Source document: https://docs-lawep.s3.us-east-2.amazonaws.com/1698943440084.pdf (Saint Kitts and Nevis)
NEVIS ISLAND ADMINISTRATION VOLUME 3 REPORTS ON PLANS AND PRIORITIES FOR THE YEAR 2008 Adopted by the Nevis Island Administration on Monday, 17th December, 2007 TABLE OF CONTENTS FINANCIAL SUMMARIES .......................................................................................................... 3 FINANCIAL SUMMARY 2008 ................................................................................................ 4 SUMMARY OF TOTAL BUDGET .......................................................................................... 5 SUMMARY OF TOTAL REVENUE ........................................................................................ 6 SUMMARY OF TOTAL RECURRENT EXPENDITURE ...................................................... 7 CAPITAL SUMMARY .............................................................................................................. 8 VOLUME 3 REPORT ON PLANS AND PRIORITIES .............................................................. 9 MINISTRY 01 DEPUTY GOVERNOR GENERAL.............................................................. 10 MINISTRY 02 LEGISLATURE ............................................................................................. 22 MINISTRY 03 AUDIT............................................................................................................ 39 MINISTRY 04 LEGAL SERVICES ....................................................................................... 56 MINISTRY 05 PREMIER’S MINISTRY ............................................................................... 77 MINISTRY 06 MINISTRY OF FINANCE, STATISTICS & ECONOMIC PLANNING .. 110 MINISTRY 07 MINISTRY OF COMMUNICATIONS, WORKS, PUBLIC UTILITIES, POSTS, PHYSICAL PLANNING, NATURAL RESOURCES & ENVIRONMENT.......... 155 MINISTRY 08 MINISTRY OF AGRICULTURE, LANDS, COOPERATIVES & FISHERIES............................................................................................................................. 197 MINISTRY 09 MINISTRY OF
 HEALTH............................................................................ 229 MINISTRY 10 MINISTRY OF TOURISM.......................................................................... 260 MINISTRY 11 MINISTRY OF EDUCATION & LIBRARY SERVICES.......................... 287 MINISTRY 12 HUMAN RESOURCES ............................................................................... 321 MINISTRY 13 MINISTRY OF SOCIAL DEVELOPMENT, YOUTH, SPORTS, CULTURE, TRADE & INDUSTRY & CONSUMER AFFAIRS ............................................................. 340 APPENDICES ............................................................................................................................ 374 INCREMENT OF SALARY SCHEDULE ............................................................................ 375 APPROVED SALARY SCALES AND GRADES INTRODUCED, EFFECTIVE 1ST January, 2007......................................................................................................................................... 376 NEVIS ISLAND ADMINISTRATION ESTIMATES 2008 FINANCIAL SUMMARIES 3 FINANCIAL SUMMARY 2008 CURRENT ESTIMATES Estimates 2008 Estimates 2007 Actual 2006 Current Revenue 115,396,000 104,507,860 97,919,675 Current Expenditure Surplus/Deficit 105,908,000 95,284,547 100,302,525 9,488,000 9,223,313 (2,382,850) CAPITAL ESTIMATES Capital Revenue Loans Development Aid Capital Expenditure Revenue Loans Development Aid 36,433,800 1,347,200 37,781,000 48,433,800 1,531,835 49,965,635 709,483 709,483 22,405,000 36,433,800 1,347,200 60,186,000 19,358,046 48,433,800 1,531,835 69,323,681 709,483 17,892,348 18,601,831 Surplus/Deficit (Current Account) 9,488,000 9,223,313 (2,382,850) Surplus/Deficit (Capital Account) (22,405,000) (19,358,046) (17,182,865) Total Surplus/ (Deficit) (12,917,000) (10,134,733) (19,565,715) 4 SUMMARY OF TOTAL BUDGET Recurrent Transfer Capital Revenue DEPUTY GOVERNOR GENERAL 308,000 LEGISLATURE 596,000 40,000 AUDIT LEGAL 327,000 651,000 - - - 75,000 85,000 PREMIER'S
 MINISTRY 4,104,000 14,000 1,175,000 1,843,000 MINISTRY OF FINANCE, STATISTICS & ECONOMIC PLANNING MINISTRY OF COMMUNICATIONS, WORKS, PUBLIC UTILITIES, POSTS, PHYSICAL PLANNING, NATURAL RESOURCES AND ENVIRONMENT MINISTRY OF AGRICULTURE, LANDS COOPERATIVES & FISHERIES 42,919,000 4,753,000 1,800,000 98,321,000 9,537,000 94,000 45,000,000 8,382,000 3,843,000 17,000 485,000 866,000 MINISTRY OF HEALTH 11,174,000 500,000 2,327,000 1,754,000 MINISTRY OF TOURISM 1,188,000 1,002,000 250,000 2,000 MINISTRY OF EDUCATION & LIBRARY SERVICES 14,704,000 100,000 2,420,000 143,000 HUMAN RESOURCES 2,209,000 2,000 - - MINISTRY OF SOCIAL DEVELOPMENT, YOUTH, SPORTS, CULTURE, TRADE & INDUSTRY & CONSUMER AFFAIRS 7,117,000 710,000 6,654,000 4,000,000 TOTALS 98,677,000 7,231,000 60,186,000 115,396,000 5 SUMMARY OF TOTAL REVENUES Ministries Estimates 2008 Estimates 2007 Increase/ Decrease % Change DEPUTY GOVERNOR GENERAL LEGISLATURE AUDIT LEGAL 85,000 70,000 15,000 21.43 PREMIER'S MINISTRY 1,843,000 2,182,200 (339,200) (15.54) MINISTRY OF FINANCE, STATISTICS & ECONOMIC PLANNING MINISTRY OF COMMUNICATIONS, WORKS, PUBLIC UTILITIES, POSTS, PHYSICAL PLANNING, NATURAL RESOURCES AND ENVIRONMENT 98,321,000 88,611,700 9,709,300 10.96 8,382,000 7,328,750 1,053,250 14.37 MINISTRY OF AGRICULTURE, LANDS COOPERATIVES & FISHERIES 866,000 454,010 411,990 90.74 MINISTRY OF HEALTH 1,754,000 1,724,000 30,000 1.74 MINISTRY OF TOURISM 2,000 2,000 - 0.00 MINISTRY OF EDUCATION & LIBRARY SERVICES 143,000 135,200 7,800 5.77 HUMAN RESOURCES - - MINISTRY OF SOCIAL DEVELOPMENT, YOUTH, SPORTS, CULTURE, TRADE & INDUSTRY & CONSUMER AFFAIRS TOTALS 4,000,000 115,396,000 4,000,000 104,507,860 - 10,888,140 0.00 10.42 6 SUMMARY OF TOTAL RECURRENT EXPENDITURE Ministries Estimates 2008 Estimates 2007 Increase/ Decrease % Change DEPUTY GOVERNOR GENERAL 308,000 299,266 8,734 2.92 LEGISLATURE 636,000 667,000 (31,000) (4.65) AUDIT LEGAL 327,000 324,182 2,818 651,000 621,078 29,922 PREMIER'S MINISTRY 4,118,000 3,776,346 341,654 0.87
 4.82 9.05 MINISTRY OF FINANCE, STATISTICS & ECONOMIC PLANNING MINISTRY OF COMMUNICATIONS, WORKS, PUBLIC UTILITIES, POSTS, PHYSICAL PLANNING, NATURAL RESOURCES AND ENVIRONMENT MINISTRY OF AGRICULTURE, LANDS COOPERATIVES & FISHERIES 47,672,000 42,134,158 5,537,842 13.14 9,631,000 8,451,644 1,179,356 13.95 3,860,000 3,885,788 (25,788) (0.66) MINISTRY OF HEALTH 11,674,000 10,689,100 984,900 MINISTRY OF TOURISM 2,190,000 2,175,277 14,723 9.21 0.68 MINISTRY OF EDUCATION & LIBRARY SERVICES 14,804,000 13,369,756 1,434,244 10.73 HUMAN RESOURCES 2,211,000 1,859,136 351,864 18.93 MINISTRY OF SOCIAL DEVELOPMENT, YOUTH, SPORTS, CULTURE, TRADE & INDUSTRY & CONSUMER AFFAIRS TOTALS 7,827,000 105,908,000 7,031,816 95,284,547 795,184 10,623,453 11.31 11.15 7 CAPITAL SUMMARY DEPUTY GOVERNOR GENERAL LEGISLATURE AUDIT LEGAL PREMIER'S MINISTRY MINISTRY OF FINANCE, STATISTICS & ECONOMIC PLANNING MINISTRY OF COMMUNICATIONS, WORKS, PUBLIC UTILITIES, POSTS, PHYSICAL PLANNING, NATURAL RESOURCES AND ENVIRONMENT MINISTRY OF AGRICULTURE, LANDS COOPERATIVES & FISHERIES MINISTRY OF HEALTH MINISTRY OF TOURISM MINISTRY OF EDUCATION & LIBRARY SERVICES HUMAN RESOURCES MINISTRY OF SOCIAL DEVELOPMENT, YOUTH, SPORTS, CULTURE, TRADE & INDUSTRY & CONSUMER AFFAIRS TOTALS Revenue Loans Development Aid - - - 75,000 1,075,000 1,800,000 - - - - - - - 100,000 - 13,480,000 31,000,000 520,000 485,000 1,600,000 250,000 2,420,000 - - - - - - - 727,200 - - - 1,220,000 22,405,000 5,433,800 36,433,800 - 1,347,200 8 VOLUME 3 REPORT ON PLANS AND PRIORITIES 9 MINISTRY 01 DEPUTY GOVERNOR GENERAL 10 Section 1: Executive Summary and Management Representation Statement 1.1 Minister’s Message 1.2 Executive Summary The mandate of the Deputy Governor General is to ensure constitutional and democratic governance by performing all functions necessary as directed by the constitution of St. Kitts and Nevis.
Functions are carried out firstly, as delegated by His Excellency, the Governor General of the Federation of St. Kitts and Nevis and secondly, on behalf of the Nevis Island Administration.

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

 It is anxious to serve the people of Nevis specifically by projecting the traditional impartiality of the Monarch in any extraordinary civic and political controversy.
The office seeks to protect the rights and freedoms of the people of Nevis.

All affairs of the Civil Service are of utmost concern to the office and everything is done to ensure the establishment runs properly.

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

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

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

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

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

 - Is comprehensive and accurate.

 - Is based on sound underlying departmental information and management systems.
I am satisfied as to the quality assurance processes and procedures used for the RPP's production.

 Page 1 11 The structure on which this document is based has been approved by the Ministry of Finance and is the basis for accountability for the results achieved with the resources and authorities provided.
Clara Smithen _________________ Executive Officer Page 2 12 Section 2: Ministry Overview 2.1 Mission Statement To perform all functions necessary by the Deputy Governor General as directed by the constitution of St. Kitts and Nevis, first as delegated by His Excellency, the Governor General of St. Kitts and Nevis, and second, as a Federal Office in discharging certain functions on behalf of the Nevis Island Administration.
The Deputy Governor General endeavors to accomplish its mission through: - Assent to Bills passed by the legislature.

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

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

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

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

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

 - Host state luncheons, dinners and receptions.
- Accept courtesy calls.

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

 - Attend ceremonial parades and taking the salute such as on Independence Day.
- Permits suitable functions to be held under his/her patronage, in which case his/her attendance will be requisite; - Protect the traditional impartiality of the Monarch in any extraordinary civic or political controversy.
Page 3 13 2.2 Portfolio Organization Org Unit Name 01 - Deputy Governor General 0101 Administration Acronym Phone No Address 469 5521 Ext.

2102 469 5290 Bellevue,St.

John's Parish Bellevue,St.


John's Parish Page 4 14 2.3 Portfolio Activity Summary Portfolio Represent the Queen in Nevis Responsibility Centre 01 - Deputy Governor General 0101 Administration Officer in Charge Executive Officer Goals/Global Objectives Ensure constitutional and democratic governance..

Objective(s) for 2008 1.Keep administration cost of Deputy Governor General at 0.4%.

2.Keep administration cost of Deputy Governor General under 1% of total government expenditure.
Expected Results Less then 0.4% 1% Performance Indicators % of expenses of Deputy Governor General Office out of total recurrent state budget.

% of expenses of Deputy Governor General Office out of total NIA budget.
Financial Summary Programme Expenditure Actual Expenditure Estimated Expenditure Planned Expenditure Projected Expenditure Projected 2006 2007 2008 (in thousands) 2009 2010 Total 293 299 308 308 308 Page 5 15 2.4 Planning Overview 2.4.1 Overview 2.4.1.1 Portfolio’s Strategic Objectives vs Government Directions The strategic objective of the Deputy Governor General is to ensure constitutional and democratic governance thus protecting the fundamental rights and freedoms of the people of Nevis.
2.4.1.2 Portfolio’s Annual Objectives vs Strategic Objectives To ensure the implementation of the strategic objective, the Deputy Governor General will perform the following activities for 2008: - Perform all duties as stated in the Constitution, and as directed by the Governor General.

 - Ensure Constitutional and Democratic Governance.

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

2.4.1.3 Modifications to the Portfolio’s Strategic Directions during the year There are no modifications in the strategic direction.

2.4.1.4 Main Activities contributing to the Portfolio’s Annual Objectives The Deputy Governor General seeks to maintain its administrative cost as low as possible.
To maintain the administrative cost, the office of the Deputy Governor General will perform the following activities: - Pursue installation of the Fitrix system in the office; - Liaise with Human Resources Department concerning opportunities for staff training; - Improve the Government House and its surrounding in order to provide a more efficient and effective work environment.
2.4.1.5 Main Challenges to Achieve Portfolio’s Annual Objectives The Government House building is actually in a renovation process.

It represents an investment that should payback in the long run.
Page 6 16 2.4.1.6 Portfolio’s Resources and the achievement of the Strategic Objectives over a Multi-Year Time Horizon The amount stated in the Financial Summary Chart is used primarily to facilitate the day to day operations at Government House.

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

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

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

2.4.3 Transfer Payment Information There is no transfer payment made by the Deputy Governor General.
Page 7 17 3.1 Important Initiatives Contributing to the Achievement of the Annual Objectives There is no programme for the Deputy Governor General.

3.2 Justification for the current year planned Expenditure There are no significant variations on current year planned expenditure.
Page 9 18 Section 4: Supplementary Information 4.1 Portfolio’s Main Estimates by Expenditure Type Org Unit Name: 01 - Deputy Governor General Expenditure Expenditure Expenditure Expenditure Estimated Planned Projected Expenditure Projected Recurrent Expenses Compensation of employees 01-Personal Emoluments 02-Wages 03-Allowances Use of Good and Services 05-Travel and Subsistence 06-Office and General Expenses 07-Supplies and Materials 08-Communications Expenses 09-Operating and Maintenance Services 14-Purchase of Tools, Instruments, Furniture and Equipment 16-Hosting and Entertainment Other Expenses 28-Sundry Expenses Total Total Actual 2006 293 260 181 75 5 32 1 3 8 4 10 2 6 1 1 293 293 2007 2008 2009 2010 (in thousands) Page 10 19 4.5 Portfolio’s Summary by Sources of Funds Source of Funds Revenue Total Expenditure Expenditure Expenditure Expenditure Expenditure Actual Estimated Planned Projected Projected 2006 2007 2008 2009 2010 293 293 (in thousands) 299 299 308 308 308 308 308 308 Page 14 20 4.6 Status Report on Major Government Projects (MGP) There is no capital project for the Deputy Governor General.
4.7 Personal Emoluments – Details of Salaries Office of Deputy Governor General (4) Executive Officer (1) Housekeeper (1) Junior Clerk (1) Deputy Governor General (1) Page 15 21 MINISTRY 02 LEGISLATURE 22 Section 1: Executive Summary and Management Representation Statement 1.1 Minister’s Message 1.2 Executive Summary A legislature is a multi-member representative body considering public issues.
Its main function is to give assent on behalf of the political community to public policy.

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

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

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

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

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

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

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

 It is often said that the strength of the parliament can be judged by how effectively it performs its communications functions.
The department will seek to strengthen communication between all parties involved by ensuring that information is transmitted in a timely and effective manner.

Hence the legislative arm of government will ensure that the link between the people and the government is not only functional but effective.

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

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

 - Is comprehensive and accurate.

 - Is based on sound underlying departmental information and management systems.
I am satisfied as to the quality assurance processes and procedures used for the RPP's Page 1 23 production.
The structure on which this document is based has been approved by the Ministry of Finance and is the basis for accountability for the results achieved with the resources and authorities provided Dwight Morton _______________________ Clerk of the Parliament Page 2 24 Section 2: Ministry Overview 2.1 Mission Statement To exercise the legislative functions of Government as directed by the Constitution of St.Kitts and Nevis.
Page 3 25 2.2 Portfolio Organization Org Unit Name 02 - Legislature 0201 - Administration Acronym Phone No Address Main Street,St.

Paul's Parish Main Street,St.

Paul's Parish Page 4 26 2.3 Portfolio Activity Summary Portfolio Support the Legislative Functions of Government Responsibility Centre 02 - Legislature Officer in Charge Coordinator Goals/Global Objectives To exercise the legislative functions of Government as directed by the Constitution of St. Kitts and Nevis.
Objective(s) for 2008 1.Classify all past legislation in order to improve the access of it.

Expected Results Completed by December 2008 Performance Indicators All past legislation classified on shelves.

Financial Summary Programme Expenditure Actual Expenditure Estimated Expenditure Planned Expenditure Projected Expenditure Projected 2006 2007 2008 (in thousands) 2009 2010 1.
Provide Administrative Services to Parliament 3.Administer the Office of Opposition Leader Total 611 57 667 611 57 667 579 57 636 579 69 648 579 69 648 Page 5 27 2.4 Planning Overview 2.4.1 Overview 2.4.1.1 Portfolio’s Strategic Objectives vs Government Directions The strategic objective of the Legislature is to exercise the legislative functions of Government as directed by the Constitution of St. Kitts and Nevis.
2.4.1.2 Portfolio’s Annual Objectives vs Strategic Objectives To effectively and efficiently exercise the legislative functions of Government as directed by the Constitution of St. Kitts and Nevis, the Legislature has advanced the following objectives for 2008: 1) Classify all past legislation in order to improve access.

2.4.1.3 Modifications to the Portfolio’s Strategic Directions during the year There are no modifications in the strategic direction for Legislature.
2.4.1.4 Main Activities contributing to the Portfolio’s Annual Objectives Apart from classifying all past legislation, the Legislature will perform the following activities in order to ensure an effective and efficient service: Provide legal advice to the Heads of Ministries, Departments and Statutory Bodies of the Nevis Island Administration or any Ministry, Department or Statutory Body of the Administration.
Conduct and regulate all litigation for and against the Nevis Island Administration or any Ministry, Department or Statutory Body of the Administration.

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

 Provide advice to the Nevis Island Administration upon all matters of a legislative nature and superintend all government measures of a legislative nature.
Ensure that the administration of public affairs is in accordance with the law.

 Prepare diverse legal documents such as conveyances, transfers, leases, contracts, agreements and bonds.

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

 Collaborate with the Ministry of Finance in enforcing the tax laws in an economical, efficient and impartial manner to promote and maximize revenues.
Page 6 28 2.4.1.5 Main Challenges to Achieve Portfolio’s Annual Objectives To classify all past legislation in order to improve the access of it the following task will have to be done: 1) Catalogue last 10 years Legislation; 2) Categorise the Legislation; 3) Find a physical space to host the Legislature and the Legislation; 4) Setting up the library; 5) Build procedure to access the Legislation; 6) Make the Legislation library available and accessible.
2.4.1.6 Portfolio’s Resources and the achievement of the Strategic Objectives over a Multi-Year Time Horizon The amount stated in the Financial Summary Chart is used primarily to facilitate the day to day operations of the Legislature.

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

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

2.4.3 Transfer Payment Information The transfer payment beneficiary for Legislature is the following: Page 7 29 1) Contribute to Parliamentary Associations: $40,000 Annual contribution to retain membership of: Caribbean Parliamentary Association; Commonwealth Parliamentary Association.
To benefit from general training, literature, attachments, and update in Legislature.

Page 8 30 Section 3: Detailed Planning by Programme Portfolio Programme Support the Legislative Functions of Government 1.

Provide Administrative Services to Parliament Responsibility Centre 02 - Legislature Officer in Charge Coordinator Goals/Global Objectives To exercise the legislative functions of Government as directed by the Constitution of St.Kitts and Nevis.
Objective(s) for 2008 1.Keep the administrative support function under 0.7 of total state budget %.

Expected Results Less then 0.7% Performance Indicators Cost of administration as a percentage of total state budget.
Sub-Programme Financial Summary Expenditure Actual Expenditure Estimated Expenditure Planned Expenditure Projected Expenditure Projected 2006 2007 2008 (in thousands) 2009 2010 1.1 Facilitate the Parliamentarians in the Execution of their duty 1.2 Contribute to Parlimentary Association Total 575 36 611 575 36 611 539 40 579 539 40 579 539 40 579 Page 9 31 Portfolio Programme Support the Legislative Functions of Government 3.Administer the Office of Opposition Leader Responsibility Centre 02 - Legislature Officer in Charge Coordinator Goals/Global Objectives Create a balance in views by providing forum for debate.
Objective(s) for 2008 1.Keep the Opposition Leader function under 0.06 of total state budget %.

Expected Results Less then 0.06% Performance Indicators Cost of Opposition Leader Function as a percentage of total state budget.
Sub-Programme Financial Summary Expenditure Actual Expenditure Estimated Expenditure Planned Expenditure Projected Expenditure Projected 2006 2007 2008 (in thousands) 2009 2010 Total 57 57 57 69 69 Page 10 32 3.1 Important Initiatives Contributing to the Achievement of the Annual Objectives All initiatives contributing to the achievement of the annual objectives are stated in section 2.4.1.4.
3.2 Justification for the current year planned Expenditures There are no significant variations on current year planned expenditure.
Page 11 33 Section 4: Supplementary Information 4.1 Portfolio’s Main Estimates by Expenditure Type Org Unit Name: 02 - Legislature Expenditure Expenditure Expenditure Expenditure Recurrent Expenses Compensation of employees 02-Wages 03-Allowances 23-Allowance to Unofficial Members 24-Constituency Allowance to Elected Members Use of Good and Services 05-Travel and Subsistence 06-Office and General Expenses 07-Supplies and Materials 08-Communications Expenses 09-Operating and Maintenance Services 14-Purchase of Tools, Instruments, Furniture and Equipment 15-Rental of Assets 16-Hosting and Entertainment Other Expenses 28-Sundry Expenses Transfer Expenses Grants 10-Grants and Contributions - Grants Total Total Total Actual 2006 631 265 59 8 78 120 366 274 3 3 2 3 4 72 6 1 1 631 36 36 36 36 Estimated Planned Projected Expenditure Projected 2007 2008 2009 2010 (in thousands) Page 12 34 4.2 Information on the Beneficiaries of Transfer of Payments Org Unit Name: 02 - Legislature Activity Type: Programme Activity Name: Support the Legislative Functions of Government 1.
Provide Administrative Services to Parliament Expenditure Expenditure Expenditure Expenditure Recurrent Expenses Compensation of employees 02-Wages 03-Allowances 23-Allowance to Unofficial Members 24-Constituency Allowance to Elected Members Use of Good and Services 05-Travel and Subsistence 06-Office and General Expenses 07-Supplies and Materials 08-Communications Expenses 09-Operating and Maintenance Services 14-Purchase of Tools, Instruments, Furniture and Equipment 15-Rental of Assets 16-Hosting and Entertainment Transfer Expenses Grants 10-Grants and Contributions - Grants Total Total Total Actual 2006 575 245 39 8 78 120 330 270 2 2 1 2 2 48 5 575 36 36 36 36 Estimated Planned Projected Expenditure Projected 2007 2008 2009 2010 (in thousands) Page 13 35 Org Unit Name: 02 - Legislature Activity Type: Programme Activity Name: Support the Legislative Functions of Government 3.Administer the Office of Opposition Leader Expenditure Expenditure Expenditure Expenditure Estimated Planned Projected Expenditure Projected Recurrent Expenses Compensation of employees 02-Wages Use of Good and Services 05-Travel and Subsistence 06-Office and General Expenses 07-Supplies and Materials 08-Communications Expenses 09-Operating and Maintenance Services 14-Purchase of Tools, Instruments, Furniture and Equipment 15-Rental of Assets 16-Hosting and Entertainment Other Expenses 28-Sundry Expenses Total Total Actual 2006 57 20 20 36 4 2 1 2 1 2 24 1 1 1 57 57 2007 2008 2009 2010 (in thousands) Page 14 36 4.5 Portfolio’s Summary by Sources of Funds Source of Funds Revenue Total Expenditure Expenditure Expenditure Expenditure Expenditure Actual Estimated Planned Projected Projected 2006 2007 2008 2009 2010 667 667 (in thousands) 667 667 636 636 648 648 648 648 Page 17 37 4.6 Status Report on Major Government Projects (MGP) There is no capital project for the Legislature.
4.7 Personal Emoluments – Details of Salaries All employees for Legislature are paid from wages and allowances.

Page 18 38 MINISTRY 03 AUDIT 39 Section 1: Executive Summary and Management Representation Statement 1.1 Minister’s Message 1.2 Executive Summary This document provides a brief synopsis of the Nevis Audit Office’s plans for 2008.

 Our activities reflect the conduct of a number of audits and the examination of the Annual Accounts for 2006 and 2007.
We continue to grapple with the problem of acquiring staff, and hope that the year 2008 would bring us some measure of improvement in this area.

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

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

 - Is comprehensive and accurate.

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

 I am satisfied as to the quality assurance processes and procedures used for the RPP's production.
The structure on which this document is based has been approved by the Ministry of Finance and is the basis for accountability for the results achieved with the resources and authorities provided.
Veronica Parris ______________________ Senior Audit Manager Page 1 40 Section 2: Ministry Overview 2.1 Mission Statement To report on the financial out-turn of the economy, and on the economic, efficient and effective utilization of resources and processes to ensure proper accountability.

 This is undertaken by: - Auditing and reporting on the Annual Accounts of the Nevis Island Administration.
- Conducting Value-For-Money, Financial and Compliance and other Special Audits of various government programs.

Page 2 41 2.2 Portfolio Organization Org Unit Name 03 - Audit 0301 - Administration Acronym Phone No Address 469 5521 Ext.

2122 Main Street,St.

Paul's Parish Main Street,St.


Paul's Parish Page 3 42 2.3 Portfolio Activity Summary Portfolio Report on Financial Out-Turn Responsibility Centre 03 - Audit Officer in Charge Senior Audit Manager Goals/Global Objectives To report to the Nevis Island Assembly and the public on the financial out-turn of the economy, and on the economic, efficient and effective utilization of resources and processes to ensure proper accountability.
Objective(s) for 2008 1.Produce a number of Value for Money, and other Special Audits.

Expected Results Performance Indicators 2 Number of audits produced.

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

% of recommendation issued from audit implemented.

Financial Summary Programme Expenditure Actual Expenditure Estimated Expenditure Planned Expenditure Projected Expenditure Projected 2006 2007 2008 (in thousands) 2009 2010 1.

Provide Administrative Support 2.


Perform Financial and Compliance Audit 125 152 128 196 3.

Perform Special Audits Total 277 324 152 100 75 327 153 117 80 350 154 124 80 357 Page 4 43 2.4 Planning Overview 2.4.1 Overview 2.4.1.1 Portfolio’s Strategic Objectives vs Government Directions The Nevis Island Government is fully committed to accountability, transparency and good governance.
It is the primary objective of the Nevis Audit Office to assist in holding the Government accountable for the manner in which taxpayers’ money has been disbursed.

 However, the non-functioning of the Public Accounts Committee makes the accountability cycle incomplete.
2.4.1.2 Portfolio’s Annual Objectives vs Strategic Objectives The mandatory and primary objective of the Nevis Audit Office is to provide information on the accountability of public funds, and to establish whether they have been expended economically, efficiently and effectively.

 In order to fulfill our obligation, the Nevis Audit Office has advanced the following objectives for 2008: 1.

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

 2.
2.

Produce the Reports on the 2006 and 2007 Annual Accounts.

2.4.1.3 Modifications to the Portfolio’s Strategic Directions during the year There are no modifications to the Portfolio’s Strategic Directions during the year.

2.4.1.4 Main Activities contributing to the Portfolio’s Annual Objectives The Report of the Director of Audit on the 2005 Annual Accounts would be tabled before the end of 2007.

Preparatory work has already begun on the 2006 Accounts.
The Nevis Audit Office hopes to table the 2006 and 2007 Reports in 2008.

 A number of Special Audits including two Value-For-Money Audits have been scheduled for 2008.

The Ministries/Departments have already been identified.

2.4.1.5 Main Challenges to Achieve Portfolio’s Annual Objectives The budgeted staff complement of the Nevis Audit Office is seven.

The present staff complement comprises the Senior Audit Manager, One Senior Auditor and one Audit Assistant.
Staffing is a very critical issue, and in order to achieve our objectives over the next three year budget period, this area must be addressed.

Page 5 44 2.4.1.6 Portfolio’s Resources and the achievement of the Strategic Objectives over a Multi-Year Time Horizon To achieve our strategic objectives over the next three year budget period, a significant increase has to be made in the area of staffing.
2.4.1.7 Impact of Previous Year’s Achieved Results on the Current Year’s Planned Expenditure There are no impacts on the current year’s planned expenditure from the previous year’s achieved results.

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

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

2.4.3 Transfer Payment Information There are no transfer payments for the Nevis Audit Office.
Page 6 45 Section 3: Detailed Planning by Programme Portfolio Programme Report on Financial Out-Turn 1.

Provide Administrative Support .Responsibility Centre 03 - Audit Officer in Charge Senior Audit Manager Goals/Global Objectives To provide administrative and policy support for the Nevis Audit Office.

Objective(s) for 2008 1.Keep the administrative support function under 39.5 %.

Expected Results 39.5% Performance Indicators Cost of administration as a percentage of total office's costs.
Sub-Programme Financial Summary Expenditure Actual Expenditure Estimated Expenditure Planned Expenditure Projected Expenditure Projected 2006 2007 2008 (in thousands) 2009 2010 Total 125 128 152 153 154 Page 7 46 Portfolio Programme Report on Financial Out-Turn 2.
Perform Financial and Compliance Audit Responsibility Centre 03 - Audit Officer in Charge Senior Audit Manager Goals/Global Objectives To perform an opinion on Internal Control Systems and to report to the Nevis Island Government on whether they are been applied as prescribed.

To ensure that all Government Departments are conforming to financial and other prescribed regulations.

Objective(s) for 2008 1.Continue the performance of audits.
2.Increase the number of alternative measures to assist in settling audit observations.

Expected Results Performance Indicators at least 40 Number of audits performed.

at least 75 at least 60 Number of recommendations issued from financial and compliance audit.

Number of recommendations implemented.


Sub-Programme Financial Summary Expenditure Actual Expenditure Estimated Expenditure Planned Expenditure Projected Expenditure Projected 2006 2007 2008 (in thousands) 2009 2010 Total 152 196 100 117 124 Page 8 47 Portfolio Programme Report on Financial Out-Turn 3.
Perform Special Audits Responsibility Centre 03 - Audit Officer in Charge Senior Audit Manager Goals/Global Objectives To determine whether proper systems and procedures are in place to ensure that the goals of each department are achieved with due regard to economy, efficiency, and effectiveness.

Objective(s) for 2008 1.Produce a number of Value for Money, and other Special Audits.

Expected Results Performance Indicators 2 Number conducted.

at least 3 100% Number of recommendations issued from audit.
% of recommendation issued from audit implemented.

Sub-Programme Financial Summary Expenditure Actual Expenditure Estimated Expenditure Planned Expenditure Projected Expenditure Projected 2006 2007 2008 (in thousands) 2009 2010 Total 75 80 80 Page 9 48 3.1 Important Initiatives Contributing to the Achievement of the Annual Objectives All objectives that have been discussed at the portfolio level are the same targets at the programme level.
3.2 Justification for the current year planned Expenditure There is no significant increase in the current year planned expenditure.
Page 10 49 Section 4: Supplementary Information 4.1 Portfolio’s Main Estimates by Expenditure Type Org Unit Name: 03 - Audit Expenditure Expenditure Expenditure Expenditure Estimated Planned Projected Expenditure Projected Recurrent Expenses Compensation of employees 01-Personal Emoluments 02-Wages 03-Allowances Use of Good and Services 05-Travel and Subsistence 06-Office and General Expenses 07-Supplies and Materials 09-Operating and Maintenance Services 15-Rental of Assets 17-Training Total Total Actual 2006 277 233 220 9 4 44 3 1 1 3 36 277 277 2007 2008 2009 2010 (in thousands) Page 11 50 4.2 Information on the Beneficiaries of Transfer of Payments Org Unit Name: 03 - Audit Activity Type: Programme Activity Name: Report on Financial Out-Turn 1.
Provide Administrative Support Expenditure Expenditure Expenditure Expenditure Actual 2006 Estimated Planned Projected 2007 2008 2009 2010 (in thousands) Expenditure Projected Recurrent Expenses Compensation of employees 01-Personal Emoluments 02-Wages 03-Allowances Use of Good and Services 05-Travel and Subsistence 06-Office and General Expenses 07-Supplies and Materials 09-Operating and Maintenance Services 15-Rental of Assets 17-Training Total Total Page 12 51 Org Unit Name: 03 - Audit Activity Type: Programme Activity Name: Report on Financial Out-Turn 2.
Perform Financial and Compliance Audit Expenditure Expenditure Expenditure Expenditure Estimated Planned Projected Expenditure Projected Recurrent Expenses Compensation of employees 01-Personal Emoluments 02-Wages 03-Allowances Use of Good and Services 05-Travel and Subsistence 06-Office and General Expenses 07-Supplies and Materials 09-Operating and Maintenance Services Total Total Actual 2006 152 149 140 7 2 3 1 1 2 152 152 2007 2008 2009 2010 (in thousands) Page 13 52 Org Unit Name: 03 - Audit Activity Type: Programme Activity Name: Report on Financial Out-Turn 3.
Perform Special Audits Expenditure Expenditure Expenditure Expenditure Estimated Planned Projected Expenditure Projected Recurrent Expenses Compensation of employees 01-Personal Emoluments Actual 2006 Total Total 2007 2008 2009 2010 (in thousands) 75 75 75 75 75 80 80 80 80 80 80 80 80 80 80 Page 14 53 4.5 Portfolio’s Summary by Sources of Funds Expenditure Expenditure Expenditure Expenditure Expenditure Actual Estimated Planned Projected Projected 2006 2007 2008 2009 2010 Source of Funds (in thousands) Revenue Total 277 277 324 324 327 327 350 350 357 357 Page 17 54 4.6 Status Report on Major Government Projects (MGP) There are no capital projects for the Nevis Audit Office.
4.7 Personal Emoluments – Details of Salaries Administration.

 Senior Audit Manager (1) Audit Assistant Secretary(1) Financial and Compliance Audits.

 Audit Manager(1) Senior Auditor(1) Audit Assistant(1) Special Audits.
Audit Manager(1) Auditor(1) Page 18 55 MINISTRY 04 LEGAL SERVICES 56 Section 1: Executive Summary and Management Representation Statement 1.1 Minister’s Message 1.2 Executive Summary Herein is the Report on Plans and Priorities for 2008 prepared by the Legal Department.

This is our guide for responding to the changes and demands that affect the services we provide - such as the increasing complexity, and interdependence of legal and policy issues and litigation.
These factors are attributable to the changes in the values and expectations of the Nevisian community as well as the demand for more government accountability and transparency and an increasing public concern over the right to information on government decisions.
The effect of globalisation has also brought about international businesses, new products and services and communications and the impact of such widespread transformation on Nevis’ economy, society, culture and environment has instigated various issues – most of which have legal implications.
These have resulted in the demand for our services and therefore, the legal department is committed to: Best Business Practices: - Improving the legislative process, implementing a system for tracking court cases and requests for Counsels’ opinions and introduce a system of electronic record for Companies Registry.
Personal Development: - Improving the opportunities for staff to acquire core knowledge and skills necessary to help them perform and manage their careers effectively.

 Achieving a better balance of demand and resources: - Partnering with ministries, departments, agencies and statutory bodies and assist them in prioritising their requests for our services.
The corporate values governing legal services' development will include the following: Integrity and Honesty: - Ensuring that our practices reflect the highest ethical and professional standards - Being truthful, accurate and straightforward in our advice - Being sincere in both communication and conduct - Acting in the best interest of the community we serve Quality Service: - Collectively desiring to exceed client's expectation by continually improving the value and effectiveness of our work - Producing work of consistent quality Accountability: - We take responsibility for our actions, our decisions and our performance This Report is a vital and live document and will be regularly reviewed and monitored by the legal department to ensure that we deliver our objectives.
Page 1 57 1.3 Management Representation Statement I submit, for tabling in Parliament, the annual Report on Plans and Priorities (RPP) for the legal services.

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

 - Is comprehensive and accurate.

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

 I am satisfied as to the quality assurance processes and procedures used for the RPP's production.
The structure on which this document is based has been approved by the Ministry of Finance and is the basis for accountability for the results achieved with the resources and authorities provided Patrice Nisbett ______________________ Legal Advisor Page 2 58 Section 2: Ministry Overview 2.1 Mission Statement Provide legal advice to the Nevis Island Administration on all legal matters and to protect the interests of the Government and people of Nevis.
Page 3 59 2.2 Portfolio Organization Org Unit Name 04 - Legal Services 0401 - Legal Department 0402 - Company Registry Department Acronym Phone No Address 469 5521 Ext.

2060 469 5521 Ext.

2170 469 5521 Ext.

2170 Main Street,St.

Paul's Parish Main Street,St.

Paul's Parish Main Street,St.


Paul's Parish Page 4 60 2.3 Portfolio Activity Summary Portfolio Provide Legal Advice and Protect the Interests of Nevisians Responsibility Centre 04 - Legal Services Officer in Charge Legal Advisor Goals/Global Objectives Provide legal advice on all legal matters to the Nevis Island Administration and protect the interests of the government and people of Nevis.
Objective(s) for 2008 1.Ensure that all companies operating on the island of Nevis file all the relevant documents to comply with the Companies Ordinance.

2.Increase the number of legislation passed and enforced.

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

at least 50% % of increase of number of legislation passed and enforced.
Financial Summary Programme Expenditure Actual Expenditure Estimated Expenditure Planned Expenditure Projected Expenditure Projected 2006 2007 2008 (in thousands) 2009 2010 1.

Provide General Administration Services 2.

Register and Examine Companies Operating in Nevis 3.
Prepare Legislation and Provide Advocacy Services Total 343 46 100 489 496 50 75 621 601 50 75 726 594 51 75 720 760 58 75 893 Page 5 61 2.4 Planning Overview 2.4.1 Overview 2.4.1.1 Portfolio’s Strategic Objectives vs Government Directions Provide legal advice on all legal matters to the Nevis Island Administration and protect the interests of the Government and people of Nevis.
The legal department will provide outstanding legal services in a responsive, efficient, prompt and professional manner to the Nevis Island Administration and public, upholding the rule of the law and defending the Constitution of St. Christopher and Nevis.

2.4.1.2 Portfolio’s Annual Objectives vs Strategic Objectives The Legal Services aims at providing legal advice on all legal matters to the Nevis Island Administration and protect the interests of the Government and people of Nevis.
To ensure the implementation of the strategic objective, Legal Services has advanced the following objectives for 2008: Legal Department: Ensure that the Nevis Island Administration is supported by competent and responsive legal services.

 Companies Registry: Ensure that all companies operating on Nevis comply with the Companies Ordinance and Regulations and relevant legislation.
2.4.1.3 Modifications to the Portfolio’s Strategic Directions during the year There are no major modifications to the overall strategy of the Legal Services during the year.
2.4.1.4 Main Activities contributing to the Portfolio’s Annual Objectives Employ a Legal Draftsman to prepare legislation including statutory instruments for and on behalf of the Administration Employ additional Legal Counsel Provide relevant training programs to staff Expand the existing legal library to accommodate legal research for Attorneys and the general public Install and implement a computerized filing system for the maintenance of company records and establish an electronic link with Financial Services Registry to ensure company names are not Page 6 62 reproduced Make necessary amendments to Companies Ordinance and Regulations Pool resources with the Financial Services (Regulation and Supervision) department in regulating corporate and fiduciary services Make necessary amendments to existing Financial Services Legislation 2.4.1.5 Main Challenges to Achieve Portfolio’s Annual Objectives The main challenges for the Legal Services for 2008 will be: - Shortage of staff and overdependence on the few key staff; - Inadequate promotional and career development opportunities for committed staff; - Budgetary funds are limited for training, resources for legal research, supplies and equipment; - Low salaries; - Lack of organisation and co-ordination - filing system needs to be upgraded; - Needs additional space for office and filing purposes; - Litigation; - Preference of new and established local lawyers for employment in private sector over Civil Service (as a direct result of non- competitive remuneration available in Civil Service); - Sector-wide staffing issues relating to recruitment, retention and development of local lawyers.
2.4.1.6 Portfolio’s Resources and the achievement of the Strategic Objectives over a Multi-Year Time Horizon The amount stated in the Financial Summary Chart is used primarily to facilitate the day to day operations of the Legal Services.

 The administration cost of Legal Services is less than one percent of the total Nevis Island Administration’s budget.
It is mainly divided into three categories: 1) Compensation of employees; 2) Use of goods and services; 3) Other Expenses.
However, the Legal Services has set the following goals for the next 2 years: 2008 Implement a feasible case management/tracking system to effectively manage and prioritise case/work load Collaborate with Ministry of Finance in particular, Inland Revenue and Customs Depart to increase Government revenue collection Page 7 63 Update existing law library Achieve 60% active companies compliance with Companies Legislation Companies Registry - increase in revenue as a result of revised filing fees and administrative costs 2009 Recruit at least 3 Legal Counsels and 1 Draftsperson with Counsels trained in specialised practice areas (eg.
Financial Services, Legislative Drafting, Commercial and International Law) Achieve 80% active companies compliance with Companies Legislation Establish a fully equipped law library providing legal reference in both print and electronic format for the use of the Legal Department, members of the legal profession and law students 2.4.1.7 Impact of Previous Year’s Achieved Results on the Current Year’s Planned Expenditure There is no impact of previous years achieved results on the current years planned expenditure.
2.4.2 Capital Projects Information 2.4.2.1 Major Government Projects (MGP) There are no major capital projects for the Legal Services.

2.4.2.2 Other Capital Projects Judged Important PURCHASE OF LAW BOOKS Total Project Cost and Source of Funds $75,000 XCD – Funded by Revenue Strategic Objective: To renew the subscription with publisher of law book in order to update the Law Library.

2.4.3 Transfer Payment Information There is no transfer payment beneficiary for the Legal Services.
Page 8 64 Section 3: Detailed Planning by Programme Portfolio Programme Provide Legal Advice and Protect the Interests of Nevisians 1.
Provide General Administration Services Responsibility Centre 04 - Legal Services 0401 - Legal Department Officer in Charge Senior Legal Counsel Goals/Global Objectives Provide legal advice to the Nevis Island Administration on all legal matters and to protect the interests of the Government and people of Nevis.

Objective(s) for 2008 1.Keep the administrative support function under 80 %.

2.Manage and deliver advice to deadlines agreed with clients.
Expected Results Performance Indicators 80% 80% 80% 50% 50% 50% Cost of administration as a percentage of total office's costs.

Repond to requests for advice for simple matters within 7 working days.

Respond to requests for advice for complex matters within 14 working days.

Contracts, leases, agreements and bonds prepared within 5 working days of receipt of requests.

Land matters processed within 5-8 days of receipt of instructions.
Increase in the number of disputes settled out of court and using alternatives to litigation.

Sub-Programme Financial Summary Expenditure Actual Expenditure Estimated Expenditure Planned Expenditure Projected Expenditure Projected 2006 2007 2008 (in thousands) 2009 2010 1.1 Provide General Administration 343 496 1.2 Purchase of Law Books Total 343 496 526 75 601 519 75 594 675 85 760 Page 9 65 Portfolio Programme Provide Legal Advice and Protect the Interests of Nevisians 2.
Register and Examine Companies Operating in Nevis Responsibility Centre 04 - Legal Services 0402 - Company Registry Department Officer in Charge Executive Officer Goals/Global Objectives To provide support services to the legal staff, information to the public and the preparation of legal documents.

Objective(s) for 2008 1.Ensure that all companies operating on the Island of Nevis file all the relevant documents to comply with the Companies Ordinance.
Expected Results Performance Indicators at least 50% Number of companies compliant vs total of compliance request.. Sub-Programme Financial Summary Expenditure Actual Expenditure Estimated Expenditure Planned Expenditure Projected Expenditure Projected 2006 2007 2008 (in thousands) 2009 2010 Total 46 50 50 51 58 Page 10 66 Portfolio Programme Provide Legal Advice and Protect the Interests of Nevisians 3.
Prepare Legislation and Provide Advocacy Services Responsibility Centre 04 - Legal Services 0401 - Legal Department Officer in Charge Senior Legal Counsel Goals/Global Objectives Protect the interests of the Government and people of Nevis..

Objective(s) for 2008 1.Reduce the delay to fullfil the request to modify the legislation.

Expected Results 0% Performance Indicators % of requests not completed at the end of the year.
Sub-Programme Financial Summary Expenditure Actual Expenditure Estimated Expenditure Planned Expenditure Projected Expenditure Projected 2006 2007 2008 (in thousands) 2009 2010 Total 100 75 75 75 75 Page 11 67 3.1 Important Initiatives Contributing to the Achievement of the Annual Objectives All initiatives contributing to the achievement of the annual objectives are presented in section 2.4.1.4.
3.2 Justification for the current year planned Expenditures There is no significant increase in the recurrent budget for Legal Services from 2007 to 2008.
Page 12 68 Section 4: Supplementary Information 4.1 Portfolio’s Main Estimates by Expenditure Type Org Unit Name: 04 - Legal Services Expenditure Expenditure Expenditure Expenditure Recurrent Expenses Compensation of employees 01-Personal Emoluments 02-Wages 03-Allowances Use of Good and Services 05-Travel and Subsistence 06-Office and General Expenses 07-Supplies and Materials 08-Communications Expenses 09-Operating and Maintenance Services 14-Purchase of Tools, Instruments, Furniture and Equipment 21-Professional and Consultancy Services Other Expenses 28-Sundry Expenses Capital Expenses Fixed Asset Other costs to be capitalised Total Total Total Actual 2006 489 339 250 49 40 150 13 19 3 2 7 7 100 1 1 489 Estimated Planned Projected Expenditure Projected 2007 2008 2009 2010 (in thousands) Page 13 69 4.2 Information on the Beneficiaries of Transfer of Payments Org Unit Name: 04 - Legal Services 0401 - Legal Department Activity Type: Programme Activity Name: Provide Legal Advice and Protect the Interests of Nevisians 1.
Provide General Administration Services Expenditure Expenditure Expenditure Expenditure Recurrent Expenses Compensation of employees 01-Personal Emoluments 02-Wages 03-Allowances Use of Good and Services 05-Travel and Subsistence 06-Office and General Expenses 07-Supplies and Materials 08-Communications Expenses 09-Operating and Maintenance Services 14-Purchase of Tools, Instruments, Furniture and Equipment Other Expenses 28-Sundry Expenses Actual 2006 343 304 219 49 36 38 13 15 1 1 5 4 1 1 Estimated Planned Projected Expenditure Projected 2007 2008 2009 2010 (in thousands) Capital Expenses Fixed Asset Other costs to be capitalised Total 343 496 526 519 675 75 75 75 75 75 75 75 75 85 85 85 85 343 496 601 594 760 Total Total Page 14 70 Org Unit Name: 04 - Legal Services 0402 - Company Registry Department Activity Type: Programme Activity Name: Provide Legal Advice and Protect the Interests of Nevisians 2.
Register and Examine Companies Operating in Nevis Expenditure Expenditure Expenditure Expenditure Estimated Planned Projected Expenditure Projected Recurrent Expenses Compensation of employees 01-Personal Emoluments 03-Allowances Use of Good and Services 06-Office and General Expenses 07-Supplies and Materials 08-Communications Expenses 09-Operating and Maintenance Services 14-Purchase of Tools, Instruments, Furniture and Equipment Total Total Actual 2006 46 35 31 4 12 4 2 1 2 3 46 46 2007 2008 2009 2010 (in thousands) Page 15 71 Org Unit Name: 04 - Legal Services 0401 - Legal Department Activity Type: Programme Activity Name: Provide Legal Advice and Protect the Interests of Nevisians 3.
Prepare Legislation and Provide Advocacy Services Expenditure Expenditure Expenditure Expenditure Actual 2006 Estimated Planned Projected 2007 2008 2009 2010 (in thousands) Expenditure Projected Recurrent Expenses Use of Good and Services 21-Professional and Consultancy Services Total Total 100 100 100 100 100 75 75 75 75 75 75 75 75 75 75 75 75 75 75 75 75 75 75 75 75 Page 16 72 4.3 Portfolio’s Capital Spending profile by project Types Investment Projects Expected End Date Estimated Total Cost Estimated Cumulative as at 2007 Planned Projected Projected Estimated for the following years Initial Revised Re-evaluation Amount % 2008 2009 2010 Purchase of Law Books Sub-total 200,000 200,000 75,000 75,000 75,000 75,000 85,000 85,000 -35,000 -35,000 Others Total Investment Projects 200,000 75,000 75,000 85,000 -35,000 Page 17 73 4.4 Portfolio’s Capital Spending profile by Sources of Funds Expenditure Expenditure Expenditure Expenditure Expenditure Actual Estimated Planned Projected Projected Source of Funds 2006 2007 2008 2009 2010 (in thousands) Project No 248 Purchase of Law Books Revenue Sub-total Total 75 75 75 75 75 75 85 85 85 Page 18 74 4.5 Portfolio’s Summary by Sources of Funds Source of Funds Revenue Total Expenditure Expenditure Expenditure Expenditure Expenditure Actual Estimated Planned Projected Projected 2006 2007 2008 2009 2010 489 489 (in thousands) 621 621 726 726 720 720 893 893 Page 19 75 4.6 Status Report on Major Government Projects (MGP) There are no capital projects for the Legal Services.
4.7 Personal Emoluments – Details of Salaries 0401 LEGAL DEPARTMENT (9) Executive Officer 1 Legal Advisor 1 Legal Counsel(s) 2 Legal Draftsman 1 Senior Legal Counsel 1 Legal Assistant 1 Junior Clerk 1 Office Attendant/Cleaner 1 0402 COMPANY REGISTRY DEPT.
(2) Executive Officer 1 Senior Clerk (s) 1 Page 20 76 MINISTRY 05 PREMIER’S MINISTRY 77 Section 1: Executive Summary and Management Representation Statement 1.1 Minister’s Message Dear citizens, The Premier’s Ministry is dedicated to an integrated approach, towards nation building by promoting and applying conventional and innovative systems geared towards the social, economic, political, moral and technological development of its people.
The Premier's Ministry for 2008 will maintain its thrust in providing prompt and efficient service in the areas of front desk operations, passports delivery and the timely issuance of work permits.

