Source document: https://docs-lawep.s3.us-east-2.amazonaws.com/1698753291473.pdf (Saint Kitts and Nevis)
ST. CHRISTOPHER AND NEVIS ESTIMATES FOR THE YEAR 2023 VOLUME II EXPENDITURE FINANCIAL SUMMARY BY MINISTRY ST. KITTS AND NEVIS ESTIMATES 2023 FINANCIAL SUMMARY - RECURRENT EXPENDITURE Ministry Number MINISTRY 01 02 03 04 05 06 07 08 09 Governor General Parliament Audit Office Justice and Legal Affairs Prime Minister's Office National Security, Citizenship and Immigration International Trade, Industry, Commerce and Consumer Affairs Finance Social Development and Gender Affairs Agriculture, Fisheries, Marine Resources and Cooperatives Tourism, Civil Aviation and International Transport Public Infrastructure, Energy, Utilities and Domestic Transport Education Health and Social Security Sports and The Creative Economy Sustainable Development Foreign Affairs Office of the Attorney General Employment and Labour Housing, Human Settlement, Ecclesiastical and Faith-based Affairs Environment, Climate Action and Constituency Empowerment Information, Communication, Technology and Posts Youth Empowerment, Ageing and Disabilities Economic Development and Investment Small Business and Entrepreneurship 2023 Estimates $ 1,433,990 1,937,952 1,505,735 10,827,509 99,545,888 74,602,937 5,563,914 260,354,014 39,462,144 16,989,756 26,954,597 24,500,109 93,519,864 73,289,465 12,007,114 8,073,327 20,273,804 12,866,835 2,281,075 1,720,283 6,586,979 11,680,762 2,489,221 2,631,378 1,048,413 TOTAL RECURRENT EXPENDITURE 812,147,065 ST. KITTS AND NEVIS ESTIMATES 2023 FINANCIAL SUMMARY - CAPITAL EXPENDITURE Ministry Number MINISTRY 2023 Estimates 01 02 03 04 05 06 07 08 09 Governor General Parliament Audit Office Justice and Legal Affairs Prime Minister's Office National Security, Citizenship and Immigration International Trade, Industry, Commerce and Consumer Affairs Finance Social Development and Gender Affairs Agriculture, Fisheries, Marine Resources and Cooperatives Tourism, Civil Aviation and International Transport Public Infrastructure, Energy,
 Utilities and Domestic Transport Education Health and Social Security Sports and The Creative Economy Sustainable Development Foreign Affairs Office of the Attorney General Employment and Labour Housing, Human Settlement, Ecclesiastical and Faith-based Affairs Environment, Climate Action and Constituency Empowerment Information, Communication, Technology and Posts Youth Empowerment, Ageing and Disabilities Economic Development and Investment Small Business and Entrepreneurship $ 500,000 200,000 - 3,300,000 1,350,000 23,825,052 750,000 13,312,000 3,792,000 8,154,064 17,554,396 39,125,000 18,337,210 20,600,000 7,142,150 7,514,986 - 250,000 4,100,000 5,000,000 1,963,813 1,755,000 - - 250,000 TOTAL CAPITAL EXPENDITURE 178,775,671 TABLE OF CONTENTS MINISTRIES Governor General Parliament Audit Office Ministry of Justice and Legal Affairs Prime Minister’s Office Ministry of National Security, Citizenship and Immigration Ministry of International Trade, Industry, Commerce and Consumer Affairs Ministry of Finance Ministry of Social Development and Gender Affairs Ministry of Agriculture, Fisheries, Marine Resources and Cooperatives Ministry of Tourism, Civil Aviation and International Transport Ministry of Public Infrastructure, Energy, Utilities and Domestic Transport Ministry of Education Ministry of Health and Social Security Ministry of Sports and The Creative Economy Ministry of Sustainable Development Ministry of Foreign Affairs Office of the Attorney General Ministry of Employment and Labour Ministry of Housing, Human Settlement, Ecclesiastical and Faith-based Affairs Ministry of Environment, Climate Action and Constituency Empowerment Ministry of Information, Communication, Technology and Posts Ministry of Youth Empowerment, Ageing and Disabilities Ministry of Economic Development and Investment Ministry of Small Business and Entrepreneurship SECTION 01 02 03 04 05 06 07 08 09 01 - Governor-General Report on Plans and
24 25 01 - Governor-General Report on Plans and Priorities for the Year 2023 Volume 2 December 2022 01 - Governor General Table of Contents Page Section 1: Minister's Message and Executive Summary 1.1 Minister's Message 1.2 Executive Summary 1.3 Management Representation Statement Section 2: Ministry Overview 2.1 Mission Statement 2.2.1 Ministry's Strategic Objective vs Government's Directions 2.2.3 Modifications to the Ministry's Strategic Directions During the Year 2.2.4 Main Activities Contributing to the Annual Objectives 2.3 Capital Projects Information 2.3.1 Major Capital Projects Section 3: Ministry Summary Section 4: Programme Summary Capital Project Estimated Expenditure 1 1 1 1 2 2 2 2 2 2 2 3 4 6 Section 1: Minister's Message and Executive Summary 1.1 Minister's Message There are no Ministerial responsibilities 1.2 Executive Summary As the Head of State, the Governor-General will execute the functions as outlined in the Constitution as required to support the policies and programmes of the Government and People of the Federation of Saint Christopher and Nevis.
This includes: 1.

Appoint the Ministers of the Cabinet 2.

Host State events such as luncheons and receptions 3.

Attend ceremonial parades 4.

Appoint members of the Sundry Boards and Commissions such as the Boundaries Commission and Planning Board 5.

Accept Letters of Credence from Ambassadors 6.


Responsible for the Service Commissions, appointments, discipline and operation of the Civil Service and Police Force 1.3 Management Representation Statement On behalf of the Office of the Governor-General, I present the Annual Report on Plans and Priorities for 2023.
The Office of the Governor General continues to be committed to maintaining a high level of professionalism and efficiency in its administrative functions as it continues to make a meaningful contribution in support of the functioning of the Government.

The ongoing programme of preservation of the historic structure continues.

This, coupled with a comprehensive maintenance schedule, should be able to restore the property to as close to its original state as possible.
The Office will continue to manage its operations to maximise effectiveness.

Charise Gumbs (Mrs) Director of Government House Section 2: Ministry Overview 2.1 Mission Statement To perform all required of the Governor-General as directed by the Constitution of St. Kitts and Nevis, firstly, as the representative of the King for all purposes of the Government and secondly, as a Federal Officer in discharging certain functions on behalf of the Government of the Federation of St. Kitts and Nevis.
2.2.1 Ministry's Strategic Objective vs Government's Directions The overall objective is to perform all functions required of the Governor-General as directed by the Constitution of St. Kitts and Nevis as representative of the King for all purposes of the Government and as a Federal Officer in discharging certain functions on behalf of the Government of the Federation of St. Kitts and Nevis.

Host official events as requested by the State.

Represent the Crown at official functions.


2.2.3 Modifications to the Ministry's Strategic Directions During the Year There were no major modifications to the overall strategy of the Ministry during the year.

2.2.4 Main Activities Contributing to the Annual Objectives The Governor-General will continue to provide protocol services as required by the people of St. Kitts and Nevis to officials and foreign dignitaries.

2.3.
Capital Projects Information 2.3.1 Major Capital Projects Upgrade of Government House - Phase 2 01-2 Section 3: Ministry Summary Portfolio E. 01 - Represent the King Responsibility Centre 01 - Governor-General Officer in Charge Governor-General Goals/Global Objectives To perform all functions necessary by the Governor-General as directed by the Constitution of St. Kitts and Nevis, first as representative of the King for all purposes of the Government and second, as a Federal Officer in discharging certain functions on behalf of the Government of the Federation of St. Kitts and Nevis Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Planned Estimated Projected Projected Actual Programme 2021 2022 2023 (in thousands) 2024 2025 01001 - Manage General Administration 01001 - Invest in Government House Total 1,480 396 1,876 1,284 500 1,784 1,434 500 1,934 1,449 1,464 1,449 1,464 01-3 Section 4: Programme Summary Portfolio Programme E. 01 - Represent the King 01001 - Manage General Administration Responsibility Centre 01 - Governor General Officer in Charge Governor-General Goals/Global Objectives To perform all functions necessary by the Governor-General as directed by the Constitution of St. Kitts and Nevis, first as representative of the King for all purposes of the Government and second, as a Federal Officer in discharging certain functions on behalf of the Government of the Federation of St. Kitts and Nevis Objective(s) for 2023 1.To represent the Crown at official functions Sub-Programme: Expected Results Performance Indicators To host official functions Number of official functions presided over 20 150 00743 - Host Official Events 00744 - Represent the King in the Federation 00745 - Support Governor-General 03296 - Provide Telecommunication Service Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 (in thousands) 1,480 1,284 1,434 1,449 1,464 Total 1,480 1,284 1,434 1,449 1,464
 Recurrent Capital Transfer Budgetary Grant Principal Repayment Net Lending 01-4 Portfolio Programme E. 01 - Represent the King 01001 - Invest in Government House Responsibility Centre 01 - Governor-General Officer in Charge Governor-General Goals/Global Objectives To renovate the Governor-General's residence and bring all related quarters to a habitable and functional condition Sub-Programme: 0100110 - Upgrade of Government House - Phase II Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 (in thousands) 396 500 500 Total 396 500 500 Recurrent Capital Transfer Budgetary Grant Principal Repayment Net Lending 01-5 ( I C A P T A L P R O J E C T S ) C .
0 1 G O V E R N O R G E N E R A L - S T .

I K T T S A N D N E V S E S T M A T E S I I , - P h a s e I I 8 , 0 9 4 , 5 6 0 5 0 0 , 0 0 0 T O T A L 8 , 0 9 4 , 5 6 0 5 0 0 , 0 0 0 - - - - 5 0 0 , 0 0 0 3 9 6 , 3 2 3 5 0 0 , 0 0 0 3 9 6 , 3 2 3 R E V E N U E T o t a l i M n i s t r y $ 5 0 0 , 0 0 0 0 1 0 0 1 N o .
$ $ $ $ A d i l D e v e o p m e n t $ $ 01-6 02 - Parliament Report on Plans and Priorities for the Year 2023 Volume 2 December 2022 02 - Parliament Table of Contents Page Section 1: Minister's Message and Executive Summary 1.1 Minister's Message 1.2 Executive Summary 1.3 Management Representation Statement Section 2: Ministry Overview 2.1 Mission Statement 2.2 Planning Overview 2.2.1 Ministry's Strategic Objective vs Government's Directions 2.2.2 Ministry's Annual Objectives vs Strategic Objectives 2.2.3 Modifications to the Ministry's Strategic Directions During the Year 2.2.4 Main Activities Contributing to the Annual Objectives 2.2.5 Main Challenges to Achieve Annual Objectives 2.2.7 Impact of Previous Year's Results on the Current Year's Expenditures 2.3 Capital Projects Information 2.3.1 Major Capital Projects 2.3.2 Other Projects Judged Important 2.4 Transfer Payment Information Section 3: Ministry Summary Section 4: Programme Summary Capital Project Estimated Expenditure 1 1 1 1 2 2 2 2 2 2 2 2 2 3 3 3 3 4 5 8 Section 1: Minister's Message and Executive Summary 1.1 Minister's Message There is no ministerial portfolio for Parliament.
1.2 Executive Summary The National Assembly of St. Kitts and Nevis, or Parliament, is constituted under the Constitution of the Federation of Saint Christopher and Nevis (1983).

Section 25 of the Constitution specifies that: There shall be for Saint Christopher and Nevis a Parliament which shall consist of His Majesty and a National Assembly.
The membership of the the Speaker, eleven (11) elected Members or National Assembly consists of Representatives - eight (8) from Saint Kitts and three (3) from Nevis, and four (4) nominated Members or Senators.

Three (3) of these Senators are on the Government benches and one (1) is placed on the Opposition benches.
As the Legislative Branch of Government, the main functions of Parliament are to: • Make and amend Laws; • Scrutinize Government's revenue and expenditure; and • Debate the work, policies, programmes of Government and other important issues of the day affecting the public.

1.3 Management Representation Statement I am pleased to present Parliament's Annual Report on Plans and Priorities (RPP) for 2023.
It is my esteemed opinion that the information accurately portrays Parliament's plans and priorities for the use of the resources with which it will be provided in the upcoming year.

The contents of the various sections of this and other related documents benefited from a highly collaborative and cooperative effort by the dedicated personnel within the Office of the Speaker, the Office of the Clerk and staff.
It is my view that the document will serve as a very important planning instrument and working guide for the operation of Parliament in 2023.

This manual will assist in providing strategic direction to Parliament and in the end will be used to judge Parliament's performance for the calendar year.
Trevlyn Stapleton Clerk of the National Assembly 2.2 Planning Overview 2.1 Mission Statement To facilitate the making and changing of laws and the scrutiny of the policies, programmes and spending of all branches of Government, through meetings of the National Assembly, to maintain or enhance peace, order, and good governance in Saint Christopher and Nevis.
2.2.1 Ministry's Strategic Objective vs Government's Directions • To provide administrative support to the Legislature • To ensure the timely remuneration of Parliamentarians • To provide financial support to the business of Parliament and the Legislature 2.2.2 Ministry's Annual Objectives vs Strategic Objectives • To provide support to the Legislature.

• To ensure the timely remuneration of Parliamentarians.

• To provide financial support to the business of Parliament and the Legislature.
2.2.3 Modifications to the Ministry's Strategic Directions During the Year There were no major modifications to the overall strategy of the Ministry during the year.

2.2.4 Main Activities Contributing to the Annual Objectives • Remuneration of Parliamentarians • The establishment of an Office for the Leader of the Opposition 2.2.5 Main Challenges to Achieve Annual Objectives There are no major foreseen challenges to achieving the annual objective.
2.2.7 Impact of Previous Year's Results on the Current Year's Expenditures There was no impact of previous year's achieved results on the current year's planned expenditure.

02-2 2.3 Capital Projects Information 2.3.1 Major Capital Project Purchase of Equipment (Automatic Transcription System) 2.3.2 Other Projects Judged Important There are no other projects judged important.
2.4 Transfer Payment Information Commonwealth Parliamentary Association (CPA) 02-3 Section 3: Ministry Summary Portfolio E. 02 - Provide Legislative Services for the Federation Responsibility Centre 02 - Parliament Officer in Charge Clerk of the National Assembly Goals/Global Objectives To exercise the legislative functions of the Government as directed by the Constitution of St. Kitts and Nevis Financial Summary Programme 02011 - Provide Administrative Services 00964 - Remunerate Members of Parliament 01484 - Support the Office of the Opposition Expenditures Expenditures Expenditures Expenditures Expenditures Planned Estimated Projected Projected Actual 2021 2022 2023 (in thousands) 2024 2025 599 489 72 1,003 773 777 781 895 1,257 1,257 1,257 74 108 109 110 Total 1,160 1,972 2,138 2,143 2,148 02-4 Section 4: Programme Summary Portfolio Programme E. 02 - Provide Legislative Services for the Federation 02011 - Provide Administrative Services Responsibility Centre 02 - Parliament Officer in Charge Clerk of the National Assembly Goals/Global Objectives To exercise the legislative functions of the Government as directed by the Constitution of St. Kitts and Nevis Objective(s) for 2023 1.To have an average of at least one sitting of the Assembly per month Sub-Programme: Expected Results Performance Indicators 18 Number of sittings of the House for the year 00963 - Provide Administrative Support for Legislature 00965 - Support Public Accounts Committee 01842 - Commonwealth Parliamentary Association 02011 - Invest in the Parliament Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 (in thousands) 570 29 512 450 41 531 200 41 535 200 41 539 200 41 Total 599 1,003 772 776 780 Recurrent Capital Transfer Budgetary Grant Principal Repayment Net Lending 02-5 Portfolio Programme E. 02 - Provide Legislative Services for the Federation 00964 - Remunerate Members of Parliament Responsibility Centre 02 - Parliament Officer in
 Charge Clerk of the National Assembly Goals/Global Objectives To ensure that the members of the legislative council are remunerated in a timely manner Objective(s) for 2023 1.To ensure that Parliamentarians are remunerated in a timely manner Expected Results Performance Indicators 12 Number of monthly payments made for remunerations Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 (in thousands) 489 895 1,257 1,257 1,257 Total 489 895 1,257 1,257 1,257 Recurrent Capital Transfer Budgetary Grant Principal Repayment Net Lending 02-6 Portfolio Programme E. 02 - Provide Legislative Services for the Federation 01484 - Support the Office of the Opposition Responsibility Centre 02 - Parliament Officer in Charge Clerk of the National Assembly Goals/Global Objectives To provide office accommodations and support staff for the opposition so as to facilitate the legislative process the Leader of the is staffed and Expected Results 12 Performance Indicators Number of months wages, rent and sundry expenses are paid Objective(s) for 2023 1.To ensure that Opposition's Office adequately provided for Recurrent Capital Transfer Budgetary Grant Principal Repayment Net Lending Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 (in thousands) 72 74 108 109 110 Total 72 74 108 109 110 02-7 0 2 0 1 1 1 3 P u r c h a s e o f i E q u p m e n t ( A u t o m a t i c T r a n s c r i p t i o n S y s t e m ) 2 0 0 , 0 0 0 2 0 0 , , 2 0 0 0 , 0 0 0 - S u b t o t a l 2 0 0 , 0 0 0 2 0 0 , 0 0 0 T O T A L , 2 2 0 0 , 0 0 0 2 0 0 , 0 0 0 T o t a l i i M n s t r y $ 2 0 0 , 0 0 0 - - - - - - - - 2 0 0 , 0 0 0 - 2 0 0 , 0 0 0 2 0 0 , 0 0 0 - - - - R E V E N U E R E V E N U E S T .
I K T T S A N D N E V S E S T M A T E S I I , 2 0 2 3 C .

0 2 P A R L A M E N T I ( I C A P T A L P R O J E C T S ) 0 2 0 1 1 I P A R L A M E N T N o .
P j r o e c t P R O J E C T N A M E $ C o s t T o t a l E s t i m a t e d $ $ $ $ $ 02-8 03 - Audit Office Report on Plans and Priorities for the Year 2023 Volume 2 December 2022 03 - Audit Office Table of Contents Page Section 1: Minister's Message and Executive Summary 1.1 Minister's Message 1.2 Executive Summary 1.3 Management Representation Statement Section 2: Ministry Overview 2.1 Mission Statement 2.2 Planning Overview 2.2.1 Ministry's Strategic Objective vs Government's Directions 2.2.2 Ministry's Annual Objectives vs Strategic Objectives 2.2.3 Modifications to the Ministry's Strategic Directions During the Year 2.2.4 Main Activities Contributing to the Annual Objectives 2.2.5 Main Challenges to Achieve Annual Objectives 2.2.6 Achievement of the Strategic Objectives over a Multi-Year Time Horizon 2.2.7 Impact of Previous Year's Results on the Current Year's Expenditures 2.3 Capital Projects Information 2.3.1 Major Capital Projects 2.3.3 Status Report on Major Government Projects 2.4 Transfer Payment Information Section 3: Ministry Summary Section 4: Programme Summary 1 1 1 2 2 2 2 2 2 2 3 3 3 3 3 3 3 3 4 5 Section 1: Minister's Message and Executive Summary 1.1 Minister's Message There is no ministerial portfolio for Audit Office 1.2 Executive Summary The National Audit Office plays a significant role in the Public Financial Management System of St. Kitts and Nevis.
There is a constitutional mandate assigned to the Office of the Director of Audit to audit the Public Accounts of the country and determine whether moneys that have been appropriated and disbursed by the Parliament have been applied to the purposes for which they were so appropriated, and that all expenditures conform to the governing authority.

The Audit Act, Cap.
The Audit Act, Cap.

20.01, provides supporting legislation for this constitutional mandate, and further enhances the office's ability to carry out its critical functions, by outlining in greater detail, duties and powers of the office.

We continue to seek out ways to build the capacity of staff within the Office to execute our mandate.

In 2023, we will seek to train our auditors in Performance Auditing.
Performance audits test whether a government is making good use of resources to effectively deliver its goals and obtain its intended outcome.

Performance audits aim to promote economy, efficiency and effectiveness within government and contribute to accountability and transparency.
We have been the recipients of, and will continue to seek out, training opportunities with other Supreme Audit Institutions regionally and internationally in order to further improve our operations and adopt best practices in Public Sector Auditing.

We will continue to take part in collaborative audits that become available as a result of our association with the Caribbean Organization of Supreme Audit Institutions (CAROSAI) and the International Organization of Supreme Audit Institutions (INTOSAI).
Increasing audit capacity and effectiveness through training in new methodologies and techniques is also an area that will allow us to improve the quality and effectiveness of our work.

As we strive to fulfill our mandate, we will continually seek to promote good governance, transparency, and accountability in the Public Sector.
Carla Berridge – Pike Director of Audit 1.3 Management Representation Statement I submit for tabling in Parliament the Annual Report on plans and priorities of the National Audit Office for the year 2023.

I do believe that this document fully represents the goals and objectives of the National Audit Office and will be used to plan the activities and operations of the Office.
Carla Berridge - Pike Director of Audit Section 2: Ministry Overview 2.1 Mission Statement To promote good governance, accountability and independent audits and examinations.

transparency by conducting 2.2 Planning Overview 2.2.1 Ministry's Strategic Objective vs Government's Directions The strategic objectives of the National Audit Office coincide with the Government of St. Kitts and Nevis' Public Financial Management (PFM) Reform Plan.
The Office commits itself to the following broad strategic objectives: • Effective Reporting • Compliance with International Standards • Obtaining professional staff 2.2.2 Ministry's Annual Objectives vs Strategic Objectives The annual objectives of the National Audit Office are derived from the broad strategic objectives listed above.

In 2023, the Office plans to: • Recruit and train staff for Compliance, Performance and Financial Audits in order to • improve quality of audit reports.
Implement International Standards of Supreme Audit Institutions (ISSAI) in conducting Financial and Compliance audits.

2.2.3 Modifications to the Ministry's Strategic Directions During the Year There were no major modifications to the overall strategy of the National Audit Office during the year.

03-2 2.2.4 Main Activities Contributing to the Annual Objectives Achieving the annual objectives is critical to the success of the National Audit Office in carrying out its mandate.
These are the main activities that would contribute to the achievement of the objectives: • Recruit qualified personnel • Provide training in Performance Auditing and International Standards of Supreme Audit Institutions (ISSAI).

2.2.5 Main Challenges to Achieve Annual Objectives The main challenge to the achievement of the annual objectives is the access to the required number and quality of personnel necessary to carry out the functions of the Office.
2.2.6 Achievement of the Strategic Objectives over a Multi-Year Time Horizon The achievement of strategic objectives over the long term would depend on the National Audit Office's ability to attract, train and retain qualified individuals.

2.2.7 Impact of Previous Year's Results on the Current Year's Expenditures There was no impact of the previous year's results on the current year's expenditure.

2.3 Capital Projects Information 2.3.1 Major Capital Projects There are no major Capital Projects.
2.3.3 Status Report on Major Government Projects The Audit Office has no major Government Projects.

2.4 Transfer Payment Information The Audit Office makes annual contributions to the Caribbean Organization of Supreme Audit Institutions (CAROSAI) and International Organization of Supreme Audit Institutions (INTOSAI).
03-3 Section 3: Ministry Summary Portfolio E. 03 - Audit the Public Accounts Responsibility Centre 03 - Audit Office Officer in Charge Director of Audit Goals/Global Objectives To report to Parliament and the Public on the financial out-turn and the economic, efficient and effective utilisation of resources and processes to ensure proper accountability Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Planned Estimated Projected Projected Actual Programme 2021 2022 2023 (in thousands) 2024 2025 03021 - Provide Administrative 03022 - Conduct Audits on Government’s Operations 434 331 518 754 665 840 673 857 681 873 Total 765 1,272 1,505 1,530 1,554 03-4 Section 4: Programme Summary Portfolio Programme E. 03 - Audit the Public Accounts 03021 - Provide Administrative Support Responsibility Centre 03 - Audit Office 021 - Administration Division Officer in Charge Director of Audit Goals/Global Objectives To provide direction and administrative support for the Office of the Director of Audit Sub-Programme : 03021 - Manage General Administration 00987 - Manage the operations of the Audit Office 00988 - Associate with Regional and International Organisations Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 (in thousands) 427 513 6 5 653 13 661 13 669 13 Total 433 518 666 674 682 Recurrent Capital Transfer Budgetary Grant Principal Repayment Net Lending 03-5 Portfolio Programme E. 03 - Audit the Public Accounts 03022 - Conduct Audits on Government Operations Responsibility Centre 03 - Audit Office 022 - Audit Division Officer in Charge Director of Audit Goals/Global Objectives To conduct Value for Money Audits and Financial and Compliance Audits on Government operations to ensure due regard is paid to obtaining value for money and effective stewardship over public resources and to ensure compliance with financial and other regulations Objective(s) for 2023 1.To increase Audit Coverage
 Expected Results 60% 2.To increase the number of reports issued by the National Audit Office 3.To train the staff 4 1 6 Sub-Programme : 00990 - Conduct Financial and Compliance Audits 00991 - Conduct VFM and Programme Audits Performance Indicators Percentage of the total expenditures of the central government to be examined/audited and relevant material issues and systemic and control risks will be highlighted Number of audit reports produced by the National Audit Office of Training Sessions Number Performance Auditing Number of in-house training sessions on Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 (in thousands) 331 754 840 857 873 Capital Transfer Budgetary Grant Principal Repayment Net Lending Total 331 754 840 857 873 03-6 04 - Ministry of Justice and Legal Affairs Report on Plans and Priorities for the Year 2023 Volume 2 December 2022 04 - Ministry of Justice and Legal Affairs Table of Contents Page Section 1: Minister's Message and Executive Summary 1.1 Minister's Message 1.2 Executive Summary 1.3 Management Representation Statement Section 2: Ministry Overview 2.1 Mission Statement 2.2 Planning Overview 2.2.1 Ministry's Strategic Objective vs Government's Directions 2.2.2 Ministry's Annual Objectives vs Strategic Objectives 2.2.3 Modifications to the Ministry's Strategic Directions During the Year 2.2.4 Main Activities Contributing to the Annual Objectives 2.2.5 Main Challenges to Achieve Annual Objectives 2.2.6 Achievement of the Strategic Objectives over a Multi-Year Time Horizon 2.3 Capital Projects Information 2.3.1 Major Capital Projects 2.3.2 Other Projects Judged Important 2.3.3 Status Report on Major Government Projects 2.4 Transfer Payment Information Section 3: Ministry Summary Section 4: Programme Summary Capital Project Estimated Projected 1 1 1 4 4 4 4 4 4 5 5 5 5 6 6 6 6 6 7 8 17 Section 1: Minister's Message and Executive Summary 1.1
 Minister's Message The Ministry of Justice and Legal Affairs supervises the Law Commission, Land Registry, High Court Registry, Magistrate's Court Registry, Legal Aid Clinic, and Intellectual Property Office and provides support for the High Court and Magistrate's Court.
All of these Government entities are critical to dispensing justice and maintaining the Federation's robust democratic traditions.

In order to increase efficiency, synergy and personal safety of the various offices, attorneys-at-law and staff which fall within the umbrella of the Ministry of Justice and Legal Affairs, the goal over the medium term is to erect an Office Complex on Bay Road, Basseterre, St. Kitts on State lands close to the Sir Lee L. Moore Judicial and Legal Services Complex.
This Office Complex will be the new permanent home of the Law Commission, Legal Aid Clinic, Director of Public Prosecutions' Office, Ministry of Justice and Legal Affairs and the Attorney-General's Office.

We believe that the resources sought in 2023 will allow us to create better efficiency in the operations of the Ministry.

Accordingly, parliamentary support is being sought via the budget presentation in this National Assembly.

Hon.
Hon.

Garth L. Wilkin Minister of Justice and Legal Affairs 1.2 Executive Summary The Ministry of Justice and Legal Affairs encompasses various services that facilitate access to justice and essential legal services by the citizens, residents and all other persons or entities engaged in a myriad of activity within our jurisdiction.

As such, the functions carried out serve to protect and advance the principles of justice.
In 2023 the Ministry will take a multifaceted approach to ensure that all departments under its remit are harnessed to carry out its mandate.

The necessary equipment, training, and personnel will be sought to help advance the work of the Government.

Hence, the Ministry of Justice and Legal Affairs will continue to co-ordinate in- house training to strengthen the core competencies of the staff.
We will work closely with the Training Division of the Human Resource Management Department (HRMD) to achieve this goal.

As we emerge from COVID-19 we will continue to utilize the resources allocated to the Ministry in a safe and prudent manner while ensuring the Government's policies, strategies and objectives are fulfilled.

The resilience of our people was widely exhibited, and the residents and citizens must be highly commended.

Now we can all safely say St. Kitts and Nevis is open for business.
Hence, the goals and objectives of some departments within the Ministry will be highlighted to articulate the progress made during the recent challenging period and plans for 2023 in support of the advancement of the Government's development agenda.

The Land Registry The Land Registry Department has been relocated to the former C and C building and is now fully functional.

The mission statement and logo of the Department are proudly displayed in the foyer of the building.
It is now separate and apart from the High Court Registry and is legally established by the Land Registry Act No.

10 of 2017 and the Land Registry Validation Act No.

16 of 2021.

Over twenty-four thousand (24,000) Certificates of Title and related documents have been scanned.

Attorneys and their clerks can now visit the Land Registry Department, request a search, and in less than five minutes the search document is available for hardcopy retrieval or to be transmitted via e-mail.
This is a tremendous achievement, and the staff of the Land Registry must be commended for their hard work and commitment in assisting in the improvement of the Land Registry.

In 2023 the Land Registry will focus on scanning the past presentation and index books along with all documents for Time Shares and Deeds.
Intellectual Property Office The Intellectual Property Office (IPO) continues to execute its mandate with a focus on preparing our small entrepreneurs, particularly those in the Creative Economy, to take the necessary steps to protect their talents and products.

The Department is desirous of going cloud-based and it is anticipated that the groundwork will be done in order for this to be operational in 2023.
The purchase of additional equipment and upgrade of computers will enable the IPO to be more efficient in undertaking its mandate.
Accomplishments attained in 2022 are as follows: • Received and processed Trademark applications • Received and processed Patent applications • Conducted public awareness initiatives, example, IP in Entrepreneurship session with the Entrepreneurship students at Clarence Fitzroy Bryant College (CFBC), a Women Entrepreneurship session with the Ministry of Social Development and Gender Affairs; IP in Education session with the Curriculum Development Unit and IP In Entertainment Session – Nevis with the Ministry of Tourism in the Nevis Island Administration • Provided ongoing support to partner Ministries whose work overlaps with the IPO, example, the Ministry of International Trade et al and the Ministry of Sports and the Creative Economy.
In 2023 the IPO intends to continue incremental steps towards the integration of electronic data management services that would enable the office to receive and process applications electronically.

While some of the data were scanned in 2014, further work was delayed due to technological challenges.

Therefore, in 2023 work will resume continuing the process of scanning the remaining documents on file.
Law Library The Eulalie Byron Law library was established in 2021 to meet the research needs of attorneys, students and litigants.

In 2023 an Integrated Library System (ILS) which will consist of a series of interconnected operations, will be functional.

It will streamline the input and retrieval of information for both professionals and researchers.

The major 04-2 components of the ILS are acquisitions, cataloguing and serials.
The ILS allows for an online catalogue that can be accessed through a portal also known as the online Public Access Catalogue (OPAC).

The Librarian in the Law Library is critical to its operations and serves as the Secretary to the Caribbean Association of Law Libraries (CARALL).

It is vital that the officer in the role remains current with developments in the field.
Therefore, during the period 10th to 12th August 2022, she attended the Association's annual conference virtually under the theme "Caribbean Law Libraries in a "Post" World: Realities and Possibilities.

Magistrate Department The Magistrate's Department continues to uphold its mandate "To provide an accessible System of Justice in which the public is treated in a fair and impartial manner."
Due to structural challenges at the Sir Lee L Moore Judicial Complex, the Magistrate Department was relocated to the Glen Cove building, Fortlands, Basseterre, where two (2) courtrooms of the District A Magistracy are available.

A third courtroom operates on the ground floor of the Sir Tapley Seaton Annex at East Independence Square Street.
In 2023 the Magistrate Department will seek to improve its services to the public by revamping its processes with the intent to minimize the backlog of cases, thus ensuring that matters are processed in a timely manner.

In addition, work will continue to upgrade the structural challenges at the Sir Lee L Moore Judicial Complex.

High Court Registry The High Court Registry has also been affected by the need for repairs at the Sir Lee L Moore Judicial Complex.
As such, the Criminal Court is now situated at the Police Training Complex, while the Civil Court and some administrative staff are located in the Law Library and the top floor of the former C and C building, respectively.

However, The Registry continues to provide a myriad of services to the public, e.g., bills of sale, discharge of bills of sale, deed polls and powers of attorney.
In-person services continued to be undertaken, except for the period of 3rd June to 24th August 2022, as the Sir Lee L Moore Judicial Complex was closed.

Notwithstanding this closure the public was still able to register documents/information, file documents outside of the E-Litigation Portal (ELP) and make inquiries.

The facilitation of the bail process was never compromised or hindered, and enforcement procedures such as writs of seizure and sale of the property were also free-flowing.
Legal practitioners continued to have access as the returning of supporting documents, such as Practicing Certificates, Certificates of Enrolment and Certificates of Good Standing, were forthcoming.

In summary, 2023 is expected to be challenging since it is the first-year post-COVID-19.

It will be a time for introspection, implementation, and proficiency.
New ways of doing business positively have emerged, and this must augment our drive for self- actualization, job satisfaction, the pursuit to serve our internal and external customers with distinction and by extension, build a better St. Kitts and Nevis.

04-3 1.3 Management Representation Statement It is a privilege to present the plans and priorities for 2023 on behalf of the Ministry of Justice and Legal Affairs.
I believe that this presentation reflects the objectives to be achieved as well as the strategies required to realize the Ministry's goal.

I believe this document will serve as an essential planning tool and a working document to guide the Ministry of Justice and Legal Affairs operations.
Diana Francis (Ms.) Permanent Secretary Section 2: Ministry Overview 2.1 Mission Statement The Ministry will advise and represent the Government of St. Kitts and Nevis and serve the people of the Federation within the confines and authority of the Constitution and Laws of the Federation so that the fundamental human rights and freedom of all citizens may be protected.
2.2 Planning Overview 2.2.1 Ministry's Strategic Objective vs Government's Directions The Ministry endeavours to achieve the following broad strategic objectives 1.

Create greater efficiencies and effectiveness in the systems of the Ministry of Justice and Legal Affairs 2.

Continued strengthening of the Legal Aid Clinic 3.

Expand the work of the Land Registry 4.

Promote the work of the Law Library 5.

Expand the work and responsibilities for the Law Commission 6.
Expand the activities of the Mediation Unit within the High Court Registry 7.

Continued expansion of the Magistrate's Department 2.2.2 Ministry's Annual Objectives vs Strategic Objectives 1.

Improve on the Ministry's document handling and digital network 2.

Establish online digital applications for processes carried out by the Ministry 3.

Increase support to High Court Judges using Legal Researchers 04-4 4.

Monitor and Enforce the billing procedures and fix fee structure for court appointed Counsel 5.
Establish quarterly staff training and development 6.

Initiate the planning cycle for the Halls of Justice Project 7.

Introduce Legislation concerning a.

Enactment of the Freedom of Information Act b.

Ratification of the United Nations Convention against corruption and Integrity In Public Life Act c. Provisions about the tenure of the Prime Minister d. Strengthening of the Citizenship by Investment Act 2.2.3 Modifications to the Ministry's Strategic Directions During the Year 1.
Training of Officers in the use of the Land Administration Information System 2.

Training of Legal Practitioners and the public in the use of search engines in the Law Library 3.

Renovations to the Sir Lee L Moore Judicial Complex 2.2.4 Main Activities Contributing to the Annual Objectives Introduction of technology solutions to the Ministry 1.

2.

Focus on greater fiscal prudence 3.

Measurement reporting to ensure real-time data for decision making 2.2.5 Main Challenges to Achieve Annual Objectives 1.
Implementation of new work procedures and policies can cause resistance to change and a shift in the organization culture 2.
Lack of support from the Judiciary and public with the use of the Law Library 2.2.6 Achievement of the Strategic Objectives over a Multi-Year Time Horizon The long-term vision of the Ministry includes the building of the Halls of Justice complex; the employment of skilled and specialized staff such as Legal Researchers and Filing Specialists (physical and electronic) to assist not only judges but other legal practitioners within the Ministry to aid in a timely and efficient response to court cases and legal advice as requested by various government departments.
04-5 2.3 Capital Projects Information 2.3.1 Major Capital Projects 1.

Legal Services Complex Configuration and Outfitting Project 2.

Rehabilitation of Judicial Complex – Phase II Project 3.

Land Registry Integration System Project 2.3.2 Other Project Judged Important Judicial Services Expansion Project 2.4 Transfer Payment Information 1.

Eastern Caribbean Supreme Court 2.

World Intellectual Property Office International Criminal Court 3.
04-6 Section 3: Ministry Summary Portfolio E. 04 - Facilitate Justice and Manage the Country's Legal Affairs Responsibility Centre 04 - Ministry of Justice and Legal Affairs Officer in Charge Permanent Secretary Goals/Global Objectives To provide legal advice to the Government of St. Kitts and Nevis within the confines of the authority of the laws of St. Kitts and Nevis and the constitution in order to ensure that fundamental rights and freedom of all citizens are protected Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Planned Estimated Projected Projected Actual Programme 2021 2022 2023 (in thousands) 2024 2025 04031 - Administer Justice and Legal 1,956 1,247 1,762 1,729 1,646 Affairs 04033 - Provide Legal Services to the Public 04034 - Manage Office of the Ombudsman 04059 - Register Legal Documents 04060 - Support the Judiciary 03987- Law Commission 03988 - Support to Law Commission 405 66 7,761 1,697 320 378 119 8,449 1,619 518 10 411 419 8,780 2,187 558 10 418 427 7,392 2,216 566 10 424 435 6,956 2,246 573 10 Total 12,205 12,340 14,127 12,758 12,290 04-7 Section 4: Programme Summary Portfolio E. 04 - Facilitate Justice and Manage the Country's Legal Affairs Programme 04031 - Administer Justice and Legal Affairs Responsibility Centre 04 - Ministry of Justice and Legal Affairs 031 - Permanent Secretary's Office Officer in Charge Permanent Secretary Goals/Global Objectives To manage administration of the Ministry of Justice and Legal Affairs Sub-Programme: 01205 - Manage General Administration 04031 - Invest in Legal Services 01206 - Support to Administration 04031 - Manage Telecommunication Service 071 - Office of Director of Public Prosecution (DPP) Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 (in thousands) 1,123 833 972 275 1,112 650 1,129 600 1,146 500 Total 1,956 1,247 1,762 1,729 1,646 Recurrent Capital Transfer Budgetary Grant Principal Repayment Net Lending
 04-8 Portfolio E. 04 - Facilitate Justice and Manage the Country's Legal Affairs Programme 04031 - Provide Administrative Services Responsibility Centre 04 - Ministry of Justice and Legal Affairs 031 - Permanent Secretary's Office Officer in Charge Permanent Secretary Goals/Global Objectives To provide legal advice, represent the Government in civil litigation and to institute and prosecute criminal cases to ensure an accessible and fair justice system Objective(s) for 2023 1.To improve the turn around time for drafting legislation Expected Results 1 2.To increase efficiency in the drafting of 4 legislation Sub-Programme: 01235 - Provide drafting services 01233 - Prosecute offenders of the Law Performance Indicators The average time in months between request for drafts and provision of a draft bill Number of training sessions taken to increase filing of legislation 04-9 Portfolio E. 04 - Facilitate Justice and Manage the Country's Legal Affairs Programme 04033 - Provide Legal Services to the Public Responsibility Centre 04 - Ministry of Justice and Legal Affairs 031 - Permanent Secretary's Office Officer in Charge Permanent Secretary Goals/Global Objectives To ensure fairness in the justice system by providing persons without means with adequate legal representation Objective(s) for 2023 1.To increase access to and participation in Legal Aid services 2.To provide representation for all persons without the means to provide for legal defence against a capital charge Expected Results 72 75% 100% Performance Indicators The number of visits to rural communities Percentage increase in overall clients Percentage of persons without the means that are represented Sub-Programme: 01410 - Provide legal assistance to the public Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 (in thousands) 405 378 411 418 424 Total 405 378 411 418 424 Recurrent Capital Transfer Budgetary
 Grant Principal Repayment Net Lending 04-10 Portfolio E. 04 - Facilitate Justice and Manage the Country's Legal Affairs Programme 04034 - Manage Office of the Ombudsman Responsibility Centre 04 - Ministry of Justice and Legal Affairs 034 - Office of the Ombudsman Officer in Charge Ombudsman Goals/Global Objectives Protect and enforce the rights of citizens under the Constitution Objective(s) for 2023 1.To investigate all complaints independent, manner impartial and in an thorough Expected Results Performance Indicators 100% Percentage of complaints investigated and resolved Number of filed reports in accordance with Ombudsman Act Cap 3.22 4 Sub-Programme: 01242 - Protect and Enforce the Rights of Citizens Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 (in thousands) 66 119 419 427 435 Total 66 119 419 427 435 Recurrent Capital Transfer Budgetary Grant Principal Repayment Net Lending 04-11 Portfolio E. 04 - Facilitate Justice and Manage the Country's Legal Affairs Programme 04059 - Register Legal Documents Responsibility Centre 04 - Ministry of Justice and Legal Affairs 031 - Permanent Secretary's Office 059 - Registrar's Office Officer in Charge Registrar Goals/Global Objectives To register and process all legal documents for the public Objective(s) for 2023 1.To process and register all documents in a timely manner 2.To provide representation for persons without means of obtaining their own defence against a capital charge Sub-Programme: Expected Results 1 week 100% Performance Indicators Average time to process and register a legal document Percentage of persons without means that are represented 01420 - Provide Representation for Murder Accused 01247 - Provide Administrative Support to the High Court 01248 - Support to High Court Judges 01257 - Register Property and Other Legal Documents 01870 - Support to Eastern Caribbean Supreme Court 01871 - Support to
 Eastern Caribbean Supreme Court (ECSC) 0405924 - Legal Services Complex Configuration and Outfitting Project 0405925 - Land Registry Integration System 01872 - Support to International Criminal Court 01582 - Register Intellectual Property 01583 - Support Registry of Lands and Properties 0405926 - Purchase of Building -Justice and Legal Affairs 0405927 - Rehabilitation of the Judicial Complex - Phase II 0405928 - Renovation and Furnishing of Judge's Residence 01584 - Support to WIPO 04059 - Invest in Registrar's Office 0405929 - Purchase of Second Judge's House 04-12 Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 (in thousands) 2,573 3,493 1,695 3,338 2,800 2,312 3,768 2,650 2,361 3,821 1,200 2,371 3,875 700 2,380 Total 7,761 8,450 8,789 7,392 6,955 Recurrent Capital Transfer Budgetary Grant Principal Repayment Net Lending 04-13 Portfolio E. 04 - Facilitate Justice and Manage the Country's Legal Affairs Programme 04060 - Support the Judiciary Responsibility Centre 04 - Ministry of Justice and Legal Affairs 031 - Permanent Secretary's Office Officer in Charge Permanent Secretary Goals/Global Objectives To ensure the delivery of justice independently by competent officers in a prompt, just, efficient and effective manner Objective(s) for 2023 1.To reduce the backlog of cases before the Supreme and Magistrate's Court 2.To reduce the backlog of warrants served Sub-Programme: Expected Results Performance Indicators 15% 20% Percentage reduction in pending cases before the courts Percentage reduction in pending cases before the courts 01250 - Record court activities 01370 - Provide administrative support to the Magistrate's Court 04031 - Invest in the Courts 01868 - Participation in Regional and International Organizations Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025
 (in thousands) 1,697 1,619 2,187 2,216 2,246 Total 1,697 1,619 2,187 2,216 2,246 Recurrent Capital Transfer Budgetary Grant Principal Repayment Net Lending 04-14 Portfolio E. 04 - Facilitate Justice and Manage the Country's Legal Affairs Programme 03987- Law Commission Responsibility Centre 04 - Ministry of Justice and Legal Affairs 071 - Director of Public Prosecutions 031-061 - Law Commission Officer in Charge Law Commissioner Goals/Global Objectives To review and update the Laws of the Federation Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 (in thousands) 320 518 558 566 573 Total 320 518 558 566 573 Recurrent Capital Transfer Budgetary Grant Principal Repayment Net Lending 04-15 Portfolio E. 04 - Facilitate Justice and Manage the Country's Legal Affairs Programme 03988 - Support to Law Commission Responsibility Centre 04 - Ministry of Justice and Legal Affairs 071 - Director of Public Prosecutions 031-061 - Law Commission Officer in Charge Law Commissioner Goals/Global Objectives To provide support to Law Commission in Grants and Contribution Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 (in thousands) 10 10 10 10 Total 10 10 10 10 Recurrent Capital Transfer Budgetary Grant Principal Repayment Net Lending 04-16 ( I C A P T A L P R O J E C T S ) S T .
I K T T S A N D N E V S E S T M A T E S I I , 2 0 2 3 C .
( F r i g a t e B a y a n d B e a c o n H e i g h t s ) 6 5 0 , 0 0 0 - T O T A L 1 3 , 5 3 4 , 2 5 9 3 , 3 0 0 , - P h a s e I I 1 , 8 2 5 , 5 0 8 1 , 7 0 0 , 0 0 0 S u b t o t a l 7 , 2 0 2 , 5 2 3 2 , 6 5 0 , , 3 8 6 , 5 0 0 2 , 9 9 0 , 5 1 5 4 5 0 , 0 0 0 5 0 0 , 0 0 0 0 4 0 3 1 2 6 0 4 0 3 1 2 3 0 4 0 3 1 N o .
, 6 8 1 , 7 3 6 2 , 5 0 0 , 0 0 0 6 5 0 , 0 0 0 5 0 0 , , 1 8 1 , 7 3 6 1 5 0 , 0 0 0 $ $ $ - - - - - - - - - - - - - - - - - - 3 , 3 0 0 , 0 0 0 1 , 0 7 8 , 5 6 6 - - R E V E N U E 2 , 6 5 0 , 0 0 0 2 4 5 , 3 3 5 1 , 7 0 0 , 0 0 0 4 5 0 , 0 0 0 5 0 0 , 0 0 0 1 4 5 , 5 2 1 R E V E N U E 9 9 , 8 1 4 R E V E N U E - R E V E N U E 6 5 0 , 0 0 0 5 0 0 , 0 0 0 8 3 3 , 2 3 1 - R E V E N U E 1 5 0 , 0 0 0 8 3 3 , 2 3 1 R E V E N U E 04-17 $ A d i l D e v e o p m e n t $ T o t a l $ $ 3 , 3 0 0 , 0 0 0 05 - Prime Minister's Office Report on Plans and Priorities for the Year 2023 Volume 2 December 2022 05 - Prime Minister's Office Table of Contents Section 1: Minister's Message and Executive Summary 1.1 Minister's Message 1.2 Executive Summary 1.3 Management Representation Statement Section 2: Ministry Overview 2.1 Mission Statement 2.2 Planning Overview 2.2.1 Ministry's Strategic Objective vs Government's Directions 2.2.2 Ministry's Annual Objectives vs Strategic Objectives 2.2.3 Modifications to the Ministry's Strategic Directions During the Year 2.2.4 Main Activities Contributing to the Annual Objectives 2.2.5 Main Challenges to Achieve Annual Objectives 2.2.6 Achievement of the Strategic Objectives over a Multi-Year Time Horizon 2.2.7 Impact of Previous Year's Results on the Current Year's Expenditures 2.3 Capital Projects Information 2.3.1 Major Capital Projects 2.3.2 Other Projects Judged Important 2.4 Transfer Payment Information Section 3: Ministry Summary Section 4: Programme Summary Page 1 1 2 3 3 3 3 3 4 5 5 5 6 6 6 6 6 6 7 8 Capital Project Estimated Expenditure 17 Section 1: Minister's Message and
 Executive Summary 1.1 Minister's Message The Prime Minister's Office (PMO) exists primarily to ensure the effective delivery of the Government's overall mandate and policy priorities and the Government's policies to the National Assembly, the local populace, and regional and international audiences.
to communicate The PMO will begin its digital transformation and transition to e-Government in 2023.

Digitalization of all communications, documentation, and records will be key to optimizing the operations of the PMO.

To this end, the PMO will also work towards enhancing the operations and outputs of the St. Kitts and Nevis Information Service (SKNIS) and ZIZ Broadcasting Corporation (ZBC) through software and hardware upgrades and staff training and development initiatives.
St. Kitts and Nevis' history is vast and has a richness that is engrained in every citizen and imbued in those that visit our shores.

Therefore, not only must our history be captured and preserved but also be accessible to all.

In 2023, the PMO will improve its support and operations of the National Archives through increased digitalization initiatives and other record conservation measures.

A country's most important and valuable resource is its people.
The Human Resource Management Department (HRMD) is the engine of the Public/Civil Service and is charged with several mandates with human resource development being of utmost importance.

As such, much of the matters related to training, whether it be short or long term, in-house, local, regional or international, are managed by the same.
In 2023, the HRMD will prioritize streamlining processes for seeking employment in the Public/Civil Service; improving inter-ministerial and general public communications; reducing manual operations and increasing the use of digital solutions to improve operational efficiencies.

The HRMD staff will be encouraged to upgrade their technical and soft skills through facilitated training and certification programmes which will redound to overall enhancement of the HRMD and the staff themselves.
The PMO understands the critical value of an efficient and effective HRMD to the overall success of the Government.

In addition, the strengthening of the bonds between our islands must be realised.

As such, the Federal Office in Nevis will be restructured to achieve the goal of representation and access to the people of Nevis at the Federal level.

The Hon.
The Hon.

Dr Terrance M Drew Prime Minister 1.2 Executive Summary Although there were many challenges faced regionally and globally in 2022, the Federation will be optimizing every opportunity to ensure that we are on a path of economic stability.

It is our aim in The Prime Minister's Office, to protect the livelihoods of all our citizens by augmenting existing and initiating new programmes that would be beneficial for the advancement of St. Kitts and Nevis.
Presently, we are still combatting the effects of the COVID-19 pandemic which have drastically changed the lives of so many individuals.

Our focus this year is to capitalize on major investments that would lead to: diversification across all sectors, an increase in job opportunities and the modernization of our Federation.

I am eternally grateful for the determination and hard work of the various Departments within the Prime Minister's Office.
Our staff members have worked assiduously to ensure that the good governance mandate is being fulfilled and we are eager to collaborate with other Ministries to ensure that the Government is operating at an acceptable level.
The Alternative Lifestyle Pathway Programme has been restructured to include sustainable goals and outputs for its participants, moving from a pay for peace programme to a skills and business development programme, with opportunities to improve literacy, develop employable skills and entrepreneurial and business mindsets.
We are confident that the restructuring will provide opportunities for participants to integrate into the general workforce, providing the benefits of access to inter-ministerial government programmes and initiatives; with appropriate inclusion in the social security framework where their contributions will provide coverage under the scheme that is afforded all productive citizens.
Training of our Civil Servants is a high priority in 2023, from the orientation to the civil service for new and existing staff to assigning individuals to multiple training courses and workshops that would increase efficiency within the Government.

Our aim is to ensure that all civil servants are productive and equipped to work for you the people at highest level of satisfaction.

The Prime Minister's Office is enthusiastic about the introduction of our new Public Affairs Unit.
The Unit will be a conglomerate of our communications-related departments that will focus on improving and streamlining our public relations services to be more responsive in ensuring transparency and accurate reporting of Government initiatives, programmes and information with increased efficacy of delivery to the public and related stakeholders.
With an increased interest in genealogical searches and repatriation efforts, the Archives Unit will set the framework for revenue generating historical tourism products and services.

In an effort to reduce cost and protect the integrity of our archival treasures, the Unit will focus on the internal management and digitization of all documentation over the medium-term which will provide greater accessibility and increase efficiency within the Unit to the benefit of the general public and tourism market.
The Prime Minister's Office recognizes that this process is an imperative first step in recognizing the value and importance of maintaining our history while meeting with technological advances needed to meet global marketability and demand for services.

The Prime Minister's Office and Government as a whole, recognizes the strength of a united Federation of St Kitts and Nevis, and have acted accordingly in improving representation for Nevis at the Federal level.
To this end, it is our intention to improve the functionality of the Federal Office on the island of Nevis through staffing and articulation of its mandate as a liaison office for Nevisians.

In this way the Government can provide increased accessibility and responsiveness for Nevisians to Federal services by addressing relevant queries and interfacing with the Nevisian population more effectively and efficiently.
05-2 The degree of dedication and commitment exhibited by the Ministry of Finance, to ensure that the Government remained functional throughout fiscal year 2022 was more than commendable.

We are confident that through measures of prudent and improved application of standard systems of financial management in 2023 our Government will be successful in achieving all established goals within the Prime Minister's Office and the Government at large.
1.3 Management Representation Statement I submit for tabling in Parliament the Annual Report of Plans and Priorities of the Office of the Prime Minister for the year 2023.

I am satisfied that the document accurately reflects the vision of the Office and is premised on the principles of good governance and fiscal prudence.

The document accurately portrays some of the achievements and plans of the Department under the Office of the Prime Minister.
It is also consistent with procedures and processes approved by the Ministry of Finance.

Dr. Marcus L Natta Cabinet Secretary Section 2: Ministry Overview 2.1 Mission Statement To provide the necessary support services to the Prime Minister in his pursuit of good governance and accountability in order to improve the quality of life of all residents of the Federation by formulating policies designed to strengthen and optimize our human resource capacity.
2.2 Planning Overview 2.2.1 Ministry's Strategic Objective vs Government's Directions The Prime Minister's Office is excited at the opportunity to commence new initiatives and improve existing programmes during 2023 and is honoured to be at the epicentre of a good governance agenda with transparent and accountable mandates and policies.
It is our goal to address the challenges and meet the needs of Government through a Civil Service that works diligently and professionally to serve its citizens and residents.

The Prime Minister must be suitably positioned to provide leadership as head of the Federation, as well as exhibit confidence as we support Ministers and their Ministries within the Government.
Considering the national and global climate following COVID-19 and other world events, we must rebuild trust in governing bodies and work together collaboratively to improve efficiency in the provision of services and management of resources.

As we work on our good governance agenda our aim is to be both better prepared and more responsive to local, regional and international realities that currently shape the global landscape.
05-3 To fulfil our mandate, resources have been provided in the 2023 Budget to do the following: (i) Modernize operational systems within The Prime Minister's Office to allow all departments to function with greater efficiency and effectiveness by initiating the processes necessary to transition with training and technology.

(ii) Promote more inter-ministerial projects between the Prime Minister's Office and other Ministries to consolidate human and financial resource management.
(iii) Provide a safe environment for all Civil Servants stationed at Government Headquarters by executing the Renovation of Government Headquarters Project.

(iv) Promote further human resource development via the provision of scholarships to pursue studies at the University of the West Indies, University of the Virgin Islands, Monroe College and other accredited institutions.
(v) To pursue additional opportunities for skill and knowledge development for our learned and learning citizenry in areas relevant to our needs and development as a nation.

(vi) Improve collaborative efforts between the Federal Government and the Nevis Island Administration.

(vii) Facilitate the input of a wide cross-section of the populace in the development and implementation of Government's policies.
2.2.2 Ministry's Annual Objectives vs Strategic Objectives The annual objectives emphasize the streamlining of administrative processes towards greater efficiency through the development of strategic leadership instruments with the aim to strengthen the strategic nature of Government policy and to enhance the executive capacity of the Government.

The aim is to encourage an inter-ministerial and leadership approach to governance; and to promote strategic cohesion in policy and financial processes.
Through this approach we will achieve more effective implementation of Government programs and other policy coordination; improve and strengthen joint Federal communications between St. Kitts and Nevis; as well as examine ways to harness information and dialogue through the involvement of community and specialist committees, who will provide a broader knowledge base in decision making, needed for better monitoring and management of sustainable goals and mandates.
During 2023 more emphasis would be placed on improving the efficiency and responsiveness of the Government as a means of making St. Kitts and Nevis more marketable and competitive globally.
More focus will also be placed on developing opportunities for our citizens of all ages and walks of life to reduce reliance on public support while improving self-determination through the provision of jobs and strengthening of services and initiatives that create sustainable solutions to existing and expectant socio-economic and development challenges.
05-4 2.2.3 Modifications to the Ministry's Strategic Directions During the Year As a new administration, our major modification to the strategy of the Ministry is to increase transparency, accountability and provide fair and good governance practices in the upcoming year.

Our goal is to review current and existing programmes and seek to be more responsive to the needs of our citizens and residents through the attainment of sustainable and strategic governance goals.
2.2.4 Main Activities Contributing to the Annual Objectives The Prime Minister's Office is critical to the achievement of the overall objectives of the Government of St. Kitts and Nevis as it lends support to the Head of Government and facilitates the Cabinet, which sits at the core of Government's functionality.

The activities of the Ministry are therefore very critical to the attainment of progress of the country on a whole and its individual citizens and residents especially.
These are the main activities throughout the Ministry that would contribute most significantly to the achievement of the Ministry's annual objectives: • Continue the reform process recommended under the Enhanced Public Sector and Efficiency Project • Continue operationalization of a training policy • Coordination of in-house training • Development of modern job descriptions, standardized across Ministries • Secure technical assistance to assist with the development of a Performance Management System Evolution and Promotion of the Citizenship by Investment Program • • Utilize International Trade, development and business forums to promote St. Kitts • • • and Nevis as a Financial Services Centre for the Northern Caribbean Strengthen inter-sectoral collaboration between ministries and departments Improve Inter and Intra Caribbean and African financial, trade, educational, cultural and social relations Increase areas of revenue generation within existing departments such as the National Heroes Park and National Archives 2.2.5 Main Challenges to Achieve Annual Objectives The main challenges for 2023 are as follows: the erosion of Having inherited a general attitude of dissidence and dependence on government programmes, traditional values and employment systems have significantly affected the process of strengthening our capacity to deliver.
Additionally fiscal responsibility must be managed to eliminate overages and revert exploitation of existing financial systems especially as we approach inevitable season of fiscal restraint and global recession.

05-5 Notwithstanding these challenges, we are confident that the objectives of the Ministry are achievable through wise management of our fiscal and human resources and through proper planning and administration of our plans and goals.
2.2.6 Achievement of the Strategic Objectives over a Multi-Year Time Horizon To achieve the varying objectives of the Ministry will require not only human resources but the necessary supplies and funding to achieve these goals.

However, Rome was not built in a day; and it is imperative that plans be coordinated to be achievable over a multi-year time frame.
Although resources are limited, for the most part the Ministry will utilize strategy and initiative, creativity and intuition to achieve more with less and to ensure that these minor challenges do not compromise the output that is necessary to provide quality service to all our clients.

2.2.7 Impact of Previous Year's Results on the Current Year's Expenditures There is no report on the impact of the previous year's results.
2.3 Capital Projects Information 2.3.1 Major Capital Projects • Renovation of Government Headquarters • Robert L. Bradshaw Museum 2.3.2 Other Project Judged Important There are no other projects judged necessary.
2.4 Transfer Payment Information 1) The University of the West Indies, Economic Cost 2) The University of the Virgin Islands 3) Monroe College 4) Caribbean Center for Development Administration (CARICAD) - Membership Fees 5) Council of Legal Education 6) Midwestern State University 05-6 Section 3: Ministry Summary Portfolio E. 05 - Manage the Affairs of the Federation Responsibility Centre 05 - Prime Minister's Office Officer in Charge Permanent Secretary Goals/Global Objectives To govern the affairs of the nation in order to improve the quality of life of its citizens Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Planned Estimated Projected Projected Actual Programme 2021 2022 2023 (in thousands) 2024 2025 05041 - Manage General Administration 05041 - Manage Diaspora Unit 05041 - Manage the National Archives and Records 05042 - Manage Human Resources Dept 05041 - Manage Citizenship by Investment Unit 05043 - Provide Printing Services for the Government 05088 - Inform the Public on Government’s activities and create public awareness Total 84,643 98,319 100,895 100,267 100,543 05-7 Section 4: Programme Summary Portfolio Programme E. 05 - Manage the Affairs of the Federation 05041 - Manage General Administration Responsibility Centre 05 - Prime Minister's Office 041 - Permanent Secretary Officer in Charge Cabinet Secretary Goals/Global Objectives To provide effective administrative support to the Prime Minister's Office through sound policies and engaging public participation Objective(s) for 2023 1.To engage the public in dialogue on the economy and other issues of national importance 2.To facilitate access to Federal Ministers of Government during visits in Nevis 3.To provide the necessary support services to the Cabinet and Cabinet sub- committees Sub-Programme: Expected
 Results 4 Performance Indicators Number of quarterly public consultations 7 52 Number of visits made by Ministers of Government to the Federal Office in Charlestown Number of Cabinet Meetings held 00818 - Provide administrative support 00814 - Provide administrative support for the Cabinet 00828 - Represent the Federation in Nevis 01359 - Provide coordinating and policy support 05041 - Manage Telecommunication Service 05041 - Invest in National Assets 04277 - Support Independence Celebration 00820 - Security & Maintenance Unit 00822 - Manage National Heroes Park 00825 - Manage Cannabis Authority 00827 - Manage Electoral Constituency Boundaries Commission 05-8 Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 (in thousands) 7,920 2,554 8,309 1,220 9,718 1,350 9,801 450 9,886 450 Total 10,474 9,529 11,068 10,251 10,336 Recurrent Capital Transfer Budgetary Grant Principal Repayment Net Lending 05-9 Portfolio Programme E. 05 - Manage the Affairs of the Federation 05041 - Manage Diaspora Unit Responsibility Centre 05 - Prime Minister's Office 041 - Permanent Secretary 041-095 - Regional Integration Diaspora Unit Officer in Charge Permanent Secretary Goals/Global Objectives To cover all assistance provided to citizens returning to reside in the Federation Objective(s) for 2023 1.To assist returning nationals reintegrate in the Federation Expected Results Performance Indicators 20 Number of returning nationals receiving assistance Sub-Programme: 01845 - Provide administrative support to Regional Integration and Diaspora Unit Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 (in thousands) 221 297 359 366 372 Total 221 297 359 366 372 Recurrent Capital Transfer Budgetary Grant Principal Repayment Net Lending 05-10 Portfolio Programme E. 05 - Manage the Affairs of the
 Federation 05041 - Manage the National Archives and Records Responsibility Centre 05 - Prime Minister's Office 041 - Permanent Secretary 041-097 - National Archives Officer in Charge Permanent Secretary Goals/Global Objectives To preserve the records of long-term value for the present and future generation Objective(s) for 2023 1.To conserve records that are damaged 2.To make records accessible to the public Expected Results 50 150 3.To receive records from the government 5 departments Sub-Programme: Performance Indicators Number of pages of documents conserved Number of persons receiving assistance from the Archives Number of documents to the Archives departments forwarding 00833 - Preserve and archive records of importance 0504111 - Invest in National archives and records building Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 (in thousands) 84 280 319 326 332 Total 84 280 319 326 332 Recurrent Capital Transfer Budgetary Grant Principal Repayment Net Lending 05-11 Portfolio Programme E. 05 - Manage the Affairs of the Federation 05042 - Manage Human Resources Department Responsibility Centre 05 - Prime Minister's Office 042 - Human Resource Department Officer in Charge Chief Personnel Officer Goals/Global Objectives To develop the government's human resource management programme to ensure an effective Civil Service that is responsive to the needs of all stakeholders Objective(s) for 2023 1.To assist employees with Health, Financial, Counseling and Work Performance issues 2.To complete Human Resource Audit 3.To complete the GAE Plan 4.To complete the new Pension Plan 5.To coordinate and deliver local training programmes 6.To create and roll-out HR website 7.To design and execute the Civil Service Recognition Program 8.To discuss and adopt the new Training Plan 9.To provide scholarships to students of the Federation 10.To refine the Public Service Bill 2011
 Sub-Programme: Expected Results 100 Performance Indicators Number of persons assistance receiving this 4th quarter Period the Audit is completed 4th quarter Period the GAE Plan is completed 3rd quarter Period the new Pension Plan is completed Number of training programmes delivered 4 3rd quarter Period the website is launched 1st quarter Period the first program will be rolled out 3rd quarter Period the Training Plan is adopted 50 Number of students supported by scholarships 2nd quarter Period the Bill is completed 01361 - Manage Human Resources 01366 - Support the services Commissions 01367 - Reform the public service 01368 - Provide scholarships and bursaries to non-government students 05042 - Develop Human Resources 05042 - Invest in Human Resource Department Participation in Regional and International Organizations 05-12 Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 (in thousands) 2,750 3,903 4,444 4,527 4,612 4,408 8,000 8,000 8,000 8,000 Total 7,158 11,903 12,444 12,527 12,612 Recurrent Capital Transfer Budgetary Grant Principal Repayment Net Lending 05-13 Portfolio Programme E. 05 - Manage the Affairs of the Federation 05041 - Manage Citizenship by Investment Unit Responsibility Centre 05 - Prime Minister's Office 041 - Citizenship by Investment Officer in Charge Permanent Secretary Goals/Global Objectives To manage the Citizenship by Investment Unit Objective(s) for 2023 1.To promote the Citizenship Investment Program Expected Results Performance Indicators by 300 Number of applicants qualifying for Citizenship through Investment Sub-Programme: 03608 - Manage foreign investment in the local economy Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 (in thousands) 64,271 73,750 73,945 73,995 74,045 Total 64,271 73,750 73,945 73,995 74,045 Recurrent Capital
 Transfer Budgetary Grant Principal Repayment Net Lending 05-14 Portfolio Programme E. 05 - Manage the Affairs of the Federation 05043 - Provide Printing Services for the Government Responsibility Centre 05 - Prime Minister's Office 043 - Government Printery Officer in Charge Permanent Secretary Goals/Global Objectives To provide the printing and binding needs of the Government Objective(s) for 2023 1.To produce documents and requested in a timely manner forms Expected Results Performance Indicators 2 weeks Average turn around time for printing forms and documents for the government 2.To publish a weekly Gazette 52 Number of weekly Gazettes published Sub-Programme: 00824 - Print government documents 05043 - Invest in Printing Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 (in thousands) 1,152 1,061 1,137 1,154 1,171 Total 1,152 1,061 1,137 1,154 1,171 Recurrent Capital Transfer Budgetary Grant Principal Repayment Net Lending 05-15 Portfolio Programme E. 05 - Manage the Affairs of the Federation 05088 - Inform the Public on Government Activities and Create Public Awareness Responsibility Centre 05 - Prime Minister's Office 088 - Information Department Officer in Charge Permanent Secretary Goals/Global Objectives To inform and educate the public on government supported initiatives, activities and interests Objective(s) for 2023 1.To increase access to Government Information via television 2.To increase effectiveness and quality of Government Information 3.To train Technical Staff in Postproduction and Editing activities Sub-Programme: Expected Results 1 30% 80% Performance Indicators Number of additional TV Programs produced Percentage reduction of postproduction turn around airtime Percentage of Technical Staff trained in Postproduction and Editing Activities 01139 - Inform the Public and Create Public Awareness 05088 - Invest in SKNIS Financial Summary
 Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 (in thousands) 1,282 1,489 1,623 1,648 1,675 Total 1,282 1,489 1,623 1,648 1,675 Recurrent Capital Transfer Budgetary Grant Principal Repayment Net Lending 05-16 C .
0 5 - I I I P R M E M N S T E R S O F F C E I ' ( I C A P T A L P R O J E C T S ) S T .

I K T T S A N D N E V S E S T M A T E S I I , 2 0 2 3 0 5 0 4 1 2 9 R o b e r t L .
B r a d s h a w M u s e u m 9 0 0 , 0 0 0 - , 2 7 7 , 0 6 2 4 5 0 , 0 0 0 S u b t o t a l 4 , 1 7 7 , 0 6 2 4 5 0 , , 0 0 0 , 0 0 0 2 1 7 , 1 2 4 - - T O T A L 7 2 , 3 9 4 , 1 8 6 4 5 0 , 0 0 0 - - - - - - 9 0 0 , 0 0 0 , 1 3 5 0 , 0 0 0 , 2 4 1 3 , 9 3 3 9 0 0 , 0 0 0 , 1 3 5 0 , 0 0 0 1 8 , 3 6 9 9 0 0 , 0 0 0 9 0 0 , 0 0 0 - D E V A D I - 4 5 0 , 0 0 0 1 8 , 3 6 9 R E V E N U E - - - - , 2 1 9 8 , 1 9 9 R E V E N U E 1 9 7 , 3 6 5 R E V E N U E 05-17 T o t a l i M n i s t r y $ 1 , 3 5 0 , 0 0 0 0 5 0 4 1 N o .
$ $ $ $ A d i l D e v e o p m e n t $ T o t a l E s t i m a t e d E x p e n d i t u r e 2 0 2 3 $ 06 - Ministry of National Security, Citizenship and Immigration Report on Plans and Priorities for the Year 2023 Volume 2 December 2022 06 - Ministry of National Security, Citizenship and Immigration Table of Contents Page Section 1: Minister's Message and Executive Summary 1.1 Minister's Message 1.2 Executive Summary 1.3 Management Representation Statement Section 2: Ministry Overview 2.1 Mission Statement 2.2 Planning Overview 2.2.1 Ministry's Strategic Objective vs Government's Directions 2.2.2 Ministry's Annual Objectives vs Strategic Objectives 2.2.3 Modifications to the Ministry's Strategic Directions During the Year 2.2.4 Main Activities Contributing to the Annual Objectives 2.2.5 Main Challenges to Achieve Annual Objectives 2.2.6 Achievement of the Strategic Objectives over a Multi-Year Time Horizon 2.3 Capital Projects Information 2.3.1 Major Capital Projects 2.3.2 Other Projects Judged Important 2.3.3 Status Report on Major Government Projects 2.4 Transfer Payment Information Section 3: Ministry Summary Section 4: Programme Summary Capital Project Estimated Expenditure 1 1 2 3 4 4 4 4 5 5 5 5 5 6 6 6 6 7 8 9 20 Section 1: Minister's Message and Executive Summary 1.1 Minister's Message For most of 2022, recovery from the stresses of the COVID-19 pandemic was critical.
The Security Forces have now generally been able to return to their main activity of law enforcement.

The crime statistics as reported by the Royal St. Christopher and Nevis Police Force (RSCNPF)have continued to be at an all-time low, particularly in terms of gang-related homicides.

Nevertheless, in 2023, the RSCNPF, supported by the St. Kitts and Nevis Defence Force (SKNDF), must continue to be vigilant and place efforts to generally reduce crime and to keep young people out of gangs.
The substantial number of non-fatal shootings serve as a reminder of the need to be vigilant and for there to be stepped up police patrols and presence in in our communities.
The Ministry of National Security, Citizenship and Immigration in collaboration with community policing initiatives, will continue to vigorously promote the development and expansion of the Explorers Clubs and Explorers Cadets which now provide positive direction for nearly 1,500 children and teenagers, and continue to be embraced and supported by parents in communities around St. Kitts and Nevis.
The Department of Strategic Research and Development (DSRD) within the National Crimes Commission will continue to do research and monitor all aspects of the many threats to national security and make recommendations on the way forward.
All these activities will continue to support the Government's expressed initiatives under the Prime Minister's Office to reform and strengthen the delivery of the Alternative Lifestyle Pathways Project (ALPP), or 'Peace Initiative' as it is called to ensure that major crimes remain on a downward trend.

Technology will be used to upgrade our forensic science and cybercrime capabilities, and establishment of a modern crime lab.
Additionally, we hope to see the emergence of a more professional Traffic Department within the RSCNPF.
The National Council on Drug Abuse Prevention, the SKN Defence Force, the SKN Fire and Rescue Services, National Emergency Management Agency (NEMA), Her Majesty's Prison (HMP), the RSCNPF, Citizenship by Investment Unit and the Immigration Department, all have prepared strategic outlooks and plans for reforming the staffing structures of the respective agencies, as well as for innovative delivery of programmes and practices to improve their efficiency and effectiveness.
For example, by October 2023, we should have a totally redesigned ePassport system and, in collaboration with our service provider, Canadian Bank Note (CBN), set in motion upgrades in our Border Management System, including Kiosk Technology, to be implemented within the next two years.

In addition, the Ministry will therefore push ahead with the vision for continued implementation of effective strategies to ensure that National Security remains a priority and citizens' safety and security remains assured.
The National Security Strategy (NSS) will be reviewed to ensure that it remains relevant to the requirements for strengthening safety and security in the Federation.

The year 2023 promises to be an exciting year as we move together to strengthen the Federation's national security.

Hon.
Dr. Terrance Drew Prime Minister and Minister of National Security, Citizenship and Immigration 1.2 Executive Summary The emphasis and priority actions for the Ministry of National Security, Citizenship and Immigration in the 2023 Budget will continue to be broadly guided by the National Security Strategy (NSS), which will be reviewed to ensure that it adequately elaborates approaches and strategies to combat the threats to national security, and the review and development of the national security architecture.
The main priorities for 2023 are summarized below.

The relationship between law enforcement and the community will continue to be the foundation for general policing.

During 2023 and beyond, the model approach designed by the Police National Intervention Team and the Community Policing Team will continue to be expanded to several other communities.
The close relationship will be strengthened between the RSCNPF, youth and their parents, and other interest groups in our communities in both St. Kitts and Nevis.

in crime Training of RSCNPF and other members of the Security Forces will be a priority, to continue to upgrade their competencies in modern policing, and producing positive forging stronger community results relationships, reducing gang membership recruitment, and establishing safe havens for at-risk youths.
Community policing in St. Kitts and Nevis will be tailored to society's complex and diverse needs, with the delivery of public protection being informed by community priorities and robust evidence-based programmes.
recidivism reduction, reduction, Efforts to strengthen crime fighting through the use of technology will be strengthened in Forensic Science through providing equipment and specialized development and focusing on cybercrime and the development of a cybercrime lab and utilising technology and equipment such as XRAY and Gray Key, Network Server, Laptops, and a Forensic Tower Computer.
Additionally, the Forensic Science Lab at Tabernacle will not only provide services for local investigations but also for regional law enforcement agencies at a reasonable cost.

Specific to the emphasis on training should also be to incorporate the pursuit of deoxyribonucleic acid (DNA) diagnostics, cybercrime, and crypto-currency certification.

This would increase the Federation's ability to combat transnational criminal activities.
training The SKN Fire and Rescue Services will formulate and implement a National Fire Code, thereby establishing requirements for all commercial, industrial and residential buildings.

The CCTV Security System at Her Majesty's Prison (HMP) and at the Prison Farm in Nevis will be upgraded.

Training in specialized areas will be intensified for selected Prison Officers, including Security, Leadership, Riot Control, Medical Assistance, Rehabilitation and General Management.
Special attention will be given to Immigration over the next two to three years, starting in 2023.

In collaboration with Canadian Bank Note (CBN), there will be an upgrade of our ePassport System and implementation of a 4th Generation Border Management System (BMS).

During the period October to November 2023, a new ePassport System will be operationalized.

Over the next two years, there will be Exit Control Removal.
Kiosks will be designed to meet special requirements and Automatic Passport Control via Kiosk Technology, and other BMS features, introduced at the RLB International Airport.

The draft Policy and Procedures Manual developed by the Immigration Department will be discussed and upgraded.

06-2 the continued development of This Budget supports the National Emergency Management Agency (NEMA).
The Agency will adapt the Model Caribbean Disaster Management Policy, enhance its Public Education Campaign, create a National Disaster Preparedness and Response Fund, certify Community Students Emergency Response Teams, establish a Strategic Vision on Multi-Hazard Early Warning Systems, and use digital technologies to support the implementation of a Multi-Hazard Early Warning System.
This 2023 Budget will provide resources to enable the National Council on Drug Abuse Prevention to complete the National Drug Policy in order to guide policy on all drug matters related to international cooperation, drug demand reduction, supply reduction, control measures and institutional strengthening.

The National Drug Council will broaden the scope and impact of drug prevention and intervention initiatives, especially amongst the vulnerable populations.
The Drug Information Network will be relaunched and strengthened to provide more evidence-based information.

In addition, the Public Works Department will be requested to prioritise the construction of the Outreach Centre which has been pending for a few years.

1.3 Management Representation Statement I am pleased to present the Annual Report on Plans and Priorities for the Ministry of National Security, Citizenship and Immigration.
In formulating the information herein, there have been extensive discussions with all the relevant departments within the Ministry and in other stakeholder Government departments, to ensure that the National Security Strategy is effectively implemented.

The relevant management and accountable systems are in place within the Ministry to ensure effective and efficient implementation of the strategies, initiatives, programmes and projects that have been presented.
In the development and presentation of the document, processes and procedures approved by the Ministry of Finance have been considered.

Osmond Petty, B.Sc.

M.Ed.
MBE, JP Permanent Secretary 06-3 Section 2: Ministry Overview 2.1 Mission Statement The general VISION of the Ministry of National Security, Citizenship and Immigration as outlined in the National Security Strategy is as follows: St. Kitts and Nevis, a nation that puts God and Country Above Self, where all exist in a peaceful, safe, secure and stable environment; a place where citizens, residents and visitors can live, study, work, and do business; a Federation that values its people, system of governance and consistently seeks improvements for all, by providing opportunities that cater for individual and collective well-being through economic growth, prosperity, good health and the respect for law and order; a small island state in which all sectors of the nation, government agencies and private sector, at individual and organizational levels, work together to ensure all threats to its security are minimized or totally removed.
Therefore, to this end, the following statement outlines the Mission and general Ministry policy and thrust in 2023 and beyond.

To implement strategies and provide resources to the national security agencies to ensure that the Federation of St. Kitts and Nevis continues to be a safe place to live, work, do business and visit.
The concerns and needs of residents, students, tourists and other visitors, businesses and vulnerable people in the Federation will be identified through on-going public consultation, and these will be considered in decision making as the Ministry collaborates with other stakeholder agencies in Government, Non- government Organizations (NGOs) and the private sector to invest its resources and ensure that effective and efficient criminal justice practices are pursued.
2.2 Planning Overview 2.2.1 Ministry's Strategic Objective vs Government's Directions The commitment to ensuring a safe and secure Federation continues to be the priority mandate of the Royal St. Christopher and Nevis Police Force (RSCNPF).

Fulfilling this mandate requires police services to adapt to the new best practices in a 21st century crime fighting model.
The National Security Strategy (NSS) provides the general strategic direction of the Ministry of National Security, Citizenship and Immigration and will continually be updated to address and provide general measures to deal with threats to the Federation.

The fourteen threats that currently confront the Federation and which will continue to guide priority areas and actions are as follows: 1.

Illegal Arms and Ammunition Trafficking 2.

Illegal Drug Trafficking 3.


Corruption in the Public and Private Sectors 4.

Organized Crime 06-4 5.

Transnational Organized Crime 6.

Money Laundering 7.

Human Trafficking/Smuggling 8.

Terrorism 9.

Natural and Manmade Disasters 10.

Health Pandemics 11.

Cybercrime 12.

Regional and Global Migrations from Crisis Prone Areas 13.

Climate Change 14.
Climate Change 14.

Deportees and Deportee Migration across Borders in CARICOM 2.2.2 Ministry's Annual Objectives vs Strategic Objectives The Ministry will continue to emphasize its broad goals which include: 1.

Reform of the National Security Architecture; 2.

Dismantling gangs; 3.


Expansion of Community and Youth Policing initiatives, and Social Intervention programmes, in an attempt to change community norms, bringing improved relationships between law enforcement, youth and communities as a whole; and 4.

Strengthening of smaller Ministry of National Security, Citizenship and Immigration agencies: NEMA and the National Council on Drug Abuse Prevention.
2.2.3 Modifications to the Ministry's Strategic Directions During the Year The COVID-19 pandemic forced a delay and re-direction in many initiatives that were planned over the last two years.

Now that the pandemic is no longer at the forefront, manpower in the Royal St. Christopher and Nevis Police Force and the SKN Defence Force, in particular, can now be re-directed to strengthen law enforcement activities, including community patrols.
2.2.4 Main Activities Contributing to the Annual Objectives The main activities as outlined in the Executive Summary.

2.2.5 Main Challenges to Achieve Annual Objectives Finding a balance between budgeted and unforeseen demands at the various agencies within the Ministry, as each Department or Agency seeks to improve delivery of existing programmes and introduce innovative programmes to meet new emerging challenges.
06-5 2.2.6 Achievement of the Strategic Objectives over a Multi-Year Time Horizon The implementation of the broad-based National Security Strategy (NSS), and the reforms that the NSS is expected to generate as Ministries, Departments and Agencies are reviewed in "all of Government approach to National Security", and as the threats to National Security are minimized, potentially will likely lead to the Ministry's vision of a peaceful, safe and stable environment being realized.
There is some evidence of success already as shown by crime statistics that indicate that most major crimes are trending downwards.
2.3 Capital Projects Information 2.3.1 Major Capital Projects - - - - - - - - - - - - Construction of Explorer's Campsite Safety and Security Improvement Project Refurbishment of Police Stations Closed-circuit Television (CCTV) Surveillance and Traffic Management System Containerized Forensic Unit Peace Initiative Relocation of Traffic Department Purchase of Vehicles/Equipment (Pumps, radio com etc.)
Prison Farm Nevis Refurbishment and Purchase of Equipment Her Majesty's Prison (HMP) Refurbishment and Purchase of Equipment Construction of Outreach Center Upgrade Fire and Rescue Services Facilities 2.3.2 Other Projects Judged Important - - - Construction of New Correctional Facility Construction and Refurbishment of Camp Springfield Barracks Purchase of Bedding 2.3.3 Status Report on Major Government Projects Refurbishment of Charlestown Police Station and Dieppe Bay Police Station have commenced.
06-6 2.4 Transfer Payment Information Contributions are made to the following agencies: - Regional Security System (RSS) - The Caribbean Community (CARICOM) Implementation Agency for Crime and Security (IMPACS) - The Agency for the Prohibition of Nuclear Weapons in Latin America and the Caribbean (OPANAL) International Criminal Police Organization (Interpol) - - Organization for the Prohibition of Chemical Weapons (OPCW) - Association of Caribbean Commissioners of Police (ACCP) - Caribbean Disaster Emergency Management Agency (CDEMA) - Caribbean Association of Fire Chiefs (CAFC) - Association of Superintendents of Prisons (ASP) - University of the West Indies (UWI) Seismic Research Unit (SRU) 06-7 Section 3: Ministry Summary Portfolio E. 06 - Provide National Security, Citizenship and Immigration Responsibility Centre 06 - Ministry of National Security, Citizenship and Immigration Officer in Charge Permanent Secretary Goals/Global Objectives To provide fire and rescue services and emergency services through the development of policies that are fair and accessible to the citizens of St. Kitts and Nevis and promote the citizenship by investment program.
To foster and safeguard without prejudice, amicable employment relationships between employer and employees, endeavouring to promote general welfare and harmony with the federation Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Planned Estimated Projected Projected Actual Programme 2021 2022 2023 (in thousands) 2024 2025 06051 - Provide Administrative Support 06052 - Manage Police Services 06053 - Provide Fire and Rescue Services 06054 - Provide National Defence and Regional Security Assistance 06055 - Provide Prison Services 06056 - Enhance Disaster Management in the Federation 06058 - Prevent and Reduce Drug Abuse Total 93,768 90,131 98,428 96,613 89,245 06-8 Section 4: Programme Summary Portfolio Programme E. 06 - Provide National Security, Citizenship and Immigration 06051 - Provide Administrative Support Responsibility Centre 06 - Ministry of National Security, Citizenship and Immigration 051 - Permanent Secretary's Office Officer in Charge Permanent Secretary Goals/Global Objectives To coordinate the provision of services to the public as they relate to public safety and the rights of citizenry, border security, law enforcement, disaster mitigation and management, drug rehabilitation and the development of internationally accepted immigration and labour practice Objective(s) for 2023 1.To introduce a Machine-Readable Passport with Biometric technology capability to reduce instances of fraud 2.To process Passport applications in First World accordance with standards 3.To provide improved services to the public and advice on the roles and is responsibilities each required to play in securing the nation citizen Sub-Programme: Expected Results 0 Performance Indicators Number of instances of fraud/identity theft within 1 month 6 time for processing of Turnaround
 applications/documents - one day for Express Service, three days for Quick Service, and five days for Normal Service priorities Number implemented to improve service delivery and inform the public on the roles and responsibilities of the Ministry of National Security, Citizenship and Immigration strategic of 00703 - Manage the Ministry and Provide Administrative Services 00770 - Maintenance of Passport System - Canadian Bank Note (CBN) 00775 - Provide Immigration Services 00776 - Support Social Intervention Initiatives 00777 - Issue Work Permits, Citizenship, Visas and Residency Permits 00769 - Issue Travel Documents 01827 - Contributions to Foreign Institutions 03310 - Provide Telecommunication Services 06051 - Invest in Homeland Security Participation in Regional and International Organizations 06-9 Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 (in thousands) 8,756 2,298 7,600 2,500 9,445 150 9,510 150 9,577 100 Total 11,054 10,100 9,595 9,660 9,677 Recurrent Capital Transfer Budgetary Grant Principal Repayment Net Lending 06-10 Portfolio Programme E. 06 - Provide National Security, Citizenship and Immigration 06052 - Manage Police Services Responsibility Centre 06 - Ministry of National Security, Citizenship and Immigration 052 - Police Officer in Charge Commissioner of Police Goals/Global Objectives To protect life and property, to prevent and detect crime and to prosecute offenders in order to preserve law and order in St. Kitts and Nevis.
To deter foreign interference and provide manpower for regional responses and participate in national ceremonial duties.

