FY2009BudgetBook

Collection: Government Financials
Sub-shelf: PFA Bonds & Debt
Kind: Financial Report
Date: 2023-02-01
Topics: Public Finance
Pages: 655
Text: Native Text
Identifiers: Act 6836, Act 6560, Act 2252

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Table of Contents GOVERNOR’S BUDGET MESSAGE DIRECTOR’S MESSAGE Demographics ............................................................................................................................................. 1 Economic Outlook...................................................................................................................................... 5 Legilative Branch........................................................................................................................................ 8 Organizational Structure Judicial Branch.......................................................................................................................................... 18 Organizational Structure Executive Branch....................................................................................................................................... 34 Organizational Structure Performance Based Budgeting Overview ............................................................................................ 38 Annual Budget Process............................................................................................................................ 43 Budget Process Flowchart SUMMARIES Summary of Appropriation Request by Activities and Funds ........................................................ 48 Schedule of Departments by Budget Category................................................................................... 48 Budget Category Graph Budget Category Graph ‐ 3 Years (2007 ‐2009) Revenue Overview................................................................................................................................... 51 Actual and Estimated General Fund Revenues and Contributions................................................ 54 Total Revenue Graph General Fund Gross Revenue and Contributions Expenditure Report .................................................................................................................................. 58 Expenditure Graph ‐ 3 Years (FY 2007 ‐ 2009) Combined Statement Revenue and Expenditures.............................................................................. 67 Graph Revenue and Expenditures THE APPROPRIATION BILLS Executive Appropriation Bill.................................................................................................................. 69 Anti-Litter Beautification Fund ............................................................................................................. 72 Bureau of Motor Vehicles Fund............................................................................................................. 74 Business and Commercial Properties Revolving Fund ..................................................................... 75 Caribbean Basin Initiative Fund............................................................................................................ 76 Government Insurance Fund.................................................................................................................. 77 Health Revolving Fund ........................................................................................................................... 78 Indirect Cost Fund.................................................................................................................................... 79 Interest Revenue Fund............................................................................................................................. 80 Public Employees Relations Board and Labor Management Committee...................................... 81 Public Services Commission .................................................................................................................. 82 Sewage System Fund ............................................................................................................................... 83 St. John Capital Improvement Fund..................................................................................................... 84 Tourism Advertising Fund ..................................................................................................................... 85 Transportation Trust Fund...................................................................................................................... 87 University of the Virgin Islands............................................................................................................ 88 Virgin Islands Public Television System............................................................................................. 91 Virgin Islands Taxi License Fund.......................................................................................................... 92 Waste Management Authority ............................................................................................................... 93 Internal Revenue Matching Fund Contributions............................................................................... 94 St. Croix Capital Improvement Fund.................................................................................................... 95 Agriculture Revolving Fund................................................................................................................... 96 POSITION BUDGET Position Budget Summary ...................................................................................................................... 96 THE BUDGET COMPONENTS GENERAL GOVERNMENT Department of Justice ............................................................................................................................ 102 Office of the Governor .......................................................................................................................... 119 Office of Management and Budget..................................................................................................... 129 Division of Personnel ............................................................................................................................ 139 Bureau of Information Technolgy....................................................................................................... 150 Office of the adjutant General ............................................................................................................. 156 Office of Veterans Affairs..................................................................................................................... 167 Office of the Lieutenant Governor...................................................................................................... 175 Virgin Islands Election System............................................................................................................ 185 Bureau of Motor Vehicle....................................................................................................................... 198 Virgin Islands Inspector General ........................................................................................................ 207 Bureau of Motor Vehicle....................................................................................................................... 215 Department of Labor.............................................................................................................................. 224 Department of Licensing and Consumer Afairs............................................................................... 