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

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

 Additionally the Department of Information will advance its technological scope to inform and educate the people of Nevis and beyond about the work of the Nevis Island Administration.
The provision of timely and accurate information on the various plans, policies and activities of the government will be enhanced with the investment in modern broadcasting equipment and the upgraded facilities at Bath Hotel.
The Nevis Disaster Management Department, as one of the pivotal departments in the Premier's Ministry will seek to raise the awareness of the general public and stakeholders concerning the increasing risk, financial and human cost of disasters and the cost effectiveness of mitigative measures.

A secondary and primary schools disaster programme will be initiated to create greater awareness and to educate this sector of the community.
Honorable Joseph Parry _______________ Premier 1.2 Executive Summary ADMINISTRATION The Administration during the past year, sought to alleviate the financial burden of its people, by lowering the fees for Work Permits for unskilled labour.

As a result a number of persons were able to access the required assistance necessary especially in the area of Home Care for the elderly and domestic assistance.
There was an increase in the number of Work Permits issued this was in response to the demand for skilled workers with respect to the current boom in the construction industry that we are presently experiencing.

 Page 1 78 As we continue to develop our country our people must not be left behind.
We are ensuring for the upcoming year that they will be given the opportunity to have training in some of the specialized areas that are not yet available locally.

This would be done through needs assessment as we look at employment needs in the various sectors of the economy.

This would be achieved through collaborative efforts with the Department of Labour and the Ministry of Education in an effort to target our youth and to sensitize them to what is available in the job market.
REGISTRAR The Eastern Caribbean Supreme Court continues to deal with cases justly and independently.

The Department continues to provide efficient service to the public.

Training is necessary for the book binder and other members of staff.

 LABOUR The department continues to make presentations on the weekly Programme “Towards A Better Workplace”.

Also, presentations on Labour Matters were made by the Department at several private and public.
The quarterly production of statistics is ongoing as it relates to Work Permits, Disputes and Employment Figures.

 We continue to monitor business places and practices.

Labour Relations dealt with the investigation of workplace related disputes such as Wages, Holiday Pay and Notice upon termination of employment.

Most of the visits this year concentrated on the two Major Road Projects and other construction sited throughout the island.
Quite a number of illegal workers were brought to the attention of the Immigration Department.
NEVIS DISASTER MANAGEMENT DEPARTMENT With the high probability of disastrous events, The “Nevis Disaster Management Department” (NDMD) must continue to implement its Comprehensive Disaster Management (CDM) Strategy, that is, to establish the direction and structure for all phases of Disaster Management for the present and future, and develop its resources along with the public and private sector, to maximize efforts to prevent, prepare for, mitigate, respond to, recover and restore from, the effects of the hazard.
Highlights of the 2007 activities included • The completion of the first ever custom designed facility , jointly funded by the United States Government through the U.S. Southern Military Command and the Nevis Island Administration; with an Emergency Operating Centre, Offices, Agency Room, Communications room, Library/Audio-Visuals room, Warehouse and a 30-car parking lot • Launching of the informative Radio Program "DISASTER & U" held on Mondays from 5-6 pm • Developing a Disaster Risk Benchmarking Tool for St. Kitts & Nevis • Coordinating the visit of Cuban Experts to Nevis focusing on Disaster Reduction proposals, and Exploratory & Fact finding field visits • Thoroughly testing the Airport Disaster Plan with a full scale exercise using a multi-agency approach which resulted in enhanced planning and response capabilities.
The Department will also seek to raise the awareness of the general public and stakeholders concerning the increasing risk and financial and human cost of disasters (man-made and natural) and the cost-effectiveness of mitigative measures.

Promotion of sound disaster management practices in all agencies is paramount and will be coupled with the provision of training to facilitate mitigative efforts and planning.
Page 2 79 In 2008, a new Nevis Disaster Plan for all Hazards will be drafted and implemented, along with the development of comprehensive Disaster Management Plans for the Districts and communities of Nevis.

This will be coupled with the Development and Implementation of a 5 year (2008 –2012) Comprehensive Disaster Management Strategy.
Also to be established will be Natural Hazard Impact Assessment guidelines for assessment of Development Projects, coupled with Vulnerability assessments and Hazard mapping.

 The Department will enhance its operational status with the procurement of appropriate equipment, hardware, software and related technological instruments.

A Schools Disaster program will be initiated to create greater awareness and education to this sector of the community.
Further, given our continuing impacts from flooding, a Disaster Mitigation Committee will be established to engage in Flood Mitigation and Control Planning using a multi-agency approach and conducting assessment and mitigation for other hazards.

 A “Premier’s Disaster Conference” will be held in 2008 utilizing a comprehensive framework to provide diverse yet focused knowledge and information to Agencies, NGO’s, Private Sector Organisations and the General Public in the 2 day conference.
This significant conference will bring together more than 150 participants from Nevis, St. Kitts and the wider Caribbean, where they would be exposed to presentations, training sessions and displays by Local, Regional and International Disaster Management experts and companies.

 THE DEPARTMENT OF INFORMATION The Department of Information continues with it efforts to inform and educate the people of Nevis about the work of your Nevis island Administration.
This is done through the provision of timely and accurate information on the various plans policies and activities of government.

 The primary vehicles used are - Channel 8 with the Nevis newscast and Nevis Television, - Government Information service with our regular emails to the various websites, radio stations, newspapers and other media entities locally, regionally and internationally.

 - Website www.gisnevis.com.


 Our stories have been used by the BBC as well as numerous regional publications for example St Maarten Herald, Caribbeannetnews.com, Caribbean360.com, Radio Jamaica and CBC in Barbados.

 In 2007 we did an upgrade our website www.gisnevis.com, hits for the website have neared 100 thousand hits per month.

The website provides the latest news and information about the NIA using audiovisual technologies.
In 2008 the department with upgraded facilities at Bath Hotel will provide better quality service as we continue to strengthen the performance of staff through training.

We have invested in modern broadcast equipment and we believe that we can maximise the output with quality and well trained staff.

1.3 Management Representation Statement I submit, for tabling in Parliament, the annual Report on Plans and Priorities (RPP) for the Premier’s Ministry.
To the best of my knowledge, the information: Page 3 80 - Accurately portrays the department's mandate, priorities, strategies and planned results of the organization.

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

 - Is comprehensive and accurate.


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

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

 The structure on which this document is based has been approved by the Ministry of Finance and is the basis for accountability for the results achieved with the resources and authorities provided.
Joseph Wiltshire ______________________ Permanent Secretary Page 4 81 Section 2: Ministry Overview 2.1 Mission Statement The Premier's Ministry is dedicated to take a leadership role in promoting a free and fair justice system, ensuring employment stability, safety of the population while preserving and enriching the social, moral and cultural fabric, as we invest in and build our nation.
ADMINISTRATION To take a leadership role in ensuring that the protection and security of the people, handling consular and diplomatic matters, providing communication linkages with local, regional and international agencies, and facilitating the activities of all departments so that they can offer an efficient service geared towards the social, economic and political development of the nation.
REGISTRAR To deal with cases expeditiously and to adjudicate civil and criminal cases to ensure free and fair justice system.

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

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

NEVIS DISASTER MANAGEMENT DEPARTMENT Effective planning and implementation of all operational aspects of Disaster.
DEPARTMENT OF INFORMATION To educate and inform the general public on the functions, development and activities of the Nevis Island Administration and entertain the society at large; and to contribute to the preservation and enrichment of the social, moral and cultural fabric of the Nevis community.
Page 5 82 2.2 Portfolio Organization Org Unit Name 05 - Premier's Ministry 0501 - Permanent Secretary's Office 0501 - Administration 050102 - Protocol and Front Desk 050103 - Passport and Work Permit 0502 - Registrar 0503 - Magistrate 0504 - Labour Department 0505 - Nevis Disaster Management Department 0506 - Department of Information 050601 - Administration 050602 - News and Current Affairs 050603 - Nevis Television Acronym Phone No 469 5521 469 5521 469 5521 469 5521 469 5521 469 5521 469 5521 Ext.
2130 469 5521 469 5521 469 5521 469 5521 Address Bellevue,St.

John's Parish Bellevue,St.

John's Parish Bellevue,St.

John's Parish Bellevue,St.

John's Parish Bellevue,St.

John's Parish Main Street,St.

Paul's Parish Main Street,St.

Paul's Parish Main Street,St.

Paul's Parish Prince Charles Street,St.

Paul's Parish Main Street,St.

Paul's Parish Bellevue,St.

John's Parish Bellevue,St.

John's Parish Bellevue,St.
John's Parish Page 6 83 2.3 Portfolio Activity Summary Portfolio Build Nation and Develop People Responsibility Centre 05 - Premier's Ministry 0501 - Permanent Secretary's Office Officer in Charge Permanent Secretary Goals/Global Objectives The Premier"s Ministry is dedicated to an integrated approach, towards nation building by promoting and applying conventional and innovative systems geared towards the social, economic, political, moral and technological development of its people.
Financial Summary Programme Expenditure Actual Expenditure Estimated Expenditure Planned Expenditure Projected Expenditure Projected 2006 2007 2008 (in thousands) 2009 2010 1.

Support and Facilitate the Activities of all Departments 2.

Register Civil, Criminal and Traffic Cases 3.

Adjudicate Civil and Criminal Cases 4.

Ensure Job Security and Employment Stability 5.

Implement Comprehensive Disaster Management Plan 6.
Inform and Enrich Nevisian Interests Total 3,552 4,776 5,293 6,359 5,120 Page 7 84 2.4 Planning Overview 2.4.1 Overview 2.4.1.1 Portfolio’s strategic Objectives vs Government Directions The Premier’s Ministry seeks to promote: - Freedom as essential to a civilized, just and prosperous society; - Equality of opportunity; - Solidarity within society, promoting each person's dignity and potential; - Human rights and the rule of law.
We believe that social justice and economic prosperity go together.

 We seek to be innovative and reforming in government, taking on the big challenges.

 We have a clear view of the role of government.
The main trust of the Premier’s Ministry strategy will be to take a leadership role in promoting a free and fair justice system, ensuring employment stability, safety of the population while preserving and enriching the social, moral and cultural fabric, as we invest in and build our nation.
2.4.1.2 Portfolio’s Annual Objectives vs Strategic Objectives The strategic objective of the Premier’s Ministry is to take a leadership role in promoting a free and fair justice system, ensuring employment stability, safety of the population while preserving and enriching the social, moral and cultural fabric, as we invest in and build our nation.
To ensure the implementation of the strategic objective, the Premier’s Ministry has advanced the following objectives for 2008: 1) Improve the processing time for passport applications and work permits; 2) Increase the efficiency of the court system; 3) Maintain the number of cases being processed; 4) Improve the working relationship between employers and employees; 5) To foster effective and efficient disaster management plans; 6) Inform Nevisians to preserve and enrich the community.
2.4.1.3 Modifications to the Portfolio’s Strategic Directions during the year There is no modification in the strategic direction of Premier’s Ministry.

2.4.1.4 Main Activities contributing to the Portfolio’s Annual Objectives Improve the processing time for passports by investing in equipment in the administration office.

 Improve the processing time for work permits by analyzing the current work permit application process and identifying areas for improvement.
Page 8 85 Increase the efficiency of the court system by hiring a full time junior bailiff.

 Maintain the number of cases being processed by: a) Ensuring and maintaining the efficiency of the day to day operations at the Registrar’s office; b) Continuing the computerization of documents file; c) Providing proper storage of files and other legal documents; d) Increase office space.
Improve the working relationship between employers and employees by: a) Running workshops for employers and workshops for employees; b) Visiting job sites to sensitise both employers and employees about work ethics and labour laws; c) Presenting television programmes geared towards creating a better work place; d) Distributing leaflets about labour laws; e) Conciliation; f) Holding preparatory sessions for prospective employees; g) Collecting and Compiling statistical data on various aspects of labour relations; h) Assist in the recruitment and placement of workers; i) Assess work permits application.
To foster effective and efficient Disaster Management by: a) Having comprehensive disaster plans updated and ready to be activated by May 1st 2008; b) Targeting public awareness and educational programs; c) Initiating a schools educational disaster program; d) Providing specific training in a wide variety of critical areas; e) Establishing a disaster mitigation committee to engage in Flood Mitigation and Control Planning using a multi-agency approach; f) Staging of a “Premier’s Disaster Conference” utilizing a comprehensive framework to provide diverse yet focused knowledge and information.
Inform Nevisians to preserve and enrich the community by: a) Regularly updating web site; b) Efficient email service; c) Daily news production; d) Regular feature production; e) Archiving of government related activities.

2.4.1.5 Main Challenges to Achieve Portfolio’s Annual Objectives ADMINISTRATION Lack of equipment for passport processing; Shortage of human resources.
REGISTRAR Insufficient space for staff and documentation; No office for the Registrar and Court Administrator; Deterioration of legal documents; Lack of training for preservation and binding of records; Non availability of up-to-date law books; Page 9 86 Judicial and legal complex urgently needed; No permanent Registrar.
MAGISTRATE Shortage of supportive magistrate in Nevis; LABOUR Lacking suitable transportation for the job; Shortage of human resources; Office lacks sufficient accommodation for customers and staff; Training.
NEVIS DISASTER MANAGEMENT DEPARTMENT Shortage of Staff and vehicles; Support by critical agencies on a year round basis; The impression that disaster management is only about Hurricanes INFORMATION Shortage of staff; Training of staff; Lack of equipment; Information not being received in a timely manner.
2.4.1.6 Portfolio’s Resources and the achievement of the Strategic Objectives over a Multi-Year Time Horizon The Premier’s Ministry endeavours to promote freedom as essential to a civilized, just and prosperous society, equality of opportunity, solidarity within society, each person's dignity and potential, and human rights and the rule of law over the strategic period.

 Achieving this will require increases in investment in infrastructure, equipment and human resources over the strategic period.
In 2007, the Premier’s Ministry budget comprised 3.4% of the total Government expenditures.

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

An allocation of 4.99 of the administrations budget of 2007 is being sought to support the achievement of the strategic objectives over this period.

 Portfolio’s resource The number of full time position is 53.
As we move to reposition the Premier’s Ministry to a higher plateau, a minimum of 5 technical and administrative staff are needed to fill various positions.

 ADMINISTRATION (16) 1 Permanent Secretary; Page 10 87 ADMINISTRATION-REGISTRAR (11) 1 Registrar; 1 Office Assistant.
ADMINISTRATION-MAGISTRATE COURT (5) 1 Junior Bailiff; ADMINISTRATION-LABOUR DEPARTMENT (5) 1 Senior Labour Officer; NEVIS DISASTER MANAGEMENT DEPARTMENT (7) No additional position required.

All technical staff positions essential.

 ADMINISTRATION-PRESS AND PUBLIC RELATIONS (9) No additional position required.
2.4.1.7 Impact of Previous Year’s Achieved Results on the Current Year’s Planned Expenditures There are no significant variations in the current year budget.

2.4.2 Capital Projects Information 2.4.2.1 Major Government Projects (MGP) UPGRADE BATH HOTEL PREMISES Total Project Cost and Source of Funds $75,000 XCD – Funded by Revenue Strategic Objective: Provide office space for Premier's Ministry.
REFURBISHING OF THE CHARLESTOWN COURT HOUSE Total Project Cost and Source of Funds $500,000 XCD – Funded by Revenue Strategic Objective: Provide space for document storage and juror’s room.

 EMERGENCY RESPONSE FUND Total Project Cost and Source of Funds $150,000 XCD – Funded by Revenue Strategic Objective: Emergency Response Fund.
UPGRADE OF DISASTER MANAGEMENT Total Project Cost and Source of Funds $200,000 XCD – – Funded by Revenue (50%) and Development Aid (50%) Strategic Objectives: Page 11 88 Premier’s Disaster Conference Hazard Analysis and Vulnerability Assessment Project Simulation Exercises conducted.
25TH ANNIVERSARY OF INDEPENDENCE Total Project Cost and Source of Funds $250,000-Funded by Revenue Strategic Objectives: To celebrate the 25th Anniversary of Independence 2.4.2.2 Other Capital Projects Judged Important CONSTRUCTION OF JUDGE'S RESIDENCE Total Project Cost and Source of Funds $1,000,000 XCD – Funded by Revenue Strategic Objective: Provide housing accommodation for resident Judge.
CONSTRUCTION OF NDMO & EOC (COMPLETION OF) Total Project Cost and Source of Funds $100,000 XCD – Funded by Revenue Strategic Objective: Construction of NDMO & EOC (completion of) FURNITURE AND EQUIPMENT FOR NDMO AND EOC Total Project Cost and Source of Funds $50,000 XCD – Funded by Revenue Strategic Objective: Furniture and Equipment for NDMO and EOC.
DEVELOPMENT OF MEDIA SERVICES Total Project Cost and Source of Funds $100,000 XCD – Funded by Revenue Strategic Objective: To enhance production capabilities.
2.4.3 Transfer Payment Information The Premier’s Ministry would be assisting the following: 1) Support Non-Profit Organization: $14,000 Page 12 89 Section 3:Detailed Planning by Programme Portfolio Programme Build Nation and Develop People 1.
Support and Facilitate the Activities of all Departments Responsibility Centre 05 - Premier's Ministry 0501 - Permanent Secretary's Office 0501 - Administration Officer in Charge Assistant Secretary Goals/Global Objectives To receive and process work permit application and deal with immigration matters.

Objective(s) for 2008 1.Keep Administration cost under 30% of total Ministry’s cost.

Expected Results Performance Indicators Less then 30% % of sub-program 1.1 cost out of total ministry cost.
Sub-Programme Financial Summary Expenditure Actual Expenditure Estimated Expenditure Planned Expenditure Projected Expenditure Projected 2006 2007 2008 (in thousands) 2009 2010 1.1 Provide Administrative Support 1,561 1,620 1.2 Support Non-Profit Organisation 1.3 Invest in Island Administration 14 30 14 50 Total 1,605 1,684 1,840 14 325 2,179 2,079 14 95 2,230 15 2,188 2,245 Page 13 90 Portfolio Programme Build Nation and Develop People 2.
Register Civil, Criminal and Traffic Cases Responsibility Centre 05 - Premier's Ministry 0501 - Permanent Secretary's Office 0503 - Magistrate Officer in Charge Executive Officer Goals/Global Objectives To promote a peaceful and crime-free Nevisian Society by timely and unbiased dispensation of justice for all.

Objective(s) for 2008 1.Increase the efficiency of the court system.

2.Increase the percentage of cases processed within 6 months.

Expected Results 5% 250.


Performance Indicators Percentage of increase in the number of cases processed.

Percentage of cases processed within 6 months.

Sub-Programme Financial Summary Expenditure Actual Expenditure Estimated Expenditure Planned Expenditure Projected Expenditure Projected 2006 2007 2008 (in thousands) 2009 2010 Total 163 213 176 185 185 Page 14 91 Portfolio Programme Build Nation and Develop People 3.
Adjudicate Civil and Criminal Cases Responsibility Centre 05 - Premier's Ministry 0501 - Permanent Secretary's Office 0502 - Registrar Officer in Charge Coordinator Goals/Global Objectives To deal with cases expeditiously and to adjudicate Civil and Criminal cases to ensure free and fair justice system.

Objective(s) for 2008 1.Maintain the number of cases being processed.

Expected Results 0% Performance Indicators % of variation of the number of cases being processed.
Sub-Programme Financial Summary Expenditure Actual Expenditure Estimated Expenditure Planned Expenditure Projected Expenditure Projected 2006 2007 2008 (in thousands) 2009 2010 3.1 Administer the Adjudication of Civil and Criminal Cases 3.2 Invest in Judiciary 359 614 400 641 500 Total 359 1,014 1,141 634 1,500 2,134 730 200 930 Page 15 92 Portfolio Programme Build Nation and Develop People 4.
Ensure Job Security and Employment Stability Responsibility Centre 05 - Premier's Ministry 0501 - Permanent Secretary's Office 0504 - Labour Department Officer in Charge Director Goals/Global Objectives To monitor and regulate relationships between employers and employees in an effort tp promote industrial peace and harmony at the work place, thus ensuring job security and employment stability.

Objective(s) for 2008 1.Improve the working relationship between employers and employees.
2.Increase the % of recruitment and placement of workers.

Expected Results 8% 8% Performance Indicators % of increase of number of dispute settled.

% of increase of number of persons employed.

Sub-Programme Financial Summary Expenditure Actual Expenditure Estimated Expenditure Planned Expenditure Projected Expenditure Projected 2006 2007 2008 (in thousands) 2009 2010 Total 205 251 323 325 327 Page 16 93 Portfolio Programme Responsibility Centre Build Nation and Develop People 5.
Implement Comprehensive Disaster Management Plan 05 - Premier's Ministry 0501 - Permanent Secretary's Office 0505 - Nevis Disaster Management Department Officer in Charge Director Goals/Global Objectives Effective planning and implementation of all operational aspects of Disaster.

Objective(s) for 2008 1.Raise the awareness of the general public and stakeholders concerning the increasing risk and financial and human cost of disasters and the cost- effectiveness of mitigative measures.
Expected Results Increase by 2% Performance Indicators Conduct seminars and conferences.

Sub-Programme Financial Summary Expenditure Actual Expenditure Estimated Expenditure Planned Expenditure Projected Expenditure Projected 2006 2007 2008 (in thousands) 2009 2010 5.1 Monitor and Act on Disaster Management Plans 5.2 Invest in Disaster Management Total 308 100 408 381 550 931 422 350 772 433 400 833 433 300 733 Page 17 94 Portfolio Programme Build Nation and Develop People 6.
Inform and Enrich Nevisian Interests Responsibility Centre 05 - Premier's Ministry 0501 - Permanent Secretary's Office 0506 - Department of Information Officer in Charge Director Goals/Global Objectives To enhance the social, cultural and moral fabric of the Nevis community through education and the provision of timely and accurate information..

Objective(s) for 2008 1.Inform Nevisians to preserve and enrich the community.
Expected Results 1200 hrs television broadcast 50-100 Performance Indicators Number of hours of TV information sessions.

Number of hits on the web site.
Sub-Programme Financial Summary Expenditure Actual Expenditure Estimated Expenditure Planned Expenditure Projected Expenditure Projected 2006 2007 2008 (in thousands) 2009 2010 6.1 Administer the preservation and enrichment of the Nevis Community 812 812 683 683 702 702 693 693 700 700 Total Page 18 95 3.1 Important Initiatives Contributing to the Achievement of the Annual Objectives All activities contributing to the achievement of the annual objectives are stated in section 2.4.1.4.
3.2 Justification for the current year planned Expenditures There is no significant variation in the current year budget compared to last year.
Page 19 96 Section 4:Supplementary Information 4.1 Portfolio’s Main Estimates by Expenditure Type Org Unit Name: 05 - Premier's Ministry Expenditure Expenditure Expenditure Expenditure Actual 2006 Estimated Planned Projected 2007 2008 2009 2010 (in thousands) Expenditure Projected Recurrent Expenses Compensation of employees 01-Personal Emoluments 02-Wages 03-Allowances Other Expenses 22-Insurance 28-Sundry Expenses 31-Utilities Use of Good and Services 05-Travel and Subsistence 06-Office and General Expenses 07-Supplies and Materials 08-Communications Expenses 09-Operating and Maintenance Services 14-Purchase of Tools, Instruments, Furniture and Equipment 15-Rental of Assets 16-Hosting and Entertainment 17-Training 21-Professional and Consultancy Services 27-Production and Marketing Expenses Memorandum Items Supplies and Materials Total 3,408 3,762 4,104 4,350 4,605 Capital Expenses Fixed Asset Acquisition/Construction of Physical Assets Other costs to be capitalised 1,343 1,343 1,343 1,478 1,478 1,478 Total 1,343 1,478 Transfer Expenses Grants 10-Grants and Contributions - Grants Total Total Page 20 97 4.2 Information on the Beneficiaries of Transfer of Payments Org Unit Name: 05 - Premier's Ministry 0501 - Permanent Secretary's Office 0501 - Administration Activity Type: Programme Activity Name: Build Nation and Develop People 1.
Support and Facilitate the Activities of all Departments Expenditure Expenditure Expenditure Expenditure Estimated Planned Projected Expenditure Projected Recurrent Expenses Compensation of employees 01-Personal Emoluments 02-Wages Use of Good and Services 05-Travel and Subsistence 06-Office and General Expenses 07-Supplies and Materials 08-Communications Expenses 09-Operating and Maintenance Services 14-Purchase of Tools, Instruments, Furniture and Equipment 15-Rental of Assets 16-Hosting and Entertainment 17-Training 21-Professional and Consultancy Services Other Expenses 28-Sundry Expenses Actual 2006 1,561 990 740 250 571 25 22 4 500 11 4 1 4 1 1 2007 2008 2009 2010 (in thousands) Total 1,561 1,620 1,840 2,079 2,230 Capital Expenses Fixed Asset Acquisition/Construction of Physical Assets Other costs to be capitalised Transfer Expenses Grants 10-Grants and Contributions - Grants Total Total Total Page 21 98 Org Unit Name: 05 - Premier's Ministry 0501 - Permanent Secretary's Office 0503 - Magistrate Activity Type: Programme Activity Name: Build Nation and Develop People 2.
Register Civil, Criminal and Traffic Cases Expenditure Expenditure Expenditure Expenditure Estimated Planned Projected Expenditure Projected Recurrent Expenses Compensation of employees 01-Personal Emoluments 02-Wages Use of Good and Services 05-Travel and Subsistence 06-Office and General Expenses 07-Supplies and Materials 09-Operating and Maintenance Services 14-Purchase of Tools, Instruments, Furniture and Equipment Other Expenses 28-Sundry Expenses Total Total Actual 2006 163 153 148 5 10 3 1 3 3 163 163 2007 2008 2009 2010 (in thousands) Page 22 99 Org Unit Name: 05 - Premier's Ministry 0501 - Permanent Secretary's Office 0502 - Registrar Activity Type: Programme Activity Name: Build Nation and Develop People 3.
Adjudicate Civil and Criminal Cases Expenditure Expenditure Expenditure Expenditure Recurrent Expenses Compensation of employees 01-Personal Emoluments 02-Wages 03-Allowances Use of Good and Services 05-Travel and Subsistence 06-Office and General Expenses 07-Supplies and Materials 09-Operating and Maintenance Services 14-Purchase of Tools, Instruments, Furniture and Equipment 16-Hosting and Entertainment Actual 2006 359 314 296 14 4 46 6 12 10 4 10 4 Estimated Planned Projected Expenditure Projected 2007 2008 2009 2010 (in thousands) Total 359 614 641 634 Acquisition/Construction of Physical Assets Total Total 400 400 400 400 500 500 500 500 359 1,014 1,141 1,500 1,500 1,500 1,500 2,134 Other Expenses 31-Utilities Capital Expenses Fixed Asset 730 634 600 28 6 79 18 15 12 10 15 9 18 18 730 200 200 200 200 930 Page 23 100 Org Unit Name: 05 - Premier's Ministry 0501 - Permanent Secretary's Office 0504 - Labour Department Activity Type: Programme Activity Name: Build Nation and Develop People 4.
Ensure Job Security and Employment Stability Expenditure Expenditure Expenditure Expenditure Estimated Planned Projected Expenditure Projected Recurrent Expenses Compensation of employees 01-Personal Emoluments 02-Wages 03-Allowances Use of Good and Services 05-Travel and Subsistence 06-Office and General Expenses 09-Operating and Maintenance Services 14-Purchase of Tools, Instruments, Furniture and Equipment 17-Training 27-Production and Marketing Expenses Other Expenses 28-Sundry Expenses Total Total Actual 2006 205 180 132 47 1 24 12 2 3 4 3 1 1 1 205 205 2007 2008 2009 2010 (in thousands) Page 24 101 Org Unit Name: 05 - Premier's Ministry 0501 - Permanent Secretary's Office 0505 - Nevis Disaster Management Department Activity Type: Programme Activity Name: Build Nation and Develop People 5.
Implement Comprehensive Disaster Management Plan Expenditure Expenditure Expenditure Expenditure Estimated Planned Projected Expenditure Projected 2007 2008 2009 2010 (in thousands) Recurrent Expenses Compensation of employees 01-Personal Emoluments 02-Wages 03-Allowances Use of Good and Services 05-Travel and Subsistence 06-Office and General Expenses 07-Supplies and Materials 08-Communications Expenses 09-Operating and Maintenance Services 14-Purchase of Tools, Instruments, Furniture and Equipment 15-Rental of Assets 17-Training 21-Professional and Consultancy Services 27-Production and Marketing Expenses Other Expenses 28-Sundry Expenses Actual Total 308 381 422 433 Capital Expenses Fixed Asset Acquisition/Construction of Physical Assets Total Total Page 25 102 Org Unit Name: 05 - Premier's Ministry 0501 - Permanent Secretary's Office 0506 - Department of Information Activity Type: Programme Activity Name: Build Nation and Develop People 6.
Inform and Enrich Nevisian Interests Expenditure Expenditure Expenditure Expenditure Estimated Planned Projected Expenditure Projected Recurrent Expenses Compensation of employees 01-Personal Emoluments 02-Wages 03-Allowances Other Expenses 22-Insurance 28-Sundry Expenses Use of Good and Services 06-Office and General Expenses 08-Communications Expenses 09-Operating and Maintenance Services 14-Purchase of Tools, Instruments, Furniture and Equipment 15-Rental of Assets 17-Training 27-Production and Marketing Expenses Memorandum Items Supplies and Materials Total Total Actual 2006 812 576 268 293 15 11 10 1 196 18 2 10 5 96 5 60 30 30 812 812 2007 2008 2009 2010 (in thousands) Page 26 103 4.3 Portfolio’s Capital Spending profile by project Types Investment Projects Expected End Date Estimated Total Cost Estimated Cumulative as at 2007 Planned Projected Projected Estimated for the following years Initial Revised Re-evaluation Amount % 2008 2009 2010 Development of Media Services Sub-total Construction of NDMOand EOC Disaster Management Projects Furniture and Equipment for NDMO & EOC Emergency Response Fund 25th Anniversary of Independence Sub-total Upgrading-Bath Hotel Premises Upgrading, Refurbishing and Fencing of the Charlestown Court House 3.2.2 Construction of Judge's Residence Sub-total 250,000 250,000 1,878,000 300,000 150,000 1,000,000 3,328,000 100,000 500,000 1,000,000 1,600,000 Development Others Rehabilitation 250,000 250,000 1,878,000 -300,000 150,000 550,000 -250,000 200,000 250,000 150,000 150,000 150,000 150,000 250,000 600,000 400,000 300,000 2,028,000 75,000 95,000 34,354 6.9 500,000 500,000 100,000 -70,000 -634,354 34,354 2.1 575,000 1,595,000 200,000 -804,354 1,000,000 100,000 -100,000 Total Investment Projects 5,178,000 34,354 .7 1,175,000 1,995,000 500,000 1,473,646
 Page 27 104 4.4 Portfolio’s Capital Spending profile by Sources of Funds Expenditure Expenditure Expenditure Expenditure Expenditure Actual Estimated Planned Projected Projected Source of Funds 2006 2007 2008 2009 2010 Project No (in thousands) 75 75 95 95 64 Upgrading-Bath Hotel Premises Revenue Sub-total 65 Construction of NDMOand EOC Development Aid Revenue Sub-total 66 Emergency Response Fund Revenue Sub-total 68 Disaster Management Projects Development Aid Revenue Sub-total 30 30 1,000 213 1,213 50 50 278 200 478 200 200 100 100 200 70 Upgrading, Refurbishing and Fencing of the Charlestown Court House Revenue Sub-total 71 Furniture and Equipment for NDMO & EOC Revenue Sub-total 100 100 74 3.2.2 Construction of Judge's Residence Revenue Sub-total 181 25th Anniversary of Independence 300 300 150 150 100 100 Revenue Sub-total Total Page 28 105 4.5 Portfolio’s Summary by Sources of Funds Source of Funds Development Aid Revenue Total Expenditure Expenditure Expenditure Expenditure Expenditure Actual Estimated Planned Projected Projected 2006 2007 2008 2009 2010 1,000 3,765 4,765 (in thousands) 378 4,876 5,254 100 5,193 5,293 100 6,259 6,359 5,120 5,120 Page 29 106 4.6 Status Report on Major Government Projects (MGP) REFURBISHING OF THE CHARLESTOWN COURT HOUSE Total Project Cost and Source of Funds $500,000 XCD – Funded by Revenue Strategic Objective: Provide space for document storage, jury room, and court administrator.
Lead Department or Agency: Premier’s Ministry Contracting Authority: Registrar Participating Departments and Agencies: Public Works Department Project Management Unit: Registrar Prime Contractor: Private contractor to be determined.
Phases Reached - Bidding process (On-going) - Produce plan (2008) - Start execution of the project (2008) EMERGENCY RESPONSE FUND Total Project Cost and Source of Funds $200,000 XCD – Funded by Revenue Strategic Objective: Emergency Response Fund.
Lead Department or Agency: Premier’s Ministry Contracting Authority: Nevis Disaster Management Department Participating Departments and Agencies: Response Agencies (Public Works, Water etc.
) Project Management Unit: Nevis Disaster Management Department Prime Contractor: As required and selected Phases Reached: Some activities implemented in 2007 CONSTRUCTION OF NDMO & EOC Total Project Cost and Source of Funds $100,000 XCD – Funded by Revenue Strategic Objective: Construction of NDMO & EOC Lead Department or Agency: Premier’s Ministry Contracting Authority: Nevis Disaster Management Department Participating Departments and Agencies: Response Agencies (Public Works, Water etc.
) Project Management Unit: Nevis Disaster Management Department Prime Contractor: As required and selected Phases Reached: All Interior works and most Exterior works completed in 2007 Page 30 107 FURNITURE AND EQUIPMENT FOR NDMO AND EOC Total Project Cost and Source of Funds $50,000 XCD – Funded by Revenue Strategic Objective: Furniture and Equipment for NDMO and EOC Lead Department or Agency: Premier’s Ministry Contracting Authority: Nevis Disaster Management Department Participating Departments and Agencies: None Project Management Unit: Nevis Disaster Management Department Prime Contractor: As required and selected Phases Reached: 70% of Equipment purchased in 2007 UPGRADE BATH HOTEL PREMISES Total Project Cost and Source of Funds $100,000 XCD – Funded by Revenue Strategic Objective: Provide office space for Premier's Ministry.
4.7 Personal Emoluments – Details of Salaries ADMINISTRATION (16) Administrative Assistant 1 Advisor 2 Assistant Secretary 2 Cabinet Secretary 1 Junior Clerk(s) 2 Junior Minister 1 Office Assistant 1 Office Attendant 1 Permanent Secretary 1 Personal Assistant 1 Premier 1 Receptionist 1 Senior Clerk (s) 2 ADMINISTRATION-REGISTRAR (11) Administrative Assistant 1 Clerk/Binder 1 Court Administrator 1 Court Reporter 1 Junior Bailiff 1 Junior Clerk(s) 2 Office Assistant 1 Resident Judge 1 Senior Bailiff 1 Page 31 108 Senior Clerk (s) 1 ADMINISTRATION-MAGISTRATE COURT (5) Junior Bailiff 1 Junior Clerk(s) 1 Senior Bailiff 1 Senior Clerk (s) 2 ADMINISTRATION-LABOUR DEPARTMENT (5) Chief Labour Officer 1 Junior Labour Officer (s) 1 Office Assistant 1 Senior Clerk (s) 1 Senior Labour Officer 1 NEVIS DISASTER MANAGEMENT DEPARTMENT (7) Clerical Assistant 1 Communications Officer 1 Community Liason Officer (NDMO) 1 Director of NDMO 1 Project Officer 1 Secretary/Clerk 1 Senior Clerk (s) 1 ADMINISTRATION-PRESS AND PUBLIC RELATIONS (9) Assistant Writer 1 Associate Producer 1 Director Press & Information 1 Jr Technical Officer 3 Junior Clerk(s) 1 Senior Technical Officer II 1 Technician 1 Page 32 109 MINISTRY 06 MINISTRY OF FINANCE, STATISTICS & ECONOMIC PLANNING 110 Section 1: Executive Summary and Management Representation Statement 1.1 Minister’s Message Dear Citizens, It is with a sense of pride that I present this budget.
The Ministry of Finance with the assistance of the Eastern Caribbean Economic Management Programme (ECEMP) has improved the existing budgeting system by introducing the System for Integrated Government Budgeting (SIGBUD); which is more user friendly and focuses more on the outputs of Departments to improve efficiency.
This is part of the process of improving transparency so that the people of Nevis will be given detailed information about the objectives, programmes, activities and achievements of the government.

It has also forced the Permanent Secretaries and Head of Departments to develop strategic plans for their Ministries and Departments so that we are able to look ahead and make corrective actions where necessary.
I believe that this process will enhance the decision making process of the government and redound to the benefit of the public through the provision of improved services.

 The Ministry of Finance is the pivotal ministry in government with regard to its responsibility for economic stability, fiscal prudence and financial management.

This includes the administration and collection of taxes, budgeting, financial programming, and economic planning.
All these functions are extremely important to the stability of the country and therefore must be given serious attention.

It is expected that the implementation of the new programming budgeting system with its emphasis on planning and measuring outputs will motivate all of the Departments in the Ministry of Finance to become more proactive and aggressive in the discharge of their functions and duties.

 During 2008 and beyond, we will have some major challenges.
The debt level is extremely high and the salary and wage bill is absorbing a large percentage of government’s resources.

We are also under pressure from the general public to improve education, health and other social services as a means of alleviating poverty and providing opportunities for social and economic mobility.

These are serious challenges that we must face head on with the limited resources available.
The government intends to heavily promote and nurture the development of the private sector to become the engine of growth in the economy and thus reduce the burden on government to provide employment.

However, this will take some time and in the interim we will all have to make sacrifices to ensure that the government functions efficiently and in the best interest of the people.

 I therefore call on the general public to support the government’s effort by paying their taxes on time.
I also ask for patience as we try our utmost to balance the budget and reduce the debt overhang.

We will not be able to meet all the needs of the populace in the short term but with hard work and determination the situation will get better overtime.

 I want to take this opportunity to express sincere thanks to the Ministry of Finance for the hard work in preparing this very detailed and comprehensive budget.
I feel confident that your efforts will not be in vain and that over the next three years we will witness a significant improvement in fiscal and debt management.
Page 1 111 I also want to take this opportunity to thank the general public for their support of government’s programmes and initiatives, and give the assurance that this government will continue to work tirelessly in the interest of all Nevisians.
Honourable Joseph Parry Premier and Minister of Finance 1.2 Executive Summary The Ministry of Finance intends to focus on improving efficiency and effectiveness while increasing revenue collections, enhancing the investment and business climate, providing reliable statistical information, upgrading the regulatory infrastructure, improving management of the PSIP, and improving the utilization of technology.
These areas are extremely important to our goal of achieving economic stability and engendering sustainable economic growth rates.

Consequently, the plans and priorities of the Ministry are as follows: - To enact and enforce a new Tax Administration legislation to ensure greater compliance.

The Ordinance will give the tax officers at the Inland Revenue Department more powers to apply penalties with the aim of reducing the level of arrears.
- A new Property Tax Ordinance will be passed to change to the market value method of assessment.

With the cadastral survey that has been undertaken and the increase in the tax roll, revenue is expected to increase significantly.

The Value Added Tax (VAT) is also being studied with the objective of replacing the consumption tax and others.
- A new programme budgeting system is being implemented to better measure results, improve decision making and generally make the process more rational.

 - An Investment Promotion Authority will be established to facilitate investors and businesses, promote investment and provide policy advice to Cabinet.

The IPA will function as a one stop agency that will coordinate with other government departments, reduce bureaucratic red tape, and approve certain licenses and tax concessions.
- The Economic Planning Department will be strengthened to undertake periodic surveys, collect and collate tourism statistics, and monitor capital projects.

 - A government website will be developed by the IT Department to provide information to internal and external users.

 - The Customs Department will complete the implementation of the TRIPS programme, to improve the efficiency of their operations and also to enable brokers to have online access.
- Preliminary work will begin on the establishment of the Regulatory Department as a statutory body to give greater independence and to improve overall efficiency.

 - A Fiscal Policy Unit will be established in the Ministry of Finance to make projections on the economy, monitor fiscal performance and advise Cabinet on fiscal policy issues.

 These are the major programmes and priorities of the Ministry of Finance on which the resources will be spent.
We are hopeful that all of these objectives will be achieved in the near future and Page 2 112 that the economic performance of Nevis will be improved considerably over the medium to long term.

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

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

 - Is comprehensive and accurate.

 - Is based on sound underlying departmental information and management systems.
I am satisfied as to the quality assurance processes and procedures used for the RPP's production.

 The structure on which this document is based has been approved by the Ministry of Finance and is the basis for accountability for the results achieved with the resources and authorities provided.
Laurie Lawrence ______________________ Permanent Secretary Page 3 113 Section 2: Ministry Overview 2.1 Mission Statement To take the leadership role in promoting and maintaining financial and economic stability through the more effective management of debt and fiscal accounts, prudent management of limited resources, and the development and implementation of sustainable programmes aimed at improving the quality of life for all Nevisians.
Page 4 114 2.2 Portfolio Organization Org Unit Name 06 - Ministry of Finance, Statistics & Economic Planning 06 - Permanent Secretary’s Office 0601 - Administration Information Technology Division Central Purchasing Unit Internal Audit Budget Division Fiscal Policy Unit 0602 - Treasury Department Accounting Operations Administration and Investment Operations 0603 - Customs Department Longroom Operation Approved Undertaking Airport Operations Seaport Operations Enforcement Division Revenue Division Administration 0604 - Inland Revenue Department Collection and Revenue Control Acronym Phone No Address 869 4695521 Ext.
2007 869 4695521 Ext.

2017 869 4695521 Ext.

2019 469 5521 Ext.

2189 869 4695521 Ext.

2067 869 4695521 Ext.

2042 869 4695521 Ext.

2018 869 4695521 Ext.

2039 869 4695521 Ext.

2099 869 4695521 Ext.

2158 Main Street,St.

Paul's Parish Main Street,St.

Paul's Parish Main Street,St.

Paul's Parish Happy Hill Drive,St.

Paul's Parish Main Street,St.

Paul's Parish Main Street,St.

Paul's Parish Main Street,St.

Paul's Parish Main Street,St.

Paul's Parish Lower Happy Hill Drive,St.


Paul's Parish Main Street,St.

Paul's Parish Main Street,St.

Paul's Parish Long Point,St.

John's Parish Long Point,St.

John's Parish Long Point,St.

John's Parish 869 4699343 Long Point,St.

John's Parish Long Point,St.

John's Parish Long Point,St.

John's Parish Long Point,St.

John's Parish Long Point,St.

John's Parish Lower Happy Hill Drive,St.

Paul's Parish Main Street,St.

Paul's Parish 869 4695521 Ext.

2041 869 4695521 Ext.

2028 869 4695521 Ext.


2029 Page 5 115 Org Unit Name Revenue Control Auditing and Records Management Administration Property Valuation 0605 - Statistics and Economic Planning Department Statistics Economic Planning 0606 - Development and Marketing Department 0607 - Regulation and Supervision Department Regulatory Supervision Registry Operations IT Systems Administration Acronym Phone No Address Main Street,St.

Paul's Parish Main Street,St.

Paul's Parish Main Street,St.


Paul's Parish Main Street,St.

Paul's Parish Main Street,St.

Paul's Parish Main Street,St.

Paul's Parish St. Thomas' Parish Main Street,St.

Paul's Parish Stoney Grove,St.

John's Parish Main Street,St.

Paul's Parish Main Street,St.

Paul's Parish 869 4695521 Ext.

2029 869 4695521 Ext.

2028 869 4695521 Ext.

2141 869 4695521 Ext.

2168 869 4695521 Ext.

2172 869 4695521 Ext.

2150 869 4695521 Ext.

2150 869 4695521 Ext.


2150 Page 6 116 2.3 Portfolio Activity Summary Portfolio Lead in Maintaining Financial and Economic Stability Responsibility Centre 06 - Ministry of Finance, Statistics & Economic Planning 06 - Permanent Secretary’s Office Officer in Charge Permanent Secretary Goals/Global Objectives To take the leadership role in promoting and maintaining financial and economic stability through the development and implementation of sustainable economic growth and development for the people of Nevis.
Objective(s) for 2008 1.Maximise revenues collected from Inland Revenue and Customs Departments.

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

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

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

5.To reduce the cost of procurement for government.

Expected Results 110% 10% Before August 2008 At least 10% Performance Indicators % of revenue collected out of estimated collection.
% of reduction of the debt stock.

PSIP fully implemented and strengthed.

% of increase in investment amount.

From 0.16% to 0.14% From 90% to 95% % of total purchase out of total recurrent budget.

% of government purchase processed by the central purchasing unit.

Financial Summary Programme Expenditure Actual Expenditure Estimated Expenditure Planned Expenditure Projected Expenditure Projected 2006 2007 2008 (in thousands) 2009 2010 1.

Provide General Administration 2.


Provide Centralised Services to Government 3.

Prepare Budget and Implement Fiscal and Economic Programs 4.

Administer and Collect Taxes on Domestic Goods and Services 5.

Collect Customs Duties and Prevent Illegal Imports 6.

Prepare Reliable Data on Nevis for Planning Purpose 7.

Administer and Manage Public Debt and Investment 8.

Promote Financial and Investment Services 9.

Regulate and Supervise the International Financial Services Sector 10.
Pay Pension and Benefits to Public Officers Total 39,650 44,013 49,472 50,517 52,263 Page 7 117 2.4 Planning Overview 2.4.1 Overview 2.4.1.1 Portfolio’s Strategic Objectives vs Government Directions The main thrust of the Ministry of Finance is to more effectively manage the public's debt by generating larger surpluses on the current account as well as larger primary surpluses.
To achieve this goal, we have established various fiscal targets to drive performance by being able to measure progress and take remedial action based on qualitative and quantitative assessments of the fiscal situation.

The targets established include maintaining a debt to GDP ratio below 60% and a debt service ration of 15%.

 If we continue with present policies, the situation is likely to deteriorate further.
We therefore have to be proactive and implement policies that will help to achieve the targets over a period of 5 to 7 years.

In light of the above, government policies should focus on the following: - Generate primary surplus of about 5% of GDP annually; - Due to the high debt greater emphasis should be placed on fiscal adjustment and consolidation.

In highly indebted countries, this policy has boosted growth.

 - The growth in public debt has been fuel by capital projects.
There is a need to improve coordination of capital projects by carefully selecting and screening these projects.

Priority should be given to projects that generate the highest economic returns.

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

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

Government should therefore encourage private sector investment and seek to reduce its debt obligation.
- There is the need to pursue structural reforms that increase the productivity of factors of production in an effort to improve growth rates.

 - Tax administration should be enhanced to improve revenue yields.

 - Rationalise public sector employment with the aim of improving productivity.

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

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

 - Reduce the levels of transfers to statutory bodies.

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

 - Insist on statutory bodies providing monthly financial reports to the Ministry of Finance so that their operation could be monitored.
Government guarantee for loan should not be given unless a good justification is given and project is financially viable.

 - There must be a political will to implement reforms.

Adjustment efforts will have to be persistent.

Page 8 118 - Undertake tax reform including the introduction of VAT and property tax assessment based on the market value methodology.
To implement the government’s vision, the Ministry of Finance will provide the leadership in managing the debt and improving fiscal performance.

It requires strong support and commitment from the political directorate and dedication from the staff of the Ministry.

We will increase the training opportunities for the staff of the Ministry to ensure that they are equipped to carry out the function required to maintain fiscal stability while increasing economic growth.
2.4.1.2 Portfolio’s Annual Objectives vs Strategic Objectives The strategic objective of the Ministry of Finance is to implement government’s fiscal and economic plans and programmes to engender growth and improve economic welfare within the resource constraints of the island.

