THE MINISTRY OF HOME AFFAIRS ANNUAL REPORT 2014/2015

20

The Ministry of Home Affairs is focused mainly on the country’s national security and public safety; providing policy direction and

monitoring the overall performance of its departments with the intent to ensure the Cayman Islands remains a secure place to

LIVE VISIT INVEST

GOVERNANCE & STRATEGIC STATEMENT

Premier and Minister for Home Affairs, Health and Culture

It gives me great pride and honour to present this first Annual Report of the Ministry of Home Affairs for the financial year

ending 30 June, 2015.

As Premier and Minister of Home Affairs I am pleased with the work that the men and women in the 10 agencies comprised

in the Ministry do each and every day to ensure the safety of all Caymanians, residents and visitors.

I am equally proud of the seven staff members who received the Deputy Governor’s Award, which highlights the outstanding

and exceptional efforts of civil servants across core government. It also pleases me that the Ministry won the Top Employer

Award in the small to medium employer category at the Cayman Islands Society of Human Resource Professionals’ annual

Top Employer Gala. That event aims to recognize employers of excellent standards in private, public and non-profit

organisations while encouraging better business practices. The Ministry of Home Affairs was recognized consecutively in

2014 and 2015 as a Top Employer and one of the Best Places to Work in the Cayman Islands, making it the first government

department to earn such recognition.

The remit in the Ministry of Home Affairs is vast, from guarding against cyber threats through advanced technology,

maintaining a balance between security and facilitating immigration, ensuring police powers and resources are

proportionate and effective to detect and reduce crime, fostering collaborative partnerships between criminal justice

agencies and community organisations to improving business process management, staff development and financial

management in the Fire Service.

At its basic, the Ministry of Home Affairs is tasked with the country’s national security and public safety. Our intent is that the

Cayman Islands remains both a safe and secure place to live, visit and invest. We remain steadfast in our duties.

I commend the men and women throughout the Ministry who work tirelessly to help us meet our mandate day in and day

out. I also thank the wider community for its continued encouragement and support.

We will continue to seek that support as we strive to do all we can to Make Cayman Better, which is really the Ministry’s

main objective.

Hon. Alden McLaughlin, MBE, JP, MLA Premier and Minister for Home Affairs, Health and Culture

OPERATIONS STATEMENT

Chief Officer for the Ministry of Home Affairs

As Chief Officer for the Ministry of Home Affairs I am particularly proud to present the Ministry’s first Annual Report for the

financial year ending 30 June, 2015. This reporting period was by no means void of challenges; albeit collective dedication to

the Ministry’s sole purpose – To Make Cayman Better – resulted in the delivery of public services and programmes.

Through the lens of fiscal responsibility we have sought to bolster the quality of services provided to the public, especially as

they relate to public safety, border control, emergency management, and offender rehabilitation. In seeking to strike this

balance we have remained a strong proponent of providing staff with the relevant training, exposure, and key resources to

support innovative decision-making.

Notwithstanding the results produced across the Ministry’s departments, a retrospective view of the reporting period has

revealed key themes on which we will focus our energy, resources, and overall direction to stimulate improvement: (1)

customer service (2) financial management, (3) improved internal processes, and (4) leadership.

In taking an increased strategic approach, the Ministry will reinforce financial requirements needed to sustainably support

the delivery of public services under our remit, while also supporting growth in the private sector by contributing to an

enhanced quality of life. Moreover, we will refine internal processes and governance frameworks in order to strengthen our

capacity to maximise the delivery of services and minimize business risks. Finally, we will actively work to close gaps in

leadership and build resiliency to ensure that we continually adapt to the changing needs of the Cayman Islands without

compromising the quality of service received by our internal and external customer bases.

Included in this annual report is the Ministry’s unqualified financial report for the fiscal year. This was an unprecedented

achievement by the management and staff of the Ministry as prior to this year the presentation of annual reports and

unqualified financials within the statutory timeframe by one of the larger ministries was a goal rather than reality. It was a

team effort which is indicative of the new culture of the organisation and the government as a whole as we improve

accountability in the service.

On behalf of my colleagues in the Ministry of Home Affairs, I wish to thank our employees throughout our departments for

their dedicated efforts and service to the public, as well as express my gratitude for the continuing support we receive from

the community.

Eric Bush, JP

Chief Officer for the Ministry of Home Affairs

OVERVIEW

Alignment for Positive Change The Ministry’s executive team, in partnership with the heads of MHA departments, has agreed that there are three key ingredients required to achieve and maintain

alignment between the Ministry and its supporting agencies in a way that policy direction is synchronized with operational activities. These key components are direction,

communication and collaboration. Subsequently, through communication and collaboration

we achieved consensus that our intent is "To Make Cayman Better!”, from a strategic and operational

perspective, this is the single 'WHY' we do what we do and the direction we wish to go collectively in the context of

providing services in relation to national security and public safety.

Our second layer of context is our 'WHAT', which steers

our focus on (in order of priority); Human Capital,

Customer Service and Safety & Security.

Although the Ministry and its departments dedicate time

and energy to the preceding areas, it should be noted that

good governance is an underpinning component of each

focus area.

The final layer of context is our 'HOW'; in this sense, the Ministry’s foundational values are being honest, being

caring and being accountable.

Key Systems-level Principles

The Ministry of Home Affairs is steadfast in focusing resources through strategic planning, which ties to the commitment of supporting our departments in their

efforts to create an organisational culture that maximises the potential of human capital as a means to increasing the value of services received by customers. Key

systems-level principles include: Customer - Customer-centric where the customer is the final arbiter Services - Modern, sophisticated, and strategic approaches to safety and

security Quality - Excellence is public service through honesty, care, and

accountability People - Enabled, empowered, excited, and rewarded Metrics - Performance assessment tools

A Leader in the Delivery of Public Services Departments under the purview of the Ministry are

encouraged to take decisions systematically and with the greatest knowledge of their futurity while collaboratively

integrating efforts needed to carry out those decisions, and measuring their results against expectations through

logically organised feedback. The Ministry of Home Affairs believes that the application

of resources should be guided by strategic priorities. As such, it is expected that the Ministry and its supporting

departments will undertake integrated, holistic and systematic approaches in order to maximise the delivery of

public services. To this end, the Ministry is charged with informing and improving the development and

implementation of public policy so as to influence the improvement of operational effectiveness.

Priority areas for the Ministry include:

Technology - Guarding against cyber threats and facilitating efficiency gains in the delivery of services

Immigration - Maintaining balance between security and facilitation

Policing - Ensuring police powers and resources are proportionate and effective to detect and reduce crime

Rehabilitation - Fostering collaborative partnerships between criminal justice agencies and community organisations

Fire-Rescue - Improving business process management, staff development, and financial management

The Ministry of Home Affairs is primarily focused on the country’s national security and public safety. The Ministry is responsible for providing all policy direction and monitoring the overall performance of its departments. The intent of the Ministry of Home Affairs is to ensure the Cayman Islands remains both a safe and secure place to live, visit and invest.

The Ministry of Home Affairs consists of ten agencies; The Immigration Department, The Royal Cayman Islands Police Service, Department of Public Safety Communication (911), Hazard Management Cayman

Islands, Her Majesties Prison Service, Her Majesties Fire Service, Department of Community Rehabilitation, Department of Computer Services, National Drug Council and Cayman Islands London Office; and each agency’s respective boards and committees.

ORGANISATIONAL STRUCTURE

$88M SPENT

678 CAYMANIANS

10 DEPARTMENTS

The Minister of the Ministry of Home Affairs is Premier Hon. Alden McLaughlin. The Ministry consists of 10 agencies. These agencies fall under the remit of the Ministry’s Chief Officer, Eric Bush who reports to the Deputy

Governor.

The Ministry and its 10 agencies had 7 of their best staff

nominated as being Chief Officer’s Choice and ultimately

winning the Deputy Governors award during the 2014/2015 FY.

The Deputy Governor’s Award highlights the outstanding and

exceptional efforts of civil servants across core government.

Elorine Woods, Chief Officer’s Choice Ministry of Home Affairs- Financial Core

Darwin Elvis Cook-Bodden, Immigration Department; Marlon Hodgson, Karen Dixon and Rohan Copeland, HMCIPS; Witney Tatum, CIFS; Corey Christian, CSD; were all of the recipients of

the Deputy Governor’s Award.