239 Department of Finance .......................................................................................................................... 249 Department of Finance .......................................................................................................................... 249 Department of Property and Procurement......................................................................................... 266 Department of Agriculture ................................................................................................................... 277 PUBLIC SAFETY Virgin Islands Fire Services.................................................................................................................. 289 THE BUDGET COMPONENTS CONTʹD 5Department of Planning and Natural Resources 310 EDUCATION Board of Education................................................................................................................................. 327 Department of Education...................................................................................................................... 334 University of the Virgin Islands......................................................................................................... 372 University of the Virgin Islands.......................................................................................................... 372 HEALTH AND HUMAN SERVICES Department of Health............................................................................................................................ 383 Hospital and Health Facilities Corporation....................................................................................... 408 Schneider Regional Medical Center ................................................................................................... 412 Schneider Regional Medical Center ................................................................................................... 412 Govrnor Juan F. Luis Hospital and Medical Center......................................................................... 426 Department of Human Services........................................................................................................... 438 TRANSPORTATION, FACILITIES AND COMMINICATION Public Works Department .................................................................................................................... 466 Waste Management Authority ............................................................................................................. 481 CULTURE AND RECREATION Department of Housing, Parks and Recreation ................................................................................ 494 Department of Tourism......................................................................................................................... 500 OTHER Miscellaneous.......................................................................................................................................... 510 FEDERAL FUNDS Federal Grants Overview ...................................................................................................................... 520 Federal Grants Listing ........................................................................................................................... 547 CAPITAL BUDGET Capital Budget Overview...................................................................................................................... 556 Capital Budget Schedule....................................................................................................................... 558 FUND FINANCIAL STATEMENT _Toc199788691 Schedule of Principal & Interest Narrative ....................................................................................... 570 Schedule of Principal and Interest on Long Term Debt.................................................................. 572 AUTONOMOUS AND SEMI‐AUTONOMOUS AGENCIES Employees Retirement System of te Government of the Virgin Islands..................................... 574 Organizational Structure Virgin Islands Port Authority .............................................................................................................. 575 Organizational Structure Virgin Islands Water and Power Authority....................................................................................... 577 Organizational Structure Virgin Islands Public Finance Authority........................................................................................... 580 Virgin Islands Economic Development Authority........................................................................... 581 Organizational Structure Virgin Islands Housing Finance Authority....................................................................................... 585 Organizational Structure Virgin Islands Lottery Commission.................................................................................................... 589 Organizational Structure Virgin Islands Public Television System........................................................................................... 591 Organizational Structure ENABLING LEGISLATION Health Insurance Premium Cost Sharing ......................................................................................... 595 Health Insurance Special Projects Fund............................................................................................. 596 GLOSSARIES Munis/FMS Crosswalk.......................................................................................................................... 598 Glossary of Terms in the Budget......................................................................................................... 609 Fund Descriptions .................................................................................................................................. 616 Federal Grants Acronyms...................................................................................................................... 633 Listing of Departments by Fuction ..................................................................................................... 633 ACKNOWLEDGEMENTS GOVERNMENT OF THE UNITED STATES VIRGIN ISLANDS ¤ OFFICE OF MANAGEMENT AND BUDGET No. 41 NORRE GADE EMANCIPATION GARDEN STATION, 2ND FLOOR ST. THOMAS, VI 00802 Telephone Number (340) 774-0750 Facsimile Number: (340) 776-0069 May 30, 2008 Dear Governor de Jongh, Jr.: The Office of Management and Budget submits the Fiscal Year 2009 Executive Budget of $867.3 million. Several factors foreshadow an increase in economic activity in Fiscal Year 2009: the resurgence of cruise ship activity on St. Croix; the increased tourism marketing efforts, especially in Europe; the acceleration of a number of previously funded major capital projects; the floating of $100 million in new bonds to finance additional capital projects; the billing and collection of two years property taxes at revised rates; the implementation of new initiatives to increase the collection of delinquent revenues; and the proposed implementation of more than $28 million of negotiated and pending salary increases. Accordingly, the Fiscal Year 2009 Executive Budget anticipates the collection of significantly higher revenues than the revised Fiscal Year 2008 revenue collections of $824.3 million, a 5.22% increase or $43 million. The Fiscal Year 2009 Executive Budget is allocated in the following Budgetary Categories: • $387.5 million in Personnel Services; • $141.3 million in Fringe Benefits; • $1.8 million in Capital Outlay; • $14.9 million in Supplies; • $162.0 million in Other Services and Charges; • $27.6 million in Utilities; and • $132.2 million in All Expenses The All Expenses budget category includes proposed appropriations for other branches of government (the Legislature and the Judiciary), the