Consequently, we will pursue the following objectives for 2008: - Generate primary a surplus of 5% of GDP.
- Begin to implement fiscal adjustment measure to reduce debt to GDP from 83% to 60% and debt service ratio from 30% to 15%.

 - Intensify the collection of overdue taxes to reduce arrears by 50%.

 - Increase pressure on departments to increase hospital fees by 30% and reduce overdue water bills by 50%.

 - Limit expenditure on capital projects to $30 million by postponing the start of some new projects and slowing down the implementation of existing projects.
- Seek financing for capital projects from multilateral institutions thereby avoiding the higher interest rates of commercial banks.

 - Seek to refinance existing commercial rate loans with cheaper loans.

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

 - Improve the business climate to attract investments.
- Provide ongoing training for staff in regulation of financial institutions, internal audits, statistics, and fiscal projections.

 - Begin the process of tax reform to increase revenues.

2.4.1.3 Modifications to the Portfolio’s Strategic Directions during the year While results have not been achieved in some areas, the overall strategy has remained the same.
Page 9 119 2.4.1.4 Main Activities contributing to the Portfolio’s Annual Objectives - The Ministry of Finance aims to establish a Fiscal Policy Unit, provide training opportunities locally and internationally, reactivate a committee of all financial secretaries to review and screen capital projects and analyze the potential revenue impact of the introduction of VAT.
- The Treasury Department aims to build on the present platform of efficient fiscal and debt management through expanded use of the computerized accounting system, additional training for government employees on aspects of the new Financial Regulations and implement the necessary measures to bring the debt to a sustainable level.

 - The Customs Department seeks to increase revenue overtime by selecting areas of revenue leakage and undertake investigations to improve the revenue yields.
- The Inland Revenue Department seeks to enforce the new tax administration and Property Tax legislation in the effort to increase revenue collections.

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

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

The goal of the agency is to facilitate investors.
- The Regulation and Supervision Department aims to develop legislation for proper regulation , supervision and enforcement; to work as an integral part of the Federal Task Force; to provide an infrastructure that supports training and continued professional development of industry practitioners; to improve and expand the technical capacity of staff; to promote greater awareness and compliance with AML/CFT (Anti-Money Laundering/Combatting the Financing of Terrorism) obligations among the Designated Non-Financial Businesses and Professions; to increase efficiency in processing of licenses for service providers and other functionaries and to work in conjunction with legal department to prepare blueprint for the establishment of a Single Regulatory Unit .
2.4.1.5 Main Challenges to Achieve Portfolio’s Annual Objectives The main challenges to achieving portfolio’s objectives are as follows: • The constant threat of hurricanes which could significantly increase unplanned expenditure and derail the fiscal adjustment effort.

 • Increase in supplementary appropriation warrants to finance unplanned expenditure.
• The upcoming federal elections could result in high expenditure and tax concessions and cause deterioration in the fiscal situation.

 • A continuation of the upward movement in the price of fuel could increase the cost of electricity and negatively impact the budget.

It could also increase the cost of living and slow down economic growth.
Page 10 120 • The impact of the movement of oil prices on our major trading partners such as the United States could reduce the tourism revenues.

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

 • Lack of technical capacity in various ministries.
• Difficulty in adequately funding health, education and critical social programmes due to poor fiscal performance.

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

 • The likelihood that interest rates may rise and increase the cost of variable interest debt and make it more difficult to borrow or refinance existing debts.

 • Slowing of growth in the world economy which could have a negative impact on our service sectors.
• Lack of a highly skilled labour pool to meet the needs of the proposed investments in the tourism sector.

 • The high percentage of salaries and wages in relation to total expenditure and the increase in employment in the public sector could make the fiscal targets unachievable.
2.4.1.6 Portfolio’s Resources and the achievement of the Strategic Objectives over a Multi-Year Time Horizon The Ministry of Finance has received an increase in expenditure allocation and is expected to absorb 27.9% in the 2008 budget.

The resources will be used to establish the IPA; increase the staff at the Ministry of Finance to establish the Fiscal Policy Unit and improve administration; strengthen the Statistical and Planning department.
A significant amount of resources will be used to cover the increase in debt projected due to the fact that principal payment on some debt will begin in 2008.

 However, the Ministry will achieve most of its objectives by improving efficiency in management and enhancing the technical capacity of the departments through training.
2.4.1.7 Impact of Previous Year’s Achieved Results on the Current Year’s Planned Expenditures The Ministry of Finance is undertaking an expansion of it building to accommodate additional staff, establish the Fiscal Policy Unit, and house the Central Purchasing Unit.

The original plan was to finish the additional space at a cost of about $700,000 to accommodate additional staff and then pursue the east end for the CPU at a date in the future.
Due to increasing demand for products from the CPU and the cost savings from bulk purchases, it was decided to complete the whole project as an estimated cost of $1.10 million.

This has resulted in additional expenditure in 2008 of about $500,000.

 Page 11 121 2.4.2 Capital Projects Information 2.4.2.1 Major Government Projects (MGP) Project 1.
Additional Office Space Ministry of Finance Total Project Cost and Source of Funds $550,000.00 XCD – Funded by Revenue Strategic Objective: To create additional office space at the ministry to accommodate additional staff.

 Project 2.

Computerization of Government Services Total Project Cost and Source of Funds $200,000.00 XCD – Funded by Revenue Strategic Objective: To increase computerization in government offices.

 Project 3.
Project 3.

Government Equipment, Furniture Etc.

 Total Project Cost and Source of Funds $200,000.00 XCD – Funded by Revenue Strategic Objective: To acquire equipment and furniture for government offices.

 Project 4.

Survey of Living Conditions Total Project Cost and Source of Funds $50,000.00 XCD – Funded by Revenue Strategic Objective: To facilitate survey of living conditions.

 Project 5.
Project 5.

Additional Space at Treasury Total Project Cost and Source of Funds $150,000.00 XCD – Funded by Revenue Strategic Objective: To provide additional office space at Treasury to house the Internal Audit division.

 Project 6.

Vehicles Total Project Cost and Source of Funds $500,000 XCD – Funded by Revenue Strategic Objective: To purchase vehicles for government’s use.
Page 12 122 Project 7.

Manpower Survey Total Project Cost and Source of Funds $50,000.00 XCD – Funded by Revenue Strategic Objective: A survey to examine the supply and demand needs for construction workers.

Project 8.
Project 8.

Investment Promotion Agency Total Project Cost and Source of Funds $100,000.00 XCD – Funded by Revenue Strategic Objective: An IPA would further promote the island of Nevis and encourage local and foreign investment.

2.4.2.2 Other Capital Projects Judged Important Renovation of Old Warehouse to house the Inland Revenue department and others.

 Additional Space at Customs department.


2.4.3 Transfer Payment Information The Ministry of Finance would be assisting the following: 1) Retiring Benefits: $4,500,000.

 2) Subvention to Financial Services Commission: $253,000.

Page 13 123 Section 3: Detailed Planning by Programme Portfolio Programme Lead in Maintaining Financial and Economic Stability 1.
Provide General Administration Responsibility Centre 06 - Ministry of Finance, Statistics & Economic Planning 06 - Permanent Secretary’s Office Officer in Charge Permanent Secretary Goals/Global Objectives Coordinate the implementation of programmes and activities to be executed by the various departments within the Ministry.

Objective(s) for 2008 1.Keep the administrative support function under 4.7 %.
Expected Results Less than 4.7% Performance Indicators Cost of administration as a percentage of total ministry’s costs.
Sub-Programme Financial Summary Expenditure Actual Expenditure Estimated Expenditure Planned Expenditure Projected Expenditure Projected 2006 2007 2008 (in thousands) 2009 2010 1.1 Provide Administrative Services 1.2 Support Local Institutions 1,815 100 1,915 2,182 100 2,282 2,252 253 2,505 2,239 100 2,339 2,320 100 2,420 Total Page 14 124 Portfolio Programme Lead in Maintaining Financial and Economic Stability 2.
Provide Centralised Services to Government Responsibility Centre 06 - Ministry of Finance, Statistics & Economic Planning 06 - Permanent Secretary’s Office Officer in Charge Permanent Secretary Goals/Global Objectives Provide sufficient services to ensure continuity in the activity of the government.

Objective(s) for 2008 1.Improve the on-time delivery for the monthly government financial statements.

2.To maintain the central government network up and running.
3.To reduce the cost of procurement for government.

Expected Results 95% 1% From 90% to 95% From 0.16% to 0.14% Performance Indicators % of on-time delivery of the monthly report delivered.

% of down time (number of hours or minutes of down time out of total hours in the year = 8760 hours in a year).

% of government purchase processed by the central purchasing unit.

% of reduction of total government purchase (in percentage of total government recurrent budget).
Sub-Programme 2.1 Account for Government Expenditures and Revenues 2.2 Provide Information and Communication Technology Services 2.3 Provide Central Procurement Services 2.4 Provide Internal Audit Services 2.5 Insure all NIA Properties and Employees 2.6 Pay Electricity Consumption 2.7 Invest Government Equipment, Furniture and other Items Financial Summary Expenditure Actual Expenditure Estimated Expenditure Planned Expenditure Projected Expenditure Projected 2006 2007 2008 (in thousands) Total 4,840 6,843 10,666 10,168 10,005 Page 15 125 Portfolio Programme Responsibility Centre Lead in Maintaining Financial and Economic Stability 3.
Prepare Budget and Implement Fiscal and Economic Programs 06 - Ministry of Finance, Statistics & Economic Planning 06 - Permanent Secretary’s Office 0601 - Administration Budget Division Officer in Charge Director Goals/Global Objectives Prepare the annual budget and monthly analysis of revenue and expenditure and fiscal implementation of policies.

Objective(s) for 2008 1.Budget with the most possible accuracy.

2.Deliver the budget on-time.


Sub-Programme Expected Results Performance Indicators 0% 0% 0 % of gap between the actual and the budget.

% of total budgeted amount transferred by warrants out of total budgeted amount.

Delay in term of number of days compared to targeted date.
Financial Summary Expenditure Actual Expenditure Estimated Expenditure Planned Expenditure Projected Expenditure Projected 2006 2007 2008 (in thousands) 2009 2010 3.1 Prepare and Monitor NIA Budget 3.2 Implement Fiscal and Economic Progams Total 278 278 193 93 286 269 102 372 296 112 409 Page 16 126 Portfolio Programme Responsibility Centre Lead in Maintaining Financial and Economic Stability 4.
Administer and Collect Taxes on Domestic Goods and Services 06 - Ministry of Finance, Statistics & Economic Planning 06 - Permanent Secretary’s Office 0604 - Inland Revenue Department Officer in Charge Deputy Comptroller Goals/Global Objectives To collect the correct amount of taxes in accordance with the laws of the Federation and encourage voluntary compliance in an environment that promotes confidence in the integrity, fairness and efficiency of our tax system.
Objective(s) for 2008 1.Improve the efficiency in terms of length of time it takes to process documents.

2.Increase the % of compliance within the corporation industry.

3.Maximise revenues collected.

Expected Results 4 days 45% 110% 4.Reduce the cost of tax administration.

Less then 1% Performance Indicators Reduce the length of time it takes to process documents.

% of increase of compliance within the corporation industry.

% of revenue collected out of estimated collection.
% of total cost of tax administration out of total revenue collected by IRD.
Sub-Programme Financial Summary Expenditure Actual Expenditure Estimated Expenditure Planned Expenditure Projected Expenditure Projected 2006 2007 2008 (in thousands) 2009 2010 4.1 Provide Support in the Collection of Taxes on Domestic Goods and Services 4.2 Audit the Application of Taxation 4.3 Collect Taxes and Enforce Collection 4.4 Support and Invest in Property Valuation Services 196 255 376 284 222 213 367 226 216 244 379 170 234 267 413 186 252 291 450 203 Total 1,111 1,028 1,009 1,098 1,196 Page 17 127 Portfolio Programme Lead in Maintaining Financial and Economic Stability 5.
Collect Customs Duties and Prevent Illegal Imports Responsibility Centre 06 - Ministry of Finance, Statistics & Economic Planning 06 - Permanent Secretary’s Office 0603 - Customs Department Officer in Charge Deputy Comptroller Goals/Global Objectives The Customs and Excise Department is committed to the execution of its mandate to collect the various descriptions of revenue for which it is responsible.

This undertaking will be done at the least cost to the public.
Objective(s) for 2008 1.Maximise revenues collected.

Sub-Programme 5.2 Support Collection of Import Duties 5.3 Enforce and Monitor the Custom Control and Management Act 5.4 Support Collection of Customs Duties at the Seaport 5.5 Support Collection of Customs Duties at the Airport Expected Results 100% Performance Indicators % of revenue collected out of total amount to be collected.
Financial Summary Expenditure Actual Expenditure Estimated Expenditure Planned Expenditure Projected Expenditure Projected 2006 2007 2008 (in thousands) 2009 2010 516 307 268 211 487 287 282 231 609 254 195 187 596 264 195 188 627 337 250 268 Total 1,301 1,287 1,245 1,243 1,483 Page 18 128 Portfolio Programme Responsibility Centre Lead in Maintaining Financial and Economic Stability 6.
Prepare Reliable Data on Nevis for Planning Purpose 06 - Ministry of Finance, Statistics & Economic Planning 06 - Permanent Secretary’s Office 0605 - Statistics and Economic Planning Department Officer in Charge Director Goals/Global Objectives The mission of the department is to offer all users of statistics timely, accurate, reliable and valid data in a manner that increases their confidence of the product..

Objective(s) for 2008 1.Increase the accuracy and reliability of data released.
2.Strengthen the Public Sector Investment Program (PSIP) initiative.

Expected Results Performance Indicators 0 Number of errors reported.

August 2008 PSIP fully implemented and strengthed.


Sub-Programme Financial Summary Expenditure Actual Expenditure Estimated Expenditure Planned Expenditure Projected Expenditure Projected 2006 2007 2008 (in thousands) 2009 2010 6.1 Prepare Reliable Economic and Social Data for Planning Purpose 6.2 Analyse Information and Assist Policy Makers Total 391 91 482 591 156 747 448 164 612 362 171 533 380 205 586 Page 19 129 Portfolio Programme Lead in Maintaining Financial and Economic Stability 7.
Administer and Manage Public Debt and Investment Responsibility Centre 06 - Ministry of Finance, Statistics & Economic Planning 06 - Permanent Secretary’s Office 0602 - Treasury Department Officer in Charge Treasurer Goals/Global Objectives Maintain an efficient system to record, monitor, and restructure all the debts of government.

Objective(s) for 2008 1.Meeting debt payments on-time.

Expected Results Performance Indicators 100% % of on-time payment of debt.
Sub-Programme Financial Summary Expenditure Actual Expenditure Estimated Expenditure Planned Expenditure Projected Expenditure Projected 2006 2007 2008 (in thousands) 2009 2010 7.1 Monitor and Report on the Public Debt 7.2 Pay the Domestic Debt (Principal and Interests) 7.3 Pay the Foreign Debt (Principal and Interests) 117 6,500 117 7,500 117 9,000 147 10,000 10,000 18,500 18,000 17,500 17,000 18,000 Total 25,117 25,617 26,617 27,147 28,000 Page 20 130 Portfolio Programme Lead in Maintaining Financial and Economic Stability 8.
Promote Financial and Investment Services Responsibility Centre 06 - Ministry of Finance, Statistics & Economic Planning 06 - Permanent Secretary’s Office 0606 - Development and Marketing Department Officer in Charge Director Goals/Global Objectives To effectively promote the Nevis Financial Services Industry locally and internationnally to attract lucrative business venture into the Island.

Objective(s) for 2008 1.To explore and attract lucrative business opportunities to Nevis.
Expected Results Performance Indicators At least 10% % of increase in investment amount.
Sub-Programme Financial Summary Expenditure Actual Expenditure Estimated Expenditure Planned Expenditure Projected Expenditure Projected 2006 2007 2008 (in thousands) 2009 2010 8.1 Provide General Administration Services 8.2 Promote Financial Services Total 363 400 763 390 550 940 370 598 968 377 625 372 665 1,002 1,037 Page 21 131 Portfolio Programme Responsibility Centre Lead in Maintaining Financial and Economic Stability 9.
Regulate and Supervise the International Financial Services Sector 06 - Ministry of Finance, Statistics & Economic Planning 06 - Permanent Secretary’s Office 0607 - Regulation and Supervision Department Officer in Charge Regulator Goals/Global Objectives To effectively regulate and supervise the financial services sector in Nevis and to assist in ensuring that service providers in Nevis become more aware of their obligations to their businesses and this jurisdiction.
Objective(s) for 2008 1.Ensure that company registry is up to date and that annual licence is paid.

2.Ensure that corporate entities and service providers follow rules and regulations of their licence.

Sub-Programme Expected Results Performance Indicators 0% 0% 0% % of corporations who failed to declare and pay their annual renewal licence.

% of legal entities found non-compliant with anti-money laundering laws.

% of legal entities found non-compliant with financial services commission laws.
Financial Summary Expenditure Actual Expenditure Estimated Expenditure Planned Expenditure Projected Expenditure Projected 2006 2007 2008 (in thousands) 2009 2010 9.1 Monitor Corporate Entities and Service Providers 9.3 Administer the Company Registry Information System 1,120 991 964 99 1,012 1,024 102 104 Total 1,120 991 1,063 1,114 1,128 Page 22 132 Portfolio Programme Lead in Maintaining Financial and Economic Stability 10.
Pay Pension and Benefits to Public Officers Responsibility Centre 06 - Ministry of Finance, Statistics & Economic Planning 06 - Permanent Secretary’s Office 0602 - Treasury Department Officer in Charge Treasurer Goals/Global Objectives Restructure the pension scheme so as to increase the pensions and other benefits to public officers.

Objective(s) for 2008 1.Deliver services to pensioners.

2.Pay the pension benefit on-time.


Expected Results 195 97% 3.Reduce the processing time to compute benefits upon retirement.

Less than 1 month Performance Indicators Number of pensioners receiving the pension.

% of On-time deposit to pensionners account.

Processing time to compute benefits upon retirement.
Sub-Programme Financial Summary Expenditure Actual Expenditure Estimated Expenditure Planned Expenditure Projected Expenditure Projected 2006 2007 2008 (in thousands) 2009 2010 Total 3,000 4,000 4,500 5,500 6,000 Page 23 133 3.1 Important Initiatives Contributing to the Achievement of the Annual Objectives The Ministry of Finance will achieve its annual objectives at the program level by: • Creating a Fiscal Policy Unit, an Internal Audit Division, and creating additional office space.
• Adopting serious debt reduction and restructuring measures, training government employees on aspects of the new Financial Regulations and expanding the use of the computerized accounting system at the Treasury Department.

 • Implementing a new organizational structure, training officers and instituting a more active Enforcement Division at the Customs Department.
• Adapting revenue enhancement strategies as well as enforcement strategies, maximizing the use of the computer systems and offering incentives at the Inland Revenue and Customs Departments.

 • Increasing training opportunities for staff, purchasing promotional tools, conducting public awareness programs and creating an IPA at the Developing and Marketing Department.

 • Offering additional training for staff and purchase of a vehicle to assist in data collection.
3.2 Justification for the current year planned Expenditures The increase under the Ministry of Finance is due to the various capital projects that are expected to continue in 2008, which includes the completion of the Ministry of Finance building to facilitate the Fiscal Policy Unit and the Central Purchasing Unit.

Additionally, there is $100,000.00 for the initial start up of the Investment Promotion Agency at the Development and Marketing Department.
A significant amount of the resources will also be used to service the existing debt and to facilitate additional employment.
Page 24 134 Section 4: Supplementary Information 4.1 Portfolio’s Main Estimates by Expenditure Type Org Unit Name: 06 - Ministry of Finance, Statistics & Economic Planning Expenditure Expenditure Expenditure Expenditure Estimated Planned Projected Expenditure Projected Recurrent Expenses Compensation of employees 01-Personal Emoluments 02-Wages 03-Allowances Social Benefits 13-Public Assistance Interest 18-Debt Servicing – Domestic Interest 19-Debt Servicing – Foreign Interest Other Expenses 12-Rewards and Incentives - Compensation of Employees 20-Refunds 22-Insurance 26-Claims Against Government 28-Sundry Expenses 29-Contingency Fund 31-Utilities Use of Good and Services 05-Travel and Subsistence 06-Office and General Expenses 07-Supplies and Materials 08-Communications Expenses 09-Operating and Maintenance Services 14-Purchase of Tools, Instruments, Furniture and Equipment 15-Rental of Assets 16-Hosting and Entertainment 17-Training 21-Professional and Consultancy Services 27-Production and Marketing Expenses Actual (in thousands) Total 36,050 38,263 42,919 43,867 45,363 Capital Expenses Fixed Asset Purchase of Equipment/Vehicle Acquisition/Construction of Physical Assets Other costs to be capitalised 500 500 500 Transfer Expenses Compensation of employees 04-Retiring Benefits Total Page 25 135 Expenditure Expenditure Expenditure Expenditure Estimated Planned Projected Expenditure Projected 2007 2008 2009 2010 Actual 2006 Grants 10-Grants and Contributions - Grants 100 100 100 100 253 253 100 100 3,100 4,100 4,753 5,600 100 100 6,100 39,650 44,013 49,472 50,517 52,263 Total Total Page 26 136 4.2 Information on the Beneficiaries of Transfer of Payments Org Unit Name: 06 - Ministry of Finance, Statistics & Economic Planning 06 - Permanent Secretary’s Office Activity Type: Programme Activity Name: Lead in Maintaining Financial and Economic Stability 1.
Provide General Administration Expenditure Expenditure Expenditure Expenditure Actual 2006 Estimated Planned Projected 2007 2008 2009 2010 (in thousands) Expenditure Projected Recurrent Expenses Compensation of employees 01-Personal Emoluments 02-Wages 03-Allowances Other Expenses 26-Claims Against Government 28-Sundry Expenses 29-Contingency Fund Use of Good and Services 06-Office and General Expenses 08-Communications Expenses 09-Operating and Maintenance Services 14-Purchase of Tools, Instruments, Furniture and Equipment 16-Hosting and Entertainment 17-Training 21-Professional and Consultancy Services 27-Production and Marketing Expenses Transfer Expenses Grants 10-Grants and Contributions - Grants Total Total Total Page 27 137 Org Unit Name: 06 - Ministry of Finance, Statistics & Economic Planning 06 - Permanent Secretary’s Office Activity Type: Programme Activity Name: Lead in Maintaining Financial and Economic Stability 2.
Provide Centralised Services to Government Expenditure Expenditure Expenditure Expenditure Actual 2006 Estimated Planned Projected 2007 2008 2009 2010 (in thousands) Expenditure Projected Recurrent Expenses Compensation of employees 01-Personal Emoluments 02-Wages 03-Allowances Use of Good and Services 05-Travel and Subsistence 06-Office and General Expenses 07-Supplies and Materials 08-Communications Expenses 09-Operating and Maintenance Services 14-Purchase of Tools, Instruments, Furniture and Equipment 15-Rental of Assets 17-Training Other Expenses 22-Insurance 28-Sundry Expenses 31-Utilities Capital Expenses Fixed Asset Total Purchase of Equipment/Vehicle Acquisition/Construction of Physical Assets Other costs to be capitalised Total Total 500 1,350 1,700 1,050 800 4,840 6,843 10,666 10,168 10,005 Page 28 138 Org Unit Name: 06 - Ministry of Finance, Statistics & Economic Planning 06 - Permanent Secretary’s Office 0601 - Administration Budget Division Activity Type: Programme Activity Name: Lead in Maintaining Financial and Economic Stability 3.
Prepare Budget and Implement Fiscal and Economic Programs Expenditure Expenditure Expenditure Expenditure Estimated Planned Projected Expenditure Projected Recurrent Expenses Compensation of employees 01-Personal Emoluments Use of Good and Services 05-Travel and Subsistence 06-Office and General Expenses Actual 2006 Total Total 2007 2008 2009 2010 (in thousands) Page 29 139 Org Unit Name: 06 - Ministry of Finance, Statistics & Economic Planning 06 - Permanent Secretary’s Office 0604 - Inland Revenue Department Activity Type: Programme Activity Name: Lead in Maintaining Financial and Economic Stability 4.
Administer and Collect Taxes on Domestic Goods and Services Expenditure Expenditure Expenditure Expenditure Estimated Planned Projected Expenditure Projected Recurrent Expenses Compensation of employees 01-Personal Emoluments 02-Wages 03-Allowances Use of Good and Services 05-Travel and Subsistence 06-Office and General Expenses 07-Supplies and Materials 08-Communications Expenses 09-Operating and Maintenance Services 14-Purchase of Tools, Instruments, Furniture and Equipment 15-Rental of Assets 17-Training 27-Production and Marketing Expenses Other Expenses 12-Rewards and Incentives - Compensation of Employees 20-Refunds Actual 2006 1,111 923 729 182 12 145 18 49 2 38 17 7 12 2 43 35 8 Total 1,111 Capital Expenses Fixed Asset Other costs to be capitalised Total Total 2007 2008 2009 2010 (in thousands) Page 30 140 Org Unit Name: 06 - Ministry of Finance, Statistics & Economic Planning 06 - Permanent Secretary’s Office 0603 - Customs Department Activity Type: Programme Activity Name: Lead in Maintaining Financial and Economic Stability 5.
Collect Customs Duties and Prevent Illegal Imports Expenditure Expenditure Expenditure Expenditure Recurrent Expenses Compensation of employees 01-Personal Emoluments 02-Wages 03-Allowances Use of Good and Services 05-Travel and Subsistence 06-Office and General Expenses 07-Supplies and Materials 09-Operating and Maintenance Services 14-Purchase of Tools, Instruments, Furniture and Equipment 17-Training Other Expenses 12-Rewards and Incentives - Compensation of Employees 20-Refunds 28-Sundry Expenses Social Benefits 13-Public Assistance Actual 2006 1,301 1,060 967 55 38 162 17 28 14 63 29 12 75 69 5 1 4 4 Estimated Planned Projected Expenditure Projected 2007 2008 2009 2010 (in thousands) Total Total 1,301 1,301 1,287 1,287 1,245 1,245 1,243 1,243 1,483 1,483 Page 31 141 Org Unit Name: 06 - Ministry of Finance, Statistics & Economic Planning 06 - Permanent Secretary’s Office 0605 - Statistics and Economic Planning Department Activity Type: Programme Activity Name: Lead in Maintaining Financial and Economic Stability 6.
Prepare Reliable Data on Nevis for Planning Purpose Expenditure Expenditure Expenditure Expenditure Estimated Planned Projected Expenditure Projected Recurrent Expenses Compensation of employees 01-Personal Emoluments 02-Wages 03-Allowances Use of Good and Services 05-Travel and Subsistence 06-Office and General Expenses 07-Supplies and Materials 08-Communications Expenses 09-Operating and Maintenance Services 14-Purchase of Tools, Instruments, Furniture and Equipment 15-Rental of Assets 16-Hosting and Entertainment 17-Training 21-Professional and Consultancy Services 27-Production and Marketing Expenses Other Expenses 28-Sundry Expenses Actual 2006 482 372 287 82 3 109 10 14 2 2 12 10 36 2 10 12 1 1 2007 2008 2009 2010 (in thousands) Capital Expenses Fixed Asset Other costs to be capitalised Total 482 497 512 533 586 Total Total 482 250 250 250 250 747 100 100 100 100 612 533 586 Page 32 142 Org Unit Name: 06 - Ministry of Finance, Statistics & Economic Planning 06 - Permanent Secretary’s Office 0602 - Treasury Department Activity Type: Programme Activity Name: Lead in Maintaining Financial and Economic Stability 7.
Administer and Manage Public Debt and Investment Expenditure Expenditure Expenditure Expenditure Actual 2006 Estimated Planned Projected 2007 2008 2009 2010 (in thousands) Expenditure Projected Recurrent Expenses Compensation of employees 01-Personal Emoluments Use of Good and Services 05-Travel and Subsistence 06-Office and General Expenses 08-Communications Expenses 09-Operating and Maintenance Services 14-Purchase of Tools, Instruments, Furniture and Equipment 17-Training Interest 18-Debt Servicing – Domestic Interest 19-Debt Servicing – Foreign Interest Other Expenses 28-Sundry Expenses Total Total 25,117 25,617 26,617 27,147 28,000 25,117 25,617 26,617 27,147 28,000 Page 33 143 Org Unit Name: 06 - Ministry of Finance, Statistics & Economic Planning 06 - Permanent Secretary’s Office 0606 - Development and Marketing Department Activity Type: Programme Activity Name: Lead in Maintaining Financial and Economic Stability 8.
Promote Financial and Investment Services Expenditure Expenditure Expenditure Expenditure Estimated Planned Projected Expenditure Projected Recurrent Expenses Compensation of employees 01-Personal Emoluments 03-Allowances Use of Good and Services 05-Travel and Subsistence 06-Office and General Expenses 07-Supplies and Materials 08-Communications Expenses 09-Operating and Maintenance Services 14-Purchase of Tools, Instruments, Furniture and Equipment 15-Rental of Assets 16-Hosting and Entertainment 17-Training 21-Professional and Consultancy Services 27-Production and Marketing Expenses Other Expenses 28-Sundry Expenses Total Total Actual 2006 763 197 182 15 566 7 10 6 15 5 1 38 3 5 75 400 1 1 763 763 2007 2008 2009 2010 (in thousands) Page 34 144 Org Unit Name: 06 - Ministry of Finance, Statistics & Economic Planning 06 - Permanent Secretary’s Office 0607 - Regulation and Supervision Department Activity Type: Programme Activity Name: Lead in Maintaining Financial and Economic Stability 9.
Regulate and Supervise the International Financial Services Sector Expenditure Expenditure Expenditure Expenditure Estimated Planned Projected Expenditure Projected Recurrent Expenses Compensation of employees 01-Personal Emoluments 02-Wages 03-Allowances Use of Good and Services 05-Travel and Subsistence 06-Office and General Expenses 07-Supplies and Materials 08-Communications Expenses 09-Operating and Maintenance Services 14-Purchase of Tools, Instruments, Furniture and Equipment 15-Rental of Assets 16-Hosting and Entertainment 17-Training 21-Professional and Consultancy Services 27-Production and Marketing Expenses Other Expenses 28-Sundry Expenses Actual 2006 1,120 577 531 26 20 543 12 35 12 7 145 8 125 4 100 65 30 1 1 Total Total 1,120 1,120 2007 2008 2009 2010 (in thousands) Page 35 145 Org Unit Name: 06 - Ministry of Finance, Statistics & Economic Planning 06 - Permanent Secretary’s Office 0602 - Treasury Department Activity Type: Programme Activity Name: Lead in Maintaining Financial and Economic Stability 10.
Pay Pension and Benefits to Public Officers Expenditure Expenditure Expenditure Expenditure Actual 2006 Estimated Planned Projected 2007 2008 2009 2010 (in thousands) Expenditure Projected Transfer Expenses Compensation of employees 04-Retiring Benefits 3,000 3,000 3,000 3,000 3,000 4,000 4,000 4,000 4,000 4,000 4,500 4,500 4,500 4,500 4,500 5,500 5,500 5,500 5,500 5,500 6,000 6,000 6,000 6,000 6,000 Total Total Page 36 146 4.3 Portfolio’s Capital Spending profile by project Types Investment Projects Expected End Date Estimated Total Cost Estimated Cumulative as at 2007 Planned Projected Projected Estimated for the following years Initial Revised Re-evaluation Amount % 2008 2009 2010 Purchase of Vehicles 1,000,000 354,472 35.4 500,000 700,000 500,000 -1,054,472 Asset renewal Additional Office Space at the Ministry of Finance Renovations of Inland Revenue Building Additional Office space at Long Point Sub-total Investment Promotion Agency Additional Office Space at Treasury Computerization of Government Services Government Equipment, Furniture and Other Items.
Sub-total Survey of Living Conditions Man Power Survey Sub-total 400,000 550,000 150,000 550,000 100,000 250,000 15,335 15.3 227,938 91.2 84,665 22,062 1,750,000 550,000 150,000 597,745 108.7 1,050,000 700,000 500,000 -947,745 150,000 1,500,000 1,500,000 3,150,000 350,000 350,000 Development 100,000 150,000 -100,000 227,938 15.2 200,000 200,000 150,000 722,062 890,117 59.3 200,000 150,000 150,000 109,883 1,118,055 35.5 650,000 350,000 300,000 731,945 Others 54,901 15.7 50,000 50,000 54,901 15.7 100,000 245,099 -50,000 195,099 Total Investment Projects 5,250,000 550,000 150,000 1,770,701 321.9 1,800,000 1,050,000 800,000 -20,701 Page 37 147 4.4 Portfolio’s Capital Spending profile by Sources of Funds Expenditure Expenditure Expenditure Expenditure Expenditure Actual Estimated Planned Projected Projected Source of Funds 2006 2007 2008 2009 2010 (in thousands) Project No 41 Additional Office Space at the Ministry of Finance Revenue Sub-total 42 Government Equipment, Furniture and Other Items.
Revenue Sub-total 43 Computerization of Government Services Revenue Sub-total 44 Purchase of Vehicles Revenue Sub-total 47 Survey of Living Conditions Revenue Sub-total 149 Additional Office Space at Treasury Revenue Sub-total 221 Investment Promotion Agency Revenue Sub-total 222 Man Power Survey Revenue Sub-total Others Revenue Sub-total Total Page 38 148 4.5 Portfolio’s Summary by Sources of Funds Expenditure Expenditure Expenditure Expenditure Expenditure Actual Estimated Planned Projected Projected 2006 2007 2008 2009 2010 Source of Funds (in thousands) Revenue Total 39,650 39,650 44,013 44,013 49,472 49,472 50,517 50,517 52,263 52,263 Page 39 149 4.6 Status Report on Major Government Projects (MGP) Project 1.
Additional Office Space Ministry of Finance Total Project Cost and Source of Funds $550,000.00 XCD – Funded by Revenue Strategic Objective: To create additional office space at the ministry to accommodate additional staff.
Lead Department or Agency: Ministry of Finance Contracting Authority: Ministry of Finance Participating Departments and Agencies: Ministry of Communications Project Management Unit: Public Works Department Prime Contractor: Tross Construction Sectorial Benefits: Eliminate rental of additional office space.

 Current Phases Reached: In the process of completing West Side of the building.

 Project 2.
Project 2.

Computerization of Government Services Total Project Cost and Source of Funds $200,000.00 XCD – Funded by Revenue Strategic Objective: To increase computerization in government offices.

 Lead Department or Agency: Ministry of Finance Participating Departments and Agencies: Information and Technology Division.

 Project 3.

Government Equipment, Furniture Etc.


 Total Project Cost and Source of Funds $200,000.00 XCD – Funded by Revenue Strategic Objective: To acquire equipment and furniture for government offices.

 Lead Department or Agency: Ministry of Finance Project 4.

Survey of Living Conditions Total Project Cost and Source of Funds $50,000.00 XCD – Funded by Revenue Strategic Objective: To facilitate survey of living conditions.
Lead Department or Agency: Ministry of Finance Participating Departments and Agencies: Statistics Department Page 40 150 Project 5.
Additional Space at Treasury Total Project Cost and Source of Funds $150,000.00 XCD – Funded by Revenue Strategic Objective: To provide additional office space at the Treasury.

 Lead Department or Agency: Ministry of Finance Participating Departments and Agencies: Treasury Department.

 Project 6.
Project 6.

Vehicles Total Project Cost and Source of Funds $500,000 XCD – Funded by Revenue Strategic Objective: To purchase vehicles for government’s use.

 Lead Department or Agency: Ministry of Finance Sectorial Benefits: to update the vehicle fleet of the NIA.

 Project 7.
Project 7.

Manpower Survey Total Project Cost and Source of Funds $50,000.00 XCD – Funded by Revenue Strategic Objective: A survey to examine the supply and demand needs for construction workers.

Lead Department or Agency: Ministry of Finance Participating Departments and Agencies: Statistics Department.

 Project 8.
Project 8.

Investment Promotion Agency Total Project Cost and Source of Funds $100,000.00 XCD – Funded by Revenue Strategic Objective: An IPA would further promote the island of Nevis and encourage local and foreign investment.

 Lead Department or Agency: Ministry of Finance Participating Departments and Agencies: Development and Marketing Department.
4.7 Personal Emoluments – Details of Salaries Administration (4) Administrative Officer 1 Assistant Secretary 1 Permanent Secretary 1 Page 41 151 Senior Clerk 1 Information Technology Division (9) School Librarian Technician 1 Senior Systems Analyst 1 Systems Analyst I 3 Systems Analyst II 1 Systems Analyst III 1 Systems Analyst IV 2 Central Purchasing Unit (1) Junior Clerk(s) 1 Internal Audit Unit (3) Internal Audit Manager 1 Senior Auditor 1 Audit Assistance 1 Budget Preparations (4) Budget Analyst II 1 Budget Director 1 Senior Budget Analyst 1 Budget Officer 1 Fiscal Policy Unit (2) Economist I 1 Economist II 1 Administration and Investment Operations(1) Treasurer 1 Accounting Operations (6) Executive Officer 1 Junior Clerk(s) 2 Office Assistant 1 Senior Clerk(s) 2 Administration and Revenue Division (12) Assistant Deputy Comptroller-Customs 1 Cashier 1 Deputy Comptroller-Customs 1 Executive Officer 2 Junior Officer 5 Senior Officer 1 Systems Analyst III 1 Enforcement Division (7) Executive Officer 1 Junior Officer 4 Senior Officer 2 Seaport Operations (9) Customs Security 1 Executive Officer 1 Page 42 152 Junior Officer 5 Senior Officer 2 Airport Operations (8) Customs Security 2 Executive Officer 1 Junior Officer 3 Senior Officer 2 Administration (2)
 Deputy Comptroller-Inland Revenue 1 Secretary/Clerk 1 Auditing and Records Management (6) Assistant Comptroller-Inland Revenue 1 Senior Tax Officer 3 Tax Officers GradeI 1 Tax Officers II 1 Collection and Revenue Control (8) Executive Officer 1 Tax Officers GradeI 2 Tax Officers GradeII 3 Tax Officers GradeIII 1 Tax Supervisor 1 Property Valuation (4) Tax Inspector GradeI 2 Tax Inspector GradeII 1 Valuation Officer 1 Statistics Department (8) Director of Statistics and Economic Planning 1 Documentation Officer 1 Junior Clerk(s) 3 Senior Clerk(s)1 Senior Statistician 1 Statistician 1 Economic Planning (3) Documentation Officer 1 Economic Development Officer 1 Project Officer 1 Development and Marketing (5) Assistance Director 1 Director 1 Documentation Officer 1 Junior Clerk(s) 1 Senior Clerk(s) 1 Regulation and Supervision (14) Administrative Clerk 2 Assistant Regulator 3 Page 43 153 Deputy Registrar 1 Junior Clerk(s) 3 Registrar(s) Financial Services 1 Registrar of Insurance 1 Regulator Financial Services 1 Senior Clerk(s) 1 Systems Analyst II 1 Page 44 154 MINISTRY 07 MINISTRY OF COMMUNICATIONS, WORKS, PUBLIC UTILITIES, POSTS, PHYSICAL PLANNING, NATURAL RESOURCES & ENVIRONMENT 155 Section 1: Executive Summary and Management Representation Statement 1.1 Minister’s Message I am extremely grateful for the many hours of hard work by the many persons who have had an input in making this budget document possible.
To all the hard working Heads of Departments and members of my Staff, thank you for your support.

 In the Nevis Reformation Party’s Manifesto commonly known as “The People’s Agenda”, the NRP led Nevis Island Administration (NIA) clearly articulated its position to the people of Nevis regarding its development agenda.

The vision of the NRP led NIA is “Better for all Nevisians”.
In the process of achieving this vision the portfolio I manage will closely follow this goal by ensuring that there is “provision of essential infrastructure, including ports development, expansion of the energy, water and roads sectors to facilitate economic development”.

In addition, there will be “training for our young people in …technical areas to provide the labour skills required…”.
The NRP manifesto reminds all that “NRP recognises the need to preserve the terrestrial and marine resources of the island.

Hence, special attention will be given to environmental considerations in the approval of development projects and in all other economic activity on the island”.

 The Programmes and Projects outlined in this document are all geared towards fulfilling “The People’s Agenda”.

We have attained much in a short time.


Phase three of the island main road construction project is nearing completion.

The link road project for Jessups, Barnes Ghaut, Cotton Ground and Paradise is progressing smoothly.
The ongoing water exploration and development project, the ongoing geothermal exploration, the prospects for geothermal development, the other renewable energy proposals specifically in wind energy, the proposed Caribbean Development Bank Water Development Project, the proposed Hanley’s Road and Cades Bay to Camps Projects are no accidents.
These are deliberate strategies outlined in “The People’s Agenda” for the overall social and economic development of Nevis to ensure that life can indeed be “better for all Nevisians”.

 I therefore invite you to read and study this document.

We continue to crave your support and cooperation as we work together to develop our beautiful island of Nevis.

 Thank you.
Thank you.

 Honourable Carlisle Powell Junior Minister in the Ministry of Communications, Works, Public Utilities, Posts, Physical Planning, Natural Resources and Environment.

1.2 Executive Summary The following represents the mission, goals, objectives and activities of the Ministry of Communications, Works, Public Utilities, Posts, Physical Planning, Natural Resources and Environment.
For the next three years the Ministry intends to take an integrated approach in implementing the programmes.

Even though there are resource constraints in terms of financial, human and machinery and equipment, we believe the targets are achievable.

 The Ministry will continue to lobby for additional resources and establish strategic alliances with local, regional and international institutions and partners to assist us in achieving our mission.
Page 1 156 Empowering management and staff will be necessary to improve productivity and output.

 We would like to thank all Department Heads, staff, the general public and agencies for their support over the last budget period and look forward for your cooperation and collaboration as we seek to develop Nevis to make it a better place for all.
1.3 Management Representation Statement I submit, for tabling in Parliament, the annual Report on Plans and Priorities (RPP) for the Ministry of Communications, Works, Public Utilities, Posts, Physical Planning, Natural Resources and Environment.

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

 - Is comprehensive and accurate.

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

 I am satisfied as to the quality assurance processes and procedures used for the RPP's production.
The structure on which this document is based has been approved by the Ministry of Finance and is the basis for accountability for the results achieved with the resources and authorities provided.
Ernie Stapleton ______________________ Permanent Secretary Page 2 157 Section 2: Ministry Overview 2.1 Mission Statement To formulate, implement, monitor and supervise policies relating to works, public utilities and posts in order to enhance the infrastructure development and to provide quality service in a sustainable and environmentally friendly manner thereby improving the quality of life for the people of Nevis.
Ministry Administration The Ministry’s mission is to formulate, implement, monitor and supervise policies relating to works, public utilities and posts in order to enhance the infrastructure development and to provide quality service in a sustainable and environmentally friendly manner thereby improving the quality of life for the people of Nevis.

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

 2.

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

 3.

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

 4.

Contribute to the formulation and review of legislative matters relating to the ministry.
5.

Negotiate and monitor government contracts relating to the ministerial portfolio.

 6.

Give advice to programmes on financial and personnel issues.

 7.

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

 8.

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

 9.
9.

Oversee and manage the operations of the Nevis Philatelic Unit.

 Department of Physical Planning The mission of the Department of Physical Planning is to develop and implement comprehensive and integrated planning system that will establish the direction and framework for effective developmental planning and promote balanced growth and efficient resource utilization in achieving the sustained development of the island of Nevis.
The Department of Physical Planning endeavors to accomplish its mission through the following: 1.
Implement forward planning through the preparation of physical planning instruments and studies in the interest of promoting the sustainable use of land, to include environmental Page 3 158 research, land use and zoning plans, physical development standards and guidelines.

 2.
2.

Implement development control to provide guidance and development activities and methodology by ensuring their consistency and conformity with development regulation as well as approved planning standards and guidelines.

 3.

Co-ordinate the spatial planning function in government and devise strategies for implementing an integrated spatial planning system.

 4.
4.

Promote policies, strategies and programs to enhance the protection, conservation and the sustained development and management of the island’s natural and environmental resources, including the monitoring of environmental quality, conservation and preservation of critical environmental areas.

 5.

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

 6.
6.

Guide development applications to promote environmentally prudent use of land.

 7.

Provide a platform for which geographic information can be shared between government agencies, NGO’s and the public.

 Public Works Department To: (a) Create a network of improved road systems through the construction of new roads and regular maintenance of existing ones.

(b) Maintain an environment conducive to work through the provision and maintenance of adequate working space.
(c) Ensure the optimum performance of government vehicles through a regular maintenance program.

 The above will be achieved through the following functions: 1.

Construct and maintain road infrastructure.

 2.

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

 3.

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

 4.
4.

Provide and maintain adequate working space environment for all government offices.

 Nevis Water Department The Water Department is committed to providing outstanding services related to the production, distribution and the water quality that is delivered to its valued customers.

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

 The mission can be achieved through the following: 1.
Production of potable water from various sources, springs and wells.

 2.

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

 Page 4 159 3.

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

 4.
4.

Collect revenue associated with the charges according to the water rates.

 5.

Educate the customers as to conservation methods.

 6.

Establish integrated water resources management strategies.

 Postal Services Department To provide quality service to the general public by delivering and dispatching mail and effecting money transfers, safely, swiftly and with integrity.

 This will be achieved by the following: 1.
Provide for sale to the general public: postage stamps, money orders, post cash debit cards.

 2.

Rent letter boxes to members of the general public.

 3.

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

 4.

Dispatch outward bound mail to all overseas destinations.

 5.

Provide alternative to #3, e.g.

placing mail boxes at various points throughout the island.
Page 5 160 2.2 Portfolio Organization Org Unit Name 07- Ministry of Comm., Works, Public Utilities, Posts, Phys.
Plann, Natural Resources & Environment 0701 - Permanent Secretary Office 0702 - Administration Project Management Unit Philatelic Services 0703 - Physical Planning Department 0704 - Public Works Department 070405 - Asphalt Plant 070404 - Repair Shop 070403 - Building Unit 070402 - Roads and Bridges 070401 - Administration for Public Works 0705 - Water Department 070501 - Administration and Billing 070502 - Water Production 070503 - Distribution 070504 - Quality Control 0706 - Post Office 070602 - Postal and Dispatching 070601 - Administration and Revenue Control Acronym Phone No Address 469 5521 Ext.
2193 469 5521 Ext.

2176 869 4695521 Ext.

2025 Prospect Rd,St.

John's Parish Main Street,St.

Paul's Parish Prospect Rd,St.

John's Parish 469 5521 Ext.

2140 469 5521 Ext.

2133 869 4695521 Ext.

2109 469 5521 Ext.

2046 Main Street,St.

Paul's Parish Main Street,St.

Paul's Parish Main Street,St.

Paul's Parish Prospect Rd,St.

John's Parish Prospect Rd,St.

John's Parish Prospect Rd,St.

John's Parish Prospect Rd,St.

John's Parish Prospect Rd,St.

John's Parish Prospect Rd,St.


John's Parish Pump Road,St.

John's Parish Main Street,St.

Paul's Parish Main Street,St.

Paul's Parish Main Street,St.

Paul's Parish Main Street,St.

Paul's Parish Main Street,St.

Paul's Parish Main Street,St.

Paul's Parish Main Street,St.


Paul's Parish Page 6 161 2.3 Portfolio Activity Summary Portfolio Manage Comm., Works, Public Utilities, Posts, Physical Planning, Natural Resources and Environment Responsibility Centre 07- Ministry of Comm., Works, Public Utilities, Posts, Phys.
Plann, Natural Resources & Environment 0701 - Permanent Secretary Office Officer in Charge Permanent Secretary Goals/Global Objectives To coordinate the formulation, implementation and monitoring of policies relating to the works, public utilities and posts in order to enhance the infrastructure development and to provide quality service in a sustainable and environmentally friendly manner thereby improving the quality of life for the people of Nevis.
Objective(s) for 2008 1.Ensure adequate supply of asphalt for the needs of Nevis.

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

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

4.Process efficiently the development plan.

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

6.Promote water conservation.

7.Propose a physical development plan by January 2008.

8.Sort and dispatch mail in a timely manner.


Expected Results 100% 0% Less than 10% Less than 30% 100% At least 20 0 days 0% Performance Indicators Percentage of asphalt supplied as a percentage of consumption.

% of office space not in condition for occupancy.

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

% of application held beyond the 30 day limit.

Percentage of demand that is produced.

Number of media promotion/adds on water conservation.
Delay in days compared to January 31st, 2008.

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

Financial Summary Programme Expenditure Actual Expenditure Estimated Expenditure Planned Expenditure Projected Expenditure Projected 2006 2007 2008 (in thousands) 2009 2010 1.

Provide Administrative Services 2.

Develop and Implement Physical Planning Systems 3.

Maintain and Develop Physical Infrastructure 4.

Supply and Manage Water 5 Provide Postal Services 6.
Invest in Infrastructure and Planning 2,595 759 4,000 3,163 684 5,100 Total 12,065 54,586 400 264 652 937 1,025 2,118 3,548 1,193 3,688 988 4,048 44,051 34,998 17,649 16,484 4,139 752 11,600 54,631 4,369 761 6,320 5,070 762 625 33,840 27,618 Page 7 162 2.4 Planning Overview 2.4.1 Overview 2.4.1.1 Portfolio’s Strategic Objectives vs Government Directions As part of its overall vision of “Better for all Nevisians”, the Nevis Island Administration will seek to ensure the provision of essential infrastructure, including ports development, and expansion of the energy, water and roads sectors to facilitate economic development.
The NIA recognises the need to preserve the terrestrial and marine resources of the island.