To enhance cooperation and intelligence sharing between law enforcement agencies.
Objective(s) for 2023 1.To apply the elements of the crime prevention strategy effectively and efficiently in the general improvements 2.To continue discipline, administration of the Force crime welfare 3.To and implement prevention strategies based on Community oriented policing, observing and protecting the rights of all citizens 4.To strengthen the border security mechanism and procedures Expected Results 15% 20 20% 8 5 20 2 Performance Indicators Percentage increase in solvency rates for homicides Number of guns removed off the streets Percentage reduction in homicides Number of personnel strategies geared to ensure transparency and accountability in actions Number of public consultations for reduction in crime levels Number of crime prevention initiatives implemented (in cooperation with other Agencies of the National Security Architecture, where applicable) Number of initiatives taken to improve and enhance the processing of the border security mechanism, in cooperation with other arms of State, where applicable Sub-Programme: 06052121 - Manage the Police Department 06052122 - Maintain Law and Order 06052124 - Manage Strategic Research and Development Participation in International and Regional Organizations 06-11 Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 (in thousands) 32,913 21,726 3,590 31,595 19,400 3,586 35,655 20,225 3,636 36,210 17,550 3,636 36,775 10,150 3,636 Total 58,229 54,581 59,516 57,396 50,561 Recurrent Capital Transfer Budgetary Grant Principal Repayment Net Lending 06-12 Portfolio Programme E. 06 - Provide National Security, Citizenship and Immigration 06053 - Provide Fire and Rescue Services Responsibility Centre 06 - Ministry of National Security, Citizenship and Immigration 053 - Fire and Rescue Services Officer in Charge Fire Chief Goals/Global Objectives To provide fire prevention and control, and rescue services in order to protect life and property Objective(s) for 2023 1.To
 continue education on the prevention of fires, safety practices and rescue operations 2.To implement an effective community- based programme on safety in the Federation Expected Results 600 52 3.To respond to fires in a timely manner 4.To train Fire officers in accordance with International Civil Aviation (ICAD) Less than 10 minutes 5 Performance Indicators Number of media announcements to the general public including community meetings held Number of safety awareness sessions held in homes, corporations and public institutions, private schools, hospitals, companies and other places Average response time to a reported fire Number of persons trained and their effectiveness in imparting knowledge and dealing with emergencies Sub-Programme: 00748 - Provide Fire and Paramedic Services 01822 - Provide Medical Assistance for Fire Officers 01832 - Provide Refunds 00753 - Maintain Fire Vehicles 06053 - Invest in Fire and Rescue Services 04331 - Caribbean Association of Fire Chiefs (CAFC) Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 (in thousands) 6,346 541 79 6,571 1,170 60 7,370 1,600 60 7,498 1,600 60 7,628 600 60 Total 6,966 7,801 9,030 9,158 8,288 Recurrent Capital Transfer Budgetary Grant Principal Repayment Net Lending 06-13 Portfolio Programme E. 06 - Provide National Security, Citizenship and Immigration 06054 - Provide National Defence and Regional Security Assistance Responsibility Centre 06 - Ministry of National Security, Citizenship and Immigration 054 - St. Kitts and Nevis Defence Force Officer in Charge Lieutenant Colonel Goals/Global Objectives To assist the police in maintaining law and order, the National Emergency Management Agency in national disasters, to deter foreign interference and to provide manpower for regional responses and to participate in national ceremonial duties Objective(s) for 2023 1.To implement a Youth Outreach Programme Expected
 Results 2 2.To assist the Police in crime fighting 100 community Performance Indicators enjoyment Number of activities with persons of age 8 - 16, teaching life skills and the need to be responsible citizens Number of focused, intelligence driven, joint planning and implemented activities geared the Federation.
To enhance the land-based intelligence capacity reduce crime across to 3.To develop the skills of a Junior Rank- and capacities of middle leadership knowledge, management management 4.To ensure the safety of our borders from drug trafficking and smuggling 5.To implement a community policing program 10 6 4 Number of training sessions conducted.

Development of proper criteria for advancement based upon roles and responsibilities of the current Force Number of border patrols.
Building and effective intelligence capacity, specifically focused on the maritime environment Number of community meetings held.
Improvements realized in communities policed by the military Sub-Programme: 00752 - Provide for Defence of the Federation 01829 - Provide Medical Assistance for Soldiers 00754 - Enforce Laws and treaties in Federation's Waters and Provide Emergency Assistance 01830 - Provide Medical Assistance for Coast Guard Officers 06054 - Invest in National Defence 06-14 Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 (in thousands) 9,874 177 10,324 200 70 11,576 200 70 11,779 200 70 11,986 200 70 Total 10,051 10,594 11,846 12,049 12,256 Recurrent Capital Transfer Budgetary Grant Principal Repayment Net Lending 06-15 Portfolio Programme E. 06 - Provide National Security, Citizenship and Immigration 06055 - Provide Prison Services Responsibility Centre 06 - Ministry of National Security, Citizenship and Immigration 055 - Prison Department Officer in Charge Commissioner of Corrections Goals/Global Objectives To provide security to the public from criminal offenders and to provide rehabilitation of prisoners to reduce the number of repeat offenders Objective(s) for 2023 1.To improve rehabilitation programmes for prisoners 2.To provide training for Prison Officers 3.To reduce the number of repeat offenders through effective rehabilitation practices 4.To strengthen the infrastructure at the Prisons Expected Results 6 25 4 24 Performance Indicators Number of skills training sessions held and persons qualified Number of Officers participating in training activities and qualifying at the accepted standard training and counseling Number of sessions held with inmates, leading to certified rehabilitation and job suitability for cameras Number of planned actions the for installation of CCTV implementation and observance of proper and security improved the administration and residents procedures for communications practices, Sub-Programme: 00730 - Manage and support Prisons 00731 - Provide General Welfare Activities to Former Prisoners
 06055 - Invest in Prisons 04332 - Associations of Superintendents of Prisons (ASP) 00733 - General Welfare Act to Prison Officers Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 (in thousands) 4,686 318 52 4,043 425 45 4,855 650 65 4,944 450 65 5,034 450 65 Total 5,056 4,513 5,570 5,459 5,549 Recurrent Capital Transfer Budgetary Grant Principal Repayment Net Lending 06-16 Portfolio Programme E. 06 - Provide National Security, Citizenship and Immigration 06056 - Enhance Disaster Management in the Federation Responsibility Centre 06 - Ministry of National Security, Citizenship and Immigration 056 - National Emergency Management Agency Officer in Charge National Disaster Coordinator Goals/Global Objectives To coordinate and manage national disasters and emergencies Objective(s) for 2023 1.To adopt the Model CDM Policy and legislation 2.To develop district Vulnerability Maps to support mitigation efforts at a community level 3.To develop hazard specific contingency plans at community level 4.To enhance NEMA Districts Volunteer System through orientation sessions (new and existing volunteers) 5.To enhance Urban Search and Rescue 6.To enhance the ongoing NEMA multi- hazard Public Education Campaign and produce Public Service Announcements ( PSAs) for special interest groups 7.To establish a comprehensive Disaster Management Youth Ambassadors Group 8.To strengthen National Tsunami Readiness (early warnings) and implement Tsunami exercises Expected Results Performance Indicators August, 2023 Date draft document submitted Ministry/Government to 8 4 50 4 42 20 50 1 of plans planning developed Number of districts to capture hazard specific information to assist with Risk reduction, Mitigation and implementation Number and introduced, explained or rehearsed at community level Number of new volunteers to establish an operational database and the volunteer committees Number of
 sessions for volunteer registration Number of trained SAR technicians to train and establish multi-agency teams (inclusion of Military, Police, Fire and roles) with NEMA Rescue Service' providing administrative support Number disseminate of PSAs information via website, social media, telephone, and other tools and to launch PSAs the national to Number of new Ambassadors recruited to establish the core group of volunteers (including cadets at high schools and explorers) of National Number Infrastructure including acquiring broadcast equipment activity to Response undertake interrupt 9.To train and recertify Community/Students Emergency Response Teams (CERTS/SERTS) August, 2023 Date of completion for volunteers to be certified (including explorers and Cadets' force concepts) Sub-Programme: 00767 - Provide Disaster Management Services 06056 - Invest in NEMA 02066 - Seismic Research Unit (SRU) 04333 - Caribbean Disaster Emergency Management Agency (CDEMA) 06-17 Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 672 816 426 (in thousands) 842 300 568 948 568 965 568 982 568 Total 1,914 1,710 1,516 1,533 1,550 Recurrent Capital Transfer Budgetary Grant Principal Repayment Net Lending 06-18 Portfolio Programme E. 06 - Provide National Security, Citizenship and Immigration 06058 - Prevent and Reduce Drug Abuse Responsibility Centre 06 - Ministry of National Security, Citizenship and Immigration 058 - National Crimes Commission Officer in Charge Director Goals/Global Objectives To develop policies and strategies to reduce drug use and abuse Objective(s) for 2023 1.To approve National Drug Policy 2.To create awareness of drug use and abuse Sub-Programme: 00782 - Prevent and reduce drug abuse Expected Results Performance Indicators December 2023 5 Date National Drug Policy approved Number of Public Service Announcements (PSAs) workshops conducted Financial Summary
 Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 (in thousands) 496 331 500 354 1,000 359 1,000 363 1,000 Total 496 831 1,354 1,359 1,363 Recurrent Capital Transfer Budgetary Grant Principal Repayment Net Lending 06-19 - C i r c u i t l i T e e v s o n ( i C C T V ) , 3 2 8 , 3 6 6 1 0 , 0 0 0 , 0 0 0 1 1 , 7 8 6 , 6 7 2 5 , 0 1 8 , 7 0 5 - 4 7 5 , 0 5 2 4 , 9 0 0 , 0 0 0 2 , 5 0 0 , 0 0 0 1 1 , 1 0 6 , 0 3 8 3 , 7 5 0 , 0 0 0 2 5 , 9 1 2 , 5 1 0 3 , 0 0 0 , , 0 0 0 , 0 0 0 5 0 , , 4 4 7 , 7 5 6 1 0 0 , 0 0 0 S u b t o t a l 9 3 , 4 4 7 , 7 5 6 1 5 0 , 0 0 0 T O T A L c / f 2 1 5 , 5 0 0 , 0 4 7 1 9 , 8 7 5 , 0 5 2 S u b t o t a l 1 2 2 , 0 5 2 , 2 9 1 1 9 , 7 2 5 , 0 5 2 - - - - - - - - - - - 5 0 0 , 0 0 0 2 0 , 3 7 5 , 0 5 2 1 9 , 7 5 3 , 7 2 6 5 0 0 , 0 0 0 2 0 , 2 2 5 , 0 5 2 1 9 , 1 3 5 , 9 7 6 5 0 0 , 0 0 0 - - - 1 0 , 0 0 0 , 0 0 0 1 7 , 7 6 8 , 3 6 6 R E V E N U E 4 7 5 , 0 5 2 5 0 0 , 0 0 0 3 8 8 , 6 4 7 I T A W A N 4 8 6 , 4 9 4 R E V E N U E 2 , 5 0 0 , 0 0 0 - R E V E N U E - - - - - 3 , 7 5 0 , 0 0 0 3 , 0 0 0 , 0 0 0 4 9 2 , 4 6 9 R E V E N U E - R E V E N U E C H N A I ( R O C ) - R E P U B L I C O F 1 5 0 , 0 0 0 5 0 , 0 0 0 1 0 0 , 0 0 0 6 1 7 , 7 5 0 1 1 7 , 7 5 0 R E V E N U E 5 0 0 , 0 0 0 R E V E N U E 06-20 ( I C A P T A L P
 R O J E C T S ) S T .
I K T T S A N D N E V S E S T M A T E S I I , 2 0 2 3 C .

0 6 I I M N S T R Y O F N A T O N A L S E C U R T Y I I , .
$ $ $ $ $ E s t i m a t e d E x p e n d i t u r e 2 0 2 3 $ $ $ $ $ $ $ .
o N I N O T A R G M M I I I D N A P H S N E Z T C I I , I I Y T R U C E S L A N O T A N F O Y R T S N M I I 6 0 .

C 3 2 0 2 , I I S E T A M T S E S V E N D N A S T T K I .
T S ) S T C E J O R P L A T P A C I ( E U N E V E R 9 9 4 , 7 9 4 0 0 0 , 0 5 2 , 1 E U N E V E R - 0 0 0 , 0 5 3 9 9 4 , 7 9 4 0 0 0 , 0 0 6 , 1 E U N E V E R E U N E V E R - - - 0 0 0 , 0 0 1 0 0 0 , 0 0 1 0 0 0 , 0 0 2 - - - - - - 5 2 2 , 1 5 2 , 0 2 2 5 0 , 5 7 1 , 2 2 0 0 0 , 0 0 5 6 2 7 , 3 5 7 , 9 1 2 5 0 , 5 7 3 , 0 2 0 0 0 , 0 0 5 - - - - - - - - 2 5 0 , 5 7 8 , 9 1 7 4 0 , 0 0 5 , 5 1 2 f / , 0 5 2 , 1 6 6 6 , 9 2 0 , 2 1 ) .
c t e , m o c i o d a r 0 0 0 , 0 5 3 0 0 0 , 0 3 6 0 0 0 , 0 0 6 , 1 6 6 6 , 9 5 6 , 06-21 0 0 0 , 0 0 1 0 0 0 , 0 0 1 0 0 0 , 0 0 2 0 0 0 , 0 0 1 2 8 8 , 5 1 3 , 2 2 8 8 , 5 1 4 , 2 l a t o t b u S 2 5 0 , 5 7 6 , 1 2 5 9 5 , 5 7 5 , 0 3 2 f / , s p m u P ( t i n e m p u q E / , 4 7 8 2 5 0 , 0 0 0 i E q u p m e n t T O T A L c / f 2 3 2 , 6 2 5 , 0 7 3 2 2 , 3 2 5 , 0 5 2 S u b t o t a l 2 , 0 4 9 , 4 7 8 6 5 0 , 0 0 0 1 , 1 9 0 , 0 0 0 4 0 0 , 0 0 0 0 6 0 5 5 I P R S O N T O T A L b / f 2 3 0 , 5 7 5 , 5 9 5 2 1 , 6 7 5 , 0 5 2 - - - - - .
5 0 0 , 0 0 0 2 2 , 8 2 5 , 0 5 2 2 0 , 3 3 1 , 2 2 5 - - - 6 5 0 , 0 0 0 4 0 0 , 0 0 0 8 0 , 0 0 0 - R E V E N U E 2 5 0 , 0 0 0 8 0 , 0 0 0 R E V E N U E 5 0 0 , 0 0 0 2 2 , 1 7 5 , 0 5 2 2 0 , 2 5 1 , 2 2 5 S T .

I K T T S A N D N E V S E S T M A T E S I I , 2 0 2 3 ( I C A P T A L P R O J E C T S ) C .

0 6 I I M N S T R Y O F N A T O N A L S E C U R T Y I I , I I C T Z E N S H P A N D I I I M M G R A T O N I N o .
$ $ $ $ $ $ 06-22 $ $ $ $ $ l a t o T d e t a m i t s E t s o C $ E M A N T C E J O R P j t c e o r P .
o N E U N E V E R - - 0 0 0 , 0 0 0 , 1 0 0 0 , 0 0 0 , 1 - - 5 2 2 , 1 3 3 , 0 2 2 5 0 , 5 2 8 , 3 2 0 0 0 , 0 0 5 .
5 2 2 , 1 3 3 , 0 2 2 5 0 , 5 2 8 , 2 2 0 0 0 , 0 0 5 - - - - 0 0 0 , 0 0 0 , 1 0 0 0 , 0 0 5 , 1 l a t o t b u S 2 5 0 , 5 2 3 , 3 2 3 7 0 , 5 2 1 , 4 3 2 f / c L A T O T 2 5 0 , 5 2 3 , 2 2 3 7 0 , 5 2 6 , 2 3 2 f / b L A T O T 0 0 0 , 0 0 0 , 1 0 0 0 , 0 0 5 , 06-23 , I I S E T A M T S E S V E N D N A S T T K I .
T S ) S T C E J O R P L A T P A C I ( , I I Y T R U C E S L A N O T A N F O Y R T S N M I I 6 0 .

C S T .

I K T T S A N D N E V S E S T M A T E S I I , 2 0 2 3 ( I C A P T A L P R O J E C T S ) C .
0 6 I I M N S T R Y O F N A T O N A L S E C U R T Y I I , - / .
N a t i o n a l I S e c u r i t y C O V D - 1 9 R e s p o n s e A c c e s s R o a d - N e w C a s t l e F i r e S t a t i o n 1 , 5 5 4 , 9 2 0 9 9 6 , 5 4 4 9 5 1 , 7 3 9 4 , 3 5 5 , 9 2 1 2 , 9 7 3 , 7 2 1 2 6 , 1 6 8 , 3 9 1 3 , 5 4 4 , 3 9 2 1 1 2 , 3 0 0 C o n s t r u c t i o n o f F i r e H a l l - V a n c e A m o r y 1 , 0 0 0 , ( H M P ) - 1 9 T a s k F o r c e R e s p o n s e P r o j e c t 2 , 1 8 7 , 9 8 6 8 1 5 , 1 1 3 1 , 0 0 0 , 0 0 0 - - - - - - - - - - - - T O T A L 2 7 9 , 7 8 6 , 1 0 0 2 3 , 3 2 5 , 0 5 2 T O T A L b / f 2 3 4 , 1 2 5 , 0 7 3 2 3 , 3 2 5 , 0 5 2 T o t a l i M n i s t r y $ 2 3 , 8 2 5 , 0 5 2 - - - - - - - - - - - - - - 5 0 0 , 0 0 0 2 3 , 8 2 5 , 0 5 2 2 0 , 3 3 1 , 2 2 5 5 0 0 , 0 0 0 2 3 , 8 2 5 , 0 5 2 2 5 , 6 9 8 , 9 1 3 - - - - - - - - - - - - - - - - - - - - - - - - 4 8 5 , 0 0 0 1 4 8 , 3 2 9 R E V E N U E R E V E N U E 4 3 , 4 1 2 R E V E N U E 1 , 4 9 5 , 2 3 0 R E V E N U E 2 9 9 , 9 9 8 R E V E N U E 1 , 3 9 2 , 8 8 9 R E V E N U E 4 4 9 , 0 5 6 R E V E N U E - - R E V E N U E R E V E N U E 2 3 8 , 0 0 0 R E V E N U E 6 6 5 , 7 7 5 R E V E N U E 1 4 9 , 9 9 9 R E V E N U E 06-24 N o .
$ $ $ $ $ $ 07 - International Trade, Industry, Commerce and Consumer Affairs Report on Plans and Priorities for the Year 2023 Volume 2 December 2022 07 - International Trade, Industry, Commerce and Consumer Affairs Table of Contents Section 1: Minister's Message and Executive Summary 1.1 Minister's Message 1.2 Executive Summary 1.3 Management Representation Statement Section 2: Ministry Overview 2.1 Mission Statement 2.2 Planning Overview 2.2.1 Ministry's Strategic Objective vs Government's Directions 2.2.2 Ministry's Annual Objectives vs Strategic Objectives 2.2.3 Modifications to the Ministry's Strategic Directions During the Year 2.2.4 Main Activities Contributing to the Annual Objectives 2.2.5 Main Challenges to Achieve Annual Objectives 2.2.6 Achievement of the Strategic Objectives over a Multi-Year Time Horizon 2.2.7 Impact of Previous Year's Results on the Current Year's Expenditures 2.3 Capital Projects Information 2.3.1 Major Capital Projects 2.3.3 Status Report on Major Government Projects 2.4 Transfer Payment Information Section 3: Ministry Summary Section 4: Programme Summary Capital Project Estimated Expenditure Page 1 1 2 4 5 5 6 6 7 8 8 8 9 9 10 10 10 10 11 12 18 Section 1: Minister's Message and Executive Summary 1.1 Minister's Message I am honoured to present the Budget for the Fiscal year 2023 and to highlight key areas of public and strategic interest as the Minister with responsibility for International Trade, Industry, Commerce and Consumer Affairs.
Budget 2023 is being delivered in uncertain and volatile times.

While we still engage in efforts to recover from the ravages of COVID-19, there is global inflation, exacerbated by the war in Ukraine, increasing the cost-of-living adversely affecting households and business operations.

This Government is hopeful that we will manage the post- COVID-19 challenges in a manner that does not further jeopardize the lives and livelihoods of our citizens.
We have managed to protect our people from the impacts of the deadly earlier variants, through vaccination, testing and non-pharmaceutical measures.

Notwithstanding the challenges faced during the pandemic our people are ready to rebuild and innovate as we chart a new economic trajectory.

Investment and consumer activity is poised for a rebound.
To this end, we look forward to the expansion of the Manufacturing Sector, which continues to be a major contributor to the socio-economic development of the Federation by providing export earnings and employment.

Our expectation, however, is that we can focus, along with the new Ministry of Economic Development and Investment, to bring technology, food security-focused manufacturing renewable energy, climate action, and opportunities to our domestic market.
The availability of a supportive mechanism for businesses, including manufacturing entities, has been brought into sharp focus, especially after the advent of the COVID-19 pandemic.
To this end, the Sector will be guided by the revised National Manufacturing Strategy, which will cover the period 2022 to 2027.This National Manufacturing Strategy identifies solutions and recommendations that will continue to make the Manufacturing Sector of the Federation competitive, and productive and a viable generator of employment for the citizens and residents of St. Kitts and Nevis.
As Minister responsible for the continued development of the Manufacturing Sector, I can assure you, that we will do all that is possible to achieve sustainable output.

Within this comprehensive policy document, there are clear guidelines and obligations for both the Government and the private sector.

It is important to note that if we expect to achieve the desired outcomes, there must be a continued commitment to the growth and development of this sector.
The Department of International Trade has adopted a philosophy of continued determination to operationalize its mission, vision, and aim, and to ultimately advance the economic development of St. Kitts and Nevis.

As a result, this Department will continue efforts to fulfill its commitment to implement the measures of the Trade Facilitation Agreement (TFA).
In 2022, much has been achieved to reduce the bureaucracy, increase efficiency and transparency, reduce clearance time, and reduce the cost to all importers and exporters as prescribed by the TFA.

The plight of the global pandemic continues to be a bottleneck in achieving our goals however, the Department of International Trade will continue to undertake its obligation to the Nation and the international community.
Therefore, in 2023, the Department will accelerate its consultative process via the National Trade Facilitation Committee (NTFC), the Road Map sub-committee, and the Regional Trade Facilitation Committee to harness the economic benefits of the TFA.

The Department views the TFA as an overall developmental strategic tool, not as an Agreement separate and apart from our other commitments.

Therefore, efforts will continue to implement this Agreement.
The focus of our Ministry in 2023 will be on activities that facilitate economic growth, including local investment, export development for services, agro-processed products, expansion and new developments, employment generation by small and medium enterprises, and consumption growth.
We will be deliberate in our consultations and conversations to engage stakeholders on how best we can simplify trade issues so that local stakeholders become acutely aware of how they can take advantage of all export opportunities of goods, services and capital.

Budget 2023 is the start of our Federation moving past the crisis Budgets of COVID to a new normal.
We will bring the stability while taking the lessons of COVID on board to take on the big challenges and opportunities and address the shortcomings and inequities of the old normal.

These have been an extraordinary past couple of years for everyone.

As a country, we should be proud of how we have responded.

Now, we need to take that pride and the lessons we have learned and put them to work on shaping our new normal.

The Rt.

Hon.
Dr. Denzil L. Douglas Minister of International Trade, Industry, Commerce and Consumer Affairs 1.2 Executive Summary The Department of International Trade will continue its programme to position the Federation's stakeholders to leverage the two Economic Partnership Agreement (EPAs) - EU-CARIFORUM EPA and the UK - CARIFORUM EPA to increase goods and services exports, access capacity building and technical assistance, encourage Foreign Direct Investment (FDI), and to secure finances under the Neighbourhood Development and International Cooperation Instrument (NDICI).
There is much to be derived under these Agreements and it is the Department's intent to be more proactive in 2023 to bring about tangible benefits to St. Kitts and Nevis.

In 2022, St. Kitts and Nevis and the rest of the region have made tremendous strides for the finalization of the CARICOM - Colombia Agreement on Trade, Economic, and Technical Cooperation, which was signed back in 1994.
In 2022, we completed one round of negotiations and are currently reviewing the list of goods for expanded market access.

Through this Department, St. Kitts and Nevis is part of the process and is ensuring the preferential access into Colombia and the South American market.

Therefore, in 2023, the Department of International Trade will continue its efforts to capitalize on the benefits under this Agreement.
In addition, the Department will continue to monitor the developments in Brazil in order to pursue the completion of the St. Kitts and Nevis- Brazil-Guyana Partial Scope Agreement (PSA) so that we can deliver on the envisaged promises.
that our stakeholders can take advantage of With St. Kitts and Nevis being a small island developing state dependent on imports for most of its food and consumer goods, we remain extremely vulnerable to external shocks and the effects that these may have on shelf prices for consumers.

As we strive 07-2 to reshape and reform the operations of the Department, we must remain cognizant of the fact that no other group stands to be impacted more by adverse economic conditions than the poor and marginalized.
In light of this, the Consumer Affairs Department through interagency collaboration will continue to seek to creatively fortify existing but underdeveloped consumer advocacy efforts.

While consumer education is often the most cost-effective and least intrusive form of consumer protection, it would be of critical importance that the modernized approach of information sharing created prior be expanded in 2023.
In this regard, the "SKN Shopper App" which was previously launched in 2017 to disseminate the prices of price- controlled food items, will be revamped to make provisions for the filing of consumer complaints from any handheld mobile device, while also expanding on the current list of food items to include the ability to display current-day prices of Government price- controlled essential medications.
In addition, it would be equally important that the Department moves ahead with the rollout of a comprehensive consumer education programme, geared at supplying consumers with information emphasizing how to better cope with the current economic realities which now exist worldwide regarding escalating prices of consumer goods and food.
To this end, in 2023 a pilot project entitled the "Little Consumer Club" will be implemented to instil in primary school students in Grades 5 and 6 the importance of vibrant and active methods of consumer protection in the market.

Enhancing the enforcement capabilities of the Consumer Affairs Department remains of critical importance to the Government of St. Kitts and Nevis.
In this regard, all prior efforts made in having the CARICOM Consumer Protection Model Legislation adopted within the Federation, have culminated in the Bill entitled, the Consumer Protection Bill 2021 being read for the first time in the National Assembly on August 5th, 2021.

We will endeavour to finalize and pass this critical piece of legislation in 2023.
Additionally, in light of the thrust to advance all aspects of the consumer protection framework within the region, officers within the Department have benefited from extensive capacity-building training exercises in the area of competition policy, coordinated both by the World Trade Organization (WTO) and the United States Department of Justice (USDOJ), with a specific focus on merger policy.
The enactment of a harmonized consumer protection legislation and competition policy legislation are both requirements that must be fulfilled under the Revised Treaty of Chaguaramas to which the Government of St. Kitts and Nevis is a signatory.

It is envisaged through the enactment of these important pieces of legislation, that local consumer protection agencies would be better equipped to maintain competition within the market thereby safeguarding the interests of consumers.
The St. Kitts and Nevis Bureau of Standards (SKNBS) was officially established on the 8th day of March 1999 under the National Bureau of Standards Act No 7 of 1999 now the Bureau of Standards and Quality Act No 19 of 2021.
This Act provides for the preparation, promotion, and implementation of standards and standard related activities in relation to commodities, goods, services, processes, and practices by the establishment and operation of a Bureau of Standards; to define the powers and functions of the Bureau of Standards; to provide for transitional provisions, and for incidental matters.

The Bureau of Standards has the major responsibility of protecting the environment, health, and safety of consumers.
Its activities also focus on preparing, promoting, and generally adopting standards on a national basis relating to structures, 07-3 commodities, materials, articles, and other things offered to the public commercially, hence promoting standardization, quality assurance, and simplification in industry and commerce.

infrastructural and capacity strengthening in order to prepare itself to become an accredited entity.
These efforts will continue in 2023. the SKNBS has focused on In 2022 The Manufacturing Sector remains high on our agenda given its overall contribution to the economy.

While in recent years it was stymied due to the impact of COVID-19 it has shown high levels of resilience.

As a result, the continued development of the Sector will be guided by the revised National Manufacturing Strategy 2022-2027.

This process will be supported by the National Manufacturing Consultative Committee.
The role of this body will be critical as St. Kitts and Nevis aims to diversify its export base in an evolving global economy.

The Services Sector continues to be the dominant sector in the economy accounting for 80 percent of Gross Domestic Product.

We will seek to develop this Sector that has tremendous potential, particularly in the area of Professional Services.
The Federation is endowed with several Professional Service Providers in areas such as Engineering, Quantity Surveying, Architecture, Educational Service providers, Cultural Service, ICT and Management services.

As a result of technical support provided by the Commonwealth Secretariat a strategy for the Development of Export of Professional Services was developed.

This has provided the framework which has guided and enabled our service providers in the expansion of their services to other markets.
However, there is a need to strengthen and enhance the operation of the Coalition of Service Industries.

The Ministry of International Trade, Industry, Commerce and Consumer Affairs will continue to be the premier trade and business facilitator for the Federation.

It will provide an enabling and facilitative environment for its clients, contributing to the further economic development of St. Kitts and Nevis.
In so doing, the Ministry will ensure that there is quick access to information and procedures that will enhance trade and business development.

1.3 Management Representation Statement On behalf of the Ministry of International Trade, Industry, Commerce and Consumer Affairs, I present the Annual Report outlining the strategic direction indicated by the Plans and Priorities for the 2023 fiscal year.
The document provides an accurate presentation of the overall objectives of the Ministry and affiliated stakeholder groups within the sector, seeking to efficiently, effectively and prudently maximize available resources in the overall development of our people.

This Report on Plans and Priorities outlines the nature of the Ministry's work.
It considers the anticipated outlay that will facilitate the implementation of initiatives and efforts related to the Ministry's mandate as it responds to the challenges and opportunities that accompany globalization and the overall economic growth of the Federation.

07-4 The programmes designed were prepared using a consultative process with stakeholders as we intend to sustain the trend established for sustainable and impactful growth and development.
The Ministry engaged in a comprehensive exercise of strategic planning and collaboration to arrive at the plans and priorities outlined in this document.

Jasemin Weekes (Mrs) Permanent Secretary Section 2: Ministry Overview 2.1 Mission Statement To facilitate socio-economic development through accommodative trading arrangements and a competitive and enterprising business sector anchored in a consumer-friendly environment.
Value Statements: • Our hallmark is pride in public service and our mandate is to work towards economic prosperity and more sustainable and better jobs for our citizens • We will deliver excellence in client's service and satisfaction • We will develop partnerships with private and public stakeholders to reach and serve our clients • Our work must produce concrete results • We celebrate achievements and successes • • Creativity, learning, and change are integral to the quality of service and career Integrity and accountability are the foundation of our organisation development • Our officers and associates are respected, listened to, inspired and empowered • We cultivate an environment that nourishes growth as team players and as individuals The Ministry focuses on effectively matching national needs with the interest of current and potential business partners with the exciting opportunities here in St. Kitts and Nevis.
07-5 2.2 Planning Overview 2.2.1 Ministry's Strategic Objective vs Government's Directions INTERNATIONAL TRADE Mission: To strengthen cooperation with the global community, promote the country's contribution to multilateral trade organizations and provide opportunities for economic investments by developing a range of programmes aimed at promoting fair and accessible trade.
Vision: To strengthen policymaking and implementation in accordance with the strategic political, social and economic interests of St. Kitts and Nevis.

Our aim: To ensure the smooth implementation into the CARICOM Single Market and Economy (CSME), the OECS Economic Union, the St. Kitts and Nevis-Brazil-Guyana Partial Scope Agreement (PSA), the EPA and other Trade Agreements.
Ultimately, International Trade devises strategic mechanisms to ensure that any adopted approach balances national interests and those of our trading partners.

INDUSTRY AND COMMERCE Mission: To improve and streamline business facilitation and industrial export development and expansion.

We will foster meaningful partnerships with the private sector and other organisations locally, regionally and internationally for the regeneration of the Manufacturing Sector.
We will do this with respect for all partners, with accountability for efficient and effective performance and with professional standards at a high level of integrity.

We will endeavour to ensure our service providers can receive real benefits via access to regional and international markets that would contribute tremendously to a thriving economy.
Vision: To revitalize the economy via good trade policy development for the expansion of market access opportunities for both producers and service providers while maintaining private sector engagement.

Our aim: The principal objectives of Industry and Commerce are: 1.

To create an increased number of viable and formal agro-processors 2.

To create increased opportunities for export 3.


The attraction of increased diversified investment in the manufacturing sector BUREAU OF STANDARDS Mission: To deliver the highest quality of service in the areas of metrology, food, water, and environmental testing and monitor compliance to related standards and regulations in order to foster an improved quality of life for the people of St. Kitts and Nevis.

Vision: To improve safety and quality in order to foster a culture for continual improvement.
07-6 Our aim: To provide professional, confidential services that consistently meet or exceed the requirements and expectations of our customers.

CONSUMER AFFAIRS DEPARTMENT Mission: To foster a business environment where ethical relations between service providers and the consumers of these services can thrive through public education, consumer advocacy and efficient complaint resolution.
Vision: To empower consumers in making better-informed business decisions when conducting business in the marketplace.

Our aim: To provide a professional avenue for consumers to seek redress when their rights are infringed upon.

2.2.2 Ministry's Annual Objectives vs Strategic Objectives INTERNATIONAL TRADE 1.

The continued monitoring, evaluation and implementation of the CARIFORUM - UK Economic Partnership Agreement (EPA) 2.
The continued evaluation and implementation of the Trade Facilitation Agreement (TFA) and the progress of the development of the National TFA Committee 3.

Monitoring the development and implementation of St. Kitts and Nevis-Brazil- Guyana Partial Scope Agreement (PSA) 4.

Strengthen the Ministry's efforts to advance the implementation of the CARICOM Single Market and Economy (CSME) and the movement of goods within the OECS Economic Union 5.
Organise special capacity-building programmes and workshops for Officers.

6.

Continue to implement, monitor, and enforce Regional and International Trade Policy Obligations within the context of the OECS Economic Union and the CSME INDUSTRY AND COMMERCE Implement the National Manufacturing Strategy 1.

2.

The building and sustaining of relationships with key private sector business organizations and associations 3.
Enhance collaboration with Agro-processors, carving out supportive policies for the development of this sector 4.

Work in tandem with SKIPA to expand foreign investment and manufacturing at the enclave level 5.

Work closely with the St. Kitts Bureau of Standards to coordinate training in labelling and other standards in order to meet the necessary local, regional and international requirements, ultimately resulting in export-ready enterprises 6.
Collaborate with regional and international organisations geared toward the development of the services sector, export development, capacity and exposure of local manufacturers and agro- processors 07-7 7.

Collaborate with internal and external stakeholders on all trade-related matters that can foster the growth of the Industry Sector 8.

Support the strengthening of the National Coalition of Service Providers BUREAU OF STANDARDS 1.
To prepare, promote, and generally adopt standards on a national basis relating to structures, commodities, materials, articles, and other things offered to the public commercially 2.

To prepare, frame, modify or amend specifications and codes of practice 3.

To test precision instruments, gauges, and scientific equipment, for determining the accuracy and the calibration of standards used in industrial and commercial activities 4.
To maintain testing laboratories for the purpose of testing and providing facilities for examining commodities, products, materials, processes, and practices, and in so doing to conduct such research and investigations as may be necessary 5.

To act as custodian of the national standards of mass, length, capacity, time, temperature and electrical measurement 6.

To certify those products, commodities, and processes that conform to the national standards 7.
To control, in accordance with provisions of the Standards Act, the use of standardization marks and distinctive marks 8.

To collect and disseminate information on standards and related technical matters, nationally, regionally and internationally 9.

To function as the National Enquiry/Focal Point CONSUMER AFFAIRS DEPARTMENT 1.

Improving the public awareness campaign relating to the education of businesses and consumers of their rights and responsibilities 2.
The operationalization of the Consumer Complaints Bureau and Competition Commission 2.2.3 Modifications to the Ministry's Strategic Directions During the Year The Ministry's overall strategic direction remains unaltered vis-à-vis its mandate; some major activities were revised to reflect new international developments to ensure opportunities for advancement to every stratum of our society, taking into account the limitations caused by the COVID-19 pandemic.
2.2.4 Main Activities Contributing to the Annual Objectives 1.

Offer professional training for staff advancement 2.

Solicitation of technical assistance from partnering countries and organisations.

3.

Continued Public Awareness and education programs.

4.

Ensuring that the legislative framework is in place for the smooth implementation of trade policies and programs.

5.

Strengthening the Ministry's relationship with the business community through seminars and development assistance.

07-8 6.
Encourage Line Ministries to assume their role in the implementation of trade policies and drafting new legislation (with the supporting regulations) for passing in Parliament 2.2.5 Main Challenges to Achieve Annual Objectives The main challenges to achieve annual objectives include the following but are not limited to: • • • • • • • Limited human resources Delay in obtaining requested assistance from third parties Inability to attend non-funded meetings Competing for limited financial resources as most donor funds are directed to less- developed/third-world states Securing assistance for specific projects from donor countries and organisations Late responses from Ministries regarding training opportunities or meetings The widened gap between national and donor countries' priorities continues to be a challenge 2.2.6 Achievement of the Strategic Objectives over a Multi-Year Time Horizon The Ministry's strategic objectives outline its major activities for the upcoming three years (2023 – 2025 ).
The Ministry's resources will be carefully utilised to achieve the goals of its Departments/Divisions bearing the main challenges above that are beyond its control.

2.2.7 Impact of Previous Year's Results on the Current Year's Expenditures As we aim to achieve greater outcomes in the upcoming year in keeping with the Ministry's mandate, we determine an increase is necessary.

The Ministry believes that a 2023 budget must allow for a high level of growth, productivity and flexibility compared to 2022.
07-9 2.3 Capital Projects Information 2.3.1 Major Capital Projects • Enhancing the National Quality Infrastructure and Equipment Upgrade 2.3.3 Status Report on Major Government Projects 1.

The Department of International Trade has no capital project initiatives for 2023 2.
The Bureau of Standards Lab accreditation, quality infrastructure and equipment upgrade is nearing completion notwithstanding major setbacks in terms of timelines due to the global closure of borders and supply chain challenges as a result of the COVID-19 pandemic.
2.4 Transfer Payment Information The Ministry makes annual contributions to the following; CARICOM Competition Commission (CCC) Caribbean Export Development Agency (CEDA) CARICOM Regional Organization for Standards and Quality (CROSQ) International Organization for Standardization (IOS) • World Trade Organization (WTO) • • • • • Office for Trade Negotiations (OTN) • Pan American Standards Commission (COPAN) 07-10 Section 3: Ministry Summary Portfolio E. 07 - Support International Trade, Industry, Commerce and Consumer Affairs Responsibility Centre 07 - International Trade, Industry, Commerce and Consumer Affairs Officer in Charge Permanent Secretary Goals/Global Objectives To provide opportunities for economic development through small business formulation and industrial development.
To provide a range of programs aimed at promoting fair and accessible trade.

To develop a competitive consumer sensitive domestic market and economy.
Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Planned Estimated Projected Projected Actual Programme 2021 2022 2023 (in thousands) 2024 2025 07074 – Provide Administrative Support 07075 – Establish and Monitor Standards 07076 – Industry and Commerce 07117 Manage Consumer Affairs Total 2,214 1,654 163 807 4,838 2,273 1,752 167 890 5,082 2,531 2,510 300 974 6,314 2,559 1,788 305 988 5,640 2,588 1,817 311 1,002 5,718 07-11 Section 4: Programme Summary Portfolio E. 07 - Support International Trade, Industry, Commerce and Consumer Affairs Programme 07074 - Provide Administrative Support Responsibility Centre 07 - International Trade, Industry, Commerce and Consumer Affairs 074 - International Trade Officer in Charge Permanent Secretary Goals/Global Objectives To provide effective administrative support for International Trade Objective(s) for 2023 1.To continue to negotiate new trade agreements 2.To create an enabling environment to foster the professional development of staff Sub-Programme: Expected Results 30% Performance Indicators Percentage increase agreements completed in new trade 4 Sessions Number of quarterly staff development activities 01315 - Provide administrative support 01542 - Manage General Administration of International Trade 07074 - Promote and Implement International Trade Policies 07074 - Manage Telecommunication Service Participation in Regional and International Organizations Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 (in thousands) 1,885 1,958 2,182 2,210 2,239 330 315 349 349 349 Total 2,214 2,273 2,531 2,559 2,588 Recurrent Capital Transfer Budgetary Grant Principal Repayment Net Lending 07-12 Portfolio E. 07 - Support International Trade, Industry, Commerce and Consumer Affairs Programme 07075 - Establish and Monitor Standards Responsibility Centre 07 - International Trade, Industry, Commerce and Consumer Affairs 075-293 - Bureau of Standards
 Officer in Charge Director Goals/Global Objectives To establish standards in the Federation based on international and regional requirements and monitor for compliance Objective(s) for 2023 1.To become more actively involved with regional and international conventions and projects 2.To establish standards for vehicle inspection Expected Results 15 Performance Indicators Number of meetings, workshops held training and December 2023 Date of validation of high quality used vehicles before entry 3.To establish the Standard Department arm of the Bureau of Standards December 2023 Date to establish a foundation to develop a quality infrastructure December 2023 December 2023 December 2023 3 days 4.To introduce scientific metrology to the Bureau of Standards 5.To refurbish laboratories for accreditation and certification of the Bureau of Standards 6.To respond to inquiries and site investigations by the air quality Department Sub-Programme: Date to establish standards to be used in the Federation to promote food safety, tourism, and agriculture Date of completion to build capacity in Scientific Metrology for food environment, trade completion Date of to modernize laboratory for alignment with accreditation procedures and requirements for ISO 17025 Average time to respond to inquiries and site investigations 01355 - Provide administrative support 01357 - Provide laboratory services and monitor health concerns in respect to quality 01386 - Provide Technical Support and Quality 0707515 - Lab Accreditation Quality Infrastructure and Equipment Upgrade 01387 - Support to Inter-American Metrology System (SIMS) 0707515 - Lab Accreditation Quality Infrastructure and Equipment Upgrade 0707516 - Enhancing the National Quality Infrastructure and Equipment Upgrade 07075 - Invest in Bureau of Standards 07-13 Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 (in thousands) 1,255 398 1,352
 400 1,760 750 1,788 1,817 Total 1,653 1,752 2,510 1,788 1,817 Recurrent Capital Transfer Budgetary Grant Principal Repayment Net Lending 07-14 Portfolio E. 07 - Support International Trade, Industry, Commerce and Consumer Affairs Programme 07076 - Industry and Commerce Responsibility Centre 07 - International Trade, Industry, Commerce and Consumer Affairs 076-296 - Industry and Commerce Officer in Charge Director Goals/Global Objectives To administer Department of Industry and Commerce Sub-Programme: 01409 - Provide Administrative Support 01410 - National Manufacturing Competitiveness Council Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 (in thousands) 163 167 300 305 311 Total 163 167 300 305 311 Recurrent Capital Transfer Budgetary Grant Principal Repayment Net Lending 07-15 Portfolio E. 07 - Support International Trade, Industry, Commerce and Consumer Affairs Programme 07117 - Manage Consumer Affairs Responsibility Centre 07 - International Trade, Industry, Commerce and Consumer Affairs 117-511 - Consumer Affairs Division Officer in Charge Director Goals/Global Objectives To educate consumers and businessses on their rights and responsibilities and to enforce the laws covering consumer rights and responsibilities Objective(s) for 2023 1.To conduct consultations with businesses to highlight their obligations under the Consumer Protection Act 2.To create public awareness surrounding issues of consumer interest 3.To ensure that all food items sold are fit for human consumption 4.To ensure that price controlled food items are being sold within the specified markup ranges 5.To process and mediate written consumer complaints in a timely manner 6.To train staff in an effort to improve their skills in handling competition and consumer issues Sub-Programme: 01389 - Provide administrative support 01390 - Educate consumers and businesses 01391 - Respond to Consumer
 Complaints 511 - Manage Licencing and Price Controls Expected Results 4 Performance Indicators Number of consultations conducted with businesses 15 24 192 12 100% 5 days 4 75% 5 Number of media events, brochures and workshops conducted to inform consumers and businesses Number of Consumer Corner segments produced Number of quality inspections conducted at shops and supermarkets Number of field verification visits Percentage of establishments expected to be in compliance To establish an average processing time to close complaints Number of quarterly reports relating to complaints reporting and resolved cases.
Percentage action initiated within 3 days Number of staff training exercises conducted 07-16 Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 (in thousands) 807 890 974 988 1,002 Total 807 890 974 988 1,002 Recurrent Capital Transfer Budgetary Grant Principal Repayment Net Lending 07-17 ( I C A P T A L P R O J E C T S ) S T .

I K T T S A N D N E V S E S T M A T E S I I , 2 0 2 3 C .
, I N D U S T R Y , , 5 1 3 , 6 6 9 7 5 0 , 0 0 0 6 , 5 1 3 , 6 6 9 7 5 0 , , 5 0 0 , 0 0 0 - T O T A L 1 1 , 0 1 3 , 6 6 9 7 5 0 , 0 0 0 - - - - - - - - 7 5 0 , 0 0 0 3 9 8 , 4 6 0 7 5 0 , 0 0 0 7 5 0 , 0 0 0 - - R E V E N U E - 3 9 8 , 4 6 0 I U N O N ( E U ) ( C D B ) - / .
P r o e c t j P R O J E C T N A M E $ $ $ $ A d i l D e v e o p m e n t $ T o t a l $ 07-18 T o t a l i M n i s t r y $ 7 5 0 , 0 0 0 08 - Ministry of Finance Report on Plans and Priorities for the Year 2023 Volume 2 December 2022 08 - Ministry of Finance Table of Contents Page Section 1: Minister's Message and Executive Summary 1.1 Minister's Message 1.2 Executive Summary 1.3 Management Representation Statement Section 2: Ministry Overview 2.1 Mission Statement 2.2 Planning Overview 2.2.1 Ministry's Strategic Objective vs Government's Directions 2.2.2 Ministry's Annual Objectives vs Strategic Objectives 2.2.3 Modifications to the Ministry's Strategic Directions During the Year 2.2.4 Main Activities Contributing to the Annual Objectives 2.2.5 Main Challenges to Achieve Annual Objectives 2.2.6 Achievement of the Strategic Objectives over a Multi-Year Time Horizon 2.2.7 Impact of Previous Year's Results on the Current Year's Expenditures 2.3 Capital Projects Information 2.3.1 Major Capital Projects 2.3.2 Other Projects Judged Important 2.4 Transfer Payment Information Section 3: Ministry Summary Section 4: Programme Summary Capital Project Estimated Expenditure 1 1 2 3 4 4 5 5 5 5 5 5 6 6 7 7 7 7 9 10 17 Section 1: Minister's Message and Executive Summary 1.1 Minister's Message St. Kitts and Nevis is embarking on a new path of development which is focused on the creation of a Sustainable Island State (SIS) that is anticipated to make our country one of the most resilient in the Caribbean and globally.
In 2023 we will accelerate our efforts to advance the SIS Agenda to build better lives and livelihoods for our people with the objective to indeed create a New Day using a Better Way.

The 2023 Estimates presents activities, projects and programmes geared towards achieving a country that can withstand the exogenous shocks that can prove disruptive to the lives of our citizens and residents.

An important element in the development of a sustainable island state is prudent fiscal and debt management.
Therefore, the Ministry of Finance will remain at the forefront of ensuring that the Government of St. Kitts and Nevis is on a solid financial path cognizant of the challenges which continue to face the Federation.

The Ministry of Finance has completed the 2023 Estimates with the aims of facilitating the initial roll out of critical elements of the SIS Agenda while ensuring that the Government's fiscal and debt standing is not undermined.
We believe that even as we attempt to place the COVID-19 pandemic in the rearview mirror, the robustness of the Ministry's fiscal and debt management framework would continue to be tested.

The Ministry therefore will continue to provide dedicated and effective oversight of the fiscal affairs of the Government.

This will be done for the benefit of maintaining a strong and financially sound Government.
As we move beyond the COVID-19 pandemic, we are setting a trajectory towards rebuilding and stimulating economic growth and development.

This we believe which will investment translate to increased employment opportunities and a vibrant environment.

Therefore, in 2023 there will be increased efforts made to engage Line Ministries to ensure the plans and priorities outlined in the 2023 Estimates are used effectively to create a better day for our people.
The Ministry will continue to monitor the global economic environment which can have a profound effect on the outturn projected for our economic and fiscal performance.

The World Economic Outlook, issued by the International Monetary Fund in October 2022, projected that the global economy will expand by 3.2% in 2022 and 2.7% in 2023.

An assessment of the national economy predicts a growth rate of 9.6% by the end of 2022 with continued expansion in economic activity of 4.6% in 2023.
Economic performance in 2023 is expected to be stimulated by continued positive outturn from critical sectors such as, Agriculture; Manufacturing; Construction; Wholesale and Retail Trade; Hotels and Restaurants; Transport, Storage and Communications; and Financial Services.

Over the medium-term the economy will expand by an average of 4.1%.
An assessment of the Revenue and Expenditure plans proposed for 2023 reveal a Recurrent Account Surplus of $181.0 million, an Overall Surplus of $27.6 million and a Primary Surplus of $44.6 million.

The Government, recognizing the risks to the economic growth and fiscal and debt sustainability is committed to taking the required measures to limit the negative impacts in our local macro-economic environment.
At the end of September 2022, the Total Public Sector Debt of St. Kitts and Nevis was $1,584.9 million.

Compared to the corresponding period in 2021, this represented a decline of $31.8 million or 2.0%.

The reduction in the debt stock was mainly attributed to a $32.1 million or 4.8% contraction in Central Government's debt and a $12.0 million or 2.3% decrease in the debt held by Public Corporations in St. Kitts and Nevis.
The Ministry of Finance will continue to implement the Debt Management Strategy and provide careful stewardship in maintaining the sustainability of the country's debt.

The Ministry recognizes that the pandemic brought to a halt the impressive downward trajectory of the debt to GDP ratio having achieved the Eastern Caribbean Central Bank's benchmark of 60% prior to 2015.
However, as we commence the implementation of our SIS Agenda it is anticipated that we will quickly make progress to bring this metric back on track.

In fact, we hope to again achieve a debt to GDP ratio of 57.9% by the end of 2023.

As we embark on a New Day in our development the Government will be guided by our technicians in the Ministry of Finance in formulating fiscal policies that will redound to the benefit of our citizens and residents.
Input will be forthcoming in reference to the strengthening of programmes to enhance transparency and accountability in the utilization of public resources.

The Ministry will also be a key stakeholder in the dialogue on climate financing and the development of the Multi- dimensional Vulnerability Index (MVI) as we seek to identify an appropriate financing mix to advance our development agenda.
The Ministry's Strategic Plan will continue to be aligned with the Constitution, the Finance Administration Act, the Procurement and Contracts (Administration) Act, the Tax Administration and Procedures Act and other related policies and legislation of the Government.
At this time, I would like to express my profound appreciation to the staff of the Ministry of Finance which include the Treasury the Customs and Excise Department; the Department and level of professionalism and commitment to ensuring a strong foundation is maintained on which the Government's SIS Agenda can be built.
Inland Revenue Department, the Financial Intelligence Unit their high for Hon Dr. Terrance M Drew Minister of Finance 08-2 1.2 Executive Summary The Ministry of Finance guided by the Finance Administration Act remains the standard bearer in the Government for ensuring the prudent management of the public resources.

As a result, deliberate steps have been taken to strengthen the Public Financial Management system from a human and technological perspective.
The COVID-19 pandemic provided an unexpected test of the systems that have been established to ensure fiscal and debt sustainability and the daily operations of the Government's financial system.

The Ministry weathered the COVID storm and is now ready to expand its capacity to become a key stakeholder in the implementation of the Sustainable Island State (SIS) Agenda.
The Medium-Term Fiscal Framework 2023-2025 was developed recognizing the need to maintain a sustainable fiscal and debt management trajectory which will support the SIS Agenda.

The Framework was used to provide credible advice to the Government to develop the proposals that are presented in the 2023 Estimates.

led the work The Ministry continues to manage Government expenditure and revenue collection mechanisms.
To ensure the advancement of good governance, accountability, transparency and the attainment of value for money the technical team within the Ministry has the Procurement and Contracts revise (Administration) Act in collaboration with technical support provided through the Caribbean Development Bank (CDB).

In support of these efforts work has commenced internally to formulate procurement guidelines to strengthen the method by which tenders, and proposals are evaluated, and contracts are awarded.
In 2023, the Amended Procurement Bill will be submitted for safe passage in the National Assembly and work will commence on the development of the supporting regulations to fully operationalize the updated legislation.

to The Treasury Department continues to lead in the implementation of PFM reform across the public service.

In the latter part of 2022, the Department facilitated the undertaking of the third Public Financial and Expenditure Accountability (PEFA) Assessment.
As a result of this exercise the PFM Action Plan will be updated to provide a path for the continued strengthening of the systems and operations across the various Departments of the Ministry of Finance and Line Ministries particularly those with the largest funding allocations.
In 2023, complementary to this effort educational activities will be undertaken by the Treasury Department with Line Ministries and public corporations and statutory bodies to build knowledge on the best practice in PFM to further enhance the financial sustainability of the Government.

In 2022, the Inland Revenue Department (IRD) commenced work to facilitate the implementation of a more agile tax management system.
This undertaking is a vital element in the tax reform agenda to modernize the technological support which will boast the capacity of the Department to provide timely information and analysis on the performance of existing and emerging taxes as prescribed locally, regionally and internationally.
Business continuity is a vital aspect in ensuring sustainability therefore, the Department will ensure that the new and current tax systems will run in parallel to minimize the risk of downtime in the operations of the Department.

08-3 times, improved customer experience and The Customs and Excise Department will continue efforts to advance its operational efficiency and improved customer service.
In 2023, training will be undertaken in the areas of communication etiquette, simplified procedures, and the application of tax law.

This enhanced knowledge is expected to translate into increased faster clearance accountability.

The Customs and Excise Department remains a vital stakeholder in ensuring border security that leads to enhanced revenue collection.
Therefore, through the enforcement apparatus, the Department will deepen its engagement with its law enforcement partners locally, regionally and internationally to transmit and receive actionable intelligence to reduce instances of illegal activity such as smuggling, under-invoicing and money laundering to ensure legitimate trade is undertaking with and within our jurisdiction.
The Department will also be a key stakeholder in the readiness of the Federation to operationalize the World Trade Organization (WTO) Trade Facilitation Agreement.

The Customs and Excise Department will lead in the advancement of measures under the Agreement which focus on risk management, post clearance audit, establishment and publication of average times, expedited shipments, pre-arrivals processing and inter-agency cooperation.
release 1.3 Management Representation Statement On behalf of the Ministry of Finance, I present the Annual Report on the Plans and Priorities for 2023.

The document provides an accurate representation of the Ministry's plans and priorities for the use of the resources which the Ministry has been provided for 2023.

It is my view that the document will serve as a very important planning tool and a working guide for the Ministry's work plan for 2023 and beyond.
This report provides strategic direction for the Ministry and will facilitate monitoring and evaluation of the Ministry's performance.
Hilary Hazel Financial Secretary Section 2: Ministry Overview 2.1 Mission Statement To provide sustainable economic and fiscal policies: high quality programs and activities to accompany a prudent regulatory framework that supports a vibrant, resilient economy which offers opportunities for the improvement of the standard of living and well-being of the citizens and residents of St. Kitts and Nevis.
08-4 2.2 Planning Overview 2.2.1 Ministry's Strategic Objective vs Government's Directions Government's policy direction for the Ministry is: (1) To foster a competitive, vibrant environment that promotes a conducive investment climate and economic growth (2) To continue the transformation of the economy to a sustainable island state driven mainly by tourism, agriculture, renewable energy, construction, information communication technologies (ICTs) and financial services 2.2.2 Ministry's Annual Objectives vs Strategic Objectives The Annual Objectives for the Ministry are: • • • • • • • To strengthen Public Financial Management To reduce Public Sector debt to a sustainable level To strengthen the management of Government's debt To establish conditions for sustained economic growth To ensure compliance with the international standards on tax transparency and exchange of information To achieve a Primary Balance Surplus of 1.7% of GDP To improve the medium-term orientation of the Budget 2.2.3 Modifications to the Ministry's Strategic Directions During the Year There were no major modifications to the strategy of the Ministry during the year.
2.2.4 Main Activities Contributing to the Annual Objectives • • • • • • • Continue to strengthen Government Public Financial Management Procedures Coordinate activities in respect of Exchange of Information (EOI) agreements and the Base Erosion and Profit Sharing (BEPS) Inclusive Framework Complete drafting of the amendments to the Procurement and Contracts (Administration) Act Complete drafting of Procurement Regulations Implement Government wide Online Payment System Implement activities to support digital transformation of the Ministry of Finance Continue to develop policies and implement measures to support the advancement of the Sustainable Island State (SIS) Agenda 08-5 2.2.5 Main Challenges to Achieve Annual Objectives (1) Limited access to adequately trained human resources (2) Competing with the Private Sector for persons with financial skills and/or background in economics 2.2.6 Achievement of the Strategic Objectives over a Multi-Year Time Horizon Resources will be used to meet the Long-Term Strategic Objectives of the Ministry of Finance.
2.2.7 Impact of Previous Year's Results on the Current Year's Expenditures It is anticipated that the economic recovery post COVID-19 will continue in 2023 supported by initiatives that serve to support sustainability and resilience.

The fiscal space that was created over the past ten years will be utilized to support priority areas that contributed to the achievement of the Government's strategic objectives.
Additional efforts would be required in 2023 to stabilize the Government's fiscal operations and resume building back fiscal buffers.
2.3 Capital Projects Information 2.3.1 Major Capital Projects Pre-Investment Fund Customs and Excise Enforcement Compound Purchase of Pallet Scanners Purchase of Body Scanner Upgrade/Rehabilitation of Government's Buildings Construction of Printery Building Tax Collection and Analysis IT System Customs IT Infrastructure Upgrade • • • • • • • • • Government of St. Kitts and Nevis Digital Transformation Project • Customs Headquarters Renovation 2.3.2 Other Projects Judged Important • • Penetration Testing Upgrade Renovation of John Gumbs Building 08-6 2.4 Transfer Payment Information The following are Transfer Payments to be made by the Ministry of Finance: (1) Pensions and Gratuities (2) Contributions will be made to the following Local, Regional and International Organizations OFFICE OF THE FINANCIAL SECRETARY • Organization for the Economic Co-operation and Development (OECD) • • • • • • • • Caribbean Financial Action Task Force (CFATF) Caribbean Regional Technical Assistance Centre (CARTAC) International Finance Corporation (IFC) Caribbean Development Bank (CDB) St. Kitts-Nevis-Anguilla National Bank (SKNANB) CARICOM Development Fund (CDF) Nevis Island Administration (NIA) Commonwealth Secretariat INLAND REVENUE DEPARTMENT • Commonwealth Association of Tax Administrators (CATA) CUSTOMS AND EXCISE DEPARTMENT • Caribbean Customs Law Enforcement Council (CCLEC) FINANCIAL INTELLIGENCE UNIT • Egmont 08-7 Section 3: Ministry Summary Portfolio E. 08 - Manage Finance Responsibility Centre 08 - Ministry of Finance Officer in Charge Financial Secretary Goals/Global Objectives To take leadership in the development and implementation of an overall economic and fiscal strategy aimed at promoting financial and economic stability and growth towards the improvement of the standard of living and well-being of all citizens of St. Kitts and Nevis Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Planned Estimated Projected Projected Actual Programme 2021 2022 2023 (in thousands) 2024 2025 08081 -
 Administer Government Finances and Policies 08082 - Manage Government Accounts 08083 - Manage Collection of Inland Revenue Department Revenue 08084 - Manage Collection of Customs and Excise Department Revenue and Enforce Border Security 127,216 144,560 150,297 148,122 146,756 119,657 125,442 123,085 122,606 121,301 11,373 10,978 12,761 16,277 15,682 17,311 12,857 16,541 11,985 16,338 08090 - Provide Counter Measures to 465 Money Laundering and Terrorist Financing 08081 - Net Lending 656 500 756 250 769 250 782 250 Total 269,689 300,194 307,381 301,146 297,412 08-8 Section 4: Programme Summary Portfolio Programme Responsibility Centre E. 08 - Manage Finance 08081 - Administer Government Finances and Policies 08 - Ministry of Finance 081 - Financial Secretary's Office Officer in Charge Deputy Financial Secretary Goals/Global Objectives To formulate Government's fiscal and economic policies to ensure that Government's financial and economic plans, programs and activities are implemented in the most effective and efficient manner in order to improve the social, financial and well-being of the citizens of St. Kitts and Nevis Objective(s) for 2023 1.To develop a Fiscal Strategy that would guide the formulation of the Budget for the medium term 2.To ensure Government's financing requirements are met at lowest possible cost with prudent degree of risk 3.To foster a competitive, vibrant environment that produces economic growth 4.To improve accountability in Government Ministries 5.To monitor and report on Budget Expenditure Performance 6.To monitor and report on the Financial Performance of State-Owned Entities 7.To monitor and report on the Fiscal and Debt Performance of the Government in a timely manner 8.To prepare a timely Budget consistent with Government's strategic plans and objectives Sub-Programme: Expected Results June 30, 2023 December 31, 2023 December 31, 2023 48 hours Performance Indicators Date by which the Medium-Term Fiscal Framework is updated Date by
 which the proposed Medium Term Fiscal Framework is presented to Cabinet Date by which Medium Term Debt Management Strategy is updated Number of hours business licenses/respond to application to process taken 4 2 each At least 90% Percentage of Government Ministries submitting Annual Reports to the Ministry of Finance Number of reports on the Budgetary Expenditure Number of reports on the Financial Performance of monitored State-Owned Entities Number of Investment Portfolio Analyses Number of Debt Sustainability Analyses Number of Fiscal Review Reports Number of Monthly Fiscal Data Reports Number of Quarterly Ministry Reports Number of Public Debt and Statistics Bulletins Number of Debt Summary Reports Number of Debt Portfolio Reviews Date by which Government's 2024 Budget is submitted to Parliament 4 1 December 31 2023 4 1 11 12 4 4 301 - Provide Administration Services 302 - Fiscal, Policy, Investment and Debt Management Division 303 - Provide Budgeting Services 08081 - Invest in Financial Secretary's Office 08081 - Manage Telecommunication Service 08-9 Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 (in thousands) 49,445 1,847 75,924 82,374 6,950 55,236 68,004 6,450 75,843 68,430 3,850 75,843 68,864 2,050 75,843 Total 127,216 144,560 150,297 148,122 146,756 Recurrent Capital Transfer Budgetary Grant Principal Repayment Net Lending 08-10 Portfolio Programme E. 08 - Manage Finance 08082 - Manage Government Accounts Responsibility Centre 08 - Ministry of Finance 082 - Accountant General's Department Officer in Charge Accountant General Goals/Global Objectives To ensure that all government transactions are recorded and reported in keeping with acceptable government accounting policies and principles Objective(s) for 2023 1.To disburse all payments in an efficient manner 2.To disburse salaries and wages to public officers by the scheduled dates 3.To manage risks
 and internal controls within Government Ministries and Departments Expected Results Less than 5% Performance Indicators Percentage of customer complaints 0 4 Number of times the monthly and weekly payrolls are late Number of risk-based audits completed per year 4.To monitor Government Departments for 100% compliance and efficiency Percentage of high-risk Departments that are audited during the year 5.To pay all Government debt obligations by the scheduled dates 6.To pay pensions and gratuities by the scheduled dates 7.To produce timely annual Financial Statements 0 0 By June 30th, 2023 8.To provide Government with a reliable computerised accounting system Less than 20 hours Number of times the debt service payments are late Number of times the approved pensions and gratuities are late Date that annual Financial Statements are submitted to the Director of Audit as required by law Number of downtime hours in the year 9.To strengthen and support department's ability to identify and manage risk and other challenges Sub-Programme: 2 Number of training sessions per year 311 - Provide Financial Control and Treasury Management 312 - Provide Funds Management Services 313 - Provide Systems Support 315 - Monitor and Repay Public Debt 01147 - Provide Internal Audit Services 01144 - Provide Accounting and Reporting Services 08082 - Invest in Accountant General's Department 08-11 Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 (in thousands) 83,144 82,798 89,620 89,186 88,414 36,513 42,643 33,465 33,421 32,887 Total 119,657 125,442 123,085 122,606 121,301 Recurrent Capital Transfer Budgetary Grant Principal Repayment Net Lending 08-12 Portfolio Programme E. 08 - Manage Finance 08083 - Manage Collection of Inland Revenue Department Revenue Responsibility Centre 08 - Ministry of Finance 083 - Inland Revenue Department Officer in Charge Comptroller of Inland Revenue
 Goals/Global Objectives To administer the tax laws in an efficient and equitable manner, to promote voluntary compliance, and to maximize revenue Objective(s) for 2023 1.Enhance Audit Compliance 2.Improve Collections and Enforcement Operations 3.Improve Information Technology Capability 4.Improve Returns Processing Operations 5.Improved Taxpayer Services 6.Meet Projected Revenue Targets 7.To meet projected revenue targets Sub-Programme: Expected Results 65% 65% 65% 85% 85% 100% 0% Performance Indicators Percentage of audits completed Percentage of enforced collection cases closed Percentage of information systems deployed Percentage of returns processed by tax type Percentage of new taxpayers registered by tax type Percentage of revenue collected broken down by tax, penalty and interest Percentage variation between actual collections and budgeted targets SP3.1 - Provide Support in the Collection of Revenue and the Administration of Taxes 00998 - Provide Taxpayer Service including Registration 00999 - Assess Tax Liability and Process Tax Declarations 01000 - Collect Taxes and Enforce Collections 01001 - Audit the Application of Taxes 01002 - Provide Property Valuation Services 08083 - Invest in the Collection of Domestic Revenue Recurrent Capital Transfer Budgetary Grant Principal Repayment Net Lending Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 (in thousands) 11,159 157 56 9,473 3,200 88 10,494 5,100 88 10,669 2,100 88 10,847 1,050 88 Total 11,373 12,761 15,682 12,857 11,985 08-13 Portfolio Programme E. 08 - Manage Finance 08084 - Manage Collection of Customs and Excise Department Revenue and Enforce Border Security Responsibility Centre 08 - Ministry of Finance 084 - Customs and Excise Department Officer in Charge Comptroller of Customs Goals/Global Objectives To serve our citizens, collect and protect all our revenues with fairness, efficiency and
 integrity and enforce compliance laws at our borders Objective(s) for 2023 1.To meet projected revenue targets Expected Results 0% 2.To redesign the process flow to enhance 5% customer service Sub-Programme: Performance Indicators Percentage variation between actual collections and budgeted targets Percentage reduction in clearance and processing time 01422 - Administer the Customs Function 01423 - Examine and Evaluate Cargo 01424 - Enforce and Monitor the Implementation of the Legislation 01425 - Provide Processing and Collection Services 02006 - Provide Refunds 02008 - Contribute to Regional Organisations 08084 - Invest in the Collection of Customs Revenue 04276 - Liquid Petroleum Gas (LPG) Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 (in thousands) 10,517 461 14,215 2,062 15,549 1,762 15,741 800 15,938 400 Total 10,978 16,277 17,311 16,541 16,338 Recurrent Capital Transfer Budgetary Grant Principal Repayment Net Lending 08-14 Portfolio Programme E. 08 - Manage Finance 08090 - Provide Counter Measures to Money Laundering and Terrorist Financing Responsibility Centre 08 - Ministry of Finance 090 - Financial Intelligence Unit Officer in Charge Director Goals/Global Objectives To restrict and prevent money laundering and terrorist financing in the Federation.
Objective(s) for 2023 1.To continue to retain competent and motivated staff 2.To improve Feedback to Reporting Sector 3.To increase AML/CFT awareness level of the reporting sector 4.To produce Typologies 5.To produce reports in a timely manner 6.To reduce the time taken in forwarding reports to law enforcement Sub-Programme: Expected Results 6 0 100% 4 2 2 Every 3 months Dec 2022 Within 10 days Performance Indicators Number of Training Sessions Late distribution of Status Reports Status Reports distributed Number of Workshops/Seminars conducted Number of Literature distributed Number of Typologies produced Time-frame in which quarterly reports are submitted Time frame in which annual report is submitted Number of days taken to forward reports 00874 - Provide Counter Measures to Money Laundering and Terrorist Financing 01354 - Contribute to International Organisations Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 (in thousands) 451 14 642 14 742 14 755 14 768 14 Total 465 656 756 769 782 Recurrent Capital Transfer Budgetary Grant Principal Repayment Net Lending 08-15 Portfolio Programme E. 08 - Manage Finance 08081 - Net Lending Responsibility Centre 08 - Ministry of Finance 081 - Financial Secretary's Office Officer in Charge Deputy Financial Secretary Goals/Global Objectives To provide for funds lent to Statutory Corporations and others Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 (in thousands) Total 500 500 250 250 250 250 250 250 Recurrent Capital Transfer Budgetary Grant Principal Repayment Net Lending 08-16 , 9 7 5 , 3 9 8 4 , 9 0 0 , 0 0 0 S u b t o t a l 1 0 , 8 2 5 , 3 9 8 5 , 1 0 0 , 0 0 0 T O T A L c / f 5 9 , 0 7 4 , 5 1 2 1 1 , 5 5 0 , 0
e t r a t i o n T e s t i n g U p g r a d e 8 5 0 , 0 0 0 2 0 0 , , 2 4 9 , 1 1 4 6 , 4 5 0 , - / , 0 0 0 , 0 0 0 2 0 0 , 0 0 0 2 0 , 0 0 0 , 0 0 0 2 , 5 0 0 , 0 0 0 6 , 0 0 0 , 0 0 0 1 , 0 0 0 , 0 0 0 1 0 , 1 8 4 , 0 7 8 2 , 0 0 0 , 0 0 0 5 , 0 6 5 , 0 3 6 7 5 0 , 0 0 0 - - - - - - - - - - - - - - - - - - - - 1 1 , 5 5 0 , 0 0 0 2 , 0 0 4 , 2 2 0 5 , 1 0 0 , 0 0 0 1 5 7 , 0 9 8 4 , 9 0 0 , 0 0 0 8 1 , 2 5 2 R E V E N U E 2 0 0 , 0 0 0 7 5 , 8 4 6 R E V E N U E 6 , 4 5 0 , 0 0 0 1 , 8 4 7 , 1 2 2 2 , 5 0 0 , 0 0 0 1 , 0 0 0 , 0 0 0 2 , 0 0 0 , 0 0 0 2 0 0 , 0 0 0 6 8 3 , 1 2 7 R E V E N U E 2 8 2 , 1 8 2 R E V E N U E 2 6 3 , 5 7 2 R E V E N U E - R E V E N U E 7 5 0 , 0 0 0 6 1 8 , 2 4 1 R E V E N U E 08-17 C .
0 8 I I M N S T R Y O F F N A N C E I ( I C A P T A L P R O J E C T S ) S T .

I K T T S A N D N E V S E S T M A T E S I I , 2 0 2 3 0 8 0 8 1 N o .
$ $ $ $ A d i l D e v e o p m e n t $ T o t a l $ , 0 0 0 2 1 3 , 3 1 $ $ $ , 0 2 2 4 0 0 2 , , 0 0 0 0 5 5 1 1 , E U N E V E R E U N E V E R - - E U N E V E R 2 3 5 9 8 2 , E U N E V E R - E U N E V E R 7 1 7 1 7 1 , 9 4 2 1 6 4 , 0 0 0 0 0 4 , 0 0 0 2 1 4 , 0 0 0 0 0 3 , 0 0 0 0 0 3 , 0 0 0 0 5 3 , , 0 0 0 2 6 7 1 , E U N E V E R E U N E V E R - - - - , 9 6 4 5 6 4 2 , , 0 0 0 2 1 3 3 1 , t n e m p o e v e D l i d A $ - - - - - - - - - - .
o N $ - - - - - - - - - - $ $ 0 0 0 , 0 5 5 , 1 1 2 1 5 , 4 7 0 , 9 5 f / b L A T O T 0 0 0 , 2 6 7 , 1 8 1 7 , 8 6 1 , 0 1 l a t o t b u S 0 0 0 , 0 0 4 0 0 0 , 2 1 4 0 0 0 , 0 0 3 0 0 0 , 0 0 3 0 0 0 , 0 5 3 8 1 7 , 7 8 6 , 5 0 0 0 , 1 8 9 , 1 0 0 0 , 0 0 9 0 0 0 , 0 0 2 , 1 0 0 0 , 08-18 , 2 1 3 , 3 1 1 6 2 , 9 2 3 , 3 8 L A T O T - - 0 0 0 , 0 0 5 1 3 0 , 6 8 5 , , I I S E T A M T S E S V E N D N A S T T K I .
T S ) S T C E J O R P L A T P A C I ( I E C N A N F F O Y R T S N M I I 8 0 .
C 09 - Ministry of Social Development and Gender Affairs Report on Plans and Priorities for the Year 2023 Volume 2 December 2022 09 - Ministry of Social Development and Gender Affairs Table of Contents Section 1: Minister's Message and Executive Summary 1.1 Minister's Message 1.2 Executive Summary 1.3 Management Representation Statement Section 2: Ministry Overview 2.1 Mission Statement 2.2 Planning Overview 2.2.1 Ministry's Strategic Objective vs Government's Directions 2.2.2 Ministry's Annual Objectives vs Strategic Objectives 2.2.3 Modifications to the Ministry's Strategic Directions During the Year 2.2.4 Main Activities Contributing to the Annual Objectives 2.2.5 Main Challenges to Achieve Annual Objectives 2.2.6 Achievement of the Strategic Objectives over a Multi-Year Time Horizon 2.2.7 Impact of Previous Year's Results on the Current Year's Expenditures 2.3 Capital Projects Information 2.3.1 Major Capital Projects 2.3.2 Other Projects Judged Important 2.3.3 Status Report on Major Government Projects 2.4 Transfer Payment Information Section 3: Ministry Summary Section 4: Programme Summary Capital Projects Estimated Expenditure Page 1 1 4 5 6 6 6 6 6 7 7 7 8 8 9 9 9 9 9 10 11 16 Section 1: Minister's Message and Executive Summary 1.1 Minister's Message As the COVID–19 pandemic moves into the endemic stage, the Ministry of Social Development and Gender Affairs turns its focus to envisioning and creating our post- COVID norms and practices which would inform our nation's development.
Central to this visioning exercise is the Independence theme for 2022: Refocus, Redesign, Recreate!

These will be our watch words and pillars upon which the Ministry will undertake to fulfill its mandate for 2023.

Mental Health and Well-being The pandemic has highlighted the need for self-care as a critical component to happiness and fulfillment.

In 2022, the Counseling Unit was rebranded as the National Counseling Center.
Their mandate is to support the mental health and well-being of all citizens and residents of through the Federation.

collaborations with School Guidance Counselors and the Mental Health Association, will undertake advocacy and awareness-raising activities to promote self-care and mental wellness amongst the populace.
the Center, In 2023, The many years of advocacy and awareness campaigns coupled with the effects of the pandemic have opened the consciousness and increased commitment of individuals and their employers to the value of mental wellness.

The National Counseling Center understands its mandate to provide such clinical services to the poor and most vulnerable persons for a nominal fee or fully subsidized cost.
The opportunity has presented itself, however, for the Center's services to be accessible to populations with a disposable income and insurance provisions that would permit the introduction of a sliding scale fee structure.

This will be fully implemented in 2023.

Finally, the National Counseling Center will further diversify its service options to include group counselling and teletherapy.
These would ensure that communities of support can be established and provided based on presented issues and that service be provided regardless of where the client is in the acceptance and treatment of their mental health issues.

Child Protection and Justice Service: In 2022 the USAID-funded and OECS Commission-administered Juvenile Justice Reform Project came to an end after ten (10) years of operation.
The Federation of St. Kitts and Nevis benefitted significantly from this project through the adoption of the model family law suite of legislations inclusive of the Child Justice Act (2013), the Child (Care) and Adoption Act (2012) and the Guardianship, Custody and Access Act (2012); technical support to the New Horizons Juvenile Rehabilitation Center and capacity building and best practice sharing exercises for the staff of the Department of Probation and Child Protection Services.
The responsibility is now that of the Ministry to sustain and build upon the gains from that Project to further enhance the child care and protection services.

The focus for 2023 will be on the following areas: 1.

The establishment of operational guidelines and standards to support the Department's operations in compliance with our local, regional and international commitments.

2.

The establishment and rebuilding of networks with stakeholders who are key to childcare, protection and justice systems.
These would include, but are not limited to children, parents, School Guidance Counselors, School Administrators, Magistrates, Police Officers, Ministry of Health officials particularly community and institutional care providers.

3.

The provision of evidence-based, legally sound prevention, intervention and rehabilitative services to children, parents and other support systems involved in the care of children.

4.
4.

The full utilization of multi-modal means of communication, information sharing and awareness raising of issues critical to the development and best interest of our children.

Gender Equality and Development In 2022, the Federation of St. Kitts and Nevis presented for peer review the combined 5th, 6th, 7th and 8th Periodic Reports of State Parties under Article 18 of the Convention on the Elimination of all Forms of Discrimination against Women for the period 2002-2017 in Geneva Switzerland.
The report from this activity will be used to support the full implementation of the National Gender Equality Policy and Plan of Action which received Cabinet approval in March 2022.

Social Protection and Community Development The COVID-19 pandemic has severely affected key data-gathering exercises to assist with the definition of poverty and vulnerability and the classification and identification of the affected individuals and populations.
These exercises include the National Population and Housing Census (2021) and the Enhanced Country Poverty Assessment (2019-2020).

Despite these data collection challenges, the Ministry continues to support the poor and vulnerable populations through the provision of social protection programs that address hunger and food insecurity, education supplemental needs and medical expenses.
During the latter part of the third quarter of 2022, the Ministry formally received operational responsibility for the largest non-contributory, direct cash transfer social protection programme – the Poverty Alleviation Program.
With the transfer of responsibilities for programmes and activities for seniors and persons living with disabilities from the Ministry of Social Development and Gender Affairs to the newly configured Ministry of Youth Empowerment, Ageing and Disabilities, the Department of Social Services will be focused on the provision of social protection services to our poor and vulnerable populations with particular focus on the regularization of the Poverty Alleviation Programme (PAP).
09-2 Regularization will include the following provisions: 1.

The introduction of an online application form: A digital application form allows for individuals to protect their privacy by completing the application form in their comfort as opposed to journeying to a physical space to accomplish the same.

The response from the online application process for the COVID–19 Stimulus Programmes demonstrates a proliferation of devices and internet connectivity to support this exercise.

2.
2.

Re-registration of all eligible households to address inclusion and exclusion errors: The Ministry received all paperwork related to the Poverty Alleviation Program on October 3rd 2022.

A review of the enrolled populations highlighted extensive inclusion errors as multiple members in the same households and persons earning above the three thousand dollar ($3,000) gross income threshold were included.
Conversely, there were extensive exclusion errors as households that should have been enrolled were yet to be processed.

3.

The introduction of case management as modelled after the M.E.N.D.

Families in St. Kitts Program: Case management is a process whereby the individual and family unit identifies their gaps and issues to be addressed.

The officer will work with the individual and family to connect them with services, programmes and information that are designed to address the gaps or issues.
The goal of this process is to develop skills, and knowledge and improve functioning while building resiliency which can be utilized should any other challenge or issue arise.

The seven-pillar approach utilized during the M.EN.D.

Families in St. Kitts Programme pilot that ended in 2017 were: 1.

Education and Skills Development 2.

Employment and Entrepreneurship 3.

Family Cohesion (formerly Family Dynamics) 4.

Health and Wellness 5.

Housing 6.

Identification 7.


Financial Literacy and Empowerment (formerly Income) These pillars reflect areas of self-development and growth for individuals.

Through this process a family can successfully graduate from the program to lead an independent life secured in the new knowledge and skills gained to address any future shock or vulnerability.
I use this opportunity to express our continued gratitude and thanks to the regional and international partners whose technical support and financing is critical to the work of the individual Departments of the Ministry.

These partners include, but are not limited to UNICEF, United Nations Periodic Review (UPR) Trust Fund, Human Rights Commission, PAHO, USAID, UNWomen, UNDP, UN-ECLAC and the OECS Commission.
09-3 I also pause to place on record our profound thanks for our local partners PALS, Mickey's Hope, A Time for Us Foundation, Garden of Rebirth, The Children's Home, The Bar Association, The Rotary Clubs of St. Kitts and Liamuiga, The National Association for Persons with Disabilities, the St. Christopher and Nevis Social Security Board, the St. Kitts-Nevis Chamber of Industry and Commerce and the numerous other individuals and agencies who donated their time, skills and resources to the care and support of the most vulnerable in our society.
Hon.

Isalean C Phillip Junior Minister of Social Development and Gender Affairs 1.2 Executive Summary The Ministry of Social Development and Gender Affairs was created in January 2001 – over twenty (20) years ago.