University of the Virgin Islands, WTJX Public TV and the Virgin Islands Waste Management Authority. The Fiscal Year 2009 Miscellaneous Section of the budget totals $132.97 million. Honorable John P. de Jongh, Jr. May 30, 2008 The Fiscal Year 2009 Executive Budget reflects the Adjusted General Fund Net Revenues available for appropriation of $867.3 million. However, General Fund Gross Revenues reflected in the Fiscal Year 2009 Executive Budget total $1.0249 billion, less: $86 million for Tax Refunds; $6.2 million for the Infrastructure Subsidy; $4.5 million due to the V.I. Port Authority; $49.2 million for Debt Service; and $11.7 million for Transfers Out. However, the Total Revenues reflected in the Fiscal Year 2009 Budget are $1.2473 billion comprised as follows: • $867.3 million - General Fund Adjusted Net Revenues; • $75.9 million - Other Appropriated Funds; • $166.5 million - Federal Funds; • $82.5 million - Non-governmental Funds; • $51.8 million - Non-appropriated Funds; and • $3.3 million - Adjustment for Health Insurance Cost Share. The Fiscal Year 2009 Budget also includes appropriations for the following: • $23.3 million for Pending Negotiations • $5.0 million for Negotiated Salary Increases • $4.5 million for the V.I. Housing Authority’s Prior Year Obligation to FEMA • $1.5 million for LaGrange Renovations • $1.1 million for Prior Year Rental Obligations owed to GERS • $1.0 million for Tourism Initiatives/Incentives • $1.0 million for STT/STJ Inter-island Ferry Subsidies • $0.9 million for UVI Tech Park • $0.5 million for VI Sea Trans Ferry Subsidy • $0.5 million for Annual Contribution to the Department of Agriculture pursuant to Act No. 6836 • $0.415 million for Bont Tick Program • $0.4 million for Real ID Program • $0.3 million for Department of Public Works Carnival Clean-up Activities • $0.275 million for Health Insurance Special Project Fund pursuant to Act No. 6560 Sect. 4 dated Sept. 2002 • $0.250 million for Pre-positioned Disaster Supplies The long-term financial policies reflected in the Fiscal Year 2009 Executive Budget includes presenting a balanced budget where proposed expenditures are offset by projected revenues, the transfers in and other financing sources. Financial planning is a blueprint for success. Therefore, the Financial Team is currently engaged in Long-Term Financial Planning to eliminate the need to reduce General Fund allocations when projected revenues are not realized. The members of the Financial Team have developed a multi-year financial planning module that allows the Government of the Virgin Islands to take a long-term look at projected revenues and expenditures. The objective for the development of this critical management tool is threefold: to assure sustainability; to assess debt affordability; and to allow flexibility to test the impact of alternative scenarios of revenue and expenditure growth; bond financing on reserves and key performance measures. In addition, the Financial Team is also developing a multi-year capital budget plan. Honorable John P. de Jongh, Jr. May 30, 2008 To effect improvement in the delivery of public services, OMB is committed to providing financial management leadership and guidance. As the demand for increased and better government services continues to rise, OMB continues to explore best practices in financial management. Through an aggressive training initiative OMB has provided Performance-Based Budgeting (PBB), evaluation, and reporting training to approximately 375 employees to include elected government officials in both the Executive and Legislative branches of government. As a result of OMB’s PBB training initiative, in Fiscal Year 2008, eleven (11) departments and agencies were selected to participate in a PBB pilot program (Office of Management and Budget, Department of Justice, Bureau of Internal Revenue, Public Works Department, Department of Labor, Department of Tourism, Department of Agriculture, Juan F. Luis Hospital, Department of Human Services, Virgin Islands Fire Services, Department of Property and Procurement). Pilot agencies are required to test all phases of performance management to include preparing formal strategic plans, results-oriented performance-based budget requests, and performance reports. The objective is to allow the Government of the Virgin Islands to examine closely the results of the pilot program and to make any necessary adjustments as to how this useful budgeting tool can work best in the Virgin Islands. After the implementation of the pilot program, OMB intends to roll the initiative out government-wide. Along with initiating the PBB pilot program and offering grants management training financial managers, OMB has identified a number of opportunities also that may be useful for working towards improving government services. We see a great opportunity to strengthen the management of government resources via better communications, partnering to build credible financial management practices, training and certifying financial management personnel, and developing and having available solid contingency plans. While several opportunities have been identified, OMB also realizes that a number of external challenges exist such as the global economy, looming recession in the United States, delayed submission of single audits from component units, and the challenge of those that resist changes in how we must manage our resources in the 21st century. Any of these external challenges may negatively impact or stall the departments and agencies ability to successfully manage and improve public services. As we move thoughtfully forward, OMB is committed to being a key player in promoting transparency and accountability. Finally, I extend my appreciation to the hardworking and dedicated staff of the Office of Management and Budget for their tireless effort in producing the Fiscal Year 2009 Executive Budget. I will continue to work with you, the members of the Financial Team, the cabinet, as well as the other branches of government. Together we will engage in “Financial Planning: A Blueprint for Success”. Sincerely, Debra E. Gottlieb Director, Office of Management and Budget 1 DEMOGRAPHICS 2 Demographics/Economy Geography The United States Virgin Islands (USVI) consists of four main islands: St. Croix, St. Thomas, St. John, and Water Island and approximately 70 smaller islands, islets and cays. The total land area is about the size of Washington, D. C. Area total: 352 km2, land: 349 km2 and water: 3 km2. The USVI is located 60 miles east of Puerto Rico and 1,075 miles south of Miami, Florida in the Caribbean Sea and the Atlantic Ocean. The USVI are known for their white sandy beaches and strategic harbors to include Charlotte Amalie and Christiansted. The largest island, St. Croix, has an area of 84 square miles and is less mountainous than the other islands. St. Thomas is located approximately 35 miles north of St. Croix and covers an area of 32 square miles. Charlotte Amalie, the capital of the USVI, is located on St. Thomas. Three miles east of St. Thomas with an area of 20 square miles, St. John’s topography is similar to that of St. Thomas. Two‐thirds of the island is preserved by the Virgin Islands National Park. Water Island, the newest Virgin Island, was transferred from the jurisdiction of the Department of Interior to the Virgin Islands in December 1996 and is located approximately one‐half mile from the Charlotte Amalie harbor. History The USVI is an unincorporated Territory of the United States. The United States purchased the then Danish West Indies from Denmark in 1917 for $25 million. The islands were under the jurisdiction of the Department of Navy until they were transferred to the Department of Interior in 1931. Executive Order Number 5566 placed the islands under the control of the United States of America. In 1936, the United States Congress