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

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

 • To provide outstanding services related to the production, distribution and the water quality that is delivered to its valued customers.
• To provide quality service to the general public by delivering and dispatching mail and effecting money transfers, safely, swiftly and with integrity.
2.4.1.2 Portfolio’s Annual Objectives vs Strategic Objectives The strategic objective of the Ministry of Communications, Works, Public Utilities, Posts, Physical Planning, Natural Resources and Environment is to formulate, implement, monitor and supervise policies relating to works, public utilities and posts in order to enhance the infrastructure development and to provide quality service in a sustainable and environmentally friendly manner.
To ensure the implementation of the strategic objective, the Ministry of Communications, Works, Public Utilities, Posts, Physical Planning, Natural Resources and Environment has advanced the following objectives for 2008: 1.

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

Propose a physical development plan by January 2008; 3.
Process efficiently the development plan; Page 8 163 4.

Ensure government buildings are in proper condition for use; 5.

Ensure adequate supply of asphalt for the needs of Nevis; 6.

Promote water conservation; 7.

Produce enough water to meet the demand in the distribution system; 8.

Maintain the production of water to the WHO standards; 9.
Sort and dispatch mail in a timely manner; 2.4.1.3 Modifications to the Portfolio’s Strategic Directions during the year The Ministry’s main thrust will be to enhance the provision of administrative and policy support for the Ministry and Departments; and to coordinate with agencies and institutions regionally and internationally for the benefit of the programmes and activities of the ministry.
The Physical Planning Programme will develop and implement systems of planning governance to ensure the sustainable use of the environment and its natural resources as well as the timely and transparent process for project application and building construction.
The main focus of the Public Works Department will be to maintain repair and improve the conditions of public roads, government buildings and vehicles and provide technical advice and services to government in an attempt to ensure sound infrastructure development in Nevis.
The Water Services Department will be delivering a safe and abundant supply of potable water at an adequate pressure sufficient to meet the needs of all our customers and to protect the public health by providing high quality water and doing so at the lowest practical costs.

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

2.4.1.4 Main Activities contributing to the Portfolio’s Annual Objectives The Ministry will manage and provide the support functions (accounting, human resources, purchasing, policy formulation and development in order to ensure that its annual objective is being met.
The Department of Physical Planning will engage in more forward planning and will develop physical plans and policies to guide sustainable development; process plans, provide building inspection services and enforcement; and provide small grants to organized groups for environmental projects mostly in land desertification.
In order to achieve it annual objectives the Public Works Department will maintain and develop the infrastructure including roads, bridges, buildings; will engage in the construction, management and maintenance of government buildings; provides for the maintenance of government vehicles and rolling stock; supply good quality asphalt for road construction, improvement and maintenance.
The Water Services Department will produce and distribute potable water for the island; provides administrative support and customer billing services; pay membership fee to the regional water agencies such CWWA (Caribbean Water and Waste Water Association) and CBWMP Page 9 164 (Caribbean Basin Water Management Programme); workers will be able to access technical training and exposure at a discounted cost; collect, test and analyse water samples in a systematic manner on a regular basis.
The Post Office will sell stamps and post cash debit cards, sort and dispatch mail in a timely manner.

2.4.1.5 Main Challenges to Achieve Portfolio’s Annual Objectives Financial The Ministry has the responsibility for Utilities.

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

This trend is likely to continue and the government will have to double its efforts to reduce the cost of energy in Nevis.
The NIA purchased many of its goods from overseas where prices are likely to increase given the global situation.

 The Ministry is a big spender and there seems to be an increasing demand for work to be done, projects to be implemented, and solutions to be realized with limited financial resources.

 Human resources constraint The implementation of this programme requires skilled and non skilled workers.
There is a challenge in finding skilled personnel to execute activities in many of the areas.

The increasing demands of government and the public, mean that more skilled workers may have to be employed to implement programmes and activities.

Even at the Ministry level, there is a lack of adequate staff to assist in overseeing and coordinating policies, programmes, and activities.
Transportation and Equipment The Ministry spends large sums of money on the rental of equipment and vehicles such as trucks and backhoes.

In addition, to execute basic functions, vehicles have to be rationalized.

Many of these vehicles are old and need replacing.

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

 Policy Many of the programmes require policy directions.
There is a need for more policies to give directions.

To develop policies require the collection, organization and analysis of statistical data to inform policy formulation and development.

There is a need for the relevant information and technical input for policy formulation.

This is a challenge.

 Maintenance Costs The infrastructure systems have to be maintained and consistently improved.

These require financial and human resources.


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

 Severe Weather/Disasters The impact of severe weather conditions have known to escalate the maintenance and rehabilitation costs of the infrastructure.

These may include flooding, fires, tropical storms (hurricanes), earthquakes, etc.
No one can predict with any level of certainty what the we will face Page 10 165 and the impact of natural and man made occurances.

 Monitoring and Enforcement Lack of resources (human and financial) and the need to review existing legislation and enact new ones posed a challenge.
2.4.1.6 Portfolio’s Resources and the achievement of the Strategic Objectives over a Multi-Year Time Horizon The Ministry will continue its programme to maintain, develop and refurbish the infrastructure, equipment and human resources over the strategic period.

 Achieving our objectives will require increases in investment in infrastructure, equipment and human resources over the strategic period.

Given the constraints work will have to be prioritized over the next three years.
In 2007, the Ministry of CWPU&P, PPNRE budget comprised 34 % of the total government expenditure.

Of that total 8.9% was for recurrent expenditure and 69 % of total capital expenditure.

This is likely to be the trend for the next three years on average.

An increased allocation from the national budget of 2007 is being sought to support the achievement of the strategic objectives over this period.
Many programmes and projects can be implemented over the next three years, however without the availability of finance some of these projects and programmes will have to be delayed.

 Portfolio’s resource The number of established positions in the Ministry currently stands at 77.

However all of the Posts are not filled.

 There is an increase in the asset portfolio of the NIA.
There are more asphalted roads, more drainage issues, buildings to be maintained and renovate; generally the Ministry has more clients or citizens to serve.

In order to maintain a certain standard more skilled and unskilled workers will be required for certain programmes.
The number of non established workers in the Ministry stands as follows: Ministry Administration 7 Physical Planning Department 5 Public Works Department 68 Water Department 52 Post Office 10 2.4.1.7 Impact of Previous Year’s Achieved Results on the Current Year’s Planned Expenditure The Ministry of Communications and Works performed well for the previous budget year despite the many challenges its Programmes faced.
Management and staff were kept busy by the many projects and activities implemented.

The Island Main Road project and the Link Road Project were the two main road activities for 2006/2007.

These projects will come to a logical conclusion in the next fiscal year.
Management and staff must be commended for their dedication to ensure Page 11 166 that the infrastructural system is maintained and improved and that Nevis continues to experience sustainable economic development in an environmentally friendly manner: Some of our achievements are listed below: • Implemented the Island Main Road Project from Market Shop in Gingerland to St. James Anglican Church.
This project is being executed by Surrey Paving & Aggregate Caribbean Ltd out of Jamaica at a Contractual price of EC$25 million.

 • Implemented the Link Road Project from Jessups Village to Cotton Ground Village and Paradise Estate via Barnes Ghaut Village.

This is executed by National Piling LLC at a Contract cost of EC$15 million.

 • Improved and rehabilitated several secondary roads.

 • Conducted a Quarry impact study on Nevis.
• Started a renewable energy programme on Nevis by granting an exploration license for geothermal energy to West Indies Power Nevis Ltd for a limited period.

 • Coordinated the implementation of a number of projects including projects funded by the Caribbean Development Bank and the Nevis Island Administration particularly the Basic Education Projects – Construction of New St. Johns Primary School, Expansion of Charlestown Secondary School, and a new Special Education Unit/School.
• Trained personnel in various areas of their disciplines domestically and overseas such as project management, asphalting, water services management, etc.

 • Completed study on water resource development funded by the Caribbean Development Bank.

• Implemented water resource development programme by signing a water exploration, drilling and development contract with BEAD LLC with a view to increase supply of water on Nevis.
• Participated and represented the NIA at regional and international meetings, seminars relating to utilities, renewable energy, physical planning & sustainable development.

2.4.2 Capital Projects Information 2.4.2.1 Major Government Projects (MGP) PHYSICAL DEVELOPMENT PLAN Total Project Cost and Source of Funds $300,000 XCD – Funded by Revenue (10%) and Development Aid (90%) Strategic Objective: To improve land development and protect environmental resources.
ROAD IMPROVEMENT PROJECT Total Project Cost and Source of Funds $16,500,000 XCD – Funded by Revenue (6%) and Loan (94%) Strategic Objective: To improve the road infrastructure of Nevis.
Page 12 167 SECONDARY VILLAGE ROADS Total Project Cost and Source of Funds $900,000 XCD – Funded by Revenue Strategic Objective: Improve secondary roads to provide safe, convenient and efficient movement of people and goods.
LINK ROAD PROJECT Total Project Cost and Source of Funds $10,500,000 XCD – Funded by Revenue (5%) and Loan (95%) Strategic Objective: To upgrade roads in specific communities to stimulate development and improve transportation networks.
ISLAND ROAD DRAINAGE PROJECT Total Project Cost and Source of Funds $200,000 XCD – Funded by Revenue Strategic Objective: Upgrade the storm water drainage system to prevent the problem of flooding and accelerated run-off and erosion.

 WATER SERVICES UPGRADE Total Project Cost and Source of Funds $1,000,000 XCD – Funded by Revenue Strategic Objective: Improve and expand the water distribution network.
BASIC EDUCATION PROJECT Total Project Cost and Source of Funds $200,000 XCD – Funded by Revenue (25%) and Loan (75%) Strategic Objective: To provide the necessary infrastructure and institutional framework to carry out the portfolio’s responsibilities.
WATER DEVELOPMENT PROGRAM Total Project Cost and Source of Funds $5,000,000 XCD – Funded by Revenue (20%) and Loans (80%) Strategic Objective: To have adequate supply to meet the needs of the consumers.

 WATER DRILLING Total Project Cost and Source of Funds $2,000,000 XCD – Funded by Revenue Strategic Objective: To explore and develop additional sources of water or the island of Nevis.
Page 13 168 2.4.2.2 Other Capital Projects Judged Important AERIAL PHOTOGRAPHY AND MAPPING Total Project Cost and Source of Funds $200,000 XCD – Funded by Revenue Strategic Objective: To provide the necessary topography information to support the development efforts of Nevis.
TECHNICAL ASSISTANCE FOR PROJECTS Total Project Cost and Source of Funds $100,000 XCD – Funded by Revenue Strategic Objective: To support sustainable physical planning projects and activities.

 QUARRY STUDY AND SOIL CONSERVATION Total Project Cost and Source of Funds $245,000 XCD – Funded by Revenue (39%) and Development Aid (61%) Strategic Objective: To ensure sustainable quarry practices in Nevis.
COASTAL PROTECTION PLAN Total Project Cost and Source of Funds $130,000 XCD – Funded by Revenue Strategic Objective: To develop a coastal protection plan for the island of Nevis to assist the administration in their policy decisions.

 ENVIRONMENTAL POLICY Total Project Cost and Source of Funds $60,000 XCD – Funded by Revenue Strategic Objective: To improve accountability for environmental management.
PHYSICAL PLANNING DEVELOPMENT CONTROL ORDINANCE Total Project Cost and Source of Funds $120,000 XCD – Funded by Revenue Strategic Objective: To complete key regulations.

 PUBLIC BUILDING SURVEY Total Project Cost and Source of Funds $45,000 XCD – Funded by Revenue Strategic Objective: Improve spatial use of Government Buildings.
REGULATIONS AND LICENSING FOR THE CONSTRUCTION INDUSTRY Total Project Cost and Source of Funds Page 14 169 $145,000 XCD – Funded by Revenue Strategic Objective: Improve the performance of the construction industry through regulation.
MULTI ENVIRONMENT FOR GIS Total Project Cost and Source of Funds $55,000 XCD – Funded by Revenue Strategic Objective: Improve planning network among Government agencies through mobilization of the GIS office.
SPECIAL MAINTENANCE OF SCHOOLS Total Project Cost and Source of Funds $500,000 XCD – Funded by Revenue Strategic Objective: Keep the schools in good operating condition RECONDITIONING OF ASPHALT PLANT Total Project Cost and Source of Funds $100,000 XCD – Funded by Revenue Strategic Objective: To ensure the efficient maintenance of machinery in order to optimise the production of Asphalt.
RENOVATION AND EXPANSION OF GOVERNMENT BUILDINGS Total Project Cost and Source of Funds $1,000,000 XCD – Funded by Revenue Strategic Objective: Provide adequate office space for employees to support safe, efficient and effective delivery of services to the general public RENOVATION OF THE HISTORIC BATH HOTEL Total Project Cost and Source of Funds $100,000 XCD – Funded by Revenue Strategic Objective: Maintain the historic facade and to provide additional office space.
RENOVATION OF GOVERNMENT HOUSE Total Project Cost and Source of Funds $700,000 XCD – Funded by Revenue Strategic Objective: Rehabilitate and restore the historic government house.
ASPHALT ROAD CONSTRUCTION AND MAINTENANCE Total Project Cost and Source of Funds $350,000 XCD – Funded by Revenue Page 15 170 Strategic Objective: Provide material and equipment for road construction and maintenance EXPANSION OF WATER DEPARTMENT BUILDING Total Project Cost and Source of Funds $250,000 XCD – Funded by Revenue Strategic Objective: Provide adequate space for the Department of Physical Planning, Department of Labour and the Water Department.
LAND SETTLEMENT (RIMP) Total Project Cost and Source of Funds $2,500,000 XCD – Funded by Revenue Strategic Objective: Provide the land owner the necessary compensation due to road improvement projects.
2.4.3 Transfer Payment Information The Ministry of CWPU&P, PPNRE would be assisting the following: 1) Environmentally Friendly Activities: $59,000 Non Governmental Organization (NGO) and local programmes to enhance the environment; Sponsor Summer Library Programme for the environmental awareness; Membership fee for The International Union for the Conservation of Nature and Natural Resources (IUCN) based in Switzerland.
2) Regional Water Conferences: $35,000 Annual subscription for membership for Caribbean Basin Waste Water Management Programme (CBWMP) to benefit from training and exposure for our staff.

We also participate in the Caribbean Water and Waste Water Association (CWWA) conference.
Page 16 171 Section 3: Detailed Planning by Programme Portfolio Programme Manage Comm., Works, Public Utilities, Posts, Physical Planning, Natural Resources and Environment 1.

Provide Administrative Services Responsibility Centre 07- Ministry of Comm., Works, Public Utilities, Posts, Phys.
Plann, Natural Resources & Environment 0701 - Permanent Secretary Office Officer in Charge Permanent Secretary Goals/Global Objectives To Provide administrative and policy support for the Ministry and Departments.

Objective(s) for 2008 1.Efficiently and effectively provide the necessary administrative and logistic support for the Ministry.

Expected Results Performance Indicators Less than 10% Cost of administration as a percentage of total ministry’s costs.
Sub-Programme Financial Summary Expenditure Actual Expenditure Estimated Expenditure Planned Expenditure Projected Expenditure Projected 2006 2007 2008 (in thousands) 2009 2010 1.1 Administer Works, Public Utilities and Posts 1.2 Provide Philatelic Services 1.3 Project Management Unit 400 652 728 230 68 3,142 3,192 295 112 316 181 Total 400 652 1,025 3,548 3,688 Page 17 172 Portfolio Programme Manage Comm., Works, Public Utilities, Posts, Physical Planning, Natural Resources and Environment 2.
Develop and Implement Physical Planning Systems Responsibility Centre 07- Ministry of Comm., Works, Public Utilities, Posts, Phys.
Plann, Natural Resources & Environment 0701 - Permanent Secretary Office 0703 - Physical Planning Department Officer in Charge Director Goals/Global Objectives To develop and implement systems of planning governance to ensure the sustainable use of the environment and its natural resources as well as the timely and transparent process for project application and building construction.

Objective(s) for 2008 1.Increase the awareness of the public of the development application process.
2.Process efficiently the development plan.

3.Propose a physical development plan by January 2008.

Expected Results 5 30% 0 days Performance Indicators Number of meetings and media promotions held.

Percentage of application held beyond the 30 day limit.

Delay in days compared to January 31st, 2008.
Sub-Programme Financial Summary Expenditure Actual Expenditure Estimated Expenditure Planned Expenditure Projected Expenditure Projected 2006 2007 2008 (in thousands) 2009 2010 2.1 Provide Administration to Physical Planning 184 162 2.2 Preparation of Plans and Policies for Physical Planning 2.3 Control the Development of Land 2.4 Support Environmentally Friendly Activities 2.5 Invest in Physical Planning Systems Total 80 264 775 937 307 124 328 59 1,300 2,118 307 124 328 59 375 1,193 307 124 328 59 170 988 Page 18 173 Portfolio Programme Manage Comm., Works, Public Utilities, Posts, Physical Planning, Natural Resources and Environment 3.
Maintain and Develop Physical Infrastructure Responsibility Centre 07- Ministry of Comm., Works, Public Utilities, Posts, Phys.

Plann, Natural Resources & Environment 0701 - Permanent Secretary Office 0704 - Public Works Department Officer in Charge Director Goals/Global Objectives To maintain, repair and improve the conditions of public roads, government buildings and vehicles and provide technical advice and services to government in an attempt to ensure sound infrastructural development in Nevis.
Objective(s) for 2008 1.Ensure government buildings are in proper condition for use.

2.Improve the accessibility for pedestrian and vehicular traffic.

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

Number of miles of roads rehabilitated.

% of bridges that are inspected for the year for structural integrity.
Financial Summary Expenditure Actual Expenditure Estimated Expenditure Planned Expenditure Projected Expenditure Projected 2006 2007 2008 (in thousands) 2009 2010 380 371 389 389 389 Sub-Programme 3.1 Provide Administration Services to Public Works 3.2 Maintain Roads and Bridges 3.3 Construct and Maintain Government Buildings 3.4 Maintain Government Vehicles and Equipment 3.5 Supply Asphalt for Road Construction, Improvement and Maintenance 3.6 Invest in Physical Infrastructure 1,307 1,260 701 400 Total 4,048 1,196 1,225 658 401 40,200 44,051 1,189 1,266 649 403 31,100 34,998 1,239 1,218 669 413 13,720 17,649 1,259 368 699 423 13,345 16,484 Page 19 174 Portfolio Programme Manage Comm., Works, Public Utilities, Posts, Physical Planning, Natural Resources and Environment 4.
Supply and Manage Water Responsibility Centre 07- Ministry of Comm., Works, Public Utilities, Posts, Phys.
Plann, Natural Resources & Environment 0701 - Permanent Secretary Office 0705 - Water Department Officer in Charge Manager Goals/Global Objectives The water services department is committed to delivering a safe and abundant supply of potable water at an adequate pressure sufficient to meet the needs of all our customers and to protect the public health by providing high quality water and doing so at the lowest practical costs.

Objective(s) for 2008 1.Maintain the production of water to the WHO standards.
2.Promote water conservation.

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

4.To improve customer service by reducing customer complaint.

Expected Results <10% 10% 20 20% 20% 25% 75% Performance Indicators % of days out of 365 where fecal and total coli form are not within WHO standards.

% of days out of 365 where chlorine level are not within WHO standards.

number of media promotion/adds on water conservation.

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

Percent of reduction in complaints.

Percent of Complaints resolved.
Sub-Programme Financial Summary Expenditure Actual Expenditure Estimated Expenditure Planned Expenditure Projected Expenditure Projected 2006 2007 2008 (in thousands) 2009 2010 4.1 Provide Administration and Customer Services 4.2 Support Regional Water Conferences 4.3 Produce Water 4.4 Distribute Water 4.5 Control the Quality of Water 4.6 Invest in Water Supply 350 30 722 912 81 500 426 30 845 985 177 700 Total 2,595 3,163 459 479 527 35 1,149 1,285 210 1,000 4,139 40 1,282 1,375 194 1,000 4,369 40 1,416 1,394 194 1,500 5,070 Page 20 175 Portfolio Programme Manage Comm., Works, Public Utilities, Posts, Physical Planning, Natural Resources and Environment 5 Provide Postal Services Responsibility Centre 07- Ministry of Comm., Works, Public Utilities, Posts, Phys.
Plann, Natural Resources & Environment 0701 - Permanent Secretary Office 0706 - Post Office Officer in Charge Deputy Director Goals/Global Objectives To provide quality service to the general public by delivering and dispatching mail safely, swiftly and with integrity.

Objective(s) for 2008 1.Sort and dispatch mail in a timely manner.

Sub-Programme Expected Results At least 25% At least 25% Performance Indicators Percentage increase in debit card customers.

Percentage increase in express mail customers.


Financial Summary Expenditure Actual Expenditure Estimated Expenditure Planned Expenditure Projected Expenditure Projected 2006 2007 2008 (in thousands) 2009 2010 5.1 Provide Administration and Customer Service 5.2 Deliver and Dispatch Mail Total 265 493 759 249 434 684 255 496 752 261 500 761 261 501 762 Page 21 176 Portfolio Programme Manage Comm., Works, Public Utilities, Posts, Physical Planning, Natural Resources and Environment 6.
Invest in Infrastructure and Planning Responsibility Centre 07- Ministry of Comm., Works, Public Utilities, Posts, Phys.

Plann, Natural Resources & Environment 0701 - Permanent Secretary Office Officer in Charge Permanent Secretary Goals/Global Objectives To provide the necessary infrastructure and institutional framework to carry out the portfolio’s responsibilities.

Objective(s) for 2008 1.Complete all projects on time and within budget.
Expected Results 100% 100% Performance Indicators % of project completed vs planned.

% of budget expensed.
Sub-Programme 6.1 Technical Assistance 6.3 Basic Education Project 6.4 Land Settlement (RIMP 6.5 Water Development Project 6.6 Water Drilling Financial Summary Expenditure Actual Expenditure Estimated Expenditure Planned Expenditure Projected Expenditure Projected 2006 2007 2008 (in thousands) 2009 2010 4,000 100 4,000 1,000 100 2,000 2,500 5,000 2,000 120 200 1,000 5,000 125 500 Total 4,000 5,100 11,600 6,320 625 Page 22 177 3.1 Important Initiatives Contributing to the Achievement of the Annual Objectives Increase the awareness of the public of the development application process by providing radio and television programmes, seminars, training, and pamphlets.
Improve the accessibility for pedestrian and vehicular traffic by rehabilitating and maintaining the island main roads and village roads.

 Adequate maintenance of vehicles and equipment for efficient and effective service through the establishment and the implementation of maintenance schedules for all government vehicles and equipment.

 Improve customer service by reducing customer complaint in water sector by providing information and feedback to customers.
Reduce the amount of unaccounted water in the distribution system by improving the distribution network and collecting adequate data on water production and distribution on a timely basis.

 Increase present revenue generated from the postal service by promoting the additional services such as express mail.

 Established a Project Management Unit by employing qualify personnel to manage the on-going and new projects.
3.2 Justification for the current year planned Expenditure The proposed capital projects are in keeping with the development agenda of the Nevis Island Administration.
The increases and decreases in the programmes and sub-programmes are due to the introduction of the new budgeting system and also to support the mission of the Ministry: To formulate, implement, monitor and supervise policies relating to works, public utilities and posts in order to enhance the infrastructure development and to provide quality service in a sustainable and environmentally friendly manner thereby improving the quality of life for the people of Nevis.
Page 23 178 Section 4: Supplementary Information 4.1 Portfolio’s Main Estimates by Expenditure Type Org Unit Name: 07- Ministry of Comm., Works, Public Utilities, Posts, Phys.
Plann, Natural Resources & Environment Expenditure Expenditure Expenditure Expenditure Estimated Planned Projected Expenditure Projected Recurrent Expenses Compensation of employees 01-Personal Emoluments 02-Wages 03-Allowances Use of Good and Services 05-Travel and Subsistence 06-Office and General Expenses 07-Supplies and Materials 08-Communications Expenses 09-Operating and Maintenance Services 11-Commissions 14-Purchase of Tools, Instruments, Furniture and Equipment 15-Rental of Assets 16-Hosting and Entertainment 17-Training 21-Professional and Consultancy Services 27-Production and Marketing Expenses Grants 10-Grants and Contributions - Grants Other Expenses 28-Sundry Expenses 31-Utilities Memorandum Items Supplies and Materials Capital Expenses Fixed Asset Acquisition/Construction of Physical Assets Other costs to be capitalised Transfer Expenses Compensation of employees 02-Wages Grants 10-Grants and Contributions - Grants Total Total Total Actual 2006 7,455 5,332 1,934 3,375 24 2,100 80 88 787 14 820 1 67 99 4 5 125 11 17 17 6 6 2007 2008 2009 2010 (in thousands) Total Page 24 179 4.2 Information on the Beneficiaries of Transfer of Payments Org Unit Name: 07- Ministry of Comm., Works, Public Utilities, Posts, Phys.
Plann, Natural Resources & Environment 0701 - Permanent Secretary Office Activity Type: Programme Activity Name: Manage Comm., Works, Public Utilities, Posts, Physical Planning, Natural Resources and Environment 1.
Provide Administrative Services Expenditure Expenditure Expenditure Expenditure Estimated Planned Projected Expenditure Projected Recurrent Expenses Compensation of employees 01-Personal Emoluments 02-Wages 03-Allowances Use of Good and Services 05-Travel and Subsistence 06-Office and General Expenses 07-Supplies and Materials 08-Communications Expenses 09-Operating and Maintenance Services 14-Purchase of Tools, Instruments, Furniture and Equipment 15-Rental of Assets 16-Hosting and Entertainment 17-Training 21-Professional and Consultancy Services 27-Production and Marketing Expenses Other Expenses 28-Sundry Expenses 31-Utilities Total Total Actual 2006 400 285 235 50 114 20 8 5 3 8 15 2 50 3 1 1 400 400 2007 2008 2009 2010 (in thousands) Page 25 180 Org Unit Name: 07- Ministry of Comm., Works, Public Utilities, Posts, Phys.
Plann, Natural Resources & Environment 0701 - Permanent Secretary Office 0703 - Physical Planning Department Activity Type: Programme Activity Name: Manage Comm., Works, Public Utilities, Posts, Physical Planning, Natural Resources and Environment 2.
Develop and Implement Physical Planning Systems Expenditure Expenditure Expenditure Expenditure Estimated Planned Projected Expenditure Projected Recurrent Expenses Compensation of employees 01-Personal Emoluments 02-Wages 03-Allowances Use of Good and Services 05-Travel and Subsistence 06-Office and General Expenses 07-Supplies and Materials 09-Operating and Maintenance Services 14-Purchase of Tools, Instruments, Furniture and Equipment 16-Hosting and Entertainment 17-Training 21-Professional and Consultancy Services 27-Production and Marketing Expenses Grants 10-Grants and Contributions - Grants Other Expenses 28-Sundry Expenses Actual 2006 184 5 5 161 10 10 8 18 30 2 75 8 17 17 1 1 2007 2008 2009 2010 (in thousands) Total 184 162 759 759 Capital Expenses Fixed Asset Acquisition/Construction of Physical Assets Other costs to be capitalised Transfer Expenses Compensation of employees 02-Wages Total Total Total Page Org Unit Name: 07- Ministry of Comm., Works, Public Utilities, Posts, Phys.
Plann, Natural Resources & Environment 0701 - Permanent Secretary Office 0704 - Public Works Department Activity Type: Programme Activity Name: Manage Comm., Works, Public Utilities, Posts, Physical Planning, Natural Resources and Environment 3.
Maintain and Develop Physical Infrastructure Expenditure Expenditure Expenditure Expenditure Estimated Planned Projected Expenditure Projected Recurrent Expenses Compensation of employees 01-Personal Emoluments 02-Wages 03-Allowances Use of Good and Services 05-Travel and Subsistence 06-Office and General Expenses 07-Supplies and Materials 08-Communications Expenses 09-Operating and Maintenance Services 14-Purchase of Tools, Instruments, Furniture and Equipment 15-Rental of Assets Other Expenses 28-Sundry Expenses Actual 2006 4,048 2,781 646 2,120 15 1,265 24 20 602 2 565 19 34 2 2 2007 2008 2009 2010 (in thousands) Total 4,048 3,851 3,898 3,929 3,139 Capital Expenses Fixed Asset Acquisition/Construction of Physical Assets Total Total 40,200 40,200 40,200 40,200 31,100 31,100 31,100 31,100 13,720 13,720 13,720 13,720 13,345 13,345 13,345 13,345 4,048 44,051 34,998 17,649 16,484 Page 27 182 Org Unit Name: 07- Ministry of Comm., Works, Public Utilities, Posts, Phys.
Plann, Natural Resources & Environment 0701 - Permanent Secretary Office 0705 - Water Department Activity Type: Programme Activity Name: Manage Comm., Works, Public Utilities, Posts, Physical Planning, Natural Resources and Environment 4.
Supply and Manage Water Expenditure Expenditure Expenditure Expenditure Estimated Planned Projected Expenditure Projected Recurrent Expenses Compensation of employees 01-Personal Emoluments 02-Wages 03-Allowances Use of Good and Services 05-Travel and Subsistence 06-Office and General Expenses 07-Supplies and Materials 08-Communications Expenses 09-Operating and Maintenance Services 14-Purchase of Tools, Instruments, Furniture and Equipment 15-Rental of Assets 17-Training Other Expenses 28-Sundry Expenses Memorandum Items Supplies and Materials Actual 2006 2,065 1,602 597 1,005 1 461 3 19 150 3 219 13 50 5 2 2 2007 2008 2009 2010 (in thousands) Total 2,065 2,433 3,104 3,329 3,530 Capital Expenses Fixed Asset Acquisition/Construction of Physical Assets Transfer Expenses Grants 10-Grants and Contributions - Grants Total Total Total Page 28 183 Org Unit Name: 07- Ministry of Comm., Works, Public Utilities, Posts, Phys.
Plann, Natural Resources & Environment 0701 - Permanent Secretary Office 0706 - Post Office Activity Type: Programme Activity Name: Manage Comm., Works, Public Utilities, Posts, Physical Planning, Natural Resources and Environment 5 Provide Postal Services Expenditure Expenditure Expenditure Expenditure Estimated Planned Projected Expenditure Projected Recurrent Expenses Compensation of employees 01-Personal Emoluments 02-Wages 03-Allowances Use of Good and Services 05-Travel and Subsistence 06-Office and General Expenses 07-Supplies and Materials 08-Communications Expenses 09-Operating and Maintenance Services 11-Commissions 14-Purchase of Tools, Instruments, Furniture and Equipment Other Expenses 28-Sundry Expenses Total Total Actual 2006 759 659 456 200 3 99 24 31 22 6 10 1 6 1 1 759 759 2007 2008 2009 2010 (in thousands) Page 29 184 Org Unit Name: 07- Ministry of Comm., Works, Public Utilities, Posts, Phys.
Plann, Natural Resources & Environment 0701 - Permanent Secretary Office Activity Type: Programme Activity Name: Manage Comm., Works, Public Utilities, Posts, Physical Planning, Natural Resources and Environment 6.
Invest in Infrastructure and Planning Expenditure Expenditure Expenditure Expenditure Estimated Planned Projected Expenditure Projected Capital Expenses Fixed Asset Acquisition/Construction of Physical Assets Other costs to be capitalised Total Total Actual 2006 4,000 4,000 4,000 4,000 4,000 2007 2008 2009 2010 (in thousands) 5,100 5,100 5,000 100 5,100 11,600 11,600 9,500 2,100 11,600 5,100 11,600 6,320 6,320 6,200 120 6,320 6,320 625 625 500 125 625 625 Page 30 185 4.3 Portfolio’s Capital Spending profile by project Types Investment Projects Expected End Date Estimated Total Cost Estimated Cumulative as at 2007 Planned Projected Projected Estimated for the following years Initial Revised Re-evaluation Amount % 2008 2009 2010 Special Maintenance of Schools Road Improvement Project EXPANSION OF WATER DEPARTMENT BUILDING Sub-total ASPHALT ROAD CONSTRUCTION AND MAINTENANCE Island Road Drainage Project Link Road Project Environmental Policy Secondary Village Road Reconditioning of Asphalt Plant Water Drilling Project Basic Eduication Project Regulations and Licensing for the Construction Industry Public Building Survey Multi Environment for GIS Water Services Upgrade Renovation and Expansion of Government Buildings Physical Development Plan Asset renewal 12,000,000 27,000,000 500,000 720,000 100,000 10,680,000 21,924,578 81.2 16,500,000 10,000,000 10,000,000 -31,424,578 750,000 150,000 -600,000 250,000 -100,000 39,750,000 150,000 -600,000 21,924,578 ****** 17,250,000 10,720,000 10,100,000 -20,844,578 500,000 350,000 -150,000 350,000 450,000 500,000 -950,000 Development 12,000,000 15,000,000 150,000 12,000,000 2,000,000 11,000,000 145,000 45,000 55,000 1,500,000 1,800,000 300,000 200,000 1.7 200,000 200,000 200,000 11,200,000 10,500,000 4,500,000 60,000 85,000 10,000 -5,000 600,000 5.0 900,000 1,200,000 1,400,000 7,900,000 100,000 100,000 100,000 -300,000 2,000,000 2,000,000 200,000 145,000 100,000 45,000 55,000 8,800,000 -100,000 1,000,000 1,000,000 1,500,000 -2,000,000 400,000 22.2 1,000,000 1,000,000 1,000,000
 -1,600,000 300,000 Page 31 186 4.3 Portfolio’s Capital Spending profile by project Types Investment Projects Expected End Date Estimated Total Cost Estimated Cumulative as at 2007 Planned Projected Projected Estimated for the following years Initial Revised Re-evaluation Amount % 2008 2009 2010 Sub-total 56,495,000 350,000 -150,000 1,200,000 342.9 18,655,000 4,335,000 4,710,000 27,445,000 Technical Assistance Aerial Flyover Physical Planning Development Control Ordinance Land Settlement RIMP Physical Planning Environmental Projects Coastal Protection Quarry Impact Study and Soil Conservation Water Development Project Sub-total RENOVATION OF GOVERNMENT HOUSE Caribbean Regional Environmental Project RENOVATION OF HISTORIC BATH HOTEL Sub-total Others 100,000 1,100,000 120,000 2,000,000 650,000 130,000 340,092 5,000,000 9,440,092 100,000 120,000 125,000 200,000 120,000 -245,000 900,000 2,500,000 1,000,000 500,000 -2,000,000 650,000 130,000 245,000 190,000 160,000 -254,908 5,000,000 5,000,000 -5,000,000 8,295,000 6,310,000 785,000 -5,949,908 700,000 1,000,000 300,000 700,000 Rehabilitation 2,000,000 300,000 2,000,000 100,000 50,000 45,000 -195,000 2,700,000 1,000,000 300,000 800,000 50,000 45,000 2,105,000 Total Investment Projects 108,385,092 1,500,000 -450,000 23,124,578 ****** 45,000,000 21,415,000 15,640,000 2,755,514 Page 32 187 4.4 Portfolio’s Capital Spending profile by Sources of Funds Expenditure Expenditure Expenditure Expenditure Expenditure Actual Estimated Planned Projected Projected Source of Funds 2006 2007 2008 2009 2010 Project No 69 Basic Eduication Project Development Aid Revenue Sub-total 72 Aerial Flyover Revenue Sub-total 4,000 4,000 3,000 1,000 4,000 (in thousands) 1,500 500 2,000 200 200 100 100 200 73 Caribbean Regional Environmental Project Revenue Sub-total 30 30 100 100 75 Road Improvement Project Loans Revenue Sub-total 76 Land Settlement RIMP Revenue Sub-total 77 Technical Assistance Revenue Sub-total 78 Quarry Impact Study and Soil Conservation
 Development Aid Revenue Sub-total 50 50 79 Physical Planning Environmental Projects Revenue Sub-total 80 Link Road Project Loans Revenue Sub-total 81 Environmental Policy Revenue Sub-total 101 Water Development Project Loans Revenue Sub-total Page 33 188 Expenditure Expenditure Expenditure Expenditure Expenditure Actual Estimated Planned Projected Projected Source of Funds 2006 2007 2008 2009 2010 (in thousands) Project No 500 500 250 250 350 350 150 150 1,000 1,000 800 800 50 50 700 700 200 200 121 RENOVATION OF GOVERNMENT HOUSE Revenue Sub-total 122 RENOVATION OF HISTORIC BATH HOTEL Revenue Sub-total 128 ASPHALT ROAD CONSTRUCTION AND MAINTENANCE Revenue Sub-total 129 EXPANSION OF WATER DEPARTMENT BUILDING Revenue Sub-total 223 Secondary Village Road Revenue Sub-total 224 Special Maintenance of Schools Revenue Sub-total 225 Reconditioning of Asphalt Plant Revenue Sub-total 226 Renovation and Expansion of Government Buildings Revenue Sub-total 227 Island Road Drainage Project Revenue Sub-total 229 Water Drilling Project Revenue Sub-total 230 Physical Planning Development Control Ordinance Revenue Sub-total 231 Coastal Protection Development Aid Revenue Sub-total Page 34 189 Expenditure Expenditure Expenditure Expenditure Expenditure Actual Estimated Planned Projected Projected Source of Funds 2006 2007 2008 2009 2010 (in thousands) Project No 232 Physical Development Plan Development Aid Revenue Sub-total 233 Public Building Survey Revenue Sub-total 234
 Regulations and Licensing for the Construction Industry Development Aid Revenue Sub-total 235 Multi Environment for GIS Revenue Sub-total 236 Water Services Upgrade Revenue Sub-total Others Revenue Sub-total Total 270 30 300 45 45 115 30 145 55 55 100 100 700 700 1,000 1,000 1,000 1,000 1,500 1,500 500 500 25 25 4,580 46,800 45,000 21,415 15,640 Page 35 190 4.5 Portfolio’s Summary by Sources of Funds Expenditure Expenditure Expenditure Expenditure Expenditure Actual Estimated Planned Projected Projected 2006 2007 2008 2009 2010 Source of Funds (in thousands) Development Aid Loans Revenue Total 3,000 35,000 16,610 54,610 2,135 29,500 22,996 54,631 220 13,000 20,620 33,840 100 10,000 17,518 27,618 12,065 12,065 Page 36 191 4.6 Status Report on Major Government Projects (MGP) PHYSICAL DEVELOPMENT PLAN Total Project Cost and Source of Funds $300,000 XCD – Funded by Revenue (10%) and Development Aid (90%) Strategic Objective: To improve land development and protect environmental resources.
Lead Department or Agency: Department of Physical Planning Contracting Authority: OAS and NIA Participating Departments and Agencies: NIA, NGO, Private Sector Project Management Unit: Department of Physical Planning Prime Contractor: Hyder Consulting Phases Reached Nevis Physical Development Plan Completed Public consultation and finalisation of the plan for Parliament (2008) ROAD IMPROVEMENT PROJECT Total Project Cost and Source of Funds $16,500,000 XCD – Funded by Revenue (6%) and Loan (94%) Strategic Objective: To improve the road infrastructure of Nevis.
Lead Department or Agency: Public Works Department Contracting Authority: NIA Participating Departments and Agencies: Ministry of CWPU&P, PPNRE Project Management Unit: Public Works Department Prime Contractor: Surrey Paving and Aggregate Caribbean Limited Phases Reached Paving of the island main road phase 3 completed at 90% Island main road phase 3 completed by January 2008 Start feasibility design and tendering, and selection of contractor for Cades Bay to Camps road and Hanleys road (2008) SECONDARY VILLAGE ROADS Total Project Cost and Source of Funds $900,000 XCD – Funded by Revenue Strategic Objective: Improve secondary roads to provide safe, convenient and efficient movement of people and goods.
Lead Department or Agency: Public Works Department Contracting Authority: NIA Participating Departments and Agencies: Ministry of CWPU&P, PPNRE Project Management Unit: Public Works Department Prime Contractor: PWD and Private Contractor to be determined Page 37 192 LINK ROAD PROJECT Total Project Cost and Source of Funds $10,500,000 XCD – Funded by Revenue (5%) and Loan (95%) Strategic Objective: To upgrade roads in specific communities to stimulate development and improve transportation networks.
Lead Department or Agency: Public Works Department Contracting Authority: NIA Participating Departments and Agencies: Ministry of CWPU&P, PPNRE Project Management Unit: Public Works Department Prime Contractor: National Pilling Company LLC Phases Reached Paving completed for Barnes Ghaut and Paradise, 100% completed for Jessups, 0% completed for Cotton Ground.

 Link Road Project will be completed in February 2008.
ISLAND ROAD DRAINAGE PROJECT Total Project Cost and Source of Funds $200,000 XCD – Funded by Revenue Strategic Objective: Upgrade the storm water drainage system to prevent the problem of flooding and accelerated run-off and erosion.
Lead Department or Agency: Public Works Department Contracting Authority: NIA Participating Departments and Agencies: Ministry of CWPU&P, PPNRE Project Management Unit: Public Works Department Prime Contractor: PWD and Private contractor to be determined WATER SERVICES UPGRADE Total Project Cost and Source of Funds $1,000,000 XCD – Funded by Revenue Strategic Objective: Improve and expand the water distribution network.
Lead Department or Agency: Water Department Contracting Authority: NIA Participating Departments and Agencies: Water Department Project Management Unit: Water Department Prime Contractor: Water Department Phases Reached Upgrade of the distribution system on the Island Main Road Project and the Link Road Project on- going; Upgrade of the distribution system on the Island Main Road Project and the Link Road Project to be completed in 2008; Upgrade of the distribution system in other areas on the island to be started in 2008.
Page 38 193 BASIC EDUCATION PROJECT Total Project Cost and Source of Funds $200,000 XCD – Funded by Revenue (55%) and Loan (45%) Strategic Objective: To provide the necessary infrastructure and institutional framework to carry out the portfolio’s responsibilities.
Lead Department or Agency: PublicWorks Department Contracting Authority: Government of St-Kitts and Nevis and Caribbean Development Bank Participating Departments and Agencies: PublicWorks Department and private contractors Project Management Unit: PublicWorks Department Prime Contractor: NIA and Private contractor to be determined Phases Reached Construction of the St-John Primary School (Completed) New wing at Charlestown Secondary School (Completed) Completion of Special Education Unit (Completed) Expansion to Charlestown Primary School (2008) WATER DEVELOPMENT PROJECT Total Project Cost and Source of Funds $500,000 XCD – Funded by Revenue (20%) and Loans (80%) Strategic Objective: To have adequate supply to meet the needs of the consumers.
Lead Department or Agency: Ministry of CWPU&P, PPNRE Contracting Authority: NIA Participating Departments and Agencies: Ministry of CWPU&P, PPNRE and Water Department Project Management Unit: Ministry of CWPU&P, PPNRE Prime Contractor: NIA and Private Contractors to be determined Phases Reached Application to the Caribbean Development Bank (Completed); Project Appraisal (Completed); Study to determine the specific water development projects that the Caribbean Development Bank can fund which include infrastructure as well as institutional strengthening (2008); WATER DRILLING Total Project Cost and Source of Funds $2,000,000 XCD – Funded by Revenue Strategic Objective: To explore and develop additional sources of water on the island of Nevis.
Lead Department or Agency: Ministry of CWPU&P, PPNRE and Water Department Contracting Authority: Ministry of CWPU&P, PPNRE and Water Department Participating Departments and Agencies: Ministry of CWPU&P, PPNRE and Water Department Project Management Unit: Ministry of CWPU&P, PPNRE and Water Department Prime Contractor: BEAD LLC Phases Reached Exploration of additional water sources on-going; Exploration and development of additional water sources to be completed in 2008.
Page 39 194 4.7 Personal Emoluments – Details of Salaries 07 - MINISTRY ADMINISTRATION (5) Administrative Officer 1 Assistant Secretary 1 Junior Clerk(s) 1 Minister 1 Permanent Secretary 1 0702 PHYSICAL PLANNING DEPARTMENT ADMINISTRATION (18) Building Engineer 1 Building Inspector 2 Chief Building Inspector 1 Director Physical Planning 1 Environment & Development Officer 1 Executive Officer 1 Junior Clerk(s) 1 Office Attendant 1 Physical Planning Assistant 1 Physical Planning Officer 2 Planning Technician 3 Senior Clerk (s) 1 Senior Environmental Officer 1 Senior Physical Planner 1 0703 PUBLIC WORKS ADMINISTRATION (7) Civil Engineer(s) 1 Clerk of Works 1 Director Public Works 1 Draftsman 1 Executive Officer 1 Junior Clerk(s) 1 Office Assistant 1 ROAD, BRIDGES & MINOR WORKS (4) Field Supervisor 1 Inspector of Works 1 Maintenance Technician 1 Road Clearance -Supervisor 1 BUILDINGS (2) Foreman of Works 1 Inspector of Works 1 Page 40 195 REPAIR SHOP (2) Foreman Mechanic 1 Repair Shop Supervisor 1 ASPHALT PLANT (1) Asphalt Plant Foreman 1 0704 WATER DEPARTMENT ADMINISTRATION AND BILLING DIVISION (9) Administrative Officer 1 Assistant Storekeeper 1 Engineer/Manager 1 Executive Officer 1 Office Assistant 1 Senior Clerk (s) 2 Senior Meter Reader 1 Storekeeper 1 PRODUCTION (7) Clerk of Works 1 Engineer Assistant 1 Foreman Mechanic 2 Inspector of Works
 2 Pump Technician 1 DISTRIBUTION (2) Foreman of Works 2 QUALITY CONTROL (2) Laboratory Assistant 1 Laboratory Technician 1 0705 POST OFFICE ADMINISTRATION & REVENUE CONTROL (9) Deputy Postmaster 1 Executive Officer 1 Junior Clerk(s) 5 Senior Clerk (s) 1 Sub-Postman 1 POSTAL DELIVERIES & DISPATCH (9) Dispatch Clerk 1 Office Assistant 1 Postmen 7 Page 41 196 MINISTRY 08 MINISTRY OF AGRICULTURE, LANDS, COOPERATIVES & FISHERIES 197 Section 1: Executive Summary and Management Representation Statement 1.1 Minister’s Message Before I took up the mantle as Minister of Agriculture, Lands, Housing, Co-operatives, and Fisheries, I envisaged Agriculture at its highest, where it will adequately meet one of life’s most basic need: food; be it vegetable, meat, fish or poultry.
In my campaign message I proposed that Agriculture will provide: a.

Encouragement for young people to engage it as a business.

 b.

For the rehabilitation of the livestock sector by making available lands for pasture and animal fodder which will result in increased meat production to pre-1992 levels.

 c. Technical assistance and funding for viable food and fruit processing industry.
d. For the reorganization of the Fishermen’s Co-operative to ensure that fishing is promoted and developed to its full potential through improved fishing methods and increased catch to adequately meet fish demand of the tourism industry while providing meaningful incentives to harness their trade.

 Today, the vision is slowly but surely materializing.

Currently, the agro-processing plant is near completion and should be commisioned shortly.
The Fisheries complex has been rehabilitated and is again operational.

The Maddens Estate house has been refurbished, signalling the return of Agriculture to its formative days of being a major contributor to Agriculture, and in particular the St. James' Parish.

Increased activities at Maddens will provide a research base to facilitate Agricultural awareness and education at the primary, secondary, and tertiary levels.
The annual exhibitions will demonstrate the use of modern technology as well as speak to the increased agricultural outputs at that station.

 In addition to the above mentioned, the Ministry and the people of Nevis will be benefitting from the increased production of selected crops, improved food safety practices (as a result of improved pest control management, trained technical staff and farmers, improved technology and equipment as well as strategic planning).
Statististical information will be made available for transparency.

Therefore all efforts will be made to account for expenditure and revenue generation to ascertain the true cost of agricultural production and its true impact on the economy.

Hence the establishment of a Management and Information Unit (MIU) at the Ministry to assist with internal controls in accordance with fiscal prudence (Financial Instructions).
The MIU will also coordinate, monitor and evaluate the implementation of the Ministry’s projects (Agriculture, Co-operatives, & Fisheries).

Additionally, it will network with the Permanent Secretary, CARDI, Directors, CFRAM, Public and Private Sectors, IICA, Chineese Technical Mission, FAO and other regional and international funding and technical agencies.

 2008 will see: 1.

The re-introduction of cotton which will require the use of greenhouse technology.

 2.
2.

Improved onion production.

 3.

Continuation of the lethal yellowing management program (coconuts).

 4.

The commencement of the agro-processing from a controlled environment.

 5.

Improved production practices utilizing increased fertilization programs, specialized tools and equipment.

 6.

Increased in the availability of fish for local consumption and a deepening of the agro-tourism link.
Page 1 198 7.

The continuation of the School’s Assistance Program where Agriculture will be featured at the Primary school level.

 8.

Rehabilitation of Estate buildings (Maddens).

 9.

Establishment of intensive livestock farming at Maddens (goat and pig production).

 10.

Establishment of a Layer/Broiler Unit (Maddens).


 Our mandate, at the country level, is to make available adequate food, since every one has the inalieable right to food.

Currently, Agriculture benefits from approximately 4%-5% of the recurrent budget.

