achieve the annual objective of the secondary schools: 1.

More students will be exposed to the writing of the CXC Secondary Certificate Examination (CSEC).

2.

The subject load will be reduced to 6 subjects including important core of English and Science.

To achieve the annual objective of the primary schools: 1.
The percentage performance in the 4 core subjects will be increased by 5 to 7 %.

2.

Implementation of standard text books across the board for primary schools.

3.

Text books orientation workshops will be provided; 4.

Mathematics workshops to improve the proper and effective use of manipulative.

To achieve the annual objective of the early childhood development: 1.Training will be provided to teachers for the transition from pre-school to kindergarten.
To achieve the annual objective of the library services: 1.

A survey will be conducted to have a better understanding of the needs.

2.

Information technology facilities will be implemented.

3.

Book stock will increase and be diversified.

4.

Training will be provideed to enhance efficiency of staff.

5.

Specialized research collection will be implemented.
3.2 Justification for the current year planned Expenditure A significant increase is related for two professional development training workshops for all primary schools, private and public.
231 Section 4:Supplementary Information 4.1 Portfolio’s Main Estimates by Expenditure Type Org Unit Name: 11 - Ministry of Education & Library Services Expenditure Expenditure Expenditure Expenditure Expenditure Projected Planned Estimated Projected Actual 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 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 2008 2009 2010 2011 2012 15,874 14,548 12,839 1,706 3 1,194 94 94 356 5 133 42 89 69 310 80 80 53 26 26 (in thousands) Total 15,874 17,302 16,956 17,337 17,750 Capital Expenses Memorandum Items 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 2,120 2,120 600 270 1,250 1,550 1,550 200 250 1,100 2,304 2,304 470 550 285 999 Total Total Total 17,994 18,967 19,399 18,152 18,625 232 4.4 Portfolio’s Capital Spending profile by Sources of Funds Expenditure Expenditure Expenditure Expenditure Expenditure Actual Estimated Planned
 Projected Projected Source of Funds 2008 2009 2010 2011 2012 (in thousands) Project No 1 4 5 6 7 Computerisation of Schools Loans Revenue Sub-total Furniture for Schools Revenue Sub-total School Meal Program Revenue Sub-total Special Maintenance of School Revenue Sub-total School Text Book Programme Revenue Sub-total 100 100 150 150 50 50 150 150 120 120 150 150 200 200 200 200 200 200 246 Expansion of Charlestown Secondary School Revenue Sub-total 1,000 1,000 1,000 1,000 261 Renovation of the Gingerland Secondary School Loans Sub-total Upgrade of Primary Schools - Loans (CPS,JLPS,VOJN & ST. JOHNS, ST. JAMES & IWPS) Loans Revenue Sub-total Total 769 230 999 2,120 1,550 2,304 150 150 695 75 75 100 100 100 100 150 150 50 50 100 100 50 50 125 125 750 233 4.5 Portfolio’s Summary by Sources of Funds Expenditure Expenditure Expenditure Expenditure Expenditure Actual Estimated Planned Projected Projected 2008 2009 2010 2011 2012 Source of Funds (in thousands) Loans Revenue Total 250 17,744 17,994 100 18,867 18,967 1,274 18,126 19,399 70 18,082 50 18,575 18,152 18,625 234 4.6 Status Report on Major Government Projects (MGP) There is a significant increase in expenditure to facilitate two professional development training workshops for all primary schools, private and public.
4.7 Personal Emoluments – Details of Salaries GENERAL ADMINISTRATION(4) Permanent Secretary 1 Administrative Officer 1 Advisor 1 Director 1 UWI DISTANCE EDUCATION (2) Co-ordinator Distance Education 1 Technician 1 ADMINISTRATION-EDUCATION DEPARTMENT (24) Artistic Development Officer 1 Education Officers 8 Education Planner 1 Executive Officer 1 Junior Clerk(s) 1 Junior Sports Officer 1 Music Coordinator 1 Music Instructor 1 Office Assistant 1 Physical Education Officer 1 Principal Education Officer 1 Project Cordinator-Schools Computer Programme 1 Senior Clerk (s) 2 Senior Sports Officers 2 Sports Co-ordinator 1 EARLY CHILDHOOD (14) Supervisor - Education 1 Trained Pre-School 3 Untrained Teacher 6 Early Childhood Resource Teacher 1 Supervisor Education 3 SPECIAL EDUCATION (5) Supervisor - Education 1 Trained Special Educator 1 Trained Teacher 2 235 Untrained Teacher 1 TEACHER'S RESOURCE CENTER (2) Co-ordinator Teacher Resource Center 1 Junior Clerk(s) 1 PRIMARY SCHOOLS (145) Attendance Officer I 2 Assistant Principal 1 Guidance Counsellor(s) 6 Headteacher 1 Junior Sport Officers 1 Junior Sports Officer 4 Junior Sports Officer 1 Principal 7 Trained Graduate Teacher 15 Trained Teacher 67 Untrained Teacher 39 School Librarian 1 CHARLESTOWN SECONDARY SCHOOL (73) Administrative Assistant 1 Attendance Officer I 1 Deputy Headmaster 1 Graduate Teachers 14 Guidance Counsellor(s) 3 Headmaster 1 Junior Sport Officers 1 Library Assistant 1 Office Assistant 2 Senior Clerk (s) 1 Specialist Teacher 3 Trained Graduate Teacher
 16 Trained Teacher 11 Untrained Teacher 17 GINGERLAND SECONDARY SCHOOL (48) Deputy Headmaster 1 Graduate Teachers 8 Guidance Counsellor(s) 2 Pysical Eduacation Instruction 1 Principal 1 Senior Clerk (s) 1 Specialist Teachers 3 Trained Graduate Teachers 7 Trained Teachers 13 Untrained Teachers 11 236 MULTIPURPOSE TRAINING CENTER (19) Graduate Teachers 4 Junior Clerk(s) 1 Office Assistant 1 Senior Technical Instructor 3 Technical Instructor 3 Trained Teacher 1 Untrained Teacher 5 Supervisor - Multi Purpose Center 1 NEVIS LIBRARY SERVICE (14 Administrative Assistant 1 Bookbinder Grade I 1 Associate Librarian 1 Clerical Assistant 1 Director 1 Documentation Officer 1 Librarians 2 Library Technicians I 4 Library Associate 1 Office Assistant 1~ 237 12 - Human Resources 2010 238 Section 1: Executive Summary and Management Representation Statement 1.1 Minister’s Message The Nevis Island Administration continues to view human resource development as one of the main pillars for national development.
To this end, education remains a focal point for the Administration which again renews its pledge to provide financial assistance to Nevisians pursuing undergraduate studies.

In 2010, as in 2009, the Nevis Island Administration has $2.0 million has been budgeted for training.

Many of our youths are being challenged to make education a number one priority and will continue to receive assistance from the Administration which is proud to be a partner in their overall development.
Training ensures that our people are adequately prepared to promote and sustain meaningful national development.

In 2010, an appeal will be made again for those pursuing higher education to opt for regional institutions as far as possible.

The Administration remains committed to supporting and promoting our regional institutions, especially the three (3) campuses of the University of the West Indies which have been delivering quality education to our people for a long time.
The Administration hopes that, through its inclusive agenda, local and overseas training will continue to be encouraged and indeed, its efforts can be translated into a higher level of productivity in the workplace.

________________________ Honourable Joseph W Parry Premier & Minister with responsibility for Human Resources 1.2 Executive Summary The Human Resources Department remains faithful to the philosophy that human resource development is key to the success of any nation.
Thus, the Department will once again in 2010 continue its efforts to pursue training programmes geared towards the development of our 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 more and more 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.

All this is crucial to the delivery of service that leaves nothing to be desired.
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 239 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.
Chesley Manners ______________________ Permanent Secretary 240 Section 2: Ministry Overview 2.1 Mission Statement To perform the leading role in providing a competent workforce for national development.

241 2.3 Portfolio Activity Summary Portfolio 12.


Provide a Competent Workforce for National Development Responsibility Centre 12 - Human Resources 12 - Permanent Secretary's Office Officer in Charge Permanent Secretary Goals/Global Objectives To perform the lead role in providing a competent workforce for national development.

Objective(s) for 2010 1.Increase the number of employees trained during the year.

2.Increase the number of students pursuing higher studies in areas in line with country's needs.
3.Repositioning the human resources to decrease the number of vacant position in government of Nevis.

Expected Results 20% 20% 85 % Performance Indicators % of increase of employees trained.

Higher level education in areas lacking in Nevis.

% of vacant positions filled by the reposition of the NIA human resource.

Financial Summary Programme Expenditure Expenditure Expenditure Expenditure Expenditure Projected Planned Estimated Projected Actual 2008 2009 2010 (in thousands) 2011 2012 1.
Provide General Administration 2.

Provide Training to Human Resources 454 1,756 2,210 502 2,259 2,760 542 2,195 2,738 590 2,721 3,311 608 2,744 3,351 Total 242 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 the improved human stock, 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 2010: 1.

Decrease the % of vacant position in the government service.

2.

Increase the number of Nevisians assisted in pursuing higher learning.

3 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.

2.4.1.4 Main Activities contributing to the Portfolio’s Annual Objectives The Human Resource Department aims to provide financial support and guidance to civil servants and other Nevisians seeking to pursue studies geared at improving their personal or professional development.

1.
1.

Decrease the % of vacant position in the government service by seeking to fill 20% of the vacant positions which presently exist.

2.

Increase the number of Nevisians assisted in pursuing higher learning by increasing the training vote by 50% to enable more Nevisians to access higher education.

3.

Increase the number of employees trained during the year by increasing the targeted groups for training by 100%.
243 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 can see an increase or decrease in the level of support.

Distance Learning through technology may see fewer persons going overseas to study.
Technology Advance in technology has made it possible for more and more persons to have access to regional and international institutions as they pursue distance learning through this channel.

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.

Portfolio's Resources The number of full time position is (7).
T 2.4.1.7 Impact of Previous Year’s Achieved Results on the Current Year’s Planned Expenditure he 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.

Train and retrain in key areas of Customer service and Office management, Time Management, 244 Basic Computer and Supervisory management.

2.4.2 Capital Projects Information 2.4.2.1 Major Government Projects (MGP) and status report There are no capital projects for Human Resources for this current year.
2.4.2.2 Other Capital Projects Judged Important and status report 2.4.3 Transfer Payment Information 1) Financial support to Associations 245 Section 3:Detailed Planning by Programme Portfolio Programme 12.

Provide a Competent Workforce for National Development 1.
Provide General Administration Responsibility Centre 12 - Human Resources 12 - Permanent Secretary's Office 120101 - Administration Officer in Charge Permanent Secretary Goals/Global Objectives To provide administrative support for the planning and delivery of all aspect of personnel.

Objective(s) for 2010 1.Keep the administrative support function cost under 25%.

Expected Results Performance Indicators Less than 25% Cost of administration as a percentage of total ministry’s costs.
Financial Summary Sub-Programme Expenditure Expenditure Expenditure Expenditure Expenditure Projected Planned Estimated Projected Actual 2008 2009 2010 (in thousands) 2011 2012 1.1.

Provide Administrative Support 1.2 Provide Financial Support to Associations 1.3 Provide HR Services for Government Total 433 2 19 454 480 2 20 502 517 2 24 542 563 2 26 590 580 2 26 608 246 Portfolio Programme 12.

Provide a Competent Workforce for National Development 2.
Provide Training to Human Resources Responsibility Centre 12 - Human Resources 12 - Permanent Secretary's Office 120201- Training Officer in Charge Permanent Secretary Goals/Global Objectives Provide the opportunity to be trained.

Objective(s) for 2010 1.Increase the number of Nevisians assisted in pursuing higher learning.