The past twenty-two (22) years have focused on the establishment and expansion of the Units and Departments as they worked towards meeting their mandates.
As the Ministry prepares to enter into its twenty-second year of existence, our focus will be a mixture of foundational and aspirational activities.

In the area of foundational activities, the Ministry of Social Development and Gender Affairs will be undertaking the creation and approval of the Ministry's first five-year Strategic Plan.
Building on the extensive history of policy development, legislative mandates, regional and international commitments and taking into consideration our local population profile, needs and expectations, this strategic plan will aim to identify the top action items and priorities needed to actively move the Federation towards the attainment of the related 2030 Sustainable Development Goals.
Secondly, owing to the extensive technical assistance provided by our local, regional and international partners, much learning has been undertaken regarding the roles and functions of the various Departments and Units.

Additionally, policies have been created for almost all of the substantive areas of the Ministry coupled with supportive legislation.
The time has now come for operational guidelines and standards to be created that reflect the on the ground implementation and operationalization of the policies and legislations.

These documents will ensure that each new member of staff practice the same standard as their peers and the general public is assured of the expectations of the officers and Departments with which they interact.
Our first aspirational activity will focus on our need to communicate effectively with our internal and external customers.

While our name has changed throughout the years, we have remained steadfast in our mandate to protect and serve the vulnerable populations of our Federation.

To do this, we need to ensure that all persons have access to information on the services we provide and the avenues to make contact with us.
To this end, the Ministry will increase its presence on all media platforms along with the production of informational content that is age and ability appropriate.

Secondly, the Ministry would be desirous of developing management information systems that would allow for a client's history to seamlessly be transferred across the 09-4 Departments that are providing services.
Access to historical and present-day information about a client would improve the Ministry's ability to move from being reactionary to being proactive in our approach.

We are cognizant of the data protection, security and confidentiality considerations that go hand in hand with the development of management information systems.

These would be the cornerstones of any system or variety of systems to be constructed.
Finally, as data is key to developing evidence-based policies, procedures, services and programmes, our intention is to move from data gathering to analytics and annual reporting.

Knowledge is power and this power should not be concentrated with the service providers but shared with the consumers and the wider general public.

The Ministry will aim to produce its first Annual Review document that would be a summary of the services delivered for the previous year.
This information can be used for research and development by our aspiring young professionals as well as a tool to evaluate the effectiveness and efficiency of the Ministry in meeting its mandate.

Over two decades of existence is indeed a milestone.

As the world continues to change so shall the Ministry, while being respectful of our history and heritage.
1.3 Management Representation Statement On behalf of the Ministry of Social Development and Gender Affairs, it is my duty to submit for tabling in Parliament the Annual Report on Plans and Priorities (RPP) complete with the objectives and expected outcomes for 2023 for the Ministry of Social Development and Gender Affairs.

The information presented is as a result of consultations with the Ministry's management team, staff and partners.
As such, it can serve as a working guide for the operations and as a critical instrument tool for the assessment of the Ministry's performance in 2023. therefore stands committed The Ministry initiatives and programmes using all resources available to us as we strive towards child protection, poverty alleviation, gender equality and the creation of communities where vulnerable persons including children, women, older persons and persons living with disabilities can say with pride that the Federation is the best place to grow up and grow old.
implementing the to Azilla Clarke (Ms.) Permanent Secretary (Ag) 09-5 Section 2: Ministry Overview 2.1 Mission Statement The Ministry of Social Development and Gender Affairs is dedicated to serving vulnerable populations through advocacy, education, empowerment and enhancement of individuals, families and communities through evidence-based and customer- oriented programmes that promote equality, growth and development, regardless of race, gender and culture.
2.2 Planning Overview 2.2.1 Ministry's Strategic Objective vs Government's Directions The Ministry of Social Development and Gender Affairs provides comprehensive social protection services to all citizens, nationals and legal residents so as to protect against or rebound from risk, shocks and vulnerabilities.

Particular focus is placed on children, women, seniors and persons in need of medical assistance, income support and social welfare assistance.
This is in keeping with the Government's directive to protect the most vulnerable amongst us; support the dreams and aspiration of each person, restore the units of community and support so as to empower and build a resilient and self-efficacious population that embodies our national motto of Country above Self.

2.2.2 Ministry's Annual Objectives vs Strategic Objectives 1.
Establish and sustain systems (policies, procedures, standards and guidelines) for the professional, ethical, customer focused and rights-based delivery of social protection services.

2.

Build, restore and strengthen relationships, networks and coordination between agencies for the efficient and effective delivery of social protection services with particular focus on women and children.

3.

4.

5.
3.

4.

5.

Increase the use of psycho-social and clinical tools to inform care plans and interventions for beneficiaries with particular focus on children.

Increased visibility, access and information sharing about the mandate, services and programmes of the Ministry.
Increased streamlining of gender across stakeholder ministries, private sector entities and civil society organizations 09-6 2.2.3 Modifications to the Ministry's Strategic Directions During the Year The following policies, guidelines and conventions will continue to guide the work of the Ministry in 2023: 1.

Universal Declaration of Human Rights 2.

United Nations Sustainable Development Goals (SDGs) 3.

Convention on the Rights of the Child (CRC) 4.


Convention on the Elimination of All Forms of Discrimination against Women (CEDAW) 5.

Convention on the Rights of Persons with Disabilities 6.

Inter-American Convention on the Prevention and Eradication of Violence Against Women (Belem Do Para) 7.

United Nations Guidelines for the Prevention of Juvenile Delinquency (Riyadh Guidelines) 8.
United Nations Minimum Standard Rules for the Administration of Juvenile Justice (Beijing Rules) 2.2.4 Main Activities Contributing to the Annual Objectives 1.

Continued staff development and training 2.

Creation of Operational Manuals, Practice Guidelines and Standard Operating Procedures (SOPs) across the Ministry 3.

Full implementation, monitoring and reporting on the Cabinet-approved Protocols: Child Protection and Domestic Violence 4.
Implementation of the Public Education and Communications Strategy for the National Gender Equality Policy and Plan of Action.

5.

Expansion of the data collection, analysis and management infrastructure of the Ministry 2.2.5 Main Challenges to Achieve Annual Objectives 1.

Inadequate office space: Even with the removal of the COVID-19 social distancing protocols, all of the office spaces currently occupied by staff are inadequate to comfortably accommodate the full slate of officers.
The Ministry continues to be challenged to provide adequate spaces to serve persons with disabilities and confidential spaces for intake, case management and meetings with clients and stakeholders.

2.

Insufficient equipment support: To operationalize the principle of meeting clients where they are, the Ministry would need to begin to transition to portable devices so that officers can capture and retrieve information while off-site.

3.
3.

Gaps in service delivery: The most requested service remains housing support.

The Ministry will seek to collaborate with the Ministry of Housing and Human Settlement to request provision of social housing for victims and survivors of domestic violence and clients with various circumstances that resulted in 09-7 inadequate shelter.

4.
4.

Unavailability of current data to inform programming, policy development and to comply with reporting requirements: The experience of the CEDAW reporting the utilization of Memorandum of process underscored Understandings with state agencies to provide data that would be used to inform programming, assist with policy development and ensure our Federation's compliance with its international reporting requirements.
the need for 2.2.6 Achievement of the Strategic Objectives over a Multi-Year Time Horizon 1.

Staffing: It is critical that the Ministry ensures that the full staff compliment of qualified, experienced and emotionally intelligent professionals is in place.

2.2.7 Impact of Previous Year's Results on the Current Year's Expenditures 1.

Cabinet approval of the National Gender Equality Policy and Plan of Action 2.
Transfer of operational control of the Poverty Alleviation Program (PAP) 09-8 2.3 Capital Projects Information 2.3.1 Major Capital Projects 1.

Upgrade of Community Centers 2.

New Horizons Upgrade and Enhancement 3.

Construction of new Administration Building for Social Development and Gender Affairs 2.3.2 Other Projects Judged Important 1.

Emergency Housing Facility 2.3.3 Status Report on Major Government Projects 1.
Upgrade of Community Centers: For 2022, the Ministry was able to complete upgrades to the Cayon Community Center which focused on repairs to the roof and upgrades to the kitchen area.

This would ensure that the emergency shelter purpose served by the Center can be restored for the residents of Cayon and its environs.

2.
2.

Internet Connectivity Upgrade – New Horizons Rehabilitation Center: Owing to the supply chain issues experienced as a result of the COVID-19 pandemic and the war in Ukraine, the Ministry focused on the procurement of materials to facilitate the electrical upgrade to the Center.

These materials were proving hard to procure locally which would have delayed any substantive works.
2.4 Transfer Payment Information International Organization for Migration a) b) St. Christopher Children's Home c) Private entities that provide shelter services d) UNWOMEN e) United Fund for Population Activity (UNFPA) 09-9 Section 3: Ministry Summary Portfolio E. 09 - Promote Social Development and Gender Affairs Responsibility Centre 09 - Ministry of Social Development and Gender Affairs Officer in Charge Permanent Secretary Goals/Global Objectives To provide human services which family wellness, gender mainstreaming, full participation and involvement in national development and the promotion of child rights to enhance the quality of life for all people and to foster an enabling environment to empower youths and provide for their sustainable growth and development facilitate and encourage Financial Summary Programme 09101 - Provide General Administration 09102 - Manage Community Development and Social Services 09103 - Gender Affairs Department 09104 - Provide Care and Protection for Children 09105 - Provide Probationary Services at New Horizon Co-Ed Center Total Expenditures Expenditures Expenditures Expenditures Expenditures Planned Estimated Projected Projected Actual 2021 2022 2023 (in thousands) 09-10 Section 4: Programme Summary Portfolio Programme E. 09 - Promote Social Development and Gender Affairs 09101 - Provide General Administration Responsibility Centre 09 - Ministry of Social Development and Gender Affairs Officer in Charge Permanent Secretary Goals/Global Objectives To ensure the institutional arrangement, systems and legislative framework for a more coordinated, efficient and effective social service delivery Objective(s) for 2023 1.To create Operational Manuals for Departments 2.To develop and approve a five-year Strategic Plan for the Ministry 3.To improve the collection and reporting of data to regional
 and international agencies Expected Results 2 December 2023 2 4.To undertake Staff Development and 75% training Performance Indicators Number of Operational Manuals created Date of approval for the Strategic Plan Number of MOU's entered into with local agencies to provide data to the Ministry for the completion of regional and international reports Percentage of staff members who participate in at least one (1) training session for the year Sub-Programme: 00285 - Provide Administrative and Policy Support 09101 - Manage Telecommunication Service 09101 - Invest in Administration 09101 - Participate in International and Regional Organizations Participate in Regional and International Organizations Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 (in thousands) 1,094 1,204 1,466 1,488 1,511 1 1 1 1 Total 1,094 1,205 1,467 1,489 1,512 Recurrent Capital Transfer Budgetary Grant Principal Repayment Net Lending 09-11 Portfolio Programme E. 09 - Promote Social Development and Gender Affairs 09102 - Manage Community Development and Social Responsibility Centre Services 09 - Ministry of Social Development and Gender Affairs Officer in Charge Director Goals/Global Objectives To enhance and increase existing services and protection for vulnerable groups and provide opportunities for individuals and communities and meet their social and economic responsibilities Expected Results 6 Performance Indicators Number of informational sessions conducted April 2023 Date when revised Policies and Procedures Manual is approved for implementation July 2023 Date when the fee structure is operational Objective(s) for 2023 1.To conduct informational sessions as a for component of case management clients of the Department 2.To develop the revised Policies and Procedures Manual for use by the Multi- Purpose Community Centres 3.To implement a sliding scale fee structure for the National
 Counseling Center Sub-Programme : 09102 - Provide Social Assistance 09102 - Invest In Communities Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 (in thousands) 35,322 644 1,136 35,175 730 720 32,441 3,792 720 32,484 950 720 32,528 475 720 Total 37,102 36,625 36,953 34,154 33,723 Recurrent Capital Transfer Budgetary Grant Principal Repayment Net Lending 09-12 Portfolio Programme E. 09 - Promote Social Development and Gender Affairs 09103 - Gender Affairs Department Responsibility Centre 09 - Ministry of Social Development and Gender Affairs Officer in Charge Permanent Secretary Goals/Global Objectives Ensuring that policies and programmes of the state take into consideration the impact on men and women sharing equally in society Objective(s) for 2023 1.To conduct training key stakeholders of the Domestic and Sexual Violence Complaints and Response Protocol to support full implementation with 2.To create and implement a monitoring and evaluation framework for the Boys and Girls Mentorship Programmes 3.To educate the public and private sectors along with civil society on the components responsibilities and enshrined in the National Gender Equality Policy and Action Plan Sub-Programme : 00349 - Facilitate Gender Awareness Expected Performance Indicators Results April 2023 Date when training would be completed December 2023 Date when the Domestic Violence Protocol has been fully operational May 2023 Date when the Monitoring and Evaluation Framework is approved December 2023 100 Date of completion of the first evaluation of both programmes Number of persons educated on the content of the National Gender Policy and Plan of Action and their responsibility towards full implementation Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 (in thousands) 404 455 579 589 598
 Total 404 455 579 589 598 Recurrent Capital Transfer Budgetary Grant Principal Repayment Net Lending 09-13 Portfolio Programme E. 09 - Promote Social Development and Gender Affairs 09104 - Provide Care and Protection for Children Responsibility Centre 09 - Ministry of Social Development and Gender Affairs Officer in Charge Director Goals/Global Objectives To address the cause(s) of some social problems through child protection Objective(s) for 2023 1.To conduct stakeholders of Protocol to support full implementation training key the Child Protection with 2.To fully implement the Operational Manual for Child Protection and Child Justice 3.To launch the revamped National Foster Care Programme Sub-Programme : Expected Results April 2023 Date when the training would be completed Performance Indicators December 2023 Date when the Child Protection Protocol has been fully operational March 2023 Date when all staff members have been trained in the use of the Operational Manual Date of the launch of the Revamped National Foster Care Programme November 2023 00351 - Provide Child Care and Protection Services 00352 - Support the Children's Home 00354 - Provide for Foster Care Allowance 00355 - Support Services for Foster Children 02742 - Child Welfare Board Payments Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 (in thousands) 1,320 1,502 1,557 1,582 1,606 347 284 353 353 353 Total 1,667 1,786 1,910 1,935 1,959 Recurrent Capital Transfer Budgetary Grant Principal Repayment Net Lending 09-14 Portfolio Programme E. 09 - Promote Social Development and Gender Affairs 09105 - Provide Probationary Services at New Horizon Co-Ed Center Responsibility Centre 09 - Ministry of Social Development and Gender Affairs Officer in Charge Director Goals/Global Objectives To prevent re-offensive cases of children who are in conflict with the law Objective(s) for 2023 1.To develop a Formal
 Complaints Policy and complimentary forms Expected Results Performance Indicators June 2023 Date when the Formal Complaints Policy and complimentary forms have been approved 2.To develop a Staff Induction) Handbook (General and April 2023 Date when Staff (General and Induction) Handbook is approved 3.To operationalise the Resident Handbook Guide July 2023 Date when all staff members have received orientation and a physical copy of the Staff (General and Induction) Handbook March 2023 Date when the Resident Handbook/Guide is operational as defined by being circulated to each resident and an overview session as to its content completed Sub-Programme : 00357 - Manage New Horizons Co-Ed Training Center 00358 - Support Services for Youths At Risk Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 (in thousands) 1,495 1,922 2,344 2,378 2,412 Total 1,495 1,922 2,344 2,378 2,412 Recurrent Capital Transfer Budgetary Grant Principal Repayment Net Lending 09-15 , 1 9 2 , 0 0 0 1 , 1 9 2 , 0 0 0 7 , 0 0 0 , 0 0 0 1 , 5 0 0 , 0 0 0 S u b t o t a l 1 2 , 1 7 8 , 0 3 3 3 , 7 9 2 , , 6 0 0 , - N e w H o r i z o n s 1 , 0 0 0 , 0 0 0 - - T O T A L 1 8 , 7 7 8 , 0 3 3 3 , 7 9 2 , , 9 8 6 , 0 3 3 1 , 1 0 0 , 0 0 0 - - - - - - - - - - - - - - 3 , 7 9 2 , 0 0 0 6 0 0 , 7 6 5 - - 3 1 , 0 2 9 R E V E N U E - R E V E N U E 3 , 7 9 2 , 0 0 0 5 6 9 , 7 3 6 1 , 1 9 2 , 0 0 0 1 , 5 0 0 , 0 0 0
 - R E V E N U E - R E V E N U E 1 , 1 0 0 , 0 0 0 5 6 9 , 7 3 6 R E V E N U E 09-16 S T .
I K T T S A N D N E V S E S T M A T E S I I , 2 0 2 3 ( I C A P T A L P R O J E C T S ) C .

 .
$ $ $ $ A d i l D e v e o p m e n t $ T o t a l E s t i m a t e d E x p e n d i t u r e 2 0 2 3 $ $ 3 , 7 9 2 , 0 0 0 10 - Ministry of Agriculture, Fisheries, Marine Resources and Cooperatives Report on Plans and Priorities for the Year 2023 Volume 2 December 2022 10 - Ministry of Agriculture, Fisheries, Marine Resources and Cooperatives Table of Contents Section 1: Minister's Message and Executive Summary Minister's Message Executive Summary Management Representation Statement Section 2: Ministry Overview 2.1 Mission Statement 2.2 Planning Overview 2.2.1 Ministry's Strategic Objective vs Government's Directions 2.2.2 Ministry's Annual Objectives vs Strategic Objectives 2.2.3 Modifications to the Ministry's Strategic Directions During the Year 2.2.4 Main Activities Contributing to the Annual Objectives 2.2.5 Main Challenges to Achieve Annual Objectives 2.2.6 Achievement of the Strategic Objectives over a Multi-Year Time Horizon 2.3 Capital Projects Information 2.3.1 Major Capital Projects 2.3.2 Other Projects Judged Important 2.3.3 Status Report on Major Government Projects 2.4 Transfer Payment Information Section 3: Ministry Summary Section 4: Programme Summary Capital Projects Estimated Expenditure Page 1 1 2 4 5 5 5 5 5 6 6 7 8 8 8 8 9 9 10 11 16 Section 1: Minister's Message and Executive Summary 1.1 Minister's Message The work of the Ministry of Agriculture, Fisheries, Marine Resources and Cooperatives in 2023 will largely be informed by the recently completed St. Kitts and Nevis Agricultural Transformation and Growth Strategy 2022-2031.
The purpose of this new strategy is to address the unsatisfactory performance of the agricultural sector, to address issues such as irrigation, climate smart agricultural technologies, mechanization, livestock genetic improvement, aquaculture and soil conservation.

The strategy improves and introduces new policies, seeks to increase market access, and advances the overall production methods for both livestock and crops.
Through this strategy our country will see positive outcomes innovations, effective environmental health and biodiversity management, resilient agri-food systems and prosperous livelihoods and value chains.
legal, policy and institutional in With new leadership vigour and the deficiencies that were highlighted in the COVID-19 pandemic, it is imperative that the Ministry of Agriculture strategically build national agricultural resilience and self-sufficiency to drastically reduce dependence on imported goods to feed our people.
Through partnerships with our local farmers and regional counterparts, our Ministry will create and implement innovative policies that will promote, encourage and systematically support crop diversification, improvement of livelihoods, job creation, greater outputs, increased value creation through agro- processing and consistency in food production.
The work of the Land Management Unit to manage, distribute, facilitate, and analyze agricultural lands, as well as the Farmer's Registration process to enhance and ensure food production from all farmers, will continue towards the Government's National Food Security Mandate.
The Ministry will therefore continue to do its work to support farmers to meet their challenges through measures such as the procurement of Bayticol to abate livestock diseases, capacity building and training opportunities for farmers, the breeding program to improve livestock genetics, the distribution of water tanks and the recent plans to construct catchment systems in Greenhill, Fahie's and Conaree.
In the Department of Marine Resources, we will continue our investment in the fisheries sector to maintain the increased productivity that the Ministry has seen since 2020.

Support to our fishers will continue through capacity building and access to equipment to encourage more persons to register as fishers.

Additionally, training, and technical support opportunities regarding ocean governance, food security, and safety at sea have been achieved and is ongoing.
These include, Global Positioning System (GPS) training and distribution, Fish Aggregate Device (FAD) deployment, value-added equipment and goods at the Fisheries Complexes and aquaculture development support.

The Government strives to ensure that the Federation's economy reaches its maximum potential, through the Department of Marine Resources overall mandate of resource conservation, management, and development.
Education and training of marine users and the public, who are instrumental in improving our national capacity to provide food/nutrition security.

We will therefore, by the end of 2022, complete and fill gaps within our legal framework, necessary to implement effective marine management measures.
With a focus on combatting Illegal, Unregulated, and Unreported (IUU) fishing, the Department of Marine Resources aims to eliminate and deter harmful and unsustainable fishing practices, which affect our Federation's environment and economy.

Transparency regarding the harvest and trade of fish and fisheries products is vital to the fisher's livelihoods and the Federation's standard requirements.
Hence, the development of aquaculture support projects, Hazard Analysis and Critical Control Point (HACCAP) Certification of the Basseterre Fisheries Complex is well underway.

The trade of major fisheries, such as queen conch, spiny lobster coastal, and ocean pelagic will continue to include the vetting and traceability of fishery products for import and export requirements.
The Federation through the Department of Marine Resources is committed to its mandate to "provide for the conservation, management, development and sustainable use of fisheries, aquaculture and marine resources.

This includes monitoring, control fishing and related activities.
Complementary monitoring, control, and surveillance measures will strengthen national policies, enhance national capacities, competencies to eliminate IUU fishing and the risk of IUU fish from entering the seafood supply chain and undermining sustainable fisheries.

Support will, management and development.

improve national capacity for resource therefore, be ongoing to The Department of Cooperatives will continue to implement several activities to promote and support the development of co-operatives.
Overall, the goal of the Ministry of Agriculture, Fisheries, Marine Resources and Cooperatives is the achievement of food safety and security, and nutrition security for a Federation with the best soil in the region, recognizing its true potential while implementing the strategic plan for a better St. Kitts and Nevis through agriculture.

Hon.
Hon.

Samal Duggins Minister of Agriculture, Fisheries, Marine Resources and Cooperatives 1.2 Executive Summary Agriculture has been seen and treated as just a practice that has been passed down from generation to generation.

However, with today's issues affecting agriculture, such as climate change, it requires closer attention and serious technical intervention.
Recognizing the overarching issues, the Ministry of Agriculture, Fisheries, Marine Resources and Cooperatives has embarked on a mission to ensure that our country is prepared to sustainably feed its people.

We have thoroughly assessed the work that has been done and the work to be done.
Several new activities will be implemented as we use data and technology to track physical items, collect real time data and forecast scenarios linked with some of the technologies that already exist, identical to the weather stations.

The use of Big Data Analytics will be a major part of 2023 and beyond as we work to accomplish food security to feed our growing population.

The demand for lands has become increasingly high and our goal is to work with farmers to increase the yields of existing farmlands.
We will work with the Meteorology station to predict weather patterns and use data for crop requirements, to enable farmers to make decisions that 10-2 save time, improve yields and profitability.

Big data provides farmers granular data on rainfall patterns, water cycles, fertilizer requirements, and more.

This enables them to make smart decisions, such as the type of crops to plant for better profitability and time of harvest.

The right decisions ultimately improve farm yields.
As we strive for healthier and safer diets, the use of pesticides is of concern due to a lack of certainty that farmers are adhering to withdrawal times and the negative effects on ecosystems.

Through data, farmers will be taught the use of pesticide application, time and frequency and the use of organic alternatives.

Agriculture is well positioned as interest in the sector has grown, with the inclusion of female and young persons.
This is a great opportunity to modernize the sector and increase output to support the food security agenda.

Several projects are ongoing as we strive to improve our services to the public and farmers, and our human resource capabilities.

The goal of Veterinary Services is to provide technical support to the livestock sector through animal health, regulatory and animal disease surveillance, to maintain healthy herd populations and prevent the transmission of animal borne diseases to the human population.
In the absence of a veterinary diagnostic laboratory, achieving the above goal in the face of globalization, global warming, vast increase and extent of international travel and changes in culinary habits will remain a challenge.

The Federation of St. Kitts and Nevis receives over one million international travelers annually and imports over 75% of its food.

The sector is, therefore, vulnerable to the introduction of transboundary animal diseases.
This situation is further compounded by the fact that free circulation of goods within the Caribbean region is inevitable.

Consequently, there is an urgent need to build resilience by strengthening the diagnostic capacities required to develop an integrated and sustained agricultural health and food safety system.

The construction of the Veterinary Laboratory is a major step in resolving these concerns.
Upon completion of the laboratory, the Federation will enhance techniques, such as to perform Parasitology, Serology, Microbiology, Histopathology, Necropsy and Rt- PCR.

It will, therefore, provide the support for science-based decisions, which is one of the core principles for the World Trade Organization (WTO) of which we are a member.

its diagnostic capability tests using There is a need for the development of a stock farm, which is the purpose of the Bayfords Livestock Centre of Excellence.
This Facility will allow farmers the benefit of purchasing top breeds of animals to help in their consistency of production and to increase their earnings.

The Department of Agriculture will work closely with Ross University School of Veterinary Medicine and other allied institutions to ensure that farmers fully benefit from an after-sale service.

Monkeys and wild pigs continue to be a threat to farmers.

Significant losses have occurred due to feral animals.
The Pest Control Programme has brought some relief, but the population of monkeys and wild pigs remains high.

However, the Department of Agriculture will continue to work on increasing trapping methods and other related methods to mitigate loss and damage caused by feral animals.

There has been increasing demands for land preparation services since the increase in farming activities.
In the year 2023, the Department of Agriculture will procure an additional tractor and new related implements to improve our service and advance our 10-3 open field production methods.

This will help to increase yields, save time, and increase profitability.

Our work with the Food and Agriculture Organization (FAO) is continuous, as we partner to introduce programs that benefit our farmers, fishers, and cooperatives.
St. Kitts and Nevis will be a part of the FAO's contribution to help map pathways from global food crisis.

We will expand on our experimental initiatives that will serve as a contribution to overcoming the world's food crisis problem.

Since the introduction of the Boer goats in collaboration with Ross University, we have seen the improvement of the goat genetics around the island, which is a huge achievement, as farmers will now be able to earn more per animal.
The Department of Agriculture will expand this program through artificial insemination of high-quality breeds from around the world to reduce the huge expense to import live animals.

The program will also cover sheep breeding as the population has increased tremendously.

The Department of Agriculture will work to strengthen its marketing arm as work is being done to organize production.

This will ensure that consistency to supermarket, hotels and restaurants can comfortably rely on our local produce.
Cooperatives are important to our overall vision to the development of agriculture, as groups work together to procure materials and equipment for their benefit, and to access funding.

The Ministry will fully support and work closely with the Department of Cooperatives to boost activities and training to ensure that groups operate at their full potential.
The Ministry of Agriculture, Fisheries, Marine Resources and Cooperatives, recognize the potential of its activities to contribute to nation building, through entrepreneurial activities, which will contribute to a better nation.

Our goal complement our country's food safety and security initiative.
to transform agriculture and guarantee sustainable methods that is 1.3 Management Representation Statement On behalf of the Ministry of Agriculture, Fisheries, Marine Resources and Cooperatives, I present the Annual Report on Plans and Priorities for 2023.

This submission was done using a collaborative approach with senior officers, allied institutions, farmers, fishers, and cooperatives.
It is my view, that this document will serve as an important planning instrument, a working guide, and a significant strategic tool for the operations of the various departments and the Ministry of Agriculture, Fisheries, Marine Resources and Cooperatives for 2023 and beyond.
Miguel Flemming Permanent Secretary 10-4 Section 2: Ministry Overview 2.1 Mission Statement through sustainability, To create a diversified agricultural sector through an inclusive and participatory modernization and commitment, approach thus ensuring a high level of productivity resulting in food security for a transformed society.
2.2 Planning Overview 2.2.1 Ministry's Strategic Objective vs Government's Directions The Government is firmly committed to the transformation and sustainable development of the economy.

Its agricultural policies therefore are designed to transform the sector into a modern, more efficient, and competitive economic engine that would contribute to the overall economic transformation of the economy and improve economic and social well-being of the population.
The Government's agricultural policies have thirteen broad objectives: 1.

Promote sustainable development of the agricultural sector.

Increase the competitiveness of the agricultural sector.

2.

3.

Accelerate diversification of the production base systems.

4.

Strengthen inter-sectoral linkages.

5.

6.

7.

Create an environment for Agri-business to be more productive and Improve income distribution and contribute to poverty alleviation.
Increase food production, enhance food and nutrition and food safety.

profitable via capacity building and innovation.

8.

Assist in the development of the agriculture value chains and value- added products.

9.

Develop and strengthen appropriate institutional structures, mechanisms, and human resource capacities.

10.

Create an environment to attract and retain youth and women involvement in agriculture and cooperatives.

11.

Improve an Integrated Water Resource Management approach.

12.
12.

Reduce crop and livestock losses.

13.

Position cooperatives as builders of sustainability.
2.2.2 Ministry's Annual Objectives vs Strategic Objectives • • • • Improve management of the Ministry's various medium-term plans Conduct training in programme planning and project writing Publish Quarterly Agriculture and Fisheries Statistics Digest Promote the transformation of learning of agricultural science and agribusiness management at all levels in the school curriculum 10-5 • • • • • • • • • Enhance data collection and record keeping Facilitate training in target commodities Formalize links with teaching institutions to enhance the outcomes of the Agricultural training Development of a National Cooperative Policy Train a greater proportion of staff and other stakeholders Promote the use of protected agriculture structures Increase adoption of Good Agricultural Practices on farms and along the supply chain Increase the development of Orchards nation wide Improve post-harvest handling of produce, product development and marketing Reduce the occurrence of market gluts and shortages • • Meet the domestic, regional, and international market requirements by adhering to quality grades and standards established by the market for agricultural products Facilitate research in product development Develop export market for select commodities linkages with demand centres (tourism, agro- Strengthen processing, food service industries) inclusive of a Market Information System Promote a greater level of collaboration, monitoring and accountability among key agriculture stakeholders Establish collaborative links with regional and international partners for information sharing, investing, and marketing collaboration Enhance institutional capacities, in the areas of planning, policy analysis and formulation, project management and results-based performance monitoring the • • • • • • • Create an enabling environment to increase the involvement and retain • • • youth and women involvement in agriculture Facilitate credit access by youth and women Provide training for fishers in modern fishing techniques Expand the range of
 value-added fish products at the Basseterre Fisheries Complex • Develop the Federation of St. Kitts and Nevis Marine Management Area (SKNMMA) • Review and amend where necessary the operation of the Basseterre Fisheries Complex Elevate participation in cooperative membership and governance Strengthen legal and regulatory framework of cooperatives • • 2.2.3 Modifications to the Ministry's Strategic Directions During the Year There were no modifications to the overall strategy of the Ministry during the year.
However, Cooperatives is now back under the Ministry of Agriculture.
2.2.4 Main Activities Contributing to the Annual Objectives 10-6 • • • • through Increase crop production technologies Conduct internal review and planning meetings in each Department Publish Quarterly Agriculture and Fisheries Statistics Digest Conduct review of existing emergency preparedness and response plans implementation of new the • Offer technical assistance to the education sector • • • • Introduction of Greenhouse Villages to increase crop production Improve cattle breeding program through artificial insemination Develop new research initiatives with allied institutions Start the pig breeding program at the Bayfords Livestock Centre of Excellence Increase educational programmes for farmers, new entrants especially youth through the Communication and Extension Unit Increase training in the manufacturing of value-added products Increase farmer training in agronomic practices for specific crops Provide training for staff in human resource development and regulatory procedure Commission of the Veterinary Laboratory • • Operate and maintain real time weather data stations to assist with • • • • • • • • • • • • • hurricane mitigation and best planting time Expand the goat breeding programme Training related to the factors of production, the market forces and marketing process Promote the development of beekeeping Liaise with stakeholders to deliver radio programmes Liaise with allied institutions to deliver programmes for the benefit of the sector Increase fish landings with focus on underutilized species Purchase the necessary safety equipment for sale to fishers Train fishers in improved fishing techniques Continue the sale of value-added products at the Basseterre Fisheries Complex • Work with stakeholders to develop the St Kitts and Nevis Marine Management Area (SKNMMA) Ensure food safety standards are maintained at the Fisheries Complex Strengthen collaboration with the fish farmers Develop a policy for Aquaculture Aggressive implementation of public educational and outreach agenda of cooperatives • • •
 • • Ongoing training for cooperatives • Continuous organization and promotional events of cooperatives 2.2.5 Main Challenges to Achieve Annual Objectives • • Poor animal husbandry practices by farmers Climate and natural disasters 10-7 Poor infrastructure High incidence of dog attacks • • • Weak sectoral linkage • • • • • • Lack of commitment of members of cooperatives Crop damage caused by monkeys and stray animals The absence of water for supplemental irrigation Lack of business approach by farmers High incidence of Praedial larceny Vulnerability of land erosion during heavy rainfall 2.2.6 Achievement of the Strategic Objectives over a Multi-Year Time Horizon Import reduction • • More efficient and profitable farm businesses • • • Better trained and serviced farmers, fishers, and cooperatives Increase in food production Development of the infrastructure of the Bayfords Livestock Centre of Excellence to support livestock diversity and production 2.3 Capital Projects Information 2.3.1 Major Capital Projects The Ministry of Agriculture, Fisheries, Marine Resources and Cooperatives will continue to implement and monitor the following capital projects: • • • • Rehabilitation of Old Road Fisheries Complex Agriculture Support Project Bayfords Livestock Centre of Excellence Pest Control Programme 2.3.2 Other Projects Judged Important • • • • Renovation and Upgrade of the Agro-processing Unit Improvement and Expansion of Basseterre Abattoir Market Upgrade of Small Farmers Machinery Pool Improvement of Fisheries Management 10-8 2.3.3 Status Report on Major Government Projects is ongoing on Improvement and Expansion of Work the Basseterre Abattoir Market, Agro-processing Unit, Veterinary Lab, and Bayfords Livestock Center of Excellence.Projects under the Department of Marine Resources are ongoing with the construction of the breakwater at the Old Road Fisheries being a very important addition to the facility.
2.4 Transfer Payment Information The Ministry facilitates payment of annual contributions to the following Regional and International Institutions: • • • • • • • • • • • • Food and Agriculture Organization (FAO) Caribbean Agricultural Research and Development Institute (CARDI) Inter-American Institute for Cooperation on Agriculture (IICA) Convention on International Trade in Endangered Species of Wild Fauna and Flora (CITES) Caribbean Agriculture Health and Food Safety Agency (CAHFSA) Rotterdam Convention Caribbean Regional Fisheries Mechanism (CRFM) International Whaling Commission (IWC) United Nation's International Seabed Commission (ISA) International Law of the Sea (ITLOS) United Nation's International Sea Bed Commission (ISA) International Law of the Sea (ITLOS) 10 -9 Section 3: Ministry Summary Portfolio E. 10 - Manage Agriculture, Fisheries, Marine Resources and Cooperatives Responsibility Centre 10 - Ministry of Agriculture, Fisheries, Marine Resources and Cooperatives 111 - Permanent Secretary's Office Officer in Charge Permanent Secretary Goals/Global Objectives To significantly increase agriculture production, provide employment opportunities within the marine sector in a competitive and sustainable manner and to supprt and improve the governance and financial performance of non-credit union cooperatives with a view to deliver benefits to members thereby improving livelihoods Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Planned Estimated Projected Projected Actual Programme 2021 2022 2023 (in thousands) 2024 2025 10111 - Provide General Administration 1,367 1,664 2,558 2,592 2,627 Support 10112 - Development of Agriculture Services 10114 - Support the Cooperatives 10115 - Manage Marine Resources 9,258 569 2,574 Total 13,768 15,984 19,181 14,809 13,244 360 2,612 20,620 412 2,993 418 2,877 25,144 20,696 425 2,862 19,158 10-10 Section 4: Programme Summary Portfolio E. 10 - Manage Agriculture, Fisheries, Marine Resources and Cooperatives Programme 10111 - Provide
 General Administration Support Responsibility Centre 10 - Ministry of Agriculture, Fisheries, Marine Resources and Cooperatives 111 - Permanent Secretary's Office Officer in Charge Permanent Secretary Goals/Global Objectives To Provide administrative and policy support for the Ministry and departments Expected Results 4 Performance Indicators Number of meetings held 2 1 1 Number of workshops in Departmental quarterly reports Number of review of current preparedness and response level published Number of Departmental preparedness and response plans published Objective(s) for 2023 1.To improve the execution of the 2017- 2021 Strategy and action plan by training staff in programme planning 2.To increase the training of staff in project writing skills 3.To provide support for the development of Departmental disaster preparedness and response plans Sub-Programme : 11451 - Provide Administrative Support 1011220 - SSMC Asset liquidation 1415120 - Capitalization of National Health Insurance Scheme Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 (in thousands) 1,341 1,638 2,532 2,566 2,601 27 26 26 26 26 Total 1,368 1,664 2,558 2,592 2,627 Recurrent Capital Transfer Budgetary Grant Principal Repayment Net Lending 10-11 Portfolio E. 10 - Manage Agriculture, Fisheries, Marine Resources and Cooperatives Programme 10112 - Development of Agriculture Services Responsibility Centre 10 - Ministry of Agriculture, Fisheries, Marine Resources and Cooperatives 111 - Permanent Secretary's Office 112 - Department of Agriculture Officer in Charge Director Goals/Global Objectives During the plan period the major agricultural focus will be the continued implementation of the new Strategic Plan and execution of activities under the four pillars.
The fisheries sector will expand the use of FADs to target large pelagics and promote fish processing Objective(s) for 2023 1.To Increase production and sale of vegetables, root crops and fruits locally Expected Results 3 Performance Indicators Number of Tariffs to be applied seasonally.
2.To conduct training sessions in animal health diagnoses (traceability, HACCP, pathology, helmentsths, GAP) 1300 MT Number of metric ton (MT) in tonnage of produce for the 18% increase in crop production 3.To increase planting of fruits and vegetables at schools, homes and at institutions nation-wide 4.To 5.To promote increase production and sale of livestock locally (also infuse superior genes in local herd).
the transformation of learning of Agriculture Science and Agri- business Management at all levels in the school curriculum 6.To protect water supplies, soils and coastal zones and ensuring resilience to climate change 160 MT Number of metric ton (MT) in tonnage of meat for the 7% increase in livestock production 5 10 5% 3 1 45 Number of Establishment's report at least one community garden and 4 school gardens Number of home gardens established Percent increase in the number of lambs born in the program Number of pilot schools to continue the programme in Primary Schools 0.25-acre demonstration plot under zero tillage at experimental unit, DOA Donations to groups and planting of tress in community spaces for World Food Day 10-12 Sub-Programme: 00014 - Provide Administrative Service 00020 - Technical Support for Small Farmers Machinery Pool 00021 - Agricultural Small Farmers Supplies 00023 - Provide Technical Support for Animal Husbandry 00025 - Technical Support to Allied Institution 00026 - Veterinary Mobile 00027 - Support to Pesticide and Toxic Chemicals Board 00028 - Support to Veterinary Board and Veterinary Board Appeal Tribunal 10112 - Invest in Agriculture 03994 - Support the Development of Animal Pounds 03995 - Land Conservative Unit 112462 - Provide Technical Support to the Farmers 10461 - To Participate in Regional and International Organization Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 (in thousands) 4,769 4,146 343 9,684 5,910 390 11,387 7,404 390 11,569 2,850 390 11,754 1,100 390 Total 9,258 15,984 19,181 14,809 13,244 Recurrent Capital Transfer Budgetary Grant Principal Repayment Net Lending 10-13 Portfolio E. 10 - Manage Agriculture, Fisheries, Marine Resources and Cooperatives Programme 10114 - Support the Cooperatives Responsibility Centre 10 - Ministry of Agriculture, Fisheries, Marine Resources and Cooperatives 111 - Permanent Secretary's Office Officer in Charge Permanent Secretary
 Goals/Global Objectives To support and improve the governance and financial performance of non-credit union co- operatives within the Federation, with a view to deliver benefits to members, thereby improving livelihoods Objective(s) for 2023 1.To convene marketing and promotional events (Agro-Strip) for cooperatives 2.To convene two (2) promotional activities to increase visibility and forge economic partnerships with established institution or private sector entity 3.To deliver sessions with cooperatives to improve compliance with the Cooperative Societies Act training 4.To prepare and submit project proposals for funding support for cooperatives to funding agencies Sub-Programme: Expected Results 2 2 2 2 Performance Indicators Number of marketing events to be held by year end.
Number of promotional events to be held by year end.
Number of training sessions Number of projects to be prepared and submitted by end of 3rd quarter 00055 - Promote and Regulate the Cooperative movement 21114 - Invest in Cooperatives Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 (in thousands) 569 360 412 418 425 Total 569 360 412 418 425 Recurrent Capital Transfer Budgetary Grant Principal Repayment Net Lending 10-14 Portfolio E. 10 - Manage Agriculture, Fisheries, Marine Resources and Cooperatives Programme 10115 - Manage Marine Resources Responsibility Centre 10 - Ministry of Agriculture, Fisheries, Marine Resources and Cooperatives 111 - Permanent Secretary's Office 115 - Department of Marine Resources Officer in Charge Director Goals/Global Objectives To promote the increase in fish landings, 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 2023 1.To build the capacity of fisherfolk in order to improve their ability to function efficiently in the marine environment.
Expected Results 20 Performance Indicators 10% increase in the number of fishers from 2022 2.To conduct training in improved fishing 50 Number of participants registered techniques Sub-Programme: 03122 - Procure Marine Resources 00045 - Manage Marine Resources and Technical Support 10115 - Invest in Marine Resources 115491 - To Participate in Regional and International Organizations Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 (in thousands) 1,617 864 93 1,898 600 114 2,129 750 114 2,163 600 114 2,198 550 114 Total 2,574 2,612 2,993 2,877 2,862 Recurrent Capital Transfer Budgetary Grant Principal Repayment Net Lending 10-15 / - p r o c e s s n g i 1 , 1 2 1 , 6 4 3 9 0 0 , 0 0 0 1 0 , 0 0 0 , 0 0 0 1 , 0 0 0 , 0 0 0 1 , 5 6 7 , 4 7 8 1 , 3 7 1 , 0 8 1 1 , 1 8 2 , 7 9 0 8 9 8 , 5 4 5 8 0 0 , 0 0 0 2 6 0 , 0 0 0 4 9 6 , 8 0 0 4 2 7 , 2 6 4 4 , 6 0 6 , 3 9 3 3 2 0 , , 9 4 7 , 9 3 0 4 , 4 0 4 , 0 6 4 2 0 0 , 0 0 0 2 0 0 , 0 0 0 T O T A L c / f 2 0 , 9 4 7 , 9 3 0 4 , 4 0 4 , 0 6 4 - - - - - - - - - - 3 , 0 0 0 , 0 0 0 7 , 4 0 4 , 0 6 4 3 , 8 4 1 , 6 5 6 3 , 0 0 0 , 0 0 0 7 , 4 0 4 , 0 6 4 3 , 8 4 1 , 6 5 6 - - 2 0 0 , 0 0 0 9 0 0 , 0 0 0 - - R E V E N U E R E V E N U E 3 , 0 0 0 , 0 0 0 4 , 0 0 0 , 0 0 0 2 , 9 8 7 , 4 4 7 R E V E N U E D E V A
 D / I - - - - - 8 0 0 , 0 0 0 2 6 0 , 0 0 0 4 9 6 , 8 0 0 4 2 7 , 2 6 4 2 8 5 , 4 1 6 R E V E N U E 1 2 6 , 0 0 9 R E V E N U E 1 2 4 , 0 3 5 R E V E N U E 1 0 5 , 7 4 6 R E V E N U E 3 2 0 , 0 0 0 2 1 3 , 0 0 3 R E V E N U E 10-16 S T .
I K T T S A N D N E V S E S T M A T E S I I , 2 0 2 3 ( I C A P T A L P R O J E C T S ) C .

1 0 I I M N S T R Y O F A G R C U L T U R E I , I F S H E R E S I , .
$ $ $ $ A d i l D e v e o p m e n t $ T o t a l E s t i m a t e d E x p e n d i t u r e 2 0 2 3 $ , 4 5 1 , 8 $ $ l a t o T $ t n e m p o e v e D l i d A $ E U N E V E R - E U N E V E R 1 8 9 , 3 0 3 - - E U N E V E R 9 4 3 , 4 6 7 E U N E V E R 0 0 0 , 0 0 1 9 4 3 , 4 6 8 0 0 0 , 0 5 5 0 0 0 , 0 0 2 0 0 0 , 0 5 7 - - - - - 6 8 9 , 9 0 0 , 5 4 6 0 , 4 5 1 , 8 0 0 0 , 0 0 0 , 3 6 5 6 , 1 4 8 , 3 4 6 0 , 4 0 4 , 7 0 0 0 , 0 0 0 , 3 - - - - - - - - $ $ $ 4 6 0 , 4 0 4 , 4 0 3 9 , 7 4 9 , 0 2 f / .
10-17 0 0 0 , 0 5 5 0 0 0 , 0 0 2 0 0 0 , 0 5 7 0 0 0 , 0 0 0 , 5 8 1 6 , 3 2 9 , 0 1 8 1 6 , 3 2 9 , / , 4 5 1 , 5 4 8 7 , 9 2 9 , 3 3 1 L A T O T - - 0 2 9 , 6 0 4 , 2 6 9 5 , 9 5 8 , 0 1 s r o t c e S 9 1 - , I E R U T L U C R G A F O Y R T S N M I I 0 1 .
C ) S T C E J O R P L A T P A C I ( 3 2 0 2 , I I S E T A M T S E S V E N D N A S T T K I .
T S 11 - Ministry of Tourism, Civil Aviation and International Transport Report on Plans and Priorities for the Year 2023 Volume 2 December 2022 11 - Ministry of Tourism, Civil Aviation and Internal Transport Table of Contents Section 1: Minister's Message and Executive Summary Minister's Message Executive Summary Management Representation Statement Section 2: Ministry Overview 2.1 Mission Statement 2.2 Planning Overview 2.2.1 Ministry's Strategic Objective vs Government's Directions 2.2.2 Ministry's Annual Objectives vs Strategic Objectives 2.2.3 Modifications to the Ministry's Strategic Directions During the Year 2.2.4 Main Activities Contributing to the Annual Objectives 2.2.5 Main Challenges to Achieve Annual Objectives 2.2.6 Achievement of the Strategic Objectives over a Multi-Year Time Horizon 2.2.7 Impact of Previous Year's Results on the Current Year's Expenditures 2.3 Capital Projects Information 2.3.1 Major Capital Projects 2.3.2 Other Projects Judged Important 2.3.3 Status Report on Major Government Projects 2.4 Transfer Payment Information Section 3: Ministry Summary Section 4: Programme Summary Capital Projects Estimated Expenditure Page 1 1 2 4 5 5 5 5 5 5 5 7 8 8 9 9 9 9 9 10 11 16 Section 1: Minister's Message and Executive Summary 1.1 Minister's Message The Ministry of Tourism, Civil Aviation and International Transport is an innovative integrates and coordinates vital economic development ministerial construct.
infrastructure, as well as public and private investment projects, and Government policies that are closely related to our national effort to drive forward economic transformation in the midst of an extremely challenging global economic environment.
It The Ministry facilitates the development and promotion of the tourism product, visitor experience and expenditure, passenger airlift expansion, ongoing development and restructuring of airport and seaport facilities and services, civil aviation and maritime issues and the international ship's commercial registry.
In this budget year, our Ministry will strengthen its efforts to grow visitor arrivals and expenditure and facilitate new and ongoing direct capital investment initiatives both from local and foreign sources.

In so doing, our Ministry will continue to prioritize the rebuilding of the Tourism Sector to facilitate economic development.
We will continue to adhere to sustainable tourism best practices and, identify and align opportunities to expand the economic and social benefits for the Sector throughout our communities.

Our policies and programs are developed around the following objectives: Diversify our products and services to offer innovative type opportunities to our visitors i. ii.

Develop and maintain high quality products and facilities as the base for expanding our tourism sector iii.
Achieve sustainable development in the midst of growth and improvement iv.

v. Develop and facilitate existing commercial relationships and grow existing smart Improve our Ministry's customer focus and service quality partnerships with key stakeholders, locally and internationally vi.

Manage financial and other resources and capital assets more efficiently and transparently vii.
Promote and establish minimum standards and best practices for customer service as a national culture The COVID-19 pandemic, increased cost of fuel, as well as globalization and increased economic pressures have resulted in changes in the way we do business.

Moving forward requires that we work smarter, innovate and strategically deploy resources.

Success requires a greater need for knowledge and skill than in the past.
The use of appropriate technology and ongoing training of key employees is therefore critical.

Our small domestic population and the shoulder months for tourism arrivals, continue to adversely affect the viability of international airlift to our destination.

Intra regional travel continues to be a challenge.

In establishing and sustaining direct airlift to and from our destination requires further financial investment including minimum revenue guarantees and other similar agreements.
Without these investments remaining competitive in key tourism markets would be practically unachievable.

The Ministry cognizant of the need for fiscal prudence will continue to maximize the use of resources provided and develop new collaborations to broaden our reach in the competitive tourism market.

The Ministry is committed to doing all we possibly can to assist in achieving the Government's fiscal objectives in 2023.

Hon.
Hon.

Marsha T. Henderson Minister of Tourism, Civil Aviation and International Transport 1.2 Executive Summary The last two years have unveiled the unimaginable and life-changing effects of the COVID-19 pandemic.

Small island nations such as ours, whose economic advancement rely on service industries were swiftly ushered into a state of economic contraction as a direct result.

Understandably, it became necessary for border closures to protect the health of our people.
However, as time progressed and with scientific data supporting the option to fully reopen our borders restrictive COVID-19 protocols remained in place further impeding a rebound in our service industries and in particular the Tourism Sector causing mass unemployment.

It was therefore welcomed news when these protocols were removed on August 16th, 2022, facilitating the complete re-opening of St. Kitts and Nevis for business.
Through strategic planning, collaborative consultation and restorative relationship measures, the Ministry positioned itself to welcome the world back to our shores, effectively reestablishing the prospects of a thriving tourism industry.

Furthermore, the Ministry of Tourism, Civil Aviation and International Transport is innovatively constructed to provide a comprehensive and calculated approach to synergizing these important units that drive economic development in our country.
Through a collaborative effort with public and private sector partners and stakeholders, the Ministry will intensify efforts to reenergize our tourism product and related services through its carefully tailored projects and initiatives.

The Ministry with the St. Kitts Tourism Authority is committed to fully utilizing all necessary resources to create brand awareness and extensively market our tourism product which is even more critical due to the late-stage of recovery of the Sector.
The recently launched brand campaign, "Venture Deeper" promotes an authentic Kittitian experience for our visitors while simultaneously advancing economic opportunities for local businesses and in particular micro, small and medium enterprises (MSMEs).

This collaborative effort with our local community-tourism partners creates a sustainable tourism culture with lasting economic benefits to our citizens.
The consumer that has evolved from the pandemic is one that desires experiential travel, therefore our "Venture Deeper" campaign seeks to encourage potential travellers to discover the essence of our destination, to dive deep into our marine life, explore our natural beauty and engage with our local communities thus affording them an authentic and enriching experience.
11-2 Despite the notable challenges over the years however, St. Kitts' recovery in the tourism industry has steadily gained momentum having been awarded by Carib Journal as the "Buzziest Caribbean Destination" in October 2022.
The revamping of the industry has realized other recent accolades including: Caribbean's Leading Dive Destination, Porthole Magazine's Cruise Port of the Year, the Caribbean's Hiking Destination of the Year, The Silver Magellan Award winner for Caribbean's Overall Adventure Destination and being included among the top 10 Reader's Choice lists of Conde Nast, Afar and Travel Courier.
Our newly launched brand campaign and destination identity has shown indications that St. Kitts is a destination of intrigue to travellers.

Therefore, the Ministry is prepared to engage all stakeholders as we strengthen our presence regionally and internationally through public and private partnerships.
The cruise sector is poised for a rebound therefore our strategy moving forward is to build on the current momentum by increasing destination awareness, building human capacity and diversifying our product.

Additionally, stay over arrivals are also on a steady rebound.

For Winter 2022 season, all legacy carriers have returned some with an early start to their schedules.
These include weekly flights by Air Canada Rouge, American Airlines out of Charlotte and John F. Kennedy (JFK), Delta from Atlanta and United Airlines out of Newark on Saturdays.

American Airlines from Miami continues its daily service and British Airways its twice per week service from Gatwick.
The indispensable need to develop and improve major tourist sites and attractions around the island remains priority for the Ministry as we showcase our cultural diversity – the major asset in our newly launched brand campaign that presents an authentic Kittitian experience for our visitors.
With the completion of Phase One of the South Friars Bay Beach Enhancement Project (De Strip), a joint Government and CARICOM Development Fund (CDF) Project and having re-established this critical partnership, this Project will enter into Phase Two in 2023.
This Phase will realize the completion of a board walk connector to various outlets, external parking for visitors, a reception and information center, police outpost, toilet blocks with accommodations for the differently abled, modern sewage disposal system, enhanced landscaping, craft vendor stalls, turtle-friendly lighting and exit structure.
The Frigate Bay – Friars Coastal Erosion Project is significant for the Government in its comprehensive rehabilitation plans for the rejuvenation of our naturally beautiful beaches.

Over the past year, we have experienced severe erosion to the Frigate Bay and South Friars beaches resulting in a large portion of the beach now fully submerged under water.

This is a major threat to the successful operation of the many beach bars and restaurants in the area.
Phase Two of this Project will employ preservation and restoration measures to our beaches to protect the interests of the businesses and those employed.

Black Rocks remains a staple in our unique tourist offerings and its preservation and upgrade is priority.
Through successful collaboration with the White Gate Development, the Black Rocks Enhancement Project saw the commissioning of the iconic viewing platform, the addition of restrooms, fully fenced grounds and the repainting of the quaint chattel-house styled vendors' booths.

We intend to maintain the grounds and environs as it not only services our visitors but attracts a large number of citizens due to its wholesome and family nature.
11-3 On the heels of an extremely successful staging in 2022, plans for the 25th anniversary of the St. Kitts Music Festival in 2023 are well in motion.

Over the years, the festival has grown from modest to a truly world class event attracting music lovers around the world.

One of the strategic objectives of the festival involves the empowerment of local artistes and businesses who are employed as micro-enterprises often run and operated by young business owners, to manage various aspects of the event.
Over the last few years, the Festival has maintained its high-quality production which is a testament of the talent that abounds in our country.

We anticipate one of the largest visitor influx for the 25th celebration of the Festival with the on-stream of additional airlift from key feeder areas such as New York and Fort Lauderdale.

Increased airlift generates massive economic benefits to our hotels and local businesses and will continue to drive the overall recovery of our tourism industry.
Our all-encompassing approach to the rebound and recovery of the tourism industry requires all hands-on-deck.

The past few years have highlighted the importance of the tourism industry as our main economic driver.

It is for this reason that our focus is to rebuild a re-imagined tourism industry that is resilient as a result of the strategic injection of innovation and creativity.
The outlook for the future of the industry remains promising as we capitalize on the opportunities to diversify our offerings thus leading to job creation, added value and overall greater economic benefits for the citizens and residents of St. Kitts and Nevis.

1.3 Management Representation Statement I present the Annual Report outlining the Strategic direction indicated by the Plans and Priorities established for fiscal year 2023.
This document provides a carefully crafted blueprint of the Ministry's pathway to revitalizing and reigniting the energy within the sector.

The comprehensively outlined objectives of the Ministry seek to re-assess and restore the Ministry's performance through efficient, effective and prudent maximization of available resources in the overall development of our people.
It is my earnest belief that this document will act as the key planning instrument that guides and restores the Ministry's operations in the upcoming year and beyond.
Ms. Tivanna Wharton Permanent Secretary 11-4 Section 2: Ministry Overview 2.1 Mission Statement To work with all stakeholders to design, construct and deliver a sustainable and high- quality tourism product which can be enjoyed by each targeted visitor while being valued and respected by all citizens and residents, and to continuously improve international air and sea access to our destination and related commercial relationships which will contribute to the improving quality of life of the people of our Federation.
2.2 Planning Overview 2.2.1 Ministry's Strategic Objective vs Government's Directions This coincides with the overall strategic objective of the Government's policy in relation to the role of the Tourism Industry in the sustainable development of the country.

Emphasis is placed on infrastructural development, environmental preservation and empowerment of citizens.
2.2.2 Ministry's Annual Objectives vs Strategic Objectives The Ministry remains consistent with the overall objectives and the goals established in 2022.

2.2.3 Modifications to the Ministry's Strategic Directions During the Year There has been no major modification to the overall strategic direction during the past year.

2.2.4 Main Activities Contributing to the Annual Objectives TOURISM: 1.
To ensure that St. Kitts Tourism Authority (SKTA) effectively carries out government mandate for tourism promotion and product development 2.

To create an enabling environment for stakeholders to generate more revenue from the increased cruise arrivals resulting from strengthening relations with cruise companies 3.
To continue negotiations and manage agreements with airline companies for the introduction and sustainable growth of direct scheduled air services, in our ongoing efforts to improve the market accessibility of our destination and increasing stayover numbers 11-5 4.

To combine efforts with the relevant Ministries to address cultural and environmental matters that will aid product development and enhance the overall visitor experience 5.
To obtain support from local, regional and international organizations and tourism partners for the provision of training opportunities as a means of human resource development 6.

To work with private sector stakeholders and overseas offices to attract more direct foreign investments 7.

To strengthen collaboration with the Ministries of National Security,Citizenship and Immigration and Health to monitor and control related visitor safety and occupational health and safety 8.
To combine efforts with all concerned for the improvement of the collection and analysis of tourism related data 9.

To strengthen marketing of the destination through web-based marketing efforts and the continued development of niche markets such as heritage, dive, conferences, event, and community tourism, among others 10.

To strengthen the human resource capacity of the Ministry and the St. Kitts Tourism Authority 11.
To create and capitalise on opportunities to actively and frequently engage our youth to share the principles of the tourism business and the message of a bright and exciting future in Tourism 12.

To effectively utilize tourism-related events as a means of strengthening partnerships with the private sector and other Ministries thus heightening public awareness on the importance of tourism to our Federation 13.
To continue our partnerships with various ministries and other stakeholders in our ongoing efforts to establish St. Kitts and Nevis as a premier tourism destination willing to collaborate to explore emerging niche markets that can keep the destination relevant and competitive EVENTS PRODUCTION UNIT: 1.
To build on, further develop and maintain partnerships of cooperation with the business community and other entities that can provide financial and other support in the area of cultural preservation and advancement 2.

To continue to build on the foundation now established, to ensure greater accountability, transparency, and efficiency 3.
To continue to co-ordinate the planning and execution of the St. Kitts Music Festival, St. Kitts and Nevis Restaurant Week and similar events as major destination-promotion tools and avenues for increased economic activity and opportunities for short term entrepreneurship and employment 11-6 TOURISM EDUCATION UNIT: 1.

To share the vision and thrust of the Federal Ministry of Tourism in charting a course forward for tourism in St. Kitts and Nevis 2.
To promote the Tourism Sector to the public at large and develop a more knowledgeable sector employee who can add value to the guest experience 3.

To develop and implement mechanisms for exposing the Youth to innovative thought and action in the field of Tourism and provide opportunities for them to share ideas on marketing the destination to consistently attract cruise visitors and increase stay-over numbers 4.
To attract more young people to careers in the industry whether through employment or entrepreneurship.

5.

To create greater awareness of local traditions, culture and heritage sites and empower citizens to be custodians who engage in sustainable tourism practices which safeguard their natural environment and patrimony for themselves, for posterity and to share with our visitors CIVIL AVIATION: 1.
To ensure that all safety and security standards at the Federation's airports are in compliance with International Civil Aviation Organization (ICAO) requirements and recommended practices 2.

To establish and implement policies and procedures and to work with other organizations of State to maintain relevant elements of our national civil aviation security programme 3.
To design and implement procedures that equip relevant authorities in airport management and air traffic control with the relevant information to effectively assess security risks MARITIME: 1.

To continue work on development of the St. Kitts and Nevis National Ocean Policy, Coastal Master Plan, Marine Spatial Plan and the St. Kitts and Nevis National Maritime Transport Policy 2.
To work with relevant public and private partners and stakeholders to promote the Blue Economy as a viable source of sustainable socio-economic growth, decent livelihoods and viable marine transport network 2.2.5 Main Challenges to Achieve Annual Objectives The Tourism sector faces an uphill battle having only removed the COVID-19 travel 11-7 protocols on August 16th, 2022, while other countries have had a head start on their marketing campaign.
It will therefore require additional funding to adequately promote our destination to remain competitive.

There is need for in-house tourism sector specialists trained in data collection, analysis and management using a variety of platforms such as Tourism Information Systems (TIMS), Tourism Satellite Accounting (TSA) and Visitor Intelligence Databases for Analytics (VIDA).
This will contribute to enhanced and informed policy-formation and real-time, evidence-based decision- making, especially pertaining to marketing of the destination and improving airline access to the Federation.
Moreover, as Tourism is a transversal sector, we are seeing a growing need to develop and integrate systems that seamlessly aggregate information; eliminate redundancies; maximise our human, material and financial resources; and secure the best possible outcomes from public- public and public-private partnerships.
Although we have seen significant improvement in the consistency and quality of customer service overall there is evidence of lingering resistance from some operators to comply with stipulated standards and norms that are intended to raise the profile of the industry and of the destination.
2.2.6 Achievement of the Strategic Objectives over a Multi-Year Time Horizon To maintain the socio-economic gains made and secure a more diversified tourism industry the following areas are among those that will require greater investment of financial, human and material capital in the short to medium term: (i) Tourism Brand Awareness Marketing (ii) Airlift to the Federation (iii) Cruise Industry (iv) Yachting Sector (v) Tourism Education and Awareness (vi) Community Tourism (vii) Infrastructural development 2.2.7 Impact of Previous Year's Results on the Current Year's Expenditures The restoration and reenergizing of our Tourism Sector, having been paralyzed by the COVID- 19 pandemic will utilize a major portion of our budget to implement effective marketing strategies that will contribute to our swift rebound.
11-8 2.3 Capital Projects Information 2.3.1 Major Capital Projects - South Frigate Bay Beach Enhancement Project - Coastal Erosion Mitigation Project South Frigate and Friars Bay - Airlift Support Project - Support for Eco Park Project - Refurbishment of Pelican Mall - Phase II 2.3.2 Other Projects Judged Important - Renovation of Bathroom Facilities - Pelican Mall 2.3.3 Status Report on Major Government Projects 2.4 Transfer Payment Information 1.

2.

3.

4.
St. Kitts Tourism Authority (SKTA) Caribbean Memorandum of Understanding on Port State Control (CMOUPSC) International Maritime Organization (IMO) International Civil Aviation Organization (ICAO) 11-9 Section 3: Ministry Summary Portfolio E. 11 - Promote and Develop Tourism, Civil Aviation and International Transport Responsibility Centre 11 - Ministry of Tourism, Civil Aviation and International Transport 121 - Permanent Secretary's Office Officer in Charge Permanent Secretary Goals/Global Objectives To provide a quality tourism product that is sustainable and which makes St. Kitts and Nevis a superior destination to live and experience and to participate in regional and international organizations in order to secure maximum benefit from such participation and negotiation Objective(s) for 2023 1.To increase the number of new Tourism activity initiatives economic and generated by Tourism initiative Expected Results Performance Indicators at least 10% Percentage increase in initiatives and activities of Tourism at least 10% Percentage to increase stay-over visits Financial Summary Programme Expenditures Expenditures Expenditures Expenditures Expenditures Planned Estimated Projected Projected Actual 2021 2022 2023 (in thousands) 2024 2025 11121 - Manage General Administration 11122 - Promote and Develop Tourism 12125 - Manage International Transport 11126 - Manage Civil Aviation Total 11,541 28,999 177 261 40,978 1,375 30,887 356 434 33,052 1,721 41,851 386 552 44,510 1,743 41,070 393 557 43,763 1,765 38,895 399 562 41,621 11-10 Section 4: Programme Summary Portfolio E. 11 - Promote and Develop Tourism, Civil Aviation and International Transport Programme 11121 - Manage General Administration Responsibility Centre 11 - Ministry of Tourism, Civil Aviation and International Transport 121 - Permanent Secretary's Office Officer in Charge Permanent Secretary Goals/Global Objectives To achieve excellence by providing quality service and a sustainable tourism product, with emphasis on our people, our patrimony and safety
 and security Objective(s) for 2023 1.To implement projects and programmes that will improve destination stewardship Expected Results 6 Performance Indicators Number of projects and programmes to be held 2.To to increase outreach learning institutions, to the public and private to sensitise sectors, to communities and citizens about entrepreneurship opportunities the Tourism sector employment, in 6 Number of awareness programmes to be conducted 3.To provide training for capacity building within industry and to improve customers services that will add value to the guests' experiences 8 Number of training sessions held 4.To provide training the capacity of the Human Resource of the Ministry to deliver effective programmes and improve customer service increase to 8 Number of training sessions delivered to staff of the ministry Sub-Programme : 01112 - Support to SCASPA 00224 - Provide administrative, HR and Logistic Support 03326 - Sustainable Tourism 11121 - Manage Telecommunication Service 1112219 - Training Room Equipment and Furniture 1112220 - Paving of Parking Lot 11-11 Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 (in thousands) 11,338 1,170 1,496 1,517 1,538 203 205 225 226 227 Total 11,541 1,375 1,721 1,743 1,765 Recurrent Capital Transfer Budgetary Grant Principal Repayment Net Lending 11-12 Portfolio E. 11 - Promote and Develop Tourism, Civil Aviation and International Transport Programme 11122 - Promote and Develop Tourism Responsibility Centre 11 - Ministry of Tourism, Civil Aviation and International Transport 121 - Permanent Secretary's Office Officer in Charge Permanent Secretary Goals/Global Objectives To strengthen the Ministry's partnerships and forge new relationships both locally and overseas, in an ongoing effort to market St. Kitts and Nevis to the world as a major tourist destination.
Objective(s) for 2023 increase 1.To in community-tourism entrepreneurial and employment initiatives local participation Expected Results 8 Performance Indicators Number of start-up or new elements to existing businesses 2.To increase tourism awareness and its 20 importance to the Country 3.To increase visitor attendance to the St. Kitts Music Festival and participation in St. Kitts and Nevis Restaurant Week 4.To strengthen the partnerships with the public and private sectors in promoting and improving the tourism product 15% 8 Number of public relation programmes undertaken by the Ministry and the St. Kitts Tourism Authority (SKTA) Percentage increase in visitor attendance for St. Kitts Music Festival and participants for Restaurant Week Number of partnership initiatives with the public and private sectors in promoting and improving the tourism product Sub-Programme: 01782 - Provide Administrative support 00263 - Support for Eco Park 00226 - Maintain the Ministry's Tourism Assets 00227 - Promote and Develop Tourism through the St. Kitts Tourism Authority 00330 - Support to Frigate Bay Golf 00331 - Support to Frigate Bay Development Corporation 11122 - Invest in Tourism Infrastructure 11122 - Organise, Support and Promote National Festivals Recurrent Capital Transfer Budgetary Grant Principal Repayment Net Lending Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 (in thousands) 5,814 4,936 18,249 5,264 7,374 18,249 6,047 17,554 18,249 6,071 16,750 18,249 6,096 14,550 18,249 Total 28,999 30,887 41,850 41,070 38,895 11-13 Portfolio E. 11 - Promote and Develop Tourism, Civil Aviation and International Transport Programme 12125 - Manage International Transport Responsibility Centre 11 - Ministry of Tourism, Civil Aviation and International Transport 121 - Permanent Secretary's Office Officer in Charge Permanent Secretary Goals/Global Objectives To monitor and regulate International Transportation Objective(s) for
 2023 1.To ensure the safety and security of shipping in support of effective trade facilitation and the protection of the marine environment under: Flag State, Port State and Coastal State Sub-Programme: Expected Results 10 Performance Indicators Number of projects and programmes in support of the overall objectives for 2023 00398 - Regulate and Monitor Maritime Affairs 03758 - Caribbean MOU on Port State 12136 - Invest in Local Transportation 12125 - Invest in International Transport Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 (in thousands) 153 24 331 25 362 25 368 25 375 25 Total 177 356 387 393 400 Recurrent Capital Transfer Budgetary Grant Principal Repayment Net Lending 11-14 Portfolio E. 11 - Promote and Develop Tourism, Civil Aviation and International Transport Programme 11126 - Manage Civil Aviation Responsibility Centre 11 - Ministry of Tourism, Civil Aviation and International Transport 121 - Permanent Secretary's Office Officer in Charge Permanent Secretary Goals/Global Objectives To participate in regional and international organizations in order to secure maximum benefit from such participation and negotiation Sub-Programme: 00399 - Regulate and Monitor Civil Aviation 03760 - International Civil Aviation Organisation (ICAO) Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 (in thousands) 137 124 298 136 416 136 421 136 426 136 Total 261 434 552 557 562 Recurrent Capital Transfer Budgetary Grant Principal Repayment Net Lending 11-15 - P h a s e I I S u b t o t a l 3
i c a n M a l l - P h a s e I I S u b t o t a l 3 9 , 8 3 3 , 9 1 6 1 5 , 4 8 0 , 0 0 0 4 , 1 9 9 , 5 5 5 1 , 0 3 0 , 0 0 0 1 5 , 0 0 0 , 0 0 0 8 , 0 0 0 , 0 0 0 2 , 5 1 0 , 2 4 0 7 5 0 , , 4 8 3 , 1 9 4 1 , 5 0 0 , , 9 6 7 , 7 2 7 - T O T A L 4 1 , 8 0 1 , 6 4 3 1 5 , 4 8 0 , 0 0 0 a n d F r i a r s B a y 1 0 , 6 4 0 , 9 2 7 4 , 2 0 0 , 0 0 0 - - - - - - - - 2 , 0 7 4 , 3 9 6 1 7 , 5 5 4 , 3 9 6 4 , 9 3 5 , 9 5 3 - - 9 9 , 4 0 3 R E V E N U E 2 , 0 7 4 , 3 9 6 1 7 , 5 5 4 , 3 9 6 4 , 8 3 6 , 5 5 0 - - - 1 , 0 3 0 , 0 0 0 - R E V E N U E 8 , 0 0 0 , 0 0 0 3 , 0 0 0 , 0 0 0 R E V E N U E 7 5 0 , 0 0 0 4 5 7 , 1 0 3 R E V E N U E 2 , 0 7 4 , 3 9 6 3 , 5 7 4 , 3 9 6 2 0 9 , 7 7 5 F U N D ( C D F ) D E V E L O P M E N T - 4 , 2 0 0 , 0 0 0 1 , 1 6 9 , 6 7 2 R E V E N U E R E V E N U E C A R C O M / I 11-16 T o t a l i M n i s t r y $ 1 7 , 5 5 4 , 3 9 6 1 1 1 2 2 I T O U R S M D E P A R T M E N T N o .
P r o e c t j P R O J E C T N A M E ( I C A P T A L P R O J E C T S ) S T .

I K T T S A N D N E V S E S T M A T E S I I , 2 0 2 3 C .
1 1 I I M N S T R Y O F T O U R S M I , $ $ $ $ A d i l D e v e o p m e n t $ T o t a l $ 12 - Ministry of Public Infrastructure, Energy, Utilities and Domestic Transport Report on Plans and Priorities for the Year 2023 Volume 2 December 2022 12 - Ministry of Public Infrastructure, Energy, Utilities and Domestic Transport Table of Contents Page Section 1: Minister's Message and Executive Summary Minister's Message Executive Summary Management Representation Statement Section 2: Ministry Overview 2.1 Mission Statement 2.2 Planning Overview 2.2.1 Ministry's Strategic Objective vs Government's Directions 2.2.2 Ministry's Annual Objectives vs Strategic Objectives 2.2.3 Modifications to the Ministry's Strategic Directions During the Year 2.2.4 Main Activities Contributing to the Annual Objectives 2.2.5 Main Challenges to Achieve Annual Objectives 2.2.6 Achievement of the Strategic Objectives over a Multi-Year Time Horizon 2.2.7 Impact of Previous Year's Results on the Current Year's Expenditures 2.3 Capital Projects Information 2.3.1 Major Capital Projects 2.3.2 Other Projects Judged Important 2.3.3 Status Report on Major Government Projects 2.4 Transfer Payment Information Section 3: Ministry Summary Section 4: Programme Summary Capital Projects Estimated Expenditure 1 1 2 5 5 5 5 5 6 6 6 6 7 7 7 7 8 8 8 9 10 16 Section 1: Minister's Message and Executive Summary 1.1 Minister's Message I deem it an honour to present the strategic initiatives and plans for the Ministry of Public Infrastructure, Energy, Utilities and Domestic Transport for the 2023 Budget Estimates.
In 2023 and beyond the Ministry will strive to generate an environment that promotes sustainable, social and economic growth of the Federation through the development of an exceptional road and transportation network, progressive global communication services, renewable energy and superior public utility services.
We understand a lot more and a lot differently today than in past years as the COVID- 19 pandemic has forced us to not only put things into perspective but also to order the priorities on that list.

Resultantly, my Ministry has taken its rightful place on the throne as master and key to accessing a better life; a life that we can unequivocally say today is priceless.

We have been forced to acknowledge that the state we were in yesterday is unacceptable today.
Adages such as, 'we are our brother's keeper' shine brighter now as we have been ushered into a new age of redefinition and resilience.

Nevertheless, the Ministry will press on with the vision for continued implementation of effective strategies to ensure that safer roads, clean potable water and efficient and reliable energy remain a priority for every citizen.

The Estimates remain an integral part of the annual budgeting process for the Government of St. Kitts and Nevis.
The prevailing economic climate requires careful consideration around the management of public funds and it has become critically important to focus our efforts on reprioritizing existing government resources to areas where value for money can be derived for the benefit of the citizens of the Federation.
This year's budget unpacked in this document reflect the outcome of a healthy consultative process that saw a team of senior members of the Ministry carefully crafting ways and means to aid the Government on its economic recovery.

Over the medium term, the Ministry will work assiduously to focus on: developing its leaders to be transformational, implementing actions, review and monitor departments and their policies, plans, programs and projects to ensure that they are achieving expected results.
In 2022, we have slowly emerged from the devastation of the COVID-19 pandemic and as a Ministry, we remain as determined as ever to align our work to the rebuilding of our economy and assist our most vulnerable communities.

I am therefore pleased to report that the year ahead will see the completion of major infrastructure projects that are affordable, and the overall investment envelope is sustainable.
The Public Works Department (PWD) is committed in enhancing (1) the quality of life and safety of all citizens by providing a good public road network that facilitates the safe and efficient flow of traffic, (2) ensure that all newly constructed government buildings meet the relevant international electrical, plumbing and structural standards, and (3) provide quality service through a very responsive and responsible team committed to high standards, accountability and effective maintenance of the country's infrastructure.
The Water Services Department will ensure that the island's water resources are protected, managed, used, developed, conserved, and controlled by regulating the delivery of a reliable water supply and supporting the recently installed Water Board.

The Ministry fully support the thrust for renewable energy and believes it is a critical part of our energy transition.
Renewables are a good investment as this can bring down the overall cost of energy, thereby making business more efficient, which will lead to increasingly attractive investments for the federation.

The Energy Unit will continue to work to bring the vision of providing reliable, renewable, clean and affordable energy services to all its citizens.

Hon.
Hon.

Konris Maynard Minister of Public Infrastructure, Energy, Utilities and Domestic Transport 1.2 Executive Summary The Administration of the Ministry of Public Infrastructure, Energy, Utilities and Domestic Transport is responsible for providing leadership, managerial and administrative formulation, support services, including budgeting, financial and direction, policy technical guidance and planning advice.

In 2023 our mandate will be to: i.


Provide strategic departments leadership, management and support services to the ii.

To empower Water Services Department to conduct meaningful research and engage the relevant resources to ensure there is island wide access to safe and clean water iii.

Enforce guidelines to ensure prudent management of public funds iv.

Institute specific reporting protocols.


PUBLIC WORKS DEPARTMENT The Public Works Department is dedicated in contributing to the achievement of the national development goals of the country by providing a major contribution to the built environment and infrastructure development.
It is the agency of the state with responsibility for planning, designs, construction of buildings, roads and bridges, maintenance to all government buildings and vehicles, quarrying of rocks and the implementation and management of the traffic signals.

To achieve these goals, a concerted effort must be made to raise the human capacity of the institution.

This will be done through tailored training of the staff.
Public Works has set a path to raise the standard of procurement in the public sector and will continue to partner with the Ministry of Finance to increase transparency, better value, completion of projects within budget and quality assurance.

This is work in progress and will continue in 2023.

The Roads and Bridges Division will continue to maintain roads and bridges and will be the driving force in the construction of new road infrastructure throughout the island within the housing developments.
Training will be provided in asphaltic mix design and supervisor/management skills.

12-2 The Facility Maintenance (FMD) and Electrical Divisions will continue to maintain Government buildings and develop a programme of routine maintenance, continue to make its contribution in providing independent electrical checks and the issuance of approval for new buildings on the island.

Training opportunities will be provided in Scope of Work development, estimating and costing; and facility management.
The Vehicle Maintenance Division will prioritize training needs in areas such as the general upgrade of diagnostic of mechanics, Caterpillar Certification and mechanical skills.

The Quarry Division will continue to provide aggregate for the construction industry and boulders for the sea defence work and soil stabilization.

The Division endeavours to fine-tune the programme for the maintenance of their major equipment.
Training needs have also been identified in the area of health and safety and the maintenance of the related equipment.

The Division will continue its close relationship with the Department of Environment and the Department of Physical Planning to ensure that sand mining for the construction industry is undertaken only in designated areas and in a sustainable manner.
The Administration/Drawing/Engineering Division focuses on the development of the built industry and management of the public infrastructure.

Focus will be given to training in effective communication, organizational management, condition of contracts under the International Federation of Consulting Engineers (FIDIC), construction management, and the management and maintenance of the traffic signals.
WATER SERVICES DEPARTMENT The Water Services Department (WSD) operates in an environment of constant change in technology and are faced with challenges.

The Department aims to provide an affordable, reliable and quality service to every business, institution and household whilst ensuring the sustainability of the resource.
This will be effectively executed by preparing and implementing a Human Resources Development Plan, a Water Conservation and Public Awareness Plan, an Operation and Maintenance Plan to ensure that system components and equipment are kept in a serviceable condition, and the development of a plan for the integration of new sources of water through the coming on line of groundwater resources and desalination plant.
The construction of a partially Solar Powered Desalination Plant donated by the United Arab Emirates (UAE) is expected to have a capacity of 12 cubic meters per hour (m3/hour).

This is about 20,000 gallons per day from solar photovoltaics (PV) panels.

However, coupled with the electricity from the SKELEC grid, it can produce up to 63,000 gallons per day.
This plant is expected to be established at Canada Estate, an area deemed suitable to alleviate the long- standing water shortage in the Cayon and Keys system.

While the UAE would provide the Plant, the Government of St. Kitts and Nevis is expected to provide the necessary ancillary services such as the installation of the connecting pipelines and land preparations.
The water supply has become even more critical in our current environment and in 2022, the Supervisory Control and Date Acquisition (SCADA) communication network was used to ensure the delivery of reliable water supply.

In 2021 the Water Services 12-3 Department was able to install approximately twenty (20) Automatic Water Level Measuring devices in some of our larger treated water storage tanks.
This enables us in real time to monitor the levels in storage and be able to manage the distribution of the resource.

SCADA also helps in cutting down the incidence of wastage due to overflowing reservoirs.

Unfortunately, environmental conditions caused some of these devices to malfunction, hence requiring frequent maintenance.

Our aim is to upgrade and expand our use of this technology in the coming years.
The recent establishment of the Water Board is expected to provide the added support as the Department aims to address challenges in the water sector both man-made and environmental.

The increasing development of our groundwater which is now our major source of potable water, necessitates certain changes in our management practices of this vital resource.

This requires controlling potential sources of pollution and ensuring that abstractions stay within the safe yield of wells/aquifers.
ENERGY UNIT The Energy Unit is tasked with the implementation of the Government's policies and goals articulated in the 2014 National Energy Policy.

Therefore, the Unit needs adequate human resource capacity.

To this end, a Consultancy for an Operational Framework and Training Plan was completed in November 2021 which recommended additional staff over a three-year period.

The Unit intends to implement this recommendation by hiring a Senior Engineer for planning in 2023.
By the end of 2023, the Officer would have had training in at least one modeling software and started developing models of our energy system.

A consultancy to determine the best price and appropriate regulations for the implementation of a renewable energy in 2022.

The recommendations will be implemented in 2023, resulting in compensation for consumers with rooftop renewable energy installations that are connected to the grid they feed into.
The Energy Unit will develop clear procedures to affect this process.

tariff will be completed If we achieve our goals, there will be a demand for human resources in the renewable energy industry.

The Unit will embark on a training program to develop the human resource capacity necessary for locals to work in this industry.

It is necessary for the public to be informed of the developments in the energy sector.
The Unit will increase its promotional activities to engage, educate, and inform the public, students, and other stakeholders.

The intent in 2022, is to commence promotion of energy month activities through a website which will undergo continuous improvement in 2023.

12-4 1.3 Management Representation Statement I am pleased to present the Annual Report and Plans and Priorities for the Ministry of Public Infrastructure, Energy, Utilities and Domestic Transport to be tabled in Parliament for 2023.
The Strategic Plan is designed to outline the way forward in the execution of the right policies that will lead the Ministry to successful outturns in 2023.

We are confident that the information shared is adequate to assess and measure the Ministry's performance over the next year.
Daryll R. Lloyd Permanent Secretary Section 2: Ministry Overview 2.1 Mission Statement To provide a framework to identify and prioritize the public infrastructure development needs of the country in the areas of clean renewable energy, potable water, affordable and reliable domestic transport and to facilitate delivery of these services in a manner that advances the social and the economic fabric of the Federation of St. Kitts and Nevis.
2.2 Planning Overview 2.2.1 Ministry's Strategic Objective vs Government's Directions Our Strategic Plan is designed to outline the direction that the Ministry will take for the next year.

Its foremost intent is to ensure that all initiatives of the Ministry are aligned with the policies of the Government.

Throughout the year, we will work to build capacity to promote sound and efficient policies.
It is also our desire to equip the departments with full complements of suitably qualified staff through specific training initiatives and increase social dialogues with the different Ministries.
The Ministry will continue to invest in renewable and clean energy for power generation, pursue Geothermal Energy, and support solar farm development for both commercial and residential use, upgrade and maintain public infrastructure and facilities, implement domestic transport policies all with the thrust to transform the Federation into a sustainable island state.
12-5 2.2.2 Ministry's Annual Objectives vs Strategic Objectives The Annual Objectives outlined by the Ministry of Public Infrastructure, Energy, Utilities and Domestic Transport along with the Strategic Objectives as outlined in the Strategic Plan will chart the course for the year 2023.

The objectives are: 1.

To provide the public with reliable supply of potable water at a reasonable cost 2.
To commit to public safety by ensuring that public infrastructure is constructed and maintained to the highest standards and by responding to emergencies engendered by the weather, such as flooding, landslides, road blockages or hurricanes 3.

To create policies and implement opportunities for reliable, renewable, clean, and affordable energy services for the citizens of the Federation 4.
To ensure the availability of a reliable ground public transportation system, accessible to all 2.2.3 Modifications to the Ministry's Strategic Directions During the Year 1.