If Agriculture is to realize a bigger impact on food supply, it would be necessary for me to propose to the NIA that it dedicate a bigger share, say 10%, of the financial purse to Agriculture.
This could possibly be done on an incremental basis until equilibrium (where supply equals demand) in Agricultural production is achieved.
Honorable E. Robelto Hector ____________________________ Minister of Agriculture, Lands, Co-operatives, and Fisheries 1.2 Executive Summary The Ministry of Agriculture is endeavoring through its Mission statement to diversify and increase the rate of development of Agriculture, Fisheries, and Co-operatives through effective collaboration, support, and dialogue with all stakeholders at all levels to enable sustainable livelihoods which supports the careful utilization of natural resources (land and marine) resulting in a positive growth in Nevis’ economy and by extension the Gross Domestic Product.
In an effort to enable the efficient operation of the Ministry it was necessary to present the overall organization, activity summary, and operational plans.

 The Ministry presented a portfolio which outlined the strategic objectives in pursuance of the government’s directions.
It further detailed the annual objectives, challenges to achieving the objectives, modifications, resources, and achievements over a time horizon, and the impact of the previous year’s achievements against the current year’s planned expenditure.

 A detailed programme of activities is developed over the years 2008 to 2010.
The programme of activities for each of the departments includes the activities and sub-activities, their expected results and the relevant performance indicators to assess, monitor, and evaluate the deliverables.

In addition, an incremental budget is prepared to enable the implementation of these activities.

 The major activities below are the expected outcomes for the respective heads, all things being equal.

These activities are given high priority over other possible projects.
Administration: Main Activity : To provide general Administration (to be administerd by the Permanent Secretary).

Sub-Activities (i) To keep the administrative support function under 10% and (ii) To enable School Assitance Programme.
Department of Agriculture: Page 2 199 Main Activity : To support the development of Agriculture (to be administerd by the Permanent Secretary).

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

 (ii) To provide for agriculture development services.

 (iii) To provide support for animal health.
(iv) To provide marketing support to farmers.

 (v) To invest in Agriculture.

 Department of Fisheries: Main Activity: Fisheries management and technical support (to be administered by the Officer in Charge).

 Sub-Activities: There are no sub-activities.

However the Department’s goals are to : (i) Encourage young persons to enter the fishing industry.

 (ii) Enhance fishing as a business in terms of sales for 2008.
(iii) Increase the number of consultation with fishing communities to ensure sustainable fishing practices in Nevis.

 Department of Cooperatives: Main Activity: To promote and regulate the co-operative movement (to be administered by the Director of Co-operatives).

 Sub-Activities: There are no sub-activities.

However, the department’s goals are to: (i) Create an environment conducive to the development of cooperatives.
(ii) Increase the total number of cooperatives.

 (iii) Increase audit of all cooperatives.

 The budget also provides supplementary information, which includes a detailed financial break down necessary to implement each programme of activity by expediture type as well as a capital spending profile by project type.
As a final addendum, the budget disclosed other items of interest such as the employment data (number of filled as well as proposed employees) for each department and their respective posts.

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

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

 - Is comprehensive and accurate.

 - Is based on sound underlying departmental information and management systems.
Page 3 200 I am satisfied as to the quality assurance processes and procedures used for the RPP's production.

 The structure on which this document is based has been approved by the Ministry of Finance and is the basis for accountability for the results achieved with the resources and authorities provided.
Pearlievan Wilkin ______________________ Permanent Secretary Page 4 201 Section 2: Ministry Overview 2.1 Mission Statement To diversify and increase the rate of development of Agriculture, Fisheries, and Co-operatives in order to enhance the welfare and economic condition of the populace on a sustainable basis and to be a high quality developer of land and marine resources in response to the needs of all stake holders.
Department of Agriculture The Department of Agriculture’s mission is to promote the economically sustainable development of agriculture through effective collaboration, training, support and dialogue with all stakeholders at all levels.

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

 - Conducting various performance trails on newly introduced hybrids and disseminating the results to stakeholders with the aim of enhancing production capacity.
- Promoting the adoption of appropriate technologies and production systems in both the livestock and crop sectors that are designed to enhance the quality and quantity of agricultural products.

 - The introduction of new gene lines and improved breeds to the livestock sector to enhance the quality and quantity of meat and meat products.
- Improved delivery of all services across all divisions with particular emphasis on land preparation, marketing, extension, quarantine and abattoir services.

 - Promoting the longevity and the revitalisation of agriculture by encouraging youth to pursue careers and business opportunities in agriculture.

 - The promotion of agro-processing as a viable enterprise for both local and export markets.
Department of Fisheries The mission of the Department of Fisheries is to assess and regulate the fisheries resources of Nevis and to promote sustainable use of these resources.

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

 Page 5 202 - Obtaining information from regional and international Fisheries Management Agencies.
- Carrying out a stock assessment of a conch, lobster and fin fish resources.

 - Continuing to attempt to find out ways to identify ciguatoxic fish before they are consumed.

 - Exploring the development of fish farms (fresh water aqua-culture or mari-culture) in an effort to increase the amount of fish available locally.

 - Encouraging fishers to obtain larger vessels capable of operating further out to sea and for much longer periods than at present.
- Introducing a closed season for the fishing of lobsters as well as conch.

 - Establishing of marine management areas as a measure to allow fish stocks to recover and to provide a boost to the tourism industry.

 - Increase the harvesting of migrating pelagics during their seasonal runs.
Department of Co-operatives To be a dynamic and professional organization which would promote, supervise, strengthen and expand the co-operative sector thereby creating an environment which is conducive to sustainable socio-economic development.

 - Ensure law enforcement, promote policies and give advice to the co-operative societies.

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

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

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

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

 - Ensure the supervision and development of Junior Co-operatives in all primary and secondary schools.
- Provide attachment at the Credit Union for members of secondary school Coop.

 - Provide technical assistance in the preparation and supervision of projects which would assist in the development of co-operatives.
Page 6 203 2.2 Portfolio Organization Org Unit Name 08 - Ministry of Agriculture, Lands, Housing, Co-operatives & Fisheries 0801 - Permanent Secretary's Office 0802 - Department of Agriculture 0803 - Department of Co-operatives 0804 - Fisheries Department Acronym Phone No Address Prospect Rd,St.

John's Parish Main Street,St.


Paul's Parish Prospect Rd,St.

John's Parish Prospect Rd,St.

John's Parish Prospect Rd,St.

John's Parish 869 4695521 Ext.

2116 869 4695521 Ext.

2125 869 4695521 Ext.
2161 Page 7 204 2.3 Portfolio Activity Summary Portfolio Manage Agriculture, Lands, Housing, Co-operatives and Fisheries Responsibility Centre 08 - Ministry of Agriculture, Lands, Housing, Co-operatives & Fisheries 0801 - Permanent Secretary's Office Officer in Charge Permanent Secretary Goals/Global Objectives To diversify and increase the rate of development of Agriculture in order to enhance the welfare and economic conditions of the populace on a sustained basis and to be a high quality developer of land and housing for sale or lease in response to the agricultural and industrial needs of the citizens and foreign investors.
Objective(s) for 2008 1.Give hours of consultation to transfer appropriate technology to agricultural producers.

2.Implement the 2006 - 2010 strategic plan thereby ensuring the security of food supply in Nevis and provide marketing support to farmers.

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

4.Increase the number of consultation with fishing communities for year 2008.

5.Increase the total number of cooperatives.


Expected Results 55 hours 6 45% 15% 16 10% Performance Indicators Number of hours training or consultations delivered.

The number of training sessions delivered.

Tonnage of food procuction by farmers as a percentage of the total consumption.

% of additional farming acreage provided by government.

Number of consultations with fishing communities.

% of new cooperatives registered.

December 2008 Implement a new Cooperatives Act and regulations by Dec 2008.
Financial Summary Programme Expenditure Actual Expenditure Estimated Expenditure Planned Expenditure Projected Expenditure Projected 2006 2007 2008 (in thousands) 2009 2010 1.

Provide General Administration 2.

Support the Development of Agriculture 3.

Provide Fishery Management and Technical Support 4.
Promote and Regulate the Cooperative Movement 454 3,533 288 600 4,075 287 661 3,279 204 678 3,174 217 694 3,132 227 257 268 200 215 248 Total 4,532 5,231 4,345 4,283 4,301 Page 8 205 2.4 Planning Overview 2.4.1 Overview 2.4.1.1 Portfolio’s Strategic Objectives vs Government Directions The main thrust of the agriculture strategy will be the improved co-ordination of production and marketing and the effective exploitation of the linkage between agriculture and tourism.
The government directions regarding Agriculture, Lands, Fisheries and Co-operatives will focus on: Encouraging more young people to take up agriculture as a business; Rehabilitating the livestock sector by providing land for pasture and for animal fodder and increasing meat production to pre-1992 levels; Seeking technical assistance, advice and funding for a viable food and fruit processing industry; Re-organising the Fishermen’s Co-operative to ensure that the fishing industry is promoted and developed to its full potential; Working closely with fishermen to improve fishing methods and increasing their fish catch in order to supply the tourism industry with a higher level of its requirements for fish; Ensuring that fishing remains a safe and viable source and means of employment; Providing fishermen and farmers with a range of meaningful incentives.
To ensure the implementation of the government's vision, the Ministry of Agriculture, Lands, Fisheries and Co-operatives seek to provide the highest quality products, services, and leadership through constant technical and technological innovations, education, and training for sustainable economic development of all stakeholders.
It aims to diversify and increase the rate of development of agriculture in order to enhance the welfare and economic condition of the populace on a sustained basis and to be a high quality developer of land and housing for sale or lease in response to the agricultural and industrial needs of the citizens and foreign investors.
2.4.1.2 Portfolio’s Annual Objectives vs Strategic Objectives The strategic objective of the Ministry of Agriculture, Lands, Fisheries and Co-operatives is to diversify and increase the rate of development of agriculture in order to enhance the welfare and economic condition of the populace on a sustained basis and to be a high quality developer of land and housing for sale or lease in response to the agricultural and industrial needs of the citizens and foreign investors.
To ensure the implementation of the strategic objective, the Ministry of Agriculture, Lands, Fisheries and Co-operatives has advanced the following objectives for 2008: 1.

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

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

Increase farm acreage to increase crop production in returning government estate to farm; 4.
Increase the number of consultation with fishing communities for the year 2008; 5.

Stimulate and strengthen the co-operatives sector.

Page 9 206 2.4.1.3 Modifications to the Portfolio’s Strategic Directions during the year The main thrust of the agriculture strategy will be to improve coordination of production and marketing and effective exploitation of the linkage between agriculture, education and tourism.
The main thrust of the fishery strategy will be to ensure conservation of the fishery resources while increasing production as well as implementing the new system of licensing and registration (Carifis).

 The main thrust of the co-operative strategy will be to ensure education, training, inspection, supervision, and audit of societies.
2.4.1.4 Main Activities contributing to the Portfolio’s Annual Objectives The Department of Agriculture aims to provide technical support for crop farmers, increase farm acreage to increase crop production on government estate, and provide technical support for animal health.

All these activities are expected to answer the need to increase the crop production in order to achieve food self-sufficiency for the country and the need to transfer appropriate technology to agricultural producers.
The department of Fisheries aims to provide fishery management and technical support.

To achieve its objective, it will increase the number of consultations with fishing communities for the year 2008.

 The department of Co-operative aims to promote and regulate the co-operative movement.

To achieve its objective, it will provide training based on the needs of societies as well as financial assistance.
2.4.1.5 Main Challenges to Achieve Portfolio’s Annual Objectives CROP AND LIVESTOCK DEVELOPMENT Economic and Political Commitment The overall performance of these sectors has generally been poor.

In a 1995 study entitled “Agricultural Sector Assessment Study of St. Kitts and Nevis”, it was reported that 245 acres of land were under commercial agriculture in Nevis.
Today, while there has been no significant decline in the area under tree crops, the reverse is true for temporary crops especially among root crops (Yams, sweet potatoes, carrots).

 The decline in the latter has resulted in increasing dependence on food imports from regional and international suppliers.

Conservative estimates indicate that Nevis self sufficiency in vegetables averages 15%, a dramatic decline when compared to the almost total self sufficiency just a few decades ago.
It is anticipated that in the period 2008-2011, 35 -40% of production will be locally based.

 The achilles heel of the livestock sector is not so much an issue of quantity but rather quality.

Insignificant introductions of new gene lines and breeding stock combined with poor management practices has resulted in breeding depression characterized by slow and or stunted growth, and Page 10 207 poor carcass characteristics.
Consumer preferences for quality products have sidelined much of the beef and pork from supermarket shelves.

 The Department’s commitment to reverse this situation is absolute.

Intensive production systems, introduction of new breeds and breed stocks, and farmer training workshops have proceeded far beyond the planning stage and are awaiting execution.

The list of factors which contributes to the low output of farm produce is extensive.
Historically, farmers have taken the brunt of the blame.

However, it is my belief that a radical shift in priorities must occur from the top down, if the situation is to be seriously tackled.

In the recent past, large infusions of government assets have spurred the growth of financial services, tourism and education.

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

When all is said and done, it is a question of political will.
IRRIGATION Access to Affordable and Dependable Water Supplies The majority of farms on the island employ drip systems which should allow for year round vegetable cultivation.

Presently, only New River generates its own water from a spring.

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

 As such, the deficit has had to be supplemented from an already strained public main.
Rain fed dams at Cades Bay and Potworks have not delivered any water to area farmers for many years due to deteriorated distribution lines.

Consequently, even with the generous 50% subsidized water rate system, the financial burden on farmers often limits aggressive production.

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

It’s disturbing to report that none of the 3 wells at Indian Castle are operational.
Here again access to the public main was granted rather than fixing the root problem.

The supply however is just sufficient to provide drinking water to the animals.

 Critically important support programs such as fodder bank development are severely limited in scope because of the lack of irrigation.

At Maddens Stock Farm, all 10 of the rain fed earthen catchments have silted to less than 10% capacity.
This not only results in increased dependence on the public mains but jeopardizes herd mortality in the event of drought.

 MECHANIZATION Acquisition of New Equipment to Improve Services The fleet of four tractors operated by the Department’s machinery pool is on an average of 22 years old.

There are frequent breakdowns and it has become increasingly difficult task to source replacement parts.
With the exception of a new rotovator and brush cutter purchased in 2007, no other implement has been acquired in decades.

This glaring deficit on the front lines severely limits the effective delivery of land preparation services.
TECHNOLOGY Adoption of Appropriate Technologies to Enhance Production Page 11 208 While much of the region has long diversified their crop production regime to include greenhouse and shade house production systems, the agricultural landscape on Nevis remains virtually unchanged.
The benefits of this rather simple technology includes year round production of keys crops such as tomatoes, sweet peppers and cucumbers.

 There has also been significant savings on pesticide/herbicides/fertilizers, and water.

 Safer and more uniform products.

 Furthermore, with the increasing loss of farm lands to housing and other developments, it is paramount that these technologies be quickly adopted.
Other technologies such as Vermiculture (Worm Composting), Apiculture (Bee-keeping) and soil testing must be vigorously supported.

 ANIMAL CONTROL Reducing Loses Through Effective Animal Control The single biggest threat to field grown crops and livestock continues to be monkeys and dogs respectively.

Data collected by the department indicated that 35-40% of all crops on Potworks and New River estates are lost yearly to monkeys.
Combined losses to this year’s onion crop exceeded 18,000 lbs with a value of over $30,000.00.

For the first six months of 2007, 87 animals, mostly sheep and goats, were reported killed by dogs.

Undoubtedly, the actual amount is significantly higher.

 In early 2007, the Department of Agriculture initiated a limited animal control program that targeted both dogs and monkeys.
Given the chronic nature and scale of the problem however, sufficient resources must be made available to arrest the problem.

To address the other problem of strays, a farmers relocation program must be undertaken if livestock farmers are to survive.

 INFRASTRUCTURE AND TRANSPORT.

 Redirecting Priorities to Enhance Infrastructure and Transport The image that the Department of Agriculture presents to the public is not very flattering.
Derelict buildings, some with absolutely no amenities, poorly maintained and inadequate facilities at Prospect, New river and Potworks, two (2) pickup trucks for the entire Extension Division, one of which is almost 20 years old, extremely unsafe and is being literally held together with canvas straps and wire, and the list goes on.

 For the first time in over a decade, toilet facilities were provided at New River Estate.
Invariably, it is extremely difficult to motivate the staff and to attract and retain new ones under such poor conditions.

 FISHERIES Open Access to the Industry There is no restriction on entry to the industry as a result, poor fishing practices are rampant.
Page 12 209 Business Venture Fishing is not seen as a business thus there is poor record keeping.

 Lack of Enforcement and Monitoring Lack of capacity to carry out the activities entailed.

Boat and equipment such as scuba gear and navigational aids are required.
Federally, enforcement should be given to a separate body (marine police, fishery police) with the Fisheries Department giving support in the monitoring aspect.

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

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

 Achieving universal education at the secondary level will require increases in investment in infrastructure, equipment and human resources over the strategic period.
In 2007, the Ministry of ALHCF budget comprised 4.4% of the total government's expenditure.

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

An allocation of 6.4% of the national budget of 2008 is being sought to support the achievement of the strategic objectives over this period.

 Portfolio’s resource The number of full time position is about 61.
As we move to reposition the Ministry of ALHCF to a higher plateau, a minimum of 21 technical and administrative staff are needed to fill various positions.
At the department of Agriculture, 3 technicians would be needed to operate the green houses, 2 operators for the small farms, 1 apiculturist, 1 vermiculturist, 2 for agro-processing, 1 for agro- forestry, 4 for livestock section, 1 economist for the ministry, 1 coastal monitoring, 1 for data processing, 1 for gear and technology, 2 co-operatives officers, and a senior executive officer.
2.4.1.7 Impact of Previous Year’s Achieved Results on the Current Year’s Planned Expenditures Page 13 210 The Department of Agriculture is an exceptionally capable institution.

The multiplicity of programs, services and products available to the general public is unmatched by any other department, both within and across the Ministries.
The certainty, innovation and dedication of staff at all times is simply remarkable.

As the Director, I would not have dreamed up a better team.

Listed below are but a few of the results accomplished thus far: Established a product branding system for domestically produced vegetables, meats, and meat products as part of the Department’s “Buy Local” campaign.
Expansion and reorganization of the facilities at the Marketing Division to include produce grading and enhanced cold storage.

 Expansion and refurbishment of the waste water collection and treatment system at the Abattoir Division so as to be in compliance with Environmental Health standards.

 Completion and commissioning of tripe room at the Abattoir Division.
Hosting of three (3) yearly public events: Open Day (March), Fruit Festival (July) and World food Day (November).

 Formation of the “Lethal Yellowing Task Force” and launch of the public awareness campaign on the problem of lethal Yellowing Disease on Nevis.

 Clearing of 90 acres of lands at Indian Castle and New River Estate primarily for cotton and fruit tree production.
Expansion of the forage banks (sugar cane, corn, grass) to enhance fodder supply to the stock farms at Maddens Estate and Indian Castle.

 Relocation of the animal pound from Prospect to Indian Castle.

Introduction of a new breeding bull (Senepol) to Maddens.

 Initiated control programs for animal pests with particular emphasis on monkeys and dogs and a formation of a rapid response catch team to remove nuisance animals from roadsides and private properties.
Deployment of two (2) containerized gardens at St. Thomas’ Primary and Ivor Walters Primary sponsored by FAO.

 Continued training workshop for both extension staff and farmers in various aspects of crop production, handling and marketing.

2.4.2 Capital Projects Information 2.4.2.1 Major Government Projects (MGP) Project 1.
Lethal Yellowing Management in Coconuts Total Project Cost and Source of Funds $87,000 XCD – Funded by Revenue Page 14 211 Strategic Objective: To control lethal yellowing in Nevis.

 Project 2.
Project 2.

Upgrade Farm Machinery and Equipment Total Project Cost and Source of Funds $56,000 XCD - Funded by Revenue Strategic Objective: To acquire farm machnery and equipment.

 Project 3.

Agro Processing Plant Total Project Cost and Source of Funds $112,000 XCD – Funded by Revenue Strategic Objective: To establish agro-processing capacity in Nevis for agricultural produce.
Project 4: CAP Programme Total Project Cost and Source of Funds $40,000 XCD – Funded by Revenue Strategic Objective: To control tick and parasite.

 Project 5: Upgrade of the Charlestown Public Market Total Project Cost and Source of Funds $110,000 XCD – Funded by Revenue Strategic Objective: To better serve the citizens of Nevis.
Project 6: Agriculture Diversification Thrust Total Project Cost and Source of Funds $80,000 XCD – Funded by Revenue Strategic Objective: To further diversify agricultural development in Nevis.
2.4.2.2 Other Capital Projects Judged Important Agro Forestry Relocation of the small farm equipment pool Pig Project Abattoir upgrade Intensive animal production Crop Diversification Thrust Page 15 212 2.4.3 Transfer Payment Information The Ministry of ALHCF would be assisting the following: 1) School assistance progamme: $8,000 2) Provide Public Assistance to Farm Workers: $9,000 Page 16 213 Section 3:Detailed Planning by Programme Portfolio Programme Manage Agriculture, Lands, Housing, Co-operatives and Fisheries 1.
Provide General Administration Responsibility Centre 08 - Ministry of Agriculture, Lands, Housing, Co-operatives & Fisheries 0801 - Permanent Secretary's Office Officer in Charge Permanent Secretary Goals/Global Objectives To provide administrative and policy support for the Mnistry and Departments.

Objective(s) for 2008 1.Keep the administrative support function under 10 %.

Expected Results Performance Indicators Less than 10% Cost of administration as a percentage of total ministry’s costs.
Sub-Programme Financial Summary Expenditure Actual Expenditure Estimated Expenditure Planned Expenditure Projected Expenditure Projected 2006 2007 2008 (in thousands) 2009 2010 1.1 Provide Administrative Support 1.2 School Assistance Progamme 454 454 550 50 600 653 8 661 668 10 678 684 10 694 Total Page 17 214 Portfolio Programme Manage Agriculture, Lands, Housing, Co-operatives and Fisheries 2.
Support the Development of Agriculture Responsibility Centre 08 - Ministry of Agriculture, Lands, Housing, Co-operatives & Fisheries 0801 - Permanent Secretary's Office Officer in Charge Permanent Secretary Goals/Global Objectives To establish a professional business climate for the high quality provision of services towards sustained growth and agricultural development.

Objective(s) for 2008 1.Ensure good herd health and husbandry practices.

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

% of increase in self-sufficiency on last year.
Sub-Programme Financial Summary Expenditure Actual Expenditure Estimated Expenditure Planned Expenditure Projected Expenditure Projected 2006 2007 2008 (in thousands) 2009 2010 2.1 Provide Admininistrative and Logistic Services to Agriculture 2.2 Provide Agriculture Development Services 2.3 Provide Support for Animal Health 2.4 Provide Marketing Support to Farmers 2.5 Invest in Agriculture Total Page 18 215 Portfolio Programme Responsibility Centre Manage Agriculture, Lands, Housing, Co-operatives and Fisheries 3.
Provide Fishery Management and Technical Support 08 - Ministry of Agriculture, Lands, Housing, Co-operatives & Fisheries 0801 - Permanent Secretary's Office 0804 - Fisheries Department Officer in Charge Fisheries Development Officer Goals/Global Objectives To provide employment opportunities within the Fisheries sector, while ensuring that all of the fish and fishery products that are available for local consumption and export, are obtained while practicing conservation measures that will protect their sustainability.
Objective(s) for 2008 1.Encourage young persons to enter the fishing industry.

2.Enhance fishing as a business in term of overall sales for 2008.

3.Increase the number of consultation with fishing communities for year 2008 in order to ensure sustainable fishing practices in Nevis.

Expected Results 0 0 Performance Indicators Average age of registered fishers.

Overall market sales.

17% % of increase of registered fishers.

0 16 Number of records in relation to reef fish and coastal pelagics.
Number of consultations with the fishing communities.

Sub-Programme Financial Summary Expenditure Actual Expenditure Estimated Expenditure Planned Expenditure Projected Expenditure Projected 2006 2007 2008 (in thousands) 2009 2010 Total 288 287 204 217 227 Page 19 216 Portfolio Programme Manage Agriculture, Lands, Housing, Co-operatives and Fisheries 4.
Promote and Regulate the Cooperative Movement Responsibility Centre 08 - Ministry of Agriculture, Lands, Housing, Co-operatives & Fisheries 0801 - Permanent Secretary's Office 0803 - Department of Co-operatives Officer in Charge Director Goals/Global Objectives To promote, strengthen and expand the cooperative sector thereby creating an environment that is conducive to sustainable socio-economic development.

Objective(s) for 2008 1.Create an environment conducive to the development of cooperatives.
2.Increase the total number of cooperatives.

3.Increase the total number of successfully audited cooperative by the end of 2008.

Expected Results Dec 2008 1 0 Performance Indicators Implement a new Cooperatives Act and regulations by Dec 2008.

New cooperatives registered.

% of successfully audited cooperatives.


Sub-Programme Financial Summary Expenditure Actual Expenditure Estimated Expenditure Planned Expenditure Projected Expenditure Projected 2006 2007 2008 (in thousands) 2009 2010 Total 257 268 200 215 248 Page 20 217 3.1 Important Initiatives Contributing to the Achievement of the Annual Objectives Acreages under crop production would be increased by 60% which would contribute to an increase of 15% of the food self-sufficiency for the country.
A minimum of 4 full days (40 hours) of technical training sessions would be given to farmers with the aim to transfer appropriate technology and production skills.

 The introduction of new breeds and gene lines to the animal sector will increase the production of meat and meat products by 15% and will also contribute to animal health.

 The department of Fisheries aims to provide fishery management and technical support.
To achieve its objective, it will double the number of consultations with fishing communities for the year 2008, going from 4 to 8 consultations.

 To enhance fishing as a business in term of overall sales for 2008 the Department of Fisheries will promote the deep slope fishing and deploying Fish Aggregated Devices (FADS).

The implementation of the Licensing and Registration System will lead to an increase of registration of fishers by 16%.
The Department of Fisheries will encourage young national to enter the fishing industry by offering incentives and training.

 The department of Co-operative aims to promote and regulate the co-operative movement.

To achieve its objective, it will provide training based on the needs of societies as well as financial assistance.

To promote the co-operative movement, it will increase the number of cooperatives by 1.
The activities for 2008 will be concentrated on institutional strengthening of the existing ones.

This will be achieved with management training, implementation of the Co-operatives Acts and Regulations, and increasing of audited cooperatives by the end of 2008.

3.2 Justification for the current year planned Expenditure The increase in spending on some activities as presented in the 2008 budget are for a number of factors.
It is expected that the added expenditure would increase the revenue for the Ministry.

 1.

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

 2.

The re-introduction of the cotton crop program that would necessitate the use of improved production practices involving increased fertilization programs, specialized tools and equipment.

3.

Improved onion program would be initiated again using improved production paractices.
4.

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

 5.

The commencement of the Agro-processing plant.

 6.

Increased fuel prices, the operation and maintenance of equipment to execute daily operations.

7.

The establishment of the management information unit.
Page 21 218 Section 4: Supplementary Information 4.1 Portfolio’s Main Estimates by Expenditure Type Org Unit Name: 08 - Ministry of Agriculture, Lands, Housing, Co-operatives & Fisheries Expenditure Expenditure Expenditure Expenditure Estimated Planned Projected Expenditure Projected Recurrent Expenses Compensation of employees 01-Personal Emoluments 02-Wages 03-Allowances Use of Good and Services 05-Travel and Subsistence 06-Office and General Expenses 07-Supplies and Materials 08-Communications Expenses 09-Operating and Maintenance Services 14-Purchase of Tools, Instruments, Furniture and Equipment 15-Rental of Assets 16-Hosting and Entertainment 17-Training 21-Professional and Consultancy Services 27-Production and Marketing Expenses Grants 10-Grants and Contributions - Grants Social Benefits 13-Public Assistance Other Expenses 12-Rewards and Incentives - Compensation of Employees 28-Sundry Expenses Actual 2006 3,743 3,102 1,767 1,329 6 581 73 45 179 3 154 19 21 3 18 12 54 2 2 51 51 7 4 3 2007 2008 2009 2010 (in thousands) Total 3,743 3,812 3,843 4,008 4,108 Capital Expenses Fixed Asset Purchase of Equipment/Vehicle Acquisition/Construction of Physical Assets Other costs to be capitalised Transfer Expenses Compensation of employees 02-Wages Grants 10-Grants and Contributions - Grants Total Total Total Page 22 219 4.2 Information on the Beneficiaries of Transfer of Payments Org Unit Name: 08 - Ministry of Agriculture, Lands, Housing, Co-operatives & Fisheries 0801 - Permanent Secretary's Office Activity Type: Programme Activity Name: Manage Agriculture, Lands, Housing, Co-operatives and Fisheries 1.
Provide General Administration Expenditure Expenditure Expenditure Expenditure Estimated Planned Projected Expenditure Projected Recurrent Expenses Compensation of employees 01-Personal Emoluments 02-Wages 03-Allowances Use of Good and Services 05-Travel and Subsistence 06-Office and General Expenses 07-Supplies and Materials 08-Communications Expenses 09-Operating and Maintenance Services 14-Purchase of Tools, Instruments, Furniture and Equipment 16-Hosting and Entertainment 17-Training 21-Professional and Consultancy Services 27-Production and Marketing Expenses Grants 10-Grants and Contributions - Grants Other Expenses 28-Sundry Expenses Transfer Expenses Compensation of employees 02-Wages Total Total Total Actual 2006 454 383 289 88 6 71 25 6 3 1 13 1 3 15 5 1 1 454 2007 2008 2009 2010 (in thousands) Page 23 220 Org Unit Name: 08 - Ministry of Agriculture, Lands, Housing, Co-operatives & Fisheries 0801 - Permanent Secretary's Office Activity Type: Programme Activity Name: Manage Agriculture, Lands, Housing, Co-operatives and Fisheries 2.
Support the Development of Agriculture Expenditure Expenditure Expenditure Expenditure Estimated Planned Projected Expenditure Projected Actual 2006 2007 2008 2009 2010 (in thousands) Recurrent Expenses Compensation of employees 01-Personal Emoluments 02-Wages 03-Allowances Use of Good and Services 05-Travel and Subsistence 06-Office and General Expenses 07-Supplies and Materials 08-Communications Expenses 09-Operating and Maintenance Services 14-Purchase of Tools, Instruments, Furniture and Equipment 15-Rental of Assets 21-Professional and Consultancy Services 27-Production and Marketing Expenses Social Benefits 13-Public Assistance Other Expenses 12-Rewards and Incentives - Compensation of Employees 28-Sundry Expenses Total 2,744 2,706 2,785 2,909 2,949 Capital Expenses Fixed Asset Purchase of Equipment/Vehicle Acquisition/Construction of Physical Assets Other costs to be capitalised Transfer Expenses Grants 10-Grants and Contributions - Grants Total Total Total Page 24 221 Org Unit Name: 08 - Ministry of Agriculture, Lands, Housing, Co-operatives & Fisheries 0801 - Permanent Secretary's Office 0804 - Fisheries Department Activity Type: Programme Activity Name: Manage Agriculture, Lands, Housing, Co-operatives and Fisheries 3.
Provide Fishery Management and Technical Support Expenditure Expenditure Expenditure Expenditure Estimated Planned Projected Expenditure Projected Recurrent Expenses Compensation of employees 01-Personal Emoluments Use of Good and Services 05-Travel and Subsistence 06-Office and General Expenses 07-Supplies and Materials 08-Communications Expenses 09-Operating and Maintenance Services 14-Purchase of Tools, Instruments, Furniture and Equipment 16-Hosting and Entertainment 27-Production and Marketing Expenses Other Expenses 28-Sundry Expenses Actual 2006 288 268 268 19 5 8 1 1 1 1 1 2 1 1 Total Total 288 288 2007 2008 2009 2010 (in thousands) Page 25 222 Org Unit Name: 08 - Ministry of Agriculture, Lands, Housing, Co-operatives & Fisheries 0801 - Permanent Secretary's Office 0803 - Department of Co-operatives Activity Type: Programme Activity Name: Manage Agriculture, Lands, Housing, Co-operatives and Fisheries 4.
Promote and Regulate the Cooperative Movement Expenditure Expenditure Expenditure Expenditure Estimated Planned Projected Expenditure Projected Recurrent Expenses Compensation of employees 01-Personal Emoluments 02-Wages Use of Good and Services 05-Travel and Subsistence 06-Office and General Expenses 07-Supplies and Materials 08-Communications Expenses 09-Operating and Maintenance Services 14-Purchase of Tools, Instruments, Furniture and Equipment 17-Training 21-Professional and Consultancy Services 27-Production and Marketing Expenses Grants 10-Grants and Contributions - Grants Other Expenses 28-Sundry Expenses Actual 2006 257 213 176 37 42 8 8 5 1 5 5 3 5 2 2 2 1 1 2007 2008 2009 2010 (in thousands) Total Total 257 257 268 268 200 200 215 215 248 248 Page 26 223 4.3 Portfolio’s Capital Spending profile by project Types Investment Projects Expected End Date Estimated Total Cost Estimated Cumulative as at 2007 Planned Projected Projected Estimated for the following years Initial Revised Re-evaluation Amount % 2008 2009 2010 Farm Machinery and Equipment Sub-total Agroprocessing Plant Lethal Yellowing Management in Coconuts Diversification Thrust Upgrade of Charlestown Public Market Sub-total CAP Program Sub-total 500,000 500,000 800,000 1,200,000 450,000 200,000 2,650,000 400,000 400,000 Asset renewal Development Others Total Investment Projects 3,550,000 317,376 8.9 485,000 265,000 183,000 2,299,624 Page 27 224 4.4 Portfolio’s Capital Spending profile by Sources of Funds Expenditure Expenditure Expenditure Expenditure Expenditure Actual Estimated Planned Projected Projected Source of Funds 2006 2007 2008 2009 2010 (in thousands) Project No 21 Farm Machinery and Equipment Revenue Sub-total 22 Diversification Thrust Revenue Sub-total 23 Agroprocessing Plant Revenue Sub-total 24 CAP Program Revenue Sub-total 25 Upgrade of Charlestown Public Market Revenue Sub-total 26 Lethal Yellowing Management in Coconuts Revenue Sub-total Total Page 28 225 4.5 Portfolio’s Summary by Sources of Funds Source of Funds Mixed Revenue Total Expenditure Expenditure Expenditure Expenditure Expenditure Actual Estimated Planned Projected Projected 2006 2007 2008 2009 2010 454 4,077 4,532 (in thousands) 550 4,681 5,231 653 3,692 4,345 668 3,615 4,283 684 3,617 4,301 Page 29 226 4.6 Status Report on Major Government Projects (MGP) Project 1.
Lethal Yellowing Management in Coconuts Total Project Cost and Source of Funds $87,000 XCD – Funded by Revenue Strategic Objective: To control lethal yellowing in Nevis.

 Project 2.

Upgrade Farm Machinery and Equipment Total Project Cost and Source of Funds $56,000 XCD - Funded by Revenue Strategic Objective: To acquire farm machnery and equipment.

 Project 3.
Project 3.

Agro Processing Plant Total Project Cost and Source of Funds $112,000 XCD – Funded by Revenue Strategic Objective: To establish agro-processing capacity in Nevis for agricultural produce.

 Project 4: CAP Programme Total Project Cost and Source of Funds $40,000 XCD – Funded by Revenue Strategic Objective: To control tick and parasite.
Project 5: Upgrade of the Charlestown Public Market Total Project Cost and Source of Funds $110,000 XCD – Funded by Revenue Strategic Objective: To better serve the citizens of Nevis.

 Project 6: Agriculture Diversification Thrust Total Project Cost and Source of Funds $80,000 XCD – Funded by Revenue Strategic Objective: To further diversify agricultural development in Nevis.
4.7 Personal Emoluments – Details of Salaries Administration (7) Junior Clerk(s) 1 Minister 1 Page 30 227 Office Attendant 1 Permanent Secretary 1 Principal Assistant Secretary 1 Senior Clerk (s) 1 Administrative Assistant 1 Department of Agriculture Administration (10) Abbatoir Manager 1 Communications Supervisor 1 Director of Agriculture 1 Executive Officer 1 Junior Clerk(s) 2 Market Attendant Grade 2 Office Assistant 1 Secretary/Clerk 1 Senior Clerk (s) 1 Marketing Division (2) Junior Clerk(s) 1 Marketing Officer 1 Livestock and Veterinary Division (10) Agricultural Trainee(s) 1 Animal Health Assistant 5 Livestock Extension Officer 1 Senior Livestock Extension Officer 1 Senior Veterinary Asst.
1 Veterinary Officer 1 Extension, Crop Production and Engineering (16) Agricultural Assistant(s) 7 Agricultural Officer 1 Agricultural Supervisor 1 Agricultural Trainee(s) 4 Deputy Director of Agriculture 1 Maintenance Technician 1 SFEP Manager 1 Department of Cooperatives Administration (6) Co-operative Supervisor 1 Director Cooperatives 1 Junior Clerk(s) 1 Junior Co-op.
Officer 1 Trainee/Co-op Officer 2 Department of Fisheries Administration (11) Director 1 Extension Officer 3 Fisheries Dev.
Officer 1 Fisheries Officer 1 Fisheries Trainee 3 Junior Clerk(s) 1 Senior Clerk (s) 1 Page 31 228 MINISTRY 09 MINISTRY OF HEALTH 229 Section 1: Executive Summary and Management Representation Statement 1.1 Minister’s Message The Nevis Island Administration has archived its health policy on prevention.
It however recognizes the need for the treatment of illness and has made the necessary intervention to improve the delivery of health care.

 The prevention programme is executed by the Health Promotion Unit, the Health Centers and the Environmental Health Division through public education using a multi-media approach.

The focus will be on diet and lifestyle changes to improve the health status of the country.
Improvement in the disposal of waste has already begun with management of the landfill, expansion of site, maintenance of vehicles.

The administration will work toward the purchase of modern equipment to maximize storage space at the landfill.

 With respect to care and treatment the administration has spared no effort in marshalling the human and financial resources to provide efficient health care.
The provision of Physiotherapist, Pediatrician and HIV/AIDS Surveillance Officers, an Ophthalmologist, a Dentist and Doctors on a twenty- four hour basis at the hospital signal the administration’s commitment.

 The non-communicable diseases (stroke, heart disease, hypertension and diabetes and HIV/AIDS) pose the greatest threat to health and well being in Nevis.

They have the potential to derail economic progress hence the heavy and continued focus.

The C.T.
The C.T.

Scan and a Wellness Center will provide improved care.

The provision of anti-retroviral drugs and the prevention of mother to child transmission continues to reduce the spread of HIV/AIDS.

 The partnerships with Jackson Memorial Hospital, Pan American Health Organisation, The Global Fund for Aids Tuberculosis and Malaria, Caribbean Food and Nutrition Institute and CAREC will facilitate tertiary care, internships and quality assurance.
Financing health care will be given priority in 2008.

The discussions will begin at the community level and all stakeholders (employers, insurance companies and health service providers will be fully engaged).

 The recruitment and training of health service professionals is central to the provision of quality health care.

The efforts will continue to close the human resources gaps in the delivery of services.
The gaps are most evident in nursing, pharmacology and bio-medical engineering.

 The Ministry of Health recognizes that critical importance of good quality data in order to inform program planning and implementation.

As such, research, documentation, data analysis and monitoring and evaluation will be given additional emphasis.

 Health will remain a cross-cutting theme in the national development strategy.
In the wrap around concept we will strengthen the links with agriculture, education, housing and tourism and community development.

 The Health Plan 2008 – 2012 will give direction to the health services.

The main areas of focus will be: .

 • Environmental Work Program at the village and community level to maintain a clean and healthy environment.
• Community Outreach Programs to raise awareness and help the community make healthy Page 1 230 choices.

 • Health Insurance Plan to increase coverage and increase resources in health care.

 • Reviewing of the recruitment process for health care providers to widen the scope of incentives to attract more persons to health care.

 • Men’s Health workshops and clinics.


 • The Diabetic Foot Care Program.

 • Nevis Health Plan.

 • Collaboration with PAHO (Pan American Health Organization), Jackson Memorial, CAREC (Caribbean Epidemiology Centre),CFNI (Caribbean Food and nutrition Centre).

 • Solid Waste Management.


 – increase in the fee structure – improve management – fencing of more land – new premises – new equipment – tire bailer • Establishment of a Diabetic, Stroke and Cancer Registry.

 • Inclusion of a pediatrician, physiotherapist.

 The plan aims to bring an end to the disconnect between the various units and facilitate a more meaningful utilization of resources.
The inaugural health conference of the Eastern Caribbean held in Nevis will be held biannually.

 Honourable Hensley Daniel _________________________ Minister with responsabilty for Health 1.2 Executive Summary The Ministry of Health Nevis, is the chief custodian of the Nevis island public health product - a product which over the years has become relatively comprehensive, both in quality and scope.
The general intent of the Ministry of Health is expressed in its vision of “Maintaining Nevis’ Healthy Population Status.” The Ministry’s role is to carry out several critical functions required to achieve its vision and fulfill its purpose.

Particularly, the Ministry becomes engaged in identifying, planning for and meeting the health and related human needs of the people of Nevis.
In order to fulfill its role, the Ministry of Health engages in several key health functions - these are essentially a set of critical activities, required for fulfilling the purpose of the Ministry of Health, Nevis.
These essential health functions which form the core of the work of the Ministry of Health in Nevis include but are not necessarily Page 2 231 limited to the following: - Conducting health situation analyses.

 - Articulating the various health needs of the population.

 - Performing integrative strategic health planning.
- Managing health policies.

 - Managing health projects and programmes.

 - Surveying diseases.

 - Managing and developing the health work force.

 - Preparing for and managing emergencies and disasters.

 - Enforcing health legislations and regulations.

 - Promoting and advocating healthy lifestyle habits.

 - Delivering quality health and related services.

 - Conducting research in health and related areas.
- Ensuring equitable access to health care.

 - Nurturing social partnership.

 - Providing leadership in the health and national development arena.

 - Procuring and managing required resources for quality health services delivery.

 - Evaluating progress and impact of health strategies, policies and programmes.

 - Assuring compliance with quality and performance standards for optimal health, health care and health services delivery.
- Directing the harmonization of services in the local, regional and international health sectors.

 - Continually improving the health product.

 There are four broad programme of activities under which all critical health functions fall.

These programmes and their planned expenditure for the period 2008 - 2010 are listed below: 1.
Coordinating the Health Strategy and Organizational Development and Management – $1,799,000.00 for 2008, $1,851,000.00 for 2009 and $1,937,000.00 for 2010.

 2.

Delivering Community-based Health Services - $2,983,000.00 for 2008, $3,200,000.00 for 2009 and $3,309,000.00 for 2010.

 3.

Delivering Institution-based Health Services - $3,350,000.00 for 2008, $3,630,000.00 for 2009 and $3,654,000.00 for 2010.

 4.
4.

Investing in Healthcare Services - $1,827,000.00 for 2008, $1,000,000.00 for 2009 and $950,000.000 for 2010.

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

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

 - Is comprehensive and accurate.

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

 I am satisfied as to the quality assurance processes and procedures used for the RPP's Page 3 232 production.
The structure on which this document is based has been approved by the Ministry of Finance and is the basis for accountability for the results achieved with the resources and authorities provided.
Joslyn Liburd ______________________ Permanent Secretary Page 4 233 Section 2: Ministry Overview 2.1 Mission Statement To coordinate the management of the Nevis Island Health Strategy, Policy, Programmes and Resources; additionally, the MInistry's purpose is to provide a full spectrum of exceptionally high quality health and related care services as required for protecting, promoting and sustaining the health of the people of Nevis.
Page 5 234 2.2 Portfolio Organization Org Unit Name 09 - Ministry of Health 09 - Permanent Secretary's Office / Health Authority 0901 - Administration 090103 - NEVIS HIV/AIDS Co-ordinating Unit 090104 - Health Disaster Co-ordinating Unit 0902 - Community Based Health Services 090201 - Administration and Information Unit 090202 - Dental Unit 090203 - Public Health Services 090204 - Environmental Health 090205 - Patient Care 090206 - Psychiatric Services 0903 - Alexandra Hospital 090301 - Administration and Maintenance 090302 - Patient Care 090303 - Diagnostic Services 090304 - Domestic and Nutrition Services 090305 - Geriatric Services 0904 - Health Information and Promotion Unit Acronym Phone No Address Main Street,St.
Paul's Parish Main Street,St.

Paul's Parish Main Street,St.

Paul's Parish Main Street,St.

Paul's Parish Main Street,St.

Paul's Parish Main Street,St.

Paul's Parish Main Street,St.

Paul's Parish Main Street,St.

Paul's Parish Main Street,St.

Paul's Parish Main Street,St.

Paul's Parish Main Street,St.

Paul's Parish Main Street,St.

Paul's Parish Government Road,St.

Paul's Parish Government Road,St.

Paul's Parish Government Road,St.

Paul's Parish Government Road,St.


Paul's Parish Main Street,St.

Paul's Parish 869 4695521 Ext.

2022 869 4695521 Ext.

2064 869 4695521 Ext.

2064 469 5521 Ext.

2052 869 4695521 Ext.

2050 869 4695521 Ext.

2051 869 4695521 Ext.

2052 869 4695521 Ext.

2052 869 4695521 Ext.

2104 869 4695521 Ext.

2104 869 4695521 Ext.

2103 869 4695521 Ext.
2037 Page 6 235 2.3 Portfolio Activity Summary Portfolio Provide Strategic Leadership & Policy Direction for Healthy Population Development in Nevis Responsibility Centre 09 - Ministry of Health 09 - Permanent Secretary's Office / Health Authority Officer in Charge Permanent Secretary Goals/Global Objectives To formulate, coordinate, implement, promote and sustain policies and programs to enhance the health and social well-being of the people of Nevis health care with special emphasis on prevention.
Objective(s) for 2008 1.Increase the number of inspections at all Ports.

2.Increase the rate of annual certification of food establishments.

3.Introduce additional men’s wellness clinics.

4.To procure a fully digitized X-ray machine to transform the Radiology Department from paper and film technology to paperless electronic technology in order to improve diagnostic services.

Expected Results 10% 60% At least 2 Before end of March 2008 Performance Indicators % of increase of inspection completed.
% of establishment being certified out of the total.

Introduction of men’s wellness clinics.

X-ray machine purchased.

Financial Summary Programme Expenditure Actual Expenditure Estimated Expenditure Planned Expenditure Projected Expenditure Projected 2006 2007 2008 (in thousands) 2009 2010 1.

Coordinate the Management of the Nevis Island Health Strategy 2.

Deliver Community Based Health Services 3.

Deliver Institution Based General Medical and Health Care Services 4.
Invest in Health Care Services 1,243 1,756 1,799 1,851 1,937 2,511 6,362 2,554 6,345 2,983 6,893 3,200 7,301 3,309 7,293 500 1,356 2,327 1,450 1,400 Total 10,617 12,011 14,001 13,802 13,939 Page 7 236 2.4 Planning Overview 2.4.1 Overview 2.4.1.1 Portfolio’s Strategic Objectives vs Government Directions The Nevis Island Administration remains committed to a policy of protecting, maintaining and improving the health and well-being of its people.
The Administration further commits to the implementation of a comprehensive primary healthcare strategy that focuses primarily on the prevention of ill health in its population while allocating sufficient resources and attention to the provision of curative and associated secondary care.
In order to align the strategic objective of the Ministry of Health with the government’s direction, the intent is to formulate, coordinate, implement, promote and sustain strategies, policies and programs to enhance the health and social well-being of the people of Nevis.
To ensure the operationalization of the Nevis Island Administration's commitment to healthy population develpment, the Ministry of Health intends to position itself to achieve the following strategic objectives: 1.

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

 2.

To increase the utilization index for all community delivered healthcare services by at least 25% of the 2008 baseline.

 3.
3.

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

 4.

To improve the health infrasructure by investing in excess of $3,500,000.00 by the end of 2010.

2.4.1.2 Portfolio’s Annual Objectives vs Strategic Objectives As indicated above, the strategic objectives of the Ministry of Health are repeated below: 1.
To achieve an 85% or higher performance success rating on all Ministry of Health strategic objectives by the end of 2010.

 2.

To increase the utilization index for all community delivered healthcare services by at least 25% of the 2008 baseline.

 3.

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

 4.
4.

To improve the health infrasructure by investing in excess of $3,500,000.00 by the end of 2010.

To ensure the implementation of these strategic objectives, the Ministry of Health intends to achieve the following objectives during 2008: 1.

To deliver an approved package of healthcare services to the people of Nevis at a cost not to Page 8 237 exceed $12,000,000.00.
2.

To increase the level of utilization of the community health services by an average of 20% for each of the following preventive services: • oral health; • chronic non-communicable diseases; • communicable diseases including voluntary RPR and HIV testing; • mental health; • cancer screening.

 3.

To achieve a 90% client satisfaction regarding the general quality of care received at the Alexandra Hospital.
2.4.1.3 Modifications to the Portfolio’s Strategic Directions during the year There was no material change to the strategic direction from 2007.

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

Coordinating health strategy, policy and programme management.

 2.

Delivering community-based health services.

 3.

Delivering institution-based health care services.

 4.

Investing in health.