2.Increase the number of employees trained during the year.
Expected Results At least 25% At least 10% Performance Indicators % of Increase of Nevisians assisted in pursuing higher learning.
% of increase of employees trained Financial Summary Sub-Programme Expenditure Expenditure Expenditure Expenditure Expenditure Projected Planned Estimated Projected Actual 2008 2009 2010 (in thousands) 2011 2012 2.1 Plan and Train Human Resources Total 1,756 1,756 2,259 2,259 2,195 2,195 2,721 2,721 2,744 2,744 247 3.1 Important Initiatives Contributing to the Achievement of the Annual Objectives Increase the number of requests satisfied by establishing a selection committee to ensure a fair and transparent system in the selection process.
Create greater public awareness to the importance of human resource development by organizing forums and utilizing the media to send positive messages.

3.2 Justification for the current year planned Expenditure There are no significant variation in the current year budget compared to last year.
248 Section 4:Supplementary Information 4.1 Portfolio’s Main Estimates by Expenditure Type Org Unit Name: 12 - Human Resources Expenditure Expenditure Expenditure Expenditure Expenditure Projected Planned Estimated Projected Actual 2008 2009 2010 2011 2012 (in thousands) 2,210 2,760 2,738 3,311 3,351 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 448 363 25 60 1,760 185 15 10 50 484 378 47 60 2,270 185 15 10 60 17-Training 1,500 2,000 21-Professional and Consultancy Services Grants 10-Grants and Contributions - Grants Other Expenses 12-Rewards and Incentives - Compensation of Employees 28-Sundry Expenses Total Total 2,210 2,210 2,760 2,760 2,738 2,738 3,311 3,311 3,351 3,351 249 4.5 Portfolio’s Summary by Sources of Funds Expenditure Expenditure Expenditure Expenditure Expenditure Actual Estimated Planned Projected Projected 2008 2009 2010 2011 2012 Source of Funds (in thousands) Revenue Total 2,210 2,210 2,760 2,760 2,738 2,738 3,311 3,311 3,351 3,351 250 4.6 Status Report on Major Government Projects (MGP) There are no human resource capital projects for this current year.
4.7 Personal Emoluments – Details of Salaries ADMINISTRATION (5) Junior Clerk(s) 1 Permanent Secretary 1 Administrative Officer 1 Senior Clerk 1 HR Manager 1 TRAINING(2) Junior Clerk(s) 1 Training Officer 1 251 13 - Ministry of Social Development, Youth, Sports and Community Development 2010 252 Section 1: Executive Summary and Management Representation Statement 1.1 Minister’s Message The Ministry of Social Development, Youths, Sports, Community Development and Culture continues to focus on developing practical strategies to promote social integration through an inclusive and participatory process, geared towards a stable, safe and just society for all.
Community Development, Sports, Culture and Youth Development represents important vehicles to bring about meaningful social change within the economy.

Our programmes and activities in youth development helps to create opportunities for youths to enhance their social and economic well being.

Programmes include Skills Training and Education locally and overseas, Mentorship, Counseling, Job Attachments, Nevisian Pearls, Bike not Bombs and Caribbean healthy lifestyle project(CHL-P).
Coupled with these programmes youths are provided with opportunities to effectively participate in the life of society and in decision making, to improve the situation of young people in Nevis.

These programmes will be intensified and new programmes introduced over the budget period.
The Ministry’s sports programme of coaching and training, sports administration, sports tourism, participation in competitions and the upgrade and maintenance of sporting facilities, provides quality experience to individuals of all ages and abilities.

In addition, it helps to develop positive characteristics of integrity, good sportsmanship, character, commitment and competitive desires in our athletes.
The recent establishment of a Drag Race Unit within the Ministry of Sports has added another dimension to our sport programme and has also diversified the entertainment aspect of the Nevisian economy.

This new sport will help to enhance the social and economic development of our people and by extension our country.
In the area of Culture, the subsuming of the Department of Culture and the Culturama Secretariat under the Nevis Cultural Development Foundation represents the Administration's vision to ensure the preservation, promotion, development and management of the arts and culture of Nevis.

It also seeks to make our National Cultural Festival, Culturama more economically viable and provides opportunities to source funding from regional and international agencies.
At the community level, the establishment of a Community Cohesion Directorate within the Department of Community Development signals the Administration thrust in promoting safe, peaceful and prosperous communities within Nevis.

This new dimension will explore the relationships between new and established communities in diverse neighbourhoods, in an effort to establish and maintain safe, peaceful and prosperous co-existence for all.
The care, support and concern of the senior citizens will continue to receive national attention as the Social Services Department, create and implement programmes and offer services that will promote and improve the ongoing well being of these persons in our society.

Programmes such as Hot Meals, Home Help Care, Seniors Recreation, Social Assistance, will remain the focus of attention.
The family as a unit and the foundation of social development will receive increased attention through the Family Services Unit.

Emphasis on Counselling, Child Protection and Probation will seek to strengthen the family in an effort to prevent and reduce anti social behavior, delinquency and other family related issues, as we grapple with the challenges of a modern and changing society.
Optimizing social development is essential for directing individuals on a positive path to establishing an integrated sense of self.

An integrated, complete sense of self is necessary for productive functioning in school, work, personal relationships and participation in family and community life.

In other words, social capacity is of core importance to healthy development.
253 Therefore, no efforts will be spared by the Ministry to ensure all our citizens benefit from our varying participatory and sustainable action programmes, to bring about meaningful social change and transformation throughout the economy.
Honourable Hensley Daniel __________________________ Deputy Premier/Minister with responsibility for Social Development 1.2 Executive Summary The Ministry of Social Development is geared towards facilitating the continued evolution of meaningful social change within the economy, through participatory and sustainable action programmes developed by its various departments.
While each department is expected to yield varying but specific results, the overall outcome will be the complete social transformation at the individual and community levels, of our society.

To achieve its goals and objectives the plans and priorities of the Ministry will be focused on the following areas:- 1.Re-defining existing policies to better guide the operations of the Ministry.

2.

Identifying and facilitating new training opportunities geared towards further people empowerment.

3.
3.

Providing the necessary financial and technical support to sporting and other community based organizations along with the less fortunate in our communities.

4.

The creation of greater awareness in communities in Nevis to further enhance their social well being.

5.

The construction, upgrade and maintenance of community centres and sporting facilities with the view of providing positive alternatives for youth development.

6.

Further raising the level of gender sensitive and other related issues.
7.

Identifying and implementin BNTF projects as a means of alleviating poverty.

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 2009 - 2011.
- Is consistent with the disclosure principles contained in the guidelines for Preparing a Report on Plans and Priorities.

- Is comprehensive and accurate.

254 - 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.
Alsted Pemberton ____________________ Permanent Secretary 255 Section 2: Ministry Overview 2.1 Mission Statement To bring about meaningful social change within the economy, through participatory and sustainable programmes, in sports , community development, culture and social services and to identify and implement projects to alleviate poverty through the Basic Needs Trust Fund.
The Ministry of Social Development is comprised of several departments whose collective missions seeks to promote meaningful social change through community development, sports, culture, social services and BNTF projects.
Department of Community Development and Sports COMMUNITY DEVELOPMENT DIVISION The mission statement of the Community Development Division is to facilitate participatory community based, self reliant and sustainable action programmes in order to reduce isolation, strengthen the bonds between government and people and bring about meaningful social change to all throughout the island.
The Community Development Division seeks to accomplish its mission by: 1) Transforming all community centres into vehicles for community action and development.

2) Providing education and skill training opportunities at the community level to enhance social well being.

3) Conducting community audits to determine status and needs of communities.

4) Mobilizing communities to initiate community activities and the formulation of community groups.
5) Constructing, upugrading, maintaining and managing of community centres.

6) Providing financial support to community groups and organizations.

7) Developing, implementing and managing social cohesion programmes that reduces anti social behaviour.
SPORTS DIVISION The mission of the Sports Division is 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.
2) Facilitating training programmes for sport administrators, teams and officials.

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

4) Establishing a Nevis Sports Council.

5) Developing sporting partnership through participation in competitions locally, regionally and internationally.

6) Promoting sports tourism as an economic activity.

7) Providing financial support to sporting individuals, groups and associations.
DEPARTMENT OF SOCIAL DEVELOPMENT 4 256 The mission of the Department of Social Development is to create and implement programmes, and offer service that will promote the ongoing improvement of the well being of the society .

The Department of Sports 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 to assisting them back to self – sufficiency.

5) Assisting the 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 of 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 programs 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.

12) Researching and informing on innovations in social services delivery and social work.
BASIC NEEDS TRUST FIND(BNTF) The mission of the BNTF is to provide an enabling environment to improve basic public services and enhance employability which could reduce beneficiaries economic and social vulnerability to risks that impact or income and well being.

The Basic Needs Trust Unit seeks to accomplish its mission by: 1) Being responsible for and managing project resources.

2) Preparing all sub-projects for consideration by the project steering committee and the Caribbean Development Bank.
3) Supervising the implementing of all sub-project.

4) Assisting the project steering committee and to develop and implement a Poverty Reduction Action Plan and Operations Manual.

5) Coordinating project activities with other similar donor funded agencies that address poverty in a gender sensitive and environmentally sustainable manner.
6) Ensuring the active involvement of representative group of the community in the identification, formulation, preparation and implementation of all sub – projects funded by the project.

7) Being responsible for the management of financial and other administrative data of the project, including payments to contractors and suppliers.

257 2.3 Portfolio Activity Summary Portfolio 13.


Promote Meaningful Social Change through Community Development, Sports, and Social Services Responsibility Centre 13 - Ministry of Social Development, Youth, Sports and Community Development 13 - Permanent Secretary Office Officer in Charge Permanent Secretary Goals/Global Objectives To bring about meaningful social change within the economy, through participatory and sustainable programmes, in sports, culture, community development and social services.
Objective(s) for 2010 1.

Provide opportunities for increase participation in sports and community developmet through education and training.

2.Increase public awareness of departmental programmes for social development.

3.Promote the development and preservation of our cultural heritage.

Expected Results 20% 5% per target group 4 2 Performance Indicators % increase of educational and training programmes implemented in sports and community development.
% increase of educational and training programmes for children, youths, adults and the elderly.

Number of Public Service Announcements (PSA).

Number of advertisements.

At least 1% % of financial support to the Nevis Cultural Development Foundation.

Financial Summary Programme 1.

Provide General Administration 2.

Provide Programmes and Services that Support Social Well-being 3.

Provide Programmes and Activities that Develop and Support Sports and Community.

4.
4.

Provide Grants and Contribution to Statutory Organisations 5.
Manage Public Sector Investment Projects (PSIP) for the Ministry of Social Development Expenditure Expenditure Expenditure Expenditure Expenditure Planned Estimated Projected Actual Projected 2008 2009 2010 (in thousands) 2011 2012 1,011 1,109 1,329 1,383 1,390 1,360 1,511 1,446 1,566 1,551 893 1,191 1,214 1,261 1,312 1,318 662 575 6,134 5,300 9,840 600 550 600 460 Total 10,464 9,864 14,379 5,368 5,489 258 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 meaningful social change 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 development of people, as it recognizes that its people are its greatest resource.

In this regard the focus will be on: Management of projects related to the alleviation of poverty.

Creation and promotion of awareness for the ongoing improvement of the social well being of the community.
Implementation and monitoring of preventative and corrective measures to help alleviate problems experience by children, youths and the family as a unit.

Providing care and recreational activities for the elderly.

Providing programmes that focus on gender relations issues to provide men and women with empowerment opportunities.

Providing support to community development, sports and social assistance.
To ensure the implementation of the government's vision the Ministry of Social Development will: 1)Continue to train staff members to appropriately deliver the required services.

2)Further expand the Social Action Programme to include a Social Cohesion aspect.

3)Identify and implement other skill training programmes and community projects by the BNTF Unit, to further enhance the social capacity of communities, organization and individuals.
5)Continue the process of systematic research and statistical compilation of information to reflect social issues, to enhance future planning and improvement of the Department of Social Services programmes.

Department of Social Services The mission of the Department of Social Development is to create and implement programmes, and offer service that will promote the ongoing improvement of the 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) Providiing support services to troubled juveniles and families.