The upgrade of security measures across the Ministry 2.

Targeted training to empower new and emerging leaders within the Ministry 2.2.4 Main Activities Contributing to the Annual Objectives 1.

The continuation of professional development training to improve skills and productivity 2.
Support Line Ministries in the execution of Capital Projects 3.

Implementation of schedules for inspection and preventive maintenance of all government facilities 4.

On-going well drilling exploration to introduce new sources of water into the storage and distribution system 5.

The upgrade of technologies in the services that lead to the improvement of work 6.

Create partnerships for strengthening and advancing the work of the Ministry 7.

8.
8.

Management training sessions: teambuilding and effective leadership Install security upgrades for all the Ministry's facilities 2.2.5 Main Challenges to Achieve Annual Objectives 1.

Improve integrated planning and communication amongst the Departments of the Ministry 2.
Recruitment and training of personnel that can facilitate necessary policy development and implementation, and maintenance of equipment Implementation of a maintenance plan to facilitate upkeep of public buildings Improvement of staff appraisal 3.

4.
4.

12-6 2.2.6 Achievement of the Strategic Objectives over a Multi-Year Time Horizon The Ministry of Public Infrastructure, Energy, Utilities and Domestic Transport will use the resources provided to achieve its medium to long-term strategic objectives 2.2.7 Impact of Previous Year's Results on the Current Year's Expenditures A few personnel issues have been addressed thus reducing the level of frustration and resistance on the job with the hiring of a Personnel Officer.
A Procurement Officer at the Water Services Department has helped with the purchases and tracking of inventory and assets.
2.3 Capital Projects Information 2.3.1 Major Capital Projects - Purchase of Equipment - Public Works Department (PWD) - Construction of Coastal Area Revetments (Irishtown, Fortlands and New Guinea) - Road Improvement Project - Rehabilitation of Old Road Bay - Upgrade of Island Main Road - Phillips Slope Stabilisation Project - Traffic Signalization Project - Phase II - Rehabilitation of St. Peters Main Road and FT Williams Highway - Slope Stabilization - Ottleys and Cunningham - Fencing of Reservoirs and Upgrade of Pump Houses - Procurement of Meters and Lockable Valves - Well Drilling and Extension of Water Lines - Upgrade of Equipment - Construction of Reservoir at Boyd's View, Buckleys and Olivees - Construction of Solar Powered Desalination Plant (UAE) - Construction of Desalination Plant 12-7 2.3.2 Other Projects Judged Important - Upgrade of Water Services Facilities 2.3.3 Status Report on Major Government Projects 1.
The Well Drilling and Extension of Water Lines Project continues with exploratory work in the Cayon and Basseterre area 2.

Two (2) 12 m^3/day desalination plants that are being proposed by the United Arab Emirates (UAE) for the Federation of St. Kitts and Nevis will be built at an expected cost of approximately US$1.75 million each 3.

The Road Improvement Project is an ongoing component of public infrastructure and the Ministry's mandate to the populace to facilitate road improvement 4.
The Rehabilitation of Old Road Bay Project is expected to be completed in the early part of the first quarter of 2023 5.

The Construction of Coastal Area Revetment Project has two main areas which will be the concentration for 2023, namely the stretch of the Island Main Road (IMR) along New Guinea and the Fort Thomas Bay Road.

The New Guinea area has undergone significant erosion over recent years and the existing retaining walls at Fort Thomas Bay Road have failed and are in urgent need of replacement.
The Government of St. Kitts and Nevis in conjunction with the Caribbean Development Bank (CDB) has undertaken a multi-hazard risk assessment of the entire IMR with a focus on coastal erosion and to include specific detail designs for protection of the roads.

2.4 Transfer Payment Information 1.

Universal Postal Union (UPU) 2.

Caribbean Postal Union (CPU) 3.
Caribbean Water and Sewage Association (CAWASA) 12-8 Section 3: Ministry Summary Portfolio E. 12 - Manage Public Infrastructure, Energy, Utilities and Domestic Transport Responsibility Centre 12 - Ministry of Public Infrastructure, Energy, Utilities and Domestic Transport 131 - Permanent Secretary's Office Officer in Charge Permanent Secretary Goals/Global Objectives To coordinate the formulation, implementation and monitoring of Government policies and regulations in relation to housing, public works, energy and water in order to deliver the best quality services to all customers, and to enhance the national economic landscape thus improving the quality of life Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Planned Estimated Projected Projected Actual Programme 2021 2022 2023 (in thousands) 2024 2025 12131 - Manage General Administration 12133 - Maintain and Develop Infrastructure 12134 - Manage Energy Unit 12135 - Supply and Manage water 12136 - Monitor and Regulate Transportation in the Federation 1,194 1,069 1,634 1,652 1,670 35,549 45,241 38,959 36,196 29,135 57 6,239 28 104 8,753 96 228 232 235 22,701 21,660 19,445 102 103 104 Total 43,067 55,263 63,624 59,843 50,589 12 -09 Section 4: Programme Summary Portfolio E. 12 - Manage Public Infrastructure, Energy, Utilities and Domestic Transport Programme 12131 - Manage General Administration Responsibility Centre 12 - Ministry of Public Infrastructure, Energy, Utilities and Domestic Transport 131 - Permanent Secretary's Office Officer in Charge Permanent Secretary Goals/Global Objectives To provide a framework to identify and prioritize the public infrastructure development needs of the country in the areas of energy, transport, potable water, urban renewal and flood management, also to facilitate their delivery in a manner that advances the social and economic fabric of the Federation of St. Kitts and Nevis Objective(s) for 2023 1.To develop and implement a communica -tion plan to convey informatioin and better sensitize the
 Publifc 2.To improve productivity through ongoing staff development training Sub-Programme: Expected Results Performance Indicators June 2023 Date to complete plan utilizing a variety of activities, events and communication tools (Website, text message platform) Number of Training workshops to be held 4 00395 - Provide Administrative Support 03328 - Provide Telecommunication Services 12131- Manage Telecommunication Service Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 (in thousands) 1,194 1,069 1,634 1,652 1,670 Total 1,194 1,069 1,634 1,652 1,670 Recurrent Capital Transfer Budgetary Grant Principal Repayment Net Lending 12-10 Portfolio E. 12 - Manage Public Infrastructure, Energy, Utilities and Domestic Transport Programme 12133 - Maintain and Develop Infrastructure Responsibility Centre 12 - Ministry of Public Infrastructure, Energy, Utilities and Domestic Transport 131 - Permanent Secretary's Office 133 - Public Infrastructure Department Officer in Charge Director Goals/Global Objectives To meet the infrastructure needs of St. Kitts in respect of roads, bridges, public buildings, quarry services, vehicle maintenance, providing technical advice and procurement of plant and materials Objective(s) for 2023 1.To improve the execution and outputs of projects undertaken by Public Works Department 2.To improve the production performance of Public Works 3.To maintain an adequate production of aggregate to satisfy the demand of the public 4.To provide Government's vehicles maintenance of 5.To undertake road repairs and upgrade Expected Results 90% 100% 100% Performance Indicators Percentage of assigned Projects/Tasks completed within a specified time frame Percentage of Projects that are assigned and approved for scheduled completion Percentage of Projects that are assigned and approved that are completed within the approved budget 750 cubic yards/month Quantity of
 crushed aggregate produced within a specified time frame 100/month Number of service requests performed within a specified time frame 8 miles/month 1 mile/month Length Length of patched or graded road surfaced, resurfaced, sidewalks/storm constructed, repaired or cleaned of drains 6.To undertake the maintenance of Government Buildings and facilities 40 per month Number of service requests completed within a specified time frame Sub-Programme : 00417 - Provide administrative services 03483 - Provide Fuel for Government Vehicles 00418 - Manage Projects and Developments 00 4 21 - Construct and maintain roads, bridges and drains 00446 - Construct and maintain Government Buildings and Facilities 00447 - Maintain and upkeep Government Vehicles and Equipment 00449 - Mine and Supply Aggregates 12133 - Invest in Infrastructure 12-11 Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 (in thousands) 10,114 25,435 11,941 33,300 12,959 26,000 13,096 23,100 13,235 15,900 Total 35,549 45,241 38,959 36,196 29,135 Recurrent Capital Transfer Budgetary Grant Principal Repayment Net Lending 12-12 Portfolio E. 12 - Manage Public Infrastructure, Energy, Utilities and Domestic Transport Programme 12134 - Manage Energy Unit Responsibility Centre 12 - Ministry of Public Infrastructure, Energy, Utilities and Domestic Transport 131 - Permanent Secretary's Office 134 - Energy Unit Officer in Charge Director Goals/Global Objectives Objective(s) for 2023 1.To create and implement opportunities renewable, clean and for affordable energy for citizens reliable Expected Results 4 Performance Indicators Number of workshops energy through Economic Corporation (ITEC) in renewable to create capacity building Indian Technical and the Sub-Programme: 00450 - Manage Energy Unit Recurrent Capital Transfer Budgetary Grant Principal Repayment Net Lending Financial Summary Expenditures Expenditures
 Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 (in thousands) 57 104 228 232 235 Total 57 104 228 232 235 12-13 Portfolio E. 12 - Manage Public Infrastructure, Energy, Utilities and Domestic Transport Programme 12135 - Supply and Manage Water Responsibility Centre 12 - Ministry of Public Infrastructure, Energy, Utilities and Domestic Transport 131 - Permanent Secretary's Office 135 - Water Services Department Officer in Charge Director Goals/Global Objectives To ensure that all reasonable needs of our consumers are met in a timely and efficient manner through the effective management of our water resources Expected Results Less than 48 hours 5 MG/d Performance Indicators Average annual duration of disruption of service to customers Average daily volume of water produced Objective(s) for 2023 1.To ensure continuous service of water to consumers 2.To produce sufficient water to meet the customer demand Sub-Programme: 00465 - Manage and administer water 00483 - Produce water 00488 - Distribute water 00498 - Control water quality 12135 - Invest in water supply Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 (in thousands) 5,236 970 33 5,070 3,650 33 9,543 13,125 33 9,602 12,025 33 9,662 9,750 33 Total 6,239 8,753 22,701 21,660 19,445 Recurrent Capital Transfer Budgetary Grant Principal Repayment Net Lending 12-14 Portfolio E. 12 - Manage Public Infrastructure, Energy, Utilities and Domestic Transport Programme 12136 - Monitor and Regulate Transportation in the Federation Responsibility Centre 12 - Ministry of Public Infrastructure, Energy, Utilities and Domestic Transport 131 - Permanent Secretary's Office 136 - Transport Department Officer in Charge Permanent Secretary Goals/Global Objectives To monitor and regulate transportation in the federation Objective(s) for 2023 1.Revise the public ground
 transportation regulations for St. Kitts Expected Performance Indicators Results July 2023 New regulations signed by the Minister 2.To improve the safety of air travel in 4 St. Kitts and Nevis Sub-Programme: 00397 - Administer and Regulate Local Transportation The number of safety programmes that have been implemented for Quality control Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 (in thousands) 28 96 102 103 104 Total 28 96 102 103 104 Recurrent Capital Transfer Budgetary Grant Principal Repayment Net Lending 12-15 1 2 1 3 3 5 5 l S o p e S t a b i l i z a t i o n - O t t l e y s a n d i C u n n n g h a m 4 , 0 0 0 , 0 0 0 9 0 0 , 0 0 0 S u b t o t a l 3 3 1 , 4 0 6 , 6 9 0 2 5 , 0 0 0 , 0 0 0 T O T A L c / f 3 3 1 , 4 0 6 , 6 9 0 2 5 , 0 0 0 , 0 0 0 R e h a b i l i t a t i o n o f S t .
P e t e r ' , 6 0 0 , 0 0 0 7 , 0 0 0 , - P h a s e I I 4 , 8 3 8 , 3 0 1 1 , 0 0 0 , ( P W D ) ( I r i s h t o w n , F o r t l a n d s a n d N e w G u n e a ) i 7 , 5 0 0 , 0 0 0 4 , 0 0 0 , 0 0 0 8 7 , 6 4 7 , 3 4 0 4 5 , 0 0 0 , 0 0 0 2 , 0 0 0 , 0 0 0 3 , 9 0 0 , 0 0 0 8 8 , 1 3 3 , 9 4 1 3 , 0 0 0 , 0 0 0 5 8 , 0 0 0 , 0 0 0 2 , 0 0 0 , 0 0 0 2 5 , 6 8 7 , 1 0 8 1 , 2 0 0 , 0 0 0 - - - - - - - - - - - 1 , 0 0 0 , 0 0 0 2 6 , 0 0 0 , 0 0 0 2 5 , 2 7 8 , 3 5 0 1 , 0 0 0 , 0 0 0 2 6 , 0 0 0 , 0 0 0 2 5 , 2 7 8 , 3 5 0 1 , 0 0 0 , 0 0 0 - - - - - 9 0 0 , 0 0 0 7 , 0 0 0 , 0 0 0 1 , 0 0 0 , 0 0 0 4 , 0 0 0 , 0 0 0 2 , 0 0 0 , 0 0 0 4 , 9 0 0 , 0 0 0 1 3 , 2 4 5 , 5 3 4 R E V E N U E 8 , 4 4 7 , 8 7 9 I T A W A N - - - - R E V E N U E R E V E N U E R E V E N U E R E V E N U E - - - 3 , 0 0 0 , 0 0 0 3 , 2 1 3 , 5 3 7 R E V E N U E 2 , 0 0 0 , 0 0 0 - R E V E N U E R E V E N U E / R E P U B L I C O F 1 , 2 0 0 , 0 0 0 3 7 1 , 4 0 0 R E V E N U E C H N A I ( R O C ) - 12-16 S T .
I K T T S A N D N E V S E S T M A T E S I I , 2 0 2 3 ( I C A P T A L P R O J E C T S ) C .

 , E N E R G Y , - .
P r o e c t j P R O J E C T N A M E $ C o s t E s t i m a t e d T o t a l $ $ R e v e n u e L o a n s $ $ T o a t l $ $ l a t o T $ i d A $ $ $ s n a o L e u n e v e R t s o C $ .
, Y G R E N E , .

C ) S T C E J O R P L A T P A C I ( 3 2 0 2 , I I S E T A M T S E S V E N D N A S T T K I .
T S E U N E V E R E U N E V E R - - 0 0 0 , 0 0 3 0 0 0 , 0 5 7 E U N E V E R - E U N E V E R 8 8 9 , 7 1 5 0 0 0 , 0 5 7 0 0 0 , 0 0 3 , 3 E U N E V E R 0 0 5 , 8 4 2 0 0 0 , 0 0 5 - - - - - / E A U E U N E V E R E U N E V E R E U N E V E R - - - 0 0 0 , 5 7 0 0 0 , 0 0 0 , 5 - - 0 0 0 , 0 5 4 , 2 0 0 0 , 0 0 0 , 2 8 8 4 , 6 6 7 0 0 0 , 5 2 1 , 3 1 0 0 0 , 0 0 0 , 2 8 3 8 , 4 4 0 , 6 2 0 0 0 , 5 2 1 , 9 3 0 0 0 , 0 0 0 , 3 0 5 3 , 8 7 2 , 5 2 0 0 0 , 0 0 0 , 6 2 0 0 0 , 0 0 0 , 1 - - - - - - - - - - - 0 0 0 , 5 2 1 , 1 1 4 5 7 , 5 7 2 , 8 6 l a t o t b u S 0 0 0 , 5 2 1 , 6 3 4 4 4 , 2 8 6 , 9 9 3 L A T O T 0 0 0 , 0 0 0 , 5 2 0 9 6 , 6 0 4 , 1 3 3 f / , 0 0 3 0 0 0 , 0 0 0 , 1 0 0 0 , 0 5 7 8 4 4 , 4 2 7 , 1 0 0 0 , 0 5 7 0 0 0 , 0 0 3 , 3 6 9 8 , 7 9 1 , 5 2 0 0 0 , 0 0 3 , 0 1 0 0 0 , 0 0 5 0 1 4 , 8 7 9 , 1 0 0 0 , 0 5 4 0 0 0 , 5 7 0 0 0 , 5 7 0 0 0 , 0 0 0 , 4 0 0 0 , 0 0 0 , 5 0 0 0 , 0 0 0 , 4 2 , i w e V s d y o B ' 12-17 s e e v i l O d n a ' ) E A U ( .
I K T T S A N D N E V S E S T M A T E S I I , 2 0 2 3 ( I C A P T A L P R O J E C T S ) C .
, E N E R G Y , , 0 0 0 9 0 0 , 0 0 0 5 , 1 4 5 , 0 0 0 - - - T O T A L 4 0 5 , 9 2 7 , 4 4 4 3 6 , 1 2 5 , 0 0 0 T O T A L b / f 3 9 9 , 6 8 2 , 4 4 4 3 6 , 1 2 5 , 0 0 0 - - - - - 3 , 0 0 0 , 0 0 0 3 9 , 1 2 5 , 0 0 0 2 6 , 0 4 4 , 8 3 8 3 , 0 0 0 , 0 0 0 3 9 , 1 2 5 , 0 0 0 2 6 , 4 0 5 , 5 4 5 - - - - - - 1 5 7 , 0 4 0 R E V E N U E 1 4 8 , 2 3 3 R E V E N U E 5 5 , 4 3 4 R E V E N U E T o t a l i M n i s t r y $ 3 9 , 1 2 5 , 0 0 0 N o .
$ C o s t R e v e n u e L o a n s $ $ $ A d i E s t i m a t e d E x p e n d i t u r e 2 0 2 3 $ T o a t l $ 12-18 13 - Ministry of Education Report on Plans and Priorities for the Year 2023 Volume 2 December 2022 13 - Ministry of Education Table of Contents Section 1: Minister's Message and Executive Summary Minister's Message Executive Summary Management Representation Statement Section 2: Ministry Overview 2.1 Mission Statement 2.2 Planning Overview 2.2.1 Ministry's Strategic Objective vs Government's Directions 2.2.2 Ministry's Annual Objectives vs Strategic Objectives 2.2.3 Modifications to the Ministry's Strategic Directions During the Year 2.2.4 Main Activities Contributing to the Annual Objectives 2.2.5 Main Challenges to Achieve Annual Objectives 2.2.6 Achievement of the Strategic Objectives over a Multi-Year Time Horizon 2.2.7 Impact of Previous Year's Results on the Current Year's Expenditures 2.3 Capital Projects Information 2.3.1 Major Capital Projects 2.3.2 Other Projects Judged Important 2.3.3 Status Report on Major Government Projects 2.4 Transfer Payment Information Section 3: Ministry Summary Section 4: Programme Summary Capital Projects Estimated Expenditure Page 1 1 2 5 7 7 8 8 8 8 8 9 9 10 11 11 11 11 11 12 13 Section 1: Minister's Message and Executive Summary 1.1 Minister's Message "Education for All: Embracing change, Securing the Future" the theme adopted by the Ministry of Education to guide the development of its 2017 – 2021 Education Sector Plan will remain the guiding principle as my Ministry sets forth its priorities for the 2023 fiscal year.
Thus, the Ministry of Education's Sector Plan will continue to guide activities within the education sector until its revision.
In alignment with the current Education Sector Plan and UNESCO's SDG 4 "to ensure inclusive and equitable quality education and promote lifelong learning opportunities for all" my administration has prioritised three action tracks for the 2023 fiscal year, they infrastructure and resource capacity development, (ii) school are: (i) human environments and (iii) technology enhancement and integration in school environments and curricula.
Strengthening the human resource capacity of our people is an essential pillar of the Government's plan for further education sector reform and development.

This is evidenced by the removal of tuition and other fees at the Clarence Fitzroy Bryant College (CFBC) which took effect at the start of my administration.

It is our hope that removing financial barriers to local tertiary education will increase opportunities for secondary school graduates to pursue higher education.
Mindful that the Education Sector is charged to provide "lifelong holistic education for all," and that an educated populace is a driver of national development, the Government has committed to delivering two additional key components of our human resource development programme in 2023.

Within the Ministry of Education scholarships for teachers who are interested in undertaking studies in special education will be prioritised.
Thus, the Ministry of Education's human resource development thrust will give priority to the training of specialists teachers and professionals in speech-language pathology, occupational therapy, autism, dyslexia and other learning disabilities and sensory processing disorders.

A school's infrastructure and environment are central to its ability to effectively provide inclusive, equitable quality education.
Under my administration all schools will benefit from a phased programme of maintenance and repairs.

However, in 2023 and over the medium term, three schools have been prioritised for major renovation, they are: Basseterre High School, Joshua Obadiah Williams Primary School and Irishtown Primary School.

Acting in the best interest and safety of students, the Irishtown Primary School has been forced to close classrooms on their three-story block owing to issues of structural integrity.
Repairs to the classroom block will be completed in 2023 and we anticipate being able to utilise the entirety of the school's physical plant by next academic year.

During the 2023 fiscal year my administration will begin the preparatory work for the rebuilding of Basseterre High School on its original site.

As plans develop the Ministry of Education will keep the public abreast of progress.
The physical spaces in which our children receive their education must be upgraded and maintained if they are to be conducive to teaching and learning.

Therefore, the Ministry of Education will launch a robust programme of school renovations and upgrades.

Having conducted assessments of our school's physical infrastructure, the programme of school renovation will focus in the first instance on (1) Repairs and upgrades to all school bathrooms for both students and teachers.
In some institutions, the work will be extensive and, as such, will be executed as part of a multi-year plan.

(2) Enhancing safety and security through the upgrading of fencing and the replacement of windows in buildings at selected Early Childhood, Primary and Secondary schools.
(3) Several educational facilities will receive electrical upgrades to support their daily operations and the increasing technological demands of running a 21st-century school with their complement of computer rooms, labs, and specialised workspaces.

Within this general programme of electrical upgrades as a matter of priority, two schools have been identified for complete electrical overhaul, specifically Washington Archibald High School and Charles E. Mills Secondary School.
As part of the enhancement of learning spaces in school, specialised spaces will also benefit from the installation of air conditioning units where required.

This decision is intended to make spaces more friendly for users and to protect equipment which are sensitive to heat and dust.

It is highly anticipated that the renovations and upgrades to education facilities will further enhance the quality of education for our children.
Thus, the Ministry of Education intends to build its capacity to support these changes long- term through the establishment of its own Maintenance Unit dedicated to the upkeep of all learning institutions.

Technology enhancement and integration is the third action track and area of fiscal prioritisation for 2023.

Thus, I reaffirm my Ministry's commitment to ensuring that both students and teachers are properly equipped with digital devices to support teaching and learning in and out of the classroom.
The former One-to-One Laptop Programme will be reformulated as a programme of technological support for teachers and learners.
The programme will ensure (i) that teachers are loaned a laptop for the purpose of instruction and self-development, (ii) that students receive tablets (primary level) and laptops (secondary level to support instruction and learning in and out of the classroom, and (iii) that computer labs are upgraded, or in instances where they do not exist created, to support whole class student learning, research and assessment.
Given our plans to increase the use of technology in schools, in keeping with the ongoing Curriculum Enhancement process, it is essential to ensure that internet access in schools is adequate to support instruction.

Thus, the Ministry of Education is working with The Cable to increase internet bandwidth and connectivity.

Naturally, the programme of technological support for teachers and learners must be implemented in tandem with the physical infrastructure upgrades to schools.
Safe, secure learning spaces (e.g., fencing, windows etc.)

and stable electrical systems are basic required features which support technology integration.
Thus, we look forward to seeing significant fiscal support for all three action tracks as we work to deliver on our mission "To provide for all citizens and residents, in collaboration with other stakeholders, a comprehensive course of quality life-long 13-2 education which will enable individuals to develop and achieve their full potential, allowing them to make meaningful contributions to national development."

Dr. Hon.
Dr. Hon.

Geoffrey Hanley Minister of Education 1.2 Executive Summary The Ministry of Education continues to work assiduously to fulfil the overarching goals outlined within the Education Sector Plan 2017 - 2022.

Key priorities identified for action during the p e r i o d September 2021 - July 2022 focused on (1) improving the quality of education and (2) advancing the professionalisation of the education sector.
Additional sector priorities included: strengthening curriculum relevance and workforce preparation; expanding access to quality early childhood services; increasing rates of participation in tertiary education; enhancing teacher effectiveness; and establishing a comprehensive student support framework towards the enhancement of the learning experience for all students.
Improving the Quality of Education For the period 2022 - 2023 the Ministry of Education will continue to support further capacity building in the integration of technology into education delivery, and the development of courses aimed at meeting identified areas for capacity building among teachers.
Financing imperatives for 2023 will focus on: (1) the procurement and issuance of compatible devices (laptops and tablets) to facilitate all teachers and (2) students Recommencement of training for education officers, teachers and students on the effective use of the M365 environment.
(3) An upgrade of the internet infrastructure in schools to accommodate multiple device connections and stable Wi-Fi service, as well as the upgrade of schools' computer labs so that computers can connect to the internet and efficiently run applications in M365.

taking advantage of (M365) environment.

the Microsoft 365 Building institutional capacity to support the continued transformation of the Education Sector is a critical activity for the Ministry of Education.
Through the OAS Development Cooperation Fund (DCF) financial support was provided as part of the OAS DCF 2017 - 2021 Education Cycle.

This was further complimented by the technical support of UNESCO.

Activities executed through the support of these donors focused on the professionalisation of the education sector.

The technical support of UNESCO facilitated the development of an overarching National Teacher Policy.
The Policy subsequently guided the work under the consultancy to develop a continuous programme of professional development for educators, inclusive of (a) professional standards for teachers and (b) a refinement of the existing teacher performance management systems.

This work was completed during the period 2021 - 2022.
The resulting revised teacher standards and code of conduct and performance management system provide the required operational framework to support the professionalisation of the teaching fraternity.

A complementary body of work was done which examined the regulatory processes in the education sector.

Through the technical 13-3 support of UNESCO, a framework for the establishment of a National Teaching Council has been developed.

The establishment of the Council will be a priority in 2023.
Its role will be to ensure adherence to the national standards and code of conduct for educators, and registration and licensing of teachers.

It will also facilitate access to opportunities for professional development for teachers and school leaders.

Strengthening Curriculum Relevance Since January 2019, the Curriculum Development Unit (CDU) has been engaged in the review and redevelopment of its curricula through the Curriculum Enhancement Project.
For the academic year 2021-2022, Grade 5 was added to the rollout of the enhanced curriculum of the four core subject areas: Language Arts, Mathematics, Social Studies, Science, and Health and Wellness.

An enhanced curricula was also rolled out in Mathematics, Social Science and the Physical Literacy Component of the Health and Wellness Curriculum at the secondary level.
The most significant achievement for the academic year was the pilot of a new design of the national assessment which has been named the Key Stage Assessment of Learning (KAL).

The KAL replaces the outdated Test of Standards which had been in existence for many years and had lost its significance as a measure to inform teaching and learning.

The pilot of KAL was introduced to students in Grades 4 and 6 and focused on two subject areas: English Language Arts and Mathematics.
The KAL aligns with the enhanced curriculum by extending the balanced assessment system through the introduction of classroom-based components into the national assessment system.

The classroom-based components took the form of performance tasks in Mathematics while English Language Arts focused on the compilation of a writing portfolio.
The Ministry of Education St. Kitts and Nevis, through funding from the OAS Development Cooperation Fund (OAS/DCF) has engaged the Center for English as a Second Language (CESL), in the University of Arizona towards capacity building in English as a Second Language (ESL) Programme development and delivery.

The first phase of this process involved workshops for teachers in Supporting English Learners in Language and Content, which concluded in January 2022.
The second phase of the project involved consultation with various education stakeholders aimed at achieving inclusivity of ESL Learners through the enhanced curriculum process.

A total of five consultations and several meetings were conducted during the period March to May 2022.

The main output of these consultations was the development of suggested templates for both an ESL Curriculum and a Sheltered Instruction Curriculum for English Language Learners.
For the 2022-23 academic year, the Ministry of Education - CDU will focus on curriculum review and monitoring and provide supervision support of the primary grades.

The review process is expected to include the assessment of all frameworks and supporting documents that were developed and introduced during the rollout of the curriculum and the Grade 3 curricula in preparation for rollout in September 2023.
At the secondary level, the subjects introduced this school year (Mathematics, Social Science and Physical Literacy) will continue into Form 2.

Additionally, three schools (2 in St. Kitts and 1 in Nevis) will pilot the Health and Wellness Curriculum in Forms 1 and 2.

The CDU will develop and implement a more streamlined and professional development plan to ensure that teachers have a much better understanding of the curriculum, particularly in Language Arts and Science.
13-4 It is also envisioned that a comprehensive review of the KAL Census Pilot will be conducted.

This will help to streamline the process for the 2023 national assessment season and the other core subject areas (Social Studies, Science and Health and Wellness will be assessed at the National level).
Also, it is expected that the curriculum writing process will continue with a focus on early childhood education specifically Kindergarten to Grade 2 and the commencement for lower secondary TVET, Modern Languages, Visual Arts, St. Kitts and Nevis Studies and at least two other subjects.

Further and Continuing Education The TVET Secretariat continues to make strides toward developing and managing the TVET system for St Kitts and Nevis.
With the TVET Enhancement Project being managed by the Secretariat there have been a few successes over the past year.

During the 4th quarter of 2021, twenty-two Principals and Deputies were trained in the Management of Vocational Centers.
This training included participants from all public high schools on St. Kitts and Nevis as well as Advanced Vocational Education Center (AVEC), Clarence Fritzroy Bryant College (CFBC) and National Skills Training Programme (NSTP) using an online modality created by the International Labour Organisation (ILO).

An additional major success was the distribution of approximately $3.0 million worth of tools and equipment to all the public secondary schools in St. Kitts and Nevis as well as AVEC and CFBC.
This equipment will bring the TVET spaces up to standard for the launch of Caribbean Vocational Qualification/National Vocational Qualifications (CVQ/NVQ) in secondary schools.

The completion of the TVET wing at the Gingerland Secondary School brings much needed relief to the institution as it has now replaced the dilapidated building that once housed the woodwork and technical drawing labs.
In addition, this new building also provides the first cosmetology lab to be provided in a secondary school within the Federation.

During this same period, we saw the successful completion of studies by nine scholarship recipients.

For the academic year 2022-2023, there will be six scholarship recipients continuing their studies with five slated to graduate at the end of the academic year and return to the classroom.
to provide opportunities for human capital The SAFE Programme continues development by breaking down barriers to tertiary education.

During the 2021-2022 period several successes were evident.

The advent of the Online Registration System facilitated the quick and easy retrieval of the students or applicants information, allowed for the management of data, and aided the selection process.
Hence, the online registration process continues to be convenient for the applicants and the members of the selection committee.

Additionally, by forging a closer relationship with the three learning institutions namely the Advance Vocational Education Centre (AVEC), Clarence Fitzroy Bryant College (CFBC), and the Nevis Sixth Form College (NSFC), there was a significant increase in the number of applications this year.
The vetting process resulted in three hundred and twenty-six individuals accessing the programme for this cycle.

Of that number, three hundred and twenty people enrolled in the programme.

Two hundred and seventy-five attend the CFBC, forty attend AVEC and five attend the NSFC.

Preparation for the next cycle is ongoing, with a focus on the registration and selection of students followed by the subsequent launch of the initiative.
13-5 The St. Kitts and Nevis National Commission for UNESCO, and its Secretariat, continue to drive and support projects that address emerging social and ethical challenges, mobilize science knowledge and policy for sustainable development, foster cultural diversity and intercultural dialogue and support the attainment of quality education and lifelong learning for all.
Under UNESCO's mandate, participation programme projects are submitted every two years for approval and successfully implemented and executed for the benefit of all stakeholders involved.

Proposals for new projects under the Participation Programme 2022-2023 series were submitted to UNESCO Headquarters on 28th February 2022.

A total of 5 projects were submitted drawn from the areas education, natural sciences and Man and the Biosphere (MAB).
Owing to the global decline in funding the National Commission has prioritised three of the projects, specifically: (1) The Professionalization and Standardization of Teaching in St. Kitts and Nevis (2) St. Christopher (St. Kitts) and Nevis Accreditation Enhancement Initiative Phase 1 and (3) Optimizing the use of natural catchments and aquifers to enhance the availability of freshwater in St. Kitts and Nevis.

All projects cover major areas of the development strategy in the Federation.
landscape through professional development and In 2023, work to advance the education sector will focus on: (1) Policy development, specifically approval of draft policies and frameworks developed during the period 2018-2022.

(2) Building the capacities of educators to effectively respond to the changing education the teaching standards, code of ethics, and measures of advancement of new performance.
(3) Transforming education environments, especially through physical plant upgrades and increased investment in technology infrastructure.

(4) Advancing the implementation of the Enhanced Curriculum and the new Assessment Framework for St. Kitts and Nevis through increased staffing and investment in curricula resources.
The areas outlined are part of the educational policy imperative to improve quality and relevance and ensure equity in education which underpin the Ministry of Education's national mandate.

1.3 Management Representation Statement It is a privilege to present the Annual Report and Plans and Priorities on behalf of the Ministry of Education for the year 2023.
The Ministry has worked assiduously to ensure that its plans are in alignment with the Government's strategic direction and therefore serves as a planning tool to guide the Ministry of Education.

Also, I am satisfied that the relevant management and accountability systems within the Ministry are in place to ensure the effective and efficient implementation of the strategies, initiatives, programmes, and projects that have been presented.

Lisa-Romayne Archibald-Pistana (Mrs.) Permanent Secretary (Ag).
13-6 Section 2: Ministry Overview 2.1 Mission Statement To provide for all citizens and residents a quality lifelong education which would enable individuals to develop and achieve their full potential and make meaningful contribution to national development.
2.2 Planning Overview 2.2.1 Ministry's Strategic Objective vs Government's Directions The Ministry's strategic objectives are guided by the Government's Directions for Education These are as follows: • • • Implement critical curriculum reform that is designed for skill development and knowledge transfer Upgrade the professionalism, standards and certification of all teaching and career guidance counseling staff in order to ensure that our children are afforded the best quality education available anywhere in the world Provide free Pre-school Education 2.2.2 Ministry's Annual Objectives vs Strategic Objectives The Ministry's Annual Objectives are consistent with the Strategic Objectives as outlined in the Strategic Plan which is guided by our vision: to provide for all citizens and residents, in collaboration with other stakeholders, a comprehensive course of quality life-long education which will enable individuals to develop and achieve their full potential, allowing them to make meaningful contributions to national development.
The objectives are as follows: a) To provide the opportunity for all vulnerable and non-vulnerable children to access and participate in tertiary education.

b) To enhance the Reaching the Unreached Programme to empower home-based centres for children ages zero to 2 to provide comprehensive early childhood stimulation.

c) To strengthen the student support services for struggling learners and those at risk of early school leaving at the secondary level.
d) To enhance the professional and technical capacity of members of staff.

e) To implement continuous school maintenance, and health and safety plans.

f) g) To ensure a high quality, relevant, and gender-responsive education system.

h) To enhance and widen the dissemination of education related information.

To support UNESCO activities.

13-7 2.2.3 Modifications to the Ministry's Strategic Directions During the Year There were no modifications during the year.
2.2.4 Main Activities Contributing to the Annual Objectives The main activities to be pursued in 2023 include the following: 1.

To monitor the full implementation of the Education Sector Plan with a focus on increasing access and participation.

2.

To complete the TVET Enhancement Project.

3.


To amalgamate the three (3) TVET institutions (AVEC, National Skills Training Programme and Project Strong) and establish a registered and accredited National Training Institute that will offer Caribbean Vocational Qualifications and National Vocational Qualifications.

4.
4.

To support training programmes, within Cotton Thomas Comprehensive School, the New Horizons Rehabilitation Centre, the St. Kitts Association of Persons with Disabilities, Ade's Place, AVEC and NSTP, which serve from marginalized and underrepresented groups and unemployed persons with critical life and employability skills and prepare them for the world of work.

learners 5.

To train ministry officials, teachers and students in the use of OpenEMIS and Office 365.

6.
6.

To establish the National Qualifications Register database which houses the qualifications offered in St. Kitts and Nevis.

7.

To engage in continuous monitoring of the enhanced curriculum and plan for the way forward as it relates to the writing of the curriculum for Kindergarten - Grade 2.

8.

To continue the subvention for parents with children in early childhood education.

9.

To continue the Reaching the Unreached Programme to empower home-based centres for children ages zero to two years.

10.
10.

To ratify the existing ECD Policy to ensure alignment with national, regional, and global developmental thrust.

11.

To ratify licensing guidelines for Public and Private Early Childhood Education (ECE) Centres.

12.

To continue the SELF and School Meals feeding Programmes to deliver adequate social assistance and other support services to students.

13.
13.

To effectively use the Education Media Unit through the Ministry of Education Website and video programmes to publicize events and achievements in education.

13-8 2.2.5 Main Challenges to Achieve Annual Objectives 1.

There is still hesitation on the part of TVET teachers to upgrading their skills in the TVET Areas.

2.

The numerous locations of Ministry of Education offices continue to pose a great challenge for the Ministry as it pertains to collaboration across the Ministry.

3.
3.

The ongoing school plant issues which are a direct result of the aging infrastructure.

2.2.6 Achievement of the Strategic Objectives over a Multi-Year Time Horizon 1.

Continue the professional development programme on EMIS platform to improve the leadership capabilities of system leaders and school management teams has been implemented.

2.

Major projects under the TVET Enhancement Projects such as the outfitting of TVET centers with equipment and enhancement of TVET spaces have been achieved.

3.
3.

Reaching the Unreached Programme continued to empower home-based centres for children ages zero to 2 years to provide comprehensive early childhood stimulation.

4.

Reaching UNICEF.

the Unreached Programme received great commendation from 5.

Students who are in the three lower levels of the social bracket received assistance through the Student Education Learning Fund (SELF) and School Meals feeding Programmes.

6.
6.

Enhanced curriculum for Mathematics, Language Arts, Social Studies, Science and Health and Wellbeing for Grades 4, 5 and 6 written and implemented.

7.

Enhanced Curricula for Social Science and Mathematics have been written and implemented in Forms 1 and 2.

8.

Continuous Professional Development sessions on the Enhanced Curriculum have been conducted for teachers and principals.

9.
9.

Draft of Information Technology (IT) curriculum to include the integration of life skills and the teaching of programming completed.

10.

Key-Stage Assessment of Learning (KAL), was piloted in Grades 4 and 6.

11.

Multiple frameworks were created as a foundation for the Professionalisation of the Teaching Force.

2.2.7 Impact of Previous Year's Results on the Current Year's Expenditures In the previous year the National Assessment was piloted and results analysed.
As a result, more investment in procuring teaching and learning resources for the Enhanced Curriculum was undertaken to improve our students' learning experience.

Several schools also benefitted from investments in TVET education.

School Labs, Home Economics Centres, and Building Technology Centres were upgraded positively impacting on the performance of students in those areas.

13-9 2.3 Capital Projects Information 2.3.1 Major Capital Projects 1.

Construction of New Basseterre High School 2.


Technical and Vocational Education and Training Enhancement Project 3.

Construction of Education Building 4.

Support for the Education Sector Plan (2017-2021) 5.

WAHS Roof and Window Renovation 6.

Secondary School Electrical Upgrade - Phase 1 7.

Supporting Learning Continuity in Vulnerable Population Project - St. Kitts and Nevis 8.

Enhanced Education Network 9.


Purchase of School Buses 2.3.2 Other Projects Judged Important - Construction of Education Building 2.3.3 Status Report on Major Government Projects Construction of New Basseterre High School: The proposed site for building the New Basseterre High School is the old Basseterre High School Site.
2.4 Transfer Payment Information Contributions to the following regional institutions: - Caribbean Examinations Council (CXC) - Commonwealth of Learning (COL) - Caribbean Knowledge Learning Network Agency (CKLNA) - Caribbean Association of National Training Authorities (CANTA) 13-10 Section 3: Ministry Summary Portfolio E. 13 - Manage Education Services Responsibility Centre 13 - Ministry of Education Officer in Charge Permanent Secretary Goals/Global Objectives To provide all persons of the state with access and developmental opportunities to satisfy their developmental needs through the provision of quality education which will equip them to achieve their full potential and make a meaningful contribution to national development Objective(s) for 2023 1.To implement quality assurance for the delivery of TVET programmes in all institutions 2.To improve access to and participation in quality Early Childhood Education (ECE) and compulsory education 3.To improve opportunities for Post Secondary 21st Century Skills through access to TVET Expected Results 50 170 100% 100% 90% 4.To improve participation and retention at the secondary level 90% Performance Indicators Number of people on the register of trained assessors Number of students successfully meeting level 1 competency requirement Percentage of children from 3 – 16 years enrolled in an educational institution Percentage of a learner-centred national Curricula implemented for the different educational levels Percentage of secondary school leavers demonstrating employability skills and achieve competency in at least one TVET subject Percentage of Secondary School students five years of secondary completing Education 5.To increase the number of students childhood early in participating education 3005 170 Number of students registered Number of additional spaces available Financial Summary Programme Expenditures Expenditures Expenditures Expenditures Expenditures Planned Estimated Projected Projected Actual 2021 2022 2023 (in thousands) 2024 2025 13141 - Provide
 Administrative Support 13141 - Invest in Education 13142 - Promote and Support Early Childhood 13143 - Deliver Primary Education 13144 - Deliver Secondary Education 13145 - Deliver Post Secondary Education 13146 - Deliver Special Education Services 13147 - Deliver Tertiary Education - CFBC 13148 - Provide Public Library Services Total 13-11 Section 4: Programme Summary Portfolio Programme E. 13 - Manage Education Services 13141 - Provide Administrative Support Responsibility Centre 13 - Ministry of Education 141 - Permanent Secretary's Office Officer in Charge Permanent Secretary Goals/Global Objectives Support the development of the people of the Federation by providing the necessary policy guidance, administrative support and effective management of the activities of the Ministry Objective(s) for 2023 1.To implement Interim Curriculum for for Primary and Secondary Schools forms 1 - 3 being used by teachers 2.To implement the Interim Curriculum for Expected Results 50% 100% Kindergarten to Form 2 the implement 3.To new CCSLC 70% programme for Secondary Schools Performance Indicators Percentage of teachers using the new curriculum Percentage of teachers in schools using the new curriculum Percentage of students taking CCSLC exam in 3rd and 4th Form Sub-Programme: 00032 - Provide Administrative Support 00033 - Support Project STRONG 00035 - Support the UNESCO programme 00040 - St. Kitts Spectrum Services/ Autism Centre 00082 - Provide Accreditation Services 00083 - Education Management Information System 00122 - Provide Planning and Policy Participation in International and Regional Organizations 02356 - Support TVET 03900 - Provide Ongoing Maintenance to
 Educational Institutions 13141 - Manage Telecommunication Service 141623 - Provide Administrative Support for Education Services Recurrent Capital Transfer Budgetary Grant Principal Repayment Net Lending Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 (in thousands) 8,927 10,755 12,607 12,780 12,957 2,010 790 790 790 790 Total 10,936 11,545 13,397 13,570 13,747 13-12 Portfolio Programme E. 13 - Manage Education Services 13141 - Invest in Education Responsibility Centre 13 - Ministry of Education 141 - Permanent Secretary's Office Officer in Charge Permanent Secretary Goals/Global Objectives To create adequate quality education infrastructure and mechanisms in furtherance of the development of the young population Sub-Programme : 1314129 - Construction of Education Building 1314130 - Support for the Advancement of Further Education (SAFE) Project 1314131 - Support for the Education Sector Plan (2017-2021) 1314132 - Pilot of Electric Buses in Public School Transportation - Development Aid 1314133 - Purchase of School Bus 1314139 - Education Sector COVID - 19 Response 1314143 - Enhanced Education Network 1314141 - Supporting learning Continuity in Vulnerable Population Project - St. Kitts and Nevis Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 (in thousands) 1,212 9,956 4,885 Total 1,212 9,956 4,885 Recurrent Capital Transfer Budgetary Grant Principal Repayment Net Lending 13-13 Portfolio Programme E. 13 - Manage Education Services 13142 - Promote and Support Early Childhood Responsibility Centre 13 - Ministry of Education 141 - Permanent Secretary's Office Officer in Charge Director Goals/Global Objectives To increase access to quality Early Childhood Development and Education Services Objective(s) for 2023 1.To improve the quality of the learning environments
 for children from birth – 5 the increasing years of age by percentage of centres meeting the standards for licensing 2.To increase the percentage of centres receiving the weekly subvention 3.To increase the percentage of teachers implementing the High Scope Curriculum in centres that serve vulnerable children Expected Results 85% Performance Indicators Percentage of Centres that receive a license certificate 100% 75% Percentage of Centres receiving the weekly subvention Percentage of to implement the High Scope Curriculum.
teachers trained 4.To provide high quality early childhood 70% education Sub-Programme: Percentage of centres meeting the required quality standard for early childhood education 13142621 - Administer and deliver Early Childhood Education 13142 - Invest in Early Childhood Education Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 (in thousands) 8,362 7,398 9,194 9,247 9,300 Total 8,362 7,398 9,194 9,247 9,300 Recurrent Capital Transfer Budgetary Grant Principal Repayment Net Lending 13-14 Portfolio Programme E. 13 - Manage Education Services 13143 - Deliver Primary Education Responsibility Centre 13 - Ministry of Education 141 - Permanent Secretary's Office Officer in Charge Chief Education Officer Goals/Global Objectives To improve access to and participation in quality primary education Expected Results 50% 85% 90% 85% Performance Indicators Percentage increase of average grades in Tests of Standard Percentage of children that enter mainstream over the previous year.
Number of students accessing the support programmes Percentage of students achieving 60% and above in tests Objective(s) for 2023 1.To increase the average grade of all students writing the Tests of Standards 2.To increase the percentage of children entering the mainstream of Secondary School cycle from the Primary cycle 3.To increase the percentage of students accessing student support services 4.To increase the percentage of students attaining the pass mark for all tests in Primary schools Sub-Programme: 143642 - Provide Primary Education 13143 - Invest in Primary Education Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 19,345 17,909 (in thousands) 22,773 250 23,105 23,443 Total 19,345 17,909 23,023 23,105 23,443 Recurrent Capital Transfer Budgetary Grant Principal Repayment Net Lending 13-15 Portfolio Programme E. 13 - Manage Education Services 13144 - Deliver Secondary Education Responsibility Centre 13 - Ministry of Education 141 - Permanent Secretary's Office Officer in Charge Chief Education Officer Goals/Global Objectives To improve participation and retention at the Secondary School Level Objective(s) for 2023 1.To implement new curriculum in special areas Expected Results 4 Performance Indicators Number of new curriculum in special areas of Physical Education, Health and Family Information Life, Modern Languages, Technology implemented 2.To increase the number of students taking CXC/CSEC and being successful 3.To increase the percentage of children in mainstream of the Secondary Schools 4.To increase the percentage of students completing form 5 of Secondary Schools 5.To increase the percentage of students passing 5 C-SEC Subjects Sub-Programme: 144651-5: Provide Secondary Education 13144 - Invest in Secondary Education 77% Percentage pass rate of CSEC subjects 80% 85% 85% Increase percentage of children in the mainstream Percentage of students completing form 5 of Secondary Schools Percentage of
 students achieving 5 C-SEC Subjects Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 (in thousands) 25,052 11,765 24,086 12,640 27,586 10,740 28,097 7,000 28,618 7,000 Total 36,817 36,726 38,326 35,097 35,618 Recurrent Capital Transfer Budgetary Grant Principal Repayment Net Lending 13-16 Portfolio Programme E. 13 - Manage Education Services 13145 - Deliver Post Secondary Education Responsibility Centre 13 - Ministry of Education 141 - Permanent Secretary's Office Officer in Charge Permanent Secretary Goals/Global Objectives To provide for the development of skills and competencies in the range of disciplines Objective(s) for 2023 1.To increase the number of students graduating from the CFB College 2.To increase the pass rates of TVET subjects at the CSEC level 3.To increase the percentage of instructors trained and certified as CVQ Assessors 4.To produce competent artisans Expected Results 80% 85% 50% 30 Performance Indicators Percentage increase in the number of the college students completing programme in the various divisions Percentage increase in pass rate at CSEC level Percentage of persons with trained assessors certificates of successfully students Number completing Level 1 Caribbean Vocational Qualifications (CVQ) Sub-Programme : 00182 - Deliver National Skills training 00181 - Deliver Skills and Vocational training through AVEC Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 (in thousands) 2,271 3,185 3,592 3,650 3,708 Total 2,271 3,185 3,592 3,650 3,708 Recurrent Capital Transfer Budgetary Grant Principal Repayment Net Lending 13-17 Portfolio Programme E. 13 - Manage Education Services 13146 - Deliver Special Education Services Responsibility Centre 13 - Ministry of Education 141 - Permanent Secretary's Office Officer in Charge Permanent Secretary
 Goals/Global Objectives To ensure that every school has access to a qualified team of individuals who collaborate to design enrichment and intervention program/courses that are aligned with students educational needs and schools' core curriculum Objective(s) for 2023 1.To improve school to work transition opportunities for students who are to be employed Expected Results 75% Performance Indicators Percentage of students gainfully employed after completing the programme 2.To increase the number of students from the mainstream to who return Learning Support 3.To improve the quality of educational services offered at the Cotton Thomas Comprehensive School 4.To increase the number of students that have Individual Education Programmes (IEP) Sub-Programme: 00178 - Deliver Special Education Services 40 50% 50 Number of students who return to the mainstream classes Percentage increase of qualified professionals at the school Number of students on the register for Individual Education Programmes (IEP's) Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 (in thousands) 1,696 1,581 1,952 1,978 2,004 Total 1,696 1,581 1,952 1,978 2,004 Recurrent Capital Transfer Budgetary Grant Principal Repayment Net Lending 13-18 Portfolio Programme E. 13 - Manage Education Services 13147 - Deliver Tertiary Education - CFBC Responsibility Centre 13 - Ministry of Education 141 - Permanent Secretary's Office Officer in Charge Permanent Secretary Goals/Global Objectives To create opportunities for students in the Federation leaving Secondary School to easily pursue higher academic learning and certified technical and vocational training Objective(s) for 2023 1.To increase student enrolment and reduce the attrition rate while achieving graduation rates Sub-Programme: Expected Results 90% Performance Indicators Percentage pass rate of students completing the CFBC Programmes 00194 - Deliver Tertiary
 Education through CFB Community College 03902 - Computers for Post Secondary Education 03904 - Support Nursing Education at CFB College 03907 - Support Teachers in Training throughTertiary Education 13147 - Invest in Post Secondary Education Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 (in thousands) 10,716 10,514 4,804 14,027 2,462 14,060 14,095 Total 10,716 15,318 16,489 14,060 14,095 Recurrent Capital Transfer Budgetary Grant Principal Repayment Net Lending 13-19 Portfolio Programme E. 13 - Manage Education Services 13148 - Provide Public Library Services Responsibility Centre 13 - Ministry of Education 141 - Permanent Secretary's Office 148 - Public Library Officer in Charge Librarian Goals/Global Objectives To increase the capacity of the library to provide quality outreach programmes to motivate students to read books Objective(s) for 2023 1.To increase the number of students participating in the annual Summer camp 2.To increase the number of students participating in the annual Read-A-Thon Expected Results Performance Indicators 225 35 Number of students registered for Summer Camp Number of students registered for the Read-A-Thon Sub-Programme: 02546 - Provide Administrative Support 13148 - Invest in Public Library 04030 - Library Collection/ACS Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 (in thousands) 769 917 999 1,013 1,028 Total 769 917 999 1,013 1,028 Recurrent Capital Transfer Budgetary Grant Principal Repayment Net Lending 13-20 , 0 0 0 , 0 0 0 S u b t o t a l 8 , 0 0 0 , 0 0 0 2 5 0 , 0 0 0 2 5 0 , 0 0 0 - - - - 2 5 0 , 0 0 0 2 5 0 , 0 0 0 - - R E V E N U E T o t a l c / f 4 7 , 7 3 0
 , 5 4 3 3 , 9 4 1 , 2 7 0 1 , 0 8 0 , 5 4 0 1 1 3 , 0 0 0 5 , 1 3 4 , 8 1 0 5 5 9 , 8 7 5 S u b t o t a l 3 9 , 7 3 0 , 5 4 3 3 , 6 9 1 , 2 7 0 1 , 0 8 0 , 5 4 0 1 1 3 , 0 0 0 4 , 8 8 4 , 8 1 0 5 5 9 , - , 8 1 0 2 9 6 , 2 7 0 8 0 , 5 4 0 S t .
K i t t s a n d N e v s i 1 0 , 8 0 0 , 0 0 0 - 1 , 0 0 0 , , 0 0 0 3 9 5 , 0 0 0 ( 2 0 1 7 - 2 0 2 1 ) , 9 2 4 , 5 7 0 5 0 0 , , 0 3 9 , 1 6 3 2 , 5 0 0 , 0 0 0 - - - - - - 3 7 6 , 8 1 0 1 , 0 0 0 , 0 0 0 - - D E V E L O P M E N T B A N K / R E V E N U E C A R B B E A N I / , 0 0 0 - R E V E N U E D E V E L O P M E N T I - N T E R A M E R C A N I / O A S R U S V M U N E S C O / - 2 , 5 0 0 , 0 0 0 1 0 0 , 0 0 0 R E V E N U E 1 1 3 , 0 0 0 6 1 3 , 0 0 0 4 5 9 , 8 7 5 / R E V E N U E C D B U N C E F I / / 13-21 ( I C A P T A L P R O J E C T S ) C .
1 3 I I M N S T R Y O F E D U C A T O N I S T .

I K T T S A N D N E V S E S T M A T E S I I , 2 0 2 3 1 3 1 4 1 N o .
$ C o s t $ $ R e v e n u e L o a n s $ A d i l D e v e o p m e n t $ T o t a l E s t i m a t e d E x p e n d i t u r e 2 0 2 3 $ , 9 5 5 0 1 8 , 4 3 1 , 5 0 0 0 , 3 1 1 0 4 5 , 0 8 0 , 1 0 7 2 , 1 4 9 , 3 3 4 5 , 0 3 7 , 7 4 f / $ l a t o T $ t n e m p o e v e D l i d A $ $ $ $ .
o N E U N E V E R 3 4 3 , 2 0 1 , 1 1 0 0 0 , 0 0 0 7 , E U N E V E R 8 0 3 , 2 6 6 0 0 0 , 0 0 1 2 , E U N E V E R - 0 0 0 , 0 4 6 1 , 1 5 6 , 4 6 7 , 1 1 0 0 0 , 0 4 7 , 0 1 - - - - - - - - 0 0 0 , 0 4 6 , 1 0 0 0 , 0 4 6 , 1 0 0 0 , 0 4 7 , 0 1 0 0 0 , 0 4 2 , 1 4 l a t o t b u S n o i t a v o n e R 0 0 0 , 0 0 0 , 7 0 0 0 , 0 0 0 , , 0 0 1 , 2 0 0 0 , 0 0 6 , 4 - , m o o r h t a B S H A W 7 2 4 4 1 3 1 I e s a h P 6 2 5 , 4 2 3 , 2 1 0 1 8 , 4 7 8 , 5 1 0 0 0 , 3 1 1 0 4 5 , 0 8 0 , 1 0 7 2 , 1 8 6 , 4 1 3 4 5 , 0 7 9 , 8 8 f / c L A T O T 13-22 I N O T A C U D E Y R A D N O C E S 4 4 1 3 1 3 2 0 2 , I I S E T A M T S E S V E N D N A S T T K I .
T S ) S T C E J O R P L A T P A C I ( I N O T A C U D E F O Y R T S N M I I 3 1 .
, 7 5 6 , 4 0 0 3 2 , 7 5 6 , , 2 5 3 7 , 8 0 0 F u r t h e r E d u c a t i o n ( S A F E ) S u p p o r t f o r t h e A d v a n c e m e n t o f 8 2 9 , 5 0 0 - - - - - - - - - - 6 5 1 , 9 3 3 R E V E N U E - R E V E N U E 2 , 1 6 0 , 0 0 0 2 , 1 6 0 , 0 0 0 3 0 2 , 4 0 0 3 0 2 , 4 0 0 2 , 4 6 2 , 4 0 0 2 , 4 6 2 , 4 0 0 4 , 1 4 5 , 4 8 6 4 , 1 4 5 , 4 8 6 ( C D B ) I C A R B B E A N D E V E L O P M E N T B A N K 13-23 S T .
I K T T S A N D N E V S E S T M A T E S I I , 2 0 2 3 ( I C A P T A L P R O J E C T S ) C .

1 3 I I M N S T R Y O F E D U C A T O N I 1 3 1 4 7 N o .
/ f 8 8 , 9 7 0 , 5 4 3 1 4 , 6 8 1 , 2 7 0 1 , 0 8 0 , 5 4 0 1 1 3 , 0 0 0 1 5 , 8 7 4 , 8 1 0 1 2 , 3 2 4 , 5 2 6 $ C o s t E s t i m a t e d T o t a l $ $ R e v e n u e L o a n s $ A d i l D e v e o p m e n t $ T o t a l E s t i m a t e d E x p e n d i t u r e 2 0 2 3 $ , 0 9 4 , 2 4 3 1 4 , 6 8 1 , 2 7 0 3 , 2 4 0 , 5 4 0 4 1 5 , 4 0 0 1 8 , 3 3 7 , 2 1 0 1 7 , 1 2 1 , 9 4 5 T o t a l i M n i s t r y $ 1 8 , 3 3 7 , 2 1 0 14 - Ministry of Health and Social Security Report on Plans and Priorities for the Year 2023 Volume 2 December 2022 14 - Ministry of Health and Social Security Table of Contents Section 1: Minister's Message and Executive Summary Minister's Message Executive Summary Management Representation Statement Section 2: Ministry Overview 2.1 Mission Statement 2.2 Planning Overview 2.2.1 Ministry's Strategic Objective vs Government's Directions 2.2.2 Ministry's Annual Objectives vs Strategic Objectives 2.2.3 Modifications to the Ministry's Strategic Directions During the Year 2.2.4 Main Activities Contributing to the Annual Objectives 2.2.5 Main Challenges to Achieve Annual Objectives 2.2.6 Achievement of the Strategic Objectives over a Multi-Year Time Horizon 2.2.7 Impact of Previous Year's Results on the Current Year's Expenditures 2.3 Capital Projects Information 2.3.1 Major Capital Projects 2.3.2 Other Projects Judged Important 2.3.3 Status Report on Major Government Projects 2.4 Transfer Payment Information Section 3: Ministry Summary Section 4: Programme Summary Capital Projects Estimated Expenditure Page 1 1 4 7 7 7 7 7 7 9 9 9 9 10 10 10 10 10 13 14 15 20 Section 1: Minister's Message and Executive Summary 1.1 Minister's Message Although the last year has been dominated by the SARS-CoV-2, the causative agent of COVID- 19 and efforts by the Ministry of Health and its partners to respond and manage the virus, COVID-19 has
 provided opportunities for creativity, innovation, and adaptation in strengthening health systems for equity and rights-based, people-centered approaches.
However, with the declining numbers of SARS-CoV-2 cases, St. Kitts and Nevis, like many countries has lifted its broad COVID-19 restrictions.

All aspects of health care were affected by the pandemic and the Ministry of Health has not only guided the national response, but also engaged in significant efforts for the maintenance of essential services for other public health priorities.

Several of these were reduced, as resources were diverted to manage the COVID-19 pandemic.
Despite its negative impacts, the pandemic has provided opportunities for accelerated action, including the strengthening of health systems and primary health care to advance universal access to health and universal health coverage.
A sharpened focus has also been given to noncommunicable diseases and mental health conditions, which identification and have been significantly worsened by COVID-19; and implementation of integrated approaches that offer co-benefits for health, such as interventions to mitigate and adapt to climate change, and to build health sector resilience through smart health facilities.
the The Ministry of Health will continue to work to reduce inequities and build forward better and fairer from COVID-19, recognizing the lessons learned over the period.

Prominent among them, is placing equity at the heart of health in order to leave no one behind.

Of critical importance are maintenance of strong disease surveillance systems, efficient laboratory diagnostic and clinical management capacities with well-trained and equitably distributed human resources.
Hence, under our Sustainable Island State (SIS) Agenda, there must be meaningful actions to address the social, environmental, and other determinants that strongly influence health outcomes.

In tandem with these efforts, there must be strong social protection systems, including an efficient health insurance programme so that the plight of those in situations of vulnerability is not aggravated by situations over which they have little or no control.
Therefore, long-term investments in public health, at the primary and tertiary level and through multisectoral involvement, are critical to prepare for a robust and resilient health sector in response to external shocks and unexpected events such as the COVID-19 pandemic and other emerging diseases.

As Minister of Health, I commit to strategic investments and resource mobilization in health.
Strengthened and reoriented health systems based on the primary health approach must be reinforced and maintained to achieve the promise of universal health.

allocation Looking forward in 2023, the Ministry will accelerate its collaboration with strategic partners and entities to develop policies, strategies, and plans of action as a critical framework for health.
Emphasis must be placed on adequate and strategic resource the implementation of the Essential Public Health Functions assessment to increase the resilience of our health system.

Advances to universal access to health and universal health coverage is a priority agenda of my Government.
The achievement of universal health and the continued development of an adaptive, responsive, resilient, and equitable health system will eliminate the direct payment mechanism that constitutes a barrier to access at the point of service.
and mobilization; advancing universal health; and The Ministry will also continue to advocate for the provision of essential medicines, vaccines, and health technologies, including engagement with national and international tertiary institutions to strengthen its health capacity including equitable access to a quality health product and advancing the true meaning and realization of the right to health and other human rights to reduce inequities.
Furthermore, it is imperative that the Ministry strengthens it capability to address the components and deliverables of the Health Strategic Plan.

There will be an enhanced focus on emergency and disaster preparedness and response; improved international health regulations; and mechanisms and core capacities for essential health services and interventions for Mental Health and Psychological Support Services (MHPSS).
In addition, the Ministry intends to aggressively pursue health promotion and disease prevention through a life course approach, focusing on populations at higher risk, including women, neonates, children, adolescents, and older persons.
Moreover, the Ministry reaffirms its strong commitment regarding prevention, effective management, and, where possible, elimination of communicable diseases, including HIV/AIDS, Tuberculosis and Syphilis and prevention and control of NCDs, including MNS disorders, focusing on risk factor reduction and management of NCDs which align with the WHO Best Buys and other evidence-based interventions, as applicable, and adapted to the national situation.
The Ministry is keenly aware of, and has contributed to discussions, resolutions and agreements reached at the Seventy-fifth World Health Assembly in May 2022, which addressed priority issues for the Region.
These include, but are not limited to, a draft implementation road map for NCD prevention and control 2023-2030 which is relevant to diabetes; obesity; people living with other NCDs and neurological disorders as it works with key stakeholders, in achieving the goals of the 2030 Agenda for Sustainable Development.

the review, with The Ministry has observed and analysed the main challenges faced during the period under identifying, and implementing strategies and solutions to overcome them.
Therefore, the technical partnership provided by PAHO and CARPHA will be imperative in ensuring the capacity of the sector to adapt and innovate to strengthen its trajectory as a fit for purpose public good.

intention of distilling learned, lessons In alignment with its new agenda, the Ministry has commenced discussion relative to the digital transformation of the health sector.
This process aims to facilitate the equitable access to information and communication technology tailored to various units and patient care to facilitate decision-making, effective action and optimal health 14-2 outcomes.

The Ministry recognizes that there may be concerns associated with privacy and confidentiality, thus it will be necessary to develop the appropriate regulatory frameworks to support the establishment of a digital public health service.
The Government is committed to, human resource management and development.

Therefore, the Ministry will continue to implement its 'people strategy' and provide specialist training opportunities to bolster particularly for our nurses and doctors.

This will serve to strengthen institutional alignment and agility, foster excellence at every level, and provide inspiring leadership for change.

In addition, priority will be given to filling key positions and succession planning.
Small Island Developing States (SIDS) like ours are among the countries and territories most vulnerable to climate change and its health impacts.

Thus, the Ministry recognizes the need for a robust health sector response through the identification of health co- benefits in climate change mitigation measures.

Consequently, the Ministry of Health collaborated with PAHO and CARICOM Member States on a WHO Special Initiative on Climate Change and Health in Small Island Developing States.
An action plan for Caribbean countries and territories was developed that aims to protect their populations from the adverse health effects of climate variability and change.

The plan also embraces use of evidence to foster greater understanding of the impacts on health, preparing health systems and building the health argument for investments and implementation of preparedness for climate risks and 'building out' of climate smart health facilities such as hospitals and health centres.
The Ministry continues to emphasize the importance of legislation as a framework for the realization of the right to health and resolves to strengthen national legal frameworks for rights- based approaches to health issues.
In addition, the Ministry will also continue to work in strengthening key healthy settings, enabling community participation and empowerment, and civil society engagement and expanding equitable access to comprehensive, quality, people- and community centered health services as part of an integrated health service delivery network.
Moreover, a priority agenda item is enhancing governance and private sectoral partnership to work to improve health and well-being and address the social determinants of health and strengthening health systems and services through a health promotion approach to decrease the burden of NCDs including a cancer registry and control programme, and better meet people's expectations and ensure the inclusion of persons in situations of vulnerability.
In conclusion, the Ministry cannot meet its deliverables without the strengthening of skills and competencies provided by the strong technical cooperation of its regional and international friends and partners.

Noteworthy are the Government and people of the Republic of China (Taiwan) and the Government of Cuba.
Such cooperation has boosted St. Kitts and Nevis' efforts to prevent and control communicable diseases and strengthened its overall core capacities for a sustained and 14-3 more resilient health system, particularly its response to the COVID-19 pandemic.

These bi-lateral relationships will continue to play a critical role as we implement our post-COVID-19 SIS Agenda.

Hon.
Hon.

Dr. Terrance Drew Minister of Health 1.2 Executive Summary Over the period 2021 – 2022, the Ministry of Health (MOH) has functioned within the framework of its Strategic Plan and the SKN COVID-19 Response Plan to guide health outputs.
However, as the pressures associated with the SARS-CoV-2 pandemic for the health care system continue to ease, it is imperative the MOH return its focus to delivering against the transformative commitments outlined in the Strategic Plan for Health and the broader relevant commitments within the Government's agenda.

Throughout the pandemic, the Ministry of Health worked tirelessly in response to five main waves associated with the COVID-19 pandemic.
Due to the COVID-19 vaccination programme, citizens were protected, and staff provided outstanding care to affected patients, including a new service for those who might go on to experience long- term, protracted issues associated with COVID-19 infection.

Noteworthy is that St. Kitts and Nevis has achieved an overall COVID-19 vaccine coverage rate of 57.2 percent with 58.6 percent coverage on St. Kitts.
We are pleased that these efforts have resulted in the discontinuation of all COVID-19 protocols as at August 16, 2022.

The Ministry of Health will continue to monitor the impact of COVID-19 on the health system and treat patients with COVID-19 or long COVID in accordance with the empirical clinical guidelines and evidence-based standard in primary, community, and secondary healthcare settings.
Particular attention will be paid to the needs of those at higher risk of serious illness, including the immunosuppressed, and supporting systems to provide the right communication to these vulnerable groups.

At the same time, the Ministry has done everything possible to keep wider essential services functional to reduce backlogs as it continues to collaborate with key partners in the public sector and other organizations to protect the health and safety of our people.
These efforts were guided by the deliverables outlined in the National Strategic Plan for Health.

In 2023, the Ministry will maximize efforts for a 'steady state' sustainable COVID-19 vaccination operating model.

This will efficiently interface with influenza and wider routine immunizations to deliver a service that works for all and can effectively respond to further outbreaks and new variants.
In this regard, as part of our wider response to infectious viruses the MOH will continue to monitor the emergence and spread of the Monkeypox virus.

This disease is rarely fatal and is part of the same viral family as Smallpox.

As a result, our population that is 62 years of age and older, having been vaccinated against Smallpox, retain some level of immunity that will offer protection against Monkeypox.
Public service announcements and educational sessions for medical practitioners about Monkeypox disease have been its epidemiological disease undertaken.

Moreover, the MOH has strengthened 14-4 surveillance system to include rapid identification of Monkeypox cases, testing capabilities and case investigation and reporting protocols.

The Ministry's Strategic Plan for Health continues to be the guiding strategy for the health sector.
This document outlines a far-reaching programme of transformation with ambitions to improve healthcare outcomes and reduce healthcare disparities to ensure that patients and consumers receive high quality and safe care.
The Strategic Plan for Health will be updated in 2023 and covers the following twelve broad priority areas: 1) Family Health; 2) Chronic Non-Communicable Diseases (NCDs); 3) Communicable Diseases; 4) Human Resources; 5) Mental Health and Substance Abuse; 6) Health Policy and Legislation; 7) Health information; 8) Medicine and Supplies; 9) Health Financing; 10) Research; 11) Disaster and Health Emergency Preparation; and 12) Expanding Strategic Partnerships.
With a focus on primary health care, community health aims to reduce the burden of disease and create a healthier population by addressing the physical, mental, and emotional well-being of individuals within the communities.

Despite challenges faced during the COVID-19 pandemic, community physicians and nurses have managed to maintain routine community clinics including Infant and Toddler; School Health; Maternal and Child Health; Family Planning/Pap Smear Screening; HTN and DM Clinic and Men's Health.
Within the Federation, NCDs account for over 80% of all illnesses and deaths, with cancer and complications of diabetes being the leading causes.

The epidemic of NCDs poses devastating health consequences for individuals, families and communities, and threatens to overwhelm the health system.

The socioeconomic costs associated with NCDs place a strong focus on the prevention and control of these diseases as a major development.
Under the NCD Programme, interventions aimed at reducing the burden of NCDs and the main modifiable risk factors continue to be undertaken.

In addition, the Ministry intends to enhance cancer screening and early detection services, including the development of a cancer registry and deliver improved performance against cancer waiting time standards and care.
The efforts under the ambit of the NCD Programme will be supported by the completion of the development and drafting of the Sugar Sweetened Beverage (SSB) Policy and the Tobacco Control Legislation respectively.

With the assistance of PAHO a Human Resource for Health (HRH) electronic platform is being established.
It consists of an online registration system for nurses, doctors, dentists, pharmacists, and allied medical professionals which will facilitate the development and sustainability of an urgently needed comprehensive database for health.

Such a system will improve forecasting of HRH needs and facilitate continuing professional education which should align with renewal of license for doctors and other 14-5 health professionals.
As part of this process the Ministry will collaborate with PAHO as a new five-year PAHO HRH Plan is developed.

The significant psychosocial impact of the COVID-19 pandemic on the population has highlighted the need for stronger integration of mental health interventions into primary care through the implementation of the MhGAP.
The development and establishment of policies and programmes for mental health is therefore a critical part of the national effort to improve overall mental health in the Federation.

Work on the Mental Health and Psychosocial Support Services (MHPSS) Plan and Standard Operating Procedures (SOPs) continued throughout 2022.
These documents will provide the toolkit to strengthen the services of the St. Kitts and Nevis Mental Health and Psychosocial Committee by providing overall guidance and coordination of services, activities, and assessments for best practices.

Further, the MOH aims to develop a National Substance Abuse Prevention and Control Programme during 2023.

The aim of this initiative is to increase awareness about substance use and abuse and includes drug prevention interventions.
It also aims to create healthy and positive environments for adolescents and youths to reduce and discourage drug use, foster early identification, timely treatment, and rehabilitation.

The Ministry deems it critical to engage in public- private partnerships relative to mental health and substance abuse through working with volunteer and community partners to mental health and psychosocial services for younger children and adults, and emergency mental health service needs.
increase access to The COVID-19 pandemic has demonstrated that the successful delivery of health care services depends on rich cooperation and partnerships.

The MOH must therefore deepen and cement existing partnerships locally, regionally and internationally and forge new ones to effectively deliver quality health care, to key and vulnerable populations.

In 2023, the MOH will endeavor to access the 'hard-to-reach' communities in the Federation, that is, the youths, males and migrant communities.
The Ministry must take advantage of the new opportunities arising from the establishment of these partnerships, ensuring that all MOH stakeholders and other partners continue to work collaboratively.
Partnership will reduce barriers to ensure that all those with a role to play in healthcare at a local level can collaborate effectively, building on their respective expertise to assess and sustainably address the needs of the communities they serve and drive forward the transformation of services that will improve health outcomes.
14-6 1.3 Management Representation Statement This report is presented on behalf of the Ministry of Health and comprises the plans and priorities for the utilization of resources for the 2023 fiscal year.

To the best of my knowledge, the information provided in this document is accurate and was compiled subsequent to comprehensive consultation and collaboration with key personnel within the Ministry.
Dr. Delores Stapleton Harris Permanent Secretary Section 2: Ministry Overview 2.1 Mission Statement People First, Quality Always 2.2 Planning Overview 2.2.1 Ministry's Strategic Objective vs Government's Directions The MOH continues to embrace the Sustainable Development Goals, particularly number 3- Family Health, Good Health and Well-Being and has adopted an ambitious position of reform.
Through the PAHO Essential Public Health Function Assessment (EPHFA) Project and technical support from PAHO, the National Strategic Plan for Health 2023 -2027 will be developed.

The Plan will establish the medium-term strategic priorities for advancement of the health sector in St. Kitts and Nevis over the next four years.

The defined areas of priority are intended to guide the Ministry's work and are in alignment with the Government's policy direction and agenda.
The main strategic goal being to empower individuals and families to manage their own health and strengthening of the building blocks of the national health system to improve health outcomes.

The Ministry remains committed to the four guiding principles which underpins the formulation and execution of the National Strategic Plan for Health.
2.2.2 Ministry's Annual Objectives vs Strategic Objectives The annual objectives are intended to support ongoing efforts by the Ministry to the communicable, non- decrease morbidity and mortality associated with communicable and other diseases and conditions, as well as improve the overall health of the population which are outlined below.
14-7 • • • • • • • • • • • • • • • • • • • • • • • • • Streamline and implement the Chronic NCD (CNCD) Action Plan Strengthen protocols and procedures to address existing and emerging viruses Strengthen protocols and procedures for effective management of Chronic NCDs (CNCDs) Build capacity for community-based actions Strengthen capacity for surveillance of CNCDs Promote healthy eating within homes schools and workplaces Promote importance and benefits of physical activity among the entire population Establish a true national aedes aegypti mosquito index Implement extensive source reduction for aedes aegypti Establish HIV prevalence using most appropriate scientific measures Strengthen policies and multi-sectoral response to HIV Institutionalize evidence-based and culturally sensitive behaviour change interventions Implement a mix of biomedical and behaviour modification interventions Establish the epidemiological features for care of mothers and their newborns Implement comprehensive packages for care of mothers and their newborns Upgrade vaccine storage facilities and inventory management Train key staff in cold chain management Develop National Policy for health and wellness of children, adolescents and youths Implement National Child, Adolescent and Youth Wellness Policy Reform oral health programme in schools Intensify oral health information and education Streamline integrated health care for older persons Regulate privately-owned facilities for older persons Strengthen mental health delivery Undertake comprehensive reviews of existing national health policy and legislative framework • Modernize all outdated regulations and develop new instruments as appropriate • • • • • • • • • • • • • Mobilize Conduct sector-wide assessment of human resources for health (HRH) needs Develop medium term HRH policy Institutionalize the discipline of operational planning Formalize succession planning Conduct Health Metrics Network Assessment Phased implementation of National Health Information System Strengthen personnel
 management at Central Medical Stores Upgrade supplies management system Improve physical conditions of all health infrastructure Establish a standing Health Advisory Committee Develop and implement health research agenda Streamline National Health Emergency Management Plan financial and material requisite human, resources to support implementation of National Health Emergency Management Plan Provide specialist training for health workforce Stimulate community and health sector involvement Develop a strategic partnership plan Develop and implement partner engagement strategies • • • • • Measure and report on progress of health sector.
14-8 2.2.3 Modifications to the Ministry's Strategic Directions During the Year A significant modification to the Ministry's Strategic Direction in 2023 will be the confirmed establishment of systems to address health concerns inclusive of emerging viruses in a post- COVID-19 environment.

2.2.4 Main Activities Contributing to the Annual Objectives 1.

Continued efforts to strengthen the Ministry's governance and develop capacities 2. to implement its functions in the best cost-effective manner.
Increased commitment to the Public Health Sector for affordable, accessible, and adequate services in St Kitts and Nevis.

3.

Capacity to plan, implement and monitor proposed interventions and activities to achieve success in the priority areas outlined in the Executive Summary.
2.2.5 Main Challenges to Achieve Annual Objectives It is anticipated that the main challenges in 2023 will be: • • • • • the Non-Communicable Diseases phenomenon Sustaining a resilient health infrastructure to combat new and emerging diseases and climate change.

Surmount modification.

Develop sustained health care financing.

Establishing a formal Human Resource for Health Unit (HRH).

Fast-tracking the Health Policy/Legislation Agenda.
for behaviour 2.2.6 Achievement of the Strategic Objectives over a Multi-Year Time Horizon The Ministry recognizes the importance of planning and has committed to its National Strategic Plan for Health which covers the 5-year period 2017-2022.
The Ministry has endeavoured to achieve its objectives incrementally over that period - recognising the importance of (a) the necessary budgetary resource allocations from the national budget; and (b) forging new public/private partnerships geared at the advancement of the health agenda.
This strategy will be reviewed in 2023 to ensure the ongoing investments in robust health services, protection of citizens from new and emerging diseases, promotion of human technological infrastructural development in achieving further improvement in the health status of the population are pursued as the MOH recalibrates to a post-COVID-19 environment.
resource capacity and resilient 14-9 2.2.7 Impact of Previous Year's Results on the Current Year's Expenditures The continued execution of the National Strategic Plan for Health and the build-out of several infrastructural developments are expected to roll over to 2023.

Moreover, owing to the unexpected expenditure in relation to the COVID-19 pandemic, global supply chain crisis and the new development agenda, the Ministry has re-prioritized recurrent programmes and establish new plans for 2023.
In 2023 the Ministry intends to accelerate its execution of plans as compared to previous years, thus meeting its main goals and targets.

2.3 Capital Projects Information 2.3.1 Major Capital Projects 1.

Health Sector Improvement - Health Centers and Purchase of Equipment 2.

Construction of St. Peter's Health Center 3.

4.

Purchase of Medical Equipment 5.


Construction of New Hospital Institutional Enhancement Project 2.3.2 Other Projects Judged Important 2.3.3 Status Report on Major Government Projects INSTITUTIONAL ENHANCEMENT The overall objective is to improve health care services provided at all tertiary health care institutions which include primarily, the JNF Hospital, Pogson Medical Centre, Mary Charles Hospital and the Cardin Home Custodial Care Facility.
The Ministry of Health retains its strong collaboration with the Public Works Department to build out its projects and improve the health sector infrastructure.

1.

Cardin Home Custodial Care Facility The intent under this project in 2022 was to implement infrastructural upgrades to the various sections of the Facility.

With the support of the Public Works Department, the Ministry of Health was able to conduct the relevant background assessment of the renovation needs and produce a detailed scope of work.
It is anticipated that work will accelerate in 2023.

14-10 2.

Pogson Medical Centre PV System Solarization Project The severity of the impact of climate change and other natural hazards on health and health systems is increasingly evident.

Climate change already has adverse health effects and undermines the "right to health" as cited in the Paris Agreement.
The goal of this project is to increase climate resilience within the health sector and to contribute to the overall sustainable development agenda of St. Kitts through the implementation of climate change adaptation and mitigation measures including the transitioning from fossil fuel to renewable forms of energy.
The Pogson Medical Centre Solar PV Plant Project will be financed through a US$50,000 grant from the International Solar Alliance (ISA) and implemented by the Energy Unit in the Ministry of Public Infrastructure, et.al.

The project will include the development, engineering, procurement, construction, and commissioning of a 19.6 KW Solar PV.

3.
3.

Hospital Information System Implementation Project the Project to high priority and has The project is ongoing and is being implemented in a phased manner and in collaboration with the Government of the Republic of China (Taiwan).

Progress on implementation to date has been slow.


However, the Ministry of Health has upgraded the status of local telecommunication entities regarding the upgrading of the ICT network infrastructure at health facilities to facilitate the full implementation of the hospital information and data management systems.
It is envisaged that with an improved HIS diagnostic evaluation result will be enhanced, patient care information will be more accessible, referral and waiting period would be improved with e-medicine.

Further, the Ministry will ensure that the system(s) comply with published data and technology standards, including standards for cyber security and digital maturity for secondary uses, for example population surveillance, and planning and research, where appropriate.

re-engaged with 4.
re-engaged with 4.

Magnetic Resonance Imaging (MRI) Unit Implementation project Indications are, that throughout the Caribbean region there is a growing demand for access to medical diagnostic imaging services.

The Government of St. Kitts and Nevis, therefore, has embarked on a mission and has committed as a priority to develop and install a fully functional Medical Resonance Imaging (MRI) Unit at the JNF Hospital.
During 2022, negotiations have been ongoing, and a formal agreement has been reached with International Med-X, the primary supplier of the Phillip Insignia Ambition MRI machine which is manufactured by PHILLIPS.

The Phillips Insignia Ambition is a cutting-edge imaging system and is being manufactured on behalf of St. Kitts and Nevis at a cost of US$1,240,000.

The other aspects of the Project will include the development of architectural plans and the construction of the building to house the MRI unit.
Upon completion in 2023, the MRI imaging services in St. Kitts will become available for local, regional and international clients.

14-11 Health Sector Improvement Project – Community Based Health Services The overall objective of this ongoing project is to improve the health care services provided at all primary health care institutions which include the network of health centres.

Achievements were made in two key areas: 1.


The Ministry of Health procured eleven backup generators which are currently being installed at each of the health centres throughout St. Kitts.

The overall aim of the backup generator project is to ensure continuation of service at the health facilities in the event of an electricity power outage and to ensure the maintenance of the cold chain for critical medicinal supplies and devices kept in cold storage on site.

2.
2.

The Ministry of Health in collaboration with the Department of Environment and with funding by the Caribbean Community Climate Change Centre (CCCCC) acting as the Implementing Agency, undertook a project to install backup water systems at all health centres and annexed primary schools and Day Care Centres.

The installations have been completed.

Continuing Projects: i.


Upgrade to Health Centres Through this initiative, the Ministry of Health aims to build on the success gained through the initial infrastructural upgrades at health centres which were completed over the 2019 – 2020 period.

Specifically, the Ministry is proposing to add new spaces at the Molineux, Dieppe Bay and Saddlers Health Centres in order to address the shortage of operational space at these facilities.
Affected areas will include the creation of office space for District Medical Officers, examination rooms, environmental health office, staff general areas, additional toilet facilities and upgrade to outdated sewage and septic systems.

ii.

Upgrade to ICT Infrastructure at Health Centres This component will see the phased execution of the laying of fibre optic cables at health centres to facilitate ICT network interconnectivity among all health facilities by 2023.
The outputs from the project will include network interconnectivity to the overall Government Wide Area Network (GWAN) initiative and installation of security systems.

The implementation of the network will create an innovative, technological infrastructure to facilitate e-connectivity among health workers and departments.

14-12 iii.
14-12 iii.

Design of the New Basseterre Health Centre The design of the new Basseterre Health Centre which will include the vital components of a main community public health facility, including environment and maintenance units will be completed by end of 2023.