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

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

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

 EQUIPMENT The cost of medical equipment and their maintenance is prohibitive.
Page 9 238 2.4.1.6 Portfolio’s Resources and the achievement of the Strategic Objectives over a Multi-Year Time Horizon The Ministry of Health endeavours to spearhead the expansion and upgrade in the quality of health care services in response to the preventive needs of the community over the strategic period.
In order to achieve the planned expansion and upgrade in the quality of health care services will require significant investments in human capital, equipment, health care facilities, technology, system development and management, over the strategic period.

 In 2007, the Ministry of Health budget comprised 7.7% of the total government expenditures.

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

 Portfolio’s resource The number of full time position is about 168.

 As we move to position the Ministry of Health to achieve a higher level of economy, efficiency, and effectiveness, additional staff is required to accomplish the targeted objectives of the Ministry of Health.
2.4.1.7 Impact of Previous Year’s Achieved Results on the Current Year’s Planned Expenditures The results achieved in the previous year had no significant impact on the 2008 budget.

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

Renovation/Rebuild Theatre Suite Total Project Cost and Souirce of Funds $100,000XCD - Funded by Revenue Strategic Objective: To upgrade the operating theatre to regional and international standards.
Project 2.

Mental Wellness Center Total Project Cost and Source of Funds $50,000 XCD – Funded by Revenue Strategic Objective:To establish a facility to promote mental wellness.

 Project 3.
Project 3.

Nevis Environmental Work Program Page 10 239 Total Project Cost and Source of Funds $400 000 XCD – Funded by Revenue Strategic Objective: To improve the safety and aesthetics of the village roadways.

 Project 4.
Project 4.

Bulk Purchase of Drugs Total Project Cost and Source of Funds $350,000 XCD – Funded by Revenue Strategic Objective: To supply pharmaceutical services to the In/Out-Patients.

 Project 5.
Project 5.

Upgrade of Community Health Centres Total Project Cost and Source of Funds $480,000 XCD $250,000 - Revenue $230,000 - Development Aid Strategic Objective: To renovate the health centres in order to improve the service delivery to the people of Nevis and to offer VCT (Voluntary Counselling and Testing) services in at least two health centres.

 Project 6.
Project 6.

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

 Project 7.
Project 7.

Improvement to Alexandra Hospital and Nurse's Home Total Project Cost and Source of Funds $350,000 XCD – Funded by Revenue Strategic Objective: To improve facilities at the Hospital and Nurse's Home.

 Project 8.

Purchase of C.T.

Scan Total Project Cost and Source of Funds $100,000 XCD – Funded by Revenue Strategic Objective: To upgrade the existing services at Alexandra Hospital.
2.4.2.2 Other Capital Projects Judged Important All capital projects are discussed in previous section.
Page 11 240 2.4.3 Transfer Payment Information The Ministry of Health would be assisting the following: Provide support to solid waste management: $500,000 Page 12 241 Section 3: Detailed Planning by Programme Portfolio Programme Provide Strategic Leadership & Policy Direction for Healthy Population Development in Nevis 1.
Coordinate the Management of the Nevis Island Health Strategy Responsibility Centre 09 - Ministry of Health 09 - Permanent Secretary's Office / Health Authority Officer in Charge Permanent Secretary Goals/Global Objectives To establish a coordinated approach to effectively implement government policies in relation to the programs of the Ministry.

Objective(s) for 2008 1.Develop a comprehensive health disaster plan.

2.Introduce an annual simulation exercises.


3.Keep the administrative support function under 6%.

Expected Results December 2008 At least 1 Performance Indicators Comprehensive health disaster plan developed and presented.

Simulation exercise conducted.

Less than 6% Cost of administration as a percentage of total ministry’s costs.
Sub-Programme 1.1 Provide Administrative Support in Response to Prevention and Care Needs 1.3 Strengthen Health Sector's Response to Disaster 1.4 Provide Support to Solid Waste Management 1.6 Promote HIV/AIDS Awareness 1.7 Manage Health Information and Promotion Activities Financial Summary Expenditure Actual Expenditure Estimated Expenditure Planned Expenditure Projected Expenditure Projected 2006 2007 2008 (in thousands) 2009 2010 557 768 500 186 530 267 191 806 30 500 261 203 815 40 500 280 216 850 35 500 314 237 Total 1,243 1,756 1,799 1,851 1,937 Page 13 242 Portfolio Programme Provide Strategic Leadership & Policy Direction for Healthy Population Development in Nevis 2.
Deliver Community Based Health Services Responsibility Centre 09 - Ministry of Health 09 - Permanent Secretary's Office / Health Authority Officer in Charge Permanent Secretary Goals/Global Objectives To ensure the development and maintenance of quality preventative programmes so as to impact on the entire community population.

Objective(s) for 2008 1.Immunization achieve 98% of coverage for all expended program on (EPI) vaccines.

2.Introduce additional men’s wellness clinics.


Expected Results Performance Indicators 98% % of coverage.

At least 2 Introduction of men’s wellness clinics.
Sub-Programme Financial Summary Expenditure Actual Expenditure Estimated Expenditure Planned Expenditure Projected Expenditure Projected 2006 2007 2008 (in thousands) 2009 2010 2.1 Provide Administrative and Informtion Support 2.2 Deliver Community Health Services 2.3 Provide and Maintain Environmental Health Services 2.4 Deliver Dental Services 2.5 Provide Psychiatric Health Care 2.6 Provide Eye Care Services Total 2,511 2,554 2,983 3,200 3,309 Page 14 243 Portfolio Programme Responsibility Centre Provide Strategic Leadership & Policy Direction for Healthy Population Development in Nevis 3.
Deliver Institution Based General Medical and Health Care Services 09 - Ministry of Health 09 - Permanent Secretary's Office / Health Authority 0903 - Alexandra Hospital Officer in Charge Administrator Goals/Global Objectives To deliver best-in-class patient care with a relentless attention to clinical excellence, cosistent with identifiable healthcare needs of residents of Nevis regardless of the ability to pay and within the constraints of prudent financial management.
Objective(s) for 2008 1.Provide two (2) vital signs monitor and two (2) defibrillators.

2.To procure a fully digitized X-ray machine to transform the radiology department from paper and film technology to paperless electronic technology in order to improve diagnostic services.

Expected Results Before June 2008 Before end of March 2008 Performance Indicators Equipment purchased.

X-ray machine purchased.
Sub-Programme Financial Summary Expenditure Actual Expenditure Estimated Expenditure Planned Expenditure Projected Expenditure Projected 2006 2007 2008 (in thousands) 2009 2010 3.1 Provide Administrative and Auxilliary Services 3.2 Provide Hospital Patient Care Services 3.3 Provide Diagnostic Services 3.4 Provide Domestic and Nutrition Services 3.5 Provide Geriatric Services Total Page 15 244 Portfolio Programme Provide Strategic Leadership & Policy Direction for Healthy Population Development in Nevis 4.
Invest in Health Care Services Responsibility Centre 09 - Ministry of Health 09 - Permanent Secretary's Office / Health Authority Officer in Charge Permanent Secretary Goals/Global Objectives Improve the capacity and infrastructure related to the delivery of health care services.

Objective(s) for 2008 1.Complete all projects on time and within budget.

Expected Results 100% 100% Performance Indicators % of project completed vs planned.

% of budget expensed.


Financial Summary Expenditure Actual Expenditure Estimated Expenditure Planned Expenditure Projected Expenditure Projected 2006 2007 2008 (in thousands) 2009 2010 Sub-Programme 4.1 Nevis Environmental Work Program 4.2 Mental Wellness Center 4.3.

Improvement of Alexandra Hospital and Nurses Home 4.5 Bulk Purchases of Drugs 4.6 Upgrade of Community Health Centres 4.7 New Brown Hill Health Centre (Development Aid) 4.10 Renovation / Rebuild Theatre Suite 4.11 Purchase of C.T.
Scan 500 396 300 200 460 400 50 350 350 480 497 100 100 Total 500 1,356 2,327 400 200 400 350 400 150 400 350 100 1,450 100 1,400 Page 16 245 3.1 Important Initiatives Contributing to the Achievement of the Annual Objectives Achieve healthy population development by strengthening the capability of the Ministry of Health to manage the Nevis Island Health Strategy, Policy and Programme by: • Developing and managing Human and Organizational Resources; • Managing the Health Strategy, Policy and Programmes; • Promoting healthy lifestyle practices; • Managing health information .
Enhance the health and well-being of the typical Nevis family through the provision of Community- Based and Environmental Health Services by: • Providing administrative and auxiliary support; • Delivering family health services; • Protecting the environment.
Quickly restore all clients to good health by providing them with quality diagnostic and restorative clinical and palliative care services at both the Alexandra Hospital and Flamboyant Home by: • Providing administrative and auxiliary support; • Delivering quality client care; • Providing allied health services; • Providing geriatric and long-term care.
Build a strong health infrastructure by: • Sourcing funding; • Investing in health; • Managing projects.

3.2 Justification for the current year planned Expenditure The main variation is due to investment in capital projects.
Page 17 246 Section 4: Supplementary Information 4.1 Portfolio’s Main Estimates by Expenditure Type Org Unit Name: 09 - Ministry of Health Expenditure Expenditure Expenditure Expenditure Recurrent Expenses Compensation of employees 01-Personal Emoluments 02-Wages 03-Allowances Use of Good and Services 05-Travel and Subsistence 06-Office and General Expenses 07-Supplies and Materials 08-Communications Expenses 09-Operating and Maintenance Services 14-Purchase of Tools, Instruments, Furniture and Equipment 15-Rental of Assets 17-Training 21-Professional and Consultancy Services Social Benefits 13-Public Assistance Other Expenses 28-Sundry Expenses Capital Expenses Fixed Asset Purchase of Equipment/Vehicle Acquisition/Construction of Physical Assets Other costs to be capitalised Transfer Expenses Grants 10-Grants and Contributions - Grants Total Total Total Actual 2006 9,617 7,649 5,874 1,510 265 1,876 116 120 1,225 9 137 39 60 79 91 90 90 2 2 Estimated Planned Projected Expenditure Projected 2007 2008 2009 2010 (in thousands) Total Page 18 247 4.2 Information on the Beneficiaries of Transfer of Payments Org Unit Name: 09 - Ministry of Health 09 - Permanent Secretary's Office / Health Authority Activity Type: Programme Activity Name: Provide Strategic Leadership & Policy Direction for Healthy Population Development in Nevis 1.
Coordinate the Management of the Nevis Island Health Strategy Expenditure Expenditure Expenditure Expenditure Estimated Planned Projected Expenditure Projected Recurrent Expenses Compensation of employees 01-Personal Emoluments 02-Wages 03-Allowances Use of Good and Services 05-Travel and Subsistence 06-Office and General Expenses 07-Supplies and Materials 08-Communications Expenses 09-Operating and Maintenance Services 14-Purchase of Tools, Instruments, Furniture and Equipment 15-Rental of Assets 17-Training 21-Professional and Consultancy Services Social Benefits 13-Public Assistance Other Expenses 28-Sundry Expenses Actual 2006 743 495 494 2 177 26 6 7 6 2 48 62 20 70 70 1 1 2007 2008 2009 2010 (in thousands) Transfer Expenses Grants 10-Grants and Contributions - Grants Total Total Total Page 19 248 Org Unit Name: 09 - Ministry of Health 09 - Permanent Secretary's Office / Health Authority Activity Type: Programme Activity Name: Provide Strategic Leadership & Policy Direction for Healthy Population Development in Nevis 2.
Deliver Community Based Health Services Expenditure Expenditure Expenditure Expenditure Estimated Planned Projected Expenditure Projected Recurrent Expenses Compensation of employees 01-Personal Emoluments 02-Wages 03-Allowances Use of Good and Services 05-Travel and Subsistence 06-Office and General Expenses 07-Supplies and Materials 08-Communications Expenses 09-Operating and Maintenance Services 14-Purchase of Tools, Instruments, Furniture and Equipment 15-Rental of Assets 17-Training 21-Professional and Consultancy Services Social Benefits 13-Public Assistance Other Expenses 28-Sundry Expenses Actual 2006 2,511 2,079 1,427 610 42 421 59 36 253 1 16 14 9 2 31 10 10 1 1 2007 2008 2009 2010 (in thousands) Total Total 2,511 2,511 2,554 2,554 2,983 2,983 3,200 3,200 3,309 3,309 Page 20 249 Org Unit Name: 09 - Ministry of Health 09 - Permanent Secretary's Office / Health Authority 0903 - Alexandra Hospital Activity Type: Programme Activity Name: Provide Strategic Leadership & Policy Direction for Healthy Population Development in Nevis 3.
Deliver Institution Based General Medical and Health Care Services Expenditure Expenditure Expenditure Expenditure Estimated Planned Projected Expenditure Projected 2007 2008 2009 2010 (in thousands) Recurrent Expenses Compensation of employees 01-Personal Emoluments 02-Wages 03-Allowances Use of Good and Services 05-Travel and Subsistence 06-Office and General Expenses 07-Supplies and Materials 08-Communications Expenses 09-Operating and Maintenance Services 14-Purchase of Tools, Instruments, Furniture and Equipment 15-Rental of Assets 17-Training 21-Professional and Consultancy Services Social Benefits 13-Public Assistance Actual Total Total Page 21 250 Org Unit Name: 09 - Ministry of Health 09 - Permanent Secretary's Office / Health Authority Activity Type: Programme Activity Name: Provide Strategic Leadership & Policy Direction for Healthy Population Development in Nevis 4.
Invest in Health Care Services Expenditure Expenditure Expenditure Expenditure Estimated Planned Projected Expenditure Projected Actual 2006 2007 2008 2009 2010 (in thousands) Capital Expenses Fixed Asset Purchase of Equipment/Vehicle Acquisition/Construction of Physical Assets Other costs to be capitalised Total Total Page 22 251 4.3 Portfolio’s Capital Spending profile by project Types Investment Projects Expected End Date Estimated Total Cost Estimated Cumulative as at 2007 Planned Projected Projected Estimated for the following years Initial Revised Re-evaluation Amount % 2008 2009 2010 Upgrade of Community Health Centers Improvement to Alexandra Hospital & Nurses Home Renovate/Rebuild Threatre Suit New Brown Hill Health Center Sub-total 1,000,000 1,000,000 250,000 497,200 2,747,200 Development Others 480,000 520,000 500,000 50.0 350,000 400,000 400,000 -650,000 100,000 497,200 150,000 500,000 18.2 1,427,200 400,000 400,000 20,000 Bulk Purchase of Drugs 250,000 2,000,000 1,750,000 350,000 350,000 350,000 950,000 Nevis Environmental Work Program C.T.
Scan Mental Wellness Center Sub-total 5,000,000 100,000 50,000 400,000 400,000 400,000 3,800,000 100,000 100,000 100,000 50,000 200,000 150,000 -200,000 -350,000 5,400,000 2,000,000 1,750,000 900,000 1,050,000 1,000,000 4,200,000 Total Investment Projects 8,147,200 2,000,000 1,750,000 500,000 25.0 2,327,200 1,450,000 1,400,000 4,220,000 Page 23 252 4.4 Portfolio’s Capital Spending profile by Sources of Funds Expenditure Expenditure Expenditure Expenditure Expenditure Actual Estimated Planned Projected Projected Source of Funds 2006 2007 2008 2009 2010 (in thousands) Project No 201 C.T.
Scan Revenue Sub-total 239 Renovate/Rebuild Threatre Suit Revenue Sub-total 240 Bulk Purchase of Drugs Revenue Sub-total 241 Nevis Environmental Work Program Revenue Sub-total 242 Upgrade of Community Health Centers Development Aid Revenue Sub-total 243 Mental Wellness Center Revenue Sub-total 244 New Brown Hill Health Center Development Aid Sub-total 247 Improvement to Alexandra Hospital & Nurses Home Revenue Sub-total Total Page 24 253 4.5 Portfolio’s Summary by Sources of Funds Source of Funds Development Aid Revenue Total Expenditure Expenditure Expenditure Expenditure Expenditure Actual Estimated Planned Projected Projected 2006 2007 2008 2009 2010 (in thousands) 230 11,781 12,011 727 13,274 14,001 10,617 10,617 13,802 13,802 13,939 13,939 Page 25 254 4.6 Status Report on Major Government Projects (MGP) Project 1.
Renovation/Rebuild Theatre Suite Total Project Cost and Source of Funds $100,000XCD Strategic Objective: To upgrade the perating theatre to regional and international standards.

 Phases and Milestones Planning and Design (Jan 2008 to Dec 2008) Execution – Dependent on support from PAHO, BNTF Monitoring Close Out Project 2.
Mental Wellness Center Total Project Cost and Source of Funds $50,000 XCD – Funded by Revenue Strategic Objective: To establish a facility to promote mental wellness.

 Phases and Milestones Planning and Design (Jan 2008 to May 2008) Execution (June 2008 to December 2008) Monitoring (Jan 2008 to October 2009) Close Out (Jan 2010) Project 3.
Nevis Environmental Work Program Total Project Cost and Source of Funds $400 000 XCD – Funded by Revenue Strategic Objective: To improve the safety and aesthetics of the village roadways.

 Phases and Milestones Ongoing project Project 4.

Bulk Purchase of Drugs Total Project Cost and Source of Funds $350,000 XCD – Funded by Revenue Strategic Objective: To supply pharmaceutical services to the In/Out-Patients.
Phases and Milestones On-going project Page 26 255 Project 5.
Upgrade of Community Health Centres Total Project Cost and Source of Funds $480,000 XCD $250,000 - Revenue $230,000 - Development Aid Strategic Objective: To renovate the health centres in order to improve the service delivery to the people of Nevis and to offer VCT (Voluntary Counselling and Testing) services in at least two health centres.
Phases and Milestones Planning and Design (August 2007 to June 2008) – Two Health Centres Execution (Jan 2008 to Sept 2008) Monitoring (Jan 2008 to December 2008) Close Out (Jan 2009) Project 6.
New Health Centre – Brown Hill Total Project Cost and Source of Funds $497,200XCD - BNTF Strategic Objective: To construct a health centre with modern facilities in order to enhance health service delivery to the people of St. John’s Parish.

 Phases and Milestones The Planning, Design and Execution of the Project is solely controlled by BNTF.

 Project 7.
Project 7.

Improvement to Alexandra Hospital and Nurse's Home Total Project Cost and Source of Funds $350,000 XCD – Funded by Revenue Strategic Objective: To improve facilities at the Hospital and Nurse's Home.

 Project 8.

Purchase of C.T.

Scan Total Project Cost and Source of Funds $100,000 XCD – Funded by Revenue Strategic Objective: To upgrade the existing services at Alexandra Hospital.
4.7 Personal Emoluments – Details of Salaries MINISTRY (ADMINISTRATION)(6) STAFF POSITIONS 2008 Administrative Officer 1 Page 27 256 Advisor 1 Health Planner 1 Health Service Administrator 1 Minister 1 Permanent Secretary 1 HEALTH PROMOTION UNIT (4) STAFF POSITIONS 2008 Clerk-Data Entry 1 Health Educator-Trained 2 Health Statistician 1 HIV/AIDS UNIT (5) STAFF POSITIONS 2008 HIV/AIDS Education & Prevention 1 Officer Monitoring & Evaluation 1 Officer Nevis Aids Co-ordinator 1 Secretary/Clerk 1 Surveillance Officer 1 COMMUNITY HEALTH (7) STAFF POSITIONS 2008 Administration and Information Unit District Medical Officer 3 Junior Clerk(s) 2 Medical Officer of Health 1 Office Assistant 1 Dental Unit (6) STAFF POSITIONS 2008 Dental Auxillaries 2 Dentists 3 Operations & Administrative Officer 1 STAFF POSITIONS 2008 Community Health Services (9) Page 28 257 District Nurse(s) 5 Health Manager 3 Supervisor Community Health Nurse 1 STAFF POSITIONS 2008 Environmental Health (9) Officers - Trained 3 Officers - Untrained 2 Principal Environmental 1 Senior Environmental Health Officer 1 Vector Control Officer 2 STAFF POSITIONS 2008 Psychiatric Services (5) Mental Health Nurse(s) 1 Nurse Managers 1 Orderlies 2 Social Officer 1 ALEXANDRA HOSPITAL (15)
 STAFF POSITIONS 2008 Administration and Maintenance Senior Administrative Officer 1 Assistant Matron 1 Clerk/Typist 1 Hospital Administrator 1 Maintenance Technician 2 Matron 1 Medical Chief of Staff 1 Medical Records Clerks 1 Office Assistant 1 Receptionist 1 Senior Clerk (s) 2 Senior Store Clerk 1 Ward Clerk 1 PATIENT CARE (77) STAFF POSITIONS 2008 Paediatrician 1 Anaesthetist 1 Assistant Nurse Manager(s) 5 Emergency Medical Technicians 4 Gynecologist/Obstetricians 1 Internist 1 Page 29 258 Medical Officers 4 Nurse Anesthetist 1 Nurse Managers 3 Nursing Assistants 12 Orderlies 7 Pharmacist 1 Pharmacist/Technician 1 Physical Therapist 1 Psychiatrist 1 Rehab Therapist 1 Senior Orderly 1 Senior Pharmacist 1 Staff Nurses 29 Surgeon Specialist 1 DIAGNOSTIC SERVICES (10) STAFF POSITIONS 2008 Assistant Lab Technologist 1 Clerk/Typist 1 Laboratory Supervisor 1 Medical Lab Technologist 1 Radiographer/X-Ray Tech.
2 Senior Radiographer 1 Student Lab Technologist 3 DOMESTIC AND NUTRITION SERVICES (4) STAFF POSITIONS 2008 Dietician 1 Dietician II 1 Housekeeper 1 Senior Seamstress 1 GERIATRIC SERVICES (15) STAFF POSITIONS 2008 Nurse Managers 1 Nursing Assistants 3 Nursing Attendant 6 Orderlies 1 Staff Nurses 3 Physical Therapist 1 Page 30 259 MINISTRY 10 MINISTRY OF TOURISM 260 Section 1: Executive Summary and Management Representation Statement 1.1 Minister’s Message Our vision of tourism development is to see that every Nevisian is able to find and achieve his or her own potential.
It should also be informed by the recognition that sweeping social and economic changes happening worldwide are being worked into Nevisian society, with the prospect of transforming entire communities.

 Our approach to the development of tourism involves not only tourism information, but education and awareness as well.

Tourism development should therefore not simply prepare young Nevisians for the future - it should equip them to create the kind of future they want.
The kind of Nevis, the standard of living enjoyed by its citizens and its values, will be largely driven by research, bold enterprise and changes in attitudes undertaken by ourselves alone.

Though Nevis tourism enjoys a domestic and international reputation for excellence, we must take steps now to ensure its future is built on solid foundations.

 The case for reform of our budget system can no longer be responsibly avoided.

It rests on two incontrovertible facts.


The first is that our economy needs longer-term access to more resources both public and private.

The second is that money is only half the problem.

Increased funding without changes to administration, regulation and without adequate rewards and incentives for constructive institutional and individual behaviour will only compound the significant challenges facing the sector.
Equally, the Administration recognizes that a substantial increased public investment is required to secure the future.

 Globalization, increased awareness of tourism potential internationally, plus a revolution in communications and the need for lifelong and sustainable earnings amongst our people, leave our tourist industry nowhere to hide from the winds of change.

 Our Report on plans and priorities, Ministry of Tourism, therefore presents the Government’s blueprint for reform.
It proposes a program of reform over three years linked to progressively introduced improvements in areas as diverse as tourism education, workplace productivity, governance, incentives, research, cross sectoral collaboration and quality.

 This is an integrated package.

It will be presented as such to the Nevisian public.

It will enable small and large investors alike to make choices supported by crucial information and solid commitment to our future.
This package represents a balance of sound policy with the pragmatism required to deliver what Nevis needs and the future demands.

 Nevis can no longer expect our product to remain sustainable, to compete with the world’s best, to discharge responsibilities to our people and offer quality hospitality services without adequate understanding of, and the willingness to match changes in the tourism world order.
Nevis’s place in the 21st century will rely entirely on the capacity of our people to facilitate critical thinking, exploit the lessons learned from past mistakes and ensure that the soul of our nation passes smoothly from one generation to the next.

 This package of plans and priorities will be the new foundation for our tourism sector.
Honourable Joseph Parry Premier and Minister of Tourism Page 1 261 1.2 Executive Summary We present for the consideration of the Nevis public and the Cabinet the following document.
In these days when transparency in public dealings is paramount, and the spending of public funds in the public interest becomes a matter of grave economic concern, it behooves as guardians of the public purse to be very clear in our vision of how we want to move the country forward.

 We have thus created a document that is hopefully as accurate as our current grasp of the issues will allow, but also in a format that informs the technocrat, the bureaucrat, and the layman in equal measure.
OBJECTIVES The goals of the Ministry of Tourism are of one accord with the other Ministries which comprise the Nevis Island Administration.

We seek to spend from the public purse in a manner that is seen to be responsible, accountable and judicious.

Our mission is to develop and maintain our tourist industry in a way that allows it to retain a positive image of our country, while creating sustainable streams of employment for our population as a whole.
This development thrust must not impinge on our freedoms to live comfortably in our own country, nor should it desecrate our heritage or denigrate our culture.

It must also not compromise our morals nor diminish our dignity as a people Our plans are set out in painstaking detail.

Our programs, projects and methodology are herein presented for public review.

Collaboration is a constantly recurring theme throughout this document.
It will be shown how cooperation with other stakeholders, private sector interests, NGO’s and other branches of government will all be consulted and relied upon to partner with us in order for us to achieve our goals.

 The Ministry itself will be structured to ensure these goals.

Adequate, properly trained and motivated staff, up to date and updated equipment will all form part of our formula for success.
We intend to position ourselves at the source, at the very nerve centre of the industry.

The document, therefore, will speak to our intent to tap into the experience and knowledge of regional and international tourism associations, consultants, and other entities that have the knowledge essential to our ability to compete in what is a very competitive market.

This approach will ensure that we will always be in the loop, and can never be blindsided by developments that we did not anticipate.
PROJECTS As a small country with a limited resource base, thrift must be our watchword.

The projects that we have chosen to drive our quest for sustainability are very close to the heart of what it is to be Nevisian.

They are rooted in culture, history, heritage and a respect for our environment; hence our focus on tourism appreciation and awareness.. Tourism education will be presented not only to the schools but to the society as a whole.
Keeping the sites pristine and clean will be a constant highlight for 2008.

We intend to work assiduously with the Health Department on this issue.

 The totality of the programme is hereby expressed in greater detail.

Reading of the document by the general public is expected, and constructive recommendations for change will be appropriately addressed.
Page 2 262 1.3 Management Representation Statement I submit, for tabling in Parliament, the annual Report on Plans and Priorities (RPP) for the Ministry of Tourism.

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

 - Is comprehensive and accurate.

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

 I am satisfied as to the quality assurance processes and procedures used for the RPP's production.
The structure on which this document is based has been approved by the Ministry of Finance and is the basis for accountability for the results achieved with the resources and authorities provided.
Tyrone O’Flaherty ______________________ Permanent Secretary Page 3 263 Section 2: Ministry Overview 2.1 Mission Statement To harness the human resource and earnings potential of all Nevisians through the provision of sustainable programs both cultural and community based in order to stimulate growth and development in all sectors of the economy.
Administration The major undertaking of the Administrative Unit is to provide effective administrative and policy support for the Ministry and all related units.

 The Ministry of Tourism Administration Unit endeavours to accomplish its mission through: 1.

Coordinating the activities of the different units that comprise the Ministry of Tourism.

 2.
2.

Organising the operations of the office so as to ensure that the management processes employed within the Ministry yield positive results for the goals set by the Ministry.

 3.

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

 4.

Supporting the marketing efforts of the Nevis Tourism Authority.

 5.
5.

Ensuring that all staff are adequately trained to deliver first rate customer service to the general public.

 Tourism Research and Development Unit.


 The role of the Tourism Research and Development Unit is to provide the necessary framework and institutional support requisite for upmarket tourism through the sustainable development of the arts, heritage and environmental sectors of the tourist industry, thus creating a climate conducive to long term economic and social benefits for all residents.
The Tourism Research and Development Unit endeavours to accomplish its mission through: 1.

Cooperation with the private sector, NGO’s, other Government Ministries, Departments and Statutory bodies wherever necessary to achieve the desired result.

 2.

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

 3.
3.

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

 4.

Identifying threats to the tourist industry caused by adverse conditions in the local or external environment and actively seeking to eliminate or counter these threats.

 Page 4 264 5.
Identifying opportunities to enhance our tourism product and seeking ways to take advantage of such opportunities.

 6.

Encouraging the development of new craft lines to augment the existing lines and to add variety and spark interest in the advancement of local craft and skills.

 7.

Developing and deliver tourism awareness programs to the general public in order to heighten the awareness of the importance of tourism to the local economy.

 8.
8.

Establishing comprehensive tourism educations in our schools.

 9.

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

 10.

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

 11.

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

 12.
12.

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

 13.

Encouraging where necessary legislative initiatives aimed at improving the holiday experience as well as preserving the tourism landscape.
Page 5 265 2.2 Portfolio Organization Org Unit Name 10 - Ministry of Tourism 10 - Permanent Secretary's Office 1001 - Administration 1002 - Tourism Research & Development Acronym Phone No 469 5521 Ext.

2033 Address Bellevue,St.

John's Parish Bellevue,St.

John's Parish Main Street,St.

Paul's Parish Bellevue,St.


John's Parish Page 6 266 2.3 Portfolio Activity Summary Portfolio Promote and Develop Tourism Responsibility Centre 10 - Ministry of Tourism 10 - Permanent Secretary's Office Officer in Charge Permanent Secretary Goals/Global Objectives To enhance the human resource potential of all Nevisians through the provision of sustainable cultural and community-based programs in order to simulate growth and development in all sectors of the economy.
Objective(s) for 2008 1.Increase the number of tourists visiting the Island of Nevis.

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

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

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

Financial Summary Programme Expenditure Actual Expenditure Estimated Expenditure Planned Expenditure Projected Expenditure Projected 2006 2007 2008 (in thousands) 2009 2010 1.
Provide General Administration Services 2.

Research and Develop a Sustainable Tourism Industry 3.
Support the Marketing Efforts of the Island of Nevis 943 161 967 588 967 473 1,099 223 1,158 230 1,300 1,000 1,000 1,000 1,000 Total 2,403 2,555 2,440 2,322 2,388 Page 7 267 2.4 Planning Overview 2.4.1 Overview 2.4.1.1 Portfolio’s Strategic Objectives vs Government Directions The main thrust of the tourism strategy will be the sustained effort to provide employment opportunities for the populace, especially the young people.
This will manifest itself in the continued support for all initiatives aimed at expanding the accommodation sector, increased hotel development, all with the view of attracting more up market, high spending visitors.
The government directions regarding tourism will focus on; - Ensuring that tourism projects are environmentally sound; - Creating new entrepreneurial opportunities for our young people; - Making nature based activities a key component of the tourism product; - Ensuring new opportunities for Nevisians in top jobs and equitable compensation for Nevisians in the hotel sector by ensuring that they are exposed to the best training available; - Establishing an atmosphere where locals feel comfortable in setting up ancillary or support industries by providing meaningful incentives.
To ensure the implementation of the government's vision, the Ministry of Tourism will seek to exercise policies which will embrace the general principles of equity and accessibility of each and every resident to participate in the development of our country.

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

The Ministry will also ensure that sound environmental principles are observed in any decision that grants foreign businesses the opportunity to do business in Nevis.
The Ministry will also seek to support efforts to create a sufficiently educated and well trained pool of industry workers to be placed at the disposal of any investor wanting to do business in Nevis.

2.4.1.2 Portfolio’s Annual Objectives vs Strategic Objectives The strategic objective of the Ministry of Tourism is to promote and develop tourism in the island of Nevis, to increase the number of tourists visiting to the island and to increase the revenue generated by this increase in visitors.
To ensure the implementation of the strategic objective, the Ministry of Tourism has advanced the following objectives for 2008: 1.

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

Kitts.

 Page 8 268 2.
Creating new revenue bearing ventures such as establishing an Artisans Village.

 3.

Increasing revenue collected at the Nevisian Heritage Village.

 4.

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

 5.
5.

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

 6.

Supporting the marketing efforts of the Nevis Tourism Authority.

 7.

New River/ Coconut Walk Estate rehabilitation.

 8.

Greater emphasis on product development, both physically and philosophically.
2.4.1.3 Modifications to the Portfolio’s Strategic Directions during the year There are no modifications to the strategic plan for 2008.

2.4.1.4 Main Activities contributing to the Portfolio’s Annual Objectives • Target upscale cruise lines such as Holland America, Royal Caribbean, Regent Seven Seas, for inclusion in their itineraries.

 • Develop links with St. Kitts tour operators to offer tours to Nevis as part of their package.
• The creation of an Artisan’s Village will allow tourists the opportunity to see local craft providers at work thus piquing their interest.

 • Establish Plantation Yard Museum on the grounds of New River Estate in order to provide diversity in our tour offerings, new experiences for our visitors as well as new revenue opportunities not only for our young people but for the economy as a whole.
• Continue the program of training offered by the Ministry for operatives within the industry in order to ensure that the positive opinion of Nevis held by our visitors continues to hold.

 • Ensure continued government support for the marketing efforts of the Nevis Tourism Authority.
• Embark on a customer expansion drive to attract more visitors to the Nevisian Heritage Village, including targeting groups, offering group rates to church and community groups, medical students in St. Kitts and in Nevis, hotel guests etc, and special incentives to taxi drivers.

 • Creation of a maritime museum at New River estate.

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

 Page 9 269 2.4.1.5 Main Challenges to Achieve Portfolio’s Annual Objectives The main challenges to a successful completion and overall achievement of the Ministry’s objectives for this year will be external.

 Primarily the threat of hurricanes is a constant.
A moderate hurricane poses serious threats to visitor expectations as well as delay possible construction additions to the tourism plant.

A major hurricane will devastate the industry by destroying hotel infrastructure and crippling airlift to the island.

 There is also the likelihood of severe beach erosion and damage to tourism oriented crop production.

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

Among the other threats to watch: Awareness and Education A frequent complaint regarding Nevis, is the poor attitudes and poor customer service in certain sectors of the industry.
Obviously such complaints will be passed on to other potential visitors, and in this age of technology this can lead decline in tourists arrival.

 To counter this, the Ministry will focus aggressively on educating the populace on the awareness of the importance of tourism to the island.

This will be done at the primary and secondary school level.

Also industry wide seminars and workshops will be conducted where feasible.

 Airlift This has always been the chink in our armour.
Too few flights and high air fares are a major concern.

 Beautiful Nevis Eliminate littering.

Continue to support garden competitions.

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

Great care will have to be taken to establish priorities and spend wisely.

 Tourism/Agriculture Linkages This is only a challenge only insofar as the economy has not been able to benefit from its full potential.
However, there are signs of a renewed desire on both sides to make this a reality.

The Ministry of Tourism pledges its full commitment.
Page 10 270 Branding Nevis/Expanding our Horizons The challenge here is to introduce Nevis as a desirable destination to a larger customer pool than has hitherto been accomplished.

The tourist of today is more educated, more sophisticated and more informed.
Our marketing methods must evolve with the times we live in; more internet marketing, more niche market targeting, less of the conventional approach.

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

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

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

 The development of cruise tourism will assume greater significance from year 1 to year 3, as our efforts aimed at attracting more upscale vessels bear fruit.

 Staffing is not expected to increase extensively.
However, two specialists will be employed in the area of cruise development as our focus shifts into high gear during year 2.

In addition, training will be necessary for our curators at the various heritage sites.

 Marketing the historic sites will also be a priority.

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

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

There will also be a need for teaching aids research equipment and recording materials, brochures, information leaflets and the like.
2.4.1.7 Impact of Previous Year’s Achieved Results on the Current Year’s Planned Expenditures The projected increase of $25,000.00 over 2007 is due in the main to the introduction of the new project, Nevis Artisans Village.

However, the New River project slated for commencement in 2007, will now be completed in 2008.
Page 11 271 2.4.2 Capital Projects Information 2.4.2.1 Major Government Projects (MGP) Project 1.

Nevis Artisan’s Village Total Project Cost and Source of Funds $100,000 Funded by Revenue Strategic Objective: Establish Artisan’s Village to provide greater diversity in craft production and create new revenue base.
Project 2 New River Project Total Project Cost and Source of Funds $100,000 Funded by Revenue Strategic Objective: Establish Plantation Museum as added attraction.

 Project 3.

Upgrading and Development of Heritage Sites Total Project Cost and Source of Funds $50,000 Funded by Revenue Strategic Objective: Upgrade and develop heritage sites.
2.4.2.2 Other Capital Projects Judged Important All capital projects for the Ministry of Tourism have been dealt with.

2.4.3 Transfer Payment Information The Ministry of Tourism will provide assistance to: 1) Nevis Tourism Authority XCD 1,000,000 Page 12 272 Section 3: Detailed Planning by Programme Portfolio Programme Promote and Develop Tourism 1.
Provide General Administration Services Responsibility Centre 10 - Ministry of Tourism 10 - Permanent Secretary's Office 1001 - Administration Officer in Charge Administrative Officer Goals/Global Objectives To Provide administrative and policy support for the Ministry and departments.

Objective(s) for 2008 1.Keep the administrative support function under 39%.

Expected Results 39% Performance Indicators Cost of administration as a percentage of total ministry’s costs.
Sub-Programme Financial Summary Expenditure Actual Expenditure Estimated Expenditure Planned Expenditure Projected Expenditure Projected 2006 2007 2008 (in thousands) 2009 2010 Total 943 967 967 1,099 1,158 Page 13 273 Portfolio Programme Promote and Develop Tourism 2.
Research and Develop a Sustainable Tourism Industry Responsibility Centre 10 - Ministry of Tourism 10 - Permanent Secretary's Office Officer in Charge Permanent Secretary Goals/Global Objectives Making Nevis the number one tourism destination in the Caribbean in terms of visitor arrivals.

Objective(s) for 2008 1.Increase the revenue generated by the Heritage Sites.

Expected Results 17% Performance Indicators % of variation of revenue generated by Heritage sites compared to last year.
Sub-Programme Financial Summary Expenditure Actual Expenditure Estimated Expenditure Planned Expenditure Projected Expenditure Projected 2006 2007 2008 (in thousands) 2009 2010 2.1 Manage the Development of the Tourism Industry 2.2 Support Research Through International Associations 2.3 Invest in the Development of the Tourism Industry 160 1 Total 161 212 2 375 588 221 2 250 473 221 2 229 2 223 230 Page 14 274 Portfolio Programme Promote and Develop Tourism 3.
Support the Marketing Efforts of the Island of Nevis Responsibility Centre 10 - Ministry of Tourism 10 - Permanent Secretary's Office Officer in Charge Permanent Secretary Goals/Global Objectives To Provide administrative and policy support for the Ministry and departments.

Objective(s) for 2008 1.Increase the number of tourists visiting to the Island of Nevis.

Expected Results Performance Indicators % of increase of tourist visiting Nevis.
Sub-Programme Financial Summary Expenditure Actual Expenditure Estimated Expenditure Planned Expenditure Projected Expenditure Projected 2006 2007 2008 (in thousands) 2009 2010 Total 1,300 1,000 1,000 1,000 1,000 Page 15 275 3.1 Important Initiatives Contributing to the Achievement of the Annual Objectives • Target upscale cruise lines such as Holland America, Royal Caribbean, Regent Seven Seas, for inclusion in their itineraries.
• Develop links with St. Kitts tour operators to offer tours to Nevis as part of their package.

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

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

• Creation of a maritime museum at New River estate.
New River was the last sugar producing estate in Nevis.

Owing to the links between sugar production and sea transport, this conception is a fitting addition to this heritage site.

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

 • Establish comprehensive tourism educations in our schools.

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

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

3.2 Justification for the current year planned Expenditure JUSTIFICATION OF THE PROJECTS The realisation of these projects are critical to the forward movement of tourism in Nevis.
In the main they not only create new opportunities for increased revenue but also the prospects for greater chances of employment for a greater percentage of our people.

 We have already seen the impact that the establishment of the Nevisian Heritage Village has had on the tourism landscape.

It has provided another site to visit, but more importantly, the renewed interest in our heritage and culture has had a positive effect on our self perception as a people.
The New River project is likely to reinforce this effect.

However, because it is different in scope as well as content, it provides another totally new cultural experience for the visitor.

The overall broadening of this experience of future visits to Nevis will be justification in itself.

 The Artisans Village is another imperative for us.

Many visitors to Nevis have complained of the lack of things to do and things to see.
The Ministry has spoken to ships operators who have said that while the experience in visiting Nevis is wholesome, safe and satisfying, their clients would love to see more of the authentic Nevis.

Not just crafts for sale, but craft persons in the act of creation.
The Artisans Village would be a living village, the sights and sounds of people working, Page 16 276 moving about, offering for sale goods that you saw them create, make for better interaction, and would have a greater impact on the memories of the visitor.
Page 17 277 Section 4: Supplementary Information 4.1 Portfolio’s Main Estimates by Expenditure Type Org Unit Name: 10 - Ministry of Tourism Expenditure Expenditure Expenditure Expenditure Actual 2006 Estimated Planned Projected 2007 2008 2009 2010 (in thousands) Expenditure Projected Recurrent Expenses Compensation of employees 01-Personal Emoluments 02-Wages 03-Allowances Use of Good and Services 05-Travel and Subsistence 06-Office and General Expenses 07-Supplies and Materials 08-Communications Expenses 09-Operating and Maintenance Services 14-Purchase of Tools, Instruments, Furniture and Equipment 15-Rental of Assets 16-Hosting and Entertainment 17-Training 21-Professional and Consultancy Services 27-Production and Marketing Expenses Other Expenses 28-Sundry Expenses Total 1,102 1,179 1,188 1,320 1,386 Capital Expenses Fixed Asset Acquisition/Construction of Physical Assets Other costs to be capitalised Transfer Expenses Grants 10-Grants and Contributions - Grants Total Total Total Page 18 278 4.2 Information on the Beneficiaries of Transfer of Payments Org Unit Name: 10 - Ministry of Tourism 10 - Permanent Secretary's Office 1001 - Administration Activity Type: Programme Activity Name: Promote and Develop Tourism 1.
Provide General Administration Services Expenditure Expenditure Expenditure Expenditure Recurrent Expenses Compensation of employees 01-Personal Emoluments 02-Wages 03-Allowances Use of Good and Services 05-Travel and Subsistence 06-Office and General Expenses 07-Supplies and Materials 08-Communications Expenses 09-Operating and Maintenance Services 14-Purchase of Tools, Instruments, Furniture and Equipment 15-Rental of Assets 16-Hosting and Entertainment 17-Training 21-Professional and Consultancy Services 27-Production and Marketing Expenses Other Expenses 28-Sundry Expenses Total Total Actual 2006 943 635 254 375 6 308 100 4 3 3 10 3 25 50 75 20 15 1 1 943 943 Estimated Planned Projected Expenditure Projected 2007 2008 2009 2010 (in thousands) Page 19 279 Org Unit Name: 10 - Ministry of Tourism 10 - Permanent Secretary's Office Activity Type: Programme Activity Name: Promote and Develop Tourism 2.
Research and Develop a Sustainable Tourism Industry Expenditure Expenditure Expenditure Expenditure Estimated Planned Projected Expenditure Projected Recurrent Expenses Compensation of employees 01-Personal Emoluments Use of Good and Services 06-Office and General Expenses 07-Supplies and Materials 08-Communications Expenses 14-Purchase of Tools, Instruments, Furniture and Equipment 27-Production and Marketing Expenses Other Expenses 28-Sundry Expenses Actual 2006 160 144 144 15 4 2 1 3 5 1 1 2007 2008 2009 2010 (in thousands) Total 160 212 221 221 229 Capital Expenses Fixed Asset Acquisition/Construction of Physical Assets Other costs to be capitalised Transfer Expenses Grants 10-Grants and Contributions - Grants Total Total Total Page 20 280 Org Unit Name: 10 - Ministry of Tourism 10 - Permanent Secretary's Office Activity Type: Programme Activity Name: Promote and Develop Tourism 3.
Support the Marketing Efforts of the Island of Nevis Expenditure Expenditure Expenditure Expenditure Actual 2006 Estimated Planned Projected 2007 2008 2009 2010 (in thousands) Expenditure Projected Transfer Expenses Grants 10-Grants and Contributions - Grants 1,300 1,300 1,300 1,300 1,300 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 Total Total Page 21 281 4.3 Portfolio’s Capital Spending profile by project Types Investment Projects Expected End Date Estimated Total Cost Estimated Cumulative as at 2007 Planned Projected Projected Estimated for the following years Initial Revised Re-evaluation Amount % 2008 2009 2010 Upgrading & Development of Heritage Sites New River Project Nevis Artisan Village Sub-total Total Investment Projects 250,000 500,000 200,000 950,000 950,000 Development 134,547 53.8 50,000 100,000 100,000 134,547 14.2 250,000 134,547 14.2 250,000 65,453 400,000 100,000 565,453 565,453 Page 22 282 4.4 Portfolio’s Capital Spending profile by Sources of Funds Expenditure Expenditure Expenditure Expenditure Expenditure Actual Estimated Planned Projected Projected Source of Funds 2006 2007 2008 2009 2010 (in thousands) Project No 61 Upgrading & Development of Heritage Sites Revenue Sub-total 62 New River Project Revenue Sub-total 63 Nevis Artisan Village Revenue Sub-total Total 100 100 175 175 100 100 375 50 50 100 100 250 100 100 Page 23 283 4.5 Portfolio’s Summary by Sources of Funds Expenditure Expenditure Expenditure Expenditure Expenditure Actual Estimated Planned Projected Projected 2006 2007 2008 2009 2010 Source of Funds (in thousands) Revenue Total 2,403 2,403 2,555 2,555 2,440 2,440 2,322 2,322 2,388 2,388 Page 24 284 4.6 Status Report on Major Government Projects (MGP) Project 1 Nevis Artisans Village Total Project Cost and Source of Funds $100,000.00 XCD – Funded by Revenue Strategic Objective: Establish Artisan’s Village to provide greater diversity in craft production and create new revenue base.
Lead Department or Agency: Ministry of Tourism Contracting Authority: Nevis Island Administration Project Management Unit: Ministry of Tourism Sectoral Benefits: New source of revenue, new entrepreneurial opportunities, added attraction to tourism asset base.

 Phases.

None.

New Project Project 2.


New River Project Total Project Cost and Source of Funds $100,000 XCD – Funded by Revenue Strategic Objective: Establish Plantation Museum as added attraction.

 Lead Department or Agency: Ministry of Tourism Contracting Authority: Nevis Island Administration Project Management Unit: Ministry of Tourism.
Sectoral Benefits New source of revenue, new entrepreneurial opportunities, added attraction to tourism asset base.

 Phases None.

New Project Project 3.

Upgrading and Development of Historic Sites Total Project Cost and Source of Funds.

 $50,000 XCD – Funded by Revenue Strategic Objective: upgrade and develop heritage sites.
Lead Department or Agency: Ministry of Tourism Contracting Authority: Nevis Island Administration Project Management Unit: Ministry of Tourism.

 Sectoral Benefits: New source of revenue, new entrepreneurial opportunities, added attraction to tourism asset base.
Current Phases Reached and Historic of Phases Completed Page 25 285 Phase 1 Surveying and clearing of land-Completed Phase 2 Construction of Buildings- Completed Phase 3 Outfitting of buildings with artifacts, memorabilia etc- Completed Phase 4 Final Landscaping- to be completed 4.7 Personal Emoluments – Details of Salaries Administration (6) Junior Clerk(s) 1 Minister 1 Advisor 1 Permanent Secretary 1 Senior Clerk (s) 1 Administrative Officer 1 Tourism Research and Development Unit (5) Director 1 Tourism Development Officer Junior Clerk 1 Research and Documentation Officer 1 Secretary/Clerk 1 Page 26 286 MINISTRY 11 MINISTRY OF EDUCATION & LIBRARY SERVICES 287 Section 1: Executive Summary and Management Representation Statement 1.1 Minister’s Message The Nevis Island Administration views education as an investment in the human capital of our nation.
Universal education is necessary to ensure that every citizen realizes full potential and participates actively in the development process.

 Total access to primary and secondary education is being supported by improved science laboratory facilities, refurbished computer labs, the provision of free text books, expanded school meals and upgraded homework assistance programmes.
It is the policy of the Nevis Island Administration to ensure that every citizen receives quality education and is equipped with life-long skills to respond effectively to the development needs of Nevis.

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

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

 The Ministry recognizes the need to improve student support services.
This requires an increase in the number of guidance counselors and attendance/security officers, establishment of student councils in all schools and the full time employment of at least a psychologist for the schools.

 The process of institutional strengthening will continue as the Ministry of Education strives to improve productivity and efficiency at all levels of its operations.

Reform measures will be undertaken in all management and administrative processes and procedures.
These measures will be supported by training and staff development programmes.

 Honourable Joseph Parry ___________________ Premier and Minister with responsibility for Education 1.2 Executive Summary 1.3 Management Representation Statement I submit, for tabling in Parliament, the annual Report on Plans and Priorities (RPP) for the Ministry of Education & Library Services.
To the best of my knowledge, the information: Page 1 288 - Accurately portrays the department's mandate, priorities, strategies and planned results of the organization.

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

 - Is comprehensive and accurate.