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

259 4) Providing support services for persons experiencing crises arising from personal or natural disaters with the view to assisting them back to self - sufficiency.

5) Assisting the 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 of the elderly.

7) Creating and maintaining services geared to improve the quality of life of those whose activities/programmes are complimentary/supplementary to the effectiveness of the Department.

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

10) Commemorating internationally recognized days which focus on youth, the eldery, gender and the family as a Unit.

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

Basic Needs Trust Fund (BNTF).

The Mission of the BNTF is to provide an enabling environment to improve basic public services and enhance employability which would reduce beneficaines economic and social vulnerability to risks that impact on income and well being.

The Basic Needs Trust Fund Unit seeks to accomplish its mission by: 1) Being responsible for and managing project resources.
2) Preparing all sub-projects for consideration by the project steering committee and the Caribbean Development Bank.

3) Supervising the implementating of all sub-projects.

4) Assisting the project steering committee and to develop and implement a Poverty Reduction Action Plan and Operations Manual.

5) Coordinating project activities with other similar donor funded agencies that address poverty in a gender sensitive environmentally sustainable manner.
6) Ensuring the active involvement of representative group of the community in the identification, formulation, preparation and implementation of all sub-projects funded by the project.

7) Being responsible for the management of financial and other administrative data of the project, including payments to contractors and suppliers.
260 The Nevis Cultural Development Foundation The Mission Statement of the Nevis Cultural Developmenet Foundation is to promote, develop and manage the arts and culture through the execution of the national cultural activities.

The Foundation will seek to accomplish its mission by - 1) Implementing a 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.

 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.

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 2010 : (1)Provide greater opportunities for increase participation in sports and community development through education and training.

(2)Increase public awareness of developmental social programmes within each unit of the social services department.

(3)Promote, develop and manage the arts and culture through the Nevis Cultural Development Foundation.
(4)Expand and conserve the stock of social and economic infrastructure to enable access to a wider range of basic public services through BNTF projects.

2.4.1.3 Modifications to the Portfolio’s Strategic Directions during the year The main focus of the social development strategy will be on enhancing education and training , poverty alleviation, social cohesion, community outreach, care and support, prevention, and counselling.
2.4.1.4 Main Activities contributing to the Portfolio’s Annual Objectives 261 The ministry through its various departments will meet its annual objectives as follows :- The Community Development Division will seek to provide greater opportunities for increase participation at the community level, through education and training, by expanding its Social Action Programme and mobilizing various communities to initiate activities for social cohesion.
At the same time the Sports Division will expand its coaching programme to cover all sporting disciplines and conduct workshops for sports administrators and officials.

The Social Services Department will increase public awareness of the Department programmes through Public Service Announcements (PSA’s), advertisements in the print and electronic media.
The Nevis cultural Development Foundation will promote, develop and manage the arts and culture by implementing a national cultural policy to guide the execution of the national cultural activities.

The BNTF unit will seek to expand and conserve the stock of social and economic infrastructure to enable access to a wider range of basic public services by accessing funding to implement specific projects.
2.4.1.5 Main Challenges to Achieve Portfolio’s Annual Objectives COMMUNITY DEVELOPMENT Sustainability of the various components of the Social Action Program.The maintenance cost is relatively high and as such additontional funding has to be sourced from regional and international funding agencies.
Other challenges faced in the area of Community Development include : (a)Untrained and insufficient staff in terms of Community Development Officers; (b)Reduction in Volunteerism; (c)Changes in social patterns; (d)Increased employment opportunities which affects formation and sustainability of community groups and participation in other community activities.
SOCIAL DEVELOPMENT AND PUBLIC AWARENESS Existing location of the Social Services Department is not as easily accessible to the general public as would be desired.

In addition, the recruiting and retention of qualified persons especially male social workers, poses a serious threat to the sustainability of programmes that will help to create greater public awareness.

SPORTS 1.

The recrutment and retention of qualified coaches in the various sporting disciplines.

2.
2.

The high operational and maintenance cost 3.

The disjointed linkage between the sports unit of education department and the sports department.
262 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 transforming the overall social landscape of Nevis and as such is endeavouring to utilize the resources assign to it, to achieve its strategic objectives by : (1)Investing in and promoting education and training at the community level; (2)Supporting the activities of the Nevis Cultural Development Foundation; (3)Providing social and economic infrastructure support; (4)Promoting programmes and activites geared towards combating social issues and the eradication of poverty; (5)Advancing workable initiatives in sports In 2009 the budget comprosed of 3.9% of the total government's expenditure.
An allocation of 3% of the national budget of 2009 is being sought in 2009 to support the achievement of the ministry’s strategic objectives.

PORTFOLIO AND RESOURCES According to the 2009 estimates a total of 49 full time positions are available within the ministry, but some are still vacant.

In this regard, and as we seek to enhance the capabilities of the ministry, these vacant positions will have to be filled.
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 show significant growth within its various departments.

This has been demonstrated by the wide range of programmes and activities established throughout the communities in Nevis.

Highlighted below are some of its achievements from 2007 to present.

1.

Trained one staff member in the Principles and Practices of Social Work at the UWI, Mona Jamaica.

2.
2.

Established partnership with Metal Industries Company Limited of Trinidad to train young persons for industry.

Seventeen persons have successfully completed phase 1 of the programme.

3.

Established and officially launched the Nevis Cultural Development Foundation.

4.

Purchased properties in Jessups and Cotton Ground to construct community centre, to further enhance community development in these areas.

5.
5.

In the process of procuring designs for the upgrade of the Brown Hill play field to include a 300 metres athletics track.

6.

Awarded four scholarships in January 2008 as part of the Alexander Hamilton Scholarship Fund.

7.

Introduced the homework assistance programme to two additional communities namely Pond Hill and Hardtimes.

8.

Expanded the BNTF operations to include a Development Projects Foundation Inc. 9.
Secured funding from the German Embassy to assist the Nevis Dyslexia Association and the 263 Sick Bay Project at the St. James Primary School.

10.

Employed two sports officers in the area of football to enhance the under 13 and 15 football programme.

11.

In collaboration with the Tourism Authority hosted a MCC touring team of England and a female football team of Canada, as part of our sports tourism initiative.

12.

Hosted the Carita Games Congress at the Four Seasons Resort.

13.
13.

Successfully implemented the first phase of a girls programme dubbed Nevis Pearls.

14.On International Women's Day held an awards ceremony and honoured one woman from each parish.

15.

Establish Nevis Caribbean Healthy Lifestyle Club in March 2008.

16.

Expansion of the seniors recreational programme to St. Johns parish 2.4.2 Capital Projects Information 2.4.2.1 Major Government Projects (MGP) and status report Project 1.
Fine Arts Theatre Total Project Cost and Source of Funds $8,150,700 – Revenues and Loan $5,433,000 Loans $2,717,700 Revenue Strategic Objective: To provide a permanent venue for the promotion and the development of the arts.

Project 2.

Improvement and Maintenance of Sporting Facilities Total Project Cost and Source of Funds $150,000.00 – Revenue Strategic Objective: To improve existing sporting facilities to encourage physical activities amongst our youths.
2.4.2.2 Other Capital Projects Judged Important and status report Improvement and maintenance of community centres - $100,000XCD.

National Training Program -HYPE - $100,000XCD.


2.4.3 Transfer Payment Information The Ministry of Social Development etc would be assisting : - Local institutions, organisations and individuals ( Administration) - $200,000.00 - Social Welfare (Community level) - $7000.00 - The less fortunate in our society (Social Services) - $272,000.00 - The Nevis Cultural Development Foundation- 575,000.00 264 Section 3:Detailed Planning by Programme Portfolio Programme 13.
Promote Meaningful Social Change through Community Development, Sports, and Social Services 1.

Provide General Administration Responsibility Centre 13 - Ministry of Social Development, Youth, Sports and Community Development 13 - Permanent Secretary Office 1301 - Administration Officer in Charge Administrative Assistant Goals/Global Objectives Coordinate the implementation of programmes and activities to be executed by the various departments within the Ministry.
Objective(s) for 2010 1.Keep the administrative support function under 3.4 %.

2.Keep the provision of support to community development, sports and social assistance to at least 1%.

Expected Results Less than 3.4% at least 1% Performance Indicators Cost of administration as a percentage of total ministry’s costs.

Cost of transfer as a percentage of total ministry’s costs.
Financial Summary Sub-Programme 1.1 Provide Administrative Support 1.2 Alleviate Poverty through Community Based Projects 1.3 Support Local Organisations, and Associations Expenditure Expenditure Expenditure Expenditure Expenditure Projected Planned Estimated Projected Actual 2008 2009 2010 (in thousands) 2011 2012 641 170 200 945 184 200 1,000 210 1,088 223 1,116 230 180 200 220 Total 1,011 1,329 1,390 1,511 1,566 265 Portfolio Programme Responsibility Centre 13.
Promote Meaningful Social Change through Community Development, Sports, and Social Services 2.

Provide Programmes and Services that Support Social Well-being 13 - Ministry of Social Development, Youth, Sports and Community Development 13 - Permanent Secretary Office 1302 - Social Services Officer in Charge Director Goals/Global Objectives To create and promote awareness for the ongoing improvement of the social well being of the community.
Objective(s) for 2010 1.Implement a probationary programme for juveniles.

2.Increase the number of employers participating in job training programmes .

3.Increase the number of seniors that access home help care.

4.Increase the number of training opportunities for dept.

staff Expected Results Before the end of 4th quarter 33% 10% 25% 4 2 Performance Indicators Date of implementation.

% of increase of employers participating in job training programmes.
% of increase of seniors that access home based care and assistance.

number of training opportunities provided per division Number of Public Service Annoncements (PSA).

Number of advertisements.

5.continue training program and individual counseling for teen mothers 6.implement foster care programme for neglected children Before the end of 2nd quarter 10% Number of training opportunities provided to teen mothers % of foster children actually placed in home care.
Financial Summary Sub-Programme Expenditure Expenditure Expenditure Expenditure Expenditure Projected Planned Estimated Projected Actual 2008 2009 2010 (in thousands) 2011 2012 2.1 Provide Administrative Support 2.2 Provide Support to Families 2.3.
Enhance the Social Well-being of Senior Citizens 2.4 Promote Awarenes of Gender Related Issues 2.5 Support and Develop Youth 581 312 42 174 405 279 385 111 202 369 344 303 152 193 383 387 315 162 199 398 445 339 165 204 Total 1,109 1,383 1,360 1,446 1,551 266 Portfolio Programme Responsibility Centre 13.

Promote Meaningful Social Change through Community Development, Sports, and Social Services 3.

Provide Programmes and Activities that Develop and Support Sports and Community.
13 - Ministry of Social Development, Youth, Sports and Community Development 13 - Permanent Secretary Office Officer in Charge Permanent Secretary Goals/Global Objectives To enhance the human resources potential of all Nevisians through the provision of sustainable sporting and community based programs in order to bring about meaningful social change Objective(s) for 2010 1.Increase the educational and training opportunities at the community level.
2.Increase the number of persons coached in the various sporting disciplines.

3.Mobilize various communities to initiate community activities for social cohesion.

4.Provide training opportunities for sports administrators and officials.

Expected Results 5% 5% all disciplines covered all disciplines covered at least 2 per parish at least one per discipline Performance Indicators % increase of adults exposed to education and training.

% increase of children exposed to education and training.
% increase of the number of youths receiving coaching at the primary and secondary levels.

% increase of adults receiving coaching at the national and community levels .

Number of communities mobilized and activities implemented.

Number of workshops conducted per discipline.