The Ministry won the Top Employer Award in the small/medium employer category at the Cayman

Islands Society of Human Resources Professionals’ (CISHRP) annual Top Employer Gala. The event aims to recognize employers of excellent standards while

encouraging better business practices. Open to all private, public and nonprofit

organisations, the Ministry of Home Affairs won consecutively in 2014 and 2015; being recognized as

a Top Employer and one of the ‘BEST PLACES TO WORK’ in the Cayman Islands. The Ministry of Home

Affairs is the first government department to earn such recognition.

1,017 EMPLOYEES

The Department of Immigration (DoI) has two central functions; to protect the borders of the Cayman Islands and to manage migration to the Islands. Through these twin responsibilities, the department continues to play a critical role in supporting the facilitation of trade/commerce and National Security interests. Both functions presented particular challenges in 2014/2015.

Increased numbers of visitor arrivals stretched limited resources and the operating budget at our ports; a continuing uptrend in work permits meant additional pressure on the boards, administrators and support staff; whilst a sharp rise in the number of Cuban illegal migrants placed pressure on Enforcement officers.

IMMIGRATION

MIGRATION MANAGEMENT

Having been fully introduced in July 2014, the team aided the department’s capacity of detecting Immigration offences. The team comprises of one Assistant Chief Immigration Officer and

five Senior Immigration Officers. The team assisted the Enforcement Section by conducting investigations into larger

companies that are suspected of employing workers outside the terms and conditions of their work permit.

170

CAYMANIANS

170 EMPLOYEES

$13M

A recovering global and local economy was reflected in the number of work permit applications processed by DOI in 2014/2015 coupled with the number of stayover visitors.

21,572 Work permit holders and Government contracted

workers who are not permanent residents.

29,250 Work permit related

applications processed in FY 14-15.

6,604 Applications for visitor and student visas.

25 Residency Certificates for Persons of Independent

Means; indicating persons interests in taking up long term residence through investor categories.

A policy allowing persons who own a property in the Cayman Islands to remain as visitors for 6 months has

been introduced.

$500,000 Generated revenue of

Enforcement.

$89,543,323 Total generated revenue (Entity and Executive)

The Ministry-led project of reforming the work permit

system continued in 14/15. The review sought to identify ways of improving efficiencies in the

work permit application process, including the intended introduction of online

applications.

Together with the National Workforce Development

Agency, improvements into the way Caymanians gain

accessibility to available jobs are being improved. An important aspect of this

project involves the development of an

Immigration Accreditation System.

BORDER CONTROL

The Advanced Passenger Information System, by which airlines provide manifest data in advance of flight departures, is now

operating in respect of some 90% of flights leaving the Cayman Islands. Allowing for the removal of outbound immigration

controls for all but a few flights in turn has greatly improved throughput for outbound passengers.

Border security and

passenger facilitation

improved significantly

through the introduction

of a transit lounge at the

Owen Roberts

International Airport.

Persons transiting the

Cayman Islands are no

longer required to clear

Immigration controls

prior to connecting with

their onward flight.

There was a significant increase in the number of Cuban migrants arriving

illegally. The Enforcement section of the Immigration Department is responsible

for the processing of persons arriving in Cayman

Brac and Grand Cayman; with the day-to-day

management of detained migrants pending

repatriation has been transferred to Her

Majesty’s Prison Service.

CUSTOMER SERVICE

Customer service has always been and will continue to be a major

focus throughout the Department of Immigration. Introduction of

multi-method payment options at the front counter, extended

opening hours and staff training are all major components of our

customer service aims in addition to insuring staff are equipped with

product knowledge and service skills via proper training.

LOOKING FORWARD

Projects such as the introduction of legislation and operating policies concerning the re-entry of prohibited immigrants

are currently in the development phase. Preparations for the introduction of inward Advanced Passenger Information

System (APIS) are also now under way and will be explored in greater depth during the 2015/2016 financial year. In

conjunction with APIS, the department will also explore the introduction of automated entry control/ self-check kiosks

for Caymanians, residents and certain categories of visitors who meet specific criteria.

Darwin Elvis Cook-Bodden Senior Immigration Officer

Enforcement June 2015 Employee of the Month

“Elvis is considered to be extremely passionate and driven in executing his

duties as Senior Immigration Officer with the Department of Immigration in the

way he conducts his daily duties; whether during irregular hours, poor

conditions or in the face of imminent danger. Mr. Bodden demonstrates high

efficiency in his work style and has been known to encourage his Team to work

more effectively. Elvis is a proponent of providing his subordinates with

meaningful and appropriate guidance which contributes to changing the work

environment for the better.”

DEPUTY GOVERNOR’S AWARD Total numbers of

passengers; visitors

and returning

residents, processed

at the Owen

Roberts

International

Airport (ORIA)

increased to

292,797.

In April 2015, the Cayman

Islands Government signed a

new Memorandum of

Understanding with the

Government of Cuba outlining a

more efficient repatriation

process for irregular Cuban

migrants. Replacing the

Memorandum signed in 1999,

total length of processing time

has been reduced; resulting in a

speedy repatriation process.

ROYAL CAYMAN ISLANDS POLICE SERVICE

The Marine Unit was established in 1981 for the purposes of border patrol, drug interdiction and

search and rescue. The helicopter unit operates an EC135 police

helicopter, which is equipped with stabilized thermal and daylight camera, night-sun searchlight and a PA

system. The helicopter is used for police and emergency response, border security and search

and rescue; which was later established as the Joint Police Customs/Immigration Marine Unit.

The Scientific Support Branch is tasked with crime

scene investigation and is equipped with a computerized fingerprint and palm identification

system. The Financial Crime Unit is responsible for

investigating financial crimes, identifying the proceeds from crime and drugs trafficking with a

view of obtaining restraint and confiscation orders to relieve criminals of ill-gotten gains and to assist the

Finance Action Task Force, Caribbean Financial Action Task Force, Organisation of Economic Cooperation and Development, International

Monetary Fund with Anti-Money Laundering (AML) and Combating the Financing of Terrorism (CFT).

The George Town Police Station is the central

police station however; there are substations

in West Bay, Bodden Town, North Side, East

End, Cayman Brac and Little Cayman, as well

as separate facilities for the Joint Intelligence

Unit, Scientific Support Branch, Financial

Crimes Unit, Air Support Unit, Marine Unit,

Traffic Department, and Family Support

Unit (FSU).

The RCIPS management team is headed by

Commissioner of Police David Baines and

supported by two Deputy Commissioners, a

Chief Superintendent and the team is further

strengthened by Superintendents, a Public

Relations Officer, Business Manager and

Human

Resources Manager.

The RCIPS is divided into five Basic Command

Units (BCUs) consisting of seven police

stations located throughout the Islands. Each

BCU is headed by a Chief Inspector who

deploys officers as necessary. Officers

working on shifts with each managed by an

Inspector or a Sergeant who oversees the

activities of the shift until it is handed over.

The purpose of the Royal Cayman Islands Police

Service is to uphold the law fairly and firmly; to

prevent and detect crime; to pursue and bring to

justice those who break the law; keep the peace

and to protect, help and reassure the community

with integrity, sound judgement and

common sense.

The RCIPS works closely with other agencies

both locally and internationally and uses an

information management system to log crimes

and intelligence in conjunction with various

other overseas jurisdictions.

$36M

449 EMPLOYEES

221 CAYMANIANS

23% Reduction in crimes for the first quarter

of 2015.

At the latter part of 2014 the RCIPS conducted a

community survey to obtain views on police behaviour,

performance and suggestions on what RCIPS’ attention

should be focused on. The results of this survey will be

used in the formulation of the Strategic Plan due to be

published at the end of 2015.

At the end of June 2015, a series of Community Clinics

was launched to provide the public an opportunity to

voice their concerns with officers.

For one week throughout each district, uniformed police

set up stands at key public locations to take questions,

distribute surveys and listen to concerns of community

members. The direct one-on-one interactions of the

Community Clinic proved to be extremely successful and

will continue every quarter to supplement the RCIPS’

semiannual community meetings.

2014/2015 ACHIEVEMENTS

A young Caymanian female was

introduced as a Scenes of Crime

Trainee in 2014.