passed the Organic Act, whose provisions allowed for a system of civil government. Under legislation passed in 1968, the Territory has been democratically electing its Governor since 1970. Prior to 1970, the President of the United States appointed the Governor. The law making body of the United States Virgin Islands is a 15‐member unicameral body called the Legislature of the Virgin Islands. The Legislature is one of the three co‐equal branches of government. The other two branches are the Executive Branch, which is headed by a Governor and is responsible for administering the laws passed by the Legislature, and the Territorial Court of the Virgin Islands, which is responsible for interpreting the laws. The main political parties are the Democratic Party, the Independent Citizens Movement Party (ICM) and the Republican Party. Also there are candidates who may run as independents. Economy With tourist visits of approximately two million annually, tourism accounts for seventy percent (70%) of the Gross Domestic Product (GDP). Tourism related services help increase private sector employment. Other private sector employment include wholesale and trade, manufacturing (petroleum refining, textiles, electronics, pharmaceuticals and watch assembly) and construction and mining. HOVENSA, one of the world’s largest petroleum refineries is located on the island of St. Croix and is the Territory’s largest private sector employer. The agricultural sector is small, 3 Demographics/Economy with most of the islands’ food being imported. International business and financial services are a small but growing component of the economy. Health The United States Virgin Islands Department of Health, along with the Schneider Regional Medical Center which includes the Roy L. Schneider Hospital and Community Health Center on St. Thomas, the Myrah Keating Smith Clinic on St. John and the Charlotte Kimelman Cancer Institute on St. Thomas, and the Governor Juan F. Luis Hospital and Medical Center on St. Croix, address a wide range of health care needs, including heart disease, cancer and diabetes. The Department has established partnerships with the Virgin Islands Infant Mortality Review Panel, the Virgin Islands Alliance for Primary Care, the St. Croix Women’s Coalition and the St. Thomas Family Resource Center to aid with the efforts to increase health awareness. The Department of Health is also involved in the Healthy People 2010 campaign, which is a national health promotion and disease prevention initiative launched in January 2000 through the United States Department of Health and Human Services to increase the quality and years of healthy life and to eliminate health disparities among the populace. Education The Virgin Islands Board of Education was established as an independent agency of the Government of the USVI by Act No. 2252. Its duties are to recommend the establishment of public schools; prescribe general regulations and orders; adopt curricula and courses of study; recommend laws and amendments; and recommend appropriations required for the operation of the public schools and thpage number e Department of Education. The USVI educational system is comprised of a State Education Agency (SEA) and 2 Local Education Agencies (LEA) for the St. Thomas/St. John District and the St. Croix District. The District of St. Thomas/St. John has two high schools, three middle schools, and fourteen elementary schools. The St. Croix District has two high schools, a vocational school, an alternative school, three middle schools, and ten elementary schools. Additionally, the University of the Virgin Islands has one campus in each district. 4 Demographics/Economy Human Services The Department of Human Services serves as the “state agency” for publicly financed programs that address the needs of the indigent, disabled, elderly and low‐income population. The department also addresses the needs of the juvenile population through the Foster Care, Child Abuse and Neglect, Juvenile Justice and Juvenile Delinquency Prevention Programs. Most recently the department was assigned oversight responsibility to end chronic homelessness in the territory. The Department of Human Services, through partnership with other Government departments and agencies and other organizations, assists in the rehabilitation of individuals in order to place them in competitive employment to achieve self‐sufficiency. 5 Population Currency USD Total Population 108,612 Employment Male 51,864 Non‐Agricultural Employment Female 56,748 Private Sector 30,511 Under 5 years 8,553 Construction and mining 3,017 5 to 9 years 10,176 Manufacturing 2,148 10 to 14 years 9,676 Transportation and public utilities 2,446 15 to 19 years 8,688 Wholesale and retail trade 9,787 20 to 24 years 5,916 Finance, insurance & real estate 1,918 25 to 34 years 13,705 Services 11,195 35 to 44 years 15,746 Federal Government 906 45 to 54 years 15,521 Territorial Government 11,796 55 to 59 years 6,757 60 to 64 years 4,757 Tourism Industry 65 to 74 years 5,845 75 to 84 years 2,505 Tourist (thousands) 553 85 years and over 767 Excursionists (thousands) 1,816 Air Excursionists 78 Median age 33 Cruise passengers 1,739 Number of Cruise Ships 845 Race Tourism related Employment 8,910 Hotel and other lodging 3,930 One race 104,820 Gift Shops 2,130 Black or African American 82,750 Restaurants and Bars 2,300 White 14,218 Transportation by air 550 Other races 7,852 Two or more races 3,792 Household Income Ethnic Groups Total Households 40,648 Less than $5,000 7,290 West Indian $5,000 to 9,999 3,290 Virgin Islands born 45% $10,000 to 14,999 3,516 Other West Indian islands 29% $15,000 to $24,999 6,382 US Mainland 13% $25,000 to $34,999 5,187 Puerto Rican 5% $35,000 to $49,999 5,712 Other 8% $50,000 to $74,999 5,058 $75,000 to $99,999 2,181 School Enrollment $100,000 or more 2,032 Median Household income (dollars) 24,704 Nursery school, preschool 2,484 Kindergarden 2,230 Per Capita Income 13,139 Elementary school (grades 1‐8) 16,858 High School (grades 9‐12) 7,440 Language spoken at home College or graduate school 3,107 English (official) or English Creole 75% High school graduate or higher 61% Spanish or Spanish Creole 17% Bachelorʹs degree or higher 17% French or French Creole 7% Other 2% Education Attainment Religions Less than 9th grade 12,133 9th to 12th grade (no diploma) 13,743 Baptist 42% High School Graduate 17,044 Roman Catholic 34% Some College 9,425 Episcopalian 17% Associate Degree 2,269 Other 7% Bachelorʹs Degree 6,841 Graduate or Professional Degree 4,148 (Source: US Census Bureau 2000 data) UNITED STATES VIRGIN ISLANDS SELECTED DEMOGRAPHICS FISCAL YEAR 2009 6 Economic Review and Outlook 2009 The Virgin Islands economy has begun to show the markings of the downturn in the United States (US) economy. Deterioration in the US housing markets and volatility in the equity markets along‐side higher energy prices have triggered a slow‐down in the pace of economic activity. Most notably, consumer and business spending has begun to tighten as evident by the recent drop in business receipts. Taxable business receipts—a broad measure of economic performance—fell during the second quarter of Fiscal Year (FY) 2008. The growth of consumer spending sustained by growth in their income and borrowing, is being curtailed by increased cost of borrowing, persistently high oil prices and the rising cost of food, utilities and other consumer goods and services. Although there is weakness in some sectors, the outlook in the near‐term is for the economy to stay on course, although growth is expected to be marginal. There are reasons for optimism. The $152.0 billion federal fiscal stimulus package which calls for individuals to receive rebate checks along with other elements such as tax breaks for some businesses should boost consumer and business spending well into FY 2009. Beginning