Financial Summary Sub-Programme Expenditure Expenditure Expenditure Expenditure Expenditure Planned Estimated Projected Actual Projected 2008 2009 2010 (in thousands) 2011 2012 3.1 Support and Develop Sporting Programmes and Facilities 3.2 Support and Develop Community Programmes and Facilities 446 446 893 Total 679 512 691 523 712 549 742 570 1,191 1,214 1,261 1,312 267 Portfolio Programme Responsibility Centre 13.
Promote Meaningful Social Change through Community Development, Sports, and Social Services 4.
Provide Grants and Contribution to Statutory Organisations 13 - Ministry of Social Development, Youth, Sports and Community Development 13 - Permanent Secretary Office Officer in Charge Permanent Secretary Goals/Global Objectives To support sport, community and social assistance to ensure sustainability and social well being Objective(s) for 2010 1.To give support to community development, sports and social assistance.
Expected Results Performance Indicators less than 2% % of ministry budget given to individuals, organisations and associations as financial assistance.

Financial Summary Sub-Programme Expenditure Expenditure Expenditure Expenditure Expenditure Planned Estimated Projected Actual Projected 2008 2009 2010 (in thousands) 2011 2012 4.1 Support Nevis Cultural Development Foundation 1,318 Total 1,318 662 662 575 575 600 600 600 600 268 Portfolio Programme Responsibility Centre 13.
Promote Meaningful Social Change through Community Development, Sports, and Social Services 5.

Manage Public Sector Investment Projects (PSIP) for the Ministry of Social Development 13 - Ministry of Social Development, Youth, Sports and Community Development 13 - Permanent Secretary Office Officer in Charge Permanent Secretary Goals/Global Objectives Enhance the capacity in social services ,sports and community development.

Objective(s) for 2010 1.Complete all projects on time and within budget.
Expected Results 100% 100% Performance Indicators % of project completed vs planned.

% of budget expensed.
Financial Summary Sub-Programme 130150 - Improvement and Maintenance of Community Centers - Revenue 130151 - Improvement and Maintenance of Sporting Facilities - Revenue 130173 - Fine Arts Theatre - Loans 130178 - National Training Program (HYPE) - Revenue 130179 - Purchase of Saunders Land & Upgrade of Cotton Ground Playfields - Loans 130180 - Construction of Community Centres - Loans 130180 - Community Centers - Revenue 130181 - Barnes Ghaut Community Center - Development Aid 130181 - Barnes Ghaut Community Center - Revenue 1301082 - Senior Citizen Hotmeal Kitchen - Revenue 1301082 - Senior Citizen Hotmeal Kitchen - Development Aid Expenditure Expenditure Expenditure Expenditure Expenditure Projected Planned Estimated Projected Actual 2008 2009 2010 (in thousands) 2011 2012 200 500 5,434 100 100 5,000 100 100 200 90 200 150 120 100 50 100 150 5,434 200 700 2,262 500 280 70 29 115 Total 6,134 5,300 9,840 550 460 269 3.1 Important Initiatives Contributing to the Achievement of the Annual Objectives -Cost of Administration as a percentage of total ministry costs would be kept at 3.4%, while the cost of transfer as a percentage of total ministry’s cost will be maintained at 1%.
-Percentage increase of the number of educational and training programmes implemented in sports and community development will increase by 20%.

While the target group increase of educational and training programmes for children, youths, adults and the elderly will be 5% per target group.

-To increase public awareness re-social development programmes at least four (4) public service announcements (PSA) and two (2) advertisements per unit will be instituted.
-By the end of the 1st quarter probationary programmes for juveniles will be implemented.

-Recruitment and employment of coaches to cover all disciplines to ensure at least one training workshop per discipline for athletes and officials.

- Launch of Culturama through the Nevis Cultural Development Foundation was established the first of June 2008.

-20% increase of workshops and training sessions will be held to promote various aspects of arts and culture.
3.2 Justification for the current year planned Expenditure 270 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 Expenditure Expenditure Expenditure Expenditure Expenditure Projected Planned Estimated Projected Actual 2008 2009 2010 2011 2012 (in thousands) 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 Grants 10-Grants and Contributions - Grants Social Benefits 13-Public Assistance Other Expenses 12-Rewards and Incentives - Compensation of Employees 28-Sundry Expenses Total 2,813 3,702 3,784 4,018 Capital Expenses Memorandum Items 40-Consultancy Feasibility, Tendering and Specialist Costs 42-Supplies and Materials 45-Acquisition/Construction of Physical Assets 48 Renovation and Upgrade 6,134
 6,134 500 5,634 5,300 5,300 100 100 5,100 Total 6,134 5,300 Transfer Expenses Grants 10-Grants and Contributions - Grants Total Total Portfolio’s Capital Spending profile by Sources of Funds Expenditure Expenditure
 Expenditure Expenditure Expenditure Actual Estimated Planned Projected Projected Source of Funds 2008 2009 2010 2011 2012 Project No 141 Fine Arts Theatre Revenue Sub-total (in thousands) 5,434 5,434 5,000 5,000 5,434 5,434 142 Improvement and Maintenance of Sporting Facilities Revenue Sub-total 500 500 143 Improvement and Maintenance of Community Centres Revenue Sub-total 200 200 100 100 100 100 150 150 100 100 200 200 100 100 515 Construction of Community Centre for Camps, Fountain, Jessups, Charlestown & Cotton Ground Loans Revenue Sub-total 2,962 500 3,462 100 100 200 200 90 90 50 50 523 Senior Citizen Hot Meal Kitchen - Development Aid Development Aid Sub-total 524 Senior Citizen Hot Meal Kitchen - Revenue Revenue Sub-total 526 Barnes Ghaut Community Center - Revenue Revenue Sub-total Others Revenue Sub-total Total 115 115 29 29 350 350 200 200 100 100 6,134 5,300 9,840 150 150 550 120 120 460 272 4.5 Portfolio’s Summary by Sources of Funds Expenditure Expenditure Expenditure Expenditure Expenditure Actual Estimated Planned Projected Projected 2008 2009 2010 2011 2012 Source of Funds (in thousands) Development Aid Loans Revenue Total 10,464 10,464 9,864 9,864 115 2,962 11,302 14,379 5,368 5,368 5,489 5,489 273 4.6 Status Report on Major Government Projects (MGP) PROJECT 1: FINE ARTS THEATRE Total Project Cost and Source of Funds $5,433,800 – Loan Strategic Objective: To provide a permanent venue for the promotion and development of the Arts Lead Department or
 Agency: CULTURE Contracting Authority: Participating Departments and Agencies: Project Management Unit: Prime Contractor: PROJECT 2: IMPROVEMENT AND MAINTENANCE OF COMMUNITY CENTRES Total Project Cost and Source of Funds $100,000.00 – Revenue Lead Department or Agency: Ministry of Social Development Contracting Authority: Participating Departments and Agencies: Public Works Department Project Management Unit: Prime Contractor: PROJECT 3: IMPROVEMENT AND MAINTENANCE OF SPORTING FACILITIES Total Project Cost
 and Source of Funds $150,000.00 – Revenue Strategic Objective: PROJECT 4: NATIONAL TRAINING PROGRAMME Total Project Cost and Source of Funds $200,000.00 – Revenue Strategic Objective: To provide youths with skills training 4.7 Personal Emoluments – Details of Salaries Administration (7) Executive Director 1 Permanent Secretary 1 Senior Clerk (s) 1 Special Advisor 1 Junior Cultural Officer 1 Administrative Assistant 2 274 Department of Community Development and Sports (17) Community Development Division – (5) Community Development Officers – (5) Sports Division (7) Field Supervisor 1 Junior Clerk(s) 1 Sports Co-ordinator 3 Director 1 Cricket Coach 1 BNTF (4) Secretary/ Clerks 1 Senior Clerk (s) 1 Community Liason Officer II 1 Project Coordinator (BNTF) 1 Social Services Department (13) Junior Clerk(s) 1 Probation Officer 1 Director 1 Social Officer 1 Counsellor 1 Senior Developmental Officer 2 Senior Citizen's Programs Co-ordinator 1 Gender Affairs Officer 1 Gender Affairs Co-ordinator 1 Youth Dev.
Officer 1 Business Development Officer 1I 2 275 14- Ministry of Trade, Industry, Consumer Affairs, Import and Export Control 2010 276 Section 1: Executive Summary and Management Representation Statement 1.1 Minister’s Message It is indeed an honor and privilege for me to have assumed the responsibility for the Ministry of Trade, Industry, Consumer Affairs, Import and Export Control during the past year.
The staffing of some key areas have taken more time than was previously anticipated and thus this has somewhat hampered the Ministry's ability to realize full implementation of some of its objectives.

However, the Ministry is in its final stage of completing its team and therefore will be ideally positioned to make the type of impact that the 2010 budget has outlined in its plans and programmes.
This exciting opportunity will provide for the following to materialize: A new structure and mechanism that will provide for well planned and orchestrated development at the Industrial Site.

This should foster the growth of new industries and make this undertaking an exciting and impactful one.
Consumer confidence to be heightened through the regular monitoring of products and prices and the assurance that government's subsidized products are passed on to the consumer, thus assisting government in its quest to keep the cost of living down.

A more effective and well managed restructured Supply Office that truly supports government's policy of providing food and other products at subsidized prices in a reliable manner.
Efforts will also be made to better utilize existing space which will allow for better layout and displays.

Government continued aggressive programmes of developing the small business sector expand the economy.

Thus, it will continue its well thought out initiative of supporting small business development through the provision of loan financing,technical assistance and duty concessions where applicable.
A Craft House facility that improves the marketability of its products through the production of higher grade products, makes itself more visible and one that is transformed into a viable economic entity.
This Ministry will continue its work of collaboration as it works with all other Mistries and non- government agencies to achieve its stated objectives.Mention must now therefore be made of the encouragement been given to the Nevis Chapter of the St Kitts-Nevis chamber of Commerce to reconstitute itself and take advantage of Government's offer of assistance and thus perform its role in this developing economy.
277 Finally I wish to pay tribute to those in my Ministry who have been very instrumental in producing this comprehensive document and commend them for their undertaking to make this Ministry a very productive one in 2010.
Honorable Dwight Cozier ________________________ Junior Minister in the Ministry of Trade, Industry, Consumer Affairs, Import and Export Control 1.2 Executive Summary The role of the Ministry of Trade, Industry and Consumer Affairs continues to be that of fostering the growth of Trade and Industry, promoting consumer education and protection, while creating an enabling environment for the development of small business and craft production.
The Ministry has more than justified its creation in that it has been able to systematically move in the direction of the mandate for which it was established.

However, much more could have been achieved if it were not for the financial constraints that have been forced on the country as a result of the economic downturn the world over.

The necessary fiscal measures that the government has put in place has somewhat hampered the ability of the Ministry to achieve some of its objectives.
This of necessity means that many of the targets set were not met in their entirety and thus the need to revisit most of the previously established objectives.

The Ministry will therefore continue to explore the following during 2010.

• An expanded role for SEDU in the development and expansion of small businesses.

• The provision of more technical assistance to small corporations in collaboration with CDB and its related programmes.
• Make fully operational the Consumer Affairs Department as it strives to provide more consumer protection and education.

• The implementation of new management structures and procedures.

• The increased vigilance and efficient management of the supply office to provide the Nevisian public with a reliable source of products at reasonable prices.
• Continue to restructure the programmes of the Craft House to offer a higher quality and wider range of products, which, through effective marketing will make it a viable undertaking.

• Strengthen the existing link with the Ministry of Trade in St Kitts with a view to enefit from all the linkages and programmes that are available to the public and the entire establishment.
• Establish a mechanism that will facilitate the setting up of new industries at the designated 278 industrial sites and at the same time develop linkages with those already established.
The realization of the above will ensure that the Ministry contributes to the overall goals and objectives of the Administration and that the desired end is achieve 1.3 Management Representation Statement I submit, for tabling in Parliament the annual Report on Plans and Priorities (RPP) for the Ministry of Trade and Industry, Consumer Affairs, Import and Export Control.
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 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.