Nine months into the process, she is

preparing to graduate into a fully

qualified Scenes of Crime Officer; being

the first local officer to attain this

particular professional status.

In March 2015, a local recruitment

campaign was launched to attract 10 of

the best young talents available to join

the service; this followed the successful

2014 campaign in which 12 locals were

recruited as police officers.

RCIPS’ Financial Crimes Unit continued its close and effective collaboration with overseas law enforcement agencies in combating money laundering and dismantling international organized

crime groups. Detective Constable Keith Taylor earned a Commissioner’s Commendation in December 2014 in recognition of his work with US federal agencies (FBI and IRS) to stop money

laundering through the Cayman Islands by US-based entities. In a particularly complex case, USD $4 million was frozen.

During an intelligence-led border patrol, crew of

the RCIPS helicopter located a Panga vessel with

three persons on board 45 miles from Grand

Cayman on track to Jamaica without having

cleared Cayman Islands Customs authority;

$10,000 was found hidden within the vessel. The

helicopter crew coordinated a Joint Marine Unit

response with an interception 55 miles south of

Cayman Brac; persons were arrested and returned

to Grand Cayman.

Maritime exercises organized by the

British Royal Navy engaged seven

different islands in training. The

Cayman Islands was recognised as

possessing the best marine assets in

the Caribbean region.

CHALLENGES Recruiting and retaining quality staff as well as moratorium restrictions continue to be a major challenge for the RCIPS. Poor

office accommodation is also a growing problem; however, a move into the new Custody Suite is scheduled for the end of 2015. Operationally, the RCIPS faced increased crime in areas such as burglary and gang related murders. Gang-related murders increase chances of

retaliatory murders; which in turn create fear within the community and places added pressure on detectives to solve these crimes swiftly. Failure in obtaining significant community trust and assistance presents challenges in solving crime; however, measures have been put in

place to aid in the improvement of engagement within the wider community.

$98,552 Total generated Revenue (Executive)

DEPARTMENT OF PUBLIC SAFETY COMMUNICATIONS (DPSC) The Department of Public Safety Communications has two distinct sections; Cayman Islands Public Safety Communications Centre (CIPSCC) operates

as a public answering point (PSAP) and dispatch centre on a 24/7/365 basis to support emergency services response (primarily Law Enforcement, Fire

Service and Emergency Medical Services) in the Cayman Islands. They are responsible for the answering of emergency and non-emergency requests

for assistance from the public, prioritization and dispatch of the closest, most appropriate first responders; provision of life-saving, pre-arrival

instructions to callers with the intent of minimizing the impact of their emergency situation; and to maintain oversight of the safety of public safety

personnel.

The Cayman Islands Electronic Monitoring Centre (CIEMC) maintains a central point from which the monitoring of electronically-tagged offenders and

other deployed technologies can be coordinated with the intent of collecting evidence, preventing crime and enhancing border control of the Cayman

Islands. The Cayman Islands Monitoring Centre is responsible for both the National CCTV Programme and the electronic offender monitoring

provisions of the Alternative Sentencing Law and the provision of supervision options for the executive release of prisoners and those out on bail.

Actions are based on the laws, regulations and the organizational needs of the Courts, Her Majesty’s Prison Service and the Royal Cayman Islands

Police Service with an appropriate regard for the human rights and privacy.

PUBLIC SAFETY COMMUNICATIONS

$3.2M

22 Employees

THE HIGHEST NUMBER OF CALLS TO 911 FOR

During the period of June 2014 to June

2015, the Department of Public Safety

Communications continued providing

mission critical services to both their

internal customers (The Royal Cayman

Islands Police Service, Fire Service and

Emergency Medical Services) and their

external customers (the residents and

visitors of all three islands).

PSCC was staffed with a compliment of

2 telecommunicators

during non-peak hours (24/7) and 3

during peak hours (Friday and Saturday

nights) and maintained a state of

readiness during all 8,760 hours of the

year to handle whatever may happen.

Workload in Public Safety

Communications Centre increased by

5.8%.

PSCC’s Computer Aided Dispatch (CAD) system processed 33,798 Calls for Service including 8,602

from Quarter 4. The annual figure equates to an increase of 5.8% from the FY13/14 when 31,949

were processed. There was an average of 2,817 Calls for Service processed each month.

0

10,000

20,000

30,000

40,000

CALLS

FOR

SERVICE

2013/2014

2014/2015

This upward trend is the result of an increase

in the number of abandoned/hang up calls or

the unintentional misdials due to sitting on a

cell phone or inadvertently dialing 9-1-1 whilst

in a purse or backpack.

97.4% was the average

percentage of 9-1-1 calls answered

within 10 seconds and

99.8% within 20 seconds.

11 CAYMANIANS

5 SECONDS was the average call answering time as it has been in the last two years, despite

the dramatic increase in the

number of telephone calls.

95,092 telephone calls on the 9-1-1

emergency lines were answered by PSCC

telecommunicators. An increase of

19% in calls answered over

FY13/14.

LAW ENFORCEMENT

Domestic Violence Motor Collisions

Theft

FIRE SERVICES Brush fires

EMS Assist by Fire Alarm-Fire/Smoke

AMBULANCE SERVICES

Unknown medical emergencies

Breathing difficulties EMS-

Unconscious/Unresponsive/Syncope

ELECTRONIC MONITORING CENTRE

Offender Monitoring

The Electronic Monitoring Centre monitored an average of 34.6 separate offenders

during each month in FY14/15. The total number of activated Electronic Monitoring

devices that DPSC is current budgeted for based on forecasted resources is 36.

Monitoring Days (MD) is defined as how many days during the month, per offender, was

the EMC responsible for monitoring and tracking. The average MD in FY14/15 was 878.

National CCTV Programme

The National CCTV Programme has the following assets in place at the end of FY14/15

including Phase 1.7.2 at Fairbanks, which is functionally complete at the end of the fiscal

year.

87 Camera Locations

251 Cameras

147 fixed 82 Pan-Tilt- Zoom 22 ANPR

Phase 1.6.1 is being installed which includes the re-positioning of cameras as well as

additional cameras in the Esterley Tibbetts Highway extension. Phase 1.7.1 has been

contracted to install cameras along the perimeter fence of Her Majesty’s Prison

Northward.

Phase 1.7.1 has been installed which provides CCTV coverage of the Fairbanks Complex

(including the woman’s prison, Immigration Detention Centre and the new RCIPS custody

suites.)

The department received 370 requests for video images of ANPR Reports from RCIPS.

Many of these requests have led to convictions. Together with the RCIPS and the

Ministry of Home Affairs, we are working on a plan to proactively provide information to

the public on the successes of the National CCTV Programme.

Electronic Monitoring

Centre

new referrals from User

Groups to place offenders

on the Electronic

Monitoring Programme

statements and reports

provided to RCIPS and DCR of

clients in substantial violation

of court orders or EM

programme conditions

requests for copies of

video images from the

National CCTV

Programme

QUALITY

A Quality Assurance/Quality Improvement process was implemented in March 2015 after developing forms and processes using the recently-approved National Emergency Number Association (ANSI)

standard titled “Establishment of a Quality Assurance and Quality Improvement Program for

Public Safety Answering Points”. The Communications Centre’s QA process puts a

high degree of importance on the provision of quality customer service.

370

94

50

169 Full call reviews on Call for

Service during FY14/15 performed by the Assistant Director of Operations and

Training and Communication

Supervisors.

120 Case reviews in the

Electronic Monitoring Centre averaging

92.2%

The average score for call reviews was

88.9% in FY14/15.

292

DPSC Initiatives Status The Department of Public Safety Communications’ Strategic Plan

was last revised in December 2012. It was reviewed in April 2013 at an off-site retreat with DPSC management and will again be revised

by the end of calendar year 2015. The Department of Public Safety Communications’ Succession Plan was last revised in March 2015. Training priorities are continually

updated and form the basis for the use of Official Travel and Training budgets as outlined above. The Succession Plan will be revised by

the end of calendar year 2015. The department is working with the Ministry of Home Affairs, Premier’s Press Secretary and RCIPS on rolling out a comprehensive ongoing public education campaign which will include near real-time Public Service Announcements

using Twitter and Facebook.