The facility will expand on the existing structure which is old and lacks the required space and therapeutic environment for the effective and efficient delivery of primary health care services to a large group of urban consumers.
Other health sector improvement initiatives would support infrastructural development at both the hospital and community levels to enable the effective delivery of quality, affordable and accessible healthcare.
2.4 Transfer Payment Information The Ministry of Health remains obligated to the following Transfer Payment Entities: • World Health Organization (WHO) • • • • Pan American Health Organization (PAHO) Caribbean Public Health Agency (CARPHA) Caribbean Association Medical Council (CAMC) Caribbean Accreditation Authority for Education in Medicine and Other Health Professionals (CAAM-HP) • World Paediatric Project (WPP) • International Atomic Energy Agency 14-13 Section 3: Ministry Summary Portfolio E. 14 - Manage Health Care and Social Security Responsibility Centre 14 - Ministry of Health and Social Security Officer in Charge Permanent Secretary Goals/Global Objectives To ensure healthy population development by sustaining a cost effective, optimal level of health care which is appropriate, accessible, affordable and acceptable to the citizens and residents of St. Kitts and Nevis Financial Summary Programme Expenditures Expenditures Expenditures Expenditures Expenditures Planned Estimated Projected Projected Actual 2021 2022 2023 (in thousands) 2024 2025 14151 - Provide Administrative Support 14152 - Deliver Healthcare in Communities 12,555 11,463 5,912 14,022 3,480 16,256 4,020 14,686 3,560 14,120 14153 - Provide Healthcare through 47,533 50,035 74,053 62,569 61,605 Institutions 14154 - National Health Insurance Total 111 71,662 100 70,069 100 100 100 93,889 81,375 79,385 14-14 Section 4: Programme Summary Portfolio Programme E. 14 - Manage Health Care and Social Security 14151 - Provide Administrative Support Responsibility Centre 14 - Ministry of Health and Social Security 151 - Office of Policy Development and Information Management Officer in Charge Permanent Secretary Goals/Global Objectives To provide effective policy and administrative management and guidance towards maintaining a healthy Nation Objective(s) for 2023 1.To promote health sector community risk management Expected Results 1 2.To update national health policies and 1 regulations Sub-Programme: Performance Indicators Number of training events on
 disaster management held for health and health related workers Number of health regulations revised and updated 01030 - Provide Administrative policy and planning support 01035 - Monitor Public Health Situation/Trends 04325 - Mental Health Day Facility Services 04326 - Disaster Mitigation 14151 - Invest in Health 14151 - Manage Telecommunication Service Participation in Regional and International Organizations Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 (in thousands) 2,200 10,065 291 2,593 3,000 319 3,116 364 3,156 500 364 3,197 364 Total 12,556 5,912 3,480 4,020 3,561 Recurrent Capital Transfer Budgetary Grant Principal Repayment Net Lending 14-15 Portfolio Programme E. 14 - Manage Health Care and Social Security 14152 - Deliver Healthcare in Communities Responsibility Centre 14 - Ministry of Health and Social Security 151 - Office of Policy Development and Information Management 152 - Community Based Health Services Officer in Charge Permanent Secretary Goals/Global Objectives To ensure that all members of the family have the opportunity to reach their full potential for healthy and productive lives Performance Indicators Percentage of persons diagnosed and receiving required antiretroviral treatment Maintain vaccine coverage for all children above 95% Percentage of activities implemented Percentage of children (0-11) against BCG Percentage of children (0-11) against Pentavalent Percentage of children (0-11) against MMR 1 Percentage of work programme monitored and evaluated Percentage reduction in dental caries, extractions and periodontal diseases in children Percentage of households showing breeding sites Number of children dying under one year of age or No.
of live births per 1,000 live birth Number of deaths due NCDs Percentage of general population categorized as obese Percentage of high-risk population screened for cervical cancer Objective(s) for 2023 1.To achieve global treatment target for HIV 2.To immunise all children with the approved set of vaccine 3.To implement activities in support of national, regional and international health initiatives 4.To maintain immunization coverage among young children 5.To monitor and evaluate programme of work at Community Health Services 6.To reduce dental caries, extractions and periodontal diseases in children 7.To reduce household index for aedes aegypti mosquito 8.To reduce infant mortality rate 9.To reduce mortality for Non- Communicable Diseases (NCDs) 10.To reduce obesity among population groups 11.To reduce the morbidity and the mortality rates of women with precancerous and cancerous cervical conditions through pap smear analysis Expected Results 75% 98% 100% 97% 96% 99% 100% 10% 3.6% 20.6 81 35% 100% 14-16 Sub-Programme: 01035 - Monitor public health situation and trends 01202 - Monitor Sanitation 01203 - Monitor Solid Waste Management 01207 - Monitor Water Quality and Food Control 01208 - Promote Proper Nutrition 01210 - Promote the Prevention of Non-Communicable Diseases 01211 - Promote HIV/AIDS awareness 01213 - Administration of Community Based Services 01216 - Provide Dental Healthcare 01218 - Deliver Community Psychiatric Care 14152 - Monitor Health and Environmental Conditions 14152 - Promote Good Health and Illness Prevention Provide Family Healthcare Services Provide Environmental Health Services 01231 - Support the Solid Waste Management Corporation 01226 - Control Vectors 01227 - Provide Port Health Services 01229 - Clean and Maintain Drains 1415210 - Health Sector Improvement Project Provide Healthcare through Community Centers Participation in Regional and International Organizations 14152 - Invest in Community Based Health Services 1415212 - Purchase of Vehicle 1415213 - Construction of Tabernacle
 Health Center 1415213 - Construction of Tabernacle Health Center 1415214 - Construction of St. Peter's Health Center 1415215 - STEPS Survey Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 (in thousands) 10,945 518 12,022 2,000 14,756 1,500 13,936 750 13,620 500 Total 11,463 14,022 16,256 14,686 14,120 Recurrent Capital Transfer Budgetary Grant Principal Repayment Net Lending 14-17 Portfolio Programme E. 14 - Manage Health Care and Social Security 14153 - Provide Healthcare through Institutions Responsibility Centre 14 - Ministry of Health and Social Security 151 - Office of Policy Development and Information Management 153 - Institution Based Health Services Officer in Charge Director Goals/Global Objectives To provide quality health care services to the Nation Objective(s) for 2023 1.To process patients for admission or discharge for hours after accessing care at Accident and Emergency Department Sub-Programme: Expected Results Performance Indicators 85% Percentage of patients requiring care at the Accident and Emergency department will be admitted or discharged within four (4) hours 01246 - Procure and Distribute Pharmaceuticals and Medical Supplies 01258 - Dispense Pharmaceuticals 14153 - Provide Health Support Services, and Medical Supplies Provide Administrative and Maintenance Services Deliver Healthcare through Hospitals Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 (in thousands) 44,224 3,309 43,035 7,000 56,553 17,500 57,569 5,000 58,605 3,000 Total 47,533 50,035 74,053 62,569 61,605 Recurrent Capital Transfer Budgetary Grant Principal Repayment Net Lending 14-18 Portfolio Programme E. 14 - Manage Health Care and Social Security 14154 - National Health Insurance Responsibility Centre 14 - Ministry of Health and Social Security 154 - National Health
 Insurance Officer in Charge Permanent Secretary Goals/Global Objectives To provide National Health Insurance and ensure financial risk protection for those in need of health care in the Federation of St. Kitts and Nevis Sub-Programme: 20116 - Invest in National Health Insurance Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 (in thousands) 111 100 100 100 100 Total 111 100 100 100 100 Recurrent Capital Transfer Budgetary Grant Principal Repayment Net Lending 14-19 S T .
I K T T S A N D N E V S E S T M A T E S I I , 2 0 2 3 ( I C A P T A L P R O J E C T S ) C .

 .
P r o e c t j 1 4 1 5 3 I I I - / f 1 0 3 , 7 3 2 , 0 8 3 6 , 5 0 0 , 0 0 0 S u b t o t a l 8 2 , 5 1 1 , 0 8 3 3 , 5 0 0 , 0 0 0 6 0 , 0 0 0 , 0 0 0 1 , 0 0 0 , 0 0 0 7 , 7 0 0 , 0 0 0 5 0 0 , 0 0 0 1 4 , 8 1 1 , 0 8 3 2 , 0 0 0 , 0 0 0 S u b t o t a l 2 1 , 2 2 1 , 0 0 0 3 , 0 0 0 , 0 0 0 1 4 1 5 2 1 4 C o n s t r u c t i o n o f S t .
P e t e r ' - H e a l t h C e n t r e s a n d I - C O M M U N T Y B A S E D H E A L T H S E R V C E S I 1 1 , 3 2 1 , 0 0 0 1 , 5 0 0 , 0 0 0 9 , 9 0 0 , 0 0 0 1 , 5 0 0 , 0 0 0 - - - - - - - - 1 4 , 0 0 0 , 0 0 0 2 0 , 5 0 0 , 0 0 0 4 , 3 4 7 , 4 1 2 1 4 , 0 0 0 , 0 0 0 1 7 , 5 0 0 , 0 0 0 3 , 3 0 8 , 7 9 5 1 0 , 0 0 0 , 0 0 0 1 1 , 0 0 0 , 0 0 0 - 4 , 0 0 0 , 0 0 0 4 , 5 0 0 , 0 0 0 2 , 5 0 4 , 2 7 1 R E V E N U E D E V A D / I R E V E N U E D E V A D / I - - - - 2 , 0 0 0 , 0 0 0 8 0 4 , 5 2 4 R E V E N U E 3 , 0 0 0 , 0 0 0 1 , 0 3 8 , 6 1 7 1 , 5 0 0 , 0 0 0 1 , 5 0 0 , 0 0 0 5 2 0 , 5 8 8 R E V E N U E 5 1 8 , 0 2 9 R E V E N U E 14-20 P R O J E C T N A M E $ C o s t E s t i m a t e d T o t a l $ $ R e v e n u e L o a n s $ A d i l D e v e o p m e n t $ T o t a l E s t i m a t e d E x p e n d i t u r e 2 0 2 3 $ $ 3 2 0 2 e r u t i d n e p x E d e t a m i t s E l a t o T $ t n e m p o e v e D l i d A $ s n a o L e u n e v e R $ $ l a t o T d e t a m i t s E t s o C $ 2 1 4 , 7 4 3 , 4 0 0 0 , 0 0 5 , 0 2 0 0 0 , 0 0 0 , 4 1 - 0 0 0 , 0 0 5 , 6 3 8 0 , 2 3 7 , 3 0 1 f / b L A T O T E M A N T C E J O R P j t c e o r P .
o N 0 0 0 , 0 0 6 , 0 2 $ y r t s i n M i l a t o T E U N E V E R E U N E V E R - - E U N E V E R 3 2 5 , 4 6 0 , 0 1 - - - E U N E V E R 1 8 8 , 0 1 1 1 8 8 , 0 1 1 0 0 0 , 0 0 1 0 0 0 , 0 0 1 - - - - - 6 1 8 , 2 2 5 , 4 1 0 0 0 , 0 0 6 , 0 2 0 0 0 , 0 0 0 , 4 1 - - - - - - 0 0 0 , 0 0 6 , 6 9 0 1 , 1 4 9 , 0 6 1 L A T O T - - - 3 5 6 , 7 0 8 , 2 0 0 0 , 0 0 0 , 6 2 6 5 9 , 9 6 5 , 5 2 I I I e s a h P - - D V O C r o t c e S h t l a e H 0 0 0 , 0 0 1 0 0 0 , 0 0 1 7 1 4 , 1 3 8 , 2 7 1 4 , 1 3 8 , 14-21 .
C ) S T C E J O R P L A T P A C I ( 3 2 0 2 , I I S E T A M T S E S V E N D N A S T T K I .
T S 15 - Ministry of Sports and The Creative Economy Report on Plans and Priorities for the Year 2023 Volume 2 December 2022 15 - Ministry of Sports and The Creative Economy Table of Contents Section 1: Minister's Message and Executive Summary Minister's Message Executive Summary Management Representation Statement Section 2: Ministry Overview 2.1 Mission Statement 2.2 Planning Overview 2.2.1 Ministry's Strategic Objective vs Government's Directions 2.2.2 Ministry's Annual Objectives vs Strategic Objectives 2.2.3 Modifications to the Ministry's Strategic Directions During the Year 2.2.4 Main Activities Contributing to the Annual Objectives 2.2.5 Main Challenges to Achieve Annual Objectives 2.2.6 Achievement of the Strategic Objectives over a Multi-Year Time Horizon 2.2.7 Impact of Previous Year's Results on the Current Year's Expenditures 2.3 Capital Projects Information 2.3.1 Major Capital Projects 2.3.2 Other Projects Judged Important 2.4 Transfer Payment Information Section 3: Ministry Summary Section 4: Programme Summary Capital Projects Estimated Expenditure Page 1 1 2 4 5 5 5 5 6 6 6 7 7 7 7 7 7 8 9 10 15 Section 1: Minister's Message and Executive Summary 1.1 Minister's Message As the Minister responsible for Sports and the Creative Economy, I am pleased to present an overview of the Fiscal Plans for 2023 and thank the hardworking members of this Ministry for their contributions and dedication.
The re-imagined Departments of Culture, Entertainment and Talent Development were, from August 13, 2022 combined and styled the Ministry of Sports and the Creative Economy, a name which more aptly reflects the expansive developmental potential of folkloric, cultural and creative enterprise in St. Kitts and Nevis.

No longer must our people see art and creativity as just hobbies but instead as viable vehicles for their own and the country's prosperity.
We vehemently believe that the creative industries, buttressed by our extremely skilled and untapped homegrown talents, possess the significant economic potential to drive innovation and entrepreneurship and to enrich lives locally and globally through the value created from these exploits.
No matter the age, gender or chosen creative or cultural disciplines of our practitioners, it will therefore be our Ministry's task for 2023 and beyond to develop the requisite enabling environment through policies and plans that foster and support creative and cultural endeavours towards increasing their local, regional and international access, visibility and marketability.
It is important to emphasize that while there will be a vigorous thrust to develop the creative economy, the role within this Ministry to preserve, protect and document our history and our tangible and intangible culture remains paramount.

Our Ministry is insistent that present and future generations must learn, enjoy, be inspired by our heritage.

The Ministry continues its efforts to elevate sports as a premier medium of empowerment and as a national and individual socio-economic good.
Entrenched in our policies and activities for 2023 is the belief that a healthy and active population can reap the bevvy of physical, mental, and economic benefits of physical education, quality sport, physical activity and sport recreation.

As such, it calls for our Department of Sports to execute tiered approaches that promote and support sport from national to grassroots levels.
This includes, but will not be limited to, effective and efficient management of our sport facilities, strengthening the reach of our National sport federations, supporting athletes and sporting organizations and strengthening the work of the National Sports Council and the implementation of the National Sports Policy.
St. Kitts and Nevis has irrefutably and masterfully displayed our ability to host international sporting events and within this ability lies great opportunities to bolster our sports tourism product.

We will continue to foster our relationships with local, regional and international sporting partners and consultants to meet and surpass international standards, build local capacity and push toward sporting excellence in a rapidly growing sports sector.
The work of this Ministry will be hinged on principles of collaboration, whether through public- private partnerships or inter-ministerial alliances, innovation, capacity building, people empowerment, accountability, transparency, and inclusion to ensure that our fiscal and strategic plans are executed well, with the widest reach and most responsible management and use of our state resources.

Hon.
Hon.

Samal Duggins Minister of Sports and The Creative Economy 1.2 Executive Summary The Ministry will create a synergistic relationship between its two departments in 2023 to deliver on the promise to enhance the overall quality of life at the community level.

By providing a programme of activities, the communities will get opportunities for greater engagement and involvement, leading to healthier lifestyles.
We have also identified social partners with whom we share common goals of greater social participation, focused people development, increased health and wellness and cultural enrichment within the communities.

Department of Sports The Department of Sports continues to experience major challenges with managing its physical structures throughout the island.
There are several instances of vandalism, therefore the Department has had to engage community-based groups to assist with the management and caretaking of these facilities.

It has been determined that this arrangement will assist in ensuring the sustainability of these valuable infrastructure.

The partnership between the Ministry of Education and the Department of Sports continues to bear fruit through the Health and Wellness Programme.
However, to ensure that each student is exposed to the fundamentals of each of the seven (7) disciplines offered by the Department, work will be undertaken with the Ministry of Education to modify the Programme in order to facilitate the rebirth of competition in our primary and secondary schools.

The Department of Sports has overseen the completion of an audit of our sporting facilities and human capacities on both St. Kitts and Nevis facilitated by the National Sports Council.
This exercise will ensure that the Department makes data-informed decisions that reflect equity and prudent use of resources, paving the path for greater collaboration with our national sporting associations and federations.

One of our greatest treasures are our athletes who are our ambassadors and the most effective marketing tool for the Federation.
Therefore, the Department intends to roll out a campaign to prominently feature and bring recognition to our athletes in all disciplines, both past and present.

15-2 The Department of Sports will also focus on: • • • • The continued development of human capital through training and capacity building, coaching seminars and training sessions for the ground staff at each facility.

Improvement in our maintenance plan by upgrading equipment used and putting in place better management and reporting systems.
All facilities will have a maintenance plan and schedule.

Revision.

and creation of new usage contracts to ensure responsible use and financial accountability.

Equipping athletes, coaches and parents with the knowledge and the 'know how' for identifying "Doping in Sports".

The Creative Economy The time to formalize the creative and cultural industries is here, with the introduction and development of the Department of the Creative Economy.
It is vital to create a thriving Orange Economy to significantly assist our Creatives in reaching the world stage and facilitating revenue generation.

It is of utmost importance to underscore the critical role that the creative and cultural arts play in energizing growth keeping St. Kitts and Nevis on the competitive edge and as an approach in creating economic growth and diversity.
Additionally, it is imperative that the Creatives and cultural practitioners be provided with an environment that empowers them with a focus on markets, policies, funding, education, talent development, technology and innovation.

In support of these efforts, the St. Kitts and Nevis Creative Industry Registry (SKNCIR) is being reorganized, redesigned and restructured to enable enhanced records and alignment with demands in the market.
In addition, it will help organize members, outline best industry practices and expose them to regional and international markets afforded by multilateral agreements and conventions that St. Kitts and Nevis has signed such as the CARICOM Single Market Economy (CSME) and UNESCO.
The Ministry has affirmed to uphold the mandate of the Intangible Cultural Heritage (ICH) Secretariat which was established in 2022 by continuing the work of preserving and promoting our culture through: ICH Policy ICH Infrastructure and Human Resource ICH Website ICH Inventory 1.

2.

3.

4.

5.
2.

3.

4.

5.

Safeguarding activities The Department of the Creative Economy effectively achieved funding of US$91,000 from UNESCO to develop the ICH Policy and strategic plan which would then be included in the National Creative/Cultural Policy.

With the successful approval and implementation of the ICH under the 2003 convention, the Department intends to submit to UNESCO a proposal for the Diversification of Cultural Expression (DCE) under the 2005 Convention.
This measure will ensure that artists, cultural professionals, and practitioners can create, produce, disseminate, and enjoy a broad range of cultural goods, services, and activities, both locally and internationally.

15-3 The Department will build on the established programs to further expand the current folklore/performing arts programmes in our various schools.

We will endeavour to include two (2) additional private schools and two (2) rural schools.
To further expose the Nation's youth to the Arts, steps will be taken to develop school bands in two (2) schools; as well as three (3) folklore troupes – mokojumbies, giant-despair, and clowns.

As the aim of the Department is to expose all facets of our society to the art forms, the Ministry will seek to forge partnerships with other Line Ministries.
The most vital will be the collaboration with the Ministry of National Security, Citizenship and Immigration, the Ministry of Social Development and Gender Affairs and the Ministry of Youth Empowerment, Ageing and Disabilities which allow engagement with the most vulnerable in the society, the differently-abled, the elderly and the Boys Mentorship Programme.

The Ministry of Health will be engaged to implement therapeutic programs.
The Ministry aims to bring innovative and trendy programs that attracts all of our stakeholders.

The resumption of the cultural policy will take effect in 2023 starting with a consultative process.

A special focus will be placed on staff professional development so that they are equipped with modern skillsets and knowledge.
Initiatives such as Road to Digitization of Archives, Arts Conventions, Season of the Arts, National Creative Registry Revamp, Creatives' Business Academy and many artistic competitions are new and exciting ventures for the Creative Economy.

It is the Ministry's aim to employ a collaborative approach to realizing its aims and objectives.
The Ministry must continue to holistically address the needs of the citizenry through its agencies of sports development, cultural/creative education services, career advancement and talent export.

It is with this in mind that the nurturing of attitudinal and leadership values in our young people is of paramount importance.
Human capital, creativity and cultural content lend to the ascent of new services and industries that harness the cultural intelligence and entrepreneurial spirit of our nationals and provide revenue streams and employment opportunities.

1.3 Management Representation Statement On behalf of the Ministry of Sports and the Creative Economy, I present the Annual Report on Plans and Priorities for 2023.
This document provides an accurate representation of the Ministry's objectives for the use of the resources provided in 2023.

This work plan is reflective of a consultive and collaborative process that saw meaningful dialogue with departments within the Ministry in assisting to guide its overall objectives and priorities.

The report takes into consideration the vision, mission and needs of our Federation in the areas of sport development, youth empowerment and enhancing the cultural landscape.
It is my opinion that this document will serve as an important tool and a working guide for the operations of the Ministry of Sports and the Creative Economy for 2023 and beyond.

Valencia Syder (Ms.) Permanent Secretary 15-4 Section 2: Ministry Overview 2.1 Mission Statement The Ministry's objectives align with the Government's policy in the development of our human capital.
The Government has embraced the Sustainable Development Goals and the Ministry is proud to map its initiatives against the overall goals of the Government.

The vision to build healthy, people-focused and culturally strong communities where everyone is allowed to contribute is aptly integrated into the strategic plan of the Ministry of Sports and the Creative Economy.
2.2 Planning Overview 2.2.1 Ministry's Strategic Objective vs Government's Directions Good health and Wellbeing • • • • • • Support for Physical Education in schools Infrastructural improvement in community sport facilities Community sports programme School sport competition Partnership programmes with the Ministry of Heath Cultural activities with the educational institutions Quality Education • • • • Development of Sports tourism Support for national, regional and international cultural festivals Support for national, regional and international tournaments Improve and maintain sporting facilities for community use Industry and Economic Growth • • • Business incubators and entrepreneurial/talent programs Participation in overseas competitions and exchanges Promotion of culture and creative arts through tourism Partnerships • • • • • • Public-Private Partnerships Collaboration with UNESCO, the Commonwealth Secretariat and Taiwanese Mission Collaboration with THUSO on full implementation of the St. Kitts-Nevis National Sports Policy Support the community festivals and cultural activity Collaboration with other Ministries to successfully accomplish the mandate Alliances with foreign agencies and organisations to assist with the development of the creative economy, in both funding and non-funding opportunities 15-5 2.2.2 Ministry's Annual Objectives vs Strategic Objectives 1.
2.

Invest in the development of the human capital within all departments Initiation of public-private consultations to develop national policies and capital projects 3.

Strategically plan for the advancement of the Creative Economy, with a focus on export, talent advancement, and regional/international expansion 4.

Design integrated and forward-thinking programs for the creative and cultural practitioners 5.
Create entrepreneurial, educational, and commercial opportunities for aspiring and seasoned professionals Improve overall management and maintenance of sporting facilities 6.

7.
7.

Positive engagement and involvement of the community in support of national policies 2.2.3 Modifications to the Ministry's Strategic Directions During the Year The restructuring of the Ministry of Sports and the Creative Economy is expected to facilitate a major transformation as it relates to mandates, services, programmes and structures.

2.2.4 Main Activities Contributing to the Annual Objectives Sports and the Creative Economy Sports: 1.

Facility evaluation and maintenance plan 2.


Meet and review with Thuso Group the audit report of their finding 3.

Faculty upgrade plan and implementation 4.

Promote Health and Wellness at the community level through recreational sports 5.

Community outreach for facilities management 6.

Development of facility multi-use model 7.

Decentralization of the Annual Summer Sport Camp 8.

Primary and secondary schools sports programme assessment Creative Economy: 1.

Rebranding and Restructuring of Ministry 2.


Professionalization and standardizing of creative and culture industries 3.

National Creative Economy Registry Revamped 4.

Development of the Intangible Cultural Heritage (ICH) Policy and Strategic Plan 5.

Undertake the digitization and creation of a Virtual Library of Cultural Archives 6.

Establishment of proper stakeholder relationships and partnerships 7.

Development of thriving and sustainable creative arts programs 8.
Initiation of revenue-generating services 9.

Folklore and festivals enhancement 15-6 2.2.5 Main Challenges to Achieve Annual Objectives 1.

The constant vandalism of the sporting facilities around the island.

This result in higher repair and maintenance costs.

Failure of the various communities to assume informal ownership of said facilities results in no one being held accountable.

2.

The lack of qualified human resources.


2.2.6 Achievement of the Strategic Objectives over a Multi-Year Time Horizon The Ministry projects that the fulfillment of its current objectives can be completed within a five (5) year period.

This will be affected by collaboration on several of its projects with both Government and non-government entities.
2.2.7 Impact of Previous Year's Results on the Current Year's Expenditures The implementation of the St. Kitts-Nevis National Sports Policy 2020-2025 and the continuation of several facility upgrades are expected to roll over into 2023.
2.3 Capital Projects Information 2.3.1 Major Capital Projects • • • • • • Upgrading Sporting Facilities - Phase 2 Upgrade of St. Mary's Pavilion Upgrade of Conaree Playing Field Upgrade of Tabernacle Playing Field Caribbean Premier League (CPL) Games Upgrade of Kim Collins Athletic Stadium - Phase 2 2.3.2 Other Projects Judged Important • • Upgrade of Landscaping and Heavy Equipment Procurement of African Drums 15-7 2.4 Transfer Payment Information SPORTS: Len Harris Cricket Academy World Anti-Doping Agency Regional Anti-Doping Agency THE CREATIVE ECONOMY: National Handicraft and Cottage Industry (Craft House) National Carnival 15-8 Section 3: Ministry Summary Portfolio E. 15 - Manage Sports and The Creative Economy Responsibility Centre 15 - Ministry of Sports and The Creative Economy Officer in Charge Permanent Secretary Goals/Global Objectives To implement sports and cultural programmes that are geared towards the social and economic development of the citizens of St. Kitts and Nevis Financial Summary Programme 15161 - Provide Administrative Support 15123 - Develop Sports and People via Sports 15124 - Support and Promote Creative Economy Expenditures Expenditures Expenditures Expenditures Expenditures Planned Estimated Projected Projected Actual 2021 2022 2023 (in thousands) 2024 2025 751 731 1,355 1,372 1,389 8,020 6,415 11,402 5,264 5,006 3,297 5,851 6,392 5,850 5,870 Total 12,068 12,997 19,149 12,486 12,265 15-9 Section 4: Programme Summary Portfolio Programme E. 15 - Manage Sports and The Creative Economy 15161 - Administer Office of the Permanent Secretary Responsibility Centre 15 - Ministry of Sports and The Creative Economy 161 - Administration Officer in Charge Permanent Secretary Goals/Global Objectives To administer Sports and the Creative Economy Objective(s) for 2023 1.To monitor and ensure Ministry's initiatives align with Government policy directives 2.To realize measured improvements in the management of Ministry resources Sub-Programme: Expected Results 2 Performance Indicators Number of
 workshops for staff training sessions and September 2023 Date to deliver programmes designed to manage the Ministry's resources 02764 - Provide Administrative Support 02765 - Administer Telecommunications Services 02766 - Manage the Secretariat 00272 - Support the Secretariat Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 (in thousands) 751 731 1,355 1,372 1,389 Total 751 731 1,355 1,372 1,389 Recurrent Capital Transfer Budgetary Grant Principal Repayment Net Lending 15-10 Portfolio Programme E. 15 - Manage Sports and The Creative Economy 15123 - Develop Sports and People via Sports Responsibility Centre 15 - Ministry of Sports and The Creative Economy 123 - Sports Department Officer in Charge Sports Coordinator Goals/Global Objectives To foster growth and development of Sports in order to encourage active participation of our youth in all aspects of nation building Objective(s) for 2023 1.To build capacity in key areas: Turf Management, Pitch preparation, and discipline coaching courses 2.To cement relationship with Ministry sports regarding of Education programme 3.To collaborate with international agencies and countries to assist with technical expertise 4.To maintain and develop sporting facilities by establishing community councils Expected Results 3 Performance Indicators Number of training sessions designed to build capacity in key areas 6 2 Number of meetings to assess and re- affirm the development of sporting disciplines within schools Number of bilateral agreements/MOUs to establish partnerships to provide technical expertise November 2023 Date for the establishment of community councils 5.To provide participating sporting events support in local and to teams regional 4 Number of local and regional sporting events held Sub-Programme: 15123 - Develop People through Sports Programs and Sports Tourism 15123 - Invest in Sports Development Financial Summary
 Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 (in thousands) 3,004 5,016 3,416 2,999 4,822 6,580 4,864 400 4,906 100 Total 8,020 6,415 11,402 5,264 5,006 Recurrent Capital Transfer Budgetary Grant Principal Repayment Net Lending 15-11 Portfolio Programme E. 15 - Manage Sports and The Creative Economy 15124 - Support and Promote Creative Economy Responsibility Centre 15 - Ministry of Sports and The Creative Economy 124 - Department of Creative Economy Officer in Charge Sports Coordinator Goals/Global Objectives To create and sustain an enabling environment to increase the economic value of the cultural and creative industries Objective(s) for 2023 1.Initiation of National Creative/Cultural Policy 2.To advance the skillset and professional development of staff 3.To connect and strengthen the community and improvement of talents and skills of cultural and creative practitioner 4.To enhance the existing school programs in primary and secondary schools 5.To maintain the mandate of ICH Secretariat and continue the work of preserving and promoting culture 6.To provide a nurturing environment the Cultural and Creative for practitioners 7.To transform the Department to realign its mission and services to serve the needs of the Creative and Cultural Industry Expected Results 4 Performance Indicators Number of consultations with stakeholders Number of developmental specialized training (4) workshops (2) and Quarterly celebration and recognition of culture in various villages across the island dubbed "We Village Dat" Number of workshops in Pan, Dance, Arts Management, Fife and Cuantro, The Arts of Music, Drumming Number of Art competitions (2) and for Professional and (3) Showcases emerging artists Expansion of dance and music programs into 2 rural 2 private schools Provide sufficient human resources adequate instruments and Development of school bands, drum core and folklore troupes
 Creation arts showcases in schools Commencement of ICH Policy competition and of 6 4 5 5 4 October 2023 5 4 January 2023 4 ICH Inventory and Safeguarding Activities April 2023 Date for the revamp of the National Creative Registry July 2023 Date to begin the process of digitization of the Department October 2023 Date to establish the Arts and Culture Library March 2023 Date to launch Project TRANSFORM: Rebrand, Restructure, Reconnect, etc 15-12 Sub-Programme: 00257 - Provide administrative, HR, and logistic support 00259 - Support the National Handicraft & Cottage Industry (Craft House) 00266 - Support the National Carnival 00270 - Manage Intangible Cultural Heritage (ICH) project 15124 - Invest in Creative Economy 01002 - Provide Support for Entertainment and Talent Development 15-13 Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 3,297 (in thousands) 5,420 431 5,830 562 5,850 5,870 Total 3,297 5,851 6,392 5,850 5,870 Recurrent Capital Transfer Budgetary Grant Principal Repayment Net Lending 15-14 - / f 8 3 , 8 7 6 , 3 2 7 6 , 6 4 2 , 1 5 0 S u b t o t a l 9 0 , 2 5 4 9 0 , 2 5 4 6 2 , 1 5 0 6 2 , 1 5 0 S u b t o t a l 8 3 , 7 8 6 , 0 7 3 6 , 5 8 0 , 0 0 0 2 , 5 0 0 , 0 0 0 7 5 0 , - P h a s e I I 1 5 1 2 3 2 3 U p g r a d e o f S t . '
- P h a s e I I U p g r a d e o f S t .
P a u s , l i L m e K i l n , N e w t o w n , H a l f w a y 8 , 8 4 7 , 8 9 6 2 4 , 2 8 3 , 6 2 9 2 , 5 0 0 , 0 0 0 3 , 1 0 0 , 0 0 0 9 7 8 , 2 7 0 8 0 0 , 0 0 0 9 0 0 , 0 0 0 9 0 0 , 0 0 0 7 0 0 , 0 0 0 1 0 0 , ( C P L ) G a m e s 4 1 , 5 7 6 , 2 7 8 2 , 4 3 0 , 0 0 0 - - - - - - - - - - - - - - - - - - - - - - 6 , 6 4 2 , 1 5 0 4 , 2 9 0 , 8 5 4 6 2 , 1 5 0 6 2 , 1 5 0 - - R E V E N U E 6 , 5 8 0 , 0 0 0 4 , 2 9 0 , 8 5 4 7 5 0 , 0 0 0 8 0 0 , 0 0 0 9 0 0 , 0 0 0 9 0 0 , 0 0 0 7 0 0 , 0 0 0 1 0 0 , 0 0 0 4 7 7 , 5 9 1 R E V E N U E 4 9 , 9 5 8 R E V E N U E 1 5 7 , 7 5 1 R E V E N U E 1 9 , 1 6 9 R E V E N U E - - R E V E N U E R E V E N U E 2 , 4 3 0 , 0 0 0 3 , 5 8 6 , 3 8 5 R E V E N U E 15-15 S T .
I K T T S A N D N E V S E S T M A T E S I I , 2 0 2 3 ( I C A P T A L P R O J E C T S ) C .

 .
$ $ $ $ A d i l D e v e o p m e n t $ T o t a l E s t i m a t e d E x p e n d i t u r e 2 0 2 3 $ , 2 4 1 , 7 $ $ l a t o T $ t n e m p o e v e D l i d A $ .
C ) S T C E J O R P L A T P A C I ( 3 2 0 2 , I I S E T A M T S E S V E N D N A S T T K I .

 .
o N E U N E V E R 2 1 5 , 5 2 7 - E U N E V E R - - 0 0 0 , 0 0 5 0 0 0 , 0 0 5 6 6 3 , 6 1 0 , 5 0 5 1 , 2 4 1 , 7 - - - - 4 5 8 , 0 9 2 , 4 0 5 1 , 2 4 6 , 6 - - - - - - $ $ $ 0 5 1 , 2 4 6 , 6 7 2 3 , 6 7 8 , 3 8 f / b L A T O T 0 0 0 , 0 0 5 0 0 0 , 0 0 2 , , 0 0 5 0 0 0 , 0 0 2 , 2 l a t o t b u S - 1 3 3 , 2 4 4 , 3 0 5 1 , 2 4 1 , 7 8 5 6 , 8 1 5 , 15-16 16 - Ministry of Sustainable Development Report on Plans and Priorities for the Year 2023 Volume 2 December 2022 16 - Ministry of Sustainable Development Table of Contents Section 1: Minister's Message and Executive Summary Minister's Message Executive Summary Management Representation Statement Section 2: Ministry Overview 2.1 Mission Statement 2.2 Planning Overview 2.2.1 Ministry's Strategic Objective vs Government's Directions 2.2.2 Ministry's Annual Objectives vs Strategic Objectives 2.2.3 Modifications to the Ministry's Strategic Directions During the Year 2.2.4 Main Activities Contributing to the Annual Objectives 2.2.5 Main Challenges to Achieve Annual Objectives 2.2.6 Achievement of the Strategic Objectives over a Multi-Year Time Horizon 2.2.7 Impact of Previous Year's Results on the Current Year's Expenditures 2.3 Capital Projects Information 2.3.1 Major Capital Projects 2.3.2 Other Projects Judged Important 2.3.3 Status Report on Major Government Projects 2.4 Transfer Payment Information Section 3: Ministry Summary Section 4: Programme Summary Capital Projects Estimates Expenditure Page 1 1 2 7 8 8 8 8 8 9 9 9 9 9 10 10 10 10 11 12 13 21 Section 1: Minister's Message and Executive Summary 1.1 Minister's Message As this new Government maps its development agenda of people centered planning, the Ministry of Sustainable Development (MOSD) is again positioned as the Government's focal point and one of the lead Ministries in the
 transition to a sustainable island state.
As a country, committed to embracing the new goal of a transition to a sustainable island state, this Ministry becomes even more critical in its centralizing position.

As Minister with responsibility for sustainable development, the charge to support this transition through an integrated sustainable development framework is most welcome.
The MOSD provides the integrated planning framework to support the implementation of policies, programmes and measures to facilitate and regulate the economic, social and physical development of St. Kitts and Nevis.
Additionally, this Ministry facilitates actions to prevent, mitigate and or reverse environmental degradation through education, scientific and technological advancement, setting new standards, and resource mobilization, which will ultimately contribute to poverty reduction and improved livelihood.

The year 2022, will remain synonymous with the social and economic recovery from the COVID- 19 global pandemic.
It has been a time of extraordinary social turbulence and economic uncertainty globally, with far reaching consequences locally.

The 2023 budget therefore must reflect our resilience and our readiness to full recovery.

In securing a sustainable future, every citizen of St Kitts and Nevis will be premised on two integrated sustainable planning principles which include people and policies.
Establishing a competitive business environment which anchors and grows a sustainable economy, where all citizens can equally participate will guarantee economic and social security for citizens, residents and visitors alike whilst paving the way for more resilience to future economic and environmental shocks.

Hence, the Ministry is committed to deliver its goals in a sustainable manner in all aspects of our society, the economy and the environment.
Consequently, the primary goal is to manage our resources and achieve a better balance between the sustainability pillars, providing the foundation for national development built on attainment of a Sustainable Island State (SIS) Agenda which is based on the new vision in line with the 2030 Sustainable Development Goals (SDGs).
In 2023, the MOSD will seek to deliver on the critical projects identified and we will scaffold our plans on the tenets of public sector management which are accountability, sustainability, good governance and transparency.

We renew our commitment to provide insight within the limitations of the exceptional circumstances of a post COVID- 19 the Government's socio-economic and physical development measures to be achieved in 2023.
Crucial to the successful transition to an economy built on integrated sustainable planning, the agenda is the prioritization of policymaking, participatory planning and people centered project implementation.
transition, while covering Therefore, while we are determined to implement our vision to provide relevant support and advice towards the recovery of our economy, the Ministry is also committed to accelerating actions towards the sustainable development of the island state; economically, socially, ecologically and physically.

The Ministry is mandated to provide opportunities to facilitate all citizens to be a part of the solution.
It is strongly believed that in a fast-paced world, achieving a balance for sustainable development is not an overnight feat, but we must continue to highlight our determination to deliver on our commitment to gradually drive positive change for a better future.

We must continue to make a real contribution to our people's lives.

We can only do this by keeping our approach to sustainability at the heart of the way we live and do business.
Therefore, in light of the new Government's vision and mandate, the Ministry of Sustainable Development is committed to its role as one of the lead Ministries to support the way forward for the Federation.

Hon.

Dr. Joyelle Clarke Minister of Sustainable Development 1.2 Executive Summary The Ministry of Sustainable Development has the critical role of leading the Government's effort in attaining its sustainable development goals for our country.
To meet this objective, the Ministry provides the strategic direction, policy planning, and administrative support which would enable the Government to take the informed decisions required for the social, physical, economic, and urban development of St. Kitts and Nevis.
As the Government strives to rebuild our economy as a result of the economic, social and environmental fallout from the COVID-19 pandemic, the Ministry intends to channel our resources to assist in the investment and economic growth of our Federation.

The mandate of the Ministry is executed through the work of six (6) Departments or Programmes.

These are Administration; Public Sector Investment Planning; Physical Planning; Statistics; Lands and Surveys; and the Urban Development Unit.
The Ministry through these programmes, intends to proffer the requisite advice to promote the reignition of public and private sector investment which would lead to sustainable social, physical, and economic growth and development.
For 2023, the Ministry's additional objectives are (1) to facilitate data-driven decision- making by the collection and upkeep of accurate statistics, (2) to promote the sustainable use of land and physical development, (3) to facilitate the equitable distribution and management of Crown Lands, (4) to advise on future development needs that would accentuate the social, economic and physical aspects of the island without adversely affecting the environment, and (5) adopt and implement an Urban Resilience Plan.
16-2 The Ministry will initiate new initiatives for the 2023 financial year, including: (1) Commence the development of a medium-term Public Sector Investment Programme strategy and manual and digitization of some PSIP functions.
(2) Collaborate with the St. Kitts Tourism Authority to develop a Visitor Expenditure Survey (3) Implement an Urban Resilience Plan (4) Partner with the Ministry of Agriculture, Fisheries, Marine Resources and Cooperatives to conduct an Agricultural and Fisheries Census (5) Protect and Rehabilitate the Independence Square (6) Update the National Physical Development Plan The Administration Unit plays a pivotal role in the management and coordination of Crown Lands.
The Unit processes applications daily for residential, commercial and industrial development, and the Special Land Distribution Initiative.

In addition to regular Crown Lands for residential purposes, the Unit also processes applications for lands under the Village Lands Freehold Purchase Act of 1996 and also the processing of applications for the Alien Landholders Licence.
The goal of the Unit for 2023 is to continue with the provision of access to new developments and the installation of water and electrical infrastructure in at least an additional eight (8) developments.

Attention will also be given to the following areas: Improving the management of Crown Lands 1.

2.

Eliminating corruption and fraudulent activities through a more transparent and accountable process Improving the management of leased lands.

3.
3.

Throughout 2021, the Department of Public Sector Investment Planning (PSIP) continued to engage with key development partners in order to advance sustainable development.

This included the United Nations (UN) Multi-Country Office for Barbados and the Eastern Caribbean in regard to the review and adoption of the UN Multi-country Sustainable Development Cooperation Framework (MSDCF) (2022-2026), which was adopted by the Federation in February 2022.
The MSDCF now sets the stage for the planning and implementation of UN development activities in-country for the next five for Sustainable years with Development.

As a follow-on, the Federation adopted in June 2022 a UN Country Implementation Plan for St. Kitts and Nevis (2022-2023) which seeks to enhance contributions by the UN Development System.
the broader view of achieving the 2030 Agenda St. Kitts and Nevis continues to make significant strides toward the achievement of the Sustainable Development Goals (SDGs) despite challenges experienced with SDG monitoring due to gaps in required data.
Throughout 2022, with technical assistance from United Nations Economic Commission for Latin America and the Caribbean (UN ECLAC), the Department oversaw the preparation of the Federation's first Voluntary National Review – a presentation of the country's efforts and achievements related to the SDGs.

This exercise brought together national stakeholders to ensure a highly representative report which will be presented at the UN High Level Political Forum in July 2023.
16-3 Leading up to this event, a series of sensitization activities through videography and public engagement activities will bee undertaken in order to capture more impactfully the work being done in relation to the SDGs.

Further, the Department will oversee the review and reorganizing of the National Sustainable Development Coordinating Committee as the overarching mechanism to support SDG monitoring.
The Green Climate Fund (GCF), as the world's largest climate fund continues to emerge in the region as the premier source of climate finance including support for capacity building.
The Department as the GCF National Designated Authority (NDA) continued to leverage the GCF Readiness and Preparatory Support Programme to produce significant results in 2022 including the development of formal procedures for operation of the NDA, (i) (ii) the formulation of an Urban Resilience Plan, (iii) commencement of formulation of a National Development Planning the Framework (2023-2037), (iv) review of the structure and operating procedures for the meteorological offices, (v) screening of national institutions to become Direct Access Entities to the GCF, and (vi) formulation of GCF Concept Notes targeting improved water resilience, climate smart agriculture and coastal protection.
The support from the Readiness Programme will continue in 2023 geared toward (i) improving the capacity of the private sector to access climate finance, and (ii) improving the capacity of the national emergency management agencies in regard to climate sensitive disaster risk management.

In 2022, work continued under the Global Environment Facility funded project 'Improving Environmental Management through Sustainable Land Management' for which the Department has oversight.
Activities undertaken in 2022 included (i) completing Biodiversity Baseline Assessments and developing Biodiversity Management Strategies for two Key Biodiversity Areas (KBAs), and (ii) assessing forest landscape restoration opportunities.
Work under this five-year project will continue in 2023, specifically related to: (i) updating the National Physical Development Plan and National Building Codes, (ii) improving systemic capacity for coordinated action in Sustainable Land Management, Biodiversity Conservation and Climate Smart Agriculture through training, and (iii) commencing the largest restoration initiative on forest landscapes in St. Kitts and Nevis.
Also, the Department has been reconfigured with an emphasis on project oversight hence a name change to the Department of Public Sector Investment Planning.
Attention will be paid to formalize the structure of the PSIP Department to close government-wide capacity gaps related to (i) medium term strategic and capital investment planning, (ii) project development and writing, (iii) project appraisal including economic, social, environmental and climate related cost/benefit analyses, (iv) project monitoring and reporting, and (v) general project cycle management including risk mitigation.
In 2022, the Department of Physical Planning (DPP) readied itself to embark on the process of providing a new framework for the orderly and progressive development of the island of St. Kitts for another fifteen-year period.

The previous 15-year National Physical Development Plan (NPDP) was in operation for the period 2006-2021.
16-4 The 2006 Plan was created with the expectation that it would enable the public and private sectors with the opportunity to forge a partnership towards ensuring that St. Kitts would develop in such a manner, that social, economic, and physical benefits would be accrued without adversely affecting our environment.
Through consistent targeted training of existing staff and the filling of key staff positions, the DPP has sustainably ensured its readiness to provide advice on socio-economic growth and development matters and related issues such as transportation, heritage conservation, natural resource preservation, parks and other areas of recreation, the provision of affordable housing, economic development, and the creation of sustainable communities.
With its three sections, Forward Planning, Geographical Information Systems (GIS) Lab and Development Control working in unison, the DPP was able to consistently provide the much-needed technical advice and support to key projects that were initiated in 2022.
The DPP, which acts as the Secretariat of the Development Control and Planning Board (DCPB), will continue to provide technical support to the DCPB and assist with fulfilling its mandate of advancing the purpose of the Development Control and Planning Act.
In 2023, the DPP will continue to build on the work done in 2022 with the establishment of a Building Code Review Committee that will assess the building regulations with the goal of ensuring that future developments are more resilient and climate friendly.

The DPP will also take a lead role in advising on the implementation of key foundational projects under the Urban Resilience Plan for Greater Basseterre.
These foundational projects will ensure a sustainable path to the achievement of the objectives of the plan while securing its alignment with the updated fifteen- year National Physical Development Plan for St. Kitts.
The Department of Statistics remains focus in its support to its parent ministry - the Ministry of Sustainable Development - "to produce quality statistical information for policy and planning decision making" that will promote the sustainable economic growth and development of St. Kitts and Nevis, and an improved standard of living for its people.
The Department will strive to fulfil its mandate in 2023 by providing a wide range of social and economic statistics for use by various government ministries, departments, and other agencies, as well as the private sector and public.

During 2022, the Department resumed its dissemination of regular social and economic statistical information, and preparations for the 2021-2022 Population and Housing Census.
The Census being an important assessment of the housing stock and characteristics of the population is pivotal to the developmental agenda for the next ten (10) years.

In 2022, the Department focused chiefly on the completion of the Population and Housing Census, whilst other initiatives such as the creation of a Statistical Business Register Database and the new Consumer Price Index were postponed to a 2023 launch.
Additionally, the Department of Statistics has committed to collaborate with the Ministry of Agriculture, Marine Resources and Cooperatives to conduct an Agriculture and Fisheries Census, which aims to enhance their ability to properly plan for the sustainable development of Agriculture and Fishing sectors.
Also, the Department of Statistics has committed to a collaboration with the St. Kitts Tourism Authority to conduct a Visitor Expenditure and Experience Survey, with the objective of updating the statistics needed for current assessment and forward planning in the tourism industry.

16-5 Efforts toward the recovery of our local economy after the slowdown due to COVID-19 was one of the strategic objectives of the Ministry throughout the 2022 fiscal year.
The Department of Lands and Surveys primary function to facilitate the equitable distribution and management of Crown Lands became critical during the slowdown.

To this end, the Department continues to be the primary provider of spatial data for the various ministries within the Government.

As such, during 2022, the Department executed several boundary or cadastral surveys; subdivision designs and layouts; boundary checks and retracements; and topographic and As-built surveys.
Among them are the execution of boundary and topographic surveys of seven (7) schools for the Ministry of Education; the completion of As-built surveys for the Ministry of Social Development and Gender Affairs; assistance to the St. Kitts Electricity Company Limited (SKELEC) and the Water Services Department with the installation of the respective services on several projects; and the mapping of a new reservoir location in the Lodge Mountain area.
Our team has continued to conduct assessments of applications for the purchase of individual plots of Crown Lands and Village Freehold Lands on St. Kitts.

The Department has enhanced its investigation techniques and improved on its response time while implementing a database for the tracking of the application process.
The Department continues with the densification of the country's National Control Network and has commenced a project to catalog the accessibility and usability of the existing controls including the updating of witness diagrams.

In addition, the process of planning for the implementation of a Continuous Operating Reference System (CORS) in 2023 has started.
This will involve the installation of Geodetic grade GNSS receivers throughout the Federation for the continuous mapping and coordinating of specific locations.

This would improve the efficiency of the Department's data collection practices and advance the geospatial sector of the economy while catering for a smooth transition into the baseline framework for the implementation of the Federal Cadastre.

Finally, the Urban Development Unit (UDU) is a new addition to the Ministry of Sustainable Development.
The physical urban renewal and development combined with the promotion of economic development, social inclusion and environmental protection, is the main focus of the UDU.

The UDU and its partners in government, civil society, communities, the private sector, professionals, and the academic community, continue to be supportive of the 2030 Agenda on Sustainable Development; especially SDG 11 - making our urban centres of Basseterre, Sandy Point and Cayon, inclusive, safe, resilient and sustainable.
In 2022, the UDU in partnership with its stakeholders, would have successfully completed the Urban Resilience Plan (URP) for Greater Basseterre.

The URP is a 15- year guide to enhancing the resilience of Greater Basseterre.

The plan is organized around five thematic program areas; Protect, Revitalize, Access, Shift and Engage and three cross-cutting thematic priorities; Leadership, Capacity and Finance, each with its own set of objectives, projects, and outcomes.
The UDU is committed to achieving its goals through a strategic approach.

The Unit is championing the vision of SDG Goal 11 but will remain cognizant of all the 16-6 SDGs, and have intent to work with other agencies in developing necessary programmes.

The UDU will continue to work on its objectives, with the implementation of proposed initiatives of the Urban Resilience Plan.
For 2023, the workplan of the UDU will initiate the implementation of projects and programs which are considered foundational to the success of the URP.

The UDU will also aim to promote cooperation between Government, the private sector and other stakeholder, in order to stimulate growth, liveability and innovation within the local urban context.
1.3 Management Representation Statement To represent the Ministry of Sustainable Development at a time when the Federation is poised for new visionary and economic development is quite a humbled privilege to me as the new Permanent Secretary in the Ministry of Sustainable Development.

This document represents the clear intentions of the achievable plans and programmes through the maximization and sustainable use of all resources available to us at the Ministry for 2023.
All of the Departments of the Ministry, through collaborative and strategic planning, were engaged in its preparation.

Hence this is a true representation of the combined skills, capabilities and expertise of the personnel within the Ministry of Sustainable Development.

Undoubtedly, this document will become part of the chronicles of the vision for development as the Ministry plays a critical role in devising a better way and a brighter future for our beloved Federation.
Sherilita Shez Dore-Tyson Permanent Secretary 16-7 Section 2: Ministry Overview 2.1 Mission Statement To provide information and advice which would enable the Government and private sector to formulate policies and successfully execute the plans for the sustainable social, physical and economic development of the Federation of St. Kitts and Nevis.
2.2 Planning Overview 2.2.1 Ministry's Strategic Objective vs Government's Directions Government's policy direction for the Ministry is: • • • To create a sustainable social, economic and physical environment.

To foster a competitive, vibrant environment that expands to include both local and foreign investors, while promoting productivity and economic growth.
To restructure and transform the economy so that it is driven mainly by tourism, agriculture, information technology, manufacturing and financial services.

2.2.2 Ministry's Annual Objectives vs Strategic Objectives The 2023 Annual Objectives for the Ministry are: 1.

Provide guidance on the sustainable social, economic and environmental development of St. Kitts and Nevis 2.
Enhance coordination amongst stakeholders, public and private sectors and civil society, to foster sustainable development and investment 3.

To provide timely and relevant statistics to facilitate sound, data-driven decision making 4.

To advise on future development needs that would accentuate the social, economic and physical aspects of the island without adversely affecting the environment 5.

To facilitate the equitable distribution and management of Crown Lands 6.
Adopt and implement the Urban Resilience Plan 7.

Provide support to Cabinet through data driven decision making 8.

To improve project appraisal, monitoring and evaluation 16-8 2.2.3 Modifications to the Ministry's Strategic Directions During the Year The 2021 Population and Housing Census has not been completed as planned and requires careful oversight to ensure completion early in 2023.

2.2.4 Main Activities Contributing to the Annual Objectives 1.
Undertaking of the Agricultural Census - in collaboration with the Ministry of Agriculture, Fisheries, Marine Resources and Cooperatives 2.

Undertaking Visitor Expenditure and Experience Survey – in collaboration with the St. Kitts Tourism Authority (SKTA) 3.

Development of a Medium Term PSIP Strategy and PSIP Manual; Digitization of PSIP Functions 4.

Training in Economic and Social Development Indicator Reporting and Forecasting 5.
Update of the National Physical Development Plan Implementation of the Urban Resilience Plan 6.

2.2.5 Main Challenges to Achieve Annual Objectives Main Challenges to achieve annual objectives 1.

Limited human resource capacity and need for improved capacity building 2.

Cultural dynamism among younger working population – need for change in attitudes and level of commitment 3.
Need for improved collaboration and coordination across Ministries 2.2.6 Achievement of the Strategic Objectives over a Multi-Year Time Horizon Resources will be used to meet the Long-term Strategic Objectives of the Ministry of Sustainable Development.

2.2.7 Impact of Previous Year's Results on the Current Year's Expenditures The results of 2023 will be impacted by the previous year's challenges in several ways.
The economic impact of COVID-19 is still lingering, and this could affect the available resources for the Ministry.

Secondly the late completion of the 2021-2022 Population and Housing Census, and finalization of its findings could also impact the strategic plans and projects for 2023 as all the possible outcomes could not be included into the planning process.
16-9 2.3 Capital Projects Information 2.3.1 Major Capital Projects The major Capital Projects that the Ministry of Sustainable Development will continue to implement, coordinate and monitor are: - Special Land Distribution Initiative - Construction of Sustainable Development Building - Lime Kiln - National Museum Restoration Project - Rehabilitation of Mansion Beach - Improving Environmental Management through Sustainable Land Management (SLM) - Climate Action Line of Credit (CLAC) Street Lighting Project - St. Kitts and Nevis Population and Housing Census 2021 - St. Kitts and Nevis Agriculture and Fisheries Census - Commercial Infrastructure Development Project 2.3.2 Other Projects Judged Important - Enhanced Country Poverty Assessment (ECPA) - Partnering with the St. Kitts Tourism Authority (SKTA) to undertake a Visitor Expenditure Survey 2.3.3 Status Report on Major Government Projects The creation of a Statistical Business Register Database and the new Consumer Price Index will commence in 2023.
The finalization of the Street and Flood Light Retrofit Project in 2022 was negatively affected by the need to erect 95 new poles.

The Project is slated for completion in 2023.

16-10 2.4 Transfer Payment Information The Ministry of Sustainable Development contributes to the following Local, Regional and International Organizations: 1.

United Nations Development Programme Government Local Office Cost (UNDP-GLOC) 2.

United Nations Environment Programme (UNEP) 3.


Commonwealth Fund for Technical Cooperation (CFTC) 4.
St. Christopher National Trust 16-11 Section 3: Ministry Summary Portfolio E. 16 - Manage Sustainable Development Responsibility Centre 16 - Ministry of Sustainable Development Officer in Charge Permanent Secretary Goals/Global Objectives To provide the necessary policy advice, technical expertise, information, physical planning, and distribution of land resources to provide for economic growth and improved standard of living for St. Kitts and Nevis Objective(s) for 2023 1.To efficiently distribute Crown Lands 2.To efficiently manage Crown Lands 3.To efficiently process Alien Land Holding Licences Expected Results 520 30 days 150 30 days 30 Performance Indicators Number of acres of Crown Lands distributed Turn around requests and allocation of lands time between qualified Number of acres of Crown Lands distributed Turn around requests and allocation of lands Number of Licences processed time between qualified Financial Summary Programme Expenditures Expenditures Expenditures Expenditures Expenditures Planned Estimated Projected Projected Actual 2021 2022 2023 (in thousands) 2024 2025 16171 - Provide General Administration 16172 - Develop Strategic Plans 16173 - Manage Physical Planning 16174 - Collect and Disseminate Statistics 16175 - Provide Support to Control Development 16176 - Register and Manage Land Stock 16177 - Manage Urban Development Unit Total 16-12 Section 4: Programme Summary Portfolio Programme E. 16 - Manage Sustainable Development 16171 - Provide General Administration Responsibility Centre 16 - Ministry of Sustainable Development 171 - Permanent Secretary's Office Officer in Charge Senior Administrative Officer Goals/Global Objectives To provide efficient and effective administrative and management support as well as related policy guidance to the Ministry Performance
 Indicators Number of policies developed or analyzed Average turn around time for developing or analyzing policy proposal Average turn around time for developing Annual Action Programme Objective(s) for 2023 1.To develop and analyse Policies Expected Results 10 15 days 2.To develop and implement Annual 60 days Action Programme Sub-Programme: 01255 - Provide Administration for Central Planning 01256 - Develop and Analyse Policy 03364 - Support St. Christopher National Trust 16171 - Invest in Sustainable Development 16171 - Manage Telecommunication Service Participation in Regional and International Organizations Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 (in thousands) 1,061 3,938 72 1,351 11,400 175 1,783 4,142 175 1,804 3,450 175 1,825 2,650 175 Total 5,071 12,926 6,100 5,429 4,650 Recurrent Capital Transfer Budgetary Grant Principal Repayment Net Lending 16-13 Portfolio Programme E. 16 - Manage Sustainable Development 16172 - Develop Strategic Plans Responsibility Centre 16 - Ministry of Sustainable Development 172 - Public Sector Investment Planning Department Officer in Charge Director Goals/Global Objectives To provide strategic guidance for the economic development of the Federation Objective(s) for 2023 1.Report on the implementation of PSIP Expected Results 4 Performance Indicators Number of quarterly reports on the PSIP produced for the year 2.To report on the progress of the National Development Agenda 3.To undertake Capital Project Prioritization and Compile the Capital Budget September 2023 Sub-Programme : August 2023 Date of report for the National Development Agenda report Date Prioritization and Compile Budget to undertake Capital Project the Capital 01384 - Provide Administrative Support for Strategic Planning 01261 - Develop and Maintain Strategic Plans and Analysis 01265 - Provide Guidance, Monitoring, Evaluation and Reporting on the PSIP 16172
 - Invest in Public Sector Investment Planning (PSIP) Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 (in thousands) 636 300 818 3,393 912 900 930 900 948 500 Total 936 4,211 1,812 1,830 1,448 Recurrent Capital Transfer Budgetary Grant Principal Repayment Net Lending 16-14 Portfolio Programme E. 16 - Manage Sustainable Development 16173 - Manage Physical Planning Responsibility Centre 16 - Ministry of Sustainable Development 173 - Physical Planning Department Officer in Charge Director Goals/Global Objectives To provide a framework to support the implementation of policies, programmes, and measures to control and regulate the development of land and buildings as well as raising public awareness, standard setting, advocacy and resource mobilization, thereby contributing to poverty reduction Objective(s) for 2023 1.To implement a Public Awareness to on campaign inform/update development requirements the department the public for 2.To increase output and efficiency for the review and processing of Land Application requests 3.To provide Geographical Information Services to Government Departments through the provision of map outputs, and to map and digitize all approved residential and development projects 4.To reduce the processing and review time for the different categories of Building Applications Sub-Programme: 01309 - Forward Planning Expected Results Performance Indicators 2 per month Number of awareness programmes on Radio Stations 3 2 weeks 60% 3 weeks Number of Physical Planning Officers trained Time taken to review Land Application requests Percentage of approved developments and development plans digitized taken Time developments application to process residential 8 months Time taken to process Hotel Development applications 3 months Time taken to process commercial/institutional applications 16-15 Portfolio Programme E. 16 - Manage Sustainable Development
 16173 - Manage Physical Planning Responsibility Centre 16 - Ministry of Sustainable Development 173 - Physical Planning Department Officer in Charge Director Goals/Global Objectives To provide the most effective administration of physical planning Sub-Programme: 01308 - Administer Physical Planning 16173 - Invest in Physical Planning Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 (in thousands) 1,870 2,067 2,099 2,132 1,431 37 Total 1,468 1,870 2,067 2,099 2,132 Recurrent Capital Transfer Budgetary Grant Principal Repayment Net Lending 16-16 Portfolio Programme E. 16 - Manage Sustainable Development 16174 - Collect and Disseminate Statistics Responsibility Centre 16 - Ministry of Sustainable Development 174 - Statistics Department Officer in Charge Director Goals/Global Objectives To make available statistical information for planning and policy making Objective(s) for 2023 1.To develop Country Poverty Assessment National Implementation Plan Expected Results Performance Indicators March 2023 Date to convene Enhanced Country Poverty Assessment and disseminate analytical report and related statistics to various stakeholders Date of publication of Balance of Payments Statistics 2.To improve Balance of Payments the adoption of international methodological Statistics based on updated standards and regional best practices November 2023 3.To improve the quality and expand the scope of the price statistics 4.To improve the quality of the National Accounts Statistics (NAS) based on international adopting methodological standards and regional best practices updated June 2023 Date to finalize and publish the Federal Consumer Price Index (CPI) and St. Kitts and Nevis CPI separately June 2023 Period to publish quarterly GDP estimates 5.To update Labour Market Information Statistics for the analysis of employment and unemployment patterns the June 2023 Date to publish the
 Labour Force Survey Sub-Programme: 01267 - Provide Administrative Support for Statistics 16174 - Produce Statistical Reports 16174 - Invest in Statistics Recurrent Capital Transfer Budgetary Grant Principal Repayment Net Lending Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 (in thousands) 1,008 427 1,067 1,221 1,272 1,423 1,297 1,079 1,322 760 Total 1,435 2,288 2,695 2,376 2,082 16-17 Portfolio Programme E. 16 - Manage Sustainable Development 16175 - Provide Support to Control Development Responsibility Centre 16 - Ministry of Sustainable Development 175 - Control Development Officer in Charge Chairman Goals/Global Objectives To provide strategic guidance for the economic development of the Federation Sub-Programme: 01310 - Provide Support to Control Development 01311 - Support to Lands Surveyors Board 01312 - Support to Architect Registration Board Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 (in thousands) 148 284 295 295 296 Total 148 284 295 295 296 Recurrent Capital Transfer Budgetary Grant Principal Repayment Net Lending 16-18 Portfolio Programme E. 16 - Manage Sustainable Development 16176 - Register and Manage Land Stock Responsibility Centre 16 - Ministry of Sustainable Development 176 - Lands and Survey Department Officer in Charge Director Goals/Global Objectives To facilitate equitable distribution and management of lands Objective(s) for 2023 1.To Introduce Land Application Management System 2.To build a reliable spatial data infrastructure of St. Kitts 3.To build the capacity of to manage the and department manipulate land information Expected Results February 2023 3 2 Performance Indicators Date Electronic Data Base is implemented Number of additional areas mapped Number of persons department to manipulate data trained in the 4.To renovate
 office and up-grade office equipment February, 2023 Date by which field equipment will be purchased September 2023 Date by which office equipment will be purchased Sub-Programme: 01284 - Administer Lands 01285 - Provide Surveying Services 08085 - Invest in Lands Management Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 (in thousands) 992 239 1,065 2,500 1,237 950 1,258 950 1,279 872 Total 1,231 3,565 2,187 2,208 2,151 Recurrent Capital Transfer Budgetary Grant Principal Repayment Net Lending 16-19 Portfolio Programme E. 16 - Manage Sustainable Development 16177 - Manage Urban Development Unit Responsibility Centre 16 - Ministry of Sustainable Development 177 - Urban Development Department Officer in Charge Director Goals/Global Objectives To create a safe and harmonious urban environment by redeveloping, redesigning, reconstructing and the revitalization of existing public spaces to enhance the appearance and aesthetics of our city - Basseterre, also Sandy Point and all other areas, where people and nature can co-exist in harmony while it also seeks to create areas for rest and relaxation within urban spaces.
Performance Indicators Date to complete feasibility study and design Date first draft to be delivered Date to complete the required work Objective(s) for 2023 1.To develop an urban nature ecological base - the Basseterre Valley Nature Park 2.To draft Regulation and Act to govern urban development 3.To undertake the removal of derelict vehicles and galvanize fencing in Basseterre Expected Results December 2023 September 2023 December 2023 Sub-Programme: 00399 - Provide Administrative Support 00440 - Manage and Maintain Urban Development 00500 - Support Bus Terminal Invest in Urban Development Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 (in thousands) 116 308 333 100 337 200 342 164 Total 116 308 433 537 506 Recurrent Capital Transfer Budgetary Grant Principal Repayment Net Lending 16-20 ( C L A C ) ( S L M ) , 5 0 0 , 0 0 0 8 , 1 4 3 , 1 5 2 1 5 0 , 0 0 0 - S u b t o t a l 5 7 , 9 8 6 , 5 6 3 2 , 9 0 0 , 0 0 0 l D e v e o p m e n t B u i l i d n g - i L m e K i l n 1 5 , 1 2 4 , 0 7 0 2 5 0 , , 0 2 0 , 0 0 0 1 , 0 0 0 , 0 0 0 2 3 , 1 9 9 , 3 4 1 1 , 5 0 0 , / f 7 3 , 4 7 3 , 7 6 3 3 , 8 0 0 , 0 0 0 S u b t o t a l 1 5 , 4 8 7 , 2 0 0 1 5 , 4 8 7 , 2 0 0 9 0 0 , 0 0 0 9 0 0 , 0 0 0 - - - - - - - - - 1 , 2 4 2 , 0 6 8 5 , 0 4 2 , 0 6 8 4 , 1 9 1 , 6 5 0 - - 9 0 0 , 0 0 0 9 0 0
 , 0 0 0 3 0 0 , 0 0 0 3 0 0 , 0 0 0 R E V E N U E - - - 2 5 0 , 0 0 0 G L O B A L - R E V E N U E 1 , 0 0 0 , 0 0 0 6 2 1 , 8 6 0 R E V E N U E 1 , 5 0 0 , 0 0 0 2 , 7 2 2 , 5 8 4 R E V E N U E 1 , 2 4 2 , 0 6 8 4 , 1 4 2 , 0 6 8 3 , 8 9 1 , 6 5 0 - 1 5 0 , 0 0 0 1 5 8 , 7 5 5 R E V E N U E 1 , 2 4 2 , 0 6 8 1 , 2 4 2 , 0 6 8 3 8 8 , 4 5 1 I F A C L I T Y ( G E F ) I E N V R O N M E N T 16-21 ( I C A P T A L P R O J E C T S ) S T .
I K T T S A N D N E V S E S T M A T E S I I , 2 0 2 3 C .

 .
$ C o s t $ $ R e v e n u e L o a n s $ A d i l D e v e o p m e n t $ T o t a l E s t i m a t e d E x p e n d i t u r e 2 0 2 3 $ , 1 9 1 , 4 8 6 0 , 2 4 0 , 5 8 6 0 , 2 4 2 , 1 - 0 0 0 , 0 0 8 , 3 3 6 7 , 3 7 4 , 3 7 f / $ 3 2 0 2 e r u t i d n e p x E d e t a m i t s E l a t o T $ t n e m p o e v e D l i d A $ s n a o L e u n e v e R $ $ t s o C $ .
.

C ) S T C E J O R P L A T P A C I ( 3 2 0 2 , I I S E T A M T S E S V E N D N A S T T K I .
T S S E T A T S N A E B B R A C I N R E T S A E ) S C E O ( / ) B D C ( K N A B / E U N E V E R N A E B B R A C I 0 0 0 , 5 1 0 0 0 , 5 1 6 0 0 , 0 7 1 6 0 0 , 0 7 1 6 0 0 , 5 2 1 6 0 0 , 5 2 1 0 5 6 , 6 0 2 , 4 4 7 0 , 2 1 2 , 5 4 7 0 , 7 6 3 , 1 - - - 0 0 0 , 5 4 0 0 0 , 5 4 2 2 0 , 0 0 5 2 2 0 , 0 0 5 l a t o t b u S 0 0 0 , 5 4 8 , 3 5 8 7 , 3 7 9 , 3 7 f / c L A T O T y t r e v o P y r t n u o C d e c n a h n E ) A P C E ( 16-22 S t .
, 8 9 2 , 8 0 9 1 , 7 2 4 , 7 1 5 9 6 9 , 2 0 2 4 5 0 , 0 0 0 T O T A L c / f 7 7 , 8 6 6 , 5 9 4 4 , 8 1 4 , 2 0 2 1 6 1 7 4 1 5 i H o u s n g C e n s u s 2 0 2 1 2 , 1 6 8 , 0 9 4 5 1 9 , 2 0 2 - - - - 1 , 5 8 6 , 2 2 9 6 , 4 0 0 , 4 3 1 4 , 6 1 8 , 2 0 5 2 1 9 , 1 5 5 2 1 9 , 1 5 5 1 , 1 8 8 , 3 5 7 4 1 1 , 5 5 5 6 6 9 , 1 5 5 - I N A T O N S T H E U N T E D I - 5 1 9 , 2 0 2 4 1 1 , 5 5 5 I N A T O N S E C L A C R E V E N U E F O O D / .
K i t t s I S T A T S T C S I R E V E N U E / i a n d N e v s P o p u a t i o n l a n d ( I C A R C O M ) / I U N T E D E A S T E R N C O M M U N T Y I ( O E C S ) / I C A R B B E A N I C A R B B E A N S T A T E S 16-23 I O R G A N Z A T O N O F I S T .

I K T T S A N D N E V S E S T M A T E S I I , 2 0 2 3 ( I C A P T A L P R O J E C T S ) C .

 .
$ $ $ $ A d i l D e v e o p m e n t $ $ / f 7 3 , 9 7 3 , 7 8 5 3 , 8 4 5 , 0 0 0 - 1 , 3 6 7 , 0 7 4 5 , 2 1 2 , 0 7 4 4 , 2 0 6 , $ $ t n e m p o e v e D l i d A $ 5 0 2 , 8 1 6 , 4 1 3 4 , 0 0 4 , 6 9 2 2 , 6 8 5 , 1 E U N E V E R - - 5 5 5 , 4 6 5 5 5 , 4 6 E U N E V E R 2 3 3 , 9 3 2 0 0 0 , 0 5 7 E U N E V E R - 2 3 3 , 9 3 2 0 0 0 , 0 0 2 0 0 0 , 0 5 9 - - - - - 7 3 5 , 7 5 8 , 4 6 8 9 , 4 1 4 , 7 9 2 2 , 6 8 5 , 1 - - - - - - - $ $ $ 2 0 2 , 4 1 8 , 4 4 9 5 , 6 6 8 , 7 7 f / .
o N I S C T S T A T S I 4 7 1 6 1 5 5 5 , 4 6 5 5 5 , 4 6 5 5 5 , 4 6 5 5 5 , 16-24 0 0 0 , 0 5 7 0 0 0 , 0 0 0 , 0 2 j t c e o r P t n e m p o e v e D l 7 5 7 , 8 2 8 , 5 8 5 1 , 3 5 4 , 8 9 f / c L A T O T 0 0 0 , 0 0 2 0 0 0 , 0 5 9 9 0 0 , 2 2 5 , 0 2 l a t o t b u S 9 0 0 , .
C ) S T C E J O R P L A T P A C I ( 3 2 0 2 , I I S E T A M T S E S V E N D N A S T T K I .

T S S T .

I K T T S A N D N E V S E S T M A T E S I I , 2 0 2 3 ( I C A P T A L P R O J E C T S ) C .
) ( W a t e r P u m p P o n d s I a n d I I , , 9 1 7 1 , 1 3 8 , 2 3 1 9 , 1 0 3 , 4 0 1 5 0 0 , 0 0 0 - - - - T O T A L 1 1 0 , 3 3 5 , 7 0 7 5 , 9 2 8 , , 0 0 0 4 6 4 , 0 0 0 1 0 0 , 0 0 0 1 0 0 , 0 0 0 N o .
/ f 9 8 , 4 5 3 , 1 5 8 5 , 8 2 8 , 7 5 7 $ $ $ - - - - - - - - 1 , 5 8 6 , 2 2 9 7 , 4 1 4 , 9 8 6 4 , 8 5 7 , 5 3 7 1 , 5 8 6 , 2 2 9 7 , 5 1 4 , 9 8 6 4 , 9 4 1 , 4 3 0 - - - - - - 1 0 0 , 0 0 0 1 0 0 , 0 0 0 - - R E V E N U E - - - - 4 6 , 7 3 3 R E V E N U E - R E V E N U E 3 7 , 1 6 0 R E V E N U E G L O B A L I E N V R O N M E N T - I F A C L T Y I ( G E F ) 16-25 $ A d i l D e v e o p m e n t $ T o t a l $ $ 7 , 5 1 4 , 9 8 6 17 - Ministry of Foreign Affairs Report on Plans and Priorities for the Year 2023 Volume 2 December 2022 17 - Ministry of Foreign Affairs Table of Contents Section 1: Minister's Message and Executive Summary Minister's Message Executive Summary Management Representation Statement Section 2: Ministry Overview 2.1 Mission Statement 2.2 Planning Overview 2.2.1 Ministry's Strategic Objective vs Government's Directions 2.2.2 Ministry's Annual Objectives vs Strategic Objectives 2.2.3 Modifications to the Ministry's Strategic Directions During the Year 2.2.4 Main Activities Contributing to the Annual Objectives 2.2.5 Main Challenges to Achieve Annual Objectives 2.2.6 Achievement of the Strategic Objectives over a Multi-Year Time Horizon 2.2.7 Impact of Previous Year's Results on the Current Year's Expenditures 2.4 Transfer Payment Information Section 3: Ministry Summary Section 4: Programme Summary Capital Projects Estimated Expenditure Page 1 1 2 3 3 3 3 3 4 5 5 5 5 6 6 7 9 11 Section 1: Minister's Message and Executive Summary 1.1 Minister's Message This year, the COVID-19 virus has followed a far less severe course.
Nonetheless, it is predicted that the consequential supply chain disruption has a long way to go before it normalizes.

This phenomenon, coupled with the Russia-Ukraine conflict and resultant sharp rise in energy prices has continued to dominate global economic developments over the past year.

There was universal hope for an economic rebound and a near complete recovery.
However, the threat of a significant decline in economic activity for the remaining months of 2022 and into 2023 due to inflationary pressure urgently demands robust and agile policy responses.

Cognizant of the times, the Ministry will indulge in regular and deep brainstorming and consultations with representative stakeholder groups to ensure that we remain current and responsive to the global political and economic evolutions that impact on the domestic environment.
To this end, we look forward to convening another staple engagement with both our diplomatic and consular corps and those of friendly countries during the distinguished Diplomatic Week 2023 and continue Diaspora outreach for all- inclusive participation.
Further, as 2023 will usher in a landmark year of our Nation's Independence, and 40 years of formal relations with key bilateral partners, the Ministry hopes to collaborate with respective countries to host activities in commemoration of 40 years of mutually beneficial relationships.

It is the Ministry's intention to continue to participate in international fora and to exercise its right and responsibility to reinforce multilateralismand effect global peace and security.
Climate change persists as the single greatest challenge humankind has faced and its consequences remain all too apparent.

In this regard, we shall continue to advocate for all countries to realize their commitments to reduce their carbon footprint which can result in a major shift toward sustainability.
As always, we shall continue to contribute to the regional integration initiatives and to the overall goals of regional and hemispheric organizations in which we hold membership, as well as expend efforts to maximize the opportunities to promote the foreign policy goals, aimed at attracting support for our national objectives.

Building capacity of staff is most critical to the Ministry's success.
To this end, training opportunities will be explored for officers to enhance the necessary skill sets to enable optimal performance.

It is imperative that the Ministry remain vigilant, proactive, adept, ready at all times, in light of the swift and evolutionary reconstruction of the global economy.

We appreciate the financial resources made available to enable the Ministry to respond appropriately and quickly to global events.

Rt.

Hon.
Rt.

Hon.

Dr. Denzil L Douglas Minister of Foreign Affairs 1.2 Executive Summary The global economy continues to reel from the effects of the COVID-19 pandemic; it is now compounded by the Russian-Ukrainian war which has led to the increase of the cost of fossil fuel, supply chain interruptions and further exacerbated the already rising inflation.

Consequently, diplomacy has risen in importance in resolving the ongoing conflict and preserving zones of peace across the world.
The Ministry of Foreign Affairs has the potential to lift the profile of St. Kitts and Nevis through its effective participation to inter alia, rebuild the rules-based global order.

In 2023, the Ministry will continue to campaign in all multilateral fora for the adoption of a Multi- dimensional Vulnerability Index (MVI).
For far too long, Small Island Developing States (SIDS) like St. Kitts and Nevis have graduated from accessing concessional financing for development due to the narrow developmental measure of Gross Domestic Product (GDP) per capita.

The impact of a natural disaster can obliterate a significant proportion of our social and economic gains, leaving the ship of state rudderless in the open waters of uncertainty.
The absence of a multi-faceted, multi- sectoral, comprehensive vulnerability index puts St. Kitts and Nevis at risk of being unable to restore lost gains and combating climate change effects while being placed in an untenable position to incur increasing debt levels and repayment terms.

Renewing and forging new relations with other countries remain paramount on the Ministry's Agenda.
Diplomatic relations and visa waivers will be sought simultaneously with new partner countries and existing partners will be engaged for the establishment of Visa Waiver Agreements to ensure that our citizens can travel hassle-free to as many countries they desire to foster critical business relations that redound to national economic growth and development.

St. Kitts and Nevis will celebrate its 40th Anniversary of Independence this year.
To this end, the Ministry will engage in organizing and facilitating several activities to mark this event as well as anniversary events with longstanding friends.

The Ministry of Foreign Affairs will seek to host Diplomatic Week which welcomes heads of missions and honorary consuls to Basseterre.

This provides a propitious opportunity for them to become acquainted with the new Sustainable Island State (SIS) Agenda and to reorient themselves with the new goals and priorities.
It is expected that the week will serve as a catalyst for an improved standard of living for all citizens as development partners make the appropriate connections to facilitate development cooperation.

17-2 The maintenance of our diplomatic relations extends beyond our esteemed heads of mission and honorary consuls.

The staff of the Ministry in Basseterre and in various locations around the globe provides the necessary technical support that strengthens our positions in the multilateral forums.
Therefore, in 2023 we will continue to explore training opportunities to increase the knowledge and skills of these important members of our ministerial team.

Despite the global political and socio-economic uncertainty, the Ministry of Foreign Affairs intends to execute its mandate with the view of ensuring improvement in the lives of every citizen.

1.3 Management Representation Statement It is a pleasure to submit an estimated outlook for the Ministry of Foreign Affairs for the new year.
The Plans, Objectives and Programmes destined for realization during the year 2023 were prepared with consideration for the existing and projected international, political, economic, and environmental climate.

I pledge that prudence, good judgement and sensitivity to fiscal realities will play pivotal roles in determining how the annual allocations to the Ministry will be expended.
Although there will be no adulterating of the execution of operations, care will be taken to ensure due financial management prevails.

Gratitude is extended to the Minister of Finance and the Ministry of Finance for the understanding given to the needs of the Ministry to enable it to fulfill its mandate.
Kaye Bass Permanent Secretary Section 2: Ministry Overview 2.1 Mission Statement To implement the Foreign Policy of St. Kitts and Nevis and to safeguard the interests of the country globally with emphasis on sustainable development.
2.2 Planning Overview 2.2.1 Ministry's Strategic Objective vs Government's Directions Like most countries worldwide, the economy of St. Kitts and Nevis consequent to COVID-19 and the Russia/Ukraine war has suffered marked decline and supply chain challenges resulting in inflationary pressure.