Dwight Morton ____________________ Permanent Secretary 3 279 Section 2: Ministry Overview 2.1 Mission Statement To foster the growth of Trade and Industry and promote consumer education and protection, while creating an enabling environment for the development of small business and craft production.
The Ministry of Trade and Industry, Consumer Affairs, Import and Export Control endeavours to accomplish its mission, through the collaborative efforts of the various units and Departments within the Ministry.

SEDU (Small Enterprise Development Unit) The Mission is to spearhead a sustained effort to achieve greater efficiency, improved competitiveness and stimulate innovation and expansion of Small and Micro Businesses in a global economic environment.

This will be cleared by: 1.


Assist with local and overseas tradeshows.

2.

Assist in financing businesses by disbursing the Government’s Entrepreneurial Development Fund.

3.

Managing the Entrepreneurial Development Center.

4.

Provides assistance in the writing up and development of business plans 5.

Vet and recommend requests for duty free concessions for business.

6.

Provide training in business related areas.


SUPPLY OFFICE The mission of the Supply Office is to supply the general public with a steady supply of staple and utility products at the best possible prices while reducing the cost of living through the sale of government subsidized products.

This will be achieved by: 1.

Securing additional supplies so as to provide greater reliability and wider choice of products.

2.
2.

Renegotiating contracts with existing suppliers with a view to securing better terms and conditions.

3.

Restructuring the department to include new rules and regulations to promote greater efficiency.

4.

Regulate the price of supplies.

5.

Source and distribute new products.

TRADE AND CONSUMER AFFAIRS The mission of this unit is to develop local, regional and international trade capacity and business efficiency on the island, while providing consumer education and protection.
This unit will accomplish its mission by: 1.

Providing consumers with regular reports in relation to the provision of goods.

2.

Addressing complaints and concerns of consumers as they are raised.

3.

Inspecting business houses to ensure that expired goods are not offered for sale by ensuring that prices are as recommended.

4.

Providing consumer education through various means of communication.

5.

Controlling imported commodities.

280 6.

Processing import and export license applications.

7.
7.

Making recommendations on trade agreements and policies.

CRAFT HOUSE The mission of this unit is to harness and develop the skills and creativity of craft production and assist with the presentation and marketing of products.

This unit will accomplish its mission by performing the following: 1.

Identifying new craft marketing skills.

2.

Provide training in craft making skills.

3.

Increasing craft production.

4.

Selling of craft items.

5.

Participating in Trade Shows.


INDUSTRIAL DEVELOPMENT The mission of this unit is to administer and supervise all areas designated as industrial sites, so as to provide for less bureaucracy and greater efficiency.

The unit’s mission will be accomplished through the following: 1.

Establishing the regulatory framework by which industries will be established and run.

2.

Establishing linkages that will provide for the monitoring and oversight of industries.

3.
3.

Encouraging and facilitating the establishment of new industries and related businesses.

4.

Identifying and determining all areas that fall under the purview of the Ministry.

281 2.3 Portfolio Activity Summary Portfolio 14.


Lead in Maintaining Trade, Industry, Consumer Affairs, Imports and Exports Responsibility Centre 14- Ministry of Trade, Industry, Consumer Affairs, Import and Export Control 14 - Permanent Secretary Office Officer in Charge Permanent Secretary Goals/Global Objectives To effectively manage and coordinate all aspect of Trade, Industry, Consumer Affairs and all Small Businesses to foster growth.
Objective(s) for 2010 1.To foster the growth of trade, industry and small businesses development, while promoting consumer education.

Expected Results 10% Performance Indicators The growth of trade and small businessess within the local economy.

Financial Summary Programme Expenditure Expenditure Expenditure Expenditure Expenditure Projected Planned Estimated Projected Actual 2008 2009 2010 (in thousands) 2011 2012 1.

Provide Administrative Services 2.

Manage Trade and Consumer Affairs 3.


Maintain Industrial Development 4.

Manage Public Sector Investment Projects (PSIP) for Ministry of Trade 508 4,750 300 899 4,140 23 275 944 4,130 23 200 971 3,967 25 270 995 4,196 27 250 Total 5,558 5,337 5,296 5,233 5,467 282 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 Trade, Industry, Consumer Affairs and Import and Export control is to: 1.
Stimulate the production of craft to improve quality and variety of products.

2.

Provide consumer protection and education.

3.

Ensure a more effectively run and managed Supply Office through a restructuring process.

4.

Maintain a regular, consistent and steady supply of products at reasonable prices.

5.

Institute process of effective ongoing monitoring of prices to ensure businesses adhere to controlled prices of subsidized products.

6.
6.

Consolidate the process of reviewing applications and providing duty concessions to small businesses and to stimulate their growth.

7.

Establish the necessary structure to ensure that the industrial site is properly organized and managed.

In order to ensure that all of the above takes place, the Ministry of Trade, Industry, Consumer Affairs and Import and Export Control will work closely with all other Ministries.

2.4.1.2 Portfolio’s Annual Objectives vs Strategic Objectives 1.
To provide a more reliable and constant supply of products.

2.

To reduce the amount of arrears at the Supply Office.

3.

To have a more efficient Supply Office in all areas.

4.

To ensure that consumers receive the benefits of government concessions on food and other products.

5.

To have a more educated and informed consumer.

6.

To increase the number of small businesses that receives financial and technical assistance.

7.
7.

To stimulate the economy through the empowerment of small businesses and entrepreneurs.

8.

To develop trade capacity as it relates to the various aspects of the Ministry.

9.

To properly administer all matters as it relates to the government’s industrial site and industrial 283 expansion.

 10.

To enhance the Craft House thus creating a more viable and productive entity.

11.

To form alliances and work closely with the Chamber of Commerce and other similar bodies.
2.4.1.3 Modifications to the Portfolio’s Strategic Directions during the year The main thrust of the Ministry during the year will be to enhance the provision of administrative support and work closely with all the units to ensure that all of the objectives are met.

The supply Office will work towards greater efficiency leading to a regular, consistent supply of products to the public at reasonable prices.
The Trade and Consumer Affairs unit will work at developing trade capacity and providing well needed consumer protection and education.

The Industrial Unit will be geared towards consolidating, developing and managing the industrial site.

Small Business Unit (SEDU) will work towards making an even greater impact as it relates to the number of small businesses and persons who benefit from the services provided.
The Craft House will seek to become more visible and productive as it takes a more aggressive approach at marketing, quality control, and production.

2.4.1.4 Main Activities contributing to the Portfolio’s Annual Objectives 1.

Source and secure additional suppliers to provide well needed options for a regular and consistent supply of products.

2.

Put in place more effective and stringent measures that would reduce delinquency and improve collection measures .

3.
3.

Regular visits to be made to business places to ensure effective monitoring of prices and expiration date of products.

4.

Consumer Affairs Unit to produce literature and inform Public through the use of the media.

5.

SEDU will continue its co-operation with the OECS Export Development Unit (EDU) nd the CDB.

It will also look at the expansion of both the (YES) Youth Enterprise Scheme and the Entreprenurial Development Fund (EDF).

6.
6.

Maintain the policy of assisting small businesses through tax concession and the provision of technical assistance.

284 7.

Recommendations will be made in relation to trade legislation, policies and trade agreements.

8.

A closer link will be established with the Federal Ministry of Trade and Industry with a view to improving collaboration.

9.

Organize, plan and execute the layout of government industrial sites and oversee the establishing up of new industries.

10.
10.

Bring all designated government industrial sites under the umbrella of the Ministry.

11.

Improve and strengthen the management structure of all units in the Ministry.

12.

Better and more effective use of the media.

2.4.1.5 Main Challenges to Achieve Portfolio’s Annual Objectives The main challenges that will impact on the successful completion of the Ministry’s objectives for the year must be met head on if greater success is to be achieved next year.

1.
1.

The increasing cost of food prices on the world market will make it difficult to stabilize prices, and therefore government may be forced to adjust prices accordingly.

2.

The unwillingness of many of the debtors to accept their responsibility and settle outstanding amounts, thus creating the need for an effective collection strategy and implementation.

3.
3.

The capacity of the Consumer Affairs Unit to constantly monitor the business’ prices considering the ever changing prices of products and limited unit size.

4.

Capacity building and exposure through the provision of relevant training exercises for staff in the various units.

Some staff and also units are new, thus the urgent need for exposure in relevant skill areas.

5.

Provision of additional space to cope with the increasing range of products sold at the the Supply Office.
Shelving needs to be provided.

6.

If the available space is to be maximized, air conditioning needs to be provided if some items are to maintain their full shelf life.

7.

Additional staff and financial resources must be provided for the Small Enterprises Development Unit if it is to meet the ever increasing demand placed on it by an expanding small business sector.

The development of small business is absolutely critical if the economy is to continue to grow apace.

8.
8.

The Craft House has not made the market penetration necessary for it be as viable an institution as it should be, thus the challenge to be more visible and proactive in this regard.

There is a need to produce more of the products that are sold at its outlet in Charlestown, and t thus become less dependent on imports.
2.4.1.6 Portfolio’s Resources and the achievement of the Strategic Objectives over a Multi-Year Time Horizon 285 The Ministry will continue in its quest to achieve its set goals and objectives.With the restructuring and improved management of the Supply Office and the increased financial resources allocated to it for next year, an improved quality and delivery of service is anticipated.
The Consumer Affairs Department is expected to be fully staffed and operational and thus ideally placed and positioned to carry out the mandate of providing consumer education and protection.

Assuming responsibility and control over the industrial site will provide the ideal opportunity to manage the establishing of new industries in the area(s) so designated.
An additional staff will be provided for the Small Enterprise Development Unit (SEDU) enhancing it with the improved capacity to be an even more effective and dynamic entity to assist in the development of more small businesses.

The Craft House is expected to provide more training for its current staff as well as the additional staff that will be employed.

Greater productivity in terms of craft production and revenue generation is anticipated.
As we move to better position the Ministry of Trade, Industry, Consumer Affairs and Import and Export Control, additional staff is needed to reach its targeted objectives.

Portfolio's Resources The number of full time positions is about 14.
2.4.1.7 Impact of Previous Year’s Achieved Results on the Current Year’s Planned Expenditures It should be noted that most of the units that comprised the new Ministry of Trade, Industry, Consumer Affairs and Import and Export Control were separated from the Ministry of Social Transformation during the course of this year.
2.4.2 Capital Projects Information 2.4.2.1 Major Government Projects (MGP) and status report 2.4.2.2 Other Capital Projects Judged Important and status report 2.4.3 Transfer Payment Information 286 Section 3:Detailed Planning by Programme Portfolio Programme 14.

Lead in Maintaining Trade, Industry, Consumer Affairs, Imports and Exports 1.
Provide Administrative Services Responsibility Centre 14- Ministry of Trade, Industry, Consumer Affairs, Import and Export Control 14 - Permanent Secretary Office Officer in Charge Permanent Secretary Goals/Global Objectives To coordinate the affairs of the Ministry in a timely and effecient manner.

Objective(s) for 2010 1.Keep administrative support function around 1% of total recurrent expenditure.

2.Support more local business with access to small loans and concessions for start-up.
Expected Results 95% of expenditure 10% increase Performance Indicators Efficiently manage the resources of this department while providing efficient and reliable service.

To make local business more viable.


Financial Summary Sub-Programme Expenditure Expenditure Expenditure Expenditure Expenditure Projected Planned Estimated Projected Actual 2008 2009 2010 (in thousands) 2011 2012 1.1 Administration 1.2 Support the Small Enterprise and Craft House Total 508 508 428 471 899 471 472 944 488 483 971 504 490 995 287 Portfolio Programme 14.

Lead in Maintaining Trade, Industry, Consumer Affairs, Imports and Exports 2.
Manage Trade and Consumer Affairs Responsibility Centre 14- Ministry of Trade, Industry, Consumer Affairs, Import and Export Control 14 - Permanent Secretary Office Officer in Charge Permanent Secretary Goals/Global Objectives To ensure the effectiveness and proper implementation of plans and programmes to create a fair and equitable trading environment.