Budget The Department of Public Safety Communications operational budget was similar to the last two years in terms of financial resources. Overall, expenditures came in under budget but a great deal of savings was due, again, to the difficulty in quickly

hiring replacements for vacated posts.

0 1,000,000 2,000,000 3,000,000 4,000,000

BUDGET

ACTUAL

FY15/16

FY14/15

FY13/14

There were no new capital projects in FY14/15, however the department maintained financial and high-level project

oversight on behalf of the Ministry of Home Affairs on the continued deployment of SunGard software modules for DPSC,

RCIPS, Her Majesty’s Prison Service, and the Department of Immigration.

The Next Generation 9-1-1 (NG9-1-1) upgrade is a capital project

and will need to receive adequate funding and support from the

Cabinet to move forward.

HAZARD MANAGEMENT CAYMAN ISLANDS

The Hazard Management Department of the Cayman Islands has overall responsibility for the National Hazard Risk Management Programme, including

preparedness, response, mitigation and recovery.

HMCI is responsible for the National Radio Communication System, which provides Public Safety Officers with the capability to communicate during

emergencies and other incidents. The system also provides reliable communication in non-emergency situations and to other government agencies.

Creating safe and healthy communities for our residents and visitors is the primary goal of HMCI. This is achieved by contributing to the Government’s

objectives of “Strengthening our Infrastructure” and “Creating a Vibrant Yet Stable and Sustainable Economy” thereby making Cayman Better.

2014/15 was a quiet time for our community, while the region had a fairly active hurricane season, we were fortunate that the Cayman Islands

community did not experience any tropical cyclone activity.

Enhancing the safety, wellbeing and economic viability continues to be the focus of HMCI through the establishment and training of CERT teams.

Members of our community are engaged in training and development of their skills to better serve the communities in which they reside.

1.1M

10 EMPLOYEES

HMCI also has responsibility for the National Emergency Operations Centre (NEOC), which is activated to direct and coordinate the response to national threats and maintaining the National Hazard Management plans for threats such as hurricanes and earthquakes.

Developing and implementing policies and programmes to achieve and maintain an appropriate state of national preparedness for

coping with all emergency situations that may affect the Islands; Encouraging and supporting disaster preparedness and mitigation measures in the Islands in collaboration with community based

organizations, private agencies and voluntary agencies, respectively; Providing appropriate training programmes and consulting services related to all aspects of disaster preparedness, disaster mitigation,

loss reduction and disaster management; Planning and implementing programmes to enhance public awareness and understanding of disaster related issues, emergency

management, hazard prevention and other similar matters.

9 CAYMANIANS

PREPAREDNESS/ PUBLIC AWARENESS

AGRICULTURE SHOW 2015

A display was set up at the 48th Annual Agriculture

Show to showcase volunteerism while recognizing and

showing appreciation to the hundreds of volunteers

that partner with the agency each year.

Representatives from Belford Estates, North Sound

Gardens and West Bay Community Emergency

Response Teams (CERT) joined HMCI staff during the

Show encouraging members of the public to volunteer

for the CERT program as well as to make their

communities resilient and better prepared.

Volunteers are a critical component of the disaster

preparedness and response mechanism in the Cayman

Islands.

COMMUNITY RESPONSE TEAMS (CERT)

Over the years, Community Emergency Response Team

(CERT) groups have been established in North Sound

Estates, West Bay, North Side and Belford Estates.

A new CERT team was established in Windsor Park,

George Town on May 23rd with 26 members. These

volunteers worked with HMCI and the Red Cross over a

period of three months by training in Search and Rescue,

CPR, First Aid, Shelter Operations, Fire Safety and Initial

Damage Assessment.

(Windsor Park CERT Team May 2015 Graduation)

In early June the value of the Cayman CERT program

became apparent due to the torrential rainfall that

occurred. CERT members reported to HMCI detailing the

state of their communities, flooded homes, road

conditions and were able to assist with the distribution

of tarps to residents whom were experiencing leaks.

The importance of disaster preparedness at the ‘grass

roots’ has long been recognized as critical in increasing

national resilience, and the Community Emergency

Response Team (CERT) continues to grow and flourish.

New teams in Prospect and Lower Valley are both in the

early stages of development, and HMCI is planning to

extend the CERT programme into both Government and

private high schools commencing in September 2015.

HURRICANE IVAN 10 YEAR ANNIVERSARY

The 10th anniversary of Hurricane Ivan, September 11- 12th; presented an opportunity to

build awareness, preparedness and to reflect on the impact and steps taken in lessening

the risk the hazard poses to the Cayman Islands. In commemorating the 10th anniversary,

a number of activities were organized.

Display of images depicting Ivan’s impact showcased for two weeks at the GT

Library.

Radio and television appearances organized during the week of September 8th-

12th covering issues such as business continuity, physiological preparedness,

insurance/ financial management and remembering Ivan.

“Ivan Remembered” exhibition by the National Gallery from September 6th-27th.

On September 10th and 11th, a two day symposium was held and co-hosted by

the Caribbean Disaster Emergency Management Agency (CDEMA) at the Westin

resort. Day 1 focused on the events of Ivan and the country’s response with a

feature for the schools. Day 2 focused on the financial and commerce sector with

regional perspectives from two other Ivan impacted islands; Grenada and

Jamaica.

RESPONSE

SEVERE WEATHER ALERT 2nd-5th of JUNE 2015

Starting June 2nd to June 5th, Grand Cayman was affected by torrential

rainfall. According to the Cayman Islands National Weather Service, the

rainfall was caused by an interaction between a surface trough over the

western Caribbean and an upper level trough over the Gulf of Mexico. As

a result the Cayman Islands National weather service issued a Severe

Weather Bulletin on the 3rd June, 2015.

3rd JUNE

George Town- Rainfall accumulations in excess of 8 inches recorded in 24 hours.

Flooding in George Town, Bodden Town, North Side and East End; Fire Service and RCIPS respond to assistance calls from those experiencing flooding.

The Community Response Team in North Side provided sandbags to flood victims

CERT teams performed checks within their respective communities

North Side Civic Centre, East End Civic Centre and the Red Cross Shelter on Huldah Avenue opened as Emergency shelters at noon to assist those needing dry shelter.

Edna Moyle Primary School, Savannah Primary School, Clifton Hunter High School, Cayman Prep School, Triple C School and UCCI were all closed

5th JUNE

Red Cross Shelter reopened for those still needing shelter

Most affected areas were within Anthony Drive, Washington Boulevard and Smith Road in George Town; Yeats Street and Sitwell Drive in Belford Estates, Bodden Town.

ANNUAL HURRICANE EXERCISE 2015

The annual hurricane exercise was conducted in two

parts; a Communication exercise and a full scale

hurricane exercise.

The Communication exercise conducted on May 12th

tested all communication means of NEOC and HMCI,

verified contacts in the national preparedness and

response mechanism including the Policy Group,

Executive Group, NEOC Clusters and subcommittees,

members of the Cabinet, Governor’s office and other

key agencies.

The full scale exercise was designed to practice and

evaluate response-field activities with full activation of

the National Emergency Operations Centre (NEOC).

Three field components were conducted at the Fire

Station; Shelter Operations, Emergency Medical

Centre, and Damage Assessment were all successful,

and achieved the objectives for deployment of

personnel and equipment. The activation of the NEOC

was conducted with the respective Emergency

Support Teams assembling to respond to a hurricane

scenario and it vignettes.

JAMAICA & GRAND CAYMAN CARIBBEAN MASS RESCUE OPERATION

WORKSHOP 2015

The Seventh Coast Guard District office conducted an exercise that

consisted of a series of workshops and included landing and facility site

visits, tours of facilities in Grand Cayman and Jamaica, capability

discussions and tours aboard the Norwegian Cruise Line vessel “Epic”,

Oceania Cruises’ vessel “Riviera” and an interactive tour of the Seventh

Coast Guard Miami Rescue Coordination Center.

A workshop was held in Grand Cayman on March 12, 2015, which

included a tour of the Port facilities, capability discussions and tours

aboard the Norwegian Cruise Line vessel “Epic”.

The workshop provided an opportunity for first responders from the

Cayman Islands, cruise lines, international disaster agencies and the U.S.