However, the Government bolstered by its forward-looking national agenda remains optimistic of a positive turnaround.
17-3 This development trajectory will be built on five (5) pillars namely: Food security; • • Green energy transition; Economic diversification; • Sustainable industries and the Orange Economy; and • The COVID-19 recovery and social protection • To this end, the Ministry will continue to forge links with non-traditional partners including States, organizations and individuals including members of the Diaspora.
The Ministry will also seek technical assistance in line with the areas perceived to drive the economic recovery.
In support of the National Agenda, the Ministry purports its commitment to the following objectives: • Mobilize external resources to facilitate economic recovery; • • • Attract foreign direct investment; Strengthen relations with traditional partners and non-state actors; Establish diplomatic ties with countries that are strategically and geographically positioned; Promote adherence to the principles of international law; • • Maintain strong networks with the Diaspora through our overseas missions; • Forge closer political and economic cooperation with countries where many nationals reside; Build strategic partnerships for enhanced cultural cooperation; Address current global issues of concern to the Federation; Enhance visibility and representation in areas of strategic interest to the Federation; Collaborate with the international community to promoting peace and security; Strengthen our commitment to the regional integration process; Take full advantage of our membership in regional and international bodies; and Promote Trade, multilateral cooperation.
through bilateral, regional and Investment and Tourism • • • • • • • 2.2.2 Ministry's Annual Objectives vs Strategic Objectives The Annual Objectives for the portfolio include: • • • • • • • Safeguard the welfare of citizens of the Federation overseas; Become state party to new agreements and continue to implement existing agreements; Increase the number of financial and technical cooperation from bilateral and multilateral arrangements; Expand foreign relations with other countries; Use the Diaspora to achieve foreign policy and foreign trade objectives; Provide protocol services for diplomats and other guests of the Government; Facilitate the hosting of events and meetings; 17-4 • • • • Follow up on regional initiatives; Initiate consultations on strategy, policy and legislation and submit findings to Cabinet; Build technical capacity in the areas of diplomacy and negotiations; and Heighten public awareness about the work of the Ministry 2.2.3 Modifications to the Ministry's Strategic Directions During the Year The Ministry will review the Foreign Policy document which serves as an operative guide to our initiatives in accordance with priorities of the Government 2.2.4 Main Activities Contributing to the Annual Objectives 1) Facilitating training and professional development of staff; 2) Collaborating with the Federation's representatives overseas; 3) Advocating for technical assistance from overseas countries and agencies; 4) Hosting of meetings; 5) Participating in regional and international meetings; 6) Preparing policy briefs/papers to assist in decision-making; 7) Convening regular meetings with staff to boost staff morale and generate buy-in for Ministry Initiatives; 8) Partnering with other Ministries and agencies; and 9) Engaging in Public Diplomacy.
2.2.5 Main Challenges to Achieve Annual Objectives • • • • Delay in receipt of assistance due from third parties; Securing timely assistance for specific projects from bilateral partners and multilateral organizations; Differences between national objectives and priorities of partner countries and agencies; and The impact of national disasters.
2.2.6 Achievement of the Strategic Objectives over a Multi-Year Time Horizon • Implementing the foreign policy objectives of the Federation; • Maintaining and enhancing bilateral and multilateral relations; • • • • • Safeguarding the welfare of citizens overseas; Providing protocol services; Developing a strategic plan including monitoring and evaluation; Implementing a One Stop Agreement; and Digitization of the Ministry's processes.
17-5 2.2.7 Impact of Previous Year's Results on the Current Year's Expenditures The achieved results of the previous year have impacted the current year's planned expenditures to the extent that an increase will be required to achieve similar success.
2.4 Transfer Payment Information The Ministry of Foreign Affairs participates on behalf of the Government in the following regional and international organizations as a part of its mandate to represent the policies of the federation: • Organization of Eastern Caribbean States (OECS) Caribbean Community (CARICOM) • • Organization of American States (OAS) • Organisation of American States Development Corporation Fund (OAS/DCF) (formerly known as The Special Multilateral Fund of the Inter-American Council for Integral Development) Commonwealth Secretariat United Nations Regular Budget United Nations Master Capital Plan United Nations Peacekeeping International Tribunal • • • • • Organisation of African Caribbean and Pacific States (OACPS) • Association of Caribbean States (ACS) 17-6 Section 3: Ministry Summary Portfolio E. 17 - Manage the Foreign Policy of the Federation Responsibility Centre 17 - Ministry of Foreign Affairs Officer in Charge Permanent Secretary Goals/Global Objectives To implement the foreign policy of the Federation of St. Kitts and Nevis Objective(s) for 2023 1.To Facilitate Scholarship recipients 2.To accede to and ratify international conventions and conclude agreements that advance the national agenda 3.To build capacity in Foreign Affairs 4.To engage the Diaspora 5.To establish diplomatic ties with that are strategically and countries geographically positioned Expected Results 50 4 4 4 12 6 15 Performance Indicators Number of scholarship offers processed interactions with other Number of ministries and agencies, including the Attorney General Chambers, regarding the ratification of instruments pertaining to agreements and MOUs Number of conventions ratified and agreements finalized excluding visa waiver agreements Number of training sessions conducted for Protocol Number of engagements with Diaspora the Number of contributions received Number of diplomatic established countries with which been have relations 6.To heighten awareness about the work of the Ministry through the coordination
 programmes education of (lectures, press releases and media activities) public 7.To increase the number of bilateral and multilateral projects (Training, Technical Projects, Donations,) 8.To promote the foreign policy of St. Kitts and Nevis 9.To provide Protocol Services 20 Number of activities implemented 200 Number of cooperation projects realized Number of Briefs and Talking Points prepared for meetings Number of speeches drafted Number presented of Cabinet Submissions Number of visits facilitated to visiting dignitaries Number of port courtesies facilitated for Government Officials on overseas visits Number of activities for which protocol services were provided for Government- related activities 24 24 12 36 20 24 17-7 10.To safeguard the welfare of citizens of the Federation 11.To sign Visa Waiver Agreements with as many countries as possible 12.To strengthen and deepen the regional integration process as an area of regional commitment 100 8 900 10 100 Number of requests on the issuance of intervention with visa(s) and third- party/agency facilitated on behalf of citizens Number documents (specimen certificates) for requests to of process returning citizens facilitated: repatriation and/or deportees Number of Apostilles on government- issued documents and documents signed by relevant authorities in the Federation Number of Visa Waiver Agreements signed of Number processed regarding the participation of citizens in meetings with regional organizations documents Financial Summary Programme Expenditures Expenditures Expenditures Expenditures Expenditures Planned Estimated Projected Projected Actual 2021 2022 2023 (in thousands) 2024 2025 17071 - Manage General Administration 17072 - Represent the Federation Abroad Total 10,440 11,922 22,362 12,920 12,112 25,032 7,537 12,737 20,274 7,590 12,798 20,388 7,644 12,861 20,505 17-8 Section 4: Programme Summary Portfolio Programme E. 17 - Manage the Foreign Policy of the Federation 17071 - Manage General Administration
 Responsibility Centre 17 - Ministry of Foreign Affairs Officer in Charge Permanent Secretary Goals/Global Objectives To implement the foreign policy and the foreign trade objectives of the Federation of St. Kitts and Nevis and to participate in and benefit from regional and international bodies and organizations through membership and contributions Sub-Programme: 03770 - Manage Diaspora Unit 00545 - Host Diplomatic Events and Meetings 00543 - Administer Foreign Affairs 00551 - Participate in Regional and International Organisations 01763 - Provide Protocol Services 17071 - Invest in Foreign Affairs 17071 - Manage Telecommunication Service Participation in Regional and International Organization Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 (in thousands) 2,457 2,997 4,986 2,810 5,893 4,217 3,088 3,141 3,195 4,449 4,449 4,449 Total 10,440 12,920 7,537 7,590 7,644 Recurrent Capital Transfer Budgetary Grant Principal Repayment Net Lending 17-9 Portfolio Programme E. 17 - Manage the Foreign Policy of the Federation 17072 - Represent the Federation Abroad Responsibility Centre 17 - Ministry of Foreign Affairs Officer in Charge Permanent Secretary Goals/Global Objectives To implement the foreign policy of St. Kitts and Nevis and safeguard the welfare of the Federation in host country or country to which accredited Sub-Programme: 00544 - Represent the Federation abroad through the Washington Embassy 00547 - Represent the Federation abroad through the Jamaica High Commission 00558 - Represent the Federation abroad through the London High Commission 00785 - Represent the Federation abroad through the New York Mission 00789 - Represent the Federation abroad through the Dubai Consulate 00787 - Represent the Federation abroad through the Toronto Consulate 02082 - Represent the Federation abroad through the Taiwan Embassy 02083 - Represent the Federation abroad through
 the Embassy in Cuba 04335 - Represent the Federation abroad thru the Ottawa Embassy 17072 - Invest in Missions Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 (in thousands) 9,198 9,478 9,928 9,977 10,028 2,724 2,635 2,809 2,821 2,833 Total 11,922 12,113 12,737 12,798 12,861 Recurrent Capital Transfer Budgetary Grant Principal Repayment Net Lending 17-10 C .
I I 1 7 M N S T R Y O F F O R E G N A F F A R S I I ( I C A P T A L P R O J E C T S ) S T .

I K T T S A N D N E V S E S T M A T E S I I , 2 0 2 3 1 7 0 7 1 N o .
$ $ $ $ A d i l D e v e o p m e n t $ T o t a l E s t i m a t e d E x p e n d i t u r e 2 0 2 3 $ - , 6 8 1 , 8 4 5 1 1 , 9 7 3 , 4 4 7 7 0 8 , 3 9 8 - - - - - - - - - - - - 2 , 9 9 6 , 7 2 5 2 , 6 5 1 , 0 8 9 R E V E N U E 3 4 5 , 6 3 6 R E V E N U E 17-11 T o t a l i M n i s t r y $ 0 18 - Office of the Attorney General Report on Plans and Priorities for the Year 2023 Volume 2 December 2022 18 - Office of the Attorney General Table of Contents Section 1: Minister's Message and Executive Summary Minister's Message Executive Summary Management Representation Statement Section 2: Ministry Overview 2.1 Mission Statement 2.2 Planning Overview 2.2.1 Ministry's Strategic Objective vs Government's Directions 2.2.2 Ministry's Annual Objectives vs Strategic Objectives 2.2.3 Modifications to the Ministry's Strategic Directions During the Year 2.2.4 Main Activities Contributing to the Annual Objectives 2.2.5 Main Challenges to Achieve Annual Objectives 2.2.6 Achievement of the Strategic Objectives over a Multi-Year Time Horizon 2.2.7 Impact of Previous Year's Results on the Current Year's Expenditures 2.3 Capital Projects Information 2.3.1 Major Capital Projects 2.3.2 Other Projects Judged Important 2.3.3 Status Report on Major Government Projects 2.4 Transfer Payment Information Section 3: Ministry Summary Section 4: Programme Summary Capita Projects Estimates Expenditure Page 1 1 1 3 4 4 4 4 4 4 4 4 5 5 5 5 5 5 5 6 7 9 Section 1: Minister's Message and Executive Summary 1.1 Minister's Message The Constitution provides that there must be an Attorney General, who serves as the principal legal advisor to the Government of Saint Christopher
 and Nevis.
The other functions of the Attorney General's Chambers are listed in the Attorney General's Act: • • • • • Ensuring that the administration of public affairs is in accordance with the law; Supervising all matters connected with the administration of justice; Advising on the legislative agenda; Conducting and regulating all litigation for and against the State; and Performing such other functions as assigned by the Governor General, acting according to the advice of the Prime Minister.
The Attorney General's Chambers is staffed by attorneys-at-law and clerks who are the gatekeepers of the rule of law in our society.

The tenets of justice, transparency and accountability guide its functions.

The Attorney General's Chambers provides administrative support for the independent functioning of the Director of Public Prosecution’s Office and Electoral Office.

It is intended that the independent Special Prosecutor's Office will also fall under this umbrella.
The Attorney General's Chambers, the Director of Public Prosecutions' Office, the Electoral Office and the Special Prosecutor's Office must therefore be properly resourced with competent attorneys-at- law and support staff.

The Attorney General's Chambers must also provide the necessary opportunities for advanced education and training to upgrade skills and exposure to new areas of law on which its attorneys-at-law will be called upon to advise the Government.
We believe that the resources sought in 2023 will allow us to professionalize the various Offices referenced herein, create better efficiency in their operations and enhance the productivity of the Attorney General's Chambers.

Accordingly, parliamentary support is being sought via the budget presentation in this National Assembly.

Hon.
Hon.

Garth L. Wilkin Attorney General 1.2 Executive Summary The Attorney General's Chambers remains cognizant of its role as gatekeeper in upholding the tenets of transparency, accountability, and interpretation in applying the laws of St. Kitts and Nevis.

The Attorney General is the Principal Legal Advisor to the Government of St. Kitts and Nevis and is committed to serving the people of the Federation with impartiality and fairness.

The Constitution is constant and, as such, remains the supreme law.
The Attorney General's Chambers ensures the rights and privileges of citizens and residents are upheld according to the laws of the Land.

The Office of the Attorney General ensures that Government's operations are carried out with due consideration given to the legal implications of such activities.

Therefore, the Chambers must have the necessary capital, financial and human resources, and governmental support for this purpose.
While continuing to improve upon the execution of its mandate, the Attorney General's Chambers engages in initiatives to enhance self, career, and national-building activities.

Hence, in 2022 the Attorney General's Chambers assisted in capacity-building projects where staff were encouraged to develop and expand their portfolios.

Two persons within the Chambers successfully completed the Master's program in Legislative Drafting.
Another Counsel recently started the said program and is expected to graduate in the summer of 2023.

Training of Counsels and administrative staff in the Attorney General's Chambers is critical to efficiency and competence, enhancing the quality of service exhibited to all we serve, especially the Judiciary.
In October 2022, one Counsel was recruited, and it is projected that in 2023 additional Counsels will be employed to augment the work of the Chambers, thus enabling a much quicker response to requests from Government Departments and meeting court deadlines.

In 2023 the Attorney General's Chambers will continue to enact Laws and Statutory Rules and Orders (SROs) to improve the quality of representation granted to the following Acts and SROs were passed and modified in citizenry.
Parliament: In 2022 the Laws 1.

Public Health (Amendment) Act to repeal the COVID-19 (Prevention and Control) Act and Regulations made under that Act and to shift the regulation of COVID-19 to the Public Health legislative framework; 2.

St. Kitts Investment Promotion Agency (Amendment) Act to change the definition of Minister to better align with the newly assigned ministerial portfolios; and 3.

Domestic Violence (Amendment) Act to expand the definitions of the terms "economic abuse" and court".

SROs 1.
SROs 1.

Children (Care and Adoption) Regulations; 2.

Eastern Caribbean Supreme Court (Civil Proceedings Fees) (Amendment) Rules; and 3.

Financial Services (Implementation of Industry Standards) (Amendment) Regulations.

The Attorney General's Chambers will continue to seize every opportunity to network with international, regional, and local agencies to improve its operations and to adopt best practices in delivering the services offered.
The Office of the Director of Public Prosecutions (DPP) will continue improving court operations and procedures through the efficient and timely processing of Paper Committal.

This method of court case preparation, along with an increase in staff, will revamp and rebrand how matters are presented to the High Court and Court of Appeal for processing.

18-2 Electoral Reform will be one of the pillars of good governance and transparency that will govern the paradigm shift in our electoral system.
On 5th August 2022, the electoral office was able to conduct the general elections seamlessly and void of any disturbance.

It is anticipated that in 2023 the Electoral Office will relocate to the Legal Services Complex.

1.3 Management Representation Statement It is a privilege to present the plans and priorities for 2023 on behalf of the Attorney General's Chambers.
I believe that this presentation reflects an accurate account of the objectives to be achieved and the strategies required to realize the Chambers' goals.

It is opined that this document will serve as an essential planning tool and a working guide for the operations of the Attorney General's Chambers.
Diana Francis (Ms.) Permanent Secretary 18-3 Section 2: Ministry Overview 2.1 Mission Statement To provide legal advice and services to and on behalf of the Crown and to conduct and regulate all litigation for and against the Crown or any Ministry or Agency of Government.

2.2 Planning Overview 2.2.1 Ministry's Strategic Objective vs Government's Directions The Office of the Attorney General acts as the legal representative on behalf of the Crown in all matters.
The office also assumes the role of facilitation of the work of the Electoral Office, which the Electoral Commission guides.
2.2.2 Ministry's Annual Objectives vs Strategic Objectives • • Increasing efficiency and capacity building within the Ministry Decreasing response time between requests and responses concerning matters submitted to the Attorney General's Chambers • Making information more readily available to ease the complication of filing legal documents Providing continuous training for the staff at the DPP, Attorney General's Chambers and Electoral Office to ensure quality customer service Continue to provide updated software and equipment for the Electoral Office • • 2.2.3 Modifications to the Ministry's Strategic Directions During the Year • • • • Prioritization of electoral reform Continuous professional development for all Crown Counsels Reformation of the Director of Public Prosecutions (DPP) Office Restructure and upgrade of Attorney General's Chambers 2.2.4 Main Activities Contributing to the Annual Objectives • • • • Improving access to resource materials for Crown Counsels Recruiting Crown Counsels Continuous upgrading of the hardware at the Electoral Office Continuing training of all staff 2.2.5 Main Challenges to Achieve Annual Objectives • Limited training availability 18-4 2.2.6 Achievement of the Strategic Objectives over a Multi-Year Time Horizon • Electoral Reform 2.2.7 Impact of Previous Year's Results on the Current Year's Expenditures There was no impact of the previous year's achieved results on the current year's planned expenditure.
2.3 Capital Projects Information 2.3.1 Major Capital Projects • Electoral Reform 2.3.2 Other Projects Judged Important There were no government projects in this portfolio.
2.3.3 Status Report on Major Government Projects 2.4 Transfer Payment Information Integrity in Public Life Commission 18-5 Section 3: Ministry Summary Portfolio E. 18 - Manage Legal Representation of the Government and Provide Electoral Services Responsibility Centre 18 - Office of the Attorney General Officer in Charge Attorney General Goals/Global Objectives Represent the Government Financial Summary Programme Expenditures Expenditures Expenditures Expenditures Expenditures Planned Estimated Projected Projected Actual 2021 2022 2023 (in thousands) 2024 2025 18092 - Provide Electoral Services 18032 - Manage General Administration Total 912 7,063 7,975 1,099 11,205 12,304 1,298 11,819 13,117 1,308 11,870 13,178 1,318 11,922 13,240 18-6 Section 4: Programme Summary Portfolio E. 18 - Manage Legal Representation of the Government and Provide Electoral Services Programme 18092 - Provide Electoral Services Responsibility Centre 18 - Office of the Attorney General 041-092 - Electoral Office Officer in Charge Attorney General Goals/Global Objectives To manage the electoral process in a fair and consistent manner in keeping with the Constitution of the Federation Expected Results 10 12 per polling division Performance Indicators Number of public events such as media and town hall meetings on the new system Number of amendments to the voters' list published Objective(s) for 2023 1.To educate the public on the new election laws and registration 2.To produce monthly amendments to the voters' list Sub-Programme: 00806 - Manage the Election Process 03509 - Manage the Nevis Election Process 18041 - Invest in Election process Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 (in thousands) 902 10 999 100 1,048 250 1,058 250 1,068 250 Total 912 1,099 1,298 1,308 1,318 Recurrent Capital Transfer Budgetary Grant Principal Repayment Net Lending 18-7 Portfolio E. 18 - Manage Legal Representation of the Government and Provide
 Electoral Services Programme 18032 - Manage General Administration Responsibility Centre 18 - Office of the Attorney General Officer in Charge Attorney General Goals/Global Objectives To advise and represent the Government of St. Kitts and Nevis and serve the people of the Federation within the confines of and by the authority of the Laws of St. Kitts and Nevis and the Constitution and protect the fundamental rights and freedom of all citizens Sub-Programme: 01234 - Represent the Government 01235 - Support to Integrity in Public Life Commission 18032 - Invest in Office of the Attorney General Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 (in thousands) 6,313 10,455 11,069 11,120 11,172 750 750 750 750 750 Total 7,063 11,205 11,819 11,870 11,922 Recurrent Capital Transfer Budgetary Grant Principal Repayment Net Lending 18-8 S T .
I K T T S A N D N E V S E S T M A T E S I I , 2 0 2 3 ( I C A P T A L P R O J E C T S ) C .

 $ $ 1 8 0 4 1 2 2 l E e c t o r a l R e f o r m T O T A L 1 , 5 7 2 , 7 6 7 2 5 0 , 0 0 0 1 , 5 7 2 , 7 6 7 2 5 0 , 0 0 0 - - $ N o .
- - $ , 0 0 0 2 5 0 , 0 0 0 1 0 , 0 0 0 1 0 , 0 0 0 R E V E N U E $ T o t a l $ $ 2 5 0 , 0 0 0 18-9 19 - Ministry of Employment and Labour Report on Plans and Priorities for the Year 2023 Volume 2 December 2022 19 - Ministry of Employment and Labour Table of Contents Section 1: Minister's Message and Executive Summary Minister's Message Executive Summary Management Representation Statement Section 2: Ministry Overview 2.1 Mission Statement 2.2 Planning Overview 2.2.1 Ministry's Strategic Objective vs Government's Directions 2.2.2 Ministry's Annual Objectives vs Strategic Objectives 2.2.3 Modifications to the Ministry's Strategic Directions During the Year 2.2.4 Main Activities Contributing to the Annual Objectives 2.2.5 Main Challenges to Achieve Annual Objectives 2.2.6 Achievement of the Strategic Objectives over a Multi-Year Time Horizon 2.2.7 Impact of Previous Year's Results on the Current Year's Expenditures 2.3 Capital Projects Information 2.3.1 Major Capital Projects 2.4 Transfer Payment Information Section 3: Ministry Summary Section 4: Programme Summary Capital Projects Estimated Expenditure Page 1 1 2 3 4 4 4 4 5 6 6 6 6 7 7 7 7 8 9 23 Section 1: Minister's Message and Executive Summary 1.1 Minister's Message As the Minister with responsibility for the Ministry of Employment and Labour, it is my distinct pleasure and honour to present our 2023 Strategic Work Plan that will support the work of the Ministry over the next financial year and also provide a view of our plans for the next three fiscal years.
I am committed to this work programme budget which outlines our plans and our goals and objectives.

The aim of the Ministry of Employment and Labour is to further enhance the well-being of our workforce by ensuring there is a stable and healthy environment for all workers.

It is our intention to promote safety and health at work, to improve the employment of our human resources.
In addition, we will provide a range of employment services to meet the needs of the labour market, specifically geared toward youth employment, as employment trends indicate that youth employment is at its lowest as a result of COVID- 19.

The Ministry deems it necessary and aspires to develop a partnership with the Technical and Vocational Education and Training (TVET) Unit to cultivate the disciplines and skills that will support the employment of youths in the Federation.
In addition, the Ministry plans to upgrade the existing labour laws; ensuring that they are properly managed and enforced.

Thus, guaranteeing decent work and working conditions for all.

The Ministry also proposes to provide training for the workforce in an effort to meet the ever- changing world of work.
This is even more crucial as we are faced with the challenges of climate change and the effects of COVID-19 which has largely impacted the lives and livelihoods of persons working in the hospitality and agricultural sectors.

Over the last two years, we saw increased awareness in gender and workplace violence, especially with regards to the gender inequalities exacerbated by the COVID- 19 pandemic.
Thus, the Ministry, with the assistance of the Organisation of American States Inter-American Network for Labor Administration (RIAL) has been examining and ensuring that gender equality and gender equity in terms of performance-based pay; upward mobility; opportunities to assume top management positions; work-life balance; and family-friendly workplace policies are prioritized.

In short, ensuring gender equality in all spheres of the work life.
The safety and health of workers is paramount for the Ministry.

Thus, during the 2023 fiscal year, the Ministry in collaboration with workers and employers will consult on a modern Occupational Safety and Health legislation.

This will serve to ensure safe and healthful working conditions and environment for working men and women; assist and encourage healthful working conditions; and provide information, education, and training in the field of occupational safety and health.
In the coming year, the Ministry will be looking at making amendments to the Protection of Employment Act and finalizing the consultative process in reference to the Draft Labour Code with the view of following through to enactment.

The Ministry also looks forward to continuing its work with the St. Chrisopher and Nevis Social Security Board in relation to the enactment of legislation for the creation of an Unemployment Insurance Scheme.
All these legislative matters are being done with the input of workers' and employers' organisations, together with the Ministry.

Altogether, they comprise the partnership on the National Tripartite Committee on International Labour Standards.

In 2023, the Ministry commits itself to doing all in its power to ensure that there is full, safe, and decent employment accessible to all workers.

Hon.
Hon.

Tamika Marsha Henderson Minister of Employment and Labour 1.2 Executive Summary The Ministry of Employment and Labour is mandated to formulate policies, implement programmes, and serve as the policy coordinating arm in reference to industrial and labour relations.

The Ministry aims to promote gainful employment, human resource development, protection of workers and promote a safe and decent work environment through a collaborative relationship with its private sector and civil society partners.
The past two (2) years have proven to be challenging for workers in the Federation.

Therefore, as we aim to stimulate growth and development in the economy, the Ministry will have a vital role in facilitating the development of a highly skilled workforce that will not only be able to contribute at the national level but be competitive at the regional and international level.
The Ministry of Employment and Labour will continue promoting sound employment practices and resolving labour disputes per the Protection of Employment Act.

In 2023, the Ministry will partner with our premier educational institutions and the Ministry of Education to facilitate education and training programmes that will ready our workforce to engage in the planned Digital, Green, Blue, and Orange Economies.
The efforts will also include developing and identifying certification programmes that will provide improved opportunities for our workforce.

Occupational health and safety management will remain a priority as the impact of COVID-19 has shown an increased need for a holistic approach to the workplace health and safety culture in the Federation.
The existing social partnership mechanism will be strengthened through consultation and participation of workers and employers in labour administration and inspection systems.

It is envisioned that the existing safety nets will be continued to ensure that individuals do not fall below a certain poverty level.
The Ministry will continue to provide labour statistics, offer employment opportunities for job seekers, both local and foreign, administer comprehensive social protection programmes, give policy advice to the policymakers and Cabinet, and submit timely reports to the International Labour Organization (ILO) on all ratified labour conventions.
In 2023, in response to our strategic priorities, the Ministry of Labour will continue to support the Government's priorities of investing in people, supporting a dynamic and innovative business climate in collaboration with other ministries.

This aims to assist in the reduction of poverty to create safe, fair, healthy and stable workplaces that increase productivity, protect vulnerable workers and create a competitive economy that attracts jobs and investment.
19-2 COVID-19 has tested the Ministry's ability to process large volumes of severance payment claims and the need to improve our deliverables in this area.

Therefore, over the medium-term, the Ministry will seek to automate this tedious manual process to promptly process claims per the Protection of Employment Act, Chapter 18.27.

Keeping workers safe and healthy continues to be a priority for the Department.

Therefore, the Department will continue to build the capacity of the Health and Safety Officers.
The Ministry, in collaboration with its social partners, will include, as part of the Labour Code, an Occupational Safety and Health (OSH) legislation to improve the health and safety standards in the Federation.

Labour statistics play an essential role in achieving decent work for all.

Statistics are needed to develop and evaluate policies and assess progress towards this goal.

Thus, the Ministry in 2023, in collaboration with CARICOM/CSME, will implement the Regional Labour Market Information System.
This System will also help shape new labour policies and increase investment in the labour market.

Social dialogue is fundamental to ensuring industrial peace and harmony.

The National Tripartite Committee on Labour Standards has, as a priority in 2023, the completion of a new Labour Co de for the Federation of St Kitts and Nevis to safeguard workers' and employers' rights and protection.
In 2023, the efforts of the Tripartite Committee will continue to facilitate the expansion of the new Labour Code to align with the latest technology and labour market trends to protect the rights of both workers and employers.

1.3 Management Representation Statement The expected outcomes for the programmes outlined in the Executive Summary align with the Ministry's strategic objectives and expected outcomes for 2023.
The Ministry, in collaboration with its social partners, will finalise its consultative work on the Draft Labour Code and codify same to promote modern, sound and responsive legislation and policies to achieve decent work for all but moreover, ensure flexibility in the labour market for the competitiveness of enterprises, job creation and economic investment.
The Ministry acknowledges that fair and speedy labour justice is indispensable to sound industrial peace and beneficial for investment in the Federation.

The Ministry is resolved to facilitate social dialogue around growth and job creation as part of the reconfiguration of the Ministry to give effect to the additional employment mandate under its portfolio.
Occupational Health and Safety (OHS) inspectors will help to shape OHS policies and directions to not only safeguard workers but look at legislation that takes into consideration pandemics and climate change.

To enforce compliance, inspectors will continue their robust inspections of all workplaces with the concept of safety first.
The promotion of labour market stability and sound labour relations is central to the mandate of the Ministry of Employment and Labour mutually to promote decent work and conditions conducive to investment and growth.

19-3 On behalf of the Ministry of Employment and Labour, it is my honour to present the Work Programme Budget outlining the plans and priorities for 2023.
Denise Daniel Permanent Secretary Section 2: Ministry Overview 2.1 Mission Statement To contribute to the socio-economic development of our nation by fostering harmonious communities, promoting healthy and safe workplaces, unprejudicial fostering and safeguarding amicable employment relationships between employers and employees, endeavouring to promote the general welfare, social and industrial peace and harmony within the Federation and enhancing social protection through the formulation and development of policies and programmes at the macro and micro levels.
2.2 Planning Overview 2.2.1 Ministry's Strategic Objective vs Government's Directions The Ministry of Labour intends to play a significant role in reducing inequality, unemployment and poverty in the Federation through a set of policies and programmes that will be further developed in consultation with the relevant stakeholders.

The plans that will be implemented to align the Ministry's strategic objectives with the Government's vision include, inter alia: - i.
Building capacity to promote sound and efficient economic and social policies; ii.

Equipping the Ministry with a full complement of suitably qualified staff through specific training initiatives; iii.

iv.
iv.

Initiation of policy and legislative changes to promote efficiency and effectiveness and to advance the scope and vision of the Ministry; Increased social dialogue with various Ministry stakeholders and tripartite constituents; v. Conducting educational and awareness sessions with the general public regarding the mandate of the Ministry; vi.

Enhancing the labour administration system so that a peaceful, harmonious and productive work environment is maintained; vii.
Implementation of the Labour Management System (LMS) and Labour Market 19-4 Information System (LMIS); viii.

Implementation of effective inspection and enforcement mechanisms to ensure the highest standards of occupational safety and health at the workplace; and ix.

Reform of social protection programmes, focusing on long term sustainability.

2.2.2 Ministry's Annual Objectives vs Strategic Objectives The following are the strategic objectives aimed at achieving the Ministry's annual objectives: - i.
Developing and strengthening of technological, organisational, and institutional resource capabilities to achieve overall capacity building; the human, scientific, ii.

Training of the human resources to build capacity in the Ministry; iii.

Reviewing and upgrading policies and legislation to ensure compliance with regional and international standards; iv.
Engaging in meaningful discussions with the various social partners; v. Embarking on a rapid public awareness campaign on the efforts of the Ministry; vi.

Reviewing and managing the severance and long service gratuity schemes; vii.

Providing a one-stop-shop for timely information regarding the labour market; viii.

Undertaking regular and thorough inspections of worksites, particularly those engaged in dangerous jobs; and reviewing safety net initiatives to ensure full coverage of eligible persons.

ix.
ix.

Formulating policies and programmes in support of the work of the Ministry; x.

Consolidating, harmonising and enacting the appropriate legislation and regulations; xi.

Implementing modernised inspection, monitoring and enforcement mechanism; xii.

Providing Employment Service for various stakeholders; xiii.

Educating the public on their rights, responsibilities and obligations; xiv.

Providing social and income protection; xv.

Engaging civil society in a meaningful discussion; 19-5 xvi.
Encouraging national programmes aimed at improving economic efficiency and productivity; and xvii.

Increase activities aimed at promoting social dialogue.

2.2.3 Modifications to the Ministry's Strategic Directions During the Year There are no major modifications to report.

2.2.4 Main Activities Contributing to the Annual Objectives I. Formulating policies and programmes in support of the work of the Ministry; II.
Consolidating, harmonising and enacting the appropriate legislation and regulations; Implementing a modernized inspection, monitoring and enforcement mechanism; III.

IV.

Providing Employment Service for various stakeholders; V. Educating the public on their rights, responsibilities and obligations; VI.

Providing social and income protection; VII.

Engaging civil society in the meaningful discussion; VIII.
Encouraging national programmes aimed at improving economic efficiency and productivity; Increasing activities aimed at promoting social dialogue.

IX.

2.2.5 Main Challenges to Achieve Annual Objectives The following were the main challenges experienced.

Efforts in this year's budget seek to overcome these hindrances and allow for the fulfilment of our annual objectives.
• • • The pandemic resulted in decreased job placements for jobseekers The Severance Payment Fund was seriously impacted due to numerous Severance Payment and Long Service Gratuity claims.

Decreased number of positions made available to St. Kitts and Nevis in the Canadian Caribbean Farm Workers Programme 2.2.6 Achievement of the Strategic Objectives over a Multi-Year Time Horizon Achievement of the Ministry's strategic objective would necessitate ongoing investment of adequate human and other resources.
Although this may require allocation of funds from Government's revenue, the Ministry recognizes the importance in sourcing technical and other assistance from our national, regional and international partners.

19-6 2.2.7 Impact of Previous Year's Results on the Current Year's Expenditures There is no direct impact of the previous year's achieved results on the current year's planned expenditure.
2.3 Capital Projects Information 2.3.1 Major Capital Project Capitalization of Long Service Gratuity and Severance Payment Fund 2.4 Transfer Payment Information - - International Labour Organisation (I.L.O.)

Inter-American Network for Labour Administration (R.I.A.L.)
19-7 Section 3: Ministry Summary Portfolio E. 19 - Enhance Labour and Industrial Relations Responsibility Centre 19 - Ministry of Employment and Labour Officer in Charge Permanent Secretary Goals/Global Objectives To provide key labour administrative services by monitoring issues arising from the relationship between employers and workers and enforcing all labour laws Objective(s) for 2023 1.To enhance social dialogue between the tri-partite constituents 2.To ensure that all workplaces are safe and healthy and are compliant with labour laws enacted and International Labour Standards (ILO) adopted 3.To ensure that workers Federation have access productive freely employment and the in to full, chosen 4.To increase the number of public/education awareness initiatives 5.To resolve cases brought to the Department of Labour Expected Results 4 Performance Indicators Number of consultations held in 2022 200 Number of inspections conducted in 2022 85% 10 52 4 4 85% Percentage of vacancies information displayed from employers within 24 hours of receipt Number of written publications produced Number of radio programmes initiated Number of Articles produced Number of World of Work Quarterly Newsletter produced Percentage of cases resolved (WOK) Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Planned Estimated Projected Projected Actual Programme 2021 2022 2023 (in thousands) 2024 2025 00780 - Enhance Labour and Industrial 1,681 1,991 2,250 2,289 2,328 Relations 00782 - Provide Telecommunication Expenses 19061 - Invest in Employment and Labour Participation in Regional and International Organizations 6 6 6 6 6 30,277 26 5,045 25 4,100 25 4,000 25 4,000 25 Total 31,990 7,067 6,381 6,320 6,359 19-8 Section 4: Programme Summary Portfolio Programme E. 19 - Enhance Labour and Industrial Relations 00780 - Enhance Labour and Industrial Relations Responsibility Centre 19 - Ministry of Employment and Labour 061 - Labour Department Officer in Charge Permanent Secretary Goals/Global Objectives To
 regulate and monitor the issues arising out of the relationship between employers and employees and enforcing the laws governing labour relations Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 (in thousands) 1,681 1,991 2,250 2,289 2,328 Total 1,681 1,991 2,250 2,289 2,328 Recurrent Capital Transfer Budgetary Grant Principal Repayment Net Lending 19-9 Portfolio Programme E. 19 - Enhance Labour and Industrial Relations 00782 - Provide Telecommunication Expenses Responsibility Centre 19 - Ministry of Employment and Labour 061 - Labour Department Officer in Charge Permanent Secretary Goals/Global Objectives Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 (in thousands) 6 6 6 6 6 Total 6 6 6 6 6 Recurrent Capital Transfer Budgetary Grant Principal Repayment Net Lending 19-10 Portfolio Programme E. 19 - Enhance Labour and Industrial Relations 19061 - Invest in Employment and Labour Responsibility Centre 19 - Ministry of Employment and Labour 061 - Labour Department Officer in Charge Permanent Secretary Goals/Global Objectives To invest in Labour Department Sub-Programme: 0606101 - Capitalization of Unemployment Benefits Fund 0606102 - Capitalization of Long Service Gratuity and Severance Payment Fund 0606101 - Capitalization of Unemployment Benefit Fund 1906101 - Purchase of Vehicle 1906103 - Occupational Safety and Health Administration 1906104 - Relocation of Labour Department Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 (in thousands) 30,277 5,045 4,100 4,000 4,000 Total 30,277 5,045 4,100 4,000 4,000 Recurrent Capital Transfer Budgetary Grant Principal Repayment Net Lending 19-11 Portfolio Programme E. 19 - Enhance Labour and Industrial Relations
 Participation in Regional and International Organizations Responsibility Centre 19 - Ministry of Employment and Labour Officer in Charge Permanent Secretary Goals/Global Objectives To participate in and benefit from regional and international bodies and organizations through membership and contributions Sub-Programme: 04330 - International Labour Organization (ILO) 04334 - Inter-American Network for Labour Administration (RIAL) 00781 - Grants and Contributions Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 (in thousands) 26 25 25 25 25 Total 26 25 25 25 25 Recurrent Capital Transfer Budgetary Grant Principal Repayment Net Lending 19-12 S T .
I K T T S A N D N E V S E S T M A T E S I I , , 7 0 2 , 5 4 3 4 , 0 0 0 , 0 0 0 1 0 0 , 0 0 0 1 0 0 , 0 0 0 S u b t o t a l 6 0 , 8 0 2 , 5 4 3 4 , 1 0 0 , , 0 0 0 - T O T A L 6 0 , 8 8 7 , 5 4 3 4 , 1 0 0 , 0 0 0 - - - - - - - - - - 4 , 1 0 0 , 0 0 0 3 0 , 2 7 7 , 3 2 2 4 , 1 0 0 , 0 0 0 3 0 , 2 7 7 , 3 2 2 4 , 0 0 0 , 0 0 0 3 0 , 2 7 7 , 3 2 2 R E V E N U E 1 0 0 , 0 0 0 - R E V E N U E - - R E V E N U E 19-13 T o t a l i M n i s t r y $ 4 , 1 0 0 , 0 0 0 ( I C A P T A L P R O J E C T S ) C .
$ $ $ $ A d i l D e v e o p m e n t $ T o t a l E s t i m a t e d E x p e n d i t u r e 2 0 2 3 $ 20 - Ministry of Housing, Human Settlement, Ecclesiastical and Faith-based Affairs Report on Plans and Priorities for the Year 2023 Volume 2 December 2022 20 - Ministry of Housing, Human Settlement, Ecclesiastical and Faith-based Affairs Table of Contents Page Section 1: Minister's Message and Executive Summary 1.1 Minister's Message 1.2 Executive Summary 1.3 Management Representation Statement Section 2: Ministry Overview 2.1 Mission Statement 2.2 Planning Overview 2.2.1 Ministry's Strategic Objective vs Government's Directions 2.2.2 Ministry's Annual Objectives vs Strategic Objectives 2.2.3 Modifications to the Ministry's Strategic Directions During the Year 2.2.4 Main Activities Contributing to the Annual Objectives 2.2.5 Main Challenges to Achieve Annual Objectives 2.2.6 Achievement of the Strategic Objectives over a Multi-Year Time Horizon 2.2.7 Impact of Previous Year's Results on the Current Year's Expenditures 2.3 Capital Projects Information 2.3.1 Major Capital Projects Section 3: Ministry Summary Section 4: Programme Summary Capital Project Estimated Expenditure 1 1 3 4 4 4 4 4 5 5 5 5 6 6 6 6 7 7 8 11 Section 1: Minister's Message and Executive Summary 1.1 Minister's Message Decent housing is known to be the most tangible contribution to empower and enhance human dignity.
Therefore, the Ministry of Housing, Human Settlement et al and by extension the Government of St. Kitts and Nevis are committed to do more to meet the soaring demand for affordable housing.

This goal of developing the housing sector will be realized, through a mix of funding solutions and mechanisms to enable the construction of modern homes which will potentially change the landscape and socio- economic profile of the Federation.
The Government will partner with local and regional housing developers with the technical and financial strength as we roll out our ambitious housing solutions.

These houses will be powered by solar energy and will be equipped to accommodate the latest energy-efficient appliances.

It is apparent that St. Kitts will be poised for tremendous economic growth through this expansion in the housing sector.

For this reason, efforts to immediately address the need for affordable housing is already in progress.
The Ministry's "Housing Assessment Program", which is intended to assess the housing needs of Civil Servants, including teachers, nurses, police officers, fire fighters, and armed forces, inter alia, to provide them with modern, affordable housing, is ongoing.

No one will be left behind in this endeavour, and all will eventually benefit from the systemic plans and priorities of the Government for the housing sector.
Furthermore, the Ministry will work with financial institutions to support mortgages that will allow our citizens to purchase these modern, affordable houses.

Financial incentives will be assessed to determine the best packages in support of homeowners to retrofit dwellings with alarm systems, shutters, water catchments and solar panels.

The Ministry will engage the relevant key stakeholders to ascertain the practical way forward to address the housing needs of disadvantaged and marginalized youths.
In conjunction with this initiative, is the re-invigoration of the "Special Land Distribution Initiative," hence, creating empowerment and independence through landownership.

The Construction Sector, which is currently the biggest contributor to our economic development would be vibrant and buzzing with activity owing to the creation of full-time jobs for unskilled, semi-skilled and skilled persons, including engineers and other skill sets relative to the sector.
The local supporting businesses will benefit considerably, as well, from this massive low- income housing undertaking demonstrating to potential developers and investors, the viability of the sector through the transformation of the housing market.
Housing and water are both fundamental human needs, therefore the Ministry of Housing, Human Settlement et al, will ensure that all households have running water, and all unsanitary bathroom facilities are eradicated from our communities and replaced with modern sanitary facilities.

The Ministry has also prioritized the need to make Basseterre more aesthetically pleasing, by way of restoring and/or removing dilapidated and abandoned properties.
Currently, this undertaking is at the data gathering phase to ascertain ownership of such properties before further plans are executed.

The Ministry will continue its dialogue with other Government Units/Departments to ensure a holistic approach to this process.

The National Housing Corporation (NHC) continues to play a key role in the development and growth of affordable housing through its Housing Scheme and Building Assistance programs for our low-income to middle-income families.
The objective of the Housing Scheme is to build homes on NHC owned land, whereas the Building Assistance provides for the construction of a home on the purchaser's land.

Essentially, NHC affords the purchaser the opportunity to seek financing through the bank, and then approach the Corporation to undertake the construction of the home.

The Corporation is committed to improving and adding to the housing stock, given its mandate and the Government's strategic direction for the sector.
As such, plans are on track to construct over forty (40) homes, inclusive of homes for the differently abled, in 2023.

We are mindful that the cost of construction has been steadily increasing with almost every shipment of building materials to our shores.

As a result, the Ministry will continue to monitor the impact on the program in order that the necessary policy advice can be timely, and data driven.

the diverse initiatives of Among imminent renewal and transformation of the Faith-based community.
Attention to this community is of great importance, considering the sudden rise in attrition during and after the pandemic.

Therefore, the survival of the church is a major concern as congregations continue to dwindle on a global level.
the Ministry, the is The Government is committed in its support of ecclesiastical and faith-based affairs and will take necessary measures to re-invigorate involvement in our faith-based community given the moral consciousness, balance, and harmony that spirituality creates in society.
Therefore, plans are being developed to organize the following events: • Gospel Concert • • • Pastors and Faith-based Conference Prayer and Worship Breakfast Seminar National Day of Prayer Service In addition, to stem an increase in societal ills, the Ministry endeavours to encourage and engage the Faith-based organizations to be participatory in the development of policies and programs that will promote Government's agenda for an environment of peace, prosperity, and renewed resilience.
At present, the Government seeks to establish a sound structure for this key Ministry and is in the process of creating a digital database, which will be accessible via the World Wide Web, to allow the global community to obtain pertinent information on the various religious organizations in the Federation.
Dr. the Honourable Geoffrey Hanley Minister of Housing, Human Settlement, Ecclesiastical and Faith-Based Affairs 20-2 1.2 Executive Summary Providing affordable housing to our citizens is a growing concern as the demand has been constantly on the rise, whilst supply continues to struggle to keep pace.

Cognizant of this need the Ministry of Housing, Human Settlement et al, will seek in 2023 to commence the roll out of new housing solutions.
The overarching program aims to develop houses, equipped with solar panels which can facilitate energy-efficient the right mix of diversified housing solutions and funding appliances.

mechanisms, the delivery of these homes is deemed achievable and measurable.

Hence, the necessity for public-private partnership with developers, who have the technological and financial capabilities to bridge the gap to facilitate the realization of this target.
With The Ministry recognizes that inflationary pressure due to supply shortages resulting from the COVID-19 pandemic poses a challenge to achieve the target of home construction.

Regardless of this reality, our citizens need to be housed, as a basic human right.

The Ministry therefore reaffirms its commitment, in tandem with developers, investors and the National Housing Corporation (NHC) to continuously improve and add to the housing stock, to ensure all our citizens are decently and securely housed.
To this end, the NHC aims to roll-out forty (40) houses, through its housing scheme, comprising of one (1) bedroom and two (2) bedroom dwellings inclusive of an allotment reserved for our differently abled citizens.

Critical in having proper housing is the need for sanitary bathroom facilities.

In this regard, the Ministry will continue to provide this necessary support to the vulnerable in our communities.
The Ministry in its quest to sustain the prominence of the church in our society will undertake timely and relevant measures to promote its value and benefits embedded in the culture and traditional roots of the people of St. Kitts and Nevis.

Although the church is evolving, what remains certain is that with its importance and fundamental role, a more proactive approach must be taken to adequately address the attrition and concerns caused by the COVID-19 pandemic.
For this reason, several events are planned for interaction, open communication, and meaningful collaboration among the church, the state, and the public since cooperation between the Ministry and Faith- based organizations has been beneficial in curbing many societal ills.

Furthermore, under the leadership of this Ministry, Faith-based organizations will be given significant consideration and keen attention.
Therefore, they are encouraged to become more involved in terms of their contribution to the Government's policies and programs that are geared at strengthening and cultivating an environment of peace, prosperity, and renewed resilience post COVID-19 pandemic.
20-3 1.3 Management Representation Statement In keeping with the Government's strategic direction, I hereby present the Ministry of Human Settlements, Ecclesiastical Affairs and National Health Insurance Annual Report on Plans and Priorities for the year 2023.

The document provides an accurate presentation of the objectives of the Ministry's plans and priorities and will serve as a tool to monitor and guide the implementation and evaluation of the Ministry's initiatives in 2023.
Brenda Boncamper Permanent Secretary (Ag.)

Section 2: Ministry Overview 2.1 Mission Statement To facilitate the socio-economic growth of our nation by expanding and improving our housing sector in collaboration with the National Housing Corporation (NHC), and to develop partnerships with ecclesiastical and faith-based organizations to sustain and advance the moral fabric of our society.
2.2 Planning Overview 2.2.1 Ministry's Strategic Objective vs Government's Directions The commitment of the Government is to provide and to maintain the sustainable development of the economy.

Its Housing, Human Settlement, Ecclesiastical and Faith- Based Affairs policies are therefore designed to contribute to the overall transformation of the economic and social well-being of its citizens.

The Government's broad objectives for Human Settlement and Ecclesiastical Affairs: 1.
Strengthen inter-sectoral linkages 2.

Create an atmosphere where people support each other, learn, and grow together in the Faith-based Community 3.

Support the Faith-based Community in the delivery of the Gospel by word and deed to everyone 4.

Scale up the provision of modern, affordable housing to improve living conditions and contribute to socio-economic development 5.
Systematically improve the housing stock through the development and implementation of supportive policies 20-4 2.2.2 Ministry's Annual Objectives vs Strategic Objectives • • • • • • • Strengthen the Ministry's human resource and technological capabilities to build capacity To apply the concepts of Human Settlement in each of the housing development taking into consideration environmental concerns, environmental health, infrastructure, and other relevant factors To facilitate the construction of affordable homes for cross-sections of society based on different schemes To develop an adequate digital database with all religious and faith-based organizations in the Federation of St. Kitts and Nevis To establish and maintain an organized working relationship with the church community within the Federation Establish a forum for the church to lend support to policy initiatives and programs, contribute to discussions on legislation and other areas deemed relevant To support the work of the church in its pursuit of community outreach programs 2.2.3 Modifications to the Ministry's Strategic Directions During the Year There were no modifications to the overall strategy of the Ministry during the year.
2.2.4 Main Activities Contributing to the Annual Objectives • • • • To apply the concepts of human settlement in each of the housing developments Enable the construction of modern, affordable homes for a cross-section of society Formulate policies and programs in support of the work of the Ministry Establish programs that can promote the overall objectives of the Ecclesiastical and Faith- Based Affairs Ensure positive economic growth prospects 2.2.5 Main Challenges to Achieve Annual Objectives • • • Lack of proper data on churches and other faith-based organizations Limited financial resources Limited technical human resources 20-5 2.2.6 Achievement of the Strategic Objectives over a Multi-Year Time Horizon Achievement of the Ministry's strategic objectives requires investment in competent personnel and adequate financial resources.
The Ministry is cognizant of employing technical staff and establishing partnerships with regional and international organizations and counterparts to achieve its objectives.

2.2.7 Impact of Previous Year's Results on the Current Year's Expenditures There is no direct impact of the previous year's achieved results on the current year's planned expenditure.
2.3 Capital Projects Information 2.3.1 Major Capital Projects • • Support to the National Housing Corporation (NHC) National Health Insurance Scheme 20-6 Section 3: Ministry Summary Portfolio E. 20 - Manage Housing, Human Settlement, Ecclesiastical and Faith-based Affairs Responsibility Centre 20 - Ministry of Housing, Human Settlement, Ecclesiastical and Faith-based Affairs Officer in Charge Permanent Secretary Goals/Global Objectives To provide housing, particularly, for the poor and the indigent in collaboration with the National Housing Corporation (NHC), and to support the work of the church.
Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Planned Estimated Projected Projected Actual Programme 2021 2022 2023 (in thousands) 2024 2025 00781 - Support Ecclesiastical Affairs 114 - Provide General Administrative Support 3 545 40 321 244 353 247 359 250 364 20113 - Provide and Monitor Human 7,859 11,109 6,123 4,126 2,129 Settlements Total 8,407 11,470 6,720 4,732 2,743 20-7 Section 4: Programme Summary Portfolio E. 20 - Manage Housing, Human Settlement, Ecclesiastical and Faith-based Affairs Programme 00781 - Support Ecclesiastical Affairs Responsibility Centre 20 - Ministry of Housing, Human Settlement, Ecclesiastical and Faith-based Affairs 111 - Permanent Secretary 061 - Ecclesiastical Affairs Officer in Charge Permanent Secretary Goals/Global Objectives To provide general support to Ecclesiastical and Faith-based Affairs, as spirituality helps to sustain balance and moral consciousness in society Objective(s) for 2023 1.To convene meeting with Pastors and other faith-based leaders Expected Results 75 Performance Indicators Number of Pastors and faith-based leaders registered to set up Community Outreach Initiatives 2.To stem the sudden rise in attrition of 4 Number of events organized and executed the church Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 (in thousands) 3 40 244 247 250 Total 3 40 244 247 250 Recurrent Capital Transfer Budgetary Grant Principal Repayment Net Lending 20-8 Portfolio E. 20 - Manage Housing, Human Settlement, Ecclesiastical and Faith-based Affairs Programme 114 - Provide General Administration Responsibility Centre 20 - Ministry of Housing, Human Settlement, Ecclesiastical and Faith-based Affairs 111 - Permanent Secretary Officer in Charge Permanent Secretary Goals/Global Objectives To encourage the Faith-based organizations to be participatory in the development of policies and programs that will promote the Government's agenda
 Sub-Programme: 00039 - Provide Administrative Services Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 (in thousands) 545 321 353 359 364 Total 545 321 353 359 364 Recurrent Capital Transfer Budgetary Grant Principal Repayment Net Lending 20-9 Portfolio E. 20 - Manage Housing, Human Settlement, Ecclesiastical and Faith-based Affairs Programme 20113 - Provide and Monitor Human Settlements Responsibility Centre 20 - Ministry of Housing, Human Settlement, Ecclesiastical and Faith- based Affairs Officer in Charge Permanent Secretary Goals/Global Objectives To provide and ensure that our low-income families have access to modern affordable housing Objective(s) for 2023 1.To ascertain ownership of abandoned properties 2.To construct affordable houses in collaboration with National Housing Corporation (NHC) 3.To identify areas in Basseterre where gentrification can be considered and implemented 4.To provide sanitary bathroom facilities to vulnerable persons Sub-Programme: Expected Results 40 Performance Indicators Number of properties identified, and ownership determined 44 8 50 Number of houses constructed in various districts Number of areas identified in Basseterre for gentrification Number of modern sanitary facilities constructed 00049 - Provide Support to Human Settlements 00060 - Government Housing Programme 20113 - Invest in Human Settlements Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 (in thousands) 202 7,658 1,109 10,000 1,123 5,000 1,126 3,000 1,129 1,000 Total 7,860 11,109 6,123 4,126 2,129 Recurrent Capital Transfer Budgetary Grant Principal Repayment Net Lending 20-10 2 0 1 1 3 N o .
( N H C ) - ( W e s t S t r e e t i H o u s n g P r o e c t ) j I I A D M N S T R A T O N I T O T A L 2 4 , 0 0 0 , 0 0 0 5 , 0 0 0 , 0 0 0 S u b t o t a l 2 4 , 0 0 0 , 0 0 0 5 , 0 0 0 , 0 0 0 2 4 , 0 0 0 , 0 0 0 5 , 0 0 0 , 0 0 0 $ $ - - - $ S T .

I K T T S A N D N E V S E S T M A T E S I I , 2 0 2 3 ( I C A P T A L P R O J E C T S ) C .
2 0 H O U S N G I , H U M A N S E T T L E M E N T , - - - - $ A d i l D e v e o p m e n t $ T o t a l $ , 0 0 0 , 0 0 0 5 , 0 0 0 , 0 0 0 5 , 0 0 0 , 0 0 0 , 4 1 6 1 , , 4 1 6 1 , , 4 1 6 1 , 4 1 6 4 1 6 4 1 6 R E V E N U E 20-11 T o t a l i M n i s t r y $ 5 , 0 0 0 , 0 0 0 21 - Ministry of Environment, Climate Action and Constituency Empowerment Report on Plans and Priorities for the Year 2023 Volume 2 December 2022 21 - Ministry of Environment, Climate Action and Constituency Empowerment Table of Contents Section 1: Minister's Message and Executive Summary Minister's Message Executive Summary Management Representation Statement Section 2: Ministry Overview 2.1 Mission Statement 2.2 Planning Overview 2.2.1 Ministry's Strategic Objective vs Government's Directions 2.2.2 Ministry's Annual Objectives vs Strategic Objectives 2.2.3 Modifications to the Ministry's Strategic Directions During the Year 2.2.4 Main Activities Contributing to the Annual Objectives 2.2.5 Main Challenges to Achieve Annual Objectives 2.3 Capital Projects Information 2.3.1 Major Capital Projects 2.3.2 Other Projects Judged Important 2.4 Transfer Payment Information Section 3: Ministry Summary Section 4: Programme Summary Capital Projects Estimated Expenditure Page 1 1 3 5 5 5 5 5 6 6 7 7 7 7 7 8 9 10 15 Section 1: Minister's Message and Executive Summary 1.1 Minister's Message St. Kitts and Nevis joins the world to reemphasize and re-evaluate our strategic direction on the environment and climate change.
One resonating takeaway is that climate change and its devastating effects on our lives and livelihoods are real.

Biodiversity, pollution, and water shortages add to the planetary crises threatening our collective future.

It is more urgent than ever.

This reality check has been translated into establishing the Ministry of Environment, Climate Action, and Constituency Empowerment in August 2022.
The "NOW" is a priority for St. Kitts and Nevis underpinned by a clear path forward, the first sustainable island state.

Across Government, our purpose bridges the work of all Ministries and statutory bodies to adapt and transform resilient livelihoods for the future.

I am here to lead and implement transparent, robust, actionable pathways to realize this goal.
With a firm commitment and an imaginative trajectory for St. Kitts and Nevis as a sustainable island state, I present the strategic priorities of my Ministry.

Budget 2023 takes some critical steps to mobilize human capital and efficiently improve the operational organization to strengthen coordination.

Strong coordination is our central tenet.

We have to bring together the different parts so that they can move as one.
This looks like meaningful collaborations, building robust partnerships, and tapping into financial and technical resources wherever possible.

Equally important is the Ministry's intention to set the tone and culture for the whole Government to participate and contribute to the Sustainable Island State (SIS) Agenda.

We will champion the integration of five cross-cutting pillars: water, food, energy, sustainable industries, and technology.
Our strategic priorities align with the harsh realities of Small Island Developing States (SIDS).

They are classified under three areas: 1.

Strengthening the Legal Framework: Ensuring the necessary consultations, reviews, and analyses of current and new legislation 2.

Resilience: Identifying and adapting mitigative measures to the existential threats affecting climate, economy, and resources 3.
Participation: Presence to discuss, learn and act for better environmental stewardship in everyday life These critical drivers will help us tailor policy responses and strategic tools to address the escalating costs of fossil fuels, the vicious cycle of climate hazards, scarcity of food and water, income loss, higher cost of living, and the disruption of family life.

The glaring fragility of our humanity is magnified as a result of continuous environmental degradation and climate change.
Our responses must be fit for purpose, prudent, and responsible.

PARTICIPATION is a critical driver.

Our peoples' voices must be heard at all levels – the cleaner, teacher, police, children, technical adviser, and minister.

Constituency Empowerment will therefore be the vehicle to connect people to environmental management issues, climate resilience, climate justice, and sustainable practices.

It will offer diverse modalities and frameworks to channel public awareness and people- centered activities.
The aim is to transform the scope of Constituency Empowerment beyond the perception of mere "politically motivated" programs to sustainable active lifestyles.

Looking forward, the Ministry expects to establish a robust enabling legal framework and partnerships.

The Climate and Ocean Risk Vulnerability Index (CORVI) will serve as a strategic tool to assist the Ministry of Environment, Climate Action and the Constituency Empowerment transformation process.
Our efforts to dispose of solid waste, reduce plastic use, and recycle point to circular economy development.

Great potential in this area exists, and it will be tapped.

to guide climate sensitive considerations in The Royal Basseterre National Park remains a bright spot that will shine as a vehicle of change to our development strategy of sustainable active lifestyles.

The development of this national park will be a green space for healthy living.
It is envisioned as an integrated and multi-sectoral development that strengthens environmental stewardship and encourages healthier lifestyles.

To achieve this, a combination of enabling, cross-cutting sectoral policies will stimulate innovation to make the Royal Basseterre Valley a space for sustainable industries.

Aware of the gloomy global financial outlook and heightened war tensions, an integrated framework for strengthening governance and operational capacity will drive this Ministry's mandate.
I remain committed and optimistic.

Let us focus on our strengths, expertise, energies, and resources.

The Ministry will continue to work alongside our statutory boards to realize its vision through vibrant partnerships.

I wish to thank all the employees of the Ministry for their hard work and dedication and to welcome the newly assigned employees.

I look forward to working alongside you as we deliver on the departments' and Government's goal to become a sustainable island state.

Hon.
Hon.

Dr. Joyelle Clarke Minister of Environment, Climate Action and Constituency Empowerment 21-2 1.2 Executive Summary Aware that this Ministry provides strategic advice on and implements environment- relevant interrelated policies to achieve a safer and sustainable future, the key priority is to create an enabling environment supporting this vision.
With the addition of two new areas, Climate Action and Constituency Empowerment, robust coordination and vibrant partnerships are critical to achieving inclusive, sustainable, and resilient lifestyles to survive and thrive in the twenty-first century.

For this Ministry to shape St. Kitts and Nevis into a model sustainable island state, it requires a mind-shift in its leadership, structure, performance assessment, and prudent use of resources.
Staff within the Ministry will be adequately deployed with a focus to expand climate action activities through effective project coordination.

These efforts will translate into: 1.

The provision of quality coordination of cross-cutting issues of climate change, climate financing, and climate resilience so that they dovetail with the overarching goal of a sustainable island state; 2.

Accommodating the integration of the conceptualization and implementation of 3.
GCF projects by strengthening the human capital and operational capacities; and Increasing the visibility and understanding of climate change and its effects on our daily lives.

Strengthened coordination is the basis for actioning the Ministry's role in contributing to the 2030 Sustainable Development Goals (SDG) and our goal to become a sustainable island state.
Eight of the SDGs have been identified as priorities by the Ministry: Goal 6: Clean Water and Sanitation Goal 7: Affordable and Clean Energy Goal 9: Industry, Innovation and Infrastructure Goal 11: Sustainable Cities and Communities Goal 12: Responsible Consumption and Production Goal 13: Climate Action Goal 14: Life Below Water Goal 15: Life on Land Effective leadership and management of the plurality of voices and perspectives are pivotal to the success of this Ministry.
One of the fundamental principles of the Department of Environment is to highlight the environmental issues challenging our Federation.

We will ensure that our citizens are informed and kept up to date on the environmental challenges, no matter how simple or complex.

Informing and educating our citizens is critical to becoming better environmental stewards.

The Ministry will continue to lobby for the participation of our citizens and civil society in the decision- making process of this country.
As Constituency Empowerment is now a part of this Ministry, participation at all levels is 21-3 our goal.

Intensified meaningful collaboration across public and private sectors and new and flexible ways of working together will be pursued.

This will be a key driver for analyzing and appreciating the human pressures of population growth, economic activity, and energy use that impact the environment.
Recognizing that we live in a world that demands more energy and land use, climate change and global warming, habitat fragmentation and degradation, and invasive species are priorities that constantly hinge on every decision that impacts our lives.

Sustainable livelihoods then become a number one priority.

A critical area for our attention is the management of ecosystems and protected areas.
The preservation and protection of our biodiversity hinges on healthy ecosystems and a robust protected areas framework.
The Department of Environment will continue to build on the work done under the GEF funded Conserving Biodiversity Project by strengthening the management of our protected areas, promoting and implementing policies that lead to healthy ecosystems, which will not only benefit our citizens through the demonstration of best practices but also, where possible, lay the groundwork for economic benefits through a sustainable financing mechanism.
The Ministry is set to roll out an updated comprehensive legislative framework.

On the heels of the new environmental legislation, the Ministry will recommend future-focused policies and strategies for consideration and endorsement for our journey to a sustainable island state.
Another critical area of coordination to table is the creation of overarching climate needs baseline data and establishing an environment information system so that the Ministry is placed in a better position to attract climate financing and projects in a timely and efficient manner.

Strengthening technical rigour remains a key programmatic goal.

There are some core, capabilities that the Ministry must continue to strengthen.
These are providing evidence- based advice, embracing risk management as a tool, improving digital capabilities, engaging in continuous legislative review toward a relevant regulatory infrastructure, and communicating and engaging effectively.

Specifically, efforts will be invested in creating an environment information system to address the need for more data-informed decisions.
As we mature as a Ministry, our core focus will be on strengthening our leadership capacities, building our strategic policy skills, and becoming better digitally enabled.

We value our international commitments to bolster our technical and financial capacity as a small island developing nation.

The Ministry is strongly committed to leading in the implementation of agreed obligations of righting global environmental wrongs that will redound to the benefit of our people.
As we wrestle with environmental issues such as climate change, a life changing phenomenon that touches on every aspect of our existence, we will endeavour to develop innovative, life- changing responses.

The extraordinary challenges compel us to pursue active policy reforms, creative and prudent use of financial resources, and more strategic partnerships.

In looking ahead, the Ministry remains committed to implementing the work of the Ministry through teamwork.
21-4 I submit, for the tabling in Parliament, the Annual Report on Plans and Priorities for the Ministry of Environment, Climate Action and Constituency Empowerment.

It is my view that the document would serve as an essential planning instrument and working guide for the operation of the Ministry for 2022 and beyond.

It will also provide the strategic direction and ultimately be used to judge the Ministry's performance.

I thank the staff for their commitment to putting this document together.
It represents an accurate representation of our discussions and our expectations for 2023.

Sharon Rattan Permanent Secretary 1.3 Management Representation Statement I submit, for the tabling in Parliament, the Annual Report on Plans and Priorities for the Ministry of Environment, Climate Action and Constituency Empowerment.

It is my view that the document would serve as a very important planning instrument and working guide for the operation of the Ministry for 2023 and beyond.
It will also provide the strategic direction and ultimately be used to judge the Ministry's performance provided that the necessary allocations are received.

I wish to thank the staff for their commitment in putting this document together.

It represents an accurate representation of our discussions and our expectations for 2023.
Sharon Rattan Permanent Secretary Section 2: Ministry Overview 2.1 Mission Statement To provide a framework to identify, consult, network, evaluate and build resilience to support sustainable livelihoods and the natural, built, and cultural environments.

2.2 Planning Overview 2.2.1 Ministry's Strategic Objective vs Government's Directions The Ministry commits to pursuing strategic and innovative partnerships locally, regionally and internationally to create a roadmap for a safer and sustainable future.
Greater emphasis will be placed on heightened meaningful collaboration, national park development, exploring sustainable financing, strengthening the regulatory framework, policy development, risk management and sharpening digitally enabling skills.
21-5 • • • • • • • • • Leverage inter-ministerial and cross sectoral linkages to ensure that sustainability remain pivotal to development Facilitate the development and application of environmental policies and guidelines To promote the effective management and protection of the environment Increase public education and outreach initiatives Integrate policies and adapt management actions Improve coordination of policy actions Strengthen institutional governance and efficient operational capacity Position cooperatives as builders of sustainability Foster a positive risk management culture 2.2.2 Ministry's Annual Objectives vs Strategic Objectives • • • • • • • • • • • • • • • • • • • Strengthen legal and regulatory frameworks Increase visibility on multi-media platforms Strengthen public and private sector partnerships Provide training opportunities for staff development and growth Improve environmental data management Produce accurate data sets Prepare international reports Prepare proposals for national park development Establish a coordinating body to lead the oversight on the development of the Royal Basseterre Valley National Park Conduct an EIA on the Royal Basseterre Valley National Park Prepare position papers Report on country's response to climate change Honour commitments to international agencies Track milestone accomplishments every quarter Utilize every platform and opportunity to integrate resilience in relevant aspects of the Ministry's work Prepare and implement training programmes for stakeholders Share best practices Develop a national environmental policy Review the climate change policy 2.2.3 Modifications to the Ministry's Strategic Directions During the Year The phased development of the Royal Basseterre Valley National Park has been added as a key priority area.
21-6 2.2.4 Main Activities Contributing to the Annual Objectives Aggressive implementation of public education and outreach agenda • On-going highlighting of key environmental issues in land use and degradation • • On-going consultations with stakeholders • On-going partnership building across the private sector and with NGOs • • Continue implementation of projects across sectors Implement leadership and project planning, monitoring and implementation training Track the implementation of work plans on a quarterly basis Prepare regional and international reports Daily monitoring of declared protected areas • • • • On-going collaborative work with Ministries on projects • • Organize promotional events for environment • • Assist with project writing to donor agencies Coordinate input and representation across Ministries Identify collaborative opportunities to advance the Ministry's agenda 2.2.5 Main Challenges to Achieve Annual Objectives • • Insufficient allocations can severely hinder the effective implementation of work plans Staffing continues to be a problem in some areas, namely Park Rangers.
There are not enough to support the large-scale monitoring of the designated protected areas 2.3 Capital Projects Information 2.3.1 Major Capital Projects 1.

Integrated Water, Land and Ecosystem (IWEco) Management in the Caribbean SIDs Project - Sub National Project 2.

Electricity Supply for the St. Kitts Marine Species Center 2.3.2 Other Projects Judged Important Integrating Water, Land and Ecosystems Management (IWECO) Invasive Alien Species (IAS) 21-7 2.4 Transfer Payment Information 1.
UNEP Voluntary Indicative Scale Contribution 2.

UNEP Action Plan for Caribbean Environment Programme UNEP Convention on Biological Diversity 3.

UNEP Budget for Biosafety Protocol Stockholm Convention on Persistent Organic Pollutants 4.

United Nations Convention to Combat Diversification 5.

UNFCCC UN Framework Convention on Climate Change, Core Budget UNFCCC 6.

UN Framework Convention on Climate Change, Kyoto Protocol Caribbean Development Bank 7.

UNDP Government Local Office Cost and Vol.

Cont.


for SKN 21-8 Section 3: Ministry Summary Portfolio E. 21 - Manage Environment, Climate Action and Constituency Empowerment Responsibility Centre 21 - Ministry of Environment, Climate Action and Constituency Empowerment Officer in Charge Permanent Secretary Goals/Global Objectives To provide an enabling environment to build upon investments made to achieve a safe and sustainable future.
To secure steadfast resiliency, the Ministry seeks to provide robust coordination to attract international cooperation and financing to better position St. Kitts and Nevis as a sustainable small island Financial Summary Programme Expenditures Expenditures Expenditures Expenditures Expenditures Planned Estimated Projected Projected Actual 2021 2022 2023 (in thousands) 2024 2025 21111 - Provide Administrative Support 21173 - Manage and Protect the Environment 21041 - Constituency Empowerment Total 123 4,857 139 5,119 232 6,055 730 7,017 677 6,827 1,047 8,551 653 6,352 905 7,910 646 5,877 900 7,423 21-9 Section 4: Programme Summary Portfolio E. 21 - Manage Environment, Climate Action and Constituency Empowerment Programme 21111 - Provide Administrative Support Responsibility Centre 21 - Ministry of Environment, Climate Action and Constituency Empowerment 117 - Permanent Secretary Officer in Charge Permanent Secretary Goals/Global Objectives To provide administrative support and leadership in strategic planning, policy development and implementation, inter-ministerial and cross coordination for a safer and sustainable future Objective(s) for 2023 1.Create and implement coordination tools for target setting, accountability, and teamwork 2.To build capacity in several areas for staff re: new administrative arrangements and project monitoring 3.To conduct needs assessment for the preparation of an ongoing training needs program 4.To create and implement a plan for the review of all legislation under the mandate of Environment and Climate Change 5.To identify and leverage opportunities for advancing our climate change agenda 6.To increase inter-ministerial dialogue and build partnerships to support the development and application of policies and guidelines 7.To research the establishment of an agency mandate to advance the sustainable small island state agenda 8.To strengthen institutional governance and efficient operational capacity.
Expected Results February 2023 December 2023 Performance Indicators Date Framework for Teamwork Design Tool completion of of Integrated Dates of training activities by quarter January 2023 Report with prioritized findings and next steps December 2023 Date of completion of Implementation Plan on and Progress Reports Implementation December 2023 4 December 31, 2023 December 2023 4 4 March 31, 2023 Reports of 3-5 opportunities Number of quarterly reports produced Date Ministries and Private Sector partners identify Key Stakeholders, to Date of completion of Report findings Number of quarterly assessments of Departments of Number International Conventions Date when National Park coordinating body is established submitted reports for Sub-Programme: 00012 - Provide Administrative Support 2111701 - Purchase of Furniture and Equipment - Climate Action Unit 21-10 Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 (in thousands) 123 232 610 67 619 34 629 17 Total 123 232 677 653 646 Recurrent Capital Transfer Budgetary Grant Principal Repayment Net Lending 21-11 Portfolio E. 21 - Manage Environment, Climate Action and Constituency Empowerment Programme 21173 - Manage and Protect the Environment Responsibility Centre 21 - Ministry of Environment, Climate Action and Constituency Empowerment 117 - Permanent Secretary 173 - Environment Unit Officer in Charge Director Goals/Global Objectives To provide an enabling environment to build upon investments made to achieve a safe and sustainable future.
To secure steadfast resiliency, the Ministry seeks to provide robust coordination to attach international cooperation and financing to better position St. Kitts and Nevis as a sustainable small island Objective(s) for 2023 1.To complete all capital projects 2.To create baseline data to determine St. Kitts and Nevis climate change status 3.To create implementation plans for reducing plastic waste and recycling initiatives across sectors Expected Results December 2023 Performance Indicators Reports submitted June 2023 Date of completion of status report December 2023 Date for reducing plastic waste plan Date for recycling initiatives plan 4.To design an environmental information system to track and inform decision- making December 2023 Date of completion of an environmental information system 5.To document information on protected and at-risk areas 6.To endorse and pass the proposed NCEMA Bill and other relevant legislation related to the Kigali Amendment December 2023 March 31, 2023 Dates documents are submitted Dates the Bills are enacted 7.To ensure compliance to national commitments on multilateral conventions 8.To increase electronic print, social media presence and events to promote the Ministry's work 10 Number of reports submitted December 2023 Monthly submissions of articles, interviews and events 21-12 Sub-Programme: 00013 - Environmental Advocacy 01228 - Clean and beautify parks and beaches 01257 - UNEP - Voluntary Indicative Scale Contribution 01259 - UNEP - Conventional on Biological Diversity 21173 - Invest in the Environment 01258 - UNEP- Action Plan for Caribbean Environment Programme 01260 - UNEP - Budget for Biosafety Protocol 01261 - UNEP - Stockholm Convention on Persistent Organic Pollutant 01262 - United Nations Convention to Combat Desertification -UNCCD 01263 - United Nations Framework Convention on Climate Change - UNFCCC - Convention Core 01264 - United Nations Framework Convention on Climate Change - UNFCCC - Kyoto Protocol KP 01332 - Plan and manage the Environment Financial Summary
 Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 (in thousands) 4,825 32 4,493 1,524 37 5,083 1,706 37 5,108 1,206 37 5,133 706 37 Total 4,857 6,054 6,826 6,3521 5,876 Recurrent Capital Transfer Budgetary Grant Principal Repayment Net Lending 21-13 Portfolio E. 21 - Manage Environment, Climate Action and Constituency Empowerment Programme 21041 - Constituency Empowerment Responsibility Centre 21 - Ministry of Environment, Climate Action and Constituency Empowerment Officer in Charge Permanent Secretary Goals/Global Objectives To provide the administrative infrastructure and technical support to build and expand constituencies through people empowerment Objective(s) for 2023 1.To build capacity in several areas for administrative new project and re: staff arrangements monitoring Expected Results December 2023 Performance Indicators Date of training activities by quarter 2.To conduct a needs assessment for the preparation of ongoing training needs program 3.To create and implement projects in response to constituency needs January 2023 Report with prioritized findings and next steps 8 projects Two projects per quarter 4.To create profiles of the March 2023 Date of completion of Constituency profiles constituencies Sub-Programme: 03360 - Constituency Empowerment Department 21041 - Invest in Constituency Empowerment Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 (in thousands) 139 730 857 190 870 35 882 18 Total 139 730 1,047 905 900 Recurrent Capital Transfer Budgetary Grant Principal Repayment Net Lending 21-14 / f 2 5 7 , 3 5 0 2 5 7 , 3 5 0 S u b t o t a l 1 9 0 , 3 5 0 1 9 0 , 3 5 0 1 2 0 , 0 0 0 1 2 0 , 0 0 0 7 0 , 3 5 0 7 0 , 3 5 0 2 1 0
0 0 0 1 2 0 , 0 0 0 7 0 , 3 5 0 7 0 , - C l i m a t e A c t i o n U n i t S u b t o t a l 6 7 , 0 0 0 6 7 , 0 0 0 6 7 , 0 0 0 6 7 , 0 0 0 - - - - - - - - - - - - 2 5 7 , 3 5 0 1 9 0 , 3 5 0 1 2 0 , 0 0 0 7 0 , 3 5 0 6 7 , 0 0 0 6 7 , 0 0 0 - - - - - - R E V E N U E R E V E N U E R E V E N U E 21-15 S T .
I K T T S A N D N E V S E S T M A T E S I I , 2 0 2 3 2 1 1 1 7 N o .

P r o e c t j C .
2 1 I E N V R O N M E N T , ( I C A P T A L P R O J E C T S ) $ $ $ $ A d i l D e v e o p m e n t $ T o t a l E s t i m a t e d E x p e n d i t u r e 2 0 2 3 $ ) F E G ( Y T I L I C A F L A B O L G - - $ 0 5 3 , 7 5 2 - l a t o T $ t n e m p o e v e D l i d A $ 0 0 0 , 0 4 1 0 0 0 , 0 4 1 E U N E V E R - 3 6 4 , 6 6 E U N E V E R 4 0 1 , 6 9 4 , 3 0 0 0 , 0 0 5 , 1 - - 4 0 1 , 6 9 4 , 3 3 6 4 , 6 0 7 , 1 0 0 0 , 0 4 1 4 0 1 , 6 9 4 , 3 3 1 8 , 3 6 9 , 1 0 0 0 , 0 4 1 - - - - - - $ $ $ 0 5 3 , 7 5 2 0 5 3 , 7 5 2 f / b L A T O T E M A N T C E J O R P j t c e o r P .
o N ) o c E W I ( m e t s y s o c E d n a d n a L , - 7 4 6 , 1 1 7 , 1 0 0 0 , 0 0 5 , 1 8 0 2 , 2 9 4 , - b u S ) C M W S ( - , 6 6 3 6 4 , 6 9 3 6 4 , 6 6 5 , 1 8 1 3 , 0 0 3 , 0 1 l a t o t b u S 3 1 8 , 3 2 8 , 1 8 6 6 , 7 5 5 , 0 1 L A T O T i s e c e p S e n i r a M s t t i K .
21-16 ) S T C E J O R P L A T P A C I ( , T N E M N O R V N E I 1 2 .

C 3 2 0 2 , I I S E T A M T S E S V E N D N A S T T K I .
T S 3 1 8 , 3 6 9 , 1 $ y r t s i n M i l a t o T 22 - Ministry of Information, Communication, Technology and Posts Report on Plans and Priorities for the Year 2023 Volume 2 December 2022 22 - Ministry of Information, Communication, Technology and Posts Table of Contents Section 1: Minister's Message and Executive Summary 1.1 Minister's Message 1.2 Executive Summary 1.3 Management Representation Statement Section 2: Ministry Overview 2.1 Mission Statement 2.2 Planning Overview 2.2.1 Ministry's Strategic Objective vs Government's Directions 2.2.2 Ministry's Annual Objectives vs Strategic Objectives 2.2.3 Modifications to the Ministry's Strategic Directions During the Year 2.2.4 Main Activities Contributing to the Annual Objectives 2.2.5 Main Challenges to Achieve Annual Objectives 2.2.6 Achievement of the Strategic Objectives over a Multi-Year Time Horizon 2.2.7 Impact of Previous Year's Results on the Current Year's Expenditures 2.3 Capital Projects Information 2.3.1 Major Capital Projects 2.3.2 Other Projects Judged Important 2.4 Transfer Payment Information Section 3: Ministry Summary Section 4: Programme Summary Capital Project Estimated Expenditure Page 1 1 3 7 7 7 8 8 8 9 9 9 10 10 10 10 10 10 11 12 15 Section 1: Minister's Message and Executive Summary 1.1 Minister's Message Department of Information and Communication Technology (ICT) The post-pandemic world is probably going to look very different from the one that came before, and businesses that learn to adapt to new working methods today are more likely to benefit.
The COVID-19 pandemic has heightened the urgency to upgrade and broaden our ICT infrastructure and accessibility to enable and nurture high-speed, secure, cost-effective, and reliable internet access and ICT services in the public service and at the national level.

We are committed to the digital transformation process and will make every effort to provide the necessary resources to facilitate the implementation of our Whole of Government Digital Transformation Strategy.
ICT continues to be a critical component for the successful delivery of many services and will be positioned as a key enabler in our Strategy to reform the public service.

The Government of St. Kitts and Nevis through the Department of ICT will place a high priority on the strategic objectives of accelerating socio-economic growth, increasing skills and human resource capabilities in the public service, and transitioning to a digital economy.
The rollout of ICT Infrastructure in underserved areas will be a priority.

This will speed up the process of closing the infrastructure and communication gaps that remain in our country.

According to Mr. Houlin Zhao, Secretary General of the International Telecommunication Union (ITU), "Efforts must be expanded to make technology accessible and affordable to everyone, everywhere.

Equitable access to ICT is not just a moral responsibility, it is essential for global prosperity and sustainability."
The challenges we face will require us to adopt policies that pursue our advancement in ICT.

The strategic initiatives identified as critical to laying the groundwork for digitally transforming the Government of St. Kitts and Nevis are digital legislation, cybersecurity, network connectivity, digital identification, digital signature, online payments, government portals, and the digitalization of government processes and documents.
During the past fiscal year, the Department continued to advance and expand the Government Wide Area Network (GWAN), achieving much success across several departments.

Broadband Communications and fiber deployment are key milestones that will also contribute to a secure ICT infrastructure for more reliable network connectivity.

Government departments will now be able to communicate with each other digitally.
It is our intention to use ICT to function in a more integrated and efficient manner across all Government departments.

We will ensure that every standalone modem or internet service is reconfigured and integrated into the GWAN, thereby reducing costs significantly.

We will invest further in fiber-optic cable networks and ensure that the infrastructure is available.
The global necessity of fiber to the home was a major focus at the recently held International Telecommunication Union (ITU) Plenipotentiary Conference in Bucharest, Romania.

The greatest possible return on all our government's investments must go to the people, and it is my intention to ensure that our plans are integrated in order to guarantee the compatibility and accessibility of these networks for individual homes.
The Department of ICT will establish the governance frameworks needed to direct the Government's digital transformation initiative in the upcoming fiscal year.

To provide top-notch digital educational services, the Ministry will build capacity in the use of digital technologies to support the effective delivery of services within the public service.

Undoubtedly, this has been a preoccupation of mine since being appointed Minister of ICT.
The Government Portal has recently been redesigned and launched by our e- Government Unit on November 1, 2022.

This portal provides a central gateway to access Government online information and services.

This will streamline operations for greater efficiency and effectiveness, and increase citizen participation through online engagements.
Furthermore, the Department in collaboration with the Government of China (Taiwan), is working towards establishing a secure, trusted ecosystem that will enable citizens and businesses to gain secure access to online services through an interoperable framework via the Government portal.

Thus, making it easier for citizens, businesses, residents, visitors, and the Diaspora to access online services.

This will improve our e- government ranking in reference to the Ease of Doing Business.
The idea is to enable a single face government and to connect all levels of government and different departments using a single platform.

Our further objective is to digitally transform all governmental services as part of our Whole of Government Digital Transformation Strategy.
We will take part in "Partner2Connect" activities to enhance connectivity across the island and provide free high-speed internet to neighbourhood community centers across the island, thereby keeping with the ITU's key priorities and the United Nation's (UN) Sustainable Development Goals (SDGs) for 2030. the words of ITU Secretary General, Mr Zhao "We need to seize this moment and build on the decisions taken at this global conference to accelerate digital transformation, including for the 2.7 billion people worldwide who are still unconnected."
In The implementation of standards such as ISO27001 will no doubt give our citizens peace of mind, trust, and confidence, knowing that it helps to protect citizens, clients, employees, and suppliers by safeguarding the integrity and confidentiality of their data and information, whether that is sensitive health information, passwords, or personal sensitive information.
Since the implementation of the ISO27001, the Department will receive its first audit in January 2023. to work collaboratively with our partners, the Caribbean We will continue Telecommunication Union (CTU) and the International Telecommunication Union (ITU), to help develop the competencies of our people and nurture our local talent to benefit not only the Government but also the Federation of St. Kitts and Nevis.
The Department is currently in consultation with representatives of the ITU regarding the development of our National Emergency Telecommunication Plan (NETP).

This Plan sets out the strategy to enable and ensure communication availability during the disaster mitigation, preparedness, response, and recovery phase, by promoting coordination across all levels of government, between public and private organisations, and within communities at risk.

This project is funded by the ITU.


Robotics is also on our agenda to pursue, and the Ministry will endeavour to work with the St Kitts and Nevis Robotics Association and other stakeholders to enhance and develop this area.

To achieve digital transformation, the Government of St. Kitts and Nevis and the private sector must be dedicated to it and collaborate.

22-2 POSTAL SERVICE The General Post Office (GPO) continues to provide an affordable postal service.
During the global crisis the GPO provided essential support by helping to deliver important medical supplies, pensions and serving the vulnerable populace who had to remain at home.

During 2022, we implemented some of the most cutting-edge technology to effectively respond to the evolving needs of customers.

The Ministry computerized all the sub post offices with the hope of improving efficiency.

We made a conscious effort to enhance the image of the Posts through improved customer care and relations.
Training in customer service and conflict resolution for the entire staff were held.

Senior staff members were engaged in a ten-week training on leadership.

In 2023, greater emphasis will be placed on the St. Kitts and Nevis Postal Services.

We will utilize the technology to conduct more services.

The time has come to revamp and rebrand the postal infrastructure.

2023 will see us unlocking the potential of the St. Kitts and Nevis Postal Services.
The National Addressing System (NAS), which will update the postcode system and a house/street addressing system.

The NAS will facilitate the efficient distribution of mail/packages, thereby, reducing delays and allowing items to reach their destination faster.

More importantly, the NAS will immensely diminish some of the problems facing our National Emergency Responders, such as the EMS and Fire and Rescue Services.
An addressing system is an essential infrastructure that paves the way for social and economic development.

It allows people to connect, improves emergency response, increases access to utilities, and facilitates postal services and delivery of goods and services.

The need for a functional and efficient system of street names and house numbers in St. Kitts and Nevis is increasingly critical and noticeable.
Hon Konris Maynard Minister of lnformation, Communication, Technology and Posts 1.2 Executive Summary Department of Information and Communication Technology (ICT) ICT has the power to influence every aspect of our lives and society through business, entertainment, health, security, education, teaching methods, learning approaches, exchanging information, and the delivery of services.
ICT manages information through a diverse set of technological tools and resources and effectively contributes to overall growth and development in our society.

There is a considerable demand for technology-enabledgovernment services due to the growing need for information sharing and the accelerating pace of technological progress.

The COVID-19 pandemic enhanced the need for innovative digital services and the 22-3 drive to adopt them.
It has also brought to light the urgent need to upgrade and broaden our ICT infrastructure and its accessibility to enable and promote widespread, affordable, secure, efficient, and high-speed internet access and ICT services.