in May 2008, more than 130 million US households and 40,000 US Virgin Islands residents will receive tax rebate checks of up to $600 for individual taxpayers who make up to $75,000 and $1,200 for couples who make up to $150,000, plus $300 for dependent children. Seniors living on Social Security and veterans are also eligible to receive $300. US Virgin Islands residents will receive a $41.5 million federal fiscal stimulus package. The impact of the stimulus package depends largely on how much consumers choose to spend, save or pay debts. Although the magnitude of the spending response is uncertain, previous experience suggests that a large percentage of households are sensitive to a temporary cash flow and are likely to spend it. Tax rebates will boost expenditures; hence, a lift in consumer spending should lead to resumption in growth of business receipts. While there will be an immediate impact on consumer and business spending as a result of the fiscal stimulus package, the impact will be temporary and may not be sufficient to generate more than modest Gross Territorial Product (GTP) growth in FY 2008. The combination of federal fiscal and monetary stimulus adjustments underway to correct the housing and credit conditions should lead to an improvement in the economy and stronger growth in FY 2009. This sanguine outlook for 2009 rests on a number of initiatives designed to bolster the local economy. A number of major capital projects have started or about to start that should generate economic activity. These projects include the $54.0 million Pond Bay Club and the $51.0 million Calabash Boom housing development on St. John; the $50.0 million Raphune Vista, the $70.0 million Cabrita Partners housing development; and the $60.0 million Dolphin Cove villas and condominium development on St. Thomas; and the $50.0 million Stanford Business Center Holdings and the $10.0 million South Grapetree Bay Hotel on St. Croix. The construction activity should receive solid support from both the private and public sector mainly from housing, hotel, road, and other infrastructure development. The construction sector, therefore, should resume as a major driver of economic activity in FY 2009, in addition to manufacture, tourism and business activity. 7 Economic Review and Outlook 2009 The manufacturing sector will continue to benefit from strong demand for oil and refined products, although industry experts report that prices of refined products have failed to keep pace with the sharp rise in oil prices, thereby narrowing refined products margins. This, notwithstanding, it is anticipated that output from this industry will be strong in FY 2009 with the value of exports of refined products well over $11 billon. This sector will be further strengthened by strong output from the rum industry. In anticipation of increased production, Cruzan VIRIL, Ltd., is constructing space to house 40,000 additional barrels. Although its parent company, Vin & Sprit AB, a Swedish‐based international wine and spirits company, recently signed an $8.8 billion agreement with Pernod Ricard, Ltd, to purchase the company, no disruption in local rum production is anticipated. The tourism sector is expected to rebound in FY 2009 stemming from a strong collaborative marketing and promotional campaign by the Department of Tourism and the Tourism and Hotel Associations to bring more overnight visitors to the Territory. The Tourism Department is increasing their marketing efforts in Europe to take advantage of the depreciation of the US dollar as well as offering incentives to travelers to encourage them to the visit the Territory. Additionally, a resurgent is expected in cruise passengers on St. Croix as some 50 cruise ship calls are scheduled for FY 2009. The combination of these factors foreshadows an increase in economic activity in the year ahead. Although the economy is currently feeling the headwinds from the US slowdown, the combination of fiscal and monetary stimulus initiatives should set the stage for a stronger economic growth in 2009. 8 LEGISLATURE 9 Legislature of the U.S. Virgin Islands Office of the Senate President Senators Office of the Executive Director Legal Counsel Journal Section Legislative Archives St. John Office Security Transportation Public Affairs Post Audit Management Information System Legislative Reporters Human Resources Business & Financial M t Committees Assistant Executive Director STT/STJ Assistant Executive Director/Chief of Operations STX Finance Ethical Conduct Rules & Judiciary Labor & Agriculture Health, Hospital & Human Services Housing, Sports & Veteran Affairs Public Safety, Homeland Security & Justice Governmental Operations Education, Culture & Youth Economic Development. Planning & Environmental Protection THE UNITED STATES VIRGIN ISLANDS LEGISLATIVE BRANCH ORGANIZATIONAL STRUCTURE 10 Legislature of the Virgin Islands ORGANIZATIONAL TYPE: Policy Scope and Overview The beginning of the Legislature of the Virgin Islands can be traced back to the passage of the Colonial Law of 1852. This law, the first ʺconstitutionʺ of the Islands, provided for the establishment of a unified Colonial Assembly and for a Governor as the chief executive, or to be more accurate, as a vice regent of the King of Denmark. The Governor, as the king’s direct representative, had the power to issue ordinances which had the force of law. In addition, he had the power to dissolve the Assembly with the provision that this not be done more than twice in two years and that a new election be held within two months of the dissolution. The Colonial Assembly, which served St. Thomas, St. Croix, and St. John, was basically limited to an advisory role. It could only make recommendations which could be accepted or rejected by the governor. In addition, the King still reserved the final authority to reject or amend any law made in the colony. The Colonial Assembly, in addition to its lack of decision‐making power, had serious flaws. It was forced to attempt to combine two incompatible economic systems into one political system. St. Thomas, with a commercially based economy, had totally different requirements from St. Croix, which had an agrarian economy. Because St. Croix had a larger delegation to the Assembly than either of the other two Islands, many recommendations were passed which were unfavorable to St. Thomas. To make matters worse for the St. Thomian delegates, meetings were held on St. Croix. Eventually, because of a combination of transportation difficulties and hostilities, St. Thomian delegates ceased to attend meetings, and consequently, none were conducted between 1856 and 1859. Needless to say, this legislative system soon fell apart, and eleven years after its inception, was superseded by the Colonial Law of 1863. The Colonial Law of 1863 changed the system of government by dividing the islands into two Municipalities, which were St. Thomas ‐ St. John, and St. Croix. Each Municipality was served by a Colonial Council; both councils could combine as an Assembly at the call of the governor or both Councils. The Councils had slightly greater powers than their predecessors and they had some measure of financial control that is usually inherent in legislative bodies as we know them. However, many limitations on the powers remained firmly in the hands of the King and his direct representative, the Governor. All final decisions rested with the King. In addition, the King appointed four members to the St. Thomas ‐ St. John Council and five to the St. Croix Council. An additional handicap was the amount of deliberation necessary to adopt any measure. Before the Council adopted a measure, it was subject to revision three times. The first revision period permitted general discussion, in the second the governor or the council could make amendments, and in the third, only the governor