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

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

 The structure on which this document is based has been approved by the Ministry of Finance and is the basis for accountability for the results achieved with the resources and authorities provided.
Joseph Wiltshire ____________________ Permanent Secretary Page 2 289 Section 2: Ministry Overview 2.1 Mission Statement To provide an environment which would facilitate the personal and professional development of the island's human resources to effectively face the challenges of the changing Nevisian society.
Page 3 290 2.2 Portfolio Organization Org Unit Name 11 - Ministry of Education & Library Services Permanent Secretary Office 1101 - Administration 1102 - Education Department Teacher Resource Centre Early Childhood Special Education Unit 1103 - Primary Education 1104 - Secondary Education 110403 - Multi-Purpose Training Centre 110402 - Gingerland Secondary School 110401 - Charlestown Secondary School 1105 - Public Library Acronym Phone No Address Marion Heights,St.

John's Parish Marion Heights,St.


John's Parish Marion Heights,St.

John's Parish St. Thomas' Parish St. John's Parish St. John's Parish St. John's Parish Marion Heights,St.

John's Parish Marion Heights,St.

John's Parish St. Paul's Parish St. John's Parish St. Paul's Parish Prince William Street,St.

Paul's Parish 469 5521 Ext.

2138 469 5521 Ext.

2131 469 5521 Ext.

2074 469 5521 Ext.

2090 469 5521 Ext.


2055 291 2.3 Portfolio Activity Summary Portfolio Manage Education and Library Services Responsibility Centre 11 - Ministry of Education & Library Services Permanent Secretary Office Officer in Charge Permanent Secretary Goals/Global Objectives Provide an environment which would facilitate the personal and professional development of the island’s human resources to effectively face the challenges of the changing Nevisian society.
Objective(s) for 2008 1.Increase the % of children entering the secondary school cycle in the mainstream from the primary cycle.

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

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

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

5.Increase the number of users of the library.


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

% of increase of children graduating from the secondary school.

% increase in the number students registered.

% of students gainfully employed upon graduation.

% of increase in the number of users of the library.
Financial Summary Programme Expenditure Actual Expenditure Estimated Expenditure Planned Expenditure Projected Expenditure Projected 2006 2007 2008 (in thousands) 2009 2010 1.

Administer Education and Library Services 2.

Promote and Support Early Childhood Development 3.

Deliver Primary Education 4 Deliver Secondary Education 5.

Deliver Special Education Services 6.
Provide Public Library Services 7 Invest in General Education Total 13,258 14,670 17,224 17,646 16,877 Page 5 292 2.4 Planning Overview 2.4.1 Overview 2.4.1.1 Portfolio’s Strategic Objectives vs Government Directions The government directions regarding education is to transform the education system into a comprehensive coordinated and coherent agenda that will throughout their school lives, effectively prepare our young people for positive socialization as well rounded citizens; for productive lives; for access to tertiary education and specialised learning, particularly in the new technologies; and for the job opportunities for the 21st century.
To ensure the implementation of the government's vision, the Ministry of Education and Library Services seek to provide an educational environment that will enable all students to develop essential academic skills for lifelong learning, to make responsible choices and to contribute to a diverse and changing world.
2.4.1.2 Portfolio’s Annual Objectives vs Strategic Objectives The strategic objective of the Ministry of Education and Library Services is to provide an educational environment that will enable all students to develop essential academic skills for lifelong learning, to make responsible choices and to contribute to a diverse and changing world.

To ensure the implementation of the strategic objective, the Ministry of Education and Library Services has advanced the following objectives for 2008: 1.
Increase the number of users of the library; 2.

Increase the number of students that are gainfully employed upon graduation from the Special Education Unit; 3.

Increase the % of students who graduate from secondary school; 4.

Increase the % of children entering the secondary school cycle in the mainstream from the primary cycle; 5.

Increase the number of students participating in early childhood education; 6.

Expand the school lunch programme; 7.


Construct a tertiary education college.

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

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

Opening to the world; 2.


Establish a resource based for immigrants; 3.

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

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

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

Work with children; Page 6 293 7.
Pleasure; introduce toddler reading area for children; 8.

Children books festival; 2.4.1.4 Main Activities contributing to the Portfolio’s Annual Objectives To increase the number of students that are gainfully employed upon graduation, the Ministry of Education and Library Services will continue to foster an awareness of the delivery of special education.
This can be achieved by preparing Principals, Supervisors, and Teachers for the delivery of special education in the mainstream in the public and private schools.
To increase the percentage of students who meet the standards to graduate from secondary schools, it is recommended that the institutions develop a homework policy, continue to identify and source additional material to assist teachers, continue to reward excellence and encourage underachievers, provide more scholarship for the poor and high academic performers, and establish mental quizzes in Math, English, History, Integrated Science and Social Studies.
To increase the percentage of children entering the secondary school cycle in the mainstream from the primary cycle, an analysis was made in 2007 to determine the actual percentage of primary student entering the mainstream from the primary school.

In 2008, each school will have to target an increase of student entering the mainstream from the primary school.
To increase the number of students participating in early childhood education, the Ministry of Education and Library Services needs to increase the capacity regarding the early childhood education.

There is a need for a nursery to cater to children 0 to 2 years old at one of the existing pre-schools and to construct a new pre-school to increase capacity of 3 - 5 year olds.
To expand the school lunch programme, the Ministry of Education and Library Services will increase the number of schools from 2 to 4 for provision of lunch in 2008.

 To bring more people at the library, the Library Services Department will conduct a survey to understand what the population is expecting from a public library.

It plans as well to modernize and diversify the spectre of services offered at the library.
2.4.1.5 Main Challenges to Achieve Portfolio’s Annual Objectives To facilitate the increase in the pre-school population, a new physical structure has to be erected.

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

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

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

To achieve its objective, the unit will need more trained teachers to support each child.
To separate the Nevis Sixth Form College from the Charlestown Secondary School in spite of the challenges, such as lack of teaching and learning facilities (Internet and Library).

 Page 7 294 The main challenge for the library development is related to lack of resources (budget, material, staff, space).
2.4.1.6 Portfolio’s Resources and the achievement of the Strategic Objectives over a Multi-Year Time Horizon In 2007, the education budget comprised 7.7% of total government expenditure.

This is expected to increase over the next three years with significant increases in investment, training, and new physical plants.

 Portfolio’s resources The number of full time position is 308.
Actually, 30 positions are assigned for administration, 14 for early childhood development, 115 for primary schools, 131 for secondary schools, 4 for special education, and 14 for public library.

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

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

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

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

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

 • Whole school evaluation of all public schools to determine and monitor school effectiveness was initiated.
School Improvement Plans (SIPS) Instructional.

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

 • A brochure highlighting the definition of important terms relating to Special Education and the Special Education Process was created.
• An Individual Education Plan (IEP) and all related forms to facilitate educational needs of Page 8 295 children with disabilities and the management of necessary documentation were created and will be implemented for the new year 2007-2008.
• Fifteen (15) teachers: three (3 ) first year and twelve (12) second year teachers are currently pursuing the Associate Degree in Teacher Education at the Clarence Fitzroy Byrant College (CFBC).

 • Eleven (11) trained teachers returned to the classroom for 2007-2008.

 • The Teacher Resource Centre continues to circulate a quarterly newsletter.
• Untrained teachers and teachers in-training at CFBC benefit from workshops and sessions in the appropriate use of manipulatives and resources organized by the teacher resource centre.

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

 • The Department’s first ever Extra Mile Teacher Recognition Award Ceremony was held honouring twelve teachers.
An overall winner was declared in each category, pre-school, primary school and secondary school levels.

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

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

 • Special Education Unit has a new school.

Some funds will be required for preventive maintenance and to ensure easy accessibility to Ivor Walters Primary School.
• St-John’s Primary School needs to be fenced and landscaping completed.

2.4.2 Capital Projects Information 2.4.2.1 Major Government Projects (MGP) Project 1:Computerization of Schools Total Project Cost and Source of Funds $120,000XCD Funded from Revenue Strategic Objective: To provide computer facilities to support education information technology discipline.

 Phases and Milestones 1.

Planning (completed).

 2.


Replacement of Type writers with 25 computers in Charlestown Secondary Schools (2008).

 3.

Replacement of 60 computers in Charlestown Primary and Gingerland Primary (2008).

 4.

Replacement of 60 computers in St-Thomas Primary and Ivor Walters Primary (2009).

 5.

Replacement of 60 computers in Violet O.J.

Nicholls Primary, St-James Primary, and St-Johns (2010).
Page 9 296 Project 2: Expansion Charlestown Primary School Total Project Cost and Source of Funds $100,000XCD Funded from Revenue Strategic Objective: To provide the necessary infrastructure for primary education.

 Phases and Milestones 1.

Planning.

 2.

Design.

 3.


Construction of Classrooms, Science Labs, Staff Room.

 4.

Construction of the Auditorium.

 Project 3: Expansion Charlestown Secondary School Total Project Cost and Source of Funds $1,000,000 XCD Funded from Revenue.

 Strategic Objective: To provide the necessary infrastructure for Charlestown Secondary Education.

Phases and Milestones 1.

Planning.

 2.

Design.

 3.


Construction of Classrooms, Staff Room.

 Project 4: Furniture for Schools Total Project Cost and Source of Funds $150,000 XCD Funded from Revenue.

 Strategic Objective: Ensure adequate furniture for the school system.

 Phases and Milestones This project is conducted every year to supply furniture for schools.
Project 5: School Meal Program Total Project Cost and Source of Funds $200,000 XCD Funded from Revenue.

 Strategic Objective: To provide the necessary nutritional requirements for children at the primary level which will support educational development.

Phases and Milestones This project is conducted every year to support the school meal program.
Project 6: Special Maintenance of Schools Total Project Cost and Source of Funds Page 10 297 $200,000 XCD Funded from Revenue.

 Strategic Objective: Special funding provided for the maintenance of schools.
Phases and Milestones This project is conducted every year to provide special maintenance for schools.

 Project 7: School Text Book Program Total Project Cost and Source of Funds $200,000 XCD Funded from Revenue.

 Strategic Objective: To provide text books for student use in schools.

 Project 8: Upgrade of Libraries Total Project Cost and Source of Funds $200,000 XCD Funded from Revenue.
Corporate Partners $350,000.00 XCD Strategic Objective: To establish a modern library for Nevis equip with the various technology.

 Phases and Milestones 1.

Feasibility.

 2.

Design.

 3.

Establish relationship with corporate partners.

 4.

Implementation (Building, training).

 Project 9: Expansion of Gingerland Secondary School.

 Total Project Cost and Source of Funds $250,000 XCD Funded from Revenue.
Strategic Objective: To the Gingerland Secondary School to facilitate staff and students.

2.4.2.2 Other Capital Projects Judged Important All capital projects are covered in MGP section.
2.4.3 Transfer Payment Information The transfer payment beneficiaries for the sector of Education are the following: 1) Support for Private Schools : $100,000XCD Page 11 298 Section 3: Detailed Planning by Programme Portfolio Programme Manage Education and Library Services 1.
Administer Education and Library Services Responsibility Centre 11 - Ministry of Education & Library Services Permanent Secretary Office Officer in Charge Permanent Secretary Goals/Global Objectives Support all education programmes and provide the necessary resources in a timely manner.

Objective(s) for 2008 1.Keep the administrative support function under 12 %.

Expected Results 12 % Performance Indicators % of the ministry budget dedicated to administrative support.
Sub-Programme Financial Summary Expenditure Actual Expenditure Estimated Expenditure Planned Expenditure Projected Expenditure Projected 2006 2007 2008 (in thousands) 2009 2010 1.1 Provide Administrative Support 1.2 Administer Education Services 394 1,782 2,176 658 1,799 2,457 933 1,951 2,884 795 1,907 2,702 795 1,923 2,718 Total Page 12 299 Portfolio Programme Manage Education and Library Services 2.
Promote and Support Early Childhood Development Responsibility Centre 11 - Ministry of Education & Library Services Permanent Secretary Office 1102 - Education Department Officer in Charge Director Goals/Global Objectives To Provide universal access to early childhood education.

Objective(s) for 2008 1.Increase the number of Students participating in early childhood education.

Expected Results 10% Performance Indicators % increase in the number students registered.
Sub-Programme Financial Summary Expenditure Actual Expenditure Estimated Expenditure Planned Expenditure Projected Expenditure Projected 2006 2007 2008 (in thousands) 2009 2010 Total 540 684 616 632 635 Page 13 300 Portfolio Programme Manage Education and Library Services 3.
Deliver Primary Education Responsibility Centre 11 - Ministry of Education & Library Services Permanent Secretary Office Officer in Charge Permanent Secretary Goals/Global Objectives To provide high quality education in a wide range of subject areas in the lower schools; and to stimulate and nurture knowledge, skills, attitudes, discipline and pride in students.

Objective(s) for 2008 1.Increase the no of students that enter the mainstream from the test of standards Examination.
Expected Results 60 Performance Indicators % of children that have started in the mainstream compared to those who graduate from the primary cycle.
Sub-Programme Financial Summary Expenditure Actual Expenditure Estimated Expenditure Planned Expenditure Projected Expenditure Projected 2006 2007 2008 (in thousands) 2009 2010 3.1 Provide Primary Education 3.2 Invest in Primary Education 3,849 Total 3,849 4,151 200 4,351 4,483 300 4,783 4,562 1,000 5,562 4,713 300 5,013 Page 14 301 Portfolio Programme Manage Education and Library Services 4 Deliver Secondary Education Responsibility Centre 11 - Ministry of Education & Library Services Permanent Secretary Office Officer in Charge Permanent Secretary Goals/Global Objectives To provide quality secondary education to the secondary school population.
Objective(s) for 2008 1.Increase the % of students who graduate from secondary school.

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

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

% of increase of children who pass minimum CSEC subjects of those who register for the exams.
Sub-Programme Financial Summary Expenditure Actual Expenditure Estimated Expenditure Planned Expenditure Projected Expenditure Projected 2006 2007 2008 (in thousands) 2009 2010 4.1 Provide Secondary Education 4.2 Invest in Secondary Education 5,446 5,310 Total 5,446 5,310 5,969 1,250 7,219 6,183 715 6,898 6,409 6,409 Page 15 302 Portfolio Programme Manage Education and Library Services 5.
Deliver Special Education Services Responsibility Centre 11 - Ministry of Education & Library Services Permanent Secretary Office 1102 - Education Department Officer in Charge Director Goals/Global Objectives Deliver education services for children with special needs.

Objective(s) for 2008 1.Increase the % of students who return to the mainstream.

2.Increase the quality and capacity of services provided at the Special Education Unit.
Expected Results 25% 40% 40% Performance Indicators % of students returned to the mainstream classrooms.

% of teachers that are trained in Special Education at the Unit.

Increase the number of students that are gainfully employed upon graduation from the Special Education Unit.
Sub-Programme Financial Summary Expenditure Actual Expenditure Estimated Expenditure Planned Expenditure Projected Expenditure Projected 2006 2007 2008 (in thousands) 2009 2010 Total 155 192 257 257 257 Page 16 303 Portfolio Programme Manage Education and Library Services 6.
Provide Public Library Services Responsibility Centre 11 - Ministry of Education & Library Services Permanent Secretary Office 1105 - Public Library Officer in Charge Librarian Goals/Global Objectives Increase the capacity and quality of the reading and reference resources available to the public through the Public Library system.

Objective(s) for 2008 1.Improve and enhance the quality of the Library Services by increasing book stock.

2.Improve the quality of service delivered to the public.
3.Increase the number of users of the Library.

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

Dec 2008 2 wks 50% Introduction of electronic catalogue December 2008.

Number of workshops and attachments for library staff.

% of increase in the number of users of the library.
Sub-Programme Financial Summary Expenditure Actual Expenditure Estimated Expenditure Planned Expenditure Projected Expenditure Projected 2006 2007 2008 (in thousands) 2009 2010 Total 399 576 595 605 625 Page 17 304 Portfolio Programme Manage Education and Library Services 7 Invest in General Education Responsibility Centre 11 - Ministry of Education & Library Services Permanent Secretary Office Officer in Charge Permanent Secretary Goals/Global Objectives To provide quality education infrastructure and institutional support.
Objective(s) for 2008 1.Complete all projects on time and within budget.

Expected Results 100% 100% Performance Indicators % of project completed vs planned.

% of budget expensed.
Sub-Programme Financial Summary Expenditure Actual Expenditure Estimated Expenditure Planned Expenditure Projected Expenditure Projected 2006 2007 2008 (in thousands) 2009 2010 7.1 Computerisation of Schools 7.2 Provide Furniture for Schools 7.4 Special Maintenance for Schools 7.5 School Text Book Programme 7.6 Upgrade of Libraries Total 493 200 693 100 150 200 500 150 1,100 120 150 200 200 200 870 120 150 200 300 220 990 120 150 200 500 250 1,220 Page 18 305 3.1 Important Initiatives Contributing to the Achievement of the Annual Objectives To achieve the annual objective of the special education services: Continual training is being given to the current staff; A rehabilitation therapist is being trained out of country.
To achieve the annual objective of the secondary schools: More students will be exposed to the writing of the CXC Secondary Certificate Examination (CSEC).

 The subject load will be reduced to 6 subjects including important core of English and Science.
To achieve the annual objective of the primary schools: The percentage performance in the 4 core subjects will be increased by 5 to 7 %; Staff development activities will be held in 2008; Two professional development training activities will be held in 2008; Implementation of standard text books across the board for primary schools; Text books orientation workshops will be provided; Mathematics workshops to improve the proper and effective use of manipulative.
To achieve the annual objective of the early childhood development: Training will be provided to teachers for the transition from pre-school to kindergarten.
To achieve the annual objective of the library services: A survey will be conducted to have a better understanding of the needs; Information technology facilities will be implemented; Book stock will increase and be diversified; Training will be provideed to enhance efficiency of staff; Specialized research collection will be implemented; 3.2 Justification for the current year planned Expenditure A significant increase is related for two professional development training workshops for all primary schools, private and public.
Page 19 306 Section 4: Supplementary Information 4.1 Portfolio’s Main Estimates by Expenditure Type Org Unit Name: 11 - Ministry of Education & Library Services Expenditure Expenditure Expenditure Expenditure Recurrent Expenses Compensation of employees 01-Personal Emoluments 02-Wages 03-Allowances Use of Good and Services 05-Travel and Subsistence 06-Office and General Expenses 07-Supplies and Materials 08-Communications Expenses 09-Operating and Maintenance Services 14-Purchase of Tools, Instruments, Furniture and Equipment 15-Rental of Assets 16-Hosting and Entertainment 17-Training 21-Professional and Consultancy Services Grants 10-Grants and Contributions - Grants Other Expenses 12-Rewards and Incentives - Compensation of Employees 25-Student Assistance Student Education Learning Fund (S.E.L.F) 28-Sundry Expenses Actual 2006 12,527 11,624 10,763 856 5 838 88 75 336 5 93 68 25 25 45 80 2 2 63 45 15 3 Estimated Planned Projected Expenditure Projected 2007 2008 2009 2010 (in thousands) Total 12,527 13,332 14,704 14,831 15,242 Capital Expenses Fixed Asset Purchase of Equipment/Vehicle Acquisition/Construction of Physical Assets Transfer Expenses Grants 10-Grants and Contributions - Grants Total Total Total Page 20 307 4.2 Information on the Beneficiaries of Transfer of Payments Org Unit Name: 11 - Ministry of Education & Library Services Permanent Secretary Office Activity Type: Programme Activity Name: Manage Education and Library Services 1.
Administer Education and Library Services Expenditure Expenditure Expenditure Expenditure Recurrent Expenses Compensation of employees 01-Personal Emoluments 02-Wages 03-Allowances Use of Good and Services 05-Travel and Subsistence 06-Office and General Expenses 07-Supplies and Materials 08-Communications Expenses 09-Operating and Maintenance Services 14-Purchase of Tools, Instruments, Furniture and Equipment 15-Rental of Assets 16-Hosting and Entertainment 17-Training 21-Professional and Consultancy Services Other Expenses 12-Rewards and Incentives - Compensation of Employees 25-Student Assistance Student Education Learning Fund (S.E.L.F) 28-Sundry Expenses Actual 2006 2,138 1,702 1,378 319 5 375 78 21 53 3 45 22 24 25 25 80 61 45 15 1 Estimated Planned Projected Expenditure Projected 2007 2008 2009 2010 (in thousands) Transfer Expenses Grants 10-Grants and Contributions - Grants Total Total Total Page 21 308 Org Unit Name: 11 - Ministry of Education & Library Services Permanent Secretary Office 1102 - Education Department Activity Type: Programme Activity Name: Manage Education and Library Services 2.
Promote and Support Early Childhood Development Expenditure Expenditure Expenditure Expenditure Estimated Planned Projected Expenditure Projected Recurrent Expenses Compensation of employees 01-Personal Emoluments 02-Wages Use of Good and Services 07-Supplies and Materials 14-Purchase of Tools, Instruments, Furniture and Equipment Actual 2006 540 435 205 230 105 100 5 540 540 Total Total 2007 2008 2009 2010 (in thousands) Page 22 309 Org Unit Name: 11 - Ministry of Education & Library Services Permanent Secretary Office Activity Type: Programme Activity Name: Manage Education and Library Services 3.
Deliver Primary Education Expenditure Expenditure Expenditure Expenditure Recurrent Expenses Compensation of employees 01-Personal Emoluments 02-Wages Use of Good and Services 07-Supplies and Materials 09-Operating and Maintenance Services 14-Purchase of Tools, Instruments, Furniture and Equipment 17-Training Other Expenses 28-Sundry Expenses Actual 2006 3,849 3,751 3,663 88 98 70 10 5 13 1 1 Estimated Planned Projected Expenditure Projected 2007 2008 2009 2010 (in thousands) Total 3,849 4,151 4,483 4,562 4,713 Capital Expenses Fixed Asset Acquisition/Construction of Physical Assets Total Total 200 200 200 200 300 300 300 300 3,849 4,351 4,783 1,000 1,000 1,000 1,000 5,562 300 300 300 300 5,013 Page 23 310 Org Unit Name: 11 - Ministry of Education & Library Services Permanent Secretary Office Activity Type: Programme Activity Name: Manage Education and Library Services 4 Deliver Secondary Education Expenditure Expenditure Expenditure Expenditure Recurrent Expenses Compensation of employees 01-Personal Emoluments 02-Wages Use of Good and Services 06-Office and General Expenses 07-Supplies and Materials 09-Operating and Maintenance Services 14-Purchase of Tools, Instruments, Furniture and Equipment 17-Training Other Expenses 28-Sundry Expenses Actual 2006 5,446 5,298 5,172 126 148 24 68 27 29 1 1 Estimated Planned Projected Expenditure Projected 2007 2008 2009 2010 (in thousands) Total 5,446 5,310 5,969 6,183 6,409 Capital Expenses Fixed Asset Acquisition/Construction of Physical Assets Total Total 5,446 5,310 1,250 1,250 1,250 1,250 7,219 715 715 715 715 6,898 6,409 Page 24 311 Org Unit Name: 11 - Ministry of Education & Library Services Permanent Secretary Office 1102 - Education Department Activity Type: Programme Activity Name: Manage Education and Library Services 5.
Deliver Special Education Services Expenditure Expenditure Expenditure Expenditure Estimated Planned Projected Expenditure Projected Recurrent Expenses Compensation of employees 01-Personal Emoluments 02-Wages Use of Good and Services 07-Supplies and Materials 09-Operating and Maintenance Services 14-Purchase of Tools, Instruments, Furniture and Equipment 17-Training Total Total Actual 2006 155 143 103 40 12 8 1 2 1 155 155 2007 2008 2009 2010 (in thousands) Page 25 312 Org Unit Name: 11 - Ministry of Education & Library Services Permanent Secretary Office 1105 - Public Library Activity Type: Programme Activity Name: Manage Education and Library Services 6.
Provide Public Library Services Expenditure Expenditure Expenditure Expenditure Estimated Planned Projected Expenditure Projected Recurrent Expenses Compensation of employees 01-Personal Emoluments 02-Wages Use of Good and Services 05-Travel and Subsistence 06-Office and General Expenses 07-Supplies and Materials 08-Communications Expenses 09-Operating and Maintenance Services 14-Purchase of Tools, Instruments, Furniture and Equipment 15-Rental of Assets 17-Training Grants 10-Grants and Contributions - Grants Other Expenses 28-Sundry Expenses Total Total Actual 2006 399 295 242 53 101 10 30 37 2 10 5 1 6 2 2 1 1 399 399 2007 2008 2009 2010 (in thousands) Page 26 313 Org Unit Name: 11 - Ministry of Education & Library Services Permanent Secretary Office Activity Type: Programme Activity Name: Manage Education and Library Services 7 Invest in General Education Expenditure Expenditure Expenditure Expenditure Actual 2006 Estimated Planned Projected 2007 2008 2009 2010 (in thousands) Expenditure Projected Capital Expenses Fixed Asset Purchase of Equipment/Vehicle Acquisition/Construction of Physical Assets Total Total Page 27 314 4.3 Portfolio’s Capital Spending profile by project Types Investment Projects Expected End Date Estimated Total Cost Estimated Cumulative as at 2007 Planned Projected Projected Estimated for the following years Initial Revised Re-evaluation Amount % 2008 2009 2010 Computerisation of Schools Furniture for Schools Sub-total Library Upgrade Expansion of the Gingerland Primary School Establishment of a Tertiary Level College Expansion of Charlestown Primary School School Text Book Programme Expansion of the Gingerland Secondary School
 Expansion of Charlestown Secondary School School Meal Program Sub-total Special Maintenance of School Sub-total 500,000 150,000 650,000 1,500,000 400,000 20,000,000 100,000 1,000,000 1,140,000 450,000 24,590,000 1,000,000 1,000,000 Asset renewal Development 120,000 120,000 120,000 150,000 150,000 150,000 270,000 270,000 270,000 15,000 1.0 200,000 220,000 250,000 140,000 -300,000 -160,000 815,000 400,000 20,000,000 100,000 800,000 100,000 -900,000 200,000 300,000 500,000 250,000 215,000 1,000,000 500,000 -465,000 -360,000 200,000 200,000 200,000 -150,000 15,000 .1 1,950,000 2,235,000 1,050,000 19,340,000 Rehabilitation 200,000 200,000 200,000 200,000 200,000 200,000 400,000 400,000 Total Investment Projects 26,240,000 15,000 .1 2,420,000 2,705,000 1,520,000 19,580,000 Page 28 315 4.4 Portfolio’s Capital Spending profile by Sources of Funds Expenditure Expenditure Expenditure Expenditure Expenditure Actual Estimated Planned Projected Projected Source of Funds 2006 2007 2008 2009 2010 (in thousands) Project No 1 Computerisation of Schools Revenue Sub-total Furniture for Schools Revenue Sub-total School Meal Program Revenue Sub-total Special Maintenance of School Revenue Sub-total School Text Book Programme Revenue Sub-total Library Upgrade Revenue Sub-total 493 493 200 200 100 100 150 150 200 200 200 200 500 500 150 150 245 Expansion of Charlestown Primary School Revenue Sub-total 246 Expansion of Charlestown Secondary School Revenue Sub-total 261 Expansion of the Gingerland Secondary School Revenue Sub-total Total Page 29 316 4.5 Portfolio’s Summary by Sources of Funds Expenditure Expenditure Expenditure Expenditure Expenditure Actual Estimated Planned Projected Projected 2006 2007 2008 2009 2010 Source of Funds (in thousands)
 Revenue Total 13,258 13,258 14,670 14,670 17,224 17,224 17,646 17,646 16,877 16,877 Page 30 317 4.6 Status Report on Major Government Projects (MGP) There is a significant increase in expenditure to facilitate two professional development training workshops for all primary schools, private and public.
4.7 Personal Emoluments – Details of Salaries General Administration (5) Advisor 1 Co-ordinator Distance Education 1 Administrative Officer 1 Permanent Secretary 1 Technician 1 Education Department Administration (23) Artistic Development Officer 1 Education Officer 7 Education Planner 1 Executive Officer 1 Junior Clerk(s) 1 Junior Sports Officer 2 Music Coordinator 1 Music Instructor 1 Office Assistant 1 Physical Education Officer 1 Principal Education Officer 1 Project Cordinator-Schools Computer Program 1 Senior Clerk (s) 1 Senior Sports Officer(s) 2 Sports Co-ordinator 1 Early Childhood (14) Early Childhood Resource Teacher 1 Supervisor - Education 2 Trained Pre-School 3 Untrained Teacher 8 Special Education (4) Supervisor - Education 1 Trained Special Educators 1 Trained Teacher 1 Untrained Teacher 1 Teacher's Resource Center (2) Co-ordinator Teacher Resource Center 1 Junior Clerk(s) 1 Primary Schools (115) Assistant Principal 3 Guidance Counsellor(s) 6 Headteacher 1 Page 31 318 Junior Sport Officers 1 Library Technician III 1 Principal 7 Technical Instructor 1 Trained Graduate Teacher 7 Trained Teacher 57 Untrained Teacher 31 Charlestown Secondary School (64) Deputy Headmaster 1 Graduate Teachers 13 Guidance Counsellor(s) 2 Headmaster 1 Junior Clerk(s) 2 Junior Sport Officers 1 Office Assistant 1 Senior Clerk (s) 1 Specialist Teacher 1 Trained Graduate Teacher 19 Trained Teacher 8 Untrained Teacher 14 Gingerland Secondary School (53)
 Deputy Headmaster 1 Graduate Teachers 8 Guidance Counsellor(s) 2 Junior Clerk(s) 1 Library Technician I 1 Principal 1 Senior Clerk (s) 1 Specialist Teacher 1 Trained Graduate Teacher 11 Trained Teacher 17 Untrained Graduate Teacher 3 Untrained Teacher 6 Multi-Purpose Training Centre (14) Clerk/Typist 1 Graduate Teachers 1 Junior Technical Instructors 2 Office Attendant 1 Senior Technical Instructor 2 Senior Technical Officer I 1 Senior Technical Officer II 1 Supervisor - Education 1 Technical Instructor 1 Trained Teacher 1 Untrained Teacher 2 SiX Form College (3) Director 1 Administrative Assistant 1 Office Attendant 1 Page 32 319 Public Library Administration (13) Assistant Librarian 1 Branch Library Manager 1 Bookbinder Grade I 1 Documentation Officer 1 Librarian 1 Library Technician I 4 Library Technician II 1 Office Assistant 3 Page 33 320 MINISTRY 12 HUMAN RESOURCES 321 Section 1: Executive Summary and Management Representation Statement 1.1 Minister’s Message The Nevis Island Administration views the development and training of its human resource as the springboard to realizing an improved quality of life for all.
To this end, every effort will be made to ensure that our people utilize every available opportunity to upgrade and enhance their skills be it through local on the job training, or in the pursuit of higher education.

 Investing in human development augurs well for the future of our island.

A knowledgeable and skilled people, coupled with the advancement in technology and reliable infrastructure will create the environment for continued growth and posterity for Nevis.
This is the vision for the Administration.

 Honourable Joseph Parry Premier & Minister with responsibility for Human Resources 1.2 Executive Summary The Human resources Department views the human resource of this nation as the most important factor in the national development equation.

 Recognizing the need for a well trained and knowledgeable workforce, the Department will in 2008 continue its development training programmes for all levels of the public service.
Financial assistance will also be made available to Nevisians who are presently pursuing and will pursue higher education and training.

 Every effort will be made to facilitate and encourage professionalism in the workplace, for while we boast a high literacy rate, we need the stamp of professionalism as we interact with local, regional and international clients so that Nevis can be recognized as a first class centre for conducting business.
Greater public awareness using all possible mediums, will be organized so that human resources development issues can be understood at all levels and in all areas and sectors.

The live radio Panel discussion and Career Fair held in 2007 generated much interest and set the stage for future activities.
The Department recognizes that transparency is the watch word in good governance, and as such, will seek to establish working committees to monitor and direct the selection process in areas of training and development.

 Far too often the outstanding work of individuals, tend to go unnoticed and it is the intention of the Department to give recognition to outstanding performance.

The criteria and selection committee for the Outstanding Recognition Award will be established.
Ministries will be encouraged to nominate the person for this Award.

The long service award for twenty five (25) years or more will also continue.

 The Human Resources Department endeavours to pursue its mission of providing a competent workforce for national development in partnership with public and private sector entities.
Page 1 322 The Human Resources Department views human resource as the most important factor in the national development equation.

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

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

 - Is comprehensive and accurate.

 - Is based on sound underlying departmental information and management systems.
I am satisfied as to the quality assurance processes and procedures used for the RPP's production.

 The structure on which this document is based has been approved by the Ministry of Finance and is the basis for accountability for the results achieved with the resources and authorities provided.
Venetta Hobson-Moving ______________________ Permanent Secretary Page 2 323 Section 2: Ministry Overview 2.1 Mission Statement To perform the leading role in providing a competent workforce for national development.

Page 3 324 2.2 Portfolio Organization Org Unit Name 12 - Human Resources 1201 - Permanent Secretary's Office 120101 - Administration Registry 120102 - Training Acronym Phone No Address Bellevue,St.
John's Parish Bellevue,St.

John's Parish Bellevue,St.

John's Parish Bellevue,St.

John's Parish Bellevue,St.

John's Parish 869 4695521 Ext.

2004 869 4695521 Ext.

2132 869 4695521 Ext.


2105 Page 4 325 2.3 Portfolio Activity Summary Portfolio Provide a Competent Workforce for National Development Responsibility Centre 12 - Human Resources 1201 - Permanent Secretary's Office Officer in Charge Permanent Secretary Goals/Global Objectives To perform the lead role in providing a competent workforce for national development.

Objective(s) for 2008 1.Decrease the % of vacant position in government of Nevis.
2.Increase the number of Nevisians assisted in pursuing higher learning.

3.Increase the number of employees trained during the year.

Expected Results 0 % At least 25% 10% Performance Indicators % of vacant positions out of total to be filled.

% of increase of Nevisians assisted in pursuing higher learning.

% of increase of employees trained.


Financial Summary Programme Expenditure Actual Expenditure Estimated Expenditure Planned Expenditure Projected Expenditure Projected 2006 2007 2008 (in thousands) 2009 2010 1.

Provide General Administration 2.

Provide Training to Human Resources 3.


Provide HR Services for Government 321 985 531 1,253 Total 1,306 1,784 435 1,756 19 2,210 461 1,768 28 2,257 474 1,936 28 2,437 Page 5 326 2.4 Planning Overview 2.4.1 Overview 2.4.1.1 Portfolio’s Strategic Objectives vs Government Directions The main thrust of the human resource strategy will be the improved human stock, knowledgeable highly skilled, capable of performing at the optimum.
To ensure the implementation of the government's vision, the Human Resources Department will seek to invest in the training and retraining opportunities geared towards personal and professional enhancement.

2.4.1.2 Portfolio’s Annual Objectives vs Strategic Objectives The strategic objective of the Human Resource Department is to position our people to positively impact national development.
To ensure the implementation of the strategic objective, the Human Resources Department has advanced the following objectives for 2008: 1.

Decrease the % of vacant position in the government service.

 2.

Increase the number of Nevisians assisted in pursuing higher learning.

 3 Increase the number of employees trained during the year.
2.4.1.3 Modifications to the Portfolio’s Strategic Directions during the year The main thrust of the human resource strategy will be to improve the human resource stock for greater efficiency and productivity.

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

 1.
1.

Decrease the % of vacant position in the government service by seeking to fill 50% of the vacant positions which presently exist.

 2.

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

 3.

Increase the number of employees trained during the year by increasing the targeted groups for training by 100%.
Page 6 327 2.4.1.5 Main Challenges to Achieve Portfolio’s Annual Objectives Economic and Political Commitment While the administration seeks to provide financial support to Nevisians in their quest to pursue studies, the financial constraints will determine the level of assistance possible.

The state of the economy as dictated by global trends can see an increase or decrease in the level of support.
Distance Learning through technology may see fewer persons going overseas to study.

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

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

Additionally, not so attractive salaries within the public service may cause needed persons to seek employment outside the service.

2.4.1.6 Portfolio’s Resources and the achievement of the Strategic Objectives over a Multi-Year Time Horizon The Department endeavours to spearhead the continued development of the human resources over the strategic period.
Achieving optimum efficiency will require increased investment in equipment, training.

 In 2007, the Human Resources budget comprised 1.9% of the total government's expenditure.

This is expected to increase over the next three years with significant increase in training and support costs.

An allocation of 2.4% of the national budget of 2008 is being sought to support the achievement of the strategic objectives over this period.
Portfolio’s resource The number of full time position is five (5).

 As we move to position our human resource through training opportunities, an additional three (3) positions will be required to assist with administrative, training and technical functions.

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

 Exposure to current issues and looking at guidelines used within the public service - Page 7 328 Presentations done on CSME, General Orders, Financial Instructions.

 Public Awareness- Live radio panel discussion and a Career Fair.
Train and retrain in key areas of Customer service and Office management, Time Management, Basic Computer and Supervisory management.

2.4.2 Capital Projects Information 2.4.2.1 Major Government Projects (MGP) There are no capital projects for Human Resources for this current year.

2.4.2.2 Other Capital Projects Judged Important 2.4.3 Transfer Payment Information 1) Financial support to Associations:$1500.
Page 8 329 Section 3:Detailed Planning by Programme Portfolio Programme Provide a Competent Workforce for National Development 1.

Provide General Administration Responsibility Centre 12 - Human Resources 1201 - Permanent Secretary's Office 120101 - Administration Officer in Charge Senior HR Officer Goals/Global Objectives To provide administrative support for the planning and delivery of training.

Objective(s) for 2008 1.Keep the administrative support function cost under 25%.
Expected Results Performance Indicators Less than 25% Cost of administration as a percentage of total ministry’s costs.

Sub-Programme Financial Summary Expenditure Actual Expenditure Estimated Expenditure Planned Expenditure Projected Expenditure Projected 2006 2007 2008 (in thousands) 2009 2010 1.1.
Provide Administrative Support 1.2 Provide Financial Support to Associations Total 318 3 321 529 2 531 433 2 435 459 2 461 472 2 474 Page 9 330 Portfolio Programme Provide a Competent Workforce for National Development 2.

Provide Training to Human Resources Responsibility Centre 12 - Human Resources 1201 - Permanent Secretary's Office 120101 - Administration Officer in Charge Senior HR Officer Goals/Global Objectives Provide the opportunity to train and be trained.
Objective(s) for 2008 1.Increase the number of Nevisians assisted in pursuing higher learning.

2.Increase the number of employees trained during the year.

Expected Results At least 25% At least 10% Performance Indicators % of Increase of Nevisians assisted in pursuing higher learning.

% of increase of employees trained.


Sub-Programme Financial Summary Expenditure Actual Expenditure Estimated Expenditure Planned Expenditure Projected Expenditure Projected 2006 2007 2008 (in thousands) 2009 2010 2.1 Plan Training to be Given 2.2 Train Human Resources 285 700 985 253 1,000 1,253 256 1,500 1,756 268 1,500 1,768 286 1,650 1,936 Total Page 10 331 Portfolio Programme Provide a Competent Workforce for National Development 3.
Provide HR Services for Government Responsibility Centre 12 - Human Resources 1201 - Permanent Secretary's Office 120101 - Administration Officer in Charge Senior HR Officer Goals/Global Objectives Manage the placement of employees in order to improve services to population.

Objective(s) for 2008 1.Decrease the % of vacant position in Governement of Nevis.

2.Increase the % of requests satisfied.

Sub-Programme Expected Results Performance Indicators 0% Number of vacant positions to be filled.
At least 10% % of increase of requests satisfied out of total.

Financial Summary Expenditure Actual Expenditure Estimated Expenditure Planned Expenditure Projected Expenditure Projected 2006 2007 2008 (in thousands) 2009 2010 Total 19 28 28 Page 11 332 3.1 Important Initiatives Contributing to the Achievement of the Annual Objectives Increase the number of requests satisfied by establishing a selection committee to ensure a fair and transparent system in the selection process.
Create greater public awareness to the importance of human resource development by organizing forums and utilizing the media to send positive messages.

3.2 Justification for the current year planned Expenditures There are no significant variation in the current year budget compared to last year.
Page 12 333 Section 4: Supplementary Information 4.1 Portfolio’s Main Estimates by Expenditure Type Org Unit Name: 12 - Human Resources Expenditure Expenditure Expenditure Expenditure Actual 2006 Estimated Planned Projected 2007 2008 2009 2010 (in thousands) Expenditure Projected Recurrent Expenses Compensation of employees 01-Personal Emoluments 02-Wages 03-Allowances Use of Good and Services 05-Travel and Subsistence 06-Office and General Expenses 08-Communications Expenses 14-Purchase of Tools, Instruments, Furniture and Equipment 15-Rental of Assets 17-Training Other Expenses 28-Sundry Expenses Transfer Expenses Grants 10-Grants and Contributions - Grants Total Total Total Page 13 334 4.2 Information on the Beneficiaries of Transfer of Payments Org Unit Name: 12 - Human Resources 1201 - Permanent Secretary's Office 120101 - Administration Activity Type: Programme Activity Name: Provide a Competent Workforce for National Development 1.
Provide General Administration Expenditure Expenditure Expenditure Expenditure Recurrent Expenses Compensation of employees 01-Personal Emoluments 02-Wages 03-Allowances Use of Good and Services 05-Travel and Subsistence 06-Office and General Expenses 14-Purchase of Tools, Instruments, Furniture and Equipment 15-Rental of Assets Other Expenses 28-Sundry Expenses Transfer Expenses Grants 10-Grants and Contributions - Grants Actual 2006 318 244 69 75 100 73 8 15 20 30 1 1 Estimated Planned Projected Expenditure Projected 2007 2008 2009 2010 (in thousands) Total Total Total Page 14 335 Org Unit Name: 12 - Human Resources 1201 - Permanent Secretary's Office 120101 - Administration Activity Type: Programme Activity Name: Provide a Competent Workforce for National Development 2.
Provide Training to Human Resources Expenditure Expenditure Expenditure Expenditure Actual 2006 Estimated Planned Projected 2007 2008 2009 2010 (in thousands) Expenditure Projected Recurrent Expenses Compensation of employees 01-Personal Emoluments Use of Good and Services 05-Travel and Subsistence 08-Communications Expenses 17-Training Total Total Page 15 336 Org Unit Name: 12 - Human Resources 1201 - Permanent Secretary's Office 120101 - Administration Activity Type: Programme Activity Name: Provide a Competent Workforce for National Development 3.
Provide HR Services for Government Expenditure Expenditure Expenditure Expenditure Estimated Planned Projected Expenditure Projected Recurrent Expenses Compensation of employees 01-Personal Emoluments Actual 2006 Total Total 2007 2008 2009 2010 (in thousands) 19 19 19 19 19 28 28 28 28 28 28 28 28 28 28 Page 16 337 4.5 Portfolio’s Summary by Sources of Funds Expenditure Expenditure Expenditure Expenditure Expenditure Actual Estimated Planned Projected Projected 2006 2007 2008 2009 2010 Source of Funds (in thousands) Revenue Total 1,306 1,306 1,784 1,784 2,210 2,210 2,257 2,257 2,437 2,437 Page 19 338 4.6 Status Report on Major Government Projects (MGP) There are no human resource capital projects for this current year.
4.7 Personal Emoluments – Details of Salaries Administration (6) HR Clerk 2 Permanent Secretary 1 HR Assistant/Senior Clerk(s) 1 Administrative Officer 1 Senior HR Officer 1 Training (2) HR Manager 1 HR Assistant/Clerk 1 Registry (1) HR Technician 1 Page 20 339 MINISTRY 13 MINISTRY OF SOCIAL DEVELOPMENT, YOUTH, SPORTS, CULTURE, TRADE & INDUSTRY & CONSUMER AFFAIRS 340 Section 1: Executive Summary and Management Representation Statement 1.1 Minister’s Message The Ministry of Social Development, Trade, Industry and Information Technology continue to make transformation in the process and the outcome.
Social development helps and hinders economic development.

 Youth Development, Sports, Culture and Community Development are vehicles for social transformation.

Youth Development represents the greatest opportunity for the administration to point the country’s young to avenues for social and economic development.

Probation, counseling, mentorship, skill training and education have been the main themes and will continue over the budget period.
The administration’s new National Sports Program has just been unveiled and will have critical units which heretofore have not been included.

The main units will be coaching, physical education, health and fitness, administration, the upgrade and maintenance of facilities, funding and participation in competitions.

 The establishment of the Nevis Cultural Development Foundation will subsume the Department of Culture and the Culturama Secretariat.
The foundation will have four main areas of focus: (i) Administration and Marketing.

 (ii) Festivals.

 (iii) Development of the Arts.

 (iv) Research and Documentation.

 The foundation will mobilize human and financial resources in order to promote and preserve the Arts and make the foundation viable.

 Social Transformation will remain the main theme in the development of programs on counseling, social assistance, parenting and anger management.
Family stability, social integration and community cohesions are the expected outcomes of the programs.

We are aware that the society has been paying a huge financial cost for anti-social behaviour.

As a consequence the cost of goods and services has increased to cater to the increase in security services.

 The recurring themes on social development will be ethics, moral and values.

The values of honesty, discipline, hard work and respect inform all the programs in social development.
Partnerships with parents, schools, churches and community organizations and regional and international agencies will continue as the department grapples with changing values and the heavy influence of materialism in daily life.

 The care of the aged has been brought to national consciousness.

The celebration of their lives will continue.


The outreach programs at the parish level, the provision of home help care, the social assistance and hot meals program and the training of caregivers will continue to inform the programs for the aged.

 The emphasis on developing a culture of enterprise will inform the activities of the department of trade.

The availability of duty concessions for small businesses will continue to broaden the tax base and facilitate wealth creation.
The establishment of the Micro and Small Enterprise Development Committee to ensure registration, incorporation and the availability of fiscal incentives to sustain the development of small enterprises.

 Page 1 341 Efforts will continue to transform workers to owners and the creation of a new group of local entrepreneurs.
Honourable Hensley Daniel __________________________ Minister with responsibility for Social Development 1.2 Executive Summary The Ministry of Social Development is geared towards facilitating the continued evolution of meaningful social change within the economy, through participatory and sustainable action programs developed by its various departments.
While each department is expected to yield varying but specific results, the overall outcome will be the complete social transformation at the individual and community levels, of our society.

 To achieve its goals and objectives the plans and priorities of the Ministry will be focused on the following areas:- 1.

Establishing of appropriate policies to guide the operations of the Ministry.

 2.

Identifying and facilitating training opportunities geared towards people empowerment.
3.

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

 4.

Providing opportunities for the creation and development of small business and to enhance future trade, industry and consumer protection.

 5.

Creating greater awareness in communities in Nevis, to enhance their social well being.

 6.
6.

Constructing, upgrading and maintenance of community centres and recreational facilities with the view of transforming them into a hub of activities.

 7.

Raising the level of awareness of gender related issues.

 8.

Coordinating community projects through the Basic Need Trust Fund(BNTF).
1.3 Management Representation Statement I submit, for tabling in Parliament, the annual Report on Plans and Priorities (RPP) for the Ministry of Social Development, Youth, Sports, Community Affairs, Culture, Trade, Industry and Consumer Affairs.

 To the best of my knowledge, the information: - Accurately protrays the Ministry's Mandate, priorities, strategies and plans for 2008 - 2010.
- Is consistent with the disclosure principles contained in the guidelines for Preparing a Report on Page 2 342 Plans and Priorities.
- Is comprehensive and accurate - Is based on credible Departmental information and management systems I am satisfied as to the quality assurance processes and procedures used for the RPP's production.

 The structure on which this document is based has been approved by the Ministry of Finance and is the basis for accountability for the results achieved with the resources and authorities provided.
Alsted Pemberton ____________________ Permanent Secretary Page 3 343 Section 2: Ministry Overview 2.1 Mission Statement To bring about meaningful social change within the economy, through participatory and sustainable programmes, in sport , culture, community development, social services and to foster the growth of trade and industry while creating and enabling environment for the development of small business.
The Ministry of Social Development is comprised of several departments whose collective missions seeks to promote meaningful social change through community development, trade & industry.
Department of Community Development and Sports Community Development Division The mission statement of the Community Development Division is to facilitate participatory community based, self reliant and sustainable action programs in order to reduce isolation, strengthen the bonds between government and people and bring about meaningful social change to all throughout the island.
The Community Development Division seeks to accomplish its mission by: 1) Transforming all community centres into vehicles for community action and development.

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

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

 4) Mobilizing communities to initiate community activities and the formulation of community groups.
5) Facilitating community project through BNTF.

 6) Upgrading, maintaining and managing of community centres.

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

 2) Facilitating training programs for sport administrators, teams and officials.

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

 4) Establishing a Nevis Sports Council.


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

 6) Promoting sports tourism as an economic activity.
Page 4 344 Department of Social Development The mission of the Department of Social Development is to create and implement programs, and offer service that will promote the ongoing improvement of the well being of the society.
The Department of Sports seeks to accomplish its mission by: 1) Providing counselling services to the general public.

 2) Providing support services to troubled juveniles and families.

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

 4) Providing support services for persons experiencing crises arising from personal or natural disasters with the view to assisting them back to self – sufficiency.
5) Assisting the welfare to economically disadvantage persons in the society.

 6) Initiating projects/ programs (long and short term) to foster the development of positive attitudes with respect to family and gender to improve the quality of life of the elderly.

 7) Creating and maintaining services geared to improve the quality of life of those whose activities/programs are complementary/supplementary to the effectiveness of the department.
8) Assisting youth groups with technical and other support for the achievement of their objectives.

9) Developing appropriate programs and projects towards achieving the overall advancement of youths.