Objective(s) for 2010 1.Activily increase the public awareness of trade and consumer issues.
Expected Results Performance Indicators Reach at least 80% of consumer To increase the number of publication in association with trade and consumer issues.

Financial Summary Sub-Programme Expenditure Expenditure Expenditure Expenditure Expenditure Projected Planned Estimated Projected Actual 2008 2009 2010 (in thousands) 2011 2012 2.1 Trade and Consumer Affairs 2.2 Supply Office Total 4,750 4,750 281 3,859 4,140 330 3,800 4,130 352 3,616 3,967 368 3,828 4,196 288 Portfolio Programme 14.
Lead in Maintaining Trade, Industry, Consumer Affairs, Imports and Exports 3.

Maintain Industrial Development Responsibility Centre 14- Ministry of Trade, Industry, Consumer Affairs, Import and Export Control 14 - Permanent Secretary Office Officer in Charge Permanent Secretary Goals/Global Objectives To create environment and climate which will facilitate economic growth.

Objective(s) for 2010 1.To efficectively manage industrial development on Nevis.
Expected Results Performance Indicators at least 80% compliance To prepare guidelines for industrial development on Nevis Financial Summary Sub-Programme Expenditure Expenditure Expenditure Expenditure Expenditure Projected Planned Estimated Projected Actual 2008 2009 2010 (in thousands) 2011 2012 3.1 Support Industrial Development Total 23 23 23 23 25 25 27 27 289 Portfolio Programme Responsibility Centre 14.

Lead in Maintaining Trade, Industry, Consumer Affairs, Imports and Exports 4.
Manage Public Sector Investment Projects (PSIP) for Ministry of Trade 14- Ministry of Trade, Industry, Consumer Affairs, Import and Export Control 14 - Permanent Secretary Office Officer in Charge Permanent Secretary Goals/Global Objectives To manage the capital projects so as to alleviate cost over run.

Objective(s) for 2010 1.Effectively manage the Public Sector Investment within the Ministry to ensure economic growth and prosperity.
Expected Results Performance Indicators 5%-10% social improvement To ensure that investments are economically viable.
Financial Summary Sub-Programme Expenditure Expenditure Expenditure Expenditure Expenditure Projected Planned Estimated Projected Actual 2008 2009 2010 (in thousands) 2011 2012 140172 - Entrepreneurial Development Fund - Revenue 140174 - Youth Enterprise Scheme - Revenue Total 200 100 300 250 25 275 100 100 200 120 150 270 150 100 250 290 Section 4:Supplementary Information 4.1 Portfolio’s Main Estimates by Expenditure Type Org Unit Name: 14- Ministry of Trade, Industry, Consumer Affairs, Import and Export Control Expenditure Expenditure Expenditure Expenditure Expenditure Projected Planned Estimated Projected Actual 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 2008 2009 2010 2011 2012 (in thousands) Total 5,258 5,062 5,096 4,963 5,217 Capital Expenses Memorandum
 Items 40-Consultancy Feasibility, Tendering and Specialist Costs Total Total 300 300 300 300 275 275 275 275 200 200 200 200 270 270 270 270 250 250 250 250 5,558 5,337 5,296 5,233 5,467 291 4.4 Portfolio’s Capital Spending profile by Sources of Funds Expenditure Expenditure Expenditure Expenditure Expenditure Actual Estimated Planned Projected Projected Source of Funds 2008 2009 2010 2011 2012 (in thousands) Project No Others Revenue Sub-total Total 300 300 300 275 275 275 200 200 200 270 270 270 250 250 250 292 4.5 Portfolio’s Summary by Sources of Funds Expenditure Expenditure Expenditure Expenditure Expenditure Actual Estimated Planned Projected Projected 2008 2009 2010 2011 2012 Source of Funds (in thousands) Revenue Total 5,558 5,558 5,337 5,337 5,296 5,296 5,233 5,233 5,467 5,467 293 4.6 Status Report on Major Government Projects (MGP) PROJECT 1.
ENTREPRENEURIAL DEVELOPMENT FUND Total Project Cost and Source of Funds $100,000 XCD – Funded by Revenue Lead Department or Agency: Ministry of Trade Participating Departments and Agencies: Small Entiprise Development Unit PROJECT 2.
YOUTH ENTEPRISE SCHEME Total Project Cost and Source of Funds $100,000 XCD – Funded by Revenue Lead Department or Agency: Ministry of Trade Participating Departments and Agencies: Small Enterprise Development Unit 4.7 Personal Emoluments – Details of Salaries ADMINISTRATION(6) Business Development Officer 1 Executive Officer 1 Junior Clerk 1 Minister 1 Office Assistant 1 Permanent Secretary 1 TRADE AND CONSUMER AFFAIRS (8) Assistant Director 1 Consumer Affairs Officers 2 Executive Officer 1 Junior Clerk 1 Office Assistant 1 Senior Trade Officer 1 Supply Manager 1 294 Nevis Island Administration Debt Summary December 31st, 2010 Loan Key Title/Description Borrower Creditor Amount ECD$ Guarantor FOREIGN DEBT 1993011 Port Development - 8/ OCR SK.
& NEV CDB 2,278,842.10 1993012 Port Development - 8/SFR SK.

& NEV CDB 3,478,447.00 1993020 Port Development - 35/ SFR SK.

& NEV CDB 3,094,396.40 1994001 Port Development -(ADD) -35SFRVDR SK.

& NEV CDB 1,119,173.70 1994002 Port Development (ADD) - 35 SFR/ USD SK.

& NEV CDB 466,138.70 1994020 Port Development Nevis - Add - 8/OR SK.

& NEV CDB 1,842,531.00 1998011 Road Improv.

& Maint.

- 12 SDR SK.

& NEV CDB 9,509,150.00 1998012 Road Imp.

& Mtce Project.

SK.

& NEV CDB 6,480,445.90 1998014 Road Imp.


$ Mtce Project 12/SFR SK.

& NEV CDB 598,389.55 2001001 Road Improv & Maint(ADD) Nevis - 12SFR SK.

& NEV CDB 8,365,952.90 2001002 Road Improv & Maint(ADD) Nevis - 12OR USD SK.

& NEV CDB 177,821.20 1995010 Nevis Island Ports Project.

KWD# 471 SK.

& NEV KFAED 3,336,696.00 1999020 Newcastle Airport Project - KWD # 576 2000020 Supplementary Port Project - KWD # 590 NIA NIA KFAED 7,785,624.00 KFAED 1,853,720.00 1995020 Nevis Airport Project.

(Eur Inv Bank) SK.
(Eur Inv Bank) SK.

& NEV EIB 3,061,638.10 2000007 Royal Merchant Bank $ 5M Bond Issue 2001070 Royal Merchant Bank $10M Bond Issue 2008012 Unit Trust Corporation $10 Bond Issue 2009001 IMF -ENDER NIA NIA NIA NIA RMB 1,509,379.00 RMB 6,037,555.70 UTC 27,169,000.00 9,284,932.00 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.


NIA Federal Govt.
Total Outstanding - Foreign Debt 101,209,093.96 295 DOMESTIC DEBT Loan - SKNA National Bank Loan - SKNA National Bank Treasury Bills Issue Treasury Bills Issue ( RGSM) Overdraft a/c - SKNA National Bank Overdraft a/c - Bank of Nevis Overdraft a/c - FCIB Director Social Security RBTT Bank(SKN) Ltd National Piling Co. Wll Surrey Paving Co FINCO Loan - Bank of Nevis 6,928,070.80 4,524,786.17 66,024,018.26 12,424,630.00 59,637,859.07 7,217,249.50 1,679,713.20 151,752.08 1,087,988.34 18,825,611.93 7,054,849.71 479,520.58 27,525,228.63 NIA NIA NIA NIA NIA NIA NIA NIA NIA NIA NIA NIA NIA Total Outstanding - Domestic Debt 211,196,399.13 Total Disbursed Outstanding Debt 312,405,493.09 296 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, 2010 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.