could make amendments. Any measure was still subject to the approval of the King in order to become law. The Colonial Law of 1863, besides dictating the structure of government, also dealt with the important matter of enfranchisement. It was the opinion of the lawmakers at the time that landowners and other people of means were those that truly had a stake in the society and therefore should be the ones represented at the polls. Subsequently, the strict property and 11 Legislature of the Virgin Islands income qualifications stipulated by the Colonial Law of 1863 resulted in only 5.5 percent of the population being able to vote. This caused a double disadvantage for the average citizen, who saw not only a Colonial Council that was practically powerless, but also one in which he was not represented. To put it simply, the average or ʺgrass rootsʺ people had no voice whatsoever in the running of the government. The Colonial Law of 1906 was basically an amendment to the Colonial Law of 1863. Of its provisions, the most noteworthy is one which states that before any ordinance is adopted, the opinion of the Assembly must be solicited. While this further insured that the voice of the Councils would be heard, it still gave them no power to enact or influence any legislation. This law of 1906 was the last ʺconstitutionalʺ document handed down by the Danes and it reflected the fact that, even in the 20th Century, the Danish Government felt the natives of the Danish West Indies should be free to express their opinion, but the decision making functions must rest with the government of the ʺmother country.ʺ To the end of Danish rule, Virgin Islanders had little self‐government. The lack of self‐government, along with dire economic straits in the Islands, led to the widespread native approval of the sale of the islands in 1916 and their subsequent transfer in 1917. The natives assumed that along with the rights of American citizenship they would also receive a greater measure of self‐government. As things turned out, they got neither. When the United States took over the islands during World War I it was a hasty and forced move for the sole purpose was to prevent the Germans from taking them and thus improving strategic defense of the Panama Canal. Therefore, the Islands, unlike the Louisiana Purchase or many other territories, were not acquired for purposes of expansion, but simply as a military possession. As a result, the natives were not granted citizenship and the administration of the islands was delegated to the Department of the Navy. The Navy, never known for being socio‐ politically gifted, decided to leave what seemed to be well enough alone and thus, with the obvious exception of having a Naval officer take the post of governor, there was no significant change in the structure of government. Under the Administration of the Navy, significant progress was made for the Islands’ residents. New roads and hospitals were built, and efforts were made to improve sanitation and education in the islands. However, the years of the ʺNaval Regimeʺ from 1917‐1931 were long, bitter years for those who sought greater self‐rule in the Virgin Islands. The training and temperament of the average ranking Naval officer was not at all suited to the running of a popular government for a peaceful group of people. Therefore, according to the testimony of natives, the majority of Naval governors conducted island affairs in much the same manner as they would have run a battleship. To make matters worse, the Federal Administration largely lost interest in the Islands after World War I as they had served their original purpose. As a result, there was little or no effort on the part of the administration to oversee the affairs of the Islands and the Governor was thus left free from outside interference. This combination of federal neglect, carried over Danish laws, and Naval temperament conspired to effectively stymie any efforts at self‐government. 12 Legislature of the Virgin Islands The years of the ʺNaval Regimeʺ bred many seeds of discontent and produced such ʺradicalsʺ as Rothschild Francis and D. Hamilton Jackson, as well as others who fought for greater civil liberties and the removal of the Naval administration. In 1927 United States citizenship was granted to Virgin Islanders. Finally, in 1931, with the help of the American Civil Liberties Union (ACLU), the native leaders had stirred up enough publicity and outrage that President Herbert Hoover signed an order which provided for the transfer of the administration of the Islands from the Navy Department to the Department of the Interior. While the yoke of the Navy had been lifted, no structural changes were made in the government and active leaders continued to press for change. On June 22, 1936 the United States Congress passed the Organic Act of 1936. Under the provisions of this Act, a true system of civil government was established for the Islands. The two Colonial Councils, now Municipal Councils with the exclusion of the appointed members, remained, and could still combine to form a Legislative Assembly, but they were given legislative power to pass laws and to override the governor’s veto by two thirds vote, although in this event, final veto power went to the President of the United States. The Legislative Assembly, which could convene upon passage of resolutions by both Councils or on the call of the governor, had the authority to enact legislation for the entire Virgin Islands. To be eligible for membership on a Municipal Council, a candidate had to be at least twenty‐five years of age, a qualified voter in the municipality in which he sought election, and be a resident of that municipality for not less than three years preceding the date of election. The Organic Act of 1936 was a major victory for native Virgin Islanders who wanted a greater measure of self‐government. The greatest features of the Organic Act included the granting of universal suffrage and permanent removal of property and income qualifications for voting. This took political control of the Islands from the upper class and ʺlanded gentryʺ and placed it squarely in the hands of the thousands of working and lower class citizens in the Virgin Islands. Thus, the face of the Legislative Branch was also changed. Conservative legislators preferring the status quo were replaced by more liberal, sometimes even radical legislators, who were more dedicated to bringing about social and economic changes and better working conditions for the working man or the ʺgrass rootsʺ people. Despite the apparent victories, however, changes still needed to be made in the new governmental system. Although Councils were empowered to enact legislation and override the Governor’s veto, the Congress of the United States still reserved the power to annul any and all legislation enacted by the Virgin Islands Government. The President of the United States retained final veto power in the case of a legislative override of the Governor’s veto. In addition, the Legislative Assembly, the body that passed laws for the entire Territory, was the representative of unified government. It did not meet with as frequently as might be desired and was only empowered to act on bills proposed by the Governor or by both the separate Councils. In other words, the Legislative Assembly was not capable of independent action. It can be said therefore, that there was still no viable working instrument to enact legislation for the entire Virgin Islands and that a unified system of government was still lacking. By this point, it was more than high time that one was put into effect. 