Coast Guard to have an interactive discussion of policies, procedures and

capabilities needed to prepare for a Mass Rescue Operation incident that

is of low occurrence, infrequent and has a high consequence of lives lost

due to any Mass Rescue incident. The workshop also provided an

opportunity to improve the continuity and coordination between key

disaster preparedness personnel. Agencies that were represented at the

workshop were HCMI, The Governor’s Office, The Ministry of Home

Affairs, Port Authority, RCIPS, Customs, Immigration, CIFS, Health Services

Authority and FCO Disaster Management Advisor.

HER MAJESTY’S CAYMAN ISLANDS PRISON SERVICE (HMCIPS)

During FY14/15 the Prison Service continued the pursuit of its ‘Changing Attitudes, Changing Lives’ approach through Correctional Excellence. Though often times challenging, the past year has been both busy and highly productive. The Prison Service focused on achieving several areas in line with its strategic and

business plans. Further focus was spent preparing for the return of Her Majesty’s Inspectorate of Prisons Team from the UK; requested to conduct an inspection in continuation of the

inspection conducted in 2012.

The Release on Temporary License (ROTL) scheme, which was introduced in May 2014, gained a lot of momentum during this period and has had a significant influence on the attitudes of stakeholders, i.e. public officials, members of the public, law enforcement, prisoners and employers.

Defined focus was placed on two major aims of the Prison Service; Rehabilitation and Security.

145

EMPLOYEES

$13M

73

CAYMANIANS

REHABILITATION

SECURITY

A new perimeter wall around the Prison was enhanced with an internal motion detecting fence. The fence,

having been placed around the nearly completed Vocational Training Building, is intended to inhibit

prisoners from having open access to all areas of the grounds. In addition, an agreement has been signed to

purchase two drones to survey the perimeter in an effort to eliminate contraband.

A new observation room equipped to monitor CCTV cameras as well as vehicle recognition cameras

around the external perimeter of Northward Prison compound is near completion. In addition to

monitoring cameras, the motion detector system placed onto the internal fence will also be monitored.

The Prison Service, during the period, acquired resources to aid with the efficient and successful

function of rehabilitation. The COMPAS System; a software

package with the capability of collating information from all

stakeholders to aid in the Sentence Planning process, ensuring specific

needs of the offender are addressed.

Community projects have been undertaken where feasible. These projects aim to assist the community and allow prisoners to pay back to society.

To date projects undertaken have included painting of George Town Fire Station, refurbishing three houses – including one for a prisoner who was due

for release- and assisting on restoration work at the Botanical Gardens.

BARK, a dog training programme, was introduced to improve inmates’ personal growth.

Seven dogs have been adopted out after going through the

programme.

Release on Temporary License

was introduced in May 2014.

Three life sentenced prisoners were released on Life Parole for the first time in Cayman history; with an additional one being deported back to his native country.

In the vocational Agriculture programme, a pepper farm

was created where prisoners produced crops and

provided them to the Prison’s kitchen or had them sold

to outside outlets. With the help of the Department of

Agriculture, much improvement to the programme is

being sought.

Prisoners have also been assisted in obtaining driver’s

licenses, passport renewals and the opening of bank

accounts. Online courses for certifications in different

trades are available to those interested as well as basic

literacy and computer applications courses.

STATISTICS

During the 2014/2015 FY staffing was recognized as being the biggest challenge faced. A

profiling exercise was conducted, which highlighted the need for an additional sixteen

members of staff. A business case was submitted for this but to date has not been

approved.

The takeover of the Immigration Detention Centre has put even greater strains upon staff.

During this reporting period the Government has had to fund in excess of $960,000 in

overtime to cover this facility.

Important criticism concerns came from Her Majesty’s Inspectorate of Prisons Report on the

very poor conditions of both prisons. In the report it was included that “Fairbanks resembles

a storage facility and was an oppressive environment that provided no stimulation for those

held there. Much of Northward was decrepit and squalid. The one exception was the

refurbishment of the young person’s unit at Northward, but both prisons still needed new

investment and refurbishment. The kitchen at Northward was in an appalling state and

should be replaced immediately.”

Capital funding received in FY 2015/2016 will be allocated to the refurbishment of the prison kitchen. The department will continue to submit business cases to increase staff compliment in order for the

department to be run more efficiently as well as submit the business cases as it relates to the structural issues at both Northward and Fairbanks facility.

Prison Service will continue to work on the recommendations from the Inspectors Report. The Prison will strive to help equip the prisoners with the right skills and level of independence to

transition back into society and be productive citizens. Plan to set up MOU’s with relevant stakeholders to have a more collaborative system to enhance

rehabilitation. To continue to review and add to the Prison Service instructions to ensure a more efficient service

with the continuation of a robust training plan for staff.

Measure Actual

PRI 1300 – Custodial Services

Number of Prisoners held in secure custody – average per day

187

Number of prisoners received and discharged 589

Number of prisoner escorts to courts and other environments

2,257

Number of targeted drug tests carried out monthly 206

Number of searches carried out monthly 805

PRI 1400 – Prison Order

Provision of safe and orderly supervision of prisoners (average per day)

187

Number of prisoner adjudications heard 568

PRI 1500 – Prisoner Care

Number of meals provided (three meals per day per prisoner)

205,221

PRI 1612 – Prisoner Development Opportunities

Number of prisoners attending prisoner development opportunities

130

Number of Case Management / Re-entry Treatment Plans created for new receptions per month

0

OUTPUT PERFORMANCE MEASURES FOR THE FINANCIAL YEAR

ITEMS DISCOVERED IN SEARCHES

CHALLENGES

2015/2016 GOALS

DRUGS 42LBS 5 3/8 OZ

CASH $185

HOMEMADE KNIVES 3

Karen Dixon Acting Custodial Manager for Residential Services

September 2014 Employee of the Month

“She often goes out of her way to encourage prisoners and staff to put

in their best effort and raise their performance to the highest level. In

turn, she is quick to support improvements, welcome ideas and

suggestions and recognise model behaviour, good work and consistent

efforts.”

Rohan Copeland Prison Supervisor

January 2015 Employee of the Month

“You exemplify the high standards we require of the civil service

and rank high as a role model for your fellow officers and indeed

the whole service.”- Hon Deputy Governor

Marlon Hodgson Custodial Manager HMCIPS

August 2014 Employee of the Month

“Deeply committed to his profession, he works long hours,

even when on leave sometimes, visiting and being available

to the inmates, as well as his staff whenever needed.

Through diligence and dedication, he has managed to make

great strides in a short period. This includes improving

physical conditions at the IDC, raising the standard of services

for detainees, enhancing staff response to changing client

needs and better information sharing about the IDC between

the Governor’s Office, the Home Affairs Ministry, Immigration

and the Prison Service.”

DEPUTY GOVERNOR’S AWARD

WHAT WE DO

CAYMAN ISLANDS FIRE SERVICE

FIRE PREVENTION

The role of Fire prevention is ever

expanding as it consists of prevention,

public education and fire investigation

services.

AERODROME

Located at the Owen Roberts Airport,

the aerodrome unit provides

coverage for aircraft movements with

the objective of saving lives during an

aircraft accident or incident occurring

at, or in the immediate vicinity of the

aerodrome.

DOMESTIC

The Domestic unit responds to a variety

of emergency situations such as all fire

related calls, various types of rescue calls

and hazardous materials incidents.

MAINTENANCE DEPARTMENT

The Maintenance Department’s overall

responsibility is to care, maintain and

manage all of the CIFS’ apparatus and

equipment. The Maintenance team

consists of a fleet manager and two

mechanics.

DISPATCH CENTRE

CIFS operates and maintains a

communication centre from the

Central Fire Station. The

Dispatch Centre has the overall

responsibility for the receiving

and recording of all fire alarms,

switchboard activities,

emergency calls, and the

dispatching of proper apparatus

and equipment in accordance

with standard operating

procedures. The Dispatch Centre

actively dispatches emergency

response vehicles, receives and

re-routes all administrative

phone calls, acts as a liaison

between on-site officers as well

as other off site persons or

agencies through the use of

various communications systems

and lastly, provides both advice

and support to callers regarding

any emergency.