Reallocation’s 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 Ministry of Finance.
297 NEVIS ISLAND ADMINISTRATION ESTIMATES 2010 SALARY SCALES, GRADES AND POSITION 298 INCREMENT MONTH SCALE Increment $ INCREMENT OF SALARY SCHEDULE 2010 Jan $ 11,280 Feb $ Mar $ Apr $ May $ June $ July $ Aug Sept $ $ Oct $ Nov $ Dec $ 28,120
37,900
30,130
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 299 NEVIS ESTIMATES 2010 APPROVED SALARY SCALES AND GRADES INTRODUCED EFFECTIVE 1ST JAN.2010 GRADE POSITION SALARY SCALE PER NOTES ANNUM N47 N45 N45 N43 Honourable Premier Honourable Ministers Junior Ministers Permanent Secretary, Finance Director Financial Services Legal Advisor Permanent Secretary Regulator, Financial Services Advisor Cabinet Secretary Anaesthetist Budget Director Director of Marketing-Financial Services Gynecologist/Obstetrician Medical Chief of Staff Principal Education Officer Surgeon Specialist Electricity Commissioner N42 Magistrate N39-N41 Engineer/Manager Director Director of Agriculture Director Fisheries Director NDMO Director of Press & Public Information Director of Public Works Director Physical Planning Director of Tourism Geothermal Commissioner Headmaster Hospital Administrator Medical Officer of Health Principal Assistant Secretary Registrar of Insurance/Financial Services Senior Audit Manager Senior Budget Analyst Senior System Analyst Treasurer Distance Learning Coordinator N33-38/39-41 Deputy Comptroller/Inland Revenue/Customs
 Director of Statistics & Economic Planning Economist l Health Planner Legal Draftsman Medical Officer of Health Water Development Engineer $135,480 $115,140 $115,140 $96,660 $84,960 $79,020 $75,360 $71,760 $62580 - $68,580 Qualification relevant to their respective area will move to N43 $48,780 - $60,000/68,580 Professional Qualification move to N39-N41 300 NEVIS ESTIMATES 2010 APPROVED SALARY SCALES AND GRADES INTRODUCED EFFECTIVE 1ST JAN.2010 .
GRADE POSITION SALARY SCALE PER ANNUM NOTES N33-38/39-41 Library Service Co-ordinator $48,780 - $60,000/68,580 Professional Qualification move to N39-N41 N33-38/39-40 Chief Labour Officer/Director of Trade $45,360- $60,000 $45,360- $60,000 Move to N39 with qualification N33-38 Agricultural Supervisor Business Development Officer Budget Analyst Dentist Deputy Director of Agriculture Deputy Headmaster Director of Social Services Education Officer/Planner Entomoogist Livestock Office Marketing Officer Veterinary Officer Education Psychologist Health Service Administrator Libarian Matron Project Coordinator -Schools Computer Program Senior Statistician Senior Economic Development Officer Senior Legal Counsel Director of Cooperatives Registrar - Financial Services Senior Physical Planner Supervisor Multipurpose Center Valuation Officer Vetenarian N33 - N40 Chief Librarian Policy & Regulation Officer $45,360- $65,580 N39 Head-Teacher (Degree) $62,580 $48,780- $62,580 $62,580 $54,840 - $57,420 $48,780- $62,580 Agricultural Officer with specialized training N33-38/39 N38 N36-37 N33-38 Laboratory Supervisor Senior Pharmacist Senior Physical Planner Senior Environmental Officer Senior Radigrapher Assistant Matron Supervisor, Public Health Nurses Health Manager Nurse Anaeshetist Nurse Manager Principal Environmental Health Inspector Psychiatrist Officer Accountant Agricultural Superviror Agro Tourism Officer AIDS Education & Prevention Officer Architect Assistant Engineer Assistant Comptroller Inland Revenue Assistant
 Director Assistant Director of Public Works Assistant Secretary Audit Manager Budget Analyst II Building Engineer Chief Building Inspector Civil Engineer Co-ordinator Teachers Resource Centre Counsellor Cricket Coach Deputy Comptroller of Customs Deputy Postmaster Director of Culture Assistant Director of Trade Economic Development Officer Economist ll Environment & Development Officer Fisheries Development Officer Foreman Mechanic 301 NEVIS ESTIMATES 2010 APPROVED SALARY SCALES AND GRADES INTRODUCED EFFECTIVE 1ST JAN.2010 SALARY SCALE PER ANNUM $48,780- $62,580 NOTES GRADE POSITION N33-38 GIS Officer Health Educator-Trained Human Resource Manager Laboratory Supervisor Legal Counsel Nevis Aids Co-ordinator Marketing Officer Medical Officer Pharmacist Physical Planning Officer Physical Therapist Physiotherapist (Degree) Project Officer Psychiatric Officer Radiographer l Senior Development Officer Senior Economic Officer Senior Human Resource Officer Senior Physical Planner Senior Tax Officer Senior Technical Officer 1 Senior Trade Officer Supervisor-Multi Purpose Center Statistician School Lab Supervisor Surveyor Systems Analyst I Trained Graduate Teacher Training Officer Valuation Officer Vat Officers N30-38 Deputy Director -Community Affairs Deputy Poastmaster Engineer Assistant Graduate Teacher (Untrained) Music Co-ordinator Social Case Worker Youth Development Officer-Trained $43,740 - $60,000 302 NEVIS ESTIMATES 2010 APPROVED SALARY SCALES AND GRADES
 INTRODUCED EFFECTIVE 1ST JAN.2010 SALARY SCALE PER ANNUM $43,740 - $54,840 NOTES $47,100 - $54,840 $48,780 - $52,260 $42,060 - $54,840 $43,740 - $50,460 $40,500 - $47,100 GRADE N33-36 N32-36 N33-35 POSITION Accounting Officer Abattoir Manager Assistant Deputy Comptroller-Customs Building Inspector Clerk of Works Communications Supervisor Co-operative Officer Co-operative Supervisor Court Administrator Deputy Registrar-Financial Services Fisheries Officer ll Rehab Therapist Senior Radiographer Senior Veterinary Assistant Tax Supervisor Director of Community Development Social Case Worker Dietitian I Head Teacher (non-degree) Supervisor - Special Education Administrative Officer Asst.
Nurse Manager Senior Environmental Health Inspector Senior Dispenser Senior Agricultural Officer N29-36 District Medical Officer N30-34 N28-32 Associate Producer Assistant Writer Craft Production Officer Dietician II Executive Director Pharmacist (untrained) Sports Co-ordinator Tourism Development Officer Administrative Assistant Assistant Building Inspector Asphalt Plant Manager Assistant Librarian Assistant Physical Planner Assistant Public Relations Officer Budget Officer Broardcast Engineer Community Liason Officer 1 Communications Officer Computer Analyst Court Reporter l Draftsman Early Childhood Resource Teacher Electrical Inspector Executive Officer Field Supervisor Draftsman Field Supervisor Fisheries Officer Gender Affairs Co-ordinator Health Statistician Heavy Equipment Supervisor Human Resource Officer Inspector of Works Library Technician III 303 NEVIS ESTIMATES 2010 APPROVED SALARY SCALES AND GRADES INTRODUCED EFFECTIVE 1ST JAN.2010 SALARY SCALE PER ANNUM $40,500 - $47,100 NOTES $35,800 - $47,100 $31,380 - $43,740 $31,380 - $38,940 GRADE N28-32 N25-32 N22-30 N22-27 POSITION Monitoring & Evaluation Officer Personal Assistant Physical Education Officer/Coordinator Quantity Surveyor Repair Shop Supervisor Reserch & Documentation Officer Senior Auditor Senior Co-orperative Officer Senior Fisheries Officer Senior Labour Officer Senior Livestock Extension Officer Senior Technical Instructor Senior Technical Officer II SFEP Manager Specialist Teacher Sports Co-ordinator Statistical Officer Systems
 Analyst II System Technician Tax Officer Grade III Technical Instructor Agricultural Officer Assistant Editor Writer District Nurse Environmental Health Inspector (Trained) Mental Health Nurse Radiographer ll Senior Development Officer Senior Citizen's Program Co-ordinator Staff Nurse Trained Teachers Customs Officer Grade 3 Dental Auxiliary Guidance Counsellor Trained Teacher Agricultural Assistant Animal Health Assistant Artistic Development Officer Asphalt Plant Foreman Assitant Foreman of Works Assistant Lab
 Technologist Assistant Building Inspector Auditor Broadcast Technician Junior Co-operative Officer Community Affairs Officer- Trained Community Development Officer Community Laison Officer ll Community Training Officer Consumer Affairs Officer Court Reporter ll Cultural Officer Draftsman Assistant 304 NEVIS ESTIMATES 2010 APPROVED SALARY SCALES AND GRADES INTRODUCED EFFECTIVE 1ST JAN.2010 SALARY SCALE PER ANNUM $31,380 - $38,940 NOTES GRADE N22 - 27 POSITION Fisheries Assistant Foreman Foreman Mechanic Foreman of Works Forestry Assistant Gender Affairs Officer HR Officer l Health Statistician Junior Co-operative Officer Junior Labour Officer Junior Technical Instructor Junior Technical Officer Library Techinician II Livestock Extension Officer Maintenance Technician Marketing Officer Music Instructor Physical Education Instructor Preventative Officer Probation Officer Pump Technician Quality Control Technician Roads Clearance-Supervisor Roads Foreman Senior Baliff Senior Clerk Senior Housekeeper Senior Meter Reader Senior Seamtress Senior Sports Officer Senior Store Clerk Senior Technical Officer Social Development Officer-Trained Social Officer Statistical Officer II Supervisor- Early Childhood Supervisor of Education Surveillance Officer Systems Analyst III Tax Inspector Grade II Tax Officer Grade II Technical Officer Youth Development Officer Veterinary Assistant N15-23 N12-23 Emergency Medical Technician Senior Orderly Assistant Foreman Assistant Radiographer
 Lab Technician Environmental Health Inspector (Untrained) Planning Technician Pharmacist Technician Student Dispenser Student Laboratory Technician Senior Vector Control Officer $23,220 - $32,880 $20,520 - $32,880 305 NEVIS ESTIMATES 2010 APPROVED SALARY SCALES AND GRADES INTRODUCED EFFECTIVE 1ST JAN.2010 SALARY SCALE PER ANNUM $20,520 - $32,880 NOTES $20,520 - $29,880 GRADE N12-23 N12-21 POSITION Student Lab Technologist Student Pharmacist Trained Pre-School Trained Special Educator Community Affairs
 Officer-Untrained Nursing Assistant Pharmacist/Technician Physical Planning Assistant Planning Technician Pupil Draftsman Research & Documentation Officer Secretary/Audit Assistant Secretary/Clerk Store Keeper Student Nurse Switchboard Assistant System Analyst IV N10-25 Mechanic Grade I Control Board Operator $18,720 - $35,880 N10-23 Laboratory Technician $18,720 - $32,880 $18,720 - $29,880 Minimum qualifications start N10-21 Audit Assistant Animal Health Assistant Administrative Clerk Assistant Laborotary Assistant Agricultural Trainee Cashier Clerk Binder Clerk-Data Entry Co-operative Officer-Trainee Consumer Affairs Officer Dental Assistant Dispatch Clerk Documentation Officer Fisheries Trainee Forestry Trainee Field Officer Housekeeper Junior Bailiff Junior Clerk Junior Cultural Officer Junior Sports Officer Junior Technical Instructor Laboratory Assistant Library Technician I Livestock Trainee Market Attendant Medical Store Clerk Medical Records Clerk Mechanic Grade II Meter Reader 306 NEVIS ESTIMATES 2010 APPROVED SALARY SCALES AND GRADES INTRODUCED EFFECTIVE 1ST JAN.2010 SALARY SCALE PER ANNUM NOTES $18,720 - $29,880 Minimum qualifications start $17,820 - $27,360 $17,820 - $25,200 $16,020 - $25,200 GRADE N10-21 POSITION Orderly Postman Production Assistant Receptionist School Library Technician Statistical Officer I Sub-Postman/Mistress Tax Inspector Grade I Tax Officer Grade I Training Officer Untrained Teacher Vetinary Trainee Ward Clerk N9-19 Bookbinder Grade
 I N10-17 N7-17 Assistant Storekeeper Nursing Attendant Assistant Maintenance Technician Clerical Assistant Customs Guard Customs Security Janitor Market Attendant Grade I Office Assistant Sorters Vector Control Officer N1-14 Bookbinder Grade II Market Attendant Grade II Office Attendant $11,280 - $22,320 307 STAFF POSITIONS – ESTIMATES 2010 DEPUTY GOVERNOR GENERAL (4) Administrative Officer (1) Housekeeper (1) Junior Clerk (1) Deputy Governor General (1) AUDIT (6) Administration Senior Audit Manager (1)