13 Legislature of the Virgin Islands In 1954, this unified legislative system was put into effect when the United States Congress passed the Revised Organic Act of 1954. Among other things, this act created a unicameral body called the Legislature of the Virgin Islands, in which all legislative power was vested. For the first time since 1863, the Government of the Virgin Islands was fused into one entity. A relatively equal balance of power between the Executive and Legislative Branches was finally attained. In addition, equal representation from St. Thomas and St. Croix was achieved. The unicameral Legislature created by the this Act, unicameral, consisted of eleven members: three from the District of St. Croix; three from the District of St. Thomas; one from the District of St. John; and four At‐Large, serving all three islands. The At‐Large concept is utilized solely for the purpose of embodying the unified interest of all Virgin Islanders and to reduce inter‐island deadlocks. In 1966 the Legislature underwent further change when the United States Congress and the Virgin Islands Legislature passed a resolution. The number of seats was increased from 11 to 15 and the distribution changed to the following: seven from the District of St. Thomas ‐ St. John; seven from the District of St. Croix; and one At‐Large who must be a resident of St. John. With that move, the Legislature of the Virgin Islands had finally evolved into its present form. It is now a body with the rights and powers enjoyed by most state legislatures of the Union. With the century‐long development of the Legislative Branch from Colonial Assembly to Virgin Islands Legislature, we see an important part of a people’s struggle for self‐determination and self‐ government. The Legislature is one of three co‐equal branches of the Government of the Virgin Islands of the United States, with its own powers delegated by the Revised Organic Act of 1954, passed by the U.S. Congress, which established our local government. The other two branches are the Executive Branch, which is headed by the Governor and is responsible for administering the laws passed by the Legislature; and the Court System, usually called the Judiciary, which interprets the laws passed. The Senators are elected representatives of the people and pass the laws for the people of the Virgin Islands, subject to the veto power of the Governor. These laws must not be in conflict with any federal rule or law, or in violation of the Constitution of the United States. 14 Legislature of the Virgin Islands Duties of the Legislature The Legislature of the Virgin Islands organizes committees to plan ways in which the various departments of the Government can operate more effectively. When a new law or resolution is proposed, it is first written up as a ʺBill,ʺ introduced into the Legislature, and given a number and assigned to a committee. After the Bill is discussed by the various committees concerned with its content, it is sent to the floor of the Legislature, voted upon by the fifteen Senators, and if passed by a majority of Senators present and voting, it is sent to the Governor for his signature. When the Governor signs the Bill, it then becomes an ʺActʺ or Law of the Virgin Islands Government and will be put into effect. If the Governor vetoes the Bill, the Senators can override the veto by a two‐thirds vote of the fifteen member body. The Legislature may convene in Special Sessions called by the President of the Legislature, by petition to the Office of the President of the Legislature signed by a majority of the Senators, or by the Governor of the Virgin Islands. The legislative power and authority of the Virgin Islands, created by Section 5‐A of the Revised Organic Act of the Virgin Islands approved July 22, 1954, as amended, is vested in a legislature consisting of one house, designated as the ʺLegislature of the Virgin Islands.ʺ Annually, on the second Monday in January, the Legislature convenes in Regular Session. In addition to its law‐making functions, the Legislature performs functions which include fact‐ finding and similar investigation, receiving and considering requests or petitions from groups and individuals, confirming certain officers appointed by the Governor, and exercising quasi‐ judicial authority to punish in cases of certain offenses against the Legislature or its members. The Legislature is composed of fifteen Senators, who serve for two year terms. It adopts its own rules of procedure, establishes standing committees, maintains its own records, and elects its own officers. The presiding officer of the Legislature is the President of the Senate. To be eligible to serve as a member of the Legislature, a person must be twenty‐one years old, be a U.S. citizen, be a resident of the Territory for not less than three years, and be a qualified voter of the district from which election is sought. 15 Legislature of the Virgin Islands Office of the Executive Director Functional Statement: The Executive Director is central to the administration and functioning of everyday legislative business. The Director is responsible for the daily administration of the legislative offices on all three islands, and is assisted on St. Croix by a full time Assistant Executive Director. All bills, legislation initiated by the Governor, zoning change petitions, commendatory resolutions, and formal correspondence pass through the Office of the Executive Director before reaching the floor of the Senate. Acting as clerk on the floor, the Executive Director reads all bills, resolutions, and correspondence, and conducts all votes put to a roll call. Additionally, the Executive Director is responsible for the printing and distribution of bills, acts, journals and other official documents; the preservation of legislative records; and the supervision of all employees who may be assigned to this office by the President of the Senate. Post Audit Division Functional Statement: The Division of Post Audit is attached to the Legislative Standing Committee on Finance. The Post Auditor monitors the financial affairs and transactions of every department or agency of the Executive, Legislative, and Judicial Branches of government. Post audits are made to discover any evidence of unauthorized, illegal, irregular, or unsafe handling or expenditure of funds. Office of Legal Counsel Functional Statement: The Office of Legal Counsel is responsible for bill drafting and research for the members of the Legislature. The Legal Counsel insures that the language of bills that are introduced is legally correct and consistent with the Virgin Islands Code. In addition, the Legal Counsel advises the Senate on points of parliamentary procedure and acts as the legal arm of the Legislature on matters of litigation. 16 Legislature of the Virgin Islands Office of Business Affairs Functional Statement: The Office of Business Affairs is responsible for computing payroll, per diem, and expense reimbursements for each Senator and employee. The Office acts as a clearing house for purchased all items approved by the Executive Director or the Senate President, and performs all legislative bookkeeping and accounting functions as well as compiling and maintaining all fiscal records. Office of Media Services Functional Statement: Media Services was established to disseminate accurate and timely reports on legislative activities. The public is served by the daily press releases and reports on the legislative activities for that day and the weekly up‐dates and periodic analysis on controversial or complex bills. The Office also provides an update on the disposition of bills in the various committees. Legislative Archives Functional Statement: Legislative Archives, headed by a Records Analyst, is responsible for the effective organizing of documents, and for storing records, and all other legislative reference materials. In addition, Archives works in concert with the Legislative Library, which is under the jurisdiction of the Legal Counsel’s Office, giving that office maximum research capability. Journal Section Functional Statement: The Journal Section is responsible for typing, printing and distributing all legislative bills and journals. The Journal Section maintains a bill register which records each bill, along with its sponsors, committee assignments, date of introduction, report to the floor, adoption, veto, and subsequent action. At the end of each year, the Journal Section prepares a complete record on each piece of legislation introduced, which is then submitted to the Lieutenant Governor’s Office for printing in the Session Laws and subsequent codification. 