 10) Commemorating internationally recognizing days which focus on youths, the elderly, gender and the family as a unit.
11) Keeping relevant and accurate statistics which would assist in evaluating the provision of existing services, serve as information for the general public and inform the government’s plan for further social change and development.

 12) Researching and informing on innovations in social services delivery and social work.
Department of Trade & Industry The mission of the Department of Trade & Industry is to foster future trade and industry growth in an environment of global technological change and to provide guidance, training, small loan and technical support for the development of the small business sector.

 The Department of Trade & Industry seeks to accomplish its mission by: 1) Making recommendations on trade legislation, trade agreements and policies.
2) Reviewing tariffs and customs duties.

 3) Providing consumer education and consumer affairs programs.

 4) Providing data for marketing, and market research.

 5) Providing staple and utility items for the general public.

 6) Processing import and export licence applications.

 7) Controlling import commodities.

 8) Assisting in technical training workshops for farmers and bakers.
9) Providing awareness for members of the community to achieve sustainable income generation and job creation through small business development and craft production.
Basic Needs Trust Fund(BNTF) The mission of the BNTF is to provide an enabling environment to improve basic public services and enhance employability which could reduce beneficiaries economic and social vulnerability to Page 5 345 risks that impact our income and well being.
The Basic Needs Trust Unit seeks to accomplish its mission by: 1) Being responsible for and managing project resources.

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

 3) Supervising the implementing of all sub-project 4) Assisting the project steering committee and to develop and implement a Poverty Reduction Action Plan and Operations Manual.
5) Coordinating project activities with other similar donor funded agencies that address poverty in a gender sensitive and environmentally sustainable manner.

 6) Ensuring the active involvement of representative group of the community in the identification, formulation, preparation and implementation of all sub – projects funded by the project.
7) Being responsible for the management of financial and other administrative data of the project, including payments to contractors and suppliers.

 Department of Culture The mission of the Department of Culture is to shape a national cultural identity through the implementation of sustainable programs in arts and culture with specific focus on training, research, preservation and the creation of economic opportunities in cultural industries.
The Department of Culture seeks to accomplish its mission by: 1) Performing the role of protector, preserver and promoter of the customs, traditions and values of the Nevisian patrimony.

 2) Researching, documenting and achieving the entire Nevisian cultural heritage phenomena.

 3) Implementing sustainable training programs in all areas of the performing arts in schools and communities on Nevis such as, dance, african drumming, music, dance and steel pan.
4) Reviving and preserving the Nevisian folk culture eg masquerades, clowns, cake walk, giant despair, string band, quadrille, big drum music, folk singing, story telling and folk medicine.

 5) Developing and implementing programs to promote other cultural art forms such as the visual, literary, culinary and festival arts.
6) Organizing and coordinating the celebration of significant annual events such as Black History Month, Emancipation Day, Independence Day and Christmas celebrations.

 7) Promoting closer relations with regional/international countries through cultural exchanges.
Culturama Secretariat The mission of the Culturama Secretariat is to increase the cultural awareness of Nevisians, to revive, preserve and promote the rich cultural heritage of Nevis and to stimulate the economy through the staging of the Culturama festival.

 The Department of Trade & Industry seeks to accomplish its mission by: 1) Sourcing culturally minded, creative and dedicated persons to serve on the Nevis Culturama Committee.
2) Soliciting sponsorship from corporate organizations and individuals within the business community and from among the general public.

 3) Creating an awareness among nationals at home and abroad with regards to the planning of activities for the Culturama festival.
4) Educating the populace so that they can develop a sense of pride for Culturama and be willing Page 6 346 to contribute towards its future development and sustenance.

 5) Encouraging participation in Culturama from as many talented Nevisians thereby ensuring the success and continuity of the festival.
6) Creating a festive atmosphere each year as this will serve as a stimulus for persons overseas as they can be kept in tuned with the progress and planning of Culturama each year.

 7) Disseminating information via the print and electronic media thereby informing the Nevisians home and abroad about the planned activities for Culturama.

 8) Working in close conjunction with the Department of Culture to revive and preserve the dying folk traditions of Nevis.
9) Organizing costume designing and building workshops so that these skills can be imparted to interested Nevisians.

 10) Honouring at least one outstanding cultural iron for his/her contribution towards the preservation and promotion of culture and Culturama on Nevis.

 11) Organizing creative writing workshops for juinor kaisonians thereby ensuring their continued interest and participation in the junior kaiso art form and the continuity of the kaiso art form on Nevis.
12) Encouraging participation from Nevisians in the annual Culturama slogan competition.

 13) Proving a forum for local artists in the various disciplines to develop and flourish and to showcase their skills and talents.
Page 7 347 2.2 Portfolio Organization Org Unit Name 13 - Ministry of Social Development, Youth, Sports, Culture, Trade & Industry & Consumer Affairs 1301 - Permanent Secretary Office 1301 - Administration Basic Needs Trust Fund 1306 - Department of Culture 1302 - Social Services 130201 - Administration 130201 - Family Services 130202 - Senior Citizens 130203 - Gender Relations 130204 - Youth Development 1303 - Department of Trade & Industry 130301 - Craft House 130301 - Small Enterprise Development 130302 - Supply Office 1304 - Culturama Secretariat 1306 - Community Development and Sport Sport Community Development Acronym Phone No Address 469 5521 Ext.
2194 469 5521 Ext.

2195 469 5521 Ext.

2195 869 4697214 869 4695521 Ext.

2142 469 5521 Ext.

2072 469 5521 469 5521 869 4695521 Ext.

2071 469 5521 Ext.

2043 869 4691992 869 4695521 Ext.

2145 Main Street,St.

Paul's Parish Main Street,St.

Paul's Parish Main Street,St.

Paul's Parish Government Road,St.

Paul's Parish Main Street,St.

Paul's Parish Government Road,St.

Paul's Parish Government Road,St.

Paul's Parish Government Road,St.

Paul's Parish Government Road,St.


Paul's Parish Pinney's Estate,St.

Thomas' Parish Pinney's Estate,St.

Thomas' Parish Main Street,St.

Paul's Parish Pinney's Estate,St.

Thomas' Parish Main Street,St.

Paul's Parish Pinney's Estate,St.

Thomas' Parish Pinney's Estate,St.

Thomas' Parish Pinney's Estate,St.


Thomas' Parish Page 8 348 2.3 Portfolio Activity Summary Portfolio Promote Meaningful Social Change through Community Development, Trade and Industry.
Responsibility Centre 13 - Ministry of Social Development, Youth, Sports, Culture, Trade & Industry & Consumer Affairs 1301 - Permanent Secretary Office Officer in Charge Permanent Secretary Goals/Global Objectives To bring about meaningful social change within the economy, through participatory and sustainable programmes, in sport, culture, community development, social services and to foster the growth of trade and industry while creating and enabling environment for the development of small business.
Objective(s) for 2008 1.Educate consumers on their rights and responsibilities.

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

3.Increase the number of persons participating at community development activities.

4.Increase the number of small businesses who receive financial and technical assistance.

5.Prepare the Nevisians community for the staging of the Culturama Festival.

6.Recruit additional coaches for football, netball, and basketball.
Expected Results 2 12 4 2 5% 5% 15% June 1st, 2008 3 disciplines covered Performance Indicators Number of Public Service Announcement (PSA).

Number of television and radio programs.

Number of Public Service Annoncements (PSA).

Number of advertisements.

% of increase of adult over 17 years old participating at community development activities.

% of increase of children up to 17 years old participating at community development activities.
% of increase of small businesses receiving financial and technical assistance.

Date of Launch.

Having 1 coach per discipline.

Financial Summary Programme Expenditure Actual Expenditure Estimated Expenditure Planned Expenditure Projected Expenditure Projected 2006 2007 2008 (in thousands) 2009 2010 1.

Provide General Administration 2.

Develop and Preserve the Community 3.

Provide Programmes and Services that Support Social Well-being 4.

Foster Future Trade and Economic Growth 5.


Coordinate the Culturama Festival 6.
Invest in Social and Community Development, and Trade and Industry Total 5,726 13,574 14,481 8,379 8,963 Page 9 349 2.4 Planning Overview 2.4.1 Overview 2.4.1.1 Portfolio’s Strategic Objectives vs Government Directions The strategic objective of the Ministry of Social Development is to promote meaningful social change within the economy through community development trade & industry.
The government's direction regarding Social Development is anchored in its programs for development of people as it recognizes that its people are its greatest resource.

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

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

 Providing care and recreational activities for the elderly.

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

 Providing support to community development, sports and social assistance.
Enhancing the human resource potential of all Nevisian through the provision of sustainable cultural and community bond programs in order to stimulate growth in all sectors of the economy.

Fostering trade & industry growth in an environment of global changes and provide guidance through training and technical support for the development of small business.

 Stimulating the development of craft production to improve quality and variety of products.
To ensure the implementation of the government's vision the Ministry of Social Development will: 1)Train staff members to appropriately deliver the required services.

 2)Expand the Social Action Program.

 3)Restructure the Community Development and Sports Division to enhance service and product delivery.

 4)Identify and implement skill training programs and community projects by the BNTF Unit, to enhance the social capacity of communities, organization and individuals.
5)Develop trade and industry capacity through policy formation in trade, small business and craft production.

 6) Consolidate the program and activities of the Department of Culture and the Culturama Secretariat under the umbrella of the Nevis Cultural Development Foundation.
7) Begin the process of systematic research and statistical complilation of information to reflect social issues, to enhance future planning and improvement of the Department of Social Services Page 10 350 programs.
2.4.1.2 Portfolio’s Annual Objectives vs Strategic Objectives The strategic objective of the Ministry of Social Development is to promote meaningful social change within the economy through community development, trade and industry.

 To ensure the implementation of the strategic objective, the ministry has established the following objectives for 2008 : - (1)Increase the number of persons participating at community development activities.
(2)Increase public awareness of developmental programs for social development.

 (3)Increase the number of small businesses who receive financial and technical assistance.

 (4)Improve trade capacity and educate consumers on their rights and responsibilities.

 (5)Recruit additional coaches for football, netball and basketball.

 (6)Prepare the Nevisian community for the staging of the Culturama Festival.
(7)Increase support for the various aspects of culture.

2.4.1.3 Modifications to the Portfolio’s Strategic Directions during the year The main focus of the social development strategy will be on enhancing leadership skills, training and development, poverty alleviation, income generation, outreach, care, prevention, and counseling.
2.4.1.4 Main Activities contributing to the Portfolio’s Annual Objectives The ministry through its various departments will meet its annual objectives as follows :- The Community Development Division will seek to increase the number of persons participating at the community level by expanding its Social Action Program to other communities.

This program includes homework assistance, computer training, skills training, library programs, community festivals etc.
At the same time the Sports Division will expand its program to include training, coaching and competitions at the parish level.

 The Social Services Department will increase public awareness of the Department programs through Public Service Announcements (PSA’s), advertisements in the print and electronic media.
The Small Enterprise Development Unit (SEDU) will seek to increase the number of small businesses receiving financial and technical assistance, through partnership with the OECS Export Development Unit (EDU) and the Caribbean Development Bank (CDB), the establishment of a Youth Enterprise Scheme (YES) and the expansion of the Entrepreneurial Development Fund (EDF).
The Department of Trade and Industry will improve trade capacity and educate consumers on the rights and responsibilities by (a) Making recommendations on trade legislation, trade agreements and policies (b) Restructuring the Supply Office (c) Organising public service announcements (d) Instituting monthly radio and television programs.
The Culturama Secretariat will prepare the Nevisian community for the staging of the cultural Page 11 351 festival by sourcing culturally minded, creative and dedicated persons to serve on the Nevis Culturama committee and coordinate the activities of and give support to said committee.
The Department of Culture will increase support for the various aspect of culture through workshops, training sessions at school and community level and through research and documentation.

 The Sports Division will recruit additional coaches in football, netball, and basketball through partnership with the Education Department, overseas professional and technical cooperation with the Republic of Cuba.
2.4.1.5 Main Challenges to Achieve Portfolio’s Annual Objectives COMMUNITY DEVELOPMENT Sustainability of the Social Action Program.

 While the Social Action Program has made significant progress since it was launched in November 2006, its growing expenditure outlay is posing a significant challenge to its sustainability.
This project which was initially expected to be a pilot project in the St.Johns' Parish in the first year, has been such a success that the department was forced to expand it to the wider Nevisian community.

 In an effort to seek to address the pending financial situation, additional funds are been sought from a regional funding agency.

The ministry is hopeful that this funding may be available by mid 2008.
Other challenges faced by in the area of Community Development include : (a)Untrained and insufficient staff in terms of Community Development Officers; (b)Reduction in Volunteerism; (c)Changes in social patterns; (d)Increased employment opportunities which affects formation and sustainability of community groups and participation in other community activities.
SOCIAL DEVELOPMENT AND PUBLIC AWARENESS Existing location of the Social Services Department is not as easily accessible to the general public as would be desired.

In addition, the recruiting and retention of qualified persons especially male social workers, poses a serious threat to the sustainability of programs that will help to create greater public awareness.
ASSISTANACE TO SMALL BUSINESS With the government's increase focus on the development of small businesses, through legislation and policy on duty free concessions, there has been an escalation in the formation of small businesses.

The demand for financial and technical assistance has therefore outgrown the supply resulting in significant budgetary constraints.
TRADE AND CONSUMER AFFAIRS Page 12 352 Over the years the concentration has been on the importation, sale and distribution of basic food supplies.
However, with the new thinking, the idea is to institute a restructuring of the department, which would involved changes in policy, training of staff, access to information which would take time and impact the achievement of portfolio annual objectives.

 RECRUITMENT OF COACHES Qualified coaches in the specific disciplines are not readily available locally and as such assistance has to be sought from overseas.
This kind of arrangement could be very costly and may affect the long term development programs, as contracts are normally for a specific period (2 – 3 years).

 CULTURE AND CULTURAMA FESTIVAL With the enacting of legislation to establish a National Cultural Development Foundation, the activities and programs of the culture department and the culturama secretariat will now be subsumed under one umbrella.

The transition period will come with its challenges.
2.4.1.6 Portfolio’s Resources and the achievement of the Strategic Objectives over a Multi-Year Time Horizon The ministry is committed to transforming the overall social landscape of Nevis and as such is endeavouring to utilise the resources assign to it, to achieve its strategic objectives by : (1)Investing in education and training at the community level; (2)Supporting entrepreneurships; (3)Providing social and economic infrastructure support; (4)Promoting programs for gender empowerment and the eradication of poverty; (5)Advancing workable initiatives in sports, culture and trade and industry.
A 5.3% increase over the 2007 budget is being sought in 2008 to support the achievement of the ministry’s strategic objectives.

 PORTFOLIO AND RESOURCES According to the 2007 estimates a total of 40 full time positions are available within the ministry, but all are not filled.

In this regard, and as we seek to enhance the capabilities of the ministry, these vacant positions will have to be filled.
2.4.1.7 Impact of Previous Year’s Achieved Results on the Current Year’s Planned Expenditure The Ministry of Social Development is a relatively new ministry in terms of its departmental configuration.

It was established in 2006 and has demonstrated its capabilities by the wide range of programs and activities established throughout the communities in Nevis.

Highlighted below are some of its achievements from 2006 to present.

 Implementation and expansion of the Social Action Program.
Formation of a Retired Professional and Skill Corp. Page 13 353 Provided and supported training opportunities for staff and individuals within the community, both locally and overseas.

 Facilitated the granting of duty free concessions to a wider range of small business owners.

 Implemented the Youth Enterprise Scheme (YES).
Re-introduced the Alexander Hamilton Tea Party Scholarship Fund.

 Enacted in parliament the following ordinances :- The Micro and Small Business Ordinance; The Nevis Cultural Development Foundation; Facilitated the successful hosting of community festivals in St.Johns' and St.Jame's parishes.

2.4.2 Capital Projects Information 2.4.2.1 Major Government Projects (MGP) Project 1.
Fine Arts Theatre Total Project Cost and Source of Funds $5,433,800.00 – Loan Strategic Objective: To provide a permanent venue for the promotion and the development of the arts.

 Project 2.

Improvement and maintenance of sporting facilities Total Project Cost and Source of Funds $500,000.00 – Revenue Strategic Objective: To improve existing sporting facilities to encourage physical activities amongst our youths.
2.4.2.2 Other Capital Projects Judged Important Improvement and maintenance of community centres - $200,000XCD.

 Entrepreneurial Development Fund - $200,000XCD.

 Youth Enterprise Scheme - $100,000XCD.

 Upgrade of cultural complex - $170,000XCD.

 Establishment of Documentation and Research Centre - $50,000XCD.
2.4.3 Transfer Payment Information The Ministry of Social Development etc would be assisting : - Local institutions, organisations and individuals ( Administration) - $200,000.00 - Social Welfare (Community level) - $5000.00 - The less fortunate in our society (Social Services) - $260,000.00 - Local institution re Culturama promotion - $275,000.00 Page 14 354 Section 3: Detailed Planning by Programme Portfolio Programme Promote Meaningful Social Change through Community Development, Trade and Industry.
1.

Provide General Administration Responsibility Centre 13 - Ministry of Social Development, Youth, Sports, Culture, Trade & Industry & Consumer Affairs 1301 - Permanent Secretary Office 1301 - Administration Officer in Charge Administrative Assistant Goals/Global Objectives Coordinate the implementation of programmes and activities to be executed by the various departments within the Ministry.

Objective(s) for 2008 1.Keep the administrative support function under 3.4%.
2.Keep the provision of support to community development, sports and social assistance to at least 1%.

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

Cost of transfer as a percentage of total ministry’s costs.
Sub-Programme Financial Summary Expenditure Actual Expenditure Estimated Expenditure Planned Expenditure Projected Expenditure Projected 2006 2007 2008 (in thousands) 2009 2010 1.1 Provide Administrative Support 167 1.2 Provide Support to Community Development, Sports, Social Assistance Total 167 338 150 488 471 200 671 490 200 690 509 250 759 Page 15 355 Portfolio Programme Promote Meaningful Social Change through Community Development, Trade and Industry.

2.
2.

Develop and Preserve the Community Responsibility Centre 13 - Ministry of Social Development, Youth, Sports, Culture, Trade & Industry & Consumer Affairs 1301 - Permanent Secretary Office Officer in Charge Permanent Secretary Goals/Global Objectives To enhance the human resources potential of all Nevisians through the provision of sustainable cultural and community based programs in order to stimulate growth in all sections of the economy..
Objective(s) for 2008 1.Increase support of various aspects of culture through workshops and training sessions.

2.Increase the number of persons participating at community development activities.

3.Increase the number of youth participating at sporting activity.

Expected Results 20% 5% 5% 3 disciplines covered 3 disciplines covered Performance Indicators % of increase of workshops and training sessions held.

% of increase of adult over 17 years old participating at community development activities.
% of increase of children up to 17 years old participating at community development activities.

% of increase of number of youth participating at sporting activity.

Number of youth participating at sporting activity.

Sub-Programme Financial Summary Expenditure Actual Expenditure Estimated Expenditure Planned Expenditure Projected Expenditure Projected 2006 2007 2008 (in thousands) 2009 2010 2.1 Develop the Community 2.2.
Preserve and Promote Cultural Heritage 2.3 Support and Develop Sporting Programmes and Facilities 2.4 Aleviate Poverty through Community based Projects 109 173 475 390 444 547 155 457 550 603 193 478 550 659 197 504 593 688 210 Total 756 1,535 1,804 1,883 1,996 Page 16 356 Portfolio Programme Responsibility Centre Promote Meaningful Social Change through Community Development, Trade and Industry.

3.
3.

Provide Programmes and Services that Support Social Well-being 13 - Ministry of Social Development, Youth, Sports, Culture, Trade & Industry & Consumer Affairs 1301 - Permanent Secretary Office 1302 - Social Services Officer in Charge Director Goals/Global Objectives To create and promote awareness for the ongoing improvement of the social well being of the community.

Objective(s) for 2008 1.Implement a probationary program for juveniles.

2.Implement a training program for teen mothers.


Expected Results Before the end of 1st quarter Before the end of 2nd quarter 1 3.Increase public awareness of departmental programs for social development.

4.Increase the number of employers participating in job training programs.

5.Increase the number of seniors that access home based care and assistance.

4 2 33% 10% Performance Indicators Date of implementation.

Date of the first training session provided to teen mothers.
Number of training sessions provided to teen mothers.

Number of Public Service Annoncements (PSA).

Number of advertisements.

% of increase of employers participating in job training programs.

% of increase of seniors that access home based care and assistance.
Sub-Programme Financial Summary Expenditure Actual Expenditure Estimated Expenditure Planned Expenditure Projected Expenditure Projected 2006 2007 2008 (in thousands) 2009 2010 3.1 Provide Administrative Support 3.2 Provide Support to Families 3.3.
Enhance the Social Well-being of Senior Citizens 3.4 Promote Awarenes of Gender Related Issues 3.5 Support and Develop Youth 272 3 289 158 338 302 35 191 242 389 301 81 241 258 398 307 83 251 276 399 307 83 262 Total 565 1,024 1,255 1,296 1,327 Page 17 357 Portfolio Programme Promote Meaningful Social Change through Community Development, Trade and Industry.

2.
2.

Develop and Preserve the Community Responsibility Centre 13 - Ministry of Social Development, Youth, Sports, Culture, Trade & Industry & Consumer Affairs 1301 - Permanent Secretary Office Officer in Charge Permanent Secretary Goals/Global Objectives To enhance the human resources potential of all Nevisians through the provision of sustainable cultural and community based programs in order to stimulate growth in all sections of the economy.
Objective(s) for 2008 1.Increase support of various aspects of culture through workshops and training sessions.

2.Increase the number of persons participating at community development activities.

3.Increase the number of youth participating at sporting activity.

Expected Results 20% 5% 5% 3 disciplines covered 3 disciplines covered Performance Indicators % of increase of workshops and training sessions held.

% of increase of adult over 17 years old participating at community development activities.
% of increase of children up to 17 years old participating at community development activities.

% of increase of number of youth participating at sporting activity.

Number of youth participating at sporting activity.

Sub-Programme Financial Summary Expenditure Actual Expenditure Estimated Expenditure Planned Expenditure Projected Expenditure Projected 2006 2007 2008 (in thousands) 2009 2010 2.1 Develop the Community 2.2.
Preserve and Promote Cultural Heritage 2.3 Support and Develop Sporting Programmes and Facilities 2.4 Aleviate Poverty through Community based Projects 109 173 475 390 444 547 155 457 550 603 193 478 550 659 197 504 593 688 210 Total 756 1,535 1,804 1,883 1,996 Page 16 358 Portfolio Programme Promote Meaningful Social Change through Community Development, Trade and Industry.

5.
5.

Coordinate the Culturama Festival Responsibility Centre 13 - Ministry of Social Development, Youth, Sports, Culture, Trade & Industry & Consumer Affairs 1301 - Permanent Secretary Office 1304 - Culturama Secretariat Officer in Charge Director Goals/Global Objectives To prepare the Nevisian community for the hosting of and their participation in the annual Culturama Festival.

Objective(s) for 2008 1.To prepare the Nevisian community for the staging of the Culturama Festival.
Expected Results Performance Indicators June 1st, 2008 Date of Launch.

Sub-Programme Financial Summary Expenditure Actual Expenditure Estimated Expenditure Planned Expenditure Projected Expenditure Projected 2006 2007 2008 (in thousands) 2009 2010 5.1.
Coordinate the Culturama Festival 5.2 Support the Culturama festival through Grants and Contributions Total 254 275 529 351 275 626 391 275 666 407 275 682 431 300 731 Page 19 359 Portfolio Programme Responsibility Centre Promote Meaningful Social Change through Community Development, Trade and Industry.

6.
6.

Invest in Social and Community Development, and Trade and Industry 13 - Ministry of Social Development, Youth, Sports, Culture, Trade & Industry & Consumer Affairs 1301 - Permanent Secretary Office Officer in Charge Permanent Secretary Goals/Global Objectives Increase the capacity in social and community development, trade and industry.

Objective(s) for 2008 1.Complete all projects on time and within budget.

Expected Results 100% 100% Performance Indicators % of project completed vs planned.
% of budget expensed.

Sub-Programme 6.1 Improvement and Maintenance of Community Centers 6.2.

Fine Arts Theatre 6.3.
Entrepreneurial Development Fund 6.4 Youth Enterprise Scheme 6.5 Improvement and Maintenance of Sporting Facilities 6.7 Upgrade of Cultural Complex 6.8 Establishment of Research and Documentation Centre Financial Summary Expenditure Actual Expenditure Estimated Expenditure Planned Expenditure Projected Expenditure Projected 2006 2007 2008 (in thousands) 2009 2010 400 700 200 180 160 5,434 200 100 5,434 200 100 500 170 50 Total 400 6,434 6,654 180 160 Page 20 360 3.1 Important Initiatives Contributing to the Achievement of the Annual Objectives -Cost of Administration as a percentage of total ministry costs would be kept at 3.4%, while the cost of transfer as a percentage of total ministry’s cost will be maintained at 1%.
-Percentage increase of the number of persons participating in and at community development activities will be increased by 5% for adults over 17years and a corresponding 5% for children under 17yrs.

 -To increase public awareness re-social development programs at least four (4) public service announcements (PSA) and two (2) advertisements per unit will be instituted.

 -By the end of the 1st quarter probationary programs for juveniles will be implemented.
-15% and 5% increases respectively in the number of small business receiving financial and technical assistance and increase in craft production and sale.

 -Recruitment and employment of coaches to cover three disciplines to ensure one (1) coach per discipline.

 -By the 1st of June, 2008 have the launch of Culturama.

 -20% increase of workshops and training sessions will be held to promote various aspects of culture.
3.2 Justification for the current year planned Expenditure Page 21 361 Section 4: Supplementary Information 4.1 Portfolio’s Main Estimates by Expenditure Type Org Unit Name: 13 - Ministry of Social Development, Youth, Sports, Culture, Trade & Industry & Consumer Affairs Expenditure Expenditure Expenditure Expenditure Estimated Planned Projected Expenditure Projected Recurrent Expenses Compensation of employees 01-Personal Emoluments 02-Wages 03-Allowances Social Benefits 13-Public Assistance Other Expenses 22-Insurance 28-Sundry Expenses Use of Good and Services 05-Travel and Subsistence 06-Office and General Expenses 07-Supplies and Materials 08-Communications Expenses 09-Operating and Maintenance Services 14-Purchase of Tools, Instruments, Furniture and Equipment 15-Rental of Assets 16-Hosting and Entertainment 17-Training 21-Professional and Consultancy Services 27-Production and Marketing Expenses Actual 2006 5,051 1,672 704 950 18 40 40 1 1 3,339 60 244 2,867 13 24 20 15 1 21 32 42 2007 2008 2009 2010 (in thousands) Total 5,051 6,510 7,117 7,482 8,011 Capital Expenses Fixed Asset Acquisition/Construction of Physical Assets Other costs to be capitalised Transfer Expenses Grants 10-Grants and Contributions - Grants Social Benefits 13-Public Assistance Total Total Total Page 22 362 4.2 Information on the Beneficiaries of Transfer of Payments Org Unit Name: 13 - Ministry of Social Development, Youth, Sports, Culture, Trade & Industry & Consumer Affairs 1301 - Permanent Secretary Office 1301 - Administration Activity Type: Programme Activity Name: Promote Meaningful Social Change through Community Development, Trade and Industry.
1.
Provide General Administration Expenditure Expenditure Expenditure Expenditure Estimated Planned Projected Expenditure Projected 2007 2008 2009 2010 (in thousands) Recurrent Expenses Compensation of employees 01-Personal Emoluments 03-Allowances Use of Good and Services 05-Travel and Subsistence 06-Office and General Expenses 07-Supplies and Materials 08-Communications Expenses 09-Operating and Maintenance Services 14-Purchase of Tools, Instruments, Furniture and Equipment 15-Rental of Assets 16-Hosting and Entertainment 17-Training 21-Professional and Consultancy Services Other Expenses 28-Sundry Expenses Actual Transfer Expenses Grants 10-Grants and Contributions - Grants Total 167 338 471 490 Total Total Page 23 363 Org Unit Name: 13 - Ministry of Social Development, Youth, Sports, Culture, Trade & Industry & Consumer Affairs 1301 - Permanent Secretary Office Activity Type: Programme Activity Name: Promote Meaningful Social Change through Community Development, Trade and Industry.
2.
Develop and Preserve the Community Expenditure Expenditure Expenditure Expenditure Estimated Planned Projected Expenditure Projected Recurrent Expenses Compensation of employees 01-Personal Emoluments 02-Wages 03-Allowances Use of Good and Services 05-Travel and Subsistence 06-Office and General Expenses 07-Supplies and Materials 08-Communications Expenses 09-Operating and Maintenance Services 14-Purchase of Tools, Instruments, Furniture and Equipment 15-Rental of Assets 16-Hosting and Entertainment 21-Professional and Consultancy Services 27-Production and Marketing Expenses Social Benefits 13-Public Assistance Other Expenses 28-Sundry Expenses Total Total Actual 2006 756 575 298 262 15 171 24 72 39 2 12 3 20 10 10 756 756 2007 2008 2009 2010 (in thousands) Page 24 364 Org Unit Name: 13 - Ministry of Social Development, Youth, Sports, Culture, Trade & Industry & Consumer Affairs 1301 - Permanent Secretary Office 1302 - Social Services Activity Type: Programme Activity Name: Promote Meaningful Social Change through Community Development, Trade and Industry.
3.
Provide Programmes and Services that Support Social Well- being Expenditure Expenditure Expenditure Expenditure Estimated Planned Projected Expenditure Projected 2007 2008 2009 2010 (in thousands) 1,020 1,054 1,085 Recurrent Expenses Compensation of employees 01-Personal Emoluments 02-Wages 03-Allowances Social Benefits 13-Public Assistance Other Expenses 22-Insurance Use of Good and Services 05-Travel and Subsistence 06-Office and General Expenses 07-Supplies and Materials 08-Communications Expenses 09-Operating and Maintenance Services 14-Purchase of Tools, Instruments, Furniture and Equipment 16-Hosting and Entertainment 17-Training 21-Professional and Consultancy Services 27-Production and Marketing Expenses Actual Transfer Expenses Social Benefits 13-Public Assistance Total 565 819 1,020 1,054 1,085 205 205 205 205 235 235 235 235 242 242 242 242 242 242 242 242 565 1,024 1,255 1,296 1,327 Total Total Page 25 365 Org Unit Name: 13 - Ministry of Social Development, Youth, Sports, Culture, Trade & Industry & Consumer Affairs 1301 - Permanent Secretary Office 1303 - Department of Trade & Industry Activity Type: Programme Activity Name: Promote Meaningful Social Change through Community Development, Trade and Industry.
4.
Foster Future Trade and Economic Growth Expenditure Expenditure Expenditure Expenditure Estimated Planned Projected Expenditure Projected Actual 2006 2007 2008 2009 2010 (in thousands) 3,311 3,467 3,432 3,647 3,991 Recurrent Expenses Compensation of employees 01-Personal Emoluments 02-Wages 03-Allowances Use of Good and Services 05-Travel and Subsistence 06-Office and General Expenses 07-Supplies and Materials 08-Communications Expenses 09-Operating and Maintenance Services 16-Hosting and Entertainment 17-Training 21-Professional and Consultancy Services 27-Production and Marketing Expenses Total Total Page 26 366 Org Unit Name: 13 - Ministry of Social Development, Youth, Sports, Culture, Trade & Industry & Consumer Affairs 1301 - Permanent Secretary Office 1304 - Culturama Secretariat Activity Type: Programme Activity Name: Promote Meaningful Social Change through Community Development, Trade and Industry.
5.
Coordinate the Culturama Festival Expenditure Expenditure Expenditure Expenditure Estimated Planned Projected Expenditure Projected 2007 2008 2009 2010 (in thousands) Recurrent Expenses Compensation of employees 01-Personal Emoluments 02-Wages Use of Good and Services 05-Travel and Subsistence 06-Office and General Expenses 07-Supplies and Materials 08-Communications Expenses 09-Operating and Maintenance Services 14-Purchase of Tools, Instruments, Furniture and Equipment 15-Rental of Assets 16-Hosting and Entertainment 21-Professional and Consultancy Services 27-Production and Marketing Expenses Actual Transfer Expenses Grants 10-Grants and Contributions - Grants Total 254 351 391 407 275 275 275 275 529 275 275 275 275 626 275 275 275 275 666 275 275 275 275 682 Total Total 431 230 141 89 202 14 9 35 13 4 3 15 7 22 80 431 300 300 300 300 731 Page 27 367 Org Unit Name: 13 - Ministry of Social Development, Youth, Sports, Culture, Trade & Industry & Consumer Affairs 1301 - Permanent Secretary Office Activity Type: Programme Activity Name: Promote Meaningful Social Change through Community Development, Trade and Industry.
6.
Invest in Social and Community Development, and Trade and Industry Expenditure Expenditure Expenditure Expenditure Estimated Planned Projected Expenditure Projected Actual 2006 2007 2008 2009 2010 (in thousands) Capital Expenses Fixed Asset Acquisition/Construction of Physical Assets Other costs to be capitalised Total Total 400 400 400 400 400 6,434 6,434 6,134 300 6,434 6,434 6,654 6,654 6,304 350 6,654 6,654 180 180 180 180 180 160 160 160 160 160 Page 28 368 4.3 Portfolio’s Capital Spending profile by project Types Investment Projects Expected End Date Estimated Total Cost Estimated Cumulative as at 2007 Planned Projected Projected Estimated for the following years Initial Revised Re-evaluation Amount % 2008 2009 2010 Upgrade of Vehicle Pool Sub-total 140,000 140,000 Fine Arts Theatre 31-12-2008 5,433,800 Asset renewal Development 250,000 1,115,000 50,000 170,000 7,018,800 Entrepreneurial Development Fund Youth Enterprise Scheme Establishment of Research and Documentation Centre Upgrade of the Cultural Complex Sub-total Improvement and Maintenance of Community Centres Improvement and Maintenance of Sporting Facilities Sub-total 5,433,800 200,000 100,000 50,000 170,000 5,953,800 140,000 140,000 50,000 1,015,000 1,065,000 31-12-2008 900,000 31-12-2008 900,000 Rehabilitation 200,000 180,000 160,000 360,000 500,000 400,000 1,800,000 700,000 180,000 160,000 760,000 Total Investment Projects 8,958,800 6,653,800 180,000 160,000 1,965,000 Page 29 369 4.4 Portfolio’s Capital Spending profile by Sources of Funds Expenditure Expenditure Expenditure Expenditure Expenditure Actual Estimated Planned Projected Projected Source of Funds 2006 2007 2008 2009 2010 (in thousands) Project No 141 Fine Arts Theatre Revenue Sub-total 5,434 5,434 5,434 5,434 142 Improvement and Maintenance of Sporting Facilities Revenue Sub-total 143 Improvement and Maintenance of Community Centres Revenue Sub-total 144 Entrepreneurial Development Fund Revenue Sub-total 145 Youth Enterprise Scheme Revenue Sub-total 147 Upgrade of the Cultural Complex Revenue Sub-total 400 400 200 200 100 100 700 700 200 200 100 100 148 Establishment of Research and Documentation Centre Revenue Sub-total Total 180 180 160 160 500 500 200 200 170 170 50 50 400 6,434 6,654 180 160 Page 30 370 4.5 Portfolio’s Summary by Sources of Funds Expenditure Expenditure Expenditure Expenditure Expenditure Actual Estimated Planned Projected Projected 2006 2007 2008 2009 2010 Source of Funds (in thousands) Revenue Total 5,726 5,726 13,574 13,574 14,481 14,481 8,379 8,379 8,963 8,963 Page 31 371 4.6 Status Report on Major Government Projects (MGP) Project 1.
Fine Arts Theatre Total Project Cost and Source of Funds $5,433,800.00 – Loan Strategic Objective: To provide a permanent venue for the promotion and development of the Arts Lead Department or Agency: CULTURE Contracting Authority: Participating Departments and Agencies: Project Management Unit: Prime Contractor: Project 2.
Improvement and maintenance of sporting facilities Total Project Cost and Source of Funds $500,000.00 – Revenue Strategic Objective: To improve existing sporting facilities to encourage physical activities amongst our youths.
Lead Department or Agency: Ministry of Social Development Contracting Authority: Participating Departments and Agencies: Public Works Department Project Management Unit: Prime Contractor: 4.7 Personal Emoluments – Details of Salaries Administration (4) Permanent Secretary – 1 Special Advisor – 1 Principal Assistant Secretary – 1 Administrative Assistant - 1 Department of Community Development and Sports (16) Community Development Division – (5) Community Development Officers – 5 Sports Division (11) Coaches – 3 Senior Sports Officers – 3 Junior Sports Officers – 2 Junior Clerks – 2 Field Supervisor – 1 BNTF (3) Community Liaison Officer – 1 Page 32 372 Secretary/Receptionist – 1 Accounting Officer – 1 Culture (7) Director – 1 Administrative Officer – 1 Artistic Development Officer – 1 Research and Documentation Officer – 2 Junior Cultural Officer – 1 Junior Clerk – 1 Culturama Secretariat (4) Executive Director – 1 Senior Clerk – 1 Junior Clerk – 1 Marketing Officer - 1 Trade and Industry (7) Director – 1 Senior Trade Officer – 1 Executive Officer – 1 Field Officer – 1 Junior Clerk – 2 Consumer Affairs Supervisor - 1 Social Services Department (13) Director -1 Counsellor -1 Junior Clerk -1 Office Attendant -1 Probation officer -1 Social Case Woker -2 Senior Citizen Program Cordinator 1 Senior Development Officer -1 Gender Affairs Cordinator -1 Gender Affairs Officer -1 Youth Services Cordinator -1 Youth Development Officer -1 Page 33
 373 APPENDICES 374 INCREMENT OF SALARY SCHEDULE INCREMENT MONTH SCALE Increment N1 N2 N3 N4 N5 N6 N7 N8 N9 N10 N11 N12 N13 N14 N15 N16 N17 N18 N19 N20 N21 N22 N23 N24 N25 N26 N27 N28 N29 N30 N31 N32 N33 N34 N35 N36 N37 N38 N39 N40 N41 N42 N43 N44 N45 N46 N47 $ Jan $ 9,900 Feb $ Mar $ Apr $ May $ June $ July $ Aug $ Sept $ Oct $ Nov $ Dec $ 13,060
27,930
APPROVED SALARY SCALES AND GRADES INTRODUCED, EFFECTIVE 1ST January, 2007 NEVIS ESTIMATES 2008 APPROVED SALARY SCALES AND GRADES INTRODUCED EFFECTIVE 1ST JAN.2008 GRADE POSITION SALARY SCALE PER NOTES ANNUM $126,317 $107,368 $89,880 $79,020 $70,080 $66,720 $58,200-$63,720 Qualification relevant to their respective area will move to N43 $45,360 - $58,200/63,720 Professional Qualification move to N39-N41 N47 N45 N43 Honourable Premier Honourable Ministers Permanent Secretary, Finance Legal Advisor Advisor Cabinet Secretary Permanent Secretary Regulator, Financial Services Anaesthetist Budget Director Director of Marketing-Financial Services Gynecologist/Obstetrician Medical Chief of Staff Principal Education Officer Surgeon Specialist N42 Magistrate N39-N41 N33-38/39-41 Engineer/Manager Director Director of Agriculture Director Cooperatives Director Fisheries Director NDMO Director of Press & Public Information Director of Public Works Director Physical Planning Director of Tourism Headmaster Hospital Administrator Medical Officer of Health Principal Assistant Secretary Registrar of Insurance/Financial Services Senior Audit Manager Senior Legal Counsel Senior Budget Analyst Senior System Analyst Treasurer Distance Learning Coordinator Assistant Regulator-Financial Services Deputy Comptroller/Inland Revenue Director of Statistics & Economic Planning Economist l Fisheries Development Officer Health Planner Legal Draftsman Medical Officer of Health Registrar /Financial Services Water
 Development Engineer 376 GRADE N33-38/39-40 APPROVED SALARY SCALES AND GRADES INTRODUCED EFFECTIVE 1ST JAN.2008 .
POSITION NOTES SALARY SCALE PER ANNUM $45,360- $60,960 Move to N39 with qualification Agricultural Supervisor Business Development Officer Budget Analyst I Chief Labour Officer Dentist Deputy Director of Agriculture Deputy Headmaster Director of Gender & Social Affairs Director of Trade Education Officer Education Planner Education Psychologist Health Service Administrator Libarian Matron Project Coordinator -Schools Computer Program Senior Statistician Senior Economic Development Officer Senior Legal Counsel Senior Physical Planner Supervisor Multipurpose Center Valuation Officer Vetenarian Veterinary Officer N39 Head-Teacher (Degree) $58,200 N33-38/39 Laboratory Supervisor Senior Pharmacist Senior Physical Planner Senior Environmental Officer Senior Radigrapher $45,360- $58,200 N38 N36-37 N33-38 Assistant Matron Supervisor, Public Health Nurses $55,800 $51,000 - $53,400 $45,360-$55,800 Agricultural Officer with specialized training Health Manager Nurse Anaeshetist Nurse Manager Principal Environmental Health Inspector Psychiatrist Accountant Agricultural Superviror Agro Tourism Officer AIDS Education & Prevention Officer Architect Assistant Engineer Assistant Comptroller Inland Revenue Assistant Director Assistant Director of Public Works Assistant Secretary Audit Manager Budget Analyst II Building Engineer Chief Building Inspector Civil Engineer Co-ordinator Teachers Resource Centre Counsellor Cricket Coach Deputy Comptroller of Customs Deputy Postmaster Director of Culture Director of Trade Economic Development Officer Economist ll Environment & Development Officer Fisheries Development Officer Foreman Mechanic 377 APPROVED SALARY SCALES AND GRADES INTRODUCED EFFECTIVE 1ST JAN.2008 GRADE POSITION SALARY SCALE PER ANNUM NOTES N33-38 GIS Officer Health Educator-Trained Human Resource Manager Laboratory Supervisor Legal Counsel Nevis Aids Co-ordinator Marketing Officer Medical Officer Pharmacist Physical Planning Officer Physical Therapist Physiotherapist (Degree) Project Officer Radiographer l Senior Development Officer Senior Economic Officer Senior Human Resource Officer Senior Physical Planner Senior Tax Officer Senior Technical Officer 1 Senior Trade Officer Supervisor-Multi Purpose Center Statistician School Lab Supervisor Surveyor Systems Analyst I Trained Graduate Teacher Training Officer Valuation Officer N30-38 Deputy Director -Community Affairs Deputy Poastmaster Engineer Assistant Graduate Teacher (Untrained) Music Co-ordinator Social Case Worker Youth Development Officer-Trained $40,680 - $55,800 378 APPROVED SALARY SCALES AND GRADES INTRODUCED EFFECTIVE 1ST JAN.2008 SALARY SCALE PER ANNUM $45,360 - $51,000 NOTES $43,800 - $51,000 $45,360 - $48,600 $39,120 - $51,000 $40,680-$46,920 $37,620 - $43,800 GRADE N33-36 N32-36 N33-35 POSITION Accounting Officer Abattoir Manager Assistant Deputy Comptroller-Customs Building Inspector Clerk of Works Communications Supervisor Co-operative Officer Co-operative Supervisor Court Administrator Deputy Registrar-Financial Services Fisheries Officer ll Rehab Therapist Senior Radiographer Senior Veterinary Assistant Tax Supervisor Dietitian I Head Teacher (non-degree) Supervisor - Special Education Administrative Officer Asst.
Nurse Manager Senior Environmental Health Inspector Senior Dispenser N29-36 District Medical Officer N30-34 N28-32 Associate Producer Assistant Writer Craft Production Officer Dietician II Executive Director Pharmacist (untrained) Sports Co-ordinator Tourism Development Officer Administrative Assistant Agricultural Officer Asphalt Plant Manager Assistant Librarian Assistant Physical Planner Assistant Public Relations Officer Budget Officer Broardcast Engineer Community Liason Officer 1 Communications Officer Computer Analyst Court Reporter l Draftsman Early Childhood Resource Teacher Executive Officer Draftsman Field Supervisor Fisheries Officer Gender Affairs Co-ordinator Health Statistician Heavy Equipment Supervisor Human Resource Officer Inspector of Works Library Technician III 379 APPROVED SALARY SCALES AND GRADES INTRODUCED EFFECTIVE 1ST JAN.2008 SALARY SCALE PER ANNUM $37,620 - $43,800 NOTES $33,300 - $43,800 $29,160 - $40,680 $29,160 - $36,180 GRADE N28-32 N25-32 N22-30 N22-27 POSITION Monitoring & Evaluation Officer Personal Assistant Physical Education Officer/Coordinator Quantity Surveyor Repair Shop Supervisor Reserch & Documentation Officer Senior Auditor Senior Co-orperative Officer Senior Fisheries Officer Senior Labour Officer Senior Livestock Extension Officer Senior Technical Instructor Senior Technical Officer II SFEP Manager Specialist Teacher Sports Co-ordinator Statistical Officer Systems Analyst II System Technician Tax Officer Grade III Technical Instructor Assistant Editor Writer District Nurse Environmental Health Inspector (Trained) Mental Health Nurse Radiographer ll Senior Development Officer Senior Citizen's Program Co-ordinator Staff Nurse Trained Teachers Dental Auxiliary Guidance Counsellor Trained Teacher Agricultural Assistant Animal Health Assistant Artistic Development Officer Asphalt Plant Foreman Assitant Foreman of Works Assistant Lab Technologist Assistant Building Inspector Auditor Broadcast Technician Junior Co-operative Officer Community Affairs Officer- Trained
 Community Development Officer Community Laison Officer ll Community Training Officer Consumer Affairs Officer Court Reporter ll Cultural Officer Draftsman Assistant 380 APPROVED SALARY SCALES AND GRADES INTRODUCED EFFECTIVE 1ST JAN.2008 SALARY SCALE PER ANNUM $29,160 - $36,180 NOTES $21,600 - $30,540 $19,080 - $30,540 GRADE N22 - 27 N15-23 N12-23 POSITION Fisheries Assistant Foreman Mechanic Foreman of Works Forestry Assistant Gender Affairs Officer HR Officer l Health Statistician Junior Co-operative Officer Junior Labour Officer Junior Technical Instructor Junior Technical Officer Library Techinician II Livestock Extension Officer Maintenance Technician Marketing Officer Music Instructor Physical Education Instructor Preventative Officer Probation Officer Pump Technician Quality Control Technician Roads Clearance-Supervisor Roads Foreman Senior Baliff Senior Clerk Senior Housekeeper Senior Meter Reader Senior Seamtress Senior Sports Officer Senior Store Clerk Senior Technical Officer Social Development Officer-Trained Social Officer Statistical Officer II Supervisor- Early Childhood Surveillance Officer Systems Analyst III Tax Inspector Grade II Tax Officer Grade II Technical Officer Youth Development Officer Veterinary Assistant Emergency Medical Technician Senior Orderly Assistant Foreman Assistant Radiographer Lab Technician Environmental Health Inspector (Untrained) Planning Technician Pharmacist Technician Student Dispenser Student Laboratory Technician Senior Vector Control Officer 381 APPROVED SALARY SCALES AND GRADES INTRODUCED EFFECTIVE 1ST JAN.2008 SALARY SCALE PER ANNUM $19,080 - $30,540 NOTES $19,080- $27,780 GRADE N12-23 N12-21 POSITION Student Lab Technologist Student Pharmacist Trained Pre-School Trained Special Educator Community Affairs Officer-Untrained Nursing Assistant Pharmacist/Technician Physical Planning Assistant Planning Technician Pupil Draftsman Research & Documentation Officer Secretary/Audit Assistant Secretary/Clerk Store Keeper Student
 Nurse Switchboard Assistant System Analyst IV N10-25 Mechanic Grade I N10-23 Laboratory Technician $17,400 - $33,300 $17,400 - $30,540 $17,400 - $27,780 Minimum qualifications start N10-21 Audit Assistant Animal Health Assistant Administrative Clerk Assistant Laborotary Assistant Agricultural Trainee Clerk Binder Clerk-Data Entry Co-operative Officer-Trainee Consumer Affairs Officer Dental Assistant Dispatch Clerk Documentation Officer Fisheries Trainee Forestry Trainee Field Officer Housekeeper Junior Bailiff Junior Clerk Junior Cultural Officer Junior Sports Officer Junior Technical Instructor Laboratory Assistant Library Technician I Livestock Trainee Market Attendant Medical Store Clerk Medical Records Clerk Mechanic Grade II Meter Reader 382 APPROVED SALARY SCALES AND GRADES INTRODUCED EFFECTIVE 1ST JAN.2008 SALARY SCALE PER ANNUM $17,440 - $27,780 NOTES Minimum qualifications start $16,560 - $25,440 $17,400 - $23,400 $14,100 - $23,400 GRADE N10-21 POSITION Orderly Postman Production Assistant Receptionist School Library Technician Statistical Officer I Sub-Postman/Mistress Tax Inspector Grade I Tax Officer Grade I Untrained Teacher Vetinary Trainee Ward Clerk N9-19 Bookbinder Grade I N10-17 N7-17 Assistant Storekeeper Nursing Attendant Assistant Maintenance Technician Clerical Assistant Customs Guard Customs Security Janitor Market Attendant Grade I Office Assistant Sorters Vector Control Officer N1-14 Bookbinder Grade II Market Attendant Grade II Office Attendant $10,440 - $20,760 383