STRUCTURE FIRES 14 LOCAL STANDBY FOR

AIRCRAFT

13

FIRE ALARM 135 FULL EMERGENGIES 2

MOTOR VEHICLE

ACCIDENTS

68 FUEL SPILL 10

MOTOR VEHICLE FIRES 21 ASSIST POLICE 34

LIGHT POLE FIRES 8 ASSIST E.M.S 150

ELECTRICAL FIRES 9 ASSIST CUC 28

DUMPSTER FIRES 6 REFUELING STANDBY 659

BRUSH FIRES 93 HEAP FIRES 133

FALSE CALLS 97 ELEVATOR INCIDENTS 8

The Cayman Islands Fire Service provides fire prevention, domestic and aerodrome and firefighting and rescue services to the three Islands. There are three stations in Grand Cayman with the headquarters located on Airport Road in George Town and sub-stations in West Bay and Frank Sound. There is one station in Cayman Brac and one in Little Cayman. The Fire Department is a hierarchal organisation, which was established in 1956 as an Airport Fire Service with an Airport Fire Officer in command; albeit CIFS has evolved to become a provider of modern fire rescue services. The goal of the Cayman Islands Fire Service is to reduce the loss of life and property whilst protecting the environment.

132 EMPLOYEES

131 CAYMANIANS

$11M

INCIDENT RESPONSE FOR GRAND CAYMAN, CAYMAN BRAC AND LITTLE

CAYMAN

2015/2016 GOALS

During the 2014/2015 FY The Ministry of Home Affairs embedded

management support staff within the Fire Service and tightened oversight

mechanisms to improve administrative functions such as internal

communications, human resources, and finance. The Chief Officer has

implemented bi-weekly meetings with Deputy Chief Fire Officer and Acting

Chief Fire Officer to facilitate reporting and strategic planning.

The Fire Service achieved 100% compliance for performance

agreements in 2014/2015 with the focus for 2015/2016 being on

improving the quality of performance assessments. The

Ministry of Home Affairs will offer its support to line managers and

supervisors through the provision of training and coaching.

Additional training exercises included First Aid & CPR training and certification conducted by Peter Hughes; Health & Safety

training conducted by Gene Hydes and the Bill of Rights

training conducted by Peter Goff.

Personnel received recertification

required by the governing body for the

Civil Aviation Authority and Air Safety

Support International; CIFS were also

successful in closing findings from

audits done by Civil Aviation Authority

auditors. The Fire Prevention Unit

received certification to inspect and

certify private fire protection systems.

Witney Tatum Fire Service Divisional Officer

Cayman Brac February 2015 Employee of the Month

“In displaying exceptional hard work and dedication officer Witney Tatum carries the service

motto of “Saving Lives and Protecting Property” into the community, even when not on duty.

He takes every opportunity to educate the public and promote both fire safety awareness and

fire risk reduction. With the safety of the public being his primary focus in all his actions,

Officer Tatum leads by example, performing fire prevention activities and inspections of

structures to ensure they are fire safety compliant before accidents can occur. Demonstrating

excellent leadership in his overseas and local training, he has facilitated his colleagues to

benefit individually and helped the unit improve significantly over the past decade by passing

on the knowledge and expertise gained from his training. “

During the 2014/2015 FY the Cayman Islands Fire Services greatest challenge was that of shortage of staff.

Due to this shortage of staff, officers were unable to acquire their required vacation leave and many having

to work excessive hours.

However, management has taken actions to eliminate the outcome of these challenges. In the Aerodrome

section, CIFS are negotiating with the Cayman Islands Airport Authority to use the variances with the

category of the airport; allowing more flexibility with fire personnel. Management will also explore options

including a retained system and other alternative roster arrangements for domestic personnel.

DEPUTY GOVERNOR’S AWARD

On 1st May 2015, CIFS hired

12 Caymanians who

trained for six months

before joining the CIFS as

fire officers.

CHALLENGES

2014/2015 ACCOMPLISHMENTS

2015/2016 GOALS

The following are the CIFS’ immediate goals for the 2015/2016 FY:

• Provide leadership and support to enable the department to accomplish its mission.

• To mitigate hazards and emergencies by rapidly responding to all request for service with professional skills

• To provide public safety education and awareness as well as Fire Code compliance and enforcement.

• To provide employee development that enhances proficiency and professionalism.

• Maintain a high standard of training and education for our employees in order to maintain a high degree of operational capability.

• In depth medical checks for all Fire Officers including an Electron Beam Tomography (EBT) scans of the heart and vascular system.

• To introduce a mandatory physical fitness program for all employees.

• Have personnel become qualified as Emergency Medical Technicians to assist the EMS.

• Introduce a Safety Management System within the CIFS.

• Ensure fiscal responsibility by utilizing cost saving measures.

• Have review of job descriptions for all ranks.

• Develop a ‘Fire Department Strategic Plan’

• Reinstate a week dedicated to educating the wider community on fire safety known to be “Fire Prevention Week”.

DEPARTMENT OF COMMUNITY REHABILITATION

COURT SERVICES

“To develop and implement effective strategies that will reduce recidivism and victimization; enabling offenders to become law abiding citizens”.

Assessments • Intervention • Rehabilitation • Supervision • Prevention

A significant focus of this Department is to supervise and assist adult offenders towards becoming more productive citizens. The efficiency and effectiveness of DCR services will contribute towards

reducing the level of offending behaviours and promoting public safety. This is accomplished through various activities and services as well as from a collaborative approach.

Based on services provided by DCR during the Budget year for 2014/15, the 5 Outputs provided by DCR were met and exceeded in all areas. This is a reflection of the demands and amount of

services provided by DCR staff, notwithstanding the limited resources.

To assist the Courts with suitable case disposition

and monitoring, DCR provided

2431 reports.

These reports consisted of Social inquiry Reports, Case Status Reports, Drug Court Reports, Domestic Violence Reports, Mental Health Reports and other

miscellaneous reports.

THROUGH AND AFTERCARE SERVICES

GROUP SERVICES Various groups organized and facilitated in the community by staff of

DCR consist of Domestic Violence for the Perpetrator

Interpersonal Relationship Enhancement and Awareness Programme (IREAP)

Anger Management Parole Support Groups

In addition, presentations were organized by DCR with the support of

other local agencies prior to Parole Board Meetings.

A team of three Probation Officers provided services to the Parole Board and Prison for Through and

After Care referrals with

115 referrals received.

276 New

Offenders

599 Court Duty

Services

754 Referrals

427 Social Inquiry

Reports

45 Home Background Reports to assist Parole the Board.

83 Aftercare Reports consisting of

HBR’s, Supervision Reports, Travel Request, Non-compliance

Reports and Notification of Completions.

Males in their 30’s from Bodden

Town were DCR’s main clientele for Property

Related Offences.

$2.2M

31

EMPLOYEES

19

CAYMANIANS

The main clientele referred to DCR by the

Courts are Males in their 20’s from the

district of George Town, due to Drug

Related and Property Offenses.

SPECIALIZED AND HIGH RISK SERVICES

The following Teams provide intervention, case management and intensive supervision services to persons coming through the Criminal Justice System:

Other Specialized Services, which play a vital role in the works of DCR, are Victim Services and Community Pay Back Services.

These services exceeded what was budgeted for and continue to exceed and exhaust the resources available in Community Service and Victim Services.

Such numbers based on the level of risk are not in keeping with best practice and place not only the

client at risk but the staff and the community as well.

OVERVIEW OF CAYMAN BRAC SERVICES AND STATISTICS

Unlike Grand Cayman, where the demands require daily Court sitting; Court services in

Cayman Brac varied from monthly to every other month or quarterly depending on need and

demand, despite having only one full time Probation Officer in the Brac, DCR has been

consistent in various services offered to meet the needs of clients in the Sister Islands.

CHALLENGES

Despite moving into the 3rd year of a 5 year Strategic Plan, resources based on needs and trends have not been met. However, as outlined in the Outputs delivered, demands continue to increase. Increase in

demands and services without increasing staffing and resources places significant issues and challenges to the staff, clients and community on a whole.

With ongoing efforts to meet various deadlines and services, there are increasing concerns with regards to the level of supervision being offered in the community. As supervision is a critical part of DCR’s

mandate, additional resources are imperative to ensure effective and efficient services to clientele, staff well-being and safety and public safety. There is also much room for improvement in collaboration among

agencies. Lack of Preventive Services and intervention at an early age is imperative in addressing offending behaviors; such a gap allows for children and young persons to eventually enter the adult criminal

system.