Critical to this process is also upskilling and building capacity to manage these digital services.
Over the past year, the Department of ICT undertook and accomplished the following initiatives: • • • • • Electronic driver's license exams and test results are available via an online portal (www.traffic.gov.kn) Established Health COVID Immunization Database (www.skncovidvax.gov.kn) Developed the Online Portal for the Development of Income Support and Fuel Subsidy Programmes (www.relief.gov.kn) Created a Retrievable Digital Vaccination Card created via an online portal (www.myvaccinrecord.gov.kn) Developed an Immigration and Customs' online portal (www.knatravelform.kn) In our continued thrust for the expansion of the Government Wide Area Network (GWAN), we have linked the disconnected, with approximately 90% mobile and internet penetration in St. Kitts and Nevis in the metropolitan zone and 95% across Government Departments.
The rural area will be covered over the next few years as the service providers continue to install the fiber infrastructure.

The deployment of fifteen (15) layer 3 switches and over ten (10) ASA firewalls will further strengthen the network and create a more secure and robust network infrastructure.

Efficiency and long-term cost savings will be realised from our continued deployment and use of VOIP phones.
Additionally, the Ministry will continue to provide digital training to public servants to assist with building digital capacity and reskilling.

The deployment of internet service throughout the island in community centers at seventeen (17) different locations will allow people who do not have access to the internet at home to use these centers.
Over twenty-four (24) new points of fiber, as well as dark fiber strands, have been deployed to Government Departments, connecting each department to the GWAN, thus enabling effective communication amongst several ministries.

As we come to a close on the initial phase of the GWAN project, additional phases will be required to bolster the GWAN, and these will be considered as we engage in the Whole of Government Digital Transformation Strategy.
ICT continues to be a critical component for the successful delivery of many services, and it is our intention to use ICT to function in a more integrated and efficient manner across all government ministries.
The St. Kitts and Nevis Internet Exchange Point (IXP) Development Project has been mobilised and, in 2023, will result in the creation of a centrally managed critical network infrastructure that will facilitate local peering between Internet Service Providers (ISPs) and content providers, which has the effect of increasing network resilience, while lowering telecommunication costs.
It will also contribute to the efficiency and effectiveness of the Government's digital transformation process, with the delivery of e-Government services, cybersecurity protection, financial/digital money services, and the distribution of educational content.

The establishment of the IXP is expected to stimulate the development of the local ICT sector, with the emergence of new services and business ventures resulting in increased jobs and content creation that is marketable globally.
Furthermore, the redundancy in the peering of ISPs will provide business continuity and 22-4 enable enhanced emergency management.

IXP can be classified as a strategic resource for national development.

As we embark on the implementation phase of our Whole of Government Technology Strategy, the Department will work closely with all stakeholders.

Our Whole of Government Technology Strategy and our Cybersecurity Strategy Framework will lay the groundwork to achieve digital transformation.
The strategy has prioritized various activities and programmes for implementation under three main categories: People, Processes, and Technology.

The Cybersecurity Strategy Framework defines the strategies to ensure the safety, integrity, and availability of the Government's data and information as it transitions to delivering digital services.
We will work with the Legal Department to review and update the legislative framework and create legislation to facilitate and enable digital transformation initiatives for e-government as well as telecommunications that would facilitate our broadband policies.

Our Whole of Government Digital Transformation Strategy embraces the new technological era and outlines the strategic actions required to enable digital transformation.
It will provide guidance on how best the Government can use cutting-edge technologies to accelerate its drive towards becoming a leading digital nation in the world.

Our landmark achievement during 2022, further emphasizes our commitment to a safe digital transformation.
The Department of ICT sparked a revolutionary shift in the digital environment, when we were awarded the Information Security Management System ISO/IEC 27001:2013 Certification, acclaimed as the platinum standard for information protection and security by the International Organization for Standardization.
This certification verifies that the Department of Technology has a working framework consisting of a combination of policies and processes to protect its information through the adoption of a world class International Information Security Management System (ISMS).

In order to meet our objectives for 2023, emphasis will be placed on increasing internet penetration, reducing costs, and providing more accessibility to digital financial services and online government services.
We will ensure that every standalone modem or internet service is reconfigured and integrated into the GWAN, thereby reducing costs significantly.

Other initiatives that will be pursued over the medium term: I.

Establishment of an internet presence in every Department through the GWAN, thereby following the ITU's goal of connecting the unconnected.

II.
II.

Establishment of more redundant connections, allowing for a full fiber ring around the island, minimizing downtime, and establishing a path of 'least hop' communications.

III.

Establishment of a hybrid data/VOIP network, that can withstand natural disasters through wireless communications.

IV.

Focus on Digital Transformation ei.

investment in digital infrastructure, platforms, financial services, innovation, and entrepreneurship.
V. Establishment of a Digital Academy to provide ongoing digital skills training, and upskilling for the public service, thus building digital skills for the future.

VI.

Citizen-centric digital government services.

VII.

Partner2Connect initiatives with the private sector to increase the availability of high-speed connections to all homes VIII.
Develop a dynamic and inclusive digital economy The Department of ICT will continue to ensure that digital technologies are used 22-5 effectively, which is a critical component for the successful delivery of many existing services across Government Departments, offices, and agencies.

In this way, the public service will be more agile and deliver more user centric and innovative services for all.
Postal Services In 2023, the General Post Office will pivot towards sustainability in its products and services.

The COVID-19 pandemic has taught the Post Office and, by extension, the world that we must adapt quickly to change and think outside the box to continue to be relevant.

In this regard, the General Post Office will strengthen the marketing and promotion of the Express Mail Service (EMS) and the US Mailbox Service.
E-commerce has grown rapidly over the past several years, and the General Post Office is well positioned to increase the customer base for those two services offered by the Post Office.

The General Post Office will also want to continue work on the National Addressing System, which will span over three (3) years.

The National Addressing System will standardize the naming of streets and numbering of houses.
especially in housing developments projects where street names and house numbers are haphazard or non- existent.

This undertaking will involve several stakeholders, including but not limited to the Urban Development Unit, the Department of Physical Planning, and the National Housing Corporation (NHC).

It must be noted that two (2) small pilot projects were done in 2021 in the New Road and Sandy Point areas.
The Philatelic Bureau Department within the General Post Office is responsible for selling stamps to stamp collectors.

The COVID-19 pandemic has seriously impacted sales at the Philatelic Bureau since most of the customers are overseas or tourists visiting the island by cruise ship.

The plan for the Philatelic Bureau is to diversify its product offering by selling stationery such as envelopes, pens, tapes and glue.
Thereby expanding the service of the post office as a place where stationery is sold to customers.

Finally, the Post Office will undertake the replacement of post boxes that have deteriorated from years of exposure to the weather and salty air at the General Post Office.

The replacement of these post office boxes will include an increase in post boxes to satisfy the demand that has been increasing over the past few years.
The material used for the boxes will be aluminum, which will be resistant to the salty air and provide many years of use for our customers.

22-6 1.3 Management Representation Statement I am pleased to present the Annual Report, on Plans and Priorities for the Ministry of ICT and Post.

In my estimation, this presentation reflects an accurate account of the objectives to be achieved as well as the strategies required to realize the Ministry's goals.
This work plan is a result of a consultative process that saw meaningful dialogue with all Departments within the Ministry.

The work plan is also aligned with national objectives and the strategic objectives of our regional and international partners.

It is my view that this document will serve as an important planning instrument, and a strategic tool for the operations of the Ministry for 2023 and beyond.
Cheryleann M Pemberton (Mrs.) Permanent Secretary Section 2: Ministry Overview 2.1 Mission Statement Communications To deliver services and solutions enabling the Public Service to transition to the provision of digital services for the benefit of citizens.

Postal Service We are committed to the Provision of consistently high quality, affordable postal products and services to satisfy the varied requirements of our valued customers in an efficient and professional manner.
22-7 2.2 Planning Overview 2.2.1 Ministry's Strategic Objective vs Government's Directions Government's policy direction and long-term strategy for the Ministry is: Communications • • • • To facilitate the development of ICTs to enable the Federation to become a world leader in digital service delivery.

To improve the way in which the Government operates and serves the needs of its citizens, businesses, and employees by leveraging people, process, and technology transformation.
To strengthen the Cybersecurity Framework of the Government to provide safe online spaces for citizens and businesses to engage with the Government.

To develop, implement and manage the telecommunications infrastructure of the Government to enable the provision of economical, cost-effective, and efficient telecommunication services.
Postal Service Government's policy direction and long-term strategy for the Postal Service is to provide necessary tools for postal products and services to reach the need of the valued customers 2.2.2 Ministry's Annual Objectives vs Strategic Objectives Communications • • • To establish the governance mechanisms to guide the digital transformation process in Government To commence implementation of the whole of Government Technology Strategy To commence implementation of the cybersecurity measures in the Cyber Strategy Framework.
Postal Service Provide new postal software to automate transactions online to customers.

22-8 2.2.3 Modifications to the Ministry's Strategic Directions During the Year The above objectives provide the strategic framework for the direction of these Ministries.

It is not anticipated that there will be any significant modifications to or deviations from this framework during this period.
The General Post Office will continue to evolve and adopt in this digital world and modernize its products and services to reflect our modern economy.

2.2.4 Main Activities Contributing to the Annual Objectives Communications • • • • • • • Establish a Transformation Management Office to guide the activities related to digital transformation in Government.

The ISO 27001 Information Security Management System (ISMS) policies and procedures was implemented in the Department of Technology.
Continuous maintenance and improvement of these information security standards will continue.

Continue to establish the connectivity and networking to consolidate departmental networks and implement whole of Government WAN connectivity.

Enhance the Government portal to a more service-oriented and customer centric portal that will connect the public to a one stop shop for digital services and information.

Implement VOIP telephony in Ministries and Departments that are still using analog telephones.
Establish an IT Service Management platform to log, track and resolve all ICT service requests.

Deliver digital skills training to all public servants.

2.2.5 Main Challenges to Achieve Annual Objectives • • • Limited pool of adequately trained human resources in specialist IT disciplines such as network engineers, software engineers and security engineers.

Non-competitive remuneration packages which make it difficult to recruit and retain highly skilled personnel.
Failure by Ministries to alert the Department of ICT in advance of their relocation plans which affects the overall completeness of the GWAN 22-9 2.2.6 Achievement of the Strategic Objectives over a Multi-Year Time Horizon Resources will be used to achieve the medium to long-term objectives of i) Leveraging ICTs to foster economic growth and development; To realize digital transformation in Government to drive digital transformation in the wider economy; and ii) Create a conducive environment for the development and success of Creatives.
iii) To train staff to improve skills and productivity.

2.2.7 Impact of Previous Year's Results on the Current Year's Expenditures The increased demand for online services has resulted in a corresponding increase in spending on online collaboration tools and services as well as information security products and services to secure the government's digital assets.
The increase demand for online purchases causes the need for another vehicle to transport US Mailbox items and parcels/mails from airport to Customs then to the General Post Office.
2.3 Capital Projects Information 2.3.1 Major Capital Projects - E-Government Network Infrastructure Project Internet Exchange Development and Support - - Upgrade of Postal Services 2.3.2 Other Projects Judged Important - National Addressing System 2.4 Transfer Payment Information - International Telecommunications Union (ITU) - Commonwealth Telecommunications Union (CTU) - Caribbean Telecommunications Union (CTU) - Universal Postal Union (UPU) 22-10 Section 3: Ministry Summary Portfolio E. 22 - Provide Information, Communications, Technology and Posts Responsibility Centre 22 - Ministry of Information, Communication, Technology and Posts Officer in Charge Permanent Secretary Goals/Global Objectives To promote opportunities for economic development through small business formulation and provide cost-efficient and timely information through technology support and training for the Public Service, and provide the public with an affordable and modern postal service Programme Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 (in thousands) 089 – Provide Communications Serv.
091 – Provide Administrative Support 132 – Provide Postal Services Total 4,998 103 3,443 8,544 5,820 333 3,693 9,846 8,430 363 4,643 13,436 5 7,175 370 4,44 7,225 376 4,298 11,989 11,899 22-11 Section 4: Programme Summary Portfolio Programme Responsibility Centre E. 22 - Provide Information, Communications, Technology and Posts 089 - Provide Communications Services 22 - Ministry of Information, Communication, Technology and Posts Officer in Charge Permanent Secretary Goals/Global Objectives To support digital transformation in government to enhance delivery of public services Objective(s) for 2023 1.To define and initiate the digitization process 2.To deploy GWAN Link connections to remaining unconnected sites (firewalls) 3.To develop and review a plan to create an Electronic ID (E-ID) 4.To establish the governance the digital mechanisms transformation process in Government to guide 5.To expand the certification network 6.To have minimum 20% occupancy of rental spaces at the National ICT Centre Expected Results April 2023 Date by which the process should be Performance Indicators started 98% delivery Number of connected sites March 2023 Date for an initial document to kick off project September 2023 Date by which governance structures should be established 3 partners Number of exam providers/certification the Department networks with which establish partnerships $2,000 Average monthly revenue 7.To provide digital skills training courses 60% Percentage of courses available online online for public officers 8.To support other Departments/Ministries in the automation of certain business processes Sub-Programme: 12 Number automated of business processes 22089 - Provide Telecommunications Services and IT Support Recurrent Capital Transfer Budgetary Grant Principal Repayment Net Lending Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 3,890 975 132 (in thousands) 4,724 900 196 6,929 1,305 196 6,979 7,029 196 196
 Total 4,997 5,820 8,430 7,175 7,225 22-12 Portfolio E. 22 - Provide Information, Communications, Technology and Posts Programme 091 - Provide Administrative Support Responsibility Centre 22 - Ministry of Information, Communication, Technology and Posts Officer in Charge Permanent Secretary Goals/Global Objectives To manage the administration of the Ministry of Entrepreneurship and Communications Sub-Programme: 01000 - Provide Administrative Support 01010 - Provide Support for The Cable Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 (in thousands) 103 333 363 370 376 Total 103 333 363 370 376 Recurrent Capital Transfer Budgetary Grant Principal Repayment Net Lending 22-13 Portfolio E. 22 - Provide Information, Communications, Technology and Posts Programme 132 - Provide Postal Services Responsibility Centre 22 - Ministry of Information, Communication, Technology and Posts Officer in Charge Permanent Secretary Goals/Global Objectives To provide the public with an affordable and modern postal service Objective(s) for 2023 1.To complete the assignment of National Addressing System 2.To enhance the image of the Postal Service through improvement customer care and relations 3.To improve the security within the Postal Service (mainly the Subs) by installing appropriate Security Systems Sub-Programme: Expected Results 2 Performance Indicators Number of communities with street names and numbers 8 information Number of public announcements or presentations December 2023 Date of completion installation of security systems 00403 - Administer Postal Service and Customer Service 00404 - Deliver and Dispatch Mail 00406 - Provide Financial Services 00407 - Support U.S.
Mailbox Services Participate in Regional and International Organizations 12132 - Invest in Postal Service Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 (in thousands) 3,301 100 42 3,393 100 200 3,993 450 200 4,045 200 200 4,098 200 Total 3,443 3,693 4,643 4,445 4,298 Recurrent Capital Transfer Budgetary Grant Principal Repayment Net Lending 22-14 , 5 2 0 , 0 0 0 4 5 0 , 0 0 0 1 , 8 7 5 , 0 0 0 1 , 6 4 5 , 0 0 0 2 0 0 , 0 0 0 2 5 0 , 0 0 0 P u r c h a s e o f U P S - I C T C e n t r e ( D a t a C e n t r e ) 2 7 0 , 0 0 0 - T O T A L 8 , 5 0 5 , 0 0 0 1 , 7 5 5 , 0 0 0 i E q u p m e n t U p g r a d e S u b t o t a l 4 , 7 1 5 , 0 0 0 1 , 3 0 5 , 0 0 0 2 1 5 , 0 0 0 2 1 5 , 0 0 0 N o .
- ( I X P ) - I T D e p a r t m e n t C o m p u t e r a n d 3 , 1 0 0 , 0 0 0 5 0 0 , 0 0 0 1 , 2 0 0 , 0 0 0 2 0 0 , 0 0 0 3 9 0 , 0 0 0 2 0 0 , 0 0 0 S T .
I K T T S A N D N E V S E S T M A T E S I I , 2 0 2 3 C .
2 2 I N F O R M A T O N I , ( I C A P T A L P R O J E C T S ) C O M M U N C A T O N I I , $ $ $ $ A d i l D e v e o p m e n t $ T o t a l E s t i m a t e d E x p e n d i t u r e 2 0 2 3 $ $ 1 , 7 5 5 , 0 0 0 - - - - - - - - - - - - - - - - - - - - 1 , 7 5 5 , 0 0 0 1 , 0 7 5 , 0 0 8 4 5 0 , 0 0 0 1 0 0 , 0 0 0 2 0 0 , 0 0 0 2 5 0 , 0 0 0 1 0 0 , 0 0 0 R E V E N U E - R E V E N U E - 1 3 0 , 9 4 8 R E V E N U E 1 , 3 0 5 , 0 0 0 2 1 5 , 0 0 0 8 4 4 , 0 6 0 - R E V E N U E 5 0 0 , 0 0 0 3 9 3 , 4 5 8 R E V E N U E 3 9 0 , 0 0 0 2 0 0 , 0 0 0 3 5 7 , 4 5 3 R E V E N U E 9 3 , 1 4 9 R E V E N U E 22-15 23 - Youth Empowerment, Ageing and Disabilities Report on Plans and Priorities for the Year 2023 Volume 2 December 2022 23 - Youth Empowerment, Ageing and Disabilities Table of Contents Section 1: Minister's Message and Executive Summary 1.1 Minister's Message 1.2 Executive Summary 1.3 Management Representation Statement Section 2: Ministry Overview 2.1 Mission Statement 2.2 Planning Overview 2.2.1 Ministry's Strategic Objective vs Government's Directions 2.2.2 Ministry's Annual Objectives vs Strategic Objectives 2.2.3 Modifications to the Ministry's Strategic Directions During the Year 2.2.4 Main Activities Contributing to the Annual Objectives 2.2.5 Main Challenges to Achieve Annual Objectives 2.2.6 Achievement of the Strategic Objectives over a Multi-Year Time Horizon 2.2.7 Impact of Previous Year's Results on the Current Year's Expenditures 2.3 Capital Projects Information 2.3.1 Major Capital Projects 2.3.2 Other Projects Judged Important 2.3.3 Status Report on Major Government Projects 2.4 Transfer Payment Information Section 3: Ministry Summary Section 4: Programme Summary Page 1 1 1 2 3 3 5 5 5 4 4 5 5 5 6 6 6 6 6 7 8 Section 1: Minister's Message and Executive Summary 1.1 Minister's Message The Ministry of Youth
 Empowerment, Ageing and Disabilities is newly established to bring attention and focus to improving and developing programs and policies that sustainably respond to the growing needs of youth, seniors, the elderly and the disabled.
The creation of this ministerial portfolio extends the mandate of the Government to invest in young people and improve social protections to ensure the elderly and disabled are not left on the margins of national development.

The establishment of the Ministry of Youth Empowerment, Ageing and Disabilities is an intentional and strategic approach to bridging the growing gap between generations.
Coupling the work of departments that focus on youth development, elderly care and disability support services will help to facilitate joint programming that enables trans- generational knowledge transfer, relationships of mutual care and respect, and stronger inter-ministerial collaborations that cater to mainstreaming objectives.
In 2023 the Ministry will focus on its establishment and build out through the creation of an Ageing and Disabilities Department that is run by respective program coordinators for each area.

The Department of Youth Empowerment will strengthen its presence with the establishment of Ministerial administrative capacity.
As we venture into 2023 the Ministry of Youth Empowerment, Ageing and Disabilities is being positioned to respond proactively to the varying needs of youth in development, the growing populous of older persons and the special needs of the disabled, particularly in light of the post-pandemic context.

Hon.
Hon.

Isalean C Phillip Minister of Youth Empowerment, Ageing and Disabilities 1.2 Executive Summary In its debut in 2023, the Ministry will create a symbiotic relationship between the youth, elderly and disabled populations to ensure that no one, regardless of age and ability, is the Department of Youth left behind.
Operating Empowerment and the Department of Ageing and Disabilities, the Ministry will continue to build on a regime of activities that develop skills, increase socio-economic opportunities and enable equitable access for these often-marginalized populations.

This will require cooperation with new and existing social partners at the community, national, regional and international levels.
two departments - through Department of Youth Empowerment It is our firm belief that every youth has the potential to contribute to a productive economy when provided with the appropriate knowledge and opportunities.

As a source of protection and support for youth, the Department of Youth Empowerment will continue to adopt a positive environment that empowers youth and enable their growth and development in all sectors.
Using evidence-based policies and programming to achieve these goals, activities for the 2023 fiscal period include training youth stakeholders, approving the upgraded National Youth Policy and increasing public and private sector partnerships.

Department of Ageing and Disabilities The Department of Ageing and Disabilities understands the importance of the contribution the elderly and persons with disabilities provide to society despite their age and ability.
St. Kitts and Nevis, like other countries, is experiencing a growth in the number of older persons due to an increase in life expectancy.

These extra years of life in good health require a supportive environment that enables the elderly to continue contributing to their families, communities and personal life.

Every individual in St. Kitts and Nevis must be able to age with dignity.
To ensure that the Federation fulfills its mandate to protect the rights of persons with disabilities, the Department will work to engender a fair and enabling environment that promotes awareness of disabilities to allow persons with disabilities to achieve their optimum potential and advancement in society.

Activities for 2023 include training of caretakers, establishing a clientele registry, and completing the National Ageing Policy and the National Special Needs Policy and Action Plan.
The Ministry is committed to serving these vulnerable populations in 2023 and beyond.

1.3 Management Representation Statement On behalf of the Ministry of Youth Empowerment, Ageing and Disabilities, I submit for tabling in Parliament the Annual Report on Plans and Priorities for 2023.

The information accurately portrays the goals, objectives, priorities, activities and planned results for the upcoming year.
Janelle Lewis-Tafari (Mrs.) Permanent Secretary 23-2 Section 2: Ministry Overview 2.1 Mission Statement To build a Nation where all youth, older adults and persons with disabilities are placed at the forefront of all that we do, through inclusiveness and equitable access to resources that transform, enhance and encourage persons to be contributing members in society.
2.2 Planning Overview 2.2.1 Ministry's Strategic Objective vs Government's Directions In accordance with the Government's commitment towards equality and equity, the Ministry of Youth Empowerment, Ageing and Disabilities was specifically created to ensure that vulnerable and often marginalized populations can participate in the creation of policies and can benefit from the advances in social protection and socio- economic growth.
It is the Ministry's responsibility to ensure that no one regardless of age and ability is left behind.

2.2.2 Ministry's Annual Objectives vs Strategic Objectives Administration • • • To bolster the legislative and policy framework for the inclusion of youth, persons with disabilities and older persons To create an enabling environment for the inclusion of persons of all ages and ability To enhance data collection and analysis to inform policy decisions to address the needs of marginalized populations.
Youth Empowerment • • • • • To mainstream youth in all developmental sectors To build the capacity of registered youth groups To nurture youth excellence and volunteerism To increase public sector partnership in youth development To identify and understand youth issues 23-3 Ageing and Disabilities • • • • To increase accessibility for older persons and persons with disabilities To create a database of persons with disabilities in collaboration with the Department of Statistics To create a public sector accessibility scorecard To increase awareness and quality of care through training activities for caregivers 2.2.3 Modifications to the Ministry's Strategic Directions During the Year While the Ministry does not anticipate any major modifications, it is anticipated that a strategic planning exercise will be undertaken once the recruitment of new officers is completed.
This will allow new officers to provide input on the way forward for the Ministry and to set the culture of the new Ministry.
2.2.4 Main Activities Contributing to the Annual Objectives Youth Empowerment Training in youth development for youth officers and other stakeholders - - Establishment of youth focal points in each Ministry - Capacity building for youth groups - Enhancement of Youth Volunteer Corps Programme - Establishment of a framework for the Youth Advisory Committee - Approval of updated National Youth Policy - Expansion of Women Empowering Girls Programme - Youth entrepreneurship training - Provision of training in leadership and democracy for young persons Ageing and Disabilities - Establishment of a Registry of Persons with Disabilities - Piloting daycare services for older persons - Piloting weekend home care services for clients - Completion of the National Ageing Policy - Completion of Special Needs Policy - Submission of Initial report to the UN Committee on the Rights of Persons with Disabilities - Review of Standards for Home Care - Consultation on the development of legislation to support the rights of Persons with Disabilities - Consultation on elder abuse legislation - Conduct public sensitization programs on ageing and disability issues Investigation of complaints of elder abuse and referrals to relevant agencies - - Publishing of brochures on products and services available to older persons and persons with disabilities - Hosting of annual public forum for persons with disabilities and older persons 23-4 2.2.5 Main Challenges to Achieve Annual Objectives Anticipated challenges to achieving our annual objectives include: The Ministry is aware of several obstacles that can prevent us from meeting our goals.
As such, every measure will be taken to mitigate the potential challenges: - Availability of qualified human resources.

- The Ministry will also need to ensure that adequate equipment and furniture are available for outfitting the new offices.

The Ministry will also need to ensure that the officers and physical space are accessible and appropriate for the needs of our intended client base The Ministry will require relevant and timely data to inform our programming and policy decisions.
The Ministry will work on creating frameworks for ongoing data collection and analysis.

- - Recognizing that stigma and discrimination against youth, persons with disabilities and older persons exist, the Ministry will work on changing mindsets through various public consultations and awareness campaigns.
2.2.6 Achievement of the Strategic Objectives over a Multi-Year Time Horizon Achievement of the strategic objectives will require a clear framework, adequate resources, and participation of our older persons, persons with disabilities and youth in the planning and implementation of policies and programming.
2.2.7 Impact of Previous Year's Results on the Current Year's Expenditures Although the Ministry is new, the mandate to create an enabling environment for youth, older persons and persons with disabilities is not new.

The Ministry will therefore be building on work previously done by the Ministry of Youth, Sports and Culture and the Ministry of Social Development and Gender Affairs.
This include: • • • • • The completion of the Draft initial report to the UN Committee on the Rights of Persons with Disabilities The completion of the Draft Special Needs Policy The completion of the Draft Ageing Policy The approval of the Draft National Youth Policy 2022-2027 The establishment of the Working Committee on the Needs of Persons with Disabilities 23-5 2.3 Capital Projects Information 2.3.1 Major Capital Projects There are no major capital projects 2.3.2 Other Projects Judged Important Purchase of equipment and furniture for the Ministry 2.3.3 Status Report on Major Government Projects The Ministry did not have any major government projects previously 2.4 Transfer Payment Information The Ministry of Youth Empowerment, Ageing and Disabilities will make annual contributions to the following organizations: 1.
Commonwealth Youth Program 23-6 Section 3: Ministry Summary Portfolio E. 23 - Manage Youth Empowerment, Ageing and Disabilities Responsibility Centre 23 - Youth Empowerment, Ageing and Disabilities Officer in Charge Permanent Secretary Goals/Global Objectives To build a Nation where all youth, older adults and persons with disabilities are placed at the forefront of all that we do through inclusiveness and equitable access to resources that transform, enhance and encourage persons to be contributing members in society Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Planned Estimated Projected Projected Actual Programme 2021 2022 2023 (in thousands) 2024 2025 23148 - Ministry Secretariat 23149 - Support Youth Development 23150 - Seniors Enrichment Development 23151 - Support Disabilities Department 735 561 44 9 887 712 43 Total 1,340 1,651 401 1,010 964 115 2,490 407 1,019 980 117 2,523 414 1,029 998 119 2,560 23-7 Section 4: Programme Summary Portfolio Programme E. 23 - Manage Youth Empowerment, Ageing and Disabilities 23148 - Ministry Secretariat Responsibility Centre 23 - Youth Empowerment, Ageing and Disabilities 148 - Administration Officer in Charge Permanent Secretary Goals/Global Objectives To facilitate the mainstreaming of human rights inclusive of rights of youth, older persons and persons with disabilities in the legislative and policy framework Objective(s) for 2023 1.To bolster the legislative framework protecting and ensuring the rights of persons with disabilities and older persons 2.To create an enabling environment for inclusion of persons of all ages and ability 3.To enhance data collection and analysis to inform policy decision to address needs of marginalized populations Expected Results September 2023 Performance Indicators Consultation on the development of a Persons with Disabilities Bill June 2023 Consultation on the development of legislation to prevent elder abuse July 2023 Launch of public awareness campaign November 2023 Official launch of Registry of
 persons with established disabilities Sub-Programme: 00170 - Administration - Ministry Secretariat 00172 - Telecommunication Expenses Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 (in thousands) 9 401 407 414 Total 9 401 407 414 Recurrent Capital Transfer Budgetary Grant Principal Repayment Net Lending 23-8 Portfolio Programme E. 23 - Manage Youth Empowerment, Ageing and Disabilities 23149 - Support Youth Development Responsibility Centre 23 - Youth Empowerment, Ageing and Disabilities 149 - Youth Department Officer in Charge Director Goals/Global Objectives To foster an enabling environment to empower youths and provide for their sustainable growth and development Objective(s) for 2023 1.To build capacity of registered youth groups 2.To identify and understand youth issues 3.To increase public and private sector partnership in youth development Expected Results December 2023 September 2023 November 2023 September 2023 2 Performance Indicators officers of Training stakeholders in youth development youth and Training of youth group personnel in various areas including project proposal writing and fundraising Ministerial forum with youth for youth Establishment of framework advisory committee New activities/programmes launched by the Department in collaboration with other public and private sector agencies 4.To mainstream youth participation in all developmental sectors December 2023 Youth focal points identified and trained in each Ministry 5.To nurture youth excellence and volunteerism November 2023 Recognition of young people who excel in various areas November 2023 Recognition of contribute towards youth excellence stakeholders who Sub-Programme: 00171 - Administer Youth Development 03946 - Support Youth Camp and Youth Month 03964 - Commonwealth Youth Programme (CYP) 23149 - Invest in Youth Recurrent Capital Transfer Budgetary Grant Principal Repayment Net
 Lending Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 (in thousands) 735 887 1,010 1,019 1,029 Total 735 887 1,010 1,019 1,029 23-9 Portfolio Programme E. 23 - Manage Youth Empowerment, Ageing and Disabilities 23150 - Seniors Enrichment Development Responsibility Centre 23 - Youth Empowerment, Ageing and Disabilities 150 - Ageing Department Officer in Charge Permanent Secretary Goals/Global Objectives To promote a society where older persons can live active, independent, integrated and dignified lives Objective(s) for 2023 1.To improve quality of care for older persons 2.To promote positive inter-generational relationships 3.To strengthen existing programmes and the encourage new programmes at community level for older persons Sub-Programme: Expected Results November 2023 2 October 2023 52 Performance Indicators Review of Labour Standards for caregivers Bi-annual training sessions with healthcare professionals Launch of Volunteer Corps for older persons Weekly sessions held for older persons at Community Centres 00326 - Administer Seniors Enrichment Development Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 (in thousands) 561 712 964 980 998 Total 561 712 964 980 998 Recurrent Capital Transfer Budgetary Grant Principal Repayment Net Lending 23-10 Portfolio Programme E. 23 - Manage Youth Empowerment, Ageing and Disabilities 23151 - Support Disabilities Department Responsibility Centre 23 - Youth Empowerment, Ageing and Disabilities 151 - Disabilities Department Officer in Charge Permanent Secretary Goals/Global Objectives To advocate for the rights of persons with disabilities and ensure their full participation in all aspects of the society Objective(s) for 2023 1.To create a Public Sector Accessibility Score Card 2.To create a database of persons with
 the in collaboration with disabilities Department of Statistics 3.To increase accessibility for persons with disabilities 4.To increase awareness and quality of for training activities through care caregivers Expected Results September 2023 Performance Indicators Creation and launch of Public Sector Accessibility Score Card December 2023 Launch of database of persons with disabilities 80% 2 Annual language service providers in the Public Sector in sign training for Bi-annual training sessions with health care professionals at health centers and hospitals on elderly and disability care Sub-Programme: 01942 - Support for Persons with Disabilities Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 (in thousands) 44 43 115 117 119 Total 44 43 115 117 119 Recurrent Capital Transfer Budgetary Grant Principal Repayment Net Lending 23-11 24 - Economic Development and Investment Report on Plans and Priorities for the Year 2023 Volume 2 December 2022 24 - Economic Development and Investment Table of Contents Section 1: Minister's Message and Executive Summary 1.1 Minister's Message 1.2 Executive Summary 1.3 Management Representation Statement Section 2: Ministry Overview 2.1 Mission Statement 2.2 Planning Overview 2.2.1 Ministry's Strategic Objective vs Government's Directions 2.2.2 Ministry's Annual Objectives vs Strategic Objectives 2.2.4 Main Activities Contributing to the Annual Objectives 2.2.5 Main Challenges to Achieve Annual Objectives 2.2.6 Achievement of the Strategic Objectives over a Multi-Year Time Horizon Section 3: Ministry Summary Section 4: Programme Summary Page 1 1 2 3 3 3 4 4 4 5 5 5 6 7 Section 1: Minister's Message and Executive Summary 1.1 Minister's Message As the Minister with responsibility for Economic Development and Investment I look to 2023 as a new beginning in terms of the re-invigoration of growth and development in the Federation.
The Ministry of Economic Development and Investment is new in its administrative formulation but it is buttressed by past accomplishments achieved through the implementation of the National Adaptation Strategy 2006-2017; policy actions currently supported by the National Energy Policy (2014); the 2021 Nationally Determined Contribution (NDC) and the Governments overarching Agenda to transform St. Kitts and Nevis to a Sustainable Island State (SIS).
This Agenda will further inform the operationalization of the Government's development policies through direct and clear interventions that will serve to transform various sectors in the economy.

In 2023, a key aspect of the work undertaken by the Ministry of Economic Development and Investment will be to facilitate the consolidation of the new Administration's stated growth and investment objectives through the formulation of a National Development Planning Framework 2023-2037.
This Framework aims to improve economic and social development in St. Kitts and Nevis by building climate resilience while stimulating economic growth in a post-COVID-19 environment.

It will seek to address the myriad of challenges associated with global geopolitical conflict and instability, persistently high inflation and climate change.
This document will be aligned with the country's climate change goals and policies while addressing challenges within sectors which could limit the transformation envisioned in the SIS Agenda.

The Framework will serve as one of the key documents that will be used in presenting the Government's SIS Agenda to investors nationally, regionally and internationally.
It will define clear actions and objectively verifiable indicators that will serve to advance investment in the five pillars of the SIS Agenda namely; food security; green energy transition, economic diversification; sustainable industries and the Orange Economy; and the COVID-19 recovery and social protection.

Priority will be given to providing the necessary support to harness the opportunities available to the Federation through new partnerships such as the Afreximbank.
The Ministry will also build strong partnerships with key Line Ministries and explore avenues for strategic collaborations through the provision of timely economic analysis and investment advisory services.

This collaboration will ensure that the Federation's engagement with potential investors encapsulates the progress and related needs identified by the technical personnel operating within the critical sectors of the economy.
This Ministry intends to play an active role as a key stakeholder in established the National Sustainable Development inter-ministerial mechanisms such as Coordinating and Investment Programme (PSIP) Operations Committees.

the Memorandum of Understanding established with the Public Sector The St. Kitts Investment Promotion Agency (SKIPA) remains a vital entity in the outreach to potential and existing investors.
In collaboration with other personnel within the Ministry of Economic Development and Investment, a more robust approach will be taken to establish a one-stop-shop with the view of improving the efficiency and effectiveness of investor services.

In 2023, SKIPA will strengthen its aftercare services to ensure that proposed investments are implemented as planned and to address any bottlenecks in the interface between investors and the Government system.
This would help to ensure that the benefits of the proposed investments result in increased growth and development and positively impact the lives of our people.

Over the medium term, SKIPA's work programme will also be guided by the SIS Agenda.

This will include SKIPA's engagement with existing and potential St. Kitts and Nevis economic citizens to solicit increased investment in critical Sectors such as Health, Education and Agriculture.
The Ministry of Economic Development and Investment is confident that the collaborative effort of its respective technical arms will bring the needed support to the ongoing efforts of other Government institutions and Line Ministries.

It is envisioned that together we can build a new resilient economy that will result in increased earning potential and improvements in the standard of living of our people.
Rt Hon Dr Denzil L Douglas Minister of Economic Development and Investment 1.2 Executive Summary The Ministry of Economic Development and Investment is expected to reinvigorate efforts aimed at improving the sustained socio-economic development agenda of the Government.
In doing so, the Ministry takes on the responsibility for seeking out, inviting and accommodating investments into the country while helping to create the enabling environment to attract and maintain a sustainable flow of local investments and foreign direct investments into the Federation.

The Ministry intends to spare no effort in seeking out and attracting investments that will meet the National Development Agenda that will be articulated in its National Development Planning Framework 2023 – 2037.
Although it is important to await this multi-year plan, we are certain that it must be capable of ensuring the delivery of the bold vision of the Government to include all citizens, residents and all businesses, irrespective of size, into its agenda for growth and advancement.
In order to achieve both its short to medium and long-term goals, the Ministry will the Ministry of Inter-Ministerial Partnerships, especially with cultivate serious Sustainable Development; the Ministry of Environment, Climate Action and Constituency Empowerment; the Ministry of Public Infrastructure, Energy, Utilities and Domestic Transport; the Ministry of International Trade, Industry, Commerce and Consumer Affairs; the Ministry of Agriculture, Fisheries, Marine Resources and Cooperative; the Ministry of Small Business and Entrepreneurship; the Ministry of Tourism, Civil Aviation and International Transport; and the Prime Minister's Office.
As we seek out the types of investments necessary to facilitate sustainable growth and 24-2 development, the Ministry will vigorously cultivate relationships with Private Sector Partners, locally, regionally and internationally.

We envision our partners to be private individuals and families, business persons, companies both local and international, sovereign governments and regional and international organizations.
Our aim will be to prioritize sustainable sources of income, wealth and investment capital.

There is a need therefore to partner with the Office of the Prime Minister in targeted efforts to attract capital investment from the increasing number of St. Kitts and Nevis Economic citizens who have the potential to invest well beyond the initial amounts necessary to obtain citizenship.
As we build out the structure of this Ministry, attention will be given to the recruitment of the requisite human resources necessary to enable the Ministry to perform at the highest level and effectively deliver on the very important mandate.

The Ministry understands that a major part of its mandate is to carefully traverse the challenges posed by this post-COVID-19 environment which is both tenuous but also abounds with opportunities.
1.3 Management Representation Statement It is a privilege to present the plans and priorities for 2023 on behalf of the Ministry of Economic Development and Investment.

I believe that this presentation reflects an accurate account of the objectives to be achieved and the strategies required to realize the Ministry's goals.

Also, it is hoped that this document will serve as an essential planning tool and working document to guide the Ministry of Economic Development and Investment's operations.
Permanent Secretary Section 2: Ministry Overview 2.1 Mission Statement The Ministry's mission is to seek out, invite and accommodate investments into the country while also creating the enabling environment to attract investments and maintain a continuous flow and stay in the country of said investments as we aim to develop our economy in a manner that advances and sustains the lives and livelihoods of all our citizens.
24-3 2.2 Planning Overview 2.2.1 Ministry's Strategic Objective vs Government's Directions The Ministry endeavours to achieve the following broad strategic objectives 1.

Engagement of the St. Kitts Investment Promotion Agency (SKIPA) by the Ministry of Economic Development and Investment.

2.

Engaging the Office of the Prime Minister to concretize the role that the Citizenship by Investment Program will continue to play in the Economic Development and Investment Agenda.

3.
3.

Concentrate on Investment Opportunities aimed at Economic Development to Investment Investment and Local and Regional include Foreign Direct Opportunities for Local Companies and Business persons.

4.

Engaging all Ministries in the development of a Priority List of areas that can help to facilitate the Government's Economic Development and Investment Agenda.

5.

Development of a Robust Economic Environment which attracts investors from the world over.

6.
6.

The Advancement of a National Development Planning Framework that is aimed at facilitating the improvement of the lives and livelihoods of all Citizens.

2.2.2 Ministry's Annual Objectives vs Strategic Objectives 1.

Finding suitable accommodation for the Ministry 2.

Commissioning and concluding the development of the National Development Planning Framework 2023-2037 3.

Assessment of the Creation of an Economic Free Zone 4.
Engagement of the Ministry of Sustainable Development and the Ministry of Environment, Climate Action and Constituency Empowerment to engender a Synergistic approach between Ministries to the Government's Development Agenda 5.

Engagement of the Ministry of Public Works, Energy, Utilities and Domestic Transport to engender a Synergistic approach between the Ministries to the Government's Development Agenda 6.

Facilitate training of staff throughout the Ministry 7.
Engagement of Foreign, Local and Regional Investors whether Legal Persons and or Companies as well as Governments 24-4 2.2.4 Main Activities Contributing to the Annual Objectives 1.

Development of a National Development Planning Framework 2.

Widescale engagement of Local Businesses and Entrepreneurs, small, medium and large 2.2.5 Main Challenges to Achieve Annual Objectives 1.

Proximity of change of Administration so close to Budget Preparation 2.
Finding the human resources necessary to staff a new Ministry 3.

The need to develop a new National Development Planning Framework 2.2.6 Achievement of the Strategic Objectives over a Multi-Year Time Horizon The long-term vision of the Ministry is the creation of a socio-economic environment that is beneficial to and ensures prosperity for all citizens and residents of St. Kitts and Nevis in a sustained way.

Entering and participating in the economy should be easily facilitated for all.
There should be no distinction in terms of opportunities for all citizens and residents to advance and sustain their lives and livelihoods.

The Ministry will be hyper-focused on rolling back the absence of a National Development Planning Framework since the expiration of the Post Sugar Adaptation Strategy in 2017.

It is expected that the economy must be repositioned and reinvigorated in the post-COVID-19 era through deliberate investments in the areas identified as critical.
We expect that the National Development Planning Framework will be informed by the need to advance the Tourism Sector, Education Services, Food Security, Modern Manufacturing and Investments in Renewable Energy and Climate Resilience.
We expect that the orientation of our economy to a more modern economic space can come through intentional investments in The Bypass Road from Canada Estate to Sandy Point, the Establishment of a New Economic Free Zone, Exploration of Access to Water from Ground and Desalination and a major reduction in the use of fossil fuel.
24-5 Section 3: Ministry Summary Portfolio E. - 24 - Manage Economic Development and Investment Responsibility Centre 24 - Economic Development and Investment Officer in Charge Permanent Secretary Goals/Global Objectives To seek out, invite and accommodate investments into the country while also creating the enabling environment to attract investments and maintain a continuous flow and stay in the country of said investments as we aim to develop our economy in a manner that advances and sustains the lives and livelihoods of all our citizens Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Planned Estimated Projected Projected Actual Programme 2021 2022 2023 (in thousands) 2024 2025 24085 - Administration 24086 - Guide and Monitor Economic Development and Investment 24087 - Promote Investments Total 235 251 1,098 1,333 1,491 1,742 533 563 1,535 2,631 541 574 1,545 2,660 548 585 1,555 2,688 24-6 Section 4: Program Summary Portfolio Programme E. - 24 - Manage Economic Development and Investment 24085 - Administration Responsibility Centre 24 - Economic Development and Investment 085 - Ministry Secretariat Officer in Charge Permanent Secretary Goals/Global Objectives To provide administrative support to the Ministry of Economic Development and Investment Objective(s) for 2023 1.To develop a national development strategy Sub-Programme: Expected Results Performance Indicators August 2023 Date by which the National Planning Framework 2023-2037 will be completed 01047 - Provide Telecommunication Expenses 01048 - Provide Administrative Support Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 (in thousands) 533 541 548 Total 533 541 548 Recurrent Capital Transfer Budgetary Grant Principal Repayment Net Lending 24-7 Portfolio Programme E. - 24 - Manage Economic Development and Investment 24086 - Guide and Monitor Economic Development and Investment Responsibility Centre 24 - Economic
 Development and Investment 086 - Economic Development Officer in Charge Permanent Secretary Goals/Global Objectives To guide and monitor economic development and investment Sub-Programme: 01049 - Guide and Monitor Economic Development and Investment Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 (in thousands) 235 251 563 574 585 Total 235 251 563 574 585 Recurrent Capital Transfer Budgetary Grant Principal Repayment Net Lending 24-8 Portfolio Programme E. - 24 - Manage Economic Development and Investment 24087 - Promote Investments Responsibility Centre 24 - Economic Development and Investment 087 - St. Kitts Investment Promotion Agency Officer in Charge Director Goals/Global Objectives To market St. Kitts and Nevis as an excellent venue for capital investments Objective(s) for 2023 1.To facilitate new investment in St. Kitts 2.To increase investment in St. Kitts Expected Results 8 5 3.To promote St. Kitts as a viable country for investment 4.To raise the profile of St. Kitts in the International Community 2 100 3 3 Performance Indicators Number of new businesses facilitated Number of investment projects below US $1,000,000 Number of investment projects US $1,000,000 and over Number of enquiries received from investors to invest in St. Kitts Number of Conference/Exhibitions attended to promote the Financial Services Sector Number of Conference/Exhibitions attended to promote other Sectors Sub-Programme: 01050 - Facilitate Investment Promotion Projects 01051 - Promote St. Kitts as an International Finance Corporation Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 (in thousands) 1,098 1,491 1,535 1,545 1,555 Total 1,098 1,491 1,535 1,545 1,555 Recurrent Capital Transfer Budgetary Grant Principal Repayment Net Lending 24-9 25 - Small Business and
 Entrepreneurship Report on Plans and Priorities for the Year 2023 Volume 2 December 2022 25 - Small Business and Entrepreneurship Table of Contents Section 1: Minister's Message and Executive Summary 1.1 Minister's Message 1.2 Executive Summary 1.3 Management Representation Statement Section 2: Ministry Overview 2.1 Mission Statement 2.2 Planning Overview 2.2.1 Ministry's Strategic Objective vs Government's Directions 2.2.2 Ministry's Annual Objectives vs Strategic Objectives 2.2.3 Modifications to the Ministry's Strategic Directions During the Year 2.2.4 Main Activities Contributing to the Annual Objectives 2.2.5 Main Challenges to Achieve Annual Objectives 2.2.6 Achievement of the Strategic Objectives over a Multi-Year Time Horizon 2.3 Capital Projects Information 2.3.1 Major Capital Projects Section 3: Ministry Summary Section 4: Programme Summary Capital Project Estimated Expenditure Page 1 1 3 4 4 4 4 4 5 5 5 6 6 6 6 7 8 10 Section 1: Minister's Message and Executive Summary 1.1 Minister's Message With esteemed pride and privilege, I present the strategic initiatives, plans, and objectives of the Ministry of Small Business and Entrepreneurship for the 2023 Budget Estimates.
This Ministry has created an opportunity for a wide range of digital, economic, and social change in the Federation by introducing new digital initiatives and enhancing existing technologies.

Our recently established Ministry of Small Business and Entrepreneurship continues to promote entrepreneurship in the creative and innovative industries.
Our focus will be built on lending support to existing financial institutions and mechanisms in their efforts to provide grant and low/zero interest financing, the ability to provide support in areas such branding and marketing, and Enhancing the Doing Business Climate in St. Kitts and Nevis.

We are bold in this approach and committed given our desire to ensure economic freedom for our Creatives and Innovators.
Our pursuit of economic transformation and job creation through entrepreneurship in the creative and innovative industries aligns with the Government's targeted approach to further diversify the economy and build economic resilience through revenue generation and increased employment.

St. Kitts and Nevis is home to exceptionally talented individuals and groups.
Among these are practitioners in music, visual arts, theatre, literary arts, photographers, videographers, application, and website developers, robotics innovators, with many others in between.

These collectively form the intricate thread of the Federation's Creative Sector.

The innovative talent of our nation requires focused effort to transform creativity into sustainable commercial success.
The COVID-19 pandemic has adversely impacted the Creative and Innovative industries, which have further necessitated skills upgrade, re-tooling, and income generation.

The importance of promoting and harnessing the economic value of the creative and innovative industries is more emphasized.

The Ministry seeks to provide such support for participants and continue developing programs holistically and strategically aligned with our stated objectives.
It is anticipated that this will help entrepreneurs develop a strong entrepreneurial spirit and equip them for opportunities to grow their businesses to a more substantial and sustainable level.

Year one for this new Ministry will be challenging as we grapple with the harsh realities created by COVID-19 and the impact felt by Creatives as it affected their mode of operation.

The Ministry has dedicated much time to craft a framework that will allow function despite COVID-19.
Our continuous engagement and participation of the Creatives at the Creative Arenas will continue to help formulate policy and create specifically designed programs to foster their craft.

these sectors to These Industries will also benefit from crafting a policy and legislative environment that supports their work and reduces the regulatory barriers to entry and participation.
We have recently concluded the drafting of a Code of Practice for the film and photography industry which has drawn much attention since the emergence of MSR Media, a boutique filming company originating from the United Kingdom and its associated film, which utilised Nevis as the location for the respective storylines.
Small Business Development Center The reformed and restructured department, better known as the Small Business Development Centre, continues to promote entrepreneurship in creative and innovative industries, particularly the soon to be established Marijuana industry.
Our approach is about constructing a formidable machine that produces successful players within the creative sector by increasing engagement and participation and improving the resources, facilities, and opportunities needed to support creative and innovative industries.

For St. Kitts and Nevis to realize its full economic power, the creative industry must focus on how said skills and talents are identified and developed.
This focus requires that new and existing participants be allowed to access relevant equipment and finance, have access to strategic resources such as skills, knowledge, networks, and access to facilities/platforms, enter new markets, and be exposed to mentorship and investors both nationally and internationally.
Our country can only attain this success if we change the landscape and mindset of the nation by catalyzing a cultural shift through education to support existing and aspiring entrepreneurs and ensuring that we have a robust domestic market for content on which our international success will depend.

Our collaboration with the Private Sector is vital.
Therefore the Department collaborates with several institutions to fulfill our objectives to lend support to existing financial institutions and mechanisms such as the Eastern Caribbean Partial Credit Guarantee Corporation in providing access to financing and accessibility to non-interest-bearing loans.
The Cable and the St. Kitts - Nevis Chamber of Industry and Commerce will help us achieve our objective of providing that opportunity for commercialization and diversification of goods and services through internship programs and other means.

We are committed to ensuring that our Entrepreneurs/Creatives take their rightful place in our economy and become owners of the means of production.
We believe that an environment that enables Creatives to do business with ease is a pre- condition for a prosperous economy.

The Ministry will continue to play a critical role in the recovery and transformation process through the provision of training in basic business management principles and the undertaking of monitoring and assessment of businesses.
Hon Samal Duggins Minister of Small Business and Entrepreneurship 25-2 1.2 Executive Summary The new Ministry of Small Business and Entrepreneurship has been tasked with fostering a climate of entrepreneurship via the promotion of opportunities for economic development through micro, small and medium sized business formulation.

This pillar will underpin a new economic thrust, targeted towards the creation of new business ventures in nontraditional sectors.
The traditional sources of economic growth are facing increasing pressures due to supply chain challenges and inflationary risk, coupled with an unpredictable geopolitical environment.

The rapidly changing regional and international economic environment makes it clear that St. Kitts and Nevis, must forge ahead, taping into the creative ethos of its people.
The new administration is cognizant of this reality and is committed to ensuring that the policy infrastructure and resources are made available to support this new economy.

There is no question we have all witnessed an unprecedented and dynamic regional and international economic landscape.

This environment requires that St. Kitts and Nevis seize the opportunity to reimagine our economic philosophy.
Notwithstanding the challenging economic environment facing the economy of St. Kitts and Nevis, particularly, the Micro, Small and Medium Enterprises (MSMEs), the Ministry is committed to providing transformative leadership and support to businesses.

This support will see the efficient movement of ideas from conception to analysis into viable business activities, where entrepreneurs will be able to bring their goods, services, and talents to market.
The Small Business Development Center (SBDC) will play a renewed and expanding role in advancing this new business agenda, from concept to market ready phase, by increasing outreach and service delivery activities.

With the strategic realignment and transformation of the Ministry of Small Business and Entrepreneurship, we anticipate that this new posture will ensure that we are aligned and focused in a responsive manner to the new economic realities, focused on the non-traditional creative economy.
It will be important that we harness the economic talents and potential of our people.

Therefore, the Ministry will collaborate with existing financial institutions and other financing mechanisms such as the Development Bank of St. Kitts and Nevis in their efforts to provide the necessary grant and low/zero interest financing through the provision of training monitoring and evaluation of beneficiary businesses.
The new gig economy, driven by an expansion and access to technology, mobile devices, Internet of Things (IOT) technology, creative outlets in the arts and entertainment sector, these opportunities will be given the full support to contribute to the economy of St. Kitts and Nevis.

Consequently, efforts will be intensified to expand engagement of entrepreneurs the use of various electronic platforms such as Facebook, WhatsApp, email communications and via other e-commerce channels.
25-3 A major issue hindering our local MSMEs is the development and access to advance or adequate branding and marketing support services.

A well design branding and marketing strategy is a long-term plan whose purpose is to increase a brand's position and positive perception in the market.

The strategy can include several media channels, campaign types, and a variety of tactics to reach its goals.
Many micro and small businesses are often challenged to understand the critical role and importance of what branding and marketing can do for a service or product.

A critical resource provided by the Ministry will be added to the technical resource to help businesses integrate these critical aspects into their business plans and operations.
1.3 Management Representation Statement I am honored to present the 2023 Annual Report on Plans and Priorities on behalf of the Ministry of Small Business and Entrepreneurship and its business support agency the Small Business Development Center (SBDC-St. Kitts).

This document accurately represents the Ministry's plans and priorities for the budget for the 2023 financial year to deliver on the broad priorities outlined.
I believe that the document will serve as an essential planning instrument and a guide to the Ministry's progress and outcomes in 2023 and beyond.

Delrine Taylor (Ms.) Permanent Secretary (Ag) Section 2: Ministry Overview 2.1 Mission Statement Entrepreneurship To transform the entertainment, creative and innovative industries in St. Kitts and Nevis through entrepreneurship and economic value creation.
2.2 Planning Overview 2.2.1 Ministry's Strategic Objective vs Government's Directions Ministry of Small Business and Entrepreneurship / The Small Business Development Center (SBDC- St. Kitts) • • To provide business development/technical support to the micro small and medium enterprise (MSME) sector that would facilitate entrepreneurs in plying their trade effectively in the Federation of St. Kitts and Nevis.
To provide guidance aimed at encouraging and facilitating startups amongst the youth particularly within the Creative and Innovative and Technological space.

25-4 • • • • • • • To enhance existing legislation with a view to guide and foster the growth and development of the MSME sector.

To work towards the creation of a cadre of globally competitive enterprises owned and operated by citizens, who themselves would have been transformed via a sustained delivery of capacity building initiatives.
To provide guidance to ensure the access of entrepreneurs to resources inclusive of credit and grant funding.

To possess the ability to provide technical support in areas of general business development and management training, assistance with product development, branding and marketing.
To create the necessary alliances and networking across Government ministries and other relevant agencies to effectively create a "one-stop-shop" business support service environment, hence enhancing the overall doing business climate in the Federation.

To into existing Government funded programs where such interventions are concentrated on at risk and less fortunate citizens within the Federation.
To undertake continuous monitoring and evaluation of MSMEs that benefit from Government related support both financial and technical.
infuse continuous business/entrepreneurship training 2.2.2 Ministry's Annual Objectives vs Strategic Objectives 2.2.3 Modifications to the Ministry's Strategic Directions During the Year Ministry of Small Business and Entrepreneurship Development Center (SBDC-St. Kitts) / The Small Business The above objectives provide the strategic framework for the direction of the Ministry and its business support arm, the SBDC.
It is anticipated that there will be some modification to this framework during fiscal period 2023.

Those will be communicated to all relevant stakeholders as more details are completed and confirmed.
2.2.4 Main Activities Contributing to the Annual Objectives • • • Implementation of the Ministry's Monitoring and Evaluation Program related to the activities of entrepreneurs Strengthening the alliances with other Ministries/Departments The delivery of sustained training and support activities to entrepreneurs.
25-5 2.2.5 Main Challenges to Achieve Annual Objectives • Late or delayed responses from collaborating Ministries or agencies in respect to information requested to assist in the processing of entrepreneur's request and the delivery of support activities.

2.2.6 Achievement of the Strategic Objectives over a Multi-Year Time Horizon The Ministry's strategic objectives outline its significant activities for the upcoming five- year (5) period (2023-2027).
The Ministry's resources will be methodically and carefully utilized to achieve its goals notwithstanding any challenges which are beyond its control.
2.3 Capital Projects Information 2.3.1 Major Capital Projects Entrepreneurship and Innovation Development Project 25-6 Section 3: Ministry Summary Portfolio E. 25 - Promote and Develop Small Business and Entrepreneurship Responsibility Centre 25 - Small Business and Entrepreneurship Officer in Charge Permanent Secretary Goals/Global Objectives Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Planned Estimated Projected Projected Actual Programme 2021 2022 2023 (in thousands) 2024 2025 15075 - Promote Small Business 15090 - Promote and Develop Entrepreneurship 211 361 572 284 690 974 836 462 848 216 860 221 1,298 1,064 1,081 Total Development 25-7 Section 4: Programme Summary Portfolio E. 25 - Promote and Develop Small Business and Entrepreneurship Programme 15075 - Promote Small Business Development Responsibility Centre 25 - Small Business and Entrepreneurship 075 - Small Business Officer in Charge Director Goals/Global Objectives To encourage and facilitate the development of small and medium-sized businesses in the Federation Objective(s) for 2023 1.To create a vibrant and sustainable SME sector Expected Results 100 Performance Indicators Number entrepreneurs potential of assisted through SBDC's mentoring and support systems 2.To promote SBDC's Public Awareness 3.To undertake in business procedures and marketing for MSMEs training workshops 12 12 Number of media events Number of Workshops conducted Sub-Programme: 01407 - Provide Enterprise Support and Development 01408 - Manage Marketing and Investment Services 1410 - Telecommunication Services Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 (in thousands) 211 284 836 848 860 Total 211 284 836 848 860 Recurrent Capital Transfer Budgetary Grant Principal Repayment Net Lending 25-8 Portfolio E. 25 - Promote and Develop Small Business and Entrepreneurship Programme 15090 - Promote and Develop Entrepreneurship Responsibility
 Centre 25 - Small Business and Entrepreneurship 090 - Entrepreneurship Officer in Charge Director Goals/Global Objectives To create a conducive environment for the development and success of entrepreneurs and start- ups in the Creative and Innovative space as independent economic generators, with a focus on equipping and developing new businesses and strengthening existing ones Sub-Programme: 01001 - Provide Support for Innovation 090 - Invest in Entrepreneurship Financial Summary Expenditures Expenditures Expenditures Expenditures Expenditures Actual 2021 Estimated Planned Projected Projected 2022 2023 2024 2025 (in thousands) 109 252 190 500 212 250 216 221 Total 361 690 462 216 221 Recurrent Capital Transfer Budgetary Grant Principal Repayment Net Lending 25-9 ( I C A P T A L P R O J E C T S ) S T .
I K T T S A N D N E V S E S T M A T E S I I , 2 0 2 3 C .
, 3 0 0 , 0 0 0 2 5 0 , 0 0 0 T O T A L 4 , 3 0 0 , 0 0 0 2 5 0 , 0 0 0 - - - - 2 5 0 , 0 0 0 2 5 1 , 9 1 3 2 5 0 , 0 0 0 2 5 1 , 9 1 3 R E V E N U E T o t a l i M n i s t r y $ 2 5 0 , 0 0 0 N o .
P r o e c t j P R O J E C T N A M E $ $ $ $ A d i l D e v e o p m e n t $ T o t a l E s t i m a t e d E x p e n d i t u r e 2 0 2 3 $ 25-10 01 – GOVERNOR GENERAL 01 - GOVERNOR GENERAL E. 01001001 ADMINISTRATION 00744 REPRESENT THE QUEEN STAFF POSITIONS 2023 2022 Governor General (C) Aide-de-Camp and Special Assistant to the Governor (C) Director of Government House (K43) Comptroller and Private Secretary (K28-K32) Personal Assistant (K28-K32) Executive Officer (K28-K32) Financial Officer (K22-K27) Total Staff 1 1 1 1 2 1 1 8 1 1 1 1 2 1 1 8 02 – PARLIAMENT 02 - PARLIAMENT E. 02011011 ADMINISTRATION 00963 PROVIDE ADMINISTRATIVE SUPPORT FOR THE LEGISLATURE 01484 SUPPORT THE OFFICE OF THE OPPOSITION STAFF POSITIONS 2023 2022 00963 Clerk to the National Assembly (K39-K41) Deputy Clerk to the National Assembly (K33-K38) Clerk (K10-K21) Total Staff 1 1 1 3 1 1 1 3 03 – AUDIT OFFICE 03- AUDIT OFFICE E. 03021041 00987 ADMINISTRATION MANAGE THE OPERATIONS OF THE AUDIT OFFICE E. 03022051 AUDITS 00991 CONDUCT VALUE FOR MONEY AUDITS AND PROGRAMME AUDITS STAFF POSITIONS 2023 2022 STAFF POSITIONS 2023 2022 Director of Audit (K45) Deputy Director of Audit (K42) Executive Officer (K28-K32) Administrative Assistant (K10-K21) Office Attendant (K1-K14) 1 1 1 1 1 1 1 1 1 1 Audit Manager (K39-K41) Senior Auditor (K33-K38) Auditor I/II (K22-K27)/(K28-K32) Audit Assistant (K10-K21) 1 3 1 1 1 3 1 1 Total Staff 5 5 Total Staff 6 6 E. 03022052 00990 AUDITS CONDUCT FINANCIAL AND COMPLIANCE AUDITS STAFF POSITIONS 2023 2022 Audit Manager (K39-K41) Senior Auditor (K33-K38) Auditor I/II (K22-K27)/(K28-K32) Audit Assistant (K10-K21) Total Staff 1 3 1 2 1 3 1 2 7 7 04 – MINISTRY OF JUSTICE AND LEGAL AFFAIRS 04 - MINISTRY OF JUSTICE AND LEGAL AFFAIRS E. 04031061 ADMINISTRATION 01205 MANAGE GENERAL ADMINISTRATION E. 04031061 ADMINISTRATION 03987 LAW COMMISSION STAFF POSITIONS 2023 2022 STAFF POSITIONS 2023 2022
 Permanent Secretary (K45) Assistant Secretary (K33-K38) Personal Assistant (K33-K38) Legal Researcher (K33-K38) Librarian (K33-K38) Senior Clerk (K22-K27) Clerk (K10-K21) Messenger (K1-K14) 1 2 2 1 1 2 3 2 1 2 1 1 1 2 3 2 Total Staff 14 13 Law Commissioner (K45) Legal Researcher (K33-K38) Senior Clerk (K22-K27) Junior Clerk (K10-K21) 1 1 1 1 1 1 1 1 Total Staff 4 4 E. 04033081 LEGAL AID CLINIC 01410 PROVIDE LEGAL ASSISTANCE TO PUBLIC E. 04034085 OFFICE OF OMBUDSMAN 01242 PROTECT AND ENFORCE CITIZENS' RIGHTS MAGISTRATES STAFF POSITIONS 2023 2022 STAFF POSITIONS 2023 2022 Director (K43) Counsel I (K35-K42) Counsel (K35-K42) Executive Officer (K28-K32) Messenger (K1-K14) 1 1 - 1 1 1 - 1 1 1 Ombudsman (K45) Special Prosecutor (K45) Information Commissioner (K45) Counsel I (K35-K42) Total Staff 4 4 Total Staff 1 1 1 1 4 1 - - - 1 04 - MINISTRY OF JUSTICE AND LEGAL AFFAIRS E. 04059221 REGISTRAR'S OFFICE 01257 REGISTER LEGAL DOCUMENTS E. 04059223 REGISTRAR'S OFFICE 01582 REGISTER INTELLECTUAL PROPERTY STAFF POSITIONS 2023 2022 STAFF POSITIONS 2023 2022 Assistant Secretary (K33-K38) Executive Officer (K28-K32) Senior Clerk (K22-K27) Clerk (K10-K21) Clerk/Binder (K10-K21) Messenger (K1-K14) 1 1 2 1 1 1 1 1 2 1 1 1 Registrar of Intellectual Property (K43) Assistant Registrar (K33-K41) Counsel I (K35-K42) Counsel (K35-K42) Systems Administrator (K33-K38) Clerk (K10-K21) 1 1 1 - 1 2 1 1 - 1 1 2 Total Staff 7 7 Total Staff 6 6 E. 04059222 REGISTRAR'S OFFICE 01247 ADMINISTRATIVE SUPPORT FOR E. 04060231 MAGISTRATE'S DEPARTMENT 01370 ADMINISTRATIVE SUPPORT TO THE HIGH COURT MAGISTRATES STAFF POSITIONS 2023 2022 STAFF POSITIONS 2023 2022 Registrar/Provost Marshall (K43) Assistant Registrar (K33-K41) Court Administrator (K33-K38) Research Assistant (K33-K38) Executive Officer (K28-K32) Court Stenographer (K22-K30) Senior Bailiff (K22-K27) Senior Clerk (K22-K27) IT Clerk (K10-K21)/(K22-K27) Secretary (K10-K21) Bailiff (K10-K21) Clerk (K10-K21) 1 1 1 1 3 3 1 2 1 1 2 4 1 1 1 1 1 4 1 2 1
 1 2 5 Senior Magistrate (K44) Magistrate (K43) Assistant Secretary (K33-K38) Executive Officer (K28-K32) Court Stenographer (K22-K30) Senior Clerk (K22-K27) Senior Bailiff (K22-K27) Clerk (K10-K21) Bailiff (K10-K21) Clerk/Bailiff (K10-K21) Messenger (K1-K14) 1 4 1 1 2 3 1 6 4 2 1 1 4 1 1 2 3 1 6 4 2 1 Total Staff 21 21 Total Staff 26 26 04 - MINISTRY OF JUSTICE AND LEGAL AFFAIRS E. 04059222 REGISTRAR'S OFFICE 01583 REGISTER LAND AND PROPERTY STAFF POSITIONS 2023 2022 Registrar of Land & Property (K43) Assistant Registrar (K33-K41) Systems Administrator (K33-K38) Finance Officer (K28-K32) Senior Clerk (K22-K27) Clerk (K10-K21) Office Attendant (K7-K17) 1 1 1 1 1 3 1 1 1 1 1 1 2 1 Total Staff 9 8 05 – PRIME MINISTER’S OFFICE 05 - PRIME MINISTER'S OFFICE E. 05041091 00818 ADMINISTRATION PROVIDE ADMINISTRATIVE SUPPORT E. 05041091 00820 ADMINISTRATION SECURITY AND MAINTENANCE UNIT STAFF POSITIONS 2023 2022 STAFF POSITIONS 2023 2022 Prime Minister (C) Cabinet Secretary (K47) General Counsel (K45) Permanent Secretary (K45) Press Secretary (K44) Director of People Empowerment (K43) Director of PMO (K43) Director (K42) Deputy Director of People Empowerment (K33-K38)/(K39-K41) Senior Assistant Secretary (K33-K38)/(K39-K41) Research/Communications Officer (K33-K38) Project Officer (K33-K38) Assistant Secretary (K33-K38) Personal Assistant (K28-K32)/(K33-K38) Executive Officer (K28-K32) Senior Clerk (K22-K27) Office Attendant/Cleaner (K12) People Empowerment Officer (K10-K21) Clerk (K10-K21) Messenger (K1-K14) Driver/Messenger (K1-K14) 1 - 1 2 1 - 1 1 - 1 - 1 4 2 4 3 1 - 9 2 1 1 1 1 2 1 1 1 1 1 1 2 1 5 2 4 4 1 6 9 2 1 Security Officer (K28-K32) Security Officer (K22-K27) Maintenance Officer (K22-K27) Security Officer (K10-K21) Maintenance Officer (K10-K21) Total Staff 1 1 1 3 1 7 1 1 1 3 1 7 E. 05041091 00822 ADMINISTRATION MANAGE NATIONAL HEROES PARK STAFF POSITIONS 2023 2022 Manager, National Heroes Park (K28-K32) Ground Supervisor (K22-K27) Senior Clerk (K22-K27) Junior Clerk
 (K10-K21) Total Staff 1 1 1 1 4 1 1 1 1 4 Total Staff 35 48 E. 05041093 00827 ADMINISTRATION ELECTORAL CONSTITUENCY BOUNDARIES COMMISSION E. 05041091 ADMINISTRATION 00825 ADMINISTRATION OF CANNABIS AUTHORITY STAFF POSITIONS 2023 2022 Head of Unit (K44) Quality Assurance Inspector (K33-K38)/(K39-K41) Public Relations Officer (K33-K38) Administrative Officer (K33-K38) Clerk (K10-K21) Driver/Messenger (K1-K14) 1 1 1 1 1 1 1 1 1 1 1 1 Total Staff 6 6 STAFF POSITIONS 2023 2022 Chairman of Electoral Commission (K43) Assistant Secretary (K33-K38) Senior Clerk (K22-K27) Messenger (K1-K14) Total Staff 1 1 1 1 4 1 1 1 1 4 E. 05041093 00828 ADMINISTRATION REPRESENT THE FEDERATION IN NEVIS STAFF POSITIONS 2023 2022 Assistant Secretary (K33-K38) Executive Officer (K28-K32) Driver/Messenger (K1-K14) Total Staff 1 1 1 3 1 1 1 3 05 - PRIME MINISTER'S OFFICE E. 05041094 ADMINISTRATION - CABINET SECRETARIAT ADMINISTRATIVE SUPPORT FOR CABINET 00814 E. 05041097 00833 ADMINISTRATION PRESERVE/ARCHIVE IMPORTANT RECORDS STAFF POSITIONS 2023 2022 STAFF POSITIONS 2023 2022 Cabinet Secretary (K47) Policy and Research Analyst (K33-K38)/(K39-K41) Assistant Secretary (K33-K38) Senior Clerk (K22-K27) Total Staff 1 1 1 1 4 - - - - - Director (K39-K41) Assistant Archivist (K10-K21)/(K22-K27)/(K28-K32) Archive Assistant (K10-K21)/(K22-K27)/(K28-K32) Laboratory Technician (K19-K26) Junior Clerk (K10-K21) Repository Assistant (K7-K17) Total Staff 1 1 1 1 1 1 6 1 1 1 1 1 1 6 E. 05041095 ADMINISTRATION 01845 ADMIN.
SUPPORT TO REGIONAL INTEGRATION AND DIASPORA UNIT (RIDU) E. 05041098 03608 ADMINISTRATION CITIZENSHIP BY INVESTMENT STAFF POSITIONS 2023 2022 STAFF POSITIONS 2023 2022 Head of RIDU (K45) Assistant Secretary (K33-K38) Executive Officer (K28-K32) Total Staff 1 1 2 4 1 1 2 4 Permanent Secretary (K45) Director (K43) Legal Advisor (K43) Operations Manager (K33-K38)/(K39-K41) Operations Manager Processing (K33-K38)/(K39-K41) Operations Manager Finance (K33-K38)/(K39-K41) IT Specialist (K33-K38) Assistant Secretary (K33-K38) Executive Officer (K28-K32) Senior Clerk (K22-K27) Secretary (K17-K25) Junior Clerk (K10-K21) Office Attendant (K1-K14) 1 1 1 1 1 1 1 12 7 4 1 17 2 1 1 1 1 1 1 1 12 7 4 1 17 2 Total Staff 50 50 05 - PRIME MINISTER'S OFFICE E.05042101 HUMAN RESOURCE MANAGEMENT DEPT.
01361 MANAGE HUMAN RESOURCES E. 05042102 HUMAN RESOURCE MANAGEMENT DEPT.
01366 SUPPORT THE SERVICES COMMISSIONS STAFF POSITIONS 2023 2022 STAFF POSITIONS 2023 2022 Secretary to PSC (K33-K38) Assistant Secretary to PSC (K28-K32) 1 1 1 1 Total Staff 2 2 E. 05088371 INFORMATION DEPARTMENT 01139 INFORM THE PUBLIC ON GOVERNMENT ACTIVITIES STAFF POSITIONS 2023 2022 Director General, Information Services (K44) Director of Communications (K43) Senior Information Officer (K39-K41) Information Officer (K33-K38) Chief Production Officer (K33-K38) Cameraman (K10-K21)/(K22-K27)/(K28-K32) Technical Officer (K22-K27) Secretary (K10-K21)/(K22-K27) Assistant Information Officer (K10-K21) Assistant Technical Officer (K10-K21) Messenger (K1-K14) 1 1 1 4 1 1 2 1 1 2 1 1 1 1 4 1 1 2 1 1 2 1 Total Staff 16 16 Head of Civil Service (K47) Chief Personnel Officer (K45) Deputy Chief Personnel Officer (K43) Director (K42) Human Resource Manager (K33-K38)/(K39-K41) Administrative Officer (K33-K38)/(K39-K41) Assistant Human Resource Manager (K33-K38) Human Resource Assistant (K28-K32)/(K33-K38) Personnel Secretary (K28-K32) Payroll Technician (K22-K27)/(K28-K32) Human Resource Technician (K22-K27)/(K28-K32) Assistant Personnel Secretary (K10-K21)/(K22-K27) Human Resource Clerk (K10-K21) Repository Assistant (K7-K17) Office Attendant (K1-K14) 1 1 1 1 4 2 3 3 1 6 1 1 5 1 2 1 1 1 1 4 2 3 3 1 - 7 1 5 1 2 Total Staff 33 33 E.05043111 GOVERNMENT PRINTERY 00824 PRINT GOVERNMENT DOCUMENTS STAFF POSITIONS 2023 2022 Manager of Printery (K42) Administrative Officer (K33-K38) Cameraman (K10-K21)/(K22-K27)/(K28-K32) Senior Clerk (K22-K27) Senior Press Operator (K22-K27) Composer (K22-K27) Junior Clerk (K10-K21) Binder (K10-K21) Press Operator (K7-K17)/(K18-K21) Assistant Binder (K7-K17) 1 1 1 2 1 2 2 2 3 2 1 1 1 2 1 2 2 2 3 2 Total Staff 17 17 06 – MINISTRY OF NATIONAL SECURITY, CITIZENSHIP AND IMMIGRATION 06 - MINISTRY OF NATIONAL SECURITY, CITIZENSHIP AND IMMIGRATION E. 06051141 ADMINISTRATION 00703 PROVIDE ADMINISTRATIVE SERVICES E. 06051141 ADMINISTRATION 00776 SUPPORT SOCIAL INTERVENTION STAFF POSITIONS 2023 2022 STAFF
 POSITIONS 2023 2022 Minister (C) Permanent Secretary (K45) Assistant Secretary (K33-K38) Psychologist (K33-K38) Public Relations Officer (K33-K38) Assistant Public Relations Officer (K28-K32) Assistant Public Relations Officer (K33-K38) Executive Officer (K28-K32) Personal Assistant (K28-K32) Technician (K26-K28) Senior Clerk (K22-K27) Clerk (K10-K21) Messenger (K1-K14) - 1 3 2 1 1 - 1 1 1 3 7 1 1 1 3 2 1 - 1 1 1 1 3 7 1 Total Staff 22 23 E. 06051141 ADMINISTRATION 00775 PROVIDE IMMIGRATION SERVICES STAFF POSITIONS 2023 2022 Chief Immigration Officer (K44) Deputy Chief Immigration Officer (K41) Administrative Officer (K33-K38) Immigration Officer III (K28-K32) Immigration Officer II (K22-K27) Immigration Officer I (K10-K21) Driver (K1-K17) 1 1 1 1 3 4 35 2 1 1 3 4 33 1 Clerk (K10-K21) Total Staff 1 1 1 1 E. 06052122 POLICE 00707 PROVIDE POLICE SERV SERV.
TO COMMUNITIES STAFF POSITIONS 2023 2022 Commissioner of Police (K44) Deputy Commissioner of Police (K42) Personnel Officer (K42) Assistant Commissioner (K41) Superintendent (K39) Communications Officer (K39) Force Finance Officer (K33-K38) Forensic Accountant (K33-K38) Regular Rank Driven Track Inspector (K32-K34)/(K35-K38) Inspector (K32-K34) Coordinator (K28-K32) Station Sergeant (K30) Sergeant (K26-K28) Technician (K26-K28) Senior Clerk (K22-K27) Corporal (K22-K25) Constable (K15-K21) Clerk (K10-K21) Telecom Operator (K10-K21) Special Constable (K10-K16) Graduate Track Inspector (K38) Forensic Analyst (K33-K38) Police Officer (K33-K37) Total Staff 47 44 Total Staff 537 536 06 - MINISTRY OF NATIONAL SECURITY, CITIZENSHIP AND IMMIGRATION E. 06052124 00727 ADMINISTRATION NATIONAL CRIME COMMISSION (NCC) E. 06054123 DEFENCE FORCE 00752 PROVIDE FOR DEFENCE OF THE FEDERATION STAFF POSITIONS 2023 2022 STAFF POSITIONS 2023 2022 Advisor (K44) Director (K41) Executive Secretary (K33-K38) Senior Analyst (K33-K38) Analyst (K33-K37) Administrative Assistant (K22-K27) 1 1 1 2 3 1 1 1 1 2 3 1 Total Staff 9 9 Lieutenant Colonel (K44) Major (K42) Captain (K39-K41) Lieutenant (K34-K37) Accounts Officer (K33-K38) Warrant Officer Class I (K32-K34) Warrant Officer Class II (K31) Staff Sergeant (K30) Sergeant (K26-K28) Corporal (K22-K25) Lance Corporal (K18-K21) Administrative Assistant (K10-K21) Private/Recruit (K10-K17) 1 2 3 4 1 1 1 2 4 7 7 1 139 1 2 2 4 1 1 1 2 4 7 7 1 134 E. 06053161 00748 FIRE AND RESCUE SERVICES PROVIDE FIRE AND PARAMEDIC SERVICES STAFF POSITIONS 2023 2022 Chief Fire Officer (K44) Deputy Chief Fire Officer (K42) Divisional Fire Officer (K39) Fire Station Officer (K32-K34) Finance Officer (K28-K32) Fire Sub-Station Officer II (K30) Fire Sub-Station Officer I (K26-K28) Senior Clerk (K22-K27) Fire Sub-Officer (K22-K25) Fire Officer (K15-K21) Clerk (K10-K21) 1 1 1 2 1 3 4 1 12 106 1 1 1 1 2 1 3 4 1 12 102 1 Total
 Staff 133 129 Total Staff 173 167 E. 06054123 COAST GUARD 00754 ENFORCE LAWS/PROVIDE EMERGENCY SERVICES STAFF POSITIONS 2023 2022 Captain (K39-K41) Lieutenant (K34-K37) Warrant Officer Class II (K31) Staff Sergeant (K30) Sergeant (K26-K28) Corporal (K22-K25) Lance Corporal (K18-K21) Private/Recruit (K10-K17) 1 3 1 2 5 4 5 21 1 3 1 2 5 4 5 21 Total Staff 42 42 06 - MINISTRY OF NATIONAL SECURITY, CITIZENSHIP AND IMMIGRATION E. 06055181 00730 PRISONS MANAGE AND SUPPORT PRISONS E. 06056191 NATIONAL EMERGENCY MGT.
AGENCY 00767 DISASTER MANAGEMENT SERVICES STAFF POSITIONS 2023 2022 STAFF POSITIONS 2023 2022 National Disaster Coordinator (K44) Deputy National Disaster Coordinator (K33-K38)/(K39-K41) Communications Specialist (K34) Planning Officer (K33-K38) Logistics Coordinator (K33-K38) Public Relations Officer (K28-K32) District Coordinator (K28-K32) Technician (K22-K27) Senior Clerk (K22-K27) Clerk (K10-K21) Messenger (K1-K14) 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 Total Staff 11 11 Commissioner of Corrections (K44) Deputy Commissioner of Corrections (K42) Chief Officer/Matron (K39) Rehabilitation Officer (K33-K38) Principal Prison Officer (K32-K34) Sergeant (K26-K28) Prison Officer (K15-K21) Civilian Worker (K15) Clerk (K10-K21) 1 1 3 1 5 8 54 7 1 1 1 3 1 4 8 51 7 1 Total Staff 81 77 E. 06058211 00782 NAT'L COUNCIL ON DRUG ABUSE & PREVENTION PROG.
TO PREVENT/REDUCE DRUG ABUSE STAFF POSITIONS 2023 2022 Coordinator (K43) Drug Prevention Officer (K33-K38) Executive Officer (K28-K32) Total Staff 1 2 1 1 2 1 4 4 07 – MINISTRY OF INTERNATIONAL TRADE, INDUSTRY, COMMERCE AND CONSUMER AFFAIRS 07- MINISTRY OF INTERNATIONAL TRADE, INDUSTRY, COMMERCE AND CONSUMER AFFAIRS E.07074281 01315 INTERNATIONAL TRADE PROVIDE ADMINISTRATIVE SUPPORT E. 07117511 CONSUMER AFFAIRS 01389 PROVIDE ADMINISTRATIVE SUPPORT 01391 RESPOND TO CONSUMER COMPLAINTS STAFF POSITIONS 2023 2022 STAFF POSITIONS 2023 2022 Minister (C) Permanent Secretary (K45) Coordinator - Trade, Business Development and Consumer Services (K42) Administrative/Research Assistant (K33-K38) Administrative Assistant (K33-K38) Trade Policy Officer (K33-K38) Project/Research Officer (K27-K32)/(K33-K38) Executive Officer (K28-K32) Clerk (K10-K21) - 1 1 1 1 1 1 1 2 1 1 1 1 1 2 1 1 2 01389 Director (K39-K41)/(K42) 01391 Complaints and Investigation Officer (K22-K27) Clerk (K10-K21) Attendant (K1-K14) Total Staff Total Staff 9 11 1 1 1 2 1 5 1 2 1 5 E.07074281 01542 INTERNATIONAL TRADE MANAGE GENERAL ADMINISTRATION E. 07117511 CONSUMER AFFAIRS 01399 ENFORCE AND MONITOR PRICE 01399 ENFORCE AND MONITOR PRICE CONTROL STAFF POSITIONS 2023 2022 STAFF POSITIONS 2023 2022 Director, Trade Research (K39-K41)/(K42) Senior Trade Policy Officer (K39-K41) Trade Policy Officer (K33-K38) Clerk (K10-K21) Attendant (K1-K14) Messenger (K1-K14) 1 1 6 1 1 1 1 1 6 2 1 1 Communications Officer (K33-K38) Chief Investigations Officer (K33-K38) Price Control Officer (K22-K27)/(K28-K32)/(K33-K38) Investigations Officer (K22-K27)/(K28-K32) Senior Clerk (K22-K27) Clerk (K10-K21) Total Staff 11 12 Total Staff 1 1 1 1 2 1 7 1 1 1 1 2 1 7 07- MINISTRY OF INTERNATIONAL TRADE, INDUSTRY, COMMERCE AND CONSUMER AFFAIRS E. 07075293 01386 STANDARDS BUREAU AND MULTI-LAB PROVIDE TECHNICAL SUPPORT E. 07075293 01355 STANDARDS BUREAU AND MULTI-LAB PROVIDE ADMINISTRATIVE SUPPORT STAFF POSITIONS 2023 2022 STAFF POSITIONS 2023 2022 Senior Metrologist (K39-K41) Chemist II
 (K39-K41) Air Quality Officer I (K33-K38) Chemist I (K33-K38) Microbiologist (K33-K38) Standards Officer I (K33-K38) Air Quality Technician (K22-K27) Laboratory Technician (K10-K21)/(K22-K27) Accounts Officer (K10-K21)/(K22-K27) Clerk (K10-K21) 1 1 1 1 2 2 1 3 1 1 1 1 1 1 2 2 1 4 - 1 Total Staff 14 14 Director (K43) Deputy Director (K42) Science and Research Manager (K42) Standards Development Head (K39-K41) 1 1 - 1 1 - 1 1 Total Staff 3 3 E. 07075293 01357 STANDARDS BUREAU AND MULTI-LAB LAB SERVICES/MONITOR HEALTH QUALITY E. 07076294 01409 INDUSTRY AND COMMERCE PROVIDE ADMINISTRATIVE SUPPORT STAFF POSITIONS 2023 2022 STAFF POSITIONS 2023 2022 Hazard Analysis and Critical Control Points Coordinator (K33-K38) Food Safety Analyst (K33-K38) Laboratory Technician (K10-K21) Total Staff 1 1 1 1 - 1 3 2 Director, Industry and Commerce (K39-K41)/(K42) Senior Industry Officer (K33-K38) Trade Policy Officer (K33-K38) Junior Industry Officer (K10-K21) 1 1 1 1 1 1 - - Total Staff 4 2 08 - MINISTRY OF FINANCE 08 - MINISTRY OF FINANCE E. 08081301 00865 ADMINISTRATION GENERAL ADMINISTRATION SERVICES E. 08081302 FISCAL DIVISION 00918 FISCAL, POLICY, INVESTMENT AND DEBT MANAGEMENT DIVISION STAFF POSITIONS 2023 2022 STAFF POSITIONS 2023 2022 Fiscal Affairs and Policy Unit Director (K43) Head - Fiscal Affairs and Policy (K42) Economist I/II (K33-K38)/(K39-K41) Financial Analyst I/II (K33-K38)/(K39-K41) Investment and Debt Management Unit Director (K43) Head - Investment and Debt Management Unit (K42) Debt Analyst I/II (K33-K38)/(K39-K41) Investment Officer I/II (K33-K38)/(K39-K41) 1 1 3 3 1 1 6 2 1 1 3 3 1 1 6 2 Total Staff 18 18 Financial Secretary (K47) Deputy Financial Secretary (K45) Legal Advisor (K45) Financial Advisor (K45) Senior Director (K44) Director (K44) Director of Procurement (K43) Procurement Manager (K42) Procurement Officer (K33-K38)/(K39-K41) Business Analyst (K33-K38)/(K39-K41) Enforcement Officer (K33-K38)/(K39-K41) Inspection Officer (K33-K38)/(K39-K41)
 Administrative Officer (K33-K38) Procurement Officer (K33-K38) Executive Officer (K28-K32) Research Assistant (K22-K27) Senior Clerk (K22-K27) Administrative Assistant (K17-K25) Clerk (K10-K21) Office Attendant (K1-K14) Driver/Messenger (K1-K14) 1 2 1 1 1 - 1 2 2 2 - - 2 - 1 1 2 1 5 1 1 1 2 1 1 - 1 - 1 - 2 1 1 2 1 1 1 2 1 5 1 1 Total Staff 27 26 E. 08081303 00946 BUDGET DIVISION PREPARE AND MONITOR THE CENTRAL GOVERNMENT BUDGET E. 08081304 CENTRALISED PURCHASING UNIT 00880 PROCURE GOVERNMENT SUPPLIES STAFF POSITIONS 2023 2022 Director (K43) Senior Budget Analyst (K42) Budget Analyst I/II (K33-K38)/(K39-K41) Budget Analyst Assistant (K22-K27) Total Staff 1 1 5 1 8 1 1 5 1 8 STAFF POSITIONS 2023 2022 Supervisor (K33-K38) Administrative Officer (K28-K32) Senior Clerk (K22-K27) Technician (K22-K27) Clerk (K10-K21) Office Attendant/Driver (K8-K19) 1 1 1 1 5 3 1 1 1 1 5 3 Total Staff 12 12 08 - MINISTRY OF FINANCE E. 08082311 02043 ACCOUNTANT GENERAL- ADMIN.
FIN.