 Audit Assistant (1) Audits Audit Assistant (1) Audit Manager (2) Auditor 1 Senior Auditor 1 LEGAL LEGAL DEPARTMENT (9) Executive Officer (1) Legal Advisor (1) Legal Counsel(s) (2) Legal Draftsman (1) Senior Legal Counsel (2) Legal Assistant (1) Junior Clerk (1) COMPANY REGISTRY DEPT.
(3) Executive Officer (1) Junior Clerk(s) (1) Office Assistant (s) (1) PREMIERS ADMINISTRATION (18) Assistant Secretary 2 Executive Officer 1 Junior Clerk(s) 4 Office Attendant 1 Permanent Secretary 1 Personal Secretary 1 Premier 1 Receptionist I 1 Administrative Officer 1 Senior Clerk (s) 2 Advisor 1 Cabinet Secretary 1 Receptionist II 1 REGISTRAR (13) Administrative Officer 1 Administrative Assistant 1 Clerk/Binder 1 Court Administrator 1 Junior Bailiff 1 Junior Clerk(s) 3 Office Assistant 1 Senior Bailiff 1 Senior Clerk (s) 1 Resident Judge 1 Court Reporter II 1 MAGISTRATES (5) Executive Officer 1 Junior Bailiff 2 Junior Clerk(s) 1 Senior Clerk 1 LABOUR DEPARTMENT (6) Chief Labour Officer 1 Junior Clerk(s) 1 Junior Labour Officer (s) 1 Office Assistant 1 Senior Labour Officer 2 NEVIS DISASTER MANAGEMENT (5) Community Liason Officer I 1 Junior Clerk(s) 1 Director of NDMO 1 Project Officer 1 Communications Officer 1 DEPARTMENT OF INFORMATION (PREES & PUBLIC) (13) Administrative Assistant 1 Assistant Editor Writer 1 Broadcast Engineer 1 Director Press & Information 1 Junior Clerk(s) 1 Producer 1 Senior Clerk (s) 1 Senior Technical Officer II 1 Junior Technical Officer 1 Production Assistant 4 308 FINANCE Administration (4) Administrative Officer (1) Administrative Assistant (1) Permanent Secretary 1 Senior Clerk 1 Information Technology Division (9) Technician 1 Senior Systems Analyst 1 Systems Analyst I Systems Analyst II 1 Systems Analyst III 1 Systems Analyst IV 2 Central Purchasing Unit (1) Junior Clerk(s)
 1 Internal Audit Unit (3) Internal Audit Manager 1 Senior Auditor 1 Audit Assistance 1 Budget Preparations (4) Budget Analyst II 1 Budget Director 1 Senior Budget Analyst 1 Budget Officer 1 Fiscal Policy Unit (2) Economist I 1 Economist II 1 Administration and Investment Operations(1) Treasurer 1 Accounting Operations (6) Executive Officer 1 Junior Clerk(s) 2 Office Assistant 1 Senior Clerk(s) 2 Administration and Revenue Division (12) Assistant Deputy Comptroller-Customs 1 Cashier 1 Deputy
 Comptroller-Customs 1 Executive Officer 2 Junior Officer 5 Senior Officer 1 Systems Analyst III 1 Enforcement Division (7) Executive Officer 1 Junior Officer 4 Senior Officer 2 Seaport Operations (9) Customs Security 1 Executive Officer 1 Junior Officer 5 Senior Officer 2 Airport Operations (8) Customs Security 2 Executive Officer 1 Junior Officer 3 Senior Officer 2 INLAND REVENUE Administration (2) Deputy Comptroller-Inland Revenue 1 Secretary/Clerk 1 Auditing and Records Management (6) Assistant Comptroller-Inland Revenue 1 Senior Tax Officer 3 Tax Officers Grade I 1 Tax Officers II 1 Collection and Revenue Executive Officer 1 Tax Officers Grade I 2 Tax Officers Grade II 3 Tax Officers Grade III 1 Tax Supervisor 1 Property Valuation (4) Tax Inspector Grade I 2 Tax Inspector Grade II 1 Valuation Officer 1 309 Statistics Department (8) Director of Statistics and Economic Planning 1 Documentation Officer 1 Junior Clerk(s) 3 Senior Clerk(s)1 Senior Statistician 1 Statistician 1 Economic Planning (3) Documentation Officer 1 Economic Development Officer 1 Project Officer 1 Development and Marketing (5) Assistance Director 1 Director 1 Documentation Officer 1 Junior Clerk(s) 1 Senior Clerk(s) 1 Regulation and Supervision (14) Administrative Clerk 2 Assistant Regulator 3 Deputy Registrar 1 Junior Clerk(s) 3 Registrar(s) Financial Services 1 Registrar of Insurance 1 Regulator Financial Services 1 Senior Clerk(s) 1 Systems Analyst II 1 COMMUNICATIONS ADMINISTRATION (8)
 Assistant Secretary 1 Junior Minister 1 Permanent Secretary 1 Administrative Officer 1 Senior Clerk (s) 1 Geothermal & Electrical Unit (5) Senior Clerk (s) 1 Communications Officer 1 Geothermal Commissioner 1 Electricity Commissioner 1 Electrical Inspector 1 PHYSICAL PLANNING DEPARTMENT (19) Assistant Building Inspector 1 Building Engineer 1 Building Inspector 1 Chief Building Inspector 1 Deputy Director 1 Director Physical Planning 1 Environment & Development Officer 1 Executive Officer 1 Junior Clerk(s) 1
 Office Assistant 1 Physical Planning Officers 2 Physical Planning Assistant 1 Planning Technicians 3 Senior Clerk 1 Senior Environmental Officer 1 Senior Physical Planner 1 PUBLIC WORKS ADMINISTRATION (11) Architect 1 Civil Engineer(s) 1 Clerk of Works 1 Deputy Director 1 Director Public Works 1 Draftsman 1 Executive Officer 1 Heavy Equipment Supervisor 1 Junior Clerk(s) 1 Office Assistant 1 Senior Clerk 1 ROAD, BRIDGES & MINOR WORKS (2) Field Supervisor 1 Inspector of Works 1 BUILDINGS (2) Foreman of Works 1 Inspector of Works 1 REPAIR SHOP (2) Foreman Mechanic 1 Repair Shop Supervisor 1 ASPHALT PLANT (2) Asphalt Plant Foreman 1 Foreman Mechanic 1 310 WATER DEPARTMENT ADMINISTRATION AND BILLING DIVISION (10) Engineer/Manager 1 Executive Officer 1 Junior Clerk(s) 1 Senior Clerk (s) 1 Senior Meter Reader 1 Storekeeper I 1 Cashier 1 Water Development Engineer 1 Storekeeper II 1 Customer Service Manager 1 PRODUCTION (7) Clerk of Works 1 Foreman Mechanic 2 Inspector of Works 1 Pump Technician 1 Engineer Assistant 1 Operations Manager 1 DISTRIBUTION (3) Foreman of Works 2 QUALITY CONTROL (2) Laboratory Assistant 1 Laboratory Technician 1 Assistant Secretary 1 Health Planner 1 Minister 1 Office Assistant 1 Permanent Secretary 1 HEALTH PROMOTION UNIT (5) Clerk-Data Entry 1 Health Educator-Trained 1 Health Statistician 1 Senior Health Educator 1 Social Case Worker 1 HIV/AIDS UNIT (5) AIDS Education & Prevention Officer 1 Monitoring & Evaluation Officer 1 Nevis Aids
 Co-ordinator 1 Secretary/ Clerk 1 Surveillance Officer 1 PUBLIC HEALTH ADMINISTRATION Officer of Health 1 Senior Clerk 1 DENTAL UNIT (6) Dental Auxillaries 3 Dentists 3 POST OFFICE ADMINISTRATION & REVENUE CONTROL (10) Executive Officer 1 Junior Clerk(s) 3 Office Assistant 1 Senior Clerk (s) 2 Sub-Postman 1 Deputy Postmaster 1 Dispatch Clerk 1 POSTAL DELIVERIES & DISPATCH (8) Postmen 8 HEALTH ADMINISTRATION Administrative Officer 1 Advisor 1 COMMUNITY HEALTH SERVICES (13) District Nurse(s) 7 Health Manager (s) 4
 Nurse Manager 1 Supervisor Community Health Nurse 1 ENVIRONMENTAL HEALTH (14) Environmental Health Officers - Untrained 2 Environmental Health Officers - Trained 4 Principal Env.
Health Inspector 1 Vector Control Officer 1 Senior Environmental Health Officer 1 Senior Vector Control Officer 1 PSYCHIATRIC SERVICES (3) Orderlies 2 Social Officer 1 311 Radiographer I 1 Radiographer II 1 Senior Radiographer 1 Student Lab Technologist(s) 3 DOMESTIC AND NUTRITION SERVICES (3) Dietician I 1 Dietician II 1 Senior Housekeeper 1 GERIATRIC SERVICES (11) Nurse Manager 1 Nursing Assistants 3 Nursing Attendants 5 Orderly 1 Staff Nurse 1 TOURISM ADMINISTRATION (8) Assistant Secretary 1 Junior Clerk(s) 1 Office Assistant 1 Permanent Secretary 1 Administrative Officer 1 Senior Clerk (s) 1 Marketing Officer 1 Advisor 1 TOURISM RESEARCH AND DEVELOPMENT UNIT (5) Junior Clerk(s) 1 Project Officer 1 Research & Documentation Officer 1 Tourism Education Officer 2 EDUCATION GENERAL ADMINISTRATION(6) Permanent Secretary 1 Administrative Officer 1 Advisor 1 Director 1 UWI DISTANCE EDUCATION (2) Co-ordinator Distance Education 1 Technician 1 ALEXANDRA HOSPITAL (14) ADMINISTRATION AND MAINTENANCE Administrative Officer 1 Assistant Matron 1 Hospital Administrator 1 Junior Officer 1 Maintenance Technician 2 Matron 1 Medical Chief of Staff 1 Medical Records Clerks 1 Office Assistant 2 Receptionist I 1 Senior Clerk (s) 1 Senior Store Clerk 1 Ward Clerk 1 PATIENT CARE (80) Anaesthetist 1 Assistant Nurse Manager (s) 5 Emergency Medical Technician 4 Gynecologist/Obstician 1 Internist 1 Medical Officer (s) 1 Nurse Anesthetist 1 Nurse Managers 4 Nursing Assistants 12 Orderly 8 Pharmacist/Technician 1 Pharmacist 1 Physical
 Therapist 2 Psychiatrist 1 Rehab Therapist 1 Senior Orderly 1 Staff Nurse 26 Surgeon Specialist 2 Student Pharmacist 1 Senior Pharmacist 1 Medical Officer 5 DIAGNOSTIC SERVICES (10) Assistant Lab Technnologist 1 Clerk/Typist 1 Laboratory Supervisor 1 Medical Lab Technologist 1 312 ADMINISTRATION-EDUCATION DEPARTMENT (24) Artistic Development Officer 1 Education Officers 8 Education Planner 1 Executive Officer 1 Junior Clerk(s) 1 Junior Sports Officer 1 Music Coordinator 1 Music Instructor 1 Office Assistant 1
 Physical Education Officer 1 Principal Education Officer 1 Project Cordinator-Schools Computer Programme 1 Senior Clerk (s) 2 Senior Sports Officers 2 Sports Co-ordinator 1 EARLY CHILDHOOD (14) Supervisor - Education 1 Trained Pre-School 3 Untrained Teacher 6 Early Childhood Resource Teacher 1 Supervisor Education 3 SPECIAL EDUCATION (5) Supervisor - Education 1 Trained Special Educator 1 Trained Teacher 2 Untrained Teacher 1 TEACHER'S RESOURCE CENTER (2) Co-ordinator Teacher Resource Center 1 Junior Clerk(s) 1 PRIMARY SCHOOLS (145) Attendance Officer I 2 Assistant Principal 1 Guidance Counsellor (s) 6 Head Teacher 1 Junior Sport Officers 1 Junior Sports Officer 4 Junior Sports Officer 1 Principal 7 Trained Graduate Teacher 15 Trained Teacher 67 Untrained Teacher 39 School Librarian 1 CHARLESTOWN SECONDARY SCHOOL (73) Administrative Assistant 1 Attendance Officer I 1 Deputy Headmaster 1 Graduate Teachers 14 Guidance Counsellor(s) 3 Headmaster 1 Junior Sport Officers 1 Library Assistant 1 Office Assistant 2 Senior Clerk (s) 1 Specialist Teacher 3 Trained Graduate Teacher 16 Trained Teacher 11 Untrained Teacher 17 GINGERLAND SECONDARY SCHOOL (48) Deputy Headmaster 1 Graduate Teachers 8 Guidance Counsellor (s) 2 Physical Education Instruction 1 Principal 1 Senior Clerk (s) 1 Specialist Teachers 3 Trained Graduate Teachers 7 Trained Teachers 13 Untrained Teachers 11 MULTIPURPOSE TRAINING CENTER (19) Graduate Teachers 4 Junior Clerk(s) 1 Office Assistant 1 Senior Technical
 Instructor 3 Technical Instructor 3 Trained Teacher 1 Untrained Teacher 5 Supervisor - Multi Purpose Center 1 NEVIS LIBRARY SERVICE (14) Administrative Assistant 1 Bookbinder Grade I 1 Associate Librarian 1 Chief Libarian Clerical Assistant 1 313 Social Services Department (13) Counsellor 1 Clerk(s) 1 Director 1 Junior Youth Dev.
Officer 1 Gender Affairs Officer 1 Gender Affairs Co-ordinator 1 Probation Officer 1 Senior Developmental Officer 2 Senior Citizen's Programs Co-ordinator Social Officer 1 TRADE ADMINISTRATION (5) Business Development Officer 1 Executive Officer 1 Minister 1 Office Assistant 1 Permanent Secretary 1 TRADE Consumer Affairs Officers 2 Junior Clerk 1 Senior Trade Officer 2 SUPPLY OFFICE Executive Officer 1 Office Assistant 1 Supply Manager 1 Director 1 Documentation Officer 1 Librarian1 Library Technicians I 4 Library Associate 1 Office Assistant 1 HUMAN RESOURCES ADMINISTRATION (5) Junior Clerk(s) 1 Permanent Secretary 1 Administrative Officer 1 Senior Clerk 1 HR Manager 1 TRAINING (2) Junior Clerk(s) 1 Training Officer 1 SOCIAL DEVELOPMENT Administration (7) Executive Director 1 Permanent Secretary 1 Senior Clerk (s) 1 Special Advisor 1 Junior Cultural Officer 1 Administrative Assistant 2 Community Development Community Development Officers – 5 Sports Division (7) Field Supervisor 1 Junior Clerk(s) 1 Sports Co-ordinator 3 Director 1 Cricket Coach 1 BNTF (4) Secretary/ Clerks 1 Senior Clerk (s) 1 Community Liason Officer II 1 Project Coordinator (BNTF) 1 Social Officer 1 Counsellor 1 Senior Developmental Officer 2 Senior Citizen's Programs Co-ordinator 1 314