DCR is cognizant that failure to address resources needed to meet demand will have significant long term costs and implications that will far exceed savings from not increasing human capital and services.

Supervision provided to up to

14 clients

on Court Orders and

2 on bail conditions.

21 Court Referrals

received

43 reports submitted to the

Court, consisting of 7 SIR’s, 35 Case

Study Reports and 1 breach report.

4 Referrals were received

for Victim related reports.

Domestic Violence and

Anger Management were also provided.

• Mental Health Services • Domestic Violence Services

• Drug Court Services These Teams at present consist of

only 2 Probation Officers each.

Main clientele are Males in their 20’s and 30’s, for Traffic and Assault related offences.

Substance abuse and misuse are a concern in the lifestyle of clientele of the Sister Islands, with limited access to intervention

and rehabilitation by other agencies.

COMPUTER SERVICES DEPARTMENT

TECHNICAL SUPPORT AND HELPDESK

Throughout the period, the Helpdesk’s staff has raised and

distributed a total of 6,920 logs and addressed 24,970

phones among the various units of the Department to

conduct further investigation on the reported IT issues.

Additionally CSD provided quotes for 2741 requests for IT

Procurement.

During the early part of July 2014, the technicians were

assigned to visit the various Government Departments to

conduct an assessment on their computers to determine

whether they were suitable to be upgraded from

Microsoft Windows XP to Windows 7 Operating System.

Upon completing this major assessment, the team-

members of the Technical Support proceeded with loading

Windows 7 on the computers that met the upgrade

criteria. Ultimately, the technicians have completed

upgrading approximately 60 percent of the Government’s

computers to Windows 7, which we are anticipating

completion of this project by the end of 2015.

Members of the Technical Support Group

were responsible for imaging and deploying a

total of 175 new computers with monitors

and laptops that were purchased for the

various Departments under the Ministry of

Home Affairs.

This includes a number of Microsoft Surface

Pro 3 units and UPS (Uninterrupted Power

Supply) with several more computer

equipment remaining to be deployed at the

various Departments.

Technicians assisted with fiber optic cable

repair works conducted on Godfrey Nixon

Drive and on Crewe Road at the vicinity of

Jose Gas Station and the Traffic

Department.

In addition, they also relocated the Legal

Department’s computer equipment from

the DMS House to the GAB. The team also

assisted the members of Commissions

Secretariat Office in relocating from the

Corporate Centre to the Artemis House a

few weeks ago.

Complete security assessment for FATCA project.

Prepare devices for testing with

CIG’s enterprise applications security.

5.7M The Department operates a 7.5-hours/working day manned Call in Support Answering Service (CSAS) to support Logs (“bug fixes”, faults, service outages, password

reset and basic requests for IT services) and dispatch these requests to IT staff for work assignment services for central Core agencies and limited SAGC’s. Requests for

significant sets of IT work to be done or additional/special IT costs are assigned as IT projects.

Provides IT infrastructure administration, management, and support (for data centres, PC’s, networks, servers, Internet, backups/restores, security, emails, files access,

mobile devices, remote access, storage, databases, and software). Also produces in-house software (applications, Intranet, websites, and e-services)

development/support along with 3rd party software packages support/assistance.

The three Major IT groups within the Computer Services Department (CSD) as well as the CSD Outputs budgeted and Forecast for 1 July, 2014, to 30 June 2015 are

Technical Support and Helpdesk, Operations, Enterprise Content Management, Applications, DBA and Web.

51 EMPLOYEES

37 CAYMANIANS

11 Major IT projects completed

SECURITY

OPERATIONS NETWORK

District Primary Schools DPLC Upgrades - (Grand Cayman & Cayman Brac) Interpol link for RCIP is working Interpol VPN to CIG network EOC move from Fire Station to GAB Prison CCTV Network Installation Police Custody Suites CCTV Network Installation CIG Network CORE Upgrade District Fire Station DPLC links installation – (Grand Cayman & Cayman Brac)

STORAGE MANAGEMENT

SAN switch clean up SAN Fabric Migration Storage Management- House Keeping

SERVER MANAGEMENT

Patch Linux Servers for latest vulnerability (Shell Shock) Upgrade Blade Firm ware and ESX Build server environment for ISIS upgrade Build server environment for test Oracle Portal upgrade Automate ISIS print status report New Linux Repository set for upgrading and patching Linux servers Ysoft Upgrade RFAX Upgrade Upgrade of various legacy application being used by core government Exchange Server 2010 was upgraded and patched to the latest release FSCK check major production Oracle Databases

ENTERPRISE CONTENT MANAGEMENT, APPLICATIONS, DBA, WEB Modification to IRIS to include Health Insurance Premium on Individual Payslips Completed the Electronic Payslip system (internal and external users) that allows Electronic

access to Payslips back to 2003 Upgrade of all APEX applications to the latest version 5 95% uptake of all government departments now using Leave Tracking NWDA Online system went live New Financial Assistance Services (FAS) system for Needs Assessment Unit went live after the

department’s split from Children and Family Services 26 Government Websites have been converted to responsive design Upgraded 80% of all Oracle Forms Based Systems to latest supported versions covering multiple

Clients Launched new Lands & Survey On-Line Forms Submission System for external customers Launched the Lands & Survey Lobby Lodgement Depository Module Upgraded & extended the Immigration On-Line System Introduced a Compliance Module for Administratively Approved Work Permits Introduced a PR Points Assessment Module within the Immigration Systems and launched the

customer facing PR Points Ready Reckoner Build an ‘End of Day Deposits’ Module for Immigration cashiers and automated the interface to

IRIS Built a Generic 'Enterprise Reporting Tool' enabling all existing systems to call it. Upgraded a number of Legacy Reports and Certificates to allow Immigration to use the latest

Reporting Tools. Implemented a brand new Passports System. Built a new Counter Cashier Receipting Module for the Passports Office and automated the

interface to the IRIS System Redesigned the Trade & Business Systems to cater for the New T&B Law 2015 (New fees,

penalties and fines) Introduced the DCI Liquor Licensing Module Introduced DCI Small Business Discounts Introduced FLC Registration On-Line for General Registry Upgraded the Companies Registry On-Line System (CORIS) and the back office Registry Systems

to latest version. Introduced an On-Line Registry Certificate Authentication Developed a new Patents & Trademarks Registration System to allow Patents & Trademarks to

be registered On-Island. Implemented reliable database backup strategy using new Backup Solution Upgraded 4 databases and 7 applications to supported vendor versions

PROJECTS

FATCA project for TIA Test and deploy Print Audit software for IMM Work with ICTA on the new Gov.ky domain changes MACI move from CIG network to their own Network Radar Station Network (LIME) link back to CIG EDU school network connection for e-payslips GAB datacenter UPS batteries assessment for replacement Upgrade OPS AirWatch Assist JUD with moving to private network Optimizing active backup jobs to delay Enterprise Backups Solution Police special restores Setup servers and web application for Customs TRACES Setup private network for Commission Secretariat

Corey Christian Computer Services System Administrator

April 2015 Employee of the Month

“Considered as a ‘go to’ person for CIG senior management for any issue, he is renowned for his service mentality. Accordingly, his colleagues were unsurprised when Mr. Christian was chosen by the Deputy

Governor as the best performer for April among all Cayman Islands Government (CIG) personnel. Part of a team that also provides after-hours IT support for government, Mr. Christian is quick to respond, and meets client needs without heed to the time that is required, even after hours. In fact, he often meets

minor off-duty calls at no cost to government; with a view to saving government money, since off-duty calls qualify for a two-hour overtime minimum.”

DEPUTY GOVERNOR’S AWARD

LONDON OFFICE

LOOKING FORWARD

Beginning in the 2015/2016 financial year, the Cayman Islands Government’s London Office will no longer fall under the purview of the Ministry of Home Affairs.

Rather, the Cabinet Office will take up oversight of the office and work with the Government’s UK Representative to ensure that any Cayman Islands Government delegate visiting the UK is appropriately accommodated, communications systems

are integrated, and services are delivered with financial prudence.