CONTROL AND FIN.
MANAGEMENT E. 08082312 ACCOUNTANT GENERAL - FUNDS MANAGEMENT 01152 CASH MANAGEMENT UNIT STAFF POSITIONS 2023 2022 STAFF POSITIONS 2023 2022 Accountant General (K45) Deputy Accountant General (K42) Assistant Accountant General (K41) Financial Analyst (K33-K38)/(K39-K41) Payroll Manager (K33-K38) Payroll Supervisor (K28-K32) Administrative Assistant (K22-K27) Payroll Officer II (K22-K27) Administrative Officer (K10-K21) Payroll Officer I (K10-K21) Office Attendant (K1-K14) 1 1 2 1 1 1 1 1 1 1 1 1 1 2 1 1 1 1 1 1 1 1 Total Staff 12 12 Funds Manager (K39-K41) Cash Management Analyst (K33-K38)/(K39-K41) Funds Supervisor (K28-K32) Customer Service Officer/Cashier (K22-K27) Cash Management Officer II (K22-K27) Payment Officer I (K10-K21) Treasury Bills Management Unit Debt Analyst I (K33-K38) Debt Officer I (K28-K32) Electricity Management Unit Accounts Supervisor (K22-K27)/(K28-K32) Accounts Officer (K10-K21) 1 1 1 2 1 3 1 1 1 1 1 1 1 2 1 3 1 1 1 1 Total Staff 13 13 E. 08082313 01146 ACCOUNTANT GENERAL-SYSTEMS MGMT.
PROVIDE SYSTEMS SUPPORT E. 08082314 ACCOUNTANT GENERAL-INTERNAL AUDIT 01147 PROVIDE INTERNAL AUDIT SERVICES STAFF POSITIONS 2023 2022 STAFF POSITIONS 2023 2022 Systems Manager (K39-K41) Systems Administrator (K28-K32)/(K33-K38)/(K39-K41) Network Administrator (K33-K38)/(K39-K41) Total Staff 1 3 2 6 1 3 2 6 Senior Internal Auditor (K41) Internal Auditor II (K33-K38)/(K39-K41) Internal Auditor I (K28-K32) Internal Auditor Assistant (K10-K21) Total Staff 1 7 1 1 1 7 1 1 10 10 08 - MINISTRY OF FINANCE E. 08082316 01144 ACCOUNTANT GENERAL - ACCOUNTING ACCOUNTING AND REPORTING UNIT E. 08083321 03102 INLAND REVENUE - ADMINISTRATION TAX REFORM - ADMINISTRATION STAFF POSITIONS 2023 2022 STAFF POSITIONS 2023 2022 Senior Accountant (K39-K41) Accountant (K33-K38)/(K39-K41) Assistant Accountant (K28-K32) Accounts Clerk I (K10-K21) Total Staff 1 4 1 2 8 1 4 1 2 8 Assistant Comptroller (K41) Senior Tax Inspector III (K40) Senior Tax Inspector II (K39) Senior Tax Inspector I (K33-K38) Tax Inspector (K28-K32) Junior Tax Officer (K10-K21) 1 1 5 7 1 3 1 1 5 7 1 3 Total Staff 18 18 E. 08083321 00996 00997 INLAND REVENUE - ADMINISTRATION PROVIDE ADMINISTRATIVE SUPPORT PROVIDE INFO.
AND TECH.
SUPPORT E. 08083322 INLAND REVENUE - ASSESSMENT AND AUDIT 00999 ASSESS TAX LIABILITY TAX DECLARATION 01001 AUDIT THE APPLICATION OF TAXES STAFF POSITIONS 2023 2022 STAFF POSITIONS 2023 2022 00996 Comptroller (K44) Deputy Comptroller (K42) Assistant Comptroller (K41) Tax Specialist (K33-K38)/(K39-K41) Senior Tax Inspector (K33-K38)/(K39-K41) Senior Tax Inspector III (K40) Senior Tax Inspector II (K39) Senior Tax Inspector I (K33-K38) Tax Inspector (K28-K32) Senior Tax Officer (K22-K27) Junior Tax Officer (K10-K21) Office Attendant/Driver (K8-K19) 00997 Systems Manager (K42) Senior Tax Inspector III (K40) Senior Tax Inspector I (K33-K38) Tax Inspector (K28-K32) Junior Tax Officer (K10-K21 Total Staff 30 30 00999 Senior Tax Inspector II (K39) Senior Tax Inspector I (K33-K38) Senior Tax Officer (K22-K27) Junior Tax Officer (K10-K21) 01001 Assistant Comptroller (K41) Senior Tax Inspector III (K40) Senior Tax Inspector II (K39) Senior Tax Inspector I (K33-K38) 1 1 1 2 1 1 4 4 1 1 1 2 1 1 4 4 Total Staff 15 15 08 - MINISTRY OF FINANCE E. 08083323 00998 INLAND REVENUE - REVENUE ACCTS.
AND COLLECTION TAXPAYER SERVICE INCLUDING REGISTRATION E. 08083324 01002 INLAND REVENUE - PROPERTY VALUATION PROVIDE PROPERTY VALUATION SERVICE STAFF POSITIONS 2023 2022 Assistant Comptroller (K41) Senior Tax Inspector III (K40) Senior Tax Inspector II (K39) Senior Tax Inspector I (K33-K38) Tax Inspector (K28-K32) Senior Tax Officer (K22-K27) Total Staff 1 1 2 2 2 1 9 1 1 2 2 2 1 9 STAFF POSITIONS 2023 2022 Chief Valuation Officer (K39-K41) Senior Tax Inspector I (K33-K38) Tax Inspector (K28-K32) Senior Tax Officer (K22-K27) Junior Tax Officer (K10-K21) 1 1 1 2 3 1 1 1 2 3 Total Staff 8 8 E. 08083323 01000 INLAND REVENUE - REVENUE ACCTS.
AND COLLECTION COLLECT TAXES AND ENFORCE COLLECTION E. 08084331 01422 CUSTOMS - ADMINISTRATION ADMINISTER THE CUSTOMS FUNCTION STAFF POSITIONS 2023 2022 Assistant Comptroller (K41) Senior Tax Inspector III (K40) Senior Tax Inspector II (K39) Senior Tax Inspector I (K33-K38) Tax Inspector (K28-K32) Senior Tax Officer (K22-K27) Junior Tax Officer (K10-K21) 1 1 3 7 2 3 6 1 1 3 7 2 3 6 Total Staff 23 23 STAFF POSITIONS 2023 2022 Comptroller of Customs (K44) Deputy Comptroller (K42) Assistant Comptroller II (K41) Accountant (K33-K38)/(K39-K41) Administrative Research Assistant (K33-K38)/(K39-K41) Financial Analyst (K39-K41) Financial Inspector (K33-K38)/(K39-K41) Assistant Comptroller I (K36-K40) Senior Customs Officer IV (K33-K38) Customs Officer IV (K32-K35) Customs Officer III (K26-K30) Customs Officer I/II (K10-K17)/(K18-K25) Customs Assistant (K10-K21) 1 1 4 2 1 1 1 7 4 5 4 8 5 1 1 4 2 1 1 1 7 2 5 4 8 5 Total Staff 44 42 08 - MINISTRY OF FINANCE E. 08084332 01423 CUSTOMS - EXAM.
AND VALUATION DIVISION EXAMINE AND EVALUATE CARGO E. 08084334 CUSTOMS - DECLARATION PROCESSING AND COLLECT.
01425 PROCESSING & COLLECT SERVICES STAFF POSITIONS 2023 2022 STAFF POSITIONS 2023 2022 Senior Customs Officer IV (K33-K38) Customs Officer IV (K32-K35) Customs Officer III (K26-K30) Customs Officer I/II (K10-K17)/(K18-K25) Total Staff 1 5 6 1 5 6 13 13 25 25 Systems Coordinator I/II (K33-K38)/(K39-K41) Senior Customs Officer IV (K33-K38) IT Specialist (K33-K38) Customs Officer IV (K32-K35) Customs Systems Technician (K22-K32) Customs Officer III (K26-K30) Customs Officer I/II (K10-K17)/(K18-K25) Total Staff 1 1 1 4 1 5 12 1 1 1 4 1 5 12 25 25 E. 08084333 01424 CUSTOMS - REGULATORY SERVICES DIV.
ENFORCE/MONITOR IMPLEMENT.

OF LAW E. 08090391 FINANCIAL INTELLIGENCE UNIT - ADMIN.
00874 COUNTER MEASURES - AML/TF STAFF POSITIONS 2023 2022 STAFF POSITIONS 2023 2022 Senior Customs Officer IV (K33-K38) Customs Officer IV (K32-K35) Customs Officer III (K26-K30) Customs Coxswain (K22-K27) Customs Officer I/II (K10-K17)/(K18-K25) Customs Assistant (K10-K21) 1 5 5 1 1 5 5 1 15 8 15 8 Director (K44) Deputy Director (K42) Senior Intelligence Analyst (K39-K41) Intelligence Analyst (K33-K38) Executive Officer (K28-K32) Messenger (K1-K14) Total Staff 35 35 Total Staff 1 1 1 4 1 1 9 1 1 1 4 1 1 9 09 – MINISTRY OF SOCIAL DEVELOPMENT AND GENDER AFFAIRS 09 - MINISTRY OF SOCIAL DEVELOPMENT AND GENDER AFFAIRS E. 09101411 00285 ADMINISTRATION ADMINISTRATIVE AND POLICY SUPPORT E. 09102421 SOCIAL AND COMMUNITY DEVELOPMENT 00322 PROVIDE SOCIAL SERVICES AND COMM.
SUPP.
STAFF POSITIONS 2023 2022 STAFF POSITIONS 2023 2022 Minister (C) Permanent Secretary (K45) Director, Policy Planning and Projects (K41-K43) Project Officer II (K39-K41) Executive Officer (K33-K38) Assistant Secretary (K33-K38) Administrative Assistant (K33-K38) Project Officer I (K33-K38) Registry Operations Manager (K33-K38) Finance Officer (K28-K32)/(K33-K38) Administrative Officer (K28-K32) Senior Clerk (K22-K27) Accounts Officer (K22-K27) Intake Officer (K22-K27) Field Officer (K10-K21) Office Attendant (K1-K14) - 1 1 1 1 1 1 2 1 1 1 - 1 - 1 1 1 1 1 1 1 1 2 1 - 1 - 1 1 1 - 1 Director, Social & Community Development (K41-K43) Deputy Director (K33-K38)/(K39-K41) Senior Community Development Officer (K33-K38) Community Development Officer (K22-K27)/(K28-K32)/(K33-K38) Registry Operations Manager (K33-K38) Case Manager (K22-K27)/(K28-K32)/(K33-K38) Manager, Saddlers Home (K25-K32) Intake Officer (K22-K27) Social Assistance Officer (K22-K27) Clerk (K10-K21) Home Care Officer (K10-K21) Office Attendant (K1-K14) 1 1 1 7 - 4 - 1 7 1 - 1 1 1 1 6 1 3 1 - 6 1 21 1 Total Staff 14 14 Total Staff 24 43 E. 09102421 00334 SOCIAL AND COMMUNITY DEVELOPMENT THE NATIONAL COUNSELING CENTRE E. 09103431 GENDER AFFAIRS 00349 FACILITATE GENDER AWARENESS STAFF POSITIONS 2023 2022 STAFF POSITIONS 2023 2022 Director (K41-K43) Deputy Director (K39-K40) Counsellor (K33-K38) Family Counsellor (K28-K32)/(K33-K38) Junior Clerk (K10-K21) 1 1 4 4 1 1 1 4 4 1 Director (K41-K43) Case Manager (K33-K38) Executive Officer (K33-K38) Gender Field Officer II (K22-K27)/(K28-K32)/(K33-K38) Gender Field Officer I (K10-K21) Total Staff 11 11 Total Staff 1 1 1 2 1 6 1 - 1 2 1 5 09 - MINISTRY OF SOCIAL DEVELOPMENT AND GENDER AFFAIRS E. 09104441 PROBATION & CHILD PROTECTION SERVICES 00351 CHILD CARE AND PROTECTIONS SERVICES E. 09105441 PROBATION AND CHILD PROTECTION SERVICES 00357 MANAGE NEW HORIZONS CO-ED TRAINING CENTRE STAFF POSITIONS 2023 2022 STAFF POSITIONS 2023 2022 Director (K41-K43) Deputy Director (K38-K39) Assistant Deputy Director (K33-K38) Case
 Worker (K28-K32)/(K33-K38) House Parent (K22-K27) Clerk (K10-K21) Housekeeper (K10-K21) Deputy House Parent (K10-K21) Total Staff 1 1 1 6 6 1 1 14 31 1 1 1 3 6 1 1 17 31 Director, Probation and Child Protection (K41-K43) Deputy Director, Probation and Child Protection (K33-K38) Chief Child Protection and Probation Officer (K33-K38) Executive Officer (K33-K38) Child Protection Officer II (K28-K32)/(K33-K38) Probation and Child Justice Officer II (K28-K32)/(K33-K38) Child Protection and Probation Officer II (K28-K32)/(K33-K38) Case Manager (K28-K32)/(K33-K38) Probation and Child Justice Officer I (K22-K27) Child Protection Officer (K22-K27) Child Protection and Probation Officer I (K22-K27) Intake Officer (K22-K27) Part-Time Probation/Child Justice Officer (K10-K21) Part-Time Child Protection and Probation Officer (K10-K21) Clerk (K10-K21) 1 1 - 1 5 2 - 3 2 1 - 1 1 - - 1 - 1 1 - - 7 3 - - 3 - - 1 1 Total Staff 18 18 10 – MINISTRY OF AGRICULTURE, FISHERIES MARINE RESOURCES AND COOPERATIVES 10 - MINISTRY OF AGRICULTURE, FISHERIES, MARINE RESOURCES AND COOPERATIVES E. 10111451 00051 ADMINISTRATION SUPPORT ADMINISTRATION OF THE MINISTRY E. 10112461 AGRICULTURAL SERVICES 00014 PROVIDE ADMINISTRATIVE SERVICES STAFF POSITIONS 2023 2022 STAFF POSITIONS 2023 2022 Minister (C) Permanent Secretary (K45) Special Assistant (C) Agriculture Development Advisor (K43) Senior Assistant Secretary (K39-K41) Assistant Secretary (K33-K38) Finance Officer (K33-K38) Personal Assistant (K33-K38) Executive Officer (K28-K32) Senior Clerk (K22-K27) Clerk (K10-K21) 1 1 1 1 1 3 1 1 1 2 2 1 1 1 1 1 3 1 1 2 2 2 Director of Agriculture (K43) Administrative Officer (K33-K38) Executive Officer (K28-K32) Senior Clerk (K22-K27) Clerk (K10-K21) Messenger (K1-K14) 1 1 1 2 1 1 1 1 1 2 1 1 Total Staff 15 16 Total Staff 7 7 E. 10111451 ADMINISTRATION 00008 PROVIDE POLICY SUPPORT E. 10112462 AGRICULTURAL SERVICES - CROPS 00016 TECHNICAL SUPPORT FOR CROP FARMERS STAFF POSITIONS 2023 2022 STAFF POSITIONS 2023 2022
 Senior Project Officer (K42) Agricultural Planner (K33-K38) Institutional Liaison (K33-K38) Clerk (K10-K21) 1 1 1 1 1 1 1 1 Total Staff 4 4 E. 10111451 ADMINISTRATION MARKETING UNIT 00018 STAFF POSITIONS 2023 2022 Manager (K33-K40) Assistant Marketing Officer (K22-K27) Marketing Clerk (K10-K21) Marketing Trainee (K10-K21) Market Driver (K7-K17) Total Staff 1 1 1 1 1 5 - - - - - - Manager, Agro-Processing (K33-K40) Agronomist (K33-K40) Agricultural Officer (K33-K40) Agricultural Engineer (K33-K40) Quarantine Officer (K33-K40) Extension Officer (K25-K32) Agronomy Assistant (K25-K32) Lab Tech., Food Quality (K22-K27)/(K28-K32) Lab Tech., Soil Analysis (K22-K27)/(K28-K32) Engineering Assistant (K22-K27)/(K28-K32) Quarantine Assistant Officer (K22-K27)/(K28-K32) Tree Crops Officer (K25-K32) Agricultural Assistant (K25-K32) Technical Officer (K22-K27) Agricultural Trainee (K10-K21) Assistant Farm Manager (K10-K21) Clerk (K10-K21) Marketing Attendants (K10-K14) Forestry Guard (K7-K17) Forestry Ranger (K7-K17 Total Staff 38 38 10 - MINISTRY OF AGRICULTURE, FISHERIES, MARINE RESOURCES AND COOPERATIVES E.10112463 00023 AGRICULTURAL SERVICES-LIVESTOCK TECHNICAL SUPPORT/MONITOR ANIMAL HEALTH E. 10112464 05900 AGRICULTURAL SERVICES TECHNICAL SUPPORT TO ALLIED INSTITUTION STAFF POSITIONS 2023 2022 STAFF POSITIONS 2023 2022 Agricultural Officer (K33-K38) Technician (K22-K27) Senior Clerk (K22-K27) Farm Assistant (K10-K21) 1 1 1 1 1 1 1 1 Total Staff 4 4 E. 10115491 00045 MARINE RESOURCES MARINE MANAGEMENT/TECHNICAL SUPPORT STAFF POSITIONS 2023 2022 Director of Marine Resources (K43) Aquaculture Officer (K33-K38) Marine Mang.
Areas and Habitat Mon.

Off.

(K33-K38) Oceanography & GIS Officer (K33-K38) Port State Control Officer (K33-K38) Product Dev.

and Marketing Off.
(K33-K38) Fisheries Law Enforcement Officer (K34) Boat Captain (K28-K32) Fisheries Officer (K28-K32) Assistant Fisheries Officer (K22-K27) Senior Clerk (K22-K27) Supervisor - Old Road Fisheries Complex (K18-K25) Clerk (K10-K21) Fisheries Assistant (K10-K21) 1 1 1 1 1 1 1 1 1 1 1 1 1 5 1 1 1 1 1 1 1 1 1 1 1 1 1 5 Total Staff 18 18 Chief Veterinary Officer (K42) Veterinary Laboratory Manager (K40) Senior Veterinary Officer (K33-K41) Livestock Production Officer (K33-K40) Laboratory Technician (K33-K40) Veterinary Officer (K33-K40) Manager, Abattoir and Public Markets (K28-K32) Veterinary Assistant (K28-K32) Extension Officer (K25-K32) Asst.
Manager, Abattoir and Public Markets (K22-K27)/(K28-K32) Laboratory Assistant (K22-K27)/(K28-K32) Laboratory Technician (K19-K26) Laboratory Trainee (K10-K21) Agricultural Trainee (K10-K21) Market Keeper (K10-K21) Clerk (K10-K21) Attendant/Driver (K7-K17) Attendant (K1-K14) 1 1 1 1 1 1 1 3 3 1 1 1 1 2 1 1 1 1 1 - 1 1 1 1 1 3 3 1 1 1 1 2 1 1 1 1 Total Staff 23 22 E.10112463 03994 AGRICULTURAL SERVICES-LIVESTOCK SUPPORT DEV.
OF ANIMAL POUNDS STAFF POSITIONS 2023 2022 Pound Keeper (K31) Total Staff 1 1 1 1 E.10114481 00055 DEPARTMENT OF COOPERATIVES PROMOTE AND REGULATE THE COOPERATIVES STAFF POSITIONS 2023 2022 Registrar (K33-K38) Assistant Registrar (K33-K38) Co-operatives Officer (K22-K27) Clerk (K10-K21) Total Staff 1 1 3 1 6 1 1 3 1 6 11 – MINISTRY OF TOURISM, CIVIL AVIATION AND INTERNATIONAL TRANSPORT 11 - MINISTRY OF TOURISM, CIVIL AVIATION AND INTERNATIONAL TRANSPORT E. 11121521 00224 ADMINISTRATION PROVIDE ADMINISTRATIVE SUPPORT E. 11122531 TOURISM DEPARTMENT 01782 PROVIDE ADMINISTRATIVE SUPPORT STAFF POSITIONS 2023 2022 STAFF POSITIONS 2023 2022 Tourism Officer (K28-K32)/(K33-K38) Executive Officer (K28-K32) Mall Manager (K28-K32) Senior Clerk (K22-K27) Clerk (K10-K21) Community Tourism and Education Officer (K10-K21) Total Staff 1 1 1 1 1 1 6 1 1 1 1 1 1 6 Minister (C) Permanent Secretary (K45) Advisor (K45) Director (K43) Assistant Secretary (K33-K38) Strategic Planning Officer (K33-K38) Finance Officer (K33-K38) Finance Officer (K28-K32) Personal Secretary (K28-K32) Secretary (K28-K32) Senior Clerk (K22-K27) Clerk (K10-K21) Community Tourism Officer (K22-K27) 1 1 1 1 - 1 1 - 1 1 2 1 1 1 1 - - 1 1 - 1 1 1 2 - 1 Total Staff 12 10 E. 11122552 00261 TOURISM EVENTS UNIT ADMINISTER FESTIVAL SECRETARIAT E. 11122531 TOURISM DEPARTMENT 00263 SUPPORT ECO PARK STAFF POSITIONS 2023 2022 STAFF POSITIONS 2023 2022 Stakeholder Relation Officer (K22-K27)/(K28-K32)/(K33-K38) Executive Director (K30-K35) Events Specialist (K30-K35) Executive Secretary (K28-K32) Office Assistant (K10-K21) Total Staff 1 1 1 1 1 5 1 1 1 1 1 5 Manager (K33-K38) Total Staff 1 1 1 1 11 - MINISTRY OF TOURISM, CIVIL AVIATION AND INTERNATIONAL TRANSPORT E. 11125612 00398 TRANSPORT - MARITIME AFFAIRS REGULATE AND MONITOR MARITIME AFFAIRS E. 11126613 00399 CIVIL AVIATION REGULATE AND MONITOR CIVIL AVIATION STAFF POSITIONS 2023 2022 STAFF POSITIONS 2023 2022 Civil Aviation Officer II (K33-K38) Civil Aviation Officer I (K22-K27) Total Staff 2 1 3 2 1 3 Director,
 Maritime Affairs (K39-K41) Senior Inspector/Surveyor (K33-K40) Inspector/Surveyor (K28-K32) Maritime Inspector I (K22-K27) Junior Maritime Inspector (K10-K21) Secretary (K10-K21) Total Staff 1 1 1 1 1 1 6 1 1 1 1 1 1 6 12 – MINISTRY OF PUBLIC INFRASTRUCTURE, ENERGY AND DOMESTIC TRANSPORT 12 - MINISTRY OF PUBLIC INFRASTRUCTURE, ENERGY, UTILITIES AND DOMESTIC TRANSPORT E. 12131561 ADMINISTRATION E. 12133581 PUBLIC WORKS 00395 PROVIDE ADMINISTRATIVE SUPPORT 00450 MANAGE ENERGY UNIT 00417 PROVIDE ADMINISTRATIVE SERVICES STAFF POSITIONS 2023 2022 STAFF POSITIONS 2023 2022 00395 Minister (C) Permanent Secretary (K45) Senior Assistant Secretary (K39-K41) Accounts Manager (K33-K38)/(K39-K41) Assistant Secretary (K33-K38) Personnel Officer (K33-K38) Communications Officer (K33-K38) Personnel Officer Assistant (K28-K32) Personal Assistant (K28-K32) Security Detail/Driver (K22-K27) Senior Clerk (K22-K27) Clerk (K10-K21) Office Attendant (K1-K14) 00450 Director (K43) Energy Officer (K33-K38) 1 1 1 1 1 1 1 1 2 1 1 4 1 1 1 1 1 1 1 - 1 1 - 1 - 1 4 1 - 1 Total Staff 19 14 Director (K43) Chief Engineer (K42) Engineer (K33-K41) Architect (K33-K41) Executive Officer (K28-K32) Draughtsman (K22-K27) Senior Clerk (K22-K27) Clerk (K10-K21) Messenger (K1-K14) Electrical Inspection Unit Chief Electrical Inspector (K33-38)/(K39-K41) Electrical Inspector (K28-K32) Junior Electrical Inspector (K10-K21)/(K22-K27) Junior Clerk (K10-K21) 1 1 4 1 2 1 2 8 1 1 1 2 2 1 1 4 1 2 1 2 8 1 1 2 3 2 Total Staff 27 29 E. 12133582 PUBLIC WORKS-ROADS, BRIDGES E. 12133583 PUBLIC WORKS-FACILITIES AND DRAINAGE MAINTENANCE DIVISION 00421 MAINTAIN ROADS, BRIDGES AND DRAINS 00446 BUILDINGS AND FACILITIES STAFF POSITIONS 2023 2022 STAFF POSITIONS 2023 2022 Engineer (K33-K41) Engineer (K33-K38) Road Supervisor (K28-K32)/(K33-K36) Laboratory Technician (K24-K32) Draughtsman (K24-K32) Foreman of Works (K22-K27) Roads Foreman (K22-K27) Laboratory Assistant (K12-K23) 1 - 1 1 1 2 1 1 - 1 1 1 1 2 1 1 Total Staff 8 8 Clerk of
 Works (K33-K36) Inspector of Works (K28-K32) Electrical Inspector (K22-K27) Junior Electrical Inspector (K22-K27) Foreman of Works (K22-K27) Technician (K22-K27) 1 1 1 1 3 1 1 1 - - 3 1 Total Staff 8 6 12 - MINISTRY OF PUBLIC INFRASTRUCTURE, ENERGY, UTILITIES AND DOMESTIC TRANSPORT E. 12133584 00447 MAINTAIN GOVERNMENT VEHICLES/ PUBLIC WORKS-VEHICLE MAINTENANCE E. 12133585 PUBLIC WORKS-QUARRY SERVICES 00449 SUPPLY AGGREGATES EQUIPMENT STAFF POSITIONS 2023 2022 STAFF POSITIONS 2023 2022 Manager, Government Repair Shop (K33-K36) Senior Foreman Mechanic (K28-K32) Senior Foreman Mechanic - Vehicles (K22-K27) Mechanic, Grade I (K10-K25) Draughtsman/Technician (K10-K25) Total Staff 1 1 1 4 1 8 1 1 1 1 1 5 Quarry Manager (K33-K40) Foreman (K28-K32) Total Staff 1 1 2 1 1 2 E. 12135601 00465 WATER SERVICES PROVIDE ADMIN/CUSTOMER SERVICES E. 12135602 WATER SERVICES-DISTRIBUTION AND MAINTENANCE 00488 MANAGE THE DISTRIBUTION OF WATER STAFF POSITIONS 2023 2022 STAFF POSITIONS 2023 2022 Manager/Water Engineer (K43) Assistant Engineer (K33-K41) Systems Administrator (K28-K32)/(K33-K38)/(K39-K41) Clerk of Works (K33-K36) Customer Service Manager (K33-K38) Executive Officer (K33-K38) Debt Collection Officer (K28-K32) Procurement Officer (K28-K32) Pump Operator (K22-K27) Draughtsman (K22-K27) Supervisor (K22-K27) Mechanic, Grade I (K10-K25) Meter Reader (K10-K21) Junior Clerk (K10-K21) 1 3 1 1 1 1 1 1 1 1 3 1 8 7 1 2 1 1 1 1 1 1 1 1 3 1 4 7 Total Staff 31 26 Inspector of Works (K28-K32) Foreman of Works (K22-K27) Water Overseer (K10-K21) Total Staff 1 4 8 1 4 7 13 12 E. 12135603 WATER SERVICES-QUALITY CONTROL 00498 MANAGE WATER QUALITY STAFF POSITIONS 2023 2022 Inspector of Treatment (K28-K32) Treatment Plant Operator (K22-K27) Total Staff 1 1 2 1 1 2 12 - MINISTRY OF PUBLIC INFRASTRUCTURE, ENERGY, UTILITIES AND DOMESTIC TRANSPORT E. 12135604 00483 WATER SERVICES - GROUNDWATER MANAGEMENT MANAGE WATER PRODUCTION E. 12136611 LOCAL TRANSPORT 00397 ADMINISTER AND REGULATE LOCAL
 TRANSPORTATION STAFF POSITIONS 2023 2022 STAFF POSITIONS 2023 2022 Inspector of Pumps, Electrical (K28-K32) Inspector of Pumps, Mechanical (K28-K32) Pump Operator (K22-K27) Mechanic, Grade I (K10-K25) Total Staff 1 1 2 1 5 1 1 2 1 5 Public Service Driver Inspector (K10-K21) Despatcher (K10-K21) 1 1 1 1 Total Staff 2 2 13 – MINISTRY OF EDUCATION E. 13141621 00032 02356 ADMINISTRATION PROVIDE ADMINISTRATIVE SUPPORT TVET E.13141622 ADMINISTRATION- EDUCATION PLANNING DIVISION 00122 PROVIDE PLANNING AND POLICY 13 - MINISTRY OF EDUCATION STAFF POSITIONS 2023 2022 STAFF POSITIONS 2023 2022 00032 Minister (C) Permanent Secretary (K45) Director of Educational Planning (K43) Senior Assistant Secretary (K42-K43) Senior Assistant Secretary (K39-K41) Assistant Secretary (K33-K38)/(K39-K40) Project Officer (K33-K40) Maintenance Officer (K33-K38) Executive Officer (K28-K32) Personal Assistant (K22-K27) Senior Clerk (K22-K27) Secretary (K10-K21) Messenger/Janitor (K1-K17) 02356 Chief Executive Officer (K41) Assessment Quality and Assurance Officer (K39-K41) Project Coordinator (K39-K40) Standards Officer (K33-K38/K39-K40) Assessment and Training Officer (K33-K38/K39-K40) Secretary/Registrar (K10-K21) 1 1 1 1 1 1 2 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 - 2 1 - - 1 1 1 1 1 1 1 1 1 1 1 Total Staff 20 17 E.13141623 ADMINISTRATION- EDUCATION SERVICES 00066 ADMINISTRATION SUPPORT - EDUCATION SERVICES STAFF POSITIONS 2023 2022 Chief, Education Planner (K43) Director, Curriculum Unit (K41) Director, Management Information System (K41) Coordinator, Assessment (K40) Assessment Officer (K33-K40) Project Officer, Procurement (K33-K40) Coordinator (K33-K40) Assistant Coordinator (K33-K38) Coordinator, Modern Languages (K33-K40) Coordinator, Language Enrichment (K33-K40) Health and Well-being Curriculum Coordinator (K33-K40) Project Officer (K33-K40) Research Officer (K30-K40) Coordinator, Remedial Education (K32-K36) Coordinator, SELF (K32-K36) Coordinator, Project Strong (K32-K36) Coordinator, Teacher
 Resource Centre (K28-K32) Senior Clerk (K22-K27) Clerk of Works (K26) Clerk/Typist (K10-K21) Clerk, Management Information Systems (K10-K21) Junior Clerk (K10-K21) Messenger (K1-K14) 1 1 1 1 3 1 - 1 1 1 1 5 1 1 1 1 1 1 1 3 1 1 1 1 1 1 1 - 1 2 1 1 1 1 5 1 1 1 1 1 1 1 3 1 1 1 Total Staff 30 29 Chief Education Officer (K43) Personnel Officer (K43) Deputy Chief Officer (K42) Senior Education Officer (K41-K42) School Psychologist (K40) Director, Project and Building Management Unit (K39-K41) National Examinations Registrar (K39-K41) Project Engineer (K39-K41) Education Officer (K41) Education Officer, Secondary (K33-K40) Education Officer (K33-K40) Director, Media Unit (K33-K38/K39-K40) Guidance Counsellor (K33-K38)/(K39-K40) Administrative Officer (K30-K38) Technical Vocational Officer (K30-K38) Probation/Truancy Officer (K28-K32)/(K33-K38) Executive Officer (K28-K32) School Attendance Counsellor (K25-K32) School Attendance Officer (K25-K32) Guidance Counsellor (K20-K30) Maintenance Technician (K22-K27) Senior Clerk (K22-K27) Clerk (K10-K21) Messenger (K1-K14) Teachers for New Horizons Teacher (K10-K21)/(K25-K32)/(K33-K40) 1 1 1 1 1 1 1 - 8 - - 1 3 1 1 1 1 2 - 1 1 2 3 1 3 1 1 1 1 1 - 1 1 - 1 7 1 2 1 1 1 1 - 2 1 1 2 3 1 3 E. 13141624 ADMINISTRATION-UNESCO NATIONAL SECRETARIAT 00035 SUPPORT THE UNESCO PROGRAMME STAFF POSITIONS 2023 2022 Secretary General (K33-K38)/(K39-K40) Project Coordinator (K33-K38) Senior Clerk (K22-K27) Messenger (K1-K14) Total Staff 1 1 1 1 4 1 1 1 1 4 E. 13141625 ADMINISTRATION-ACCREDITATION SERVICES 00082 PROVIDE ACCREDITATION SERVICES STAFF POSITIONS 2023 2022 Executive Director (K35-K38)/(K39-K40) Personal Accreditation Officer (K33-K38) Total Staff 1 1 2 1 1 2 Total Staff 36 35 13 - MINISTRY OF EDUCATION E.13142631 EARLY CHILDHOOD 00085 DELIVER EARLY CHILDHOOD EDUCATION E. 13143642 PRIMARY EDUCATION- PRIMARY SCHOOLS 00097 DELIVER PRIMARY EDUCATION STAFF POSITIONS 2023 2022 STAFF POSITIONS 2023 2022 Director, Early Childhood Education (K39-K41)
 Resource Teacher (K20-K30)/(K33-K38) Supervisor (K10-K21)/(K22-K27) Senior Clerk (K22-K27) Teaching Assistant (K10-K21) Clerk (K10-K21) Total Staff 1 6 7 1 41 1 57 1 6 7 1 41 1 57 Headteacher (K32-K36) Teacher (K25-K32)/(K33-K38) Deputy Principal (K25-K32)/(K33-K38) Supernumerary Teacher (K10-K21) 18 18 195 195 - 92 5 92 Total Staff 310 305 E.13143641 PRIMARY EDUCATION- PRIMARY SCHOOLS 00098 SCHOOL MEALS IN PRIMARY SCHOOLS E. 13144652 SECONDARY EDUCATION- BHS 00145 BASSETERRE HIGH SCHOOL STAFF POSITION 2023 2022 STAFF POSITIONS 2023 2022 Coordinator (K25-K30) Assistant Coordinator (K22-K27) Total Staff 1 1 2 1 1 2 E.13144651 SECONDARY EDUCATION- WAHS 00144 WASHINGTON ARCHIBALD HIGH SCHOOL STAFF POSITIONS 2023 2022 Principal (K41) Deputy Principal (K40) Teacher (K33-K40) Teacher (K33-K38) Librarian (K33-K38) Teacher (K25-K32) Teacher TVET (K25-K32) Guidance Counsellor (K20-K30) Senior Clerk (K22-K27) Supernumerary Teacher (K10-K21) Messenger/Janitor (K1-K17) 1 1 2 25 1 28 2 1 1 18 1 1 1 2 25 1 28 2 1 1 18 1 Total Staff 81 81 Principal (K41) Deputy Principal (K40) Teacher (K33-K40) Teacher (K33-K38) Librarian (K33-K38) Guidance Counsellor (K33-K38) Teacher (K25-K32) Teacher TVET (K25-K32) Senior Clerk (K22-K27) Supernumerary Teacher (K10-K21) Janitor (K1-K14) Total Staff 1 1 11 20 1 1 29 2 1 13 1 81 1 1 11 20 1 1 29 2 1 13 1 81 E. 13141621 ST. KITTS SPECTRUM SERVICES 00040 AUTISM CENTRE STAFF POSITIONS 2023 2022 Director, St. Kitts Spectrum Services (K39-K41) Learning Specialist (K10-K21)/(K22-K27)/(K28-K32) Clerk (K10-K21) Total Staff 1 2 1 4 1 2 1 4 13 - MINISTRY OF EDUCATION E.13144653 SECONDARY EDUCATION- CHS 00149 CAYON HIGH SCHOOL E.13144655 SECONDARY EDUCATION- VHS 00154 VERCHILDS HIGH SCHOOL STAFF POSITIONS 2023 2022 STAFF POSITIONS 2023 2022 Principal (K41) Deputy Principal (K40) Teacher (K33-K40) Teacher (K33-K38) Guidance Counsellor (K33-K38) Librarian (K33-K38) Teacher (K25-K32) Teacher TVET (K25-K32) Supernumerary Teacher (K10-K21) Clerk (K10-K21) Janitor
 (K1-K14) 1 1 5 19 1 1 20 2 12 1 1 1 1 5 19 1 1 20 2 12 1 1 Total Staff 64 64 Principal (K41) Deputy Principal (K40) Teacher (K33-K40) Teacher (K33-K38) Librarian (K33-K38) Teacher (K25-K32) Teacher TVET (K25-K32) Guidance Counsellor (K20-K30) Supernumerary Teacher (K10-K21) Clerk (K10-K21) 1 1 2 12 1 14 2 1 11 1 1 1 2 12 1 14 2 1 11 1 Total Staff 46 46 E.13144654 SECONDARY EDUCATION- CEMSS 00150 CHARLES E. MILLS SECONDARY SCHOOL STAFF POSITIONS 2023 2022 Principal (K41) Deputy Principal (K40) Teacher (K33-K40) Teacher (K33-K38) Librarian (K33-K38) Teacher (K32-K36) Teacher (K25-K32) Teacher TVET (K25-K32) Guidance Counsellor (K20-K30) Supernumerary Teacher (K10-K21) Clerk (K10-K21) Janitor (K1-K14) 1 1 2 18 1 1 24 2 1 12 1 1 1 1 2 18 1 1 24 2 1 12 1 1 Total Staff 65 65 13 - MINISTRY OF EDUCATION E. 13144656 SECONDARY EDUCATION- SSS 03128 SADDLERS SECONDARY SCHOOL E.13145661 POST SECONDARY EDU.- NAT.
SKILLS TRAINING 00182 DELIVER NATIONAL SKILLS TRAINING STAFF POSITIONS 2023 2022 STAFF POSITIONS 2023 2022 Principal (K41) Deputy Principal (K40) Teacher (K10-K21)/(K25-K32)/(K33-K40) Guidance Counsellor (K33-K40) Librarian (K22-K27)/(K28-K32) Junior Clerk (K12-K21) 1 1 27 1 1 1 1 1 27 1 1 1 Total Staff 32 32 Director (K33-K40) Teacher (K10-K21)/(K25-K32)/(K33-K40) Instructor/Trainee (K30-K35) Social Skills Trainer (K20-K30) Job Development Specialist (K20-K30) Clerk (K10-K21) Attendant/Messenger (K1-K17) E.13141625 ADMINISTRATION 00083 EDUCATION MANAGEMENT INFORMATION SYSTEM Total Staff STAFF POSITIONS 2023 2022 Senior Computer Technician/Specialist (K28-K32)/(K33-40) Total Staff 1 1 1 1 1 1 1 1 1 1 1 7 1 1 1 1 1 1 1 7 13 - MINISTRY OF EDUCATION E.13145662 POST SECONDARY EDU.- AVEC 00181 SKILLS AND VOCATIONAL TRAINING THRU.
AVEC E.13147681 TERTIARY EDUCATION- CFBC 03904 STUDENTS OF NURSING 03907 TEACHERS IN TRAINING STAFF POSITIONS 2023 2022 STAFF POSITIONS 2023 2022 Director (K40) Guidance Counsellor (K33-K38) Teacher (K28-K32) Teacher (K25-K32) Shop Technicians (K22-K27) Teacher (K10-K21) Clerk (K10-K21) Messenger/Office Assistant (K10-K21) 1 1 4 6 2 2 1 1 1 1 4 6 2 2 1 1 03904 Nursing Assistant (K10-K21) Students of Nursing (K12-K19) 03907 Teachers in Training (K10-K21) Total Staff 12 39 12 39 25 25 76 76 Total Staff 18 18 E.13146671 SPECIAL EDUCATION- ADMINISTRATION 00178 DELIVER SPECIAL EDUCATION SERVICES E. 13148691 PUBLIC LIBRARY-ADMINISTRATION 02546 PROVIDE ADMINISTRATIVE SUPPORT STAFF POSITIONS 2023 2022 STAFF POSITIONS 2023 2022 Teacher (K30-K40) Subject Coordinator (K30-K40) Teacher (K20-K30) Teacher (K10-K21) Supernumerary Teacher (K10-K21) Teacher Aides (K10-K21) Secretary (K10-K21) 3 1 5 2 1 5 1 3 1 5 2 1 5 1 Total Staff 18 18 Librarian (K41) Assistant Librarian (K30-K38) Information Research Officer (K33-K38) Senior Library Technician (K22-K27) Library Technician (K10-K25) Clerk (K10-K21) Typist (K10-K21) Book Binder (K7-K17) Driver/Attendant (K7-K17) Library Assistant (K7-K17) Messenger/Attendant (K1-K14) 1 1 1 1 1 1 5 1 2 1 1 1 1 1 1 1 1 5 1 2 1 1 Total Staff 16 16 14 – MINISTRY OF HEALTH AND SOCIAL SECURITY 14 - MINISTRY OF HEALTH AND SOCIAL SECURITY E. 14151711 01030 ADMINISTRATION - HEALTH SECTOR MGMT PROVIDE ADMINISTRATIVE SUPPORT E. 14152722 COMM.
BASED HEALTH SERV.
- FAMILY HEALTH 01211 PROMOTE HIV/AIDS AWARENESS STAFF POSITIONS 2023 2022 STAFF POSITIONS 2023 2022 Minister (C) Permanent Secretary (K45) Chief Medical Officer (K44) Health Planner (K43) Principal Nursing Officer (K42-K43) Quality Assurance Officer (K39-K41) Administrative Officer (K33-K38)/(K39-K41) Assistant Secretary (K33-K38) Finance Officer (K28-K32)/(K33-K38) Executive Officer (K28-K32) Senior Clerk (K22-K27) Registry Clerk (K10-K21) Clerk (K10-K21) Messenger (K1-K14) - 1 1 1 1 1 3 1 2 1 2 1 1 1 1 1 1 1 1 1 3 - 2 1 2 1 1 1 National HIV/AIDS Programme Coordinator (K33-K38)/(K39-K41) Health Educator/Counsellor (K33-K38) HIV Case Manager (K25-K32)/(K33-K38) Health Educator (K25-K32) Total Staff 1 1 1 1 4 1 1 1 1 4 E. 14152722 COMM.
BASED HEALTH SERVICES FAMILY HEALTH 01208 PROMOTE PROPER NUTRITION Total Staff 17 17 STAFF POSITIONS 2023 2022 Health Promotion Coordinator (K42) Nutrition Surveillance Coordinator (K33-K38)/(K39-K41) Nutrition Officer (K12-K23)/(K25-K32)/(K33-K38) Junior Clerk (K10-K21) Total Staff 1 1 1 2 5 1 1 1 2 5 E. 14152723 01035 COMM.

BASED HEALTH SERV - CLINICAL SERV.


MONITOR PUBLIC HEALTH SITUATIONS/TRENDS STAFF POSITIONS 2023 2022 Epidemiologist (K33-K38)/(K39-K41)/(K43) Health Information System Administrator (K33-K38)/(K39-K41) Medical Statistician (K32-K35) Monitor, Evaluation and Surveillance Officer (K10-K21/K22-K27) Vital Statistics Clerk (K10-K21) Total Staff 1 1 1 2 2 7 1 1 1 2 2 7 14 - MINISTRY OF HEALTH AND SOCIAL SECURITY E. 14152722 COMM.

BASED HEALTH SERV.

- FAMILY HEALTH 01210 PROMOTE PREVENTION OF N.C.D.


01218 DELIVER COMMUNITY PSYCHIATRIC CARE 04325 MENTAL DAY HEALTH FACILITY E. 14152721 COMM.
BASED HEALTH SERVICES - ADMINISTRATION 01213 ADMINISTER COMMUNITY- BASED SERVICES STAFF POSITIONS 2023 2022 STAFF POSITIONS 2023 2022 01210 Health Educator/Counsellor (K33-K38) Communication Officer (K33-K38) Photographer (K28-K32) 01218 Psychiatrist (K43) Clinical Psychologist (K43) District Medical Officer (K36-K41)/(K42) Psychologist (K33-K38)/(K39-K41) Mental Health Coordinator (K39-K40)/(K41) Psychiatric Nurse (K37-K39)/(K40) Psychiatric Nurse (K36-K37) 04325 Occupational Therapist (K39-K41) Counsellor (K33-K38) Psychiatric Social Worker (K33-K38) Psychiatric Nurse (K37-K39)/(K40) Psychiatric Nurse (K36-K37) Psychiatric Aide (K10-K21) 1 1 1 1 1 1 1 1 3 - 2 2 1 5 - 2 1 - - 1 1 1 1 1 - 3 2 2 1 - 5 2 Director - Community Health Services (K43) Coordinator- Community Nursing (K43) Coordinator- Community Nursing (K42) District Medical Officer (K36-K41)/(K42) Deputy Coordinator-Community Nursing (K41) Health Services Administrative Officer (K33-K38) Pharmacist (K25-K32)/(K33-K38) Senior Clerk (K22-K27) Junior Clerk (K10-K21) Messenger (K1-K14) 1 1 - 10 1 1 2 1 4 1 1 - 1 6 1 1 2 1 4 1 Total Staff 22 18 E. 14152722 COMM.
BASED HEALTH SERV.

- FAMILY HEALTH 01224 PROVIDE HEALTHCARE THRU COMMUNITY CENTRES Total Staff 23 21 STAFF POSITIONS 2023 2022 Community Nurse Manager (K38-K39)/(K40) Community Nurse Manager (K38-K39) Community Nurse (K36-K37)/(K39) Community Nurse (K36-K38) Community Nursing Assistant (K12-K22) Total Staff 11 - 25 - 26 - 11 - 19 24 62 54 14 - MINISTRY OF HEALTH AND SOCIAL SECURITY E. 14152722 COMM.

BASED HEALTH SERVICES - FAMILY HEALTH 01216 PROVIDE DENTAL HEALTH CARE E. 14152723 01202 01226 01227 COMM.
BASED HEALTH SERVICES - ENV.

HEALTH MONITOR SANITATION CONTROL VECTORS PORT HEALTH SERVICES STAFF POSITIONS 2023 2022 Chief Dental Surgeon (K43) Dental Surgeon (K39-K42)/(K43) Dental Therapist (K33-K38) Dental Hygienist (K25-K32) Dental Assistant (K12-K23) Dental Clerk (K10-K21) 1 4 1 2 5 2 - 5 1 2 5 2 Total Staff 15 15 E. 14152723 COMM.
BASED HEALTH SERVICES - CLINICAL SERVICES 01228 CLEAN/BEAUTIFY PARKS AND BEACHES STAFF POSITIONS 2023 2022 Supervisor (K10-K21) Total Staff - - 1 1 STAFF POSITIONS 2023 2022 01202 Chief Environ.
Health Officer (K38)/(K39-K41) Deputy Chief Environmental Health Officer (K38)/(K39-K40) Senior Environmental Health Officer (K33-K38)/(K39-K40) Environmental Health Officer (K12-K23)/(K25-K32)/(K33-K38) Cleansing Supervisor (K33-K35) 01226 Insect/Vector Control Officer (K7-K17) 01227 Port Health Surveillance Officer (K33-K38) Port Health Nurse (K25-K32)/(K33-K38) Port Health Officer (K10-K21)/(K22-K27) Port Health Vector Control Officer (K7-K17) 1 1 3 1 1 3 10 1 10 1 12 12 1 3 6 2 1 3 6 2 Total Staff 40 40 E. 14153731 INSTITUTION-BASED HEALTH SERVICES - ADMIN.
01014 PROVIDE ADMINISTRATIVE SERVICES E.14153731 01015 INSTITUTION-BASED HEALTH SERVICES - ADMIN.
PROVIDE MAINTENANCE SERVICES STAFF POSITIONS 2023 2022 STAFF POSITIONS 2023 2022 Director, Health Institutions (K43) Director, Operations (K43) Medical Chief of Staff/General Surgeon (K43) Operations Manager, JNF (K33-K38)/(K39-K41) Total Staff 1 1 1 1 4 1 - 1 1 3 Biomedical Engineering Technician (K33-K35)/(K36-K38) Physical Plant Maintenance Technician (K33-K35)/(K36-K38) Assistant Maintenance Technician (K12-K23)/(K25-K32) Medical Equipment Maintenance Technician (K12-K23)/(K25-K32) Total Staff 1 1 1 1 4 1 1 1 1 4 14 - MINISTRY OF HEALTH AND SOCIAL SECURITY E. 14153731 INSTITUTION-BASED HEALTH SERVICES - ADMIN.
01018 ADMINISTRATIVE SERVICES - JNF HOSPITAL E. 14153731 INSTITUTION-BASED HEALTH SERVICES - ADMINISTRATION 01027 AUXILIARY SERVICES - JNF HOSPITAL STAFF POSITIONS 2023 2022 STAFF POSITIONS 2023 2022 Dietitian (K35-K38) Procurement Officer (K33-K38) Accounts Officer (K28-K32) Medical Records Technician (K25-K32) Cashier Supervisor (K22-K27) Senior Clerk (K22-K27) Junior Clerk (K10-K21) Cashier (K10-K21) Telephone Operator (K8-K19) 1 1 2 2 1 4 7 3 9 1 - 2 2 1 4 7 3 9 Staff Nurse (K36-K37)/(K38) Staff Nurse (K36-K38) Student Dietary Assistant (K12-K23) Housekeeper (K10-K21) Supervisor, Kitchen (K10-K21) Supervisor, Laundry (K10-K21) Seamstress (K7-K17) Orderly (K7-K17) 1 - 1 2 1 1 4 14 - 1 1 2 1 1 4 14 Total Staff 30 29 Total Staff 24 24 E. 14153731 INSTITUTION-BASED HEALTH SERVICES - ADMIN.
01032 PROVIDE LABORATORY SERVICES E. 14153731 INSTITUTION-BASED HEALTH SERVICES - ADMINISTRATION AUX.
SERVICES STAFF POSITIONS 2023 2022 Lab Manager (K35-K38)/(K39-K41) Microbiologist (K33-K38)/(K39-K41) Senior Lab Technologist (K33-K35)/(K36-K38) Lab Technologist (K25-K32)/(K33-K38) Molecular Biologist (K25-K32)/(K33-K38) Lab Assistant (K22-K27) Cytoscreener (K22-K27) Student Lab Technician (K12-K23) Phlebotomist (K10-K21) Blood Banking Advocate/Counsellor (K10-K21) 1 1 2 8 1 1 1 2 5 1 1 1 2 8 1 1 1 4 3 1 01161 MARY CHARLES HOSPITAL 01165 POGSON HOSPITAL 01175 CARDIN HOME STAFF POSITIONS 2023 2022 01161 Orderly (K7-K17) 01165 Clerk (K10-K21) Orderly (K7-K17) 01175 Orderly (K7-K17) 6 1 6 6 6 1 6 6 Total Staff 23 23 Total Staff 19 19 14 - MINISTRY OF HEALTH AND SOCIAL SECURITY E. 14153731 01246 INSTITUTION-BASED HEALTH SERVICES - ADMIN.
PHARMACEUTICAL AND MEDICAL SUPPLIES E. 14153731 01258 INSTITUTION-BASED HLTH SERV.
- ADMINISTRATION DISPENSE PHARMACEUTICAL STAFF POSITIONS 2023 2022 Chief Pharmacist (K35-K38)/(K39-K41) Manager, Central Drug and Medical Stores (K35-K38) Medical Supplies Officer (K33-K35) Senior Clerk (K22-K27) Junior Clerk/Store Clerk (K10-K21) Driver (K7-K17) 1 1 1 1 1 1 1 1 1 1 1 1 Total Staff 6 6 STAFF POSITIONS 2023 2022 Senior Pharmacist (K33-K38)/(K39-K40) Pharmacist (K25-K32)/(K33-K38) Student Pharmacy Technician (K12-K23) Total Staff 1 4 3 8 1 4 3 8 E. 14153732 INSTITUTION-BASED HEALTH SERVICES - CLINICAL SERVICES AND PATIENT CARE - ADMINISTRATIVE SERVICES 01159 MARY CHARLES 01163 POGSON 01173 CARDIN HOME STAFF POSITIONS 2023 2022 01159 Assistant Nurse Manager (K37-K38)/(K39) Assistant Nurse Manager (K37-K39) 01163 Assistant Nurse Manager (K37-K38)/(K39) Assistant Nurse Manager (K37-K39) 01173 Supervisor, Cardin Home (K35-K38) Assistant Nurse Manager (K37-K38)/(K39) Assistant Nurse Manager (K37-K39) Total Staff 1 - 1 - 1 1 - 4 - 1 - 1 1 - 1 4 14 - MINISTRY OF HEALTH AND SOCIAL SECURITY E. 14153732 01160 01164 01174 01176 01177 INSTITUTION-BASED HEALTH SERVICES SERVICES - CLINICAL SERVICES AND PATIENT CARE - MEDICAL/NURSING SERVICES MARY CHARLES POGSON CARDIN HOME HAEMODIALYSIS UNIT HEALTH INFORMATION SYSTEM UNIT STAFF POSITIONS 2023 2022 01160 Staff Nurse (K36-K37)/(K38) Staff Nurse (K36-K38) Nursing Assistant (K12-K22) 01164 Staff Nurse (K36-K37)/(K38) Staff Nurse (K36-K38) 01174 Staff Nurse (K36-K37)/(K38) Staff Nurse (K36-K38) Registered Nurse (K33-K35) Nursing Assistant (K12-K22) Orderly (K10-K21) Attendant (K10-K15) 01176 Assistant Nurse Manager (K37-K38)/(K39) Assistant Nurse Manager (K37-K39) Staff Nurse (K36-K37)/(K38) Staff Nurse (K36-K38) 01177 Network Specialist (K33-K38) Technician (K22-K27) 4 - 2 4 - 2 - 5 9 4 5 1 - 5 - 1 1 - 4 2 - 4 - 2 5 9 4 5 - 1 - 5 1 1 Total Staff 43 43 E. 14153732 INSTITUTION-BASED HEALTH SERVICES CLINICAL SERVICES AND PATIENT CARE 01021 MEDICAL/MURSING SERV.
- JNF HOSPITAL STAFF POSITIONS 2023 2022 Nephrologist (K43) Anaesthetist (K43) General Surgeon (K43) Obstetrician/Gynaecologist (K43) Medical Specialist (K43) Paediatrician (K43) Psychiatrist (K43) Orthopaedist (K43) Pathologist (K43) Pulmonologist (K43) Ophthalmologist (K43) Emergency Specialist (K43) Medical Internist (K43) Vascular Surgeon (K43) Oncologist (K43) Cardiologist (K43) Ear, Nose and Throat Specialist (K43) Neurologist (K43) Urologist (K43) Director, Institutional Nursing Services (K43) Director, Institutional Nursing Services (K42) Assistant Director, Institutional Nursing Services (K41) Medical Officer (K39-K41)/(K42) Medical Officer: Institution and Psychiatry (K36-K41)/(K42) Infection Control Officer (K38-K39)/(K40) Infection Control Officer (K38-K39) Nurse Manager (K38-K39)/(K40) Nurse Manager (K38-K39) Quality Assurance Officer (K38-K39) Occupational Therapist (K35-K38)/(K39-K41) Physiotherapist (K35-K38)/(K39-K41) Speech Therapist (K33-K38)/(K39-K41) Administrative Night Coordinator (K38-K39)/(K40) Administrative Night Coordinator (K37-K39) Admission and Discharge Planning Nurse (K37-K38)/(K39) Admission and Discharge Planning Nurse (K37-K39) Nurse Anaesthetist (K38-K39)/(K40) Nurse Anaesthetist (K37-K39) 1 2 2 2 2 2 1 2 2 1 2 1 1 1 2 1 1 1 1 1 - 1 2 2 2 2 2 1 2 2 - 2 1 - 1 2 1 1 - 1 - 1 1 28 1 10 1 3 - 6 - 1 1 2 1 1 - 1 - 2 - 1 - 1 - 6 1 1 2 1 - 1 - 1 - 2 Total Staff 77 54 14 - MINISTRY OF HEALTH AND SOCIAL SECURITY E.14153732 INSTITUTION-BASED HEALTH SERVICES - E. 14153732 INSTITUTION-BASED HEALTH CLINICAL SERVICES AND PATIENT CARE 01021 MEDICAL/NURSING SERVICES - JNF HOSPITAL SERVICES - CLINICAL SERVICES AND PATIENT CARE 01036 PROVIDE RADIOLOGY SERVICES STAFF POSITIONS 2023 2022 Assistant Nurse Manager (K37-K38)/(K39) Assistant Nurse Manager (K37-K39) Clinical Instructor (K37-K38)/(K39) Clinical Instructor (K37-K39) ICU Nurse (K37-K38)/(K39) ICU Nurse (K37-K39) In-Service Coordinator (K37-K38)/(K39) In-Service Coordinator (K37-K39) Nurse Preceptor (K36-K37)/(K38) Nurse Preceptor (K36-K38)
 Staff Nurse (K36-K37)/(K38) Staff Nurse (K36-K38) Counsellor (K33-K38) Registered Nurse (K33-K35) Nursing Assistant II (K33) Oncology Technician (K28-K32) Senior Clerk (K22-K27) Emergency Medical Technician (K12-K21)/(K22-K27) Emergency Medical Technician (K10-K21)/(K22-K27) Nursing Assistant (K12-K22) Scrub Technician (K12-K19) Psychiatric Aide (K10-K21) Junior Clerk (K10-K21) Security Officer (K10-K21) Nursing Attendant (K10-K15) 19 - 1 - 2 - 1 - 1 - 105 - 1 23 8 1 1 39 - 37 8 3 1 2 17 - 19 - 1 - 2 - 1 - 1 - 105 1 23 8 1 1 - 39 37 8 3 1 2 17 Total Staff 270 270 STAFF POSITIONS 2023 2022 Radiologist (K43) Chief Radiographer (K35-K38) Radiographer (K25-K32)/(K33-K38) Student X-Ray Technician (K12-K23) Nursing Assistant (K12-K22) 2 1 5 1 5 2 1 3 1 5 Total Staff 14 12 E. 14153732 INSTITUTION-BASED HEALTH SERVICES - CLINICAL SERVICES AND PATIENT CARE 03651 COLLECTIONS UNIT STAFF POSITIONS 2023 2022 Collections Manager (K33-K38) Collections Officer (K10-K21)/(K22-K27) Total Staff 1 1 2 1 1 2 15 – MINISTRY OF SPORTS AND THE CREATIVE ECONOMY 15 - MINISTRY OF SPORTS AND THE CREATIVE ECONOMY E. 15161741 02764 ADMINISTRATION PROVIDE ADMINISTRATIVE SUPPORT E. 15161741 ADMINISTRATION 00272 MANAGE MINISTRY SECRETARIAT STAFF POSITIONS 2023 2022 STAFF POSITIONS 2023 2022 Permanent Secretary (K45) Special Advisor (K45) Administrative Officer (K33-K38) Assistant Secretary (K33-K38) Project Officer (K28-K32)/(K33-K38) Personal Assistant (K28-K32) Accounts Clerk (K10-K21) Clerk (K10-K21) 1 1 2 1 1 1 1 1 1 1 1 1 1 1 1 1 Director (K43) Personal Assistant/Secretary (K28-K32) Total Staff 1 1 2 - - - Total Staff 9 8 E. 15123541 00242 SPORTS DEPARTMENT SUPPORT SPORTS DEVELOPMENT VIA YOUTH INITIATIVES STAFF POSITIONS 2023 2022 Coach (K45) Assistant Coach (K33-K38) Sports Co-ordinator (K30-K40) Venue Manager (K30-K40) Sports Officer (K10-K21)/(K22-K27)/(K28-K32)/(K33-K38) Assistant Sports Co-ordinator (K28-K32) Supervisor of Parks (K22-K27) Clerk (K10-K21) Park Caretaker (K7-K17) Total Staff - -
 1 1 1 1 1 1 15 15 1 1 1 4 1 1 1 4 24 26 E. 15124551 THE CREATIVE ECONOMY 00257 PROVIDE ADMINISTRATIVE SUPPORT STAFF POSITIONS 2023 2022 Director, Culture (K33-K38)/(K39-K41) Director (K35-K38) Research and Documentation Specialist (K30-K35) Music Specialist (K30-K35) Dance Specialist (K30-K35) Drumming Specialist (K30-K35) Executive Officer (K28-K32) Secretary (K23-K28) Archivist (K22-K27) Asst.
Research and Documentation Specialist (K10-K21) Messenger/Driver (K1-K14) 1 - 1 1 1 1 1 1 1 1 1 - 1 1 1 1 1 1 1 - 1 1 Total Staff 10 9 E. 15124551 THE CREATIVE ECONOMY 01002 ENTERTAINMENT STAFF POSITIONS 2023 2022 Director, Creative Economy (K33-K38)/(K39-K41) Assistant Secretary (K33-K38)/(K39-K40) TV Content Producer (K33-K38) Technical Support Officer (K22-K27) Clerk (K10-K21) Driver/Messenger (K1-K14) Total Staff 1 2 1 1 1 1 6 - 2 1 1 1 1 6 16 – MINISTRY OF SUSTAINABLE DEVELOPMENT 16 - MINISTRY OF SUSTAINABLE DEVELOPMENT E.16171 01255 01256 SUSTAINABLE DEVELOPMENT PROVIDE ADMINISTRATION SUPPORT DEVELOP AND ANALYSE POLICY E.16172 PUBLIC SECTOR INVESTMENT PLANNING 01265 AND GUIDE, MONITOR AND EVALUATE PSIP STAFF POSITIONS 2023 2022 STAFF POSITIONS 2023 2022 751-01255 Minister (C) Permanent Secretary (K45) Senior Administrative Officer (K42) Administrative Officer (K33-K38) Executive Officer (K33-K38) Administrative Assistant (K23-K28) Senior Clerk (K22-K27) Secretary (K17-K25) Clerk/Typist (K10-K21) Driver (K7-K17) Messenger (K1-K14) 752-01256 1 1 1 1 1 1 1 2 2 1 2 Chief Policy Analyst (K43) 1 - 1 1 - 1 - 1 2 2 1 2 1 Director of Public Sector Investment Planning (K43) Senior Economist (K42) Senior Project Analyst (K42) Engineer (K33-K41) Social Planner (K33-K38)/(K39-K41) Economist I/II (K33-K38)/(K39-K41) Project Analyst I/II (K33-K38)/(K39-K41) Accountant (K33-K38)/(K39-K41) Research Officer (K17-K27) Assistant Project Analyst (K17-K27) 1 - 2 1 1 - 5 1 - 1 1 1 2 1 1 2 5 1 1 1 Total Staff 12 16 Total Staff 15 12 E. 16173 01308 PHYSICAL PLANNING ADMINISTER PHYSICAL PLANNING E.16174 01267 01271 STATISTICS PROVIDE ADMINISTRATION SUPPORT PRODUCE ECONOMIC STATISTICS STAFF POSITIONS 2023 2022 STAFF POSITIONS 2023 2022 Director of Physical Planning (K43) Director of Physical Planning/Environment (K43) Senior Development Control Officer (K42) Senior Physical Planning Officer (K42) Senior GIS Officer (K42) Development Control Officer I/II (K33-K38)/(K39-K41) Development Control Compliance Officer (K33-K38)/(K39-K41)
 GIS Officer II (K33-K38) Physical Planning Officer (K30-K38) Development Control Administrative Officer (K28-K32)/(K33-K38) GIS Officer I (K28-K32) Building Inspector (K28-K32) GIS Assistant (K12-K21)/(K22-K27) Physical Planning Assistant (K12-K21) Development Control Assistant (K12-K21) 1 - 1 1 1 2 1 1 2 1 1 6 1 1 1 - 1 1 1 1 2 1 1 2 1 1 6 1 1 1 Total Staff 21 21 781-01267 Director, Statistics (K43) Senior Statistician (K42) 782-01271 Statistician I/II (K33-K38)/(K39-K41) Statistical Clerk II (K28-K32) Statistical Clerk I (K10-K21)/(K22-K27) Total Staff 1 1 3 2 2 9 1 1 3 2 2 9 16 - MINISTRY OF SUSTAINABLE DEVELOPMENT E. 16174 01273 01274 STATISTICS PRODUCE SOCIAL STATISTICS PRODUCE TRADE AND PRICE STATISTICS E. 16176 01284 01285 LANDS AND SURVEYS ADMINISTER LANDS PROVIDE SURVEYING SERVICES STAFF POSITIONS 2023 2022 STAFF POSITIONS 2023 2022 783-01273 Statistician I/II (K33-K38)/(K39-K41) Statistical Clerk I (K10-K21)/(K22-K27) 784-01274 Statistical Officer (K28-K32)/(K33-38) Statistical Clerk II (K28-K32) Statistical Clerk I (K10-K21)/(K22-K27) 2 3 3 1 3 2 3 3 1 3 Total Staff 12 12 E.16177 00440 URBAN DEVELOPMENT UNIT MANAGE URBAN DEVELOPMENT UNIT STAFF POSITIONS 2023 2022 Senior Urban Development Officer (K39-K41) Assistant Urban Development Officer (K22-K27) Total Staff 1 1 2 1 1 2 801-01284 Director, Lands and Surveys (K43) Land Evaluator (K33-K38) 802-01285 Surveyor (K30-K38)/(K39-K41) Surveyor (K30-K41) Administrative Officer (K33-K38) Cartographic Officer (K33-K38) Assistant Land Surveyor (K28-K32) Senior Draughtsman II (K28-K32) Senior Assistant Surveyor (K22-K27)/(K28-K32) Junior Assistant Land Surveyor (K10-K21) Senior Clerk (K22-K27) Senior Draughtsman I (K22-K27) Pupil Draughtsman (K10-K21) Clerk (K10-K21) Messenger (K1-K14) 1 1 2 1 1 1 1 1 2 2 3 1 1 1 1 1 - 2 1 1 1 1 1 2 2 3 1 1 1 1 Total Staff 20 19 17– MINISTRY OF FOREIGN AFFAIRS 17 - MINISTRY OF FOREIGN AFFAIRS E. 17071251 00543 ADMINISTRATION ADMINISTER FOREIGN AFFAIRS STAFF POSITIONS 2023 2022
 Minister (C) Permanent Secretary (K45) Ambassador/High Commissioner (K45) Ambassador (K45) Foreign Officer (K44) Director of Foreign Affairs (K43) Counsellor (K42) Senior Foreign Service Officer (K39-K41) Foreign Service Officer (K33-K38) Executive Officer (K28-K32) Senior Clerk (K22-K27) Clerk (K10-K21) Messenger (K1-K14) 1 1 2 5 1 1 4 6 10 4 1 4 1 1 1 2 5 1 1 4 6 10 4 1 4 1 Total Staff 41 41 E. 17071251 01763 ADMINISTRATION PROVIDE PROTOCOL SERVICES STAFF POSITIONS 2023 2022 Protocol Officer (K10-K21) 2 2 Total Staff 2 2 18 – OFFICE OF THE ATTORNEY GENERAL 18 - OFFICE OF THE ATTORNEY GENERAL E. 18032071 01234 LEGAL SERVICES REPRESENT THE GOVERNMENT STAFF POSITIONS 2023 2022 Attorney General ( C ) Senior Legal Officer (K45) Director of Public Prosecution (K45) Assistant Director of Public Prosecution (K45) Solicitor General (K45) Chief Parliamentary Crown Counsel (K45) Chief Parliamentary Crown Counsel (K44) Deputy Chief Parliamentary Crown Counsel (K44) Deputy Chief Parliamentary Crown Counsel (K43) Crown Counsel II (K43-K44) Senior Crown Counsel (K43) Crown Counsel (K42) Crown Counsel I (K35-K42) Counsel (K35-K42) 1 1 1 2 1 1 - 1 - 6 - - 9 - 1 - 1 - 1 - 1 - 1 - 4 1 - 10 Total Staff 23 20 E. 18032071 00806 ADMINISTRATION MANAGE THE ELECTION PROCESS STAFF POSITIONS 2023 2022 Assistant Secretary (K33-K38) Executive Officer (K28-K32) Senior Clerk (K22-K27) Clerk (K10-K21) Office Attendant (K1-K14) Total Staff 1 2 2 4 1 1 2 2 4 1 10 10 19 – EMPLOYMENT AND LABOUR 19 - MINISTRY OF EMPLOYMENT AND LABOUR E. 19061241 LABOUR DEPARTMENT 00780 ENHANCE LABOUR/INDUSTRIAL RELATIONS STAFF POSITIONS 2023 2022 Permanent Secretary (K45) Labour Commissioner (K43) Labour Commissioner (K42) Deputy Labour Commissioner (K39-K41) Statistician (K33-K38) Finance Officer (K33-K38) Labour Officer IV (K33-K38) Labour Officer III (K28-K32) Labour Officer II (K22-K27) Labour Officer I (K10-K21) Personal Assistant (K28-K32) Secretary (K22-K27) Clerk (K10-K21) Driver/Messenger (K1-K17) 1 1 - 1 1 1 6 3
 3 7 1 1 2 1 1 - 1 1 1 1 6 3 3 5 1 1 4 1 Total Staff 29 29 20 – MINISTRY OF HOUSING, HUMAN SETTLEMENT, ECCLESIASTICAL AND FAITH- BASED AFFAIRS 20 - HOUSING, HUMAN SETTLEMENT, ECCLESIASTICAL AND FAITH-BASED AFFAIRS E. 20114471 00039 ADMINISTRATION PROVIDE AND MONITOR HUMAN SETTLEMENT E. 20061241 00781 ECCLESIASTICAL AND FAITH-BASED AFFAIRS PROVIDE ADMINISTRATIVE SUPPORT STAFF POSITIONS 2023 2022 STAFF POSITIONS 2023 2022 Permanent Secretary (K45) Senior Assistant Secretary (K33-K38/K39-K41) Personal Assistant (K22-K27) 1 1 2 1 1 2 Permanent Secretary (K45) Secretary (K17-K25) Total Staff 1 1 2 - - - Total Staff 4 4 E. 20113471 00049 DEPARTMENT OF HOUSING PROVIDE AND MONITOR HOUSING SOLUTIONS STAFF POSITIONS 2023 2022 Housing and Planning Officer (K33-K41) Junior Clerk (K10-K21) Total Staff 1 2 3 1 2 3 21 – MINISTRY OF ENVIRONMENT, CLIMATE ACTION AND CONSTITUENCY EMPOWERMENT 21-ENVIRONMENT, CLIMATE ACTION AND CONSTITUENCY EMPOWERMENT E. 21117443 00012 CLIMATE ACTION - ADMINISTRATION PROVIDE ADMINISTRATIVE SERVICES E. 21173772 ENVIRONMENT 01332 MANAGE THE ENVIRONMENT STAFF POSITIONS 2023 2022 STAFF POSITIONS 2023 2022 Minister (C) Permanent Secretary (K45) Chief Technical Officer (K42) Project Officer (K33-K38)/(K39-K41) Research/Communications Officer (K33-K38) Communication Officer (K33-K38) Executive Officer (K28-K32) Finance Officer (K28-K32) Clerk (K10-K21) Data Administrator (K10-K21) - 1 1 1 2 1 1 1 1 1 1 1 - - - - - 1 - - Total Staff 10 3 Director (K43) Director Supernumerary (K43) Biosafety Officer (K33-K38)/(K39-K41) Environmental Officer I/II (K33-K38)/(K39-K41) Environmental Scientist (K33-K38)/(K39-K41) Conservation Officer II (K33-K38)/(K39-K41) Environmental Education Officer (K33-K38)/(K39-K41) Forestry Officer (K33-K40)/(K41-K43) Conservation Officer (K20-K30) Conservation Officer I (K20-K30) Senior Clerk (K22-K27) Environmental Planning Assistant (K12-K21) Clerk (K10-K21) Supervisor (K10-K21) Forestry Ranger (K7-K17) 1 1 - 4 - - 1 1 2 - 1 1 - 1 2 1 - 1 - 1
 2 1 1 - 2 - 1 1 - 2 E. 21041091 03360 CONSTITUENCY EMPOWERMENT ADMINISTRATION Total Staff 15 13 STAFF POSITIONS 2023 2022 Special Advisor (K45) Director of Constituency Empowerment (K43) Director of People Empowerment (K43) Deputy Director of Constituency Empowerment (K33-K38)/(K39-K41) Deputy Director of People Empowerment (K33-K38)/(K39-K41) Constituency Empowerment Coordinator (K28-K32) Constituency Empowerment Officer (K22-K27) People Empowerment Officer (K10-K21) Driver/Messenger (K7-K17) 1 1 - 1 - 2 6 - 1 - - 1 - 1 - 6 - Total Staff 12 8 22 – MINISTRY OF INFORMATION, COMMUNICATION, TECHNOLOGY AND POSTS 22 - INFORMATION, COMMUNICATION, TECHNOLOGY AND POSTS E. 22091380 01000 PROVIDE ADMINISTRATIVE SERVICES ADMINISTRATIVE SERVICES E. 22089382 TECHNOLOGY DEPT.
- TELE SERVICES MGMT.
UNIT 00843 ADMINISTER TELECOMMUNICATION SERVICES STAFF POSITIONS 2023 2022 STAFF POSITIONS 2023 2022 Permanent Secretary (K45) Assistant Secretary (K33-K38) Finance Officer (K28-K32) Secretary (K22-K27) 1 1 1 1 1 1 1 1 Systems Coordinator (K33-K38)/(K39-K41) Accounts Supervisor (K22-K27) Accounts Officer (K10-K21) Telephone Operator (K10-K21) Total Staff 4 4 Total Staff E. 22089381 00847 TECHNOLOGY DEPT - ADMINISTRATION TECHNOLOGY SUPPORT AND TRAINING E. 22132571 POSTAL SERVICES 00403 ADMINISTER POSTAL SERVICES 1 1 2 3 1 1 2 3 7 7 STAFF POSITIONS 2023 2022 STAFF POSITIONS 2023 2022 Director of Technology (K44) ICT Policy Advisor (K43) Coordinator - Development (K39-K41) Coordinator - Networks (K39-K41) Systems Administrator (K33-K38)/(K39-K41) Network Administrator (K33-K38)/(K39-K41) Administrative Officer (K33-K38)/(K39-K41) Cybersecurity Analyst (K33-K38)/(K39-K41) ICT Development Officer (K33-K38) Enterprise Architect (K33-K38) Information Content Officer (K33-K38) IT Business Analyst (K33-K38) Network Specialist (K33-K38) Systems Analyst (K33-K38) Software Engineer (K33-K38) Server Administrator (K28-K32)/(K33-K38) Technical Specialist (K28-K32) Digital Development Officer (K22-K27)/(K28-K32) Programmer II (K22-K27)/(K28-K32) Technician II (K22-K27)/(K28-K32) Senior Clerk (K22-K27) Technician I (K10-K21) Programmer I (K10-K21) Clerk (K10-K21) Office Attendant (K7-K17 - 1 2 - 5 1 2 1 Total Staff 35 32 Postmaster General (K39-K41)/(K42-K43) Deputy Postmaster General (K33-K38) Assistant Secretary (K33-K38) Executive Officer (K28-K32) Senior Clerk (K22-K27) Postal Inspectors (K22-K27) Logistic Support Officer (K18-K21) Technical Support Officer (K16-K21) Clerk (K10-K21) Postman (K10-K21) Postman (K7-K17) Sub-Postclerk (K7-K17) Van Driver (K7-K17) Office Attendant (K7-K17) Messenger (K7-K17) 1 1 1 4 7 2 1 1 15 17 - 4 3 1 1 1 1 1 4 7 2 1 1 15 1 16 4 3 1 1 Total Staff 59 59 23 – YOUTH EMPOWERMENT, AGEING AND DISABILITIES 23 -
 MINISTRY OF YOUTH EMPOWERMENT, AGEING AND DISABILITIES E. 23148 ADMINISTRATION 00148 MINISTRY SECRETARIAT E. 23150 AGEING 00326 ADMINISTER AGEING SERVICES STAFF POSITIONS 2023 2022 STAFF POSITIONS 2023 2022 Minister ( C ) Permanent Secretary (K45) Assistant Secretary (K33-K38) 1 1 1 - - - Co-ordinator, Seniors Enrichment Programme (K33-K38) Manager, Saddlers Home (K25-K32) Home Care Programme Supervisor (K22-K27) Home Care Officer (K10-K21) Total Staff 3 - Total Staff 1 1 1 19 21 - - - - - E. 23149 YOUTH EMPOWERMENT 00171 ADMINISTER YOUTH DEVELOPMENT E. 23151 DISABILITIES 01942 MANAGE DISABILITIES SERVICES STAFF POSITIONS 2023 2022 STAFF POSITIONS 2023 2022 Director of Youth (K33-K38)/(K39-K41) Youth Officer II (K28-K32)/(K33-K38) Youth Officer (K28-K32)/(K33-K38) Youth Officer I (K10-K21) Clerk (K10-K21) Junior Youth Officer (K10-K21) Total Staff 1 4 - 1 1 - 7 1 - 3 - 1 2 7 Co-ordinator, Disabilities Services (K33-K38) Programme Officer (K10-K21) Total Staff 1 2 3 - - - 24 – ECONOMIC DEVELOPMENT AND INVESTMENT 24- MINISTRY OF ECONOMIC DEVELOPMENT AND INVESTMENT E. 24085 01048 ECONOMIC DEVELOPMENT AND INVESTMENT PROVIDE ADMINISTRATIVE SUPPORT E. 24086 01049 ECONOMIC DEVELOPMENT AND INVESTMENT GUIDE AND MONITOR ECONOMIC DEVELOPMENT AND INVESTMENT STAFF POSITIONS 2023 2022 STAFF POSITIONS 2023 2022 Permanent Secretary (K45) Assistant Secretary (K33-K38) Executive Officer (K28-K32) Senior Clerk (K22-K27) Secretary (K17-K25) Driver/Messenger (K7-K17) Total Staff 1 1 1 1 1 1 6 - - - - - - - Director of Economic Development and Investment (K43) Senior Economic Development Planning Officer (K42) Senior Investment Officer (K42) Senior Project Officer (K42) Economist I/II (K33-K38)/(K39-K41) Project Officer (K33-K38) Research Officer (K17-K27) Total Staff 1 1 1 1 1 1 1 7 - - - - - - - - E. 24087361 01050 ST. KITTS INVESTMENT PROMOTION AGENCY FACILITATE INVESTMENT PROMOTION STAFF POSITIONS 2023 2022 Crown Counsel (K39-K41) Multimedia Market and Research Officer (K33-K38)
 Assistant Secretary (K33-K38) Junior Clerk (K10-K21) Office Attendant/Driver (K1-K17) Total Staff 1 1 1 2 1 6 1 1 1 2 1 6 25 – SMALL BUSINESS AND ENTREPRENEURSHIP 25 - MINISTRY OF SMALL BUSINESS AND ENTREPRENEURSHIP E. 25075294 01408 SMALL BUSINESS AND DEVELOPMENT CENTRE (SBDC) MARKETING AND INVESTMENT SERVICES E. 25090383 01001 ENTREPRENEURSHIP SUPPORT INNOVATIVE SERVICES STAFF POSITIONS 2023 2022 STAFF POSITIONS 2023 2022 Permanent Secretary (K45) Senior Business Advisor (K33-K38) Business Advisor I/II (K28-K32) Junior Business Advisor (K22-K27)/(K28-K32)/(K33-K38) Finance Officer (K28-K32) Secretary (K22-K27) Administrative and Communications Officer (K10-K21) Driver/Messenger (K10-K21) 1 3 2 1 1 1 1 1 - 2 - 1 - - 1 - Total Staff 11 4 Director (K43) Assistant Secretary (K33-K38)/(K39-K40) Senior Clerk (K22-K27) 1 - 1 1 1 1 Total Staff 2 3