The London Office represents all Cayman Islands Government activities in the United Kingdom and Europe. The office acts as both a contact point and provider of consular services

to Caymanians, Caymanian students and other stakeholders in the United Kingdom and Europe. It promotes a better economic, social, cultural and political understanding of the

Cayman Islands, gathers and disseminates information; develops and maintains strategic links; facilitates inward investment opportunities by seeking out and providing accurate

information to potential investors; represents the Cayman Islands in the United Kingdom Overseas Territories Association (UKOTA), the EU Overseas Countries and Territories

Association (EU OCTA), and at other official or ceremonial events.

2014/2015 ACCOMPLISHMENTS

JULY 2014 Hosted Pre-JMC in Cayman

Supported all CI athletes at the Commonwealth Games in Glasgow

AUGUST 2014 During the month of August, the office launched Cayman Connection UK (CCUK) networking

group and their website at National Gallery in Cayman for all Caymanian students and Friends of Cayman in the UK.

OCTOBER 2014

Joined the EU Overseas Countries and Territories’ Territorial Strategies for Innovation Project

DECEMBER 2014 Supported CI delegation during JMC

MARCH 2015

Offered support to CI delegation and organizers of the Annual Caribbean Council Reception at the House of Lords, which the Hon Premier was the keynote speaker

JUNE 2015

Attended the OCT Energy Ministers Summit in Brussels in which the Cayman Islands signed up to an OCT wide Sustainable Energy Roadmap

2 EMPLOYEES

2 CAYMANIANS

$428,841

In its efforts to support drug prevention and rehabilitation policies, since 1 July, 2014, the National Drug Council (NDC) has facilitated approximately 420 presentations, training sessions or workshops in schools, prisons and throughout the community; almost twice as much as the presentations delivered in 2013/14.

The National Drug Council has a stake in the prevention of alcohol, tobacco

and other drug misuse or abuse and seeks all opportunities to ensure that

policies are in place that help in reducing the negative impacts of these

substances. Although we understand the needs of the consumer and local

businesses, we cannot emphasize enough that this review cannot be done in

isolation. We must seek to address the impact of the availability of alcohol on

our communities. Through our research and work in the community the NDC

continues to see an increase in alcohol use amongst our youth. We have

submitted a proposal for the responsible department to consider the impact

across a broader scope based on our community needs.

The National Drug Council, an independent statutory body, was set up under the National Drug Council Law (1997), to assist government in reviewing drug use

trends, formulating and developing drug prevention and rehabilitation policies and programmes; conducting drug-use surveys and spearheading public education.

$557,551

5 EMPLOYEES

(ALL CAYMANIAN)

NATIONAL DRUG COUNCIL (NDC)

PREVENTION

Delivery of School Based Drug

Prevention

Facilitated and implemented phase 1 to 5 prevention to students in public and private schools.

Facilitated phase 3 to Peer Mentors at CIFEC.

Implemented phase 3 prevention to at-risk students.

Pilot Program in Cayman Brac

consisted of weekly

presentations to students at

Layman Scott High School,

meetings with stakeholders,

concerned citizens and

community based activities

such as Cayman Brac Family

Fun Day.

National Drug Free Week Youth to Youth

Included the preparation and distribution of

flyers, invitations for judges and

informational pamphlets for all high schools

in Grand Cayman and Cayman Brac

encouraging schools to participate in the

poster competition.

Enrolled National Drug Council activities

onto the National Drug Free Week

international site.

Drug Facts Questionnaire based on local

data was prepared and uploaded on NDCs

website and Facebook page to encourage

participation from the wider community.

Prepared a list of activities for students,

parents and school to engage in during the

National Drug Free Week.

Private Sector Partnership donated prizes

awarded to winning posters.

Tremendous achievement in the

growth and leadership skills of

most Y2Y participants over the

past 10 months; with participants

in the beginning stages of

organizing and conducting the

Youth to Youth Advisory Board

meetings.

Grown from 5 members in FY

2013/2014 to approximately 15 in

2014/2015 who consistently

show up to meetings and have

since formed a much closer

relationship with peers and

leaders who support and

reinforce healthy behaviours as

well as a sense of belonging and

personal value.

Workplace Prevention and Education

Designed training sessions discussion,

training manual, participants guide and

quizzes.

Reviewed discussion, training manual,

participants guide and quizzes with CAL

HR representatives on the Workplace

Drug Education Training Curriculum

package and Training component.

Delivered the Workplace Drug

Education Training Curriculum package

and the Training component to all

Heads of Departments.

RESEARCH, MONITORING & EVALUATION

Survey instrument for Her Majesty’s Prison Drug and Alcohol Survey

revised for administration in August 2015 which will:

Aid the development and strengthening of programmes

and policies.

Assist with the advocacy for policies and programmes

designed to assist in rehabilitation.

Help us understand the nature and extent of the

substance use amongst inmates in the Cayman Islands.

Help determine trends in drug use patterns over time.

Evaluation of the Extended Afterschool Programme Report

The Ministry of Education, Training & Employment piloted the Extended

After-School Programme (EASP) to students in the secondary schools in April

2011 on Grand Cayman. Many schools end at 3pm with students having no

parental supervision as most parents are still at work. Full implementation of

the programme began in September 2011 and has attracted over 800

students to date. The EASP has been a great success and this not only

evidenced by the diversity of the activities schedule but also the

development of new bonds established in the community. The programme

currently operates in Grand Cayman and Cayman Brac in primary and

secondary schools, Monday-Friday 3:15pm to 5:45pm. The programme

provides a wide array of exciting and challenging activities designed to

support positive student outcomes.

Evaluation of the Hope for Today

Foundation

The evaluation of the Hope for Today

Foundation follows what is done for the

Bridge Foundation as part of the transitional

living facilities in the Cayman Islands. Bridge

Foundation and Hope for Today Foundation

support transitional living facilities on the

Island for recovering addicts and released

inmate. A process evaluation was conducted

based on whether or not the programme is

achieving what it was set to do based on its

objectives, mission, vision and

business/strategic plan.

Due to the evaluation findings, it cannot be

concluded that the Hope for Today

Foundation efforts of providing transitional

living has produced the desired level of

success within the population it serves.

Sufficient documentations were not

presented to support definitive

determination of the programme’s benefits.

Over the years, the programme has proven

to be an asset in providing all needed

services to its intended clientele; however,

the exact level of success has not been

determined.

2014/2015 CHALLENGES

The National Drug Council’s main task is to

serve all three Islands in the areas of drug

prevention/education, advocacy, policy,

research and monitoring and evaluation.

The National Drug Councils effort in reducing the negative impacts of alcohol

and other drugs in our community go a long way to making Cayman a safer place

for all to live. It is the educational/preventive components that the NDC offers

that are necessary in reducing ongoing crime and other negative impacts in our

society.

During the 2015/2016 FY the NDC hopes to increase our presence within

corporate environments, review the NDC law, secure funding for the prevention

initiatives that will significantly improve our programming through partnerships

and lastly, significantly improve on the collecting of data from our stakeholders.

The NDC was challenged with having limited staff and

resources; which affected our duty of meeting the

needs within the community; policy initiatives, which

were not implemented, and difficulty in both obtaining

stakeholders data and recognizing the importance of

such data.

However, despite these challenges, NDC has almost

doubled the number of presentations from 225 during

the 2013/2014 FY to 420 in the past year.

LOOKING FORWARD

E X P E N S E S

$88,698,000

FINANCIAL FIGURES

Personnel Costs………..………………………………………………………………………………….69,592,000 Supplies and Consumables..…………………………………………………………………………15,752,000 Depreciation………..…..……………………………………………………………………………………4,528,000 Amoritisation of Intangible Assets……….…………………………………………………….......391,419

Impairment of property, plant and equipment…..…………………………………………………7,000 Impairment of Inventory…….…………………………………………………………………………….………...0 Finance Costs (Overdraft Interest)…….………………………………….……................................ 0 Litigation Costs…….…………………….…………………………………………………………...........394,000 (Gains)/losses on Foreign Exchange Transactions..……..………….…………….............-38,655 (Gains)/losses on disposal/revaluation of property, plant and equipment…..…….46,415 Revaluation legal liability provisions…….…………………………………..……………………-968,000

Gain/loss on Derecognition of Assets/Liab.…..…………………….…………………….-1,005,000 Other Expenses………….……………………………………………………………………………………………….0 Extraordinary items..…..……….…………………………………………………………………………………….0 Capital Charge Expense…….………………………………………………………………………………………..0