17 Legislature of the Virgin Islands Legislative Reporters Functional Statement: The Chief Recording Secretary shall be the Chief Recording Officer of the Legislature. The duties of the Chief Recording Secretary are to record and transcribe verbatim each meeting of the Legislature, and to provide a copy of the verbatim transcript to each member of the Legislature, the Executive Director, and the Chief Counsel upon request; to record and transcribe verbatim any meeting of a Committee of the Legislature when directed to do so by the President or his or her designee; to cooperate with the Executive Director in providing members of the Legislature and respective staffs with documents which may be transcribed by the Recording Secretary or his designee. Sergeant‐at‐Arms Functional Statement: The Sergeant‐at‐Arms’ duties are to attend the Legislature during all of its sittings and to execute the commands of the Legislature, together with all processes issued by the authority of the President; to enforce these Rules as they relate to order and decorum in the Legislative Chambers; if directed, to establish a quorum at each meeting of the Legislature as provided in Section 205 (c) of these Rules; and to perform other duties prescribed by the President and to supervise employees assigned by the President to assist with these duties. The Sergeant‐at‐Arms is authorized to arrest for contempt all persons in the Gallery found in loud conversation or otherwise disturbing the proceedings of the Legislature. Maintenance, Construction and Housekeeping Functional Statement: The duties of the Chief of Maintenance and Construction are to supervise a maintenance and construction staff of persons qualified and trained in building repairs, maintenance and construction; to prepare estimates of materials and labor costs for repairs and construction work on offices and buildings of the Legislature; to inspect work performed in the various offices of the Legislature by private contractors in plumbing, painting, repairs, electrical and other work; and to prepare reports to the President on the condition of the various offices of the Legislature in St. Thomas, St. Croix and St. John. 18 JUDICIAL 19 Supreme Court Chief Justice and Associate Justices Trial Courts Associate Judges Superior Court Presiding Judge Court Administrator Clerk of the Court Jury Managemen t Internal Audit Computers Budget & Accounting Records & Archives Libraries Personnel Maintenance Court Reporting Probate Criminal Civil Marshals Cashier Traffic Family General Counsel Administrative Director Property & Procurement Communication Court Volunteer Probation Psychological Reports & Statistics Public Relations Trans‐ portation Steelband Program Security Pretrial Intervention Interagency Liaison Judicial Council Information Technology Human Resources Judicial Security Facilities Management Bar Admission/ Statistics & Judiciary Reporting Records Management Public Information Property & Procurement Library Services Financial Services Appellate Clerk of the Appellate Processes Court Reporter Staff Attorney THE UNITED STATES VIRGIN ISLANDS JUDICIAL BRANCH ORGANIZATIONAL STRUCTURE 20 Supreme Court of the Virgin Islands ORGANIZATIONAL TYPE: Enforcement/Regulatory Scope and Overview Congress in 1984 authorized the establishment of an appellate court for the Virgin Islands to be created by the Legislature in its discretion. In 2004 the Legislature, acting on such Congressional authority, established the Supreme Court of the Virgin Islands as the highest court of the Virgin Islands. The Court assumed its appellate jurisdiction on January 29, 2007. The court presently consists of a chief justice and two associate justices. The court is assisted by the service of active judges of the Superior Court and of retired judges of courts of record of the Virgin Islands who serve as Designated Justices to fill vacancies on the court caused by disqualifications or other absences. The Virgin Islands Supreme Court is the equivalent of a state supreme court. As the highest court for the Virgin Islands, the Supreme Court is authorized to review all final orders, judgments and specified interlocutory orders of the Superior Court of the Virgin Islands. Cases before the court are determined by three justices and a decision by two justices is required for a decision of the court. The Supreme Court has exclusive jurisdiction over members of the legal profession and of admissions to the bar. The Court oversees the established organized integrated Virgin Islands Bar Association and has the power to approve the rules regarding attorney discipline. The Court also approves the rules regarding attorney conduct and has established rules governing the admission of members of the Virgin Islands Bar Virgin Islands Bar; and the discipline of attorneys and the practice of law in the Virgin Islands. Brief History of the Virgin Islands Judiciary The judiciary of the Virgin Islands is now on the brink of becoming a twenty‐first century court system, with a framework that was established almost a century ago. Having evolved from three Police Courts in the cities of Frederiksted, Christiansted, and Charlotte Amalie, the current system boasts the Superior Court of the Virgin Islands in each judicial district of St. Thomas/St. John and St. Croix and now, a Supreme Court of the U.S. Virgin Islands that will be tasked with hearing the appeals from the Superior Court territory‐wide. The beginnings of the Virgin Islands judiciary were rooted in the 1921 Codes of St. Thomas and St. John and St. Croix which established the police courts. On July 22, 1954, the Revised Organic Act of the Virgin Islands was amended and approved. Section 21 of that Act vested judicial power in a court of record called the District Court of the Virgin Islands and in any lower courts established by local law. The three Police Courts were then abolished and two municipal courts were established: one for St. Thomas and St. John and one for St. Croix. 21 Supreme Court of the Virgin Islands After a decade of this judicial structure, the make‐up of the local judiciary matured yet again. On March 1, 1965, the two municipal courts were combined into a single court called the Municipal Court of the Virgin Islands. On September 9, 1976, the Legislature of the Virgin Islands established the forerunner of todayʹs Superior Court of the Virgin Islands in accordance with Act. No. 3876 (Section 5, Sess. L. 1976, p. 17.) The Municipal Court of the Virgin Islandsʹ name was changed to the Territorial Court of the Virgin Islands. Almost three decades later, the Territorial Court gained a substantial amount of judicial autonomy. This was authorized by the 1984 amendments to the Revised Organic Act of 1954 and triggered by local enactments by the Legislature as well as the Governor of the Virgin Islands. On October 1, 1991, the Territorial Court obtained jurisdiction over all local civil actions in accordance with Title 4 V.I. Code Ann. Section 76(a). Effective January 1, 1994, pursuant to Act 5890, the Legislature of the Virgin Islands granted original jurisdiction in all criminal matters to the Territorial Court. On October 29, 2004, Act No. 6687 established a Supreme Court of the Virgin Islands and officially changed the name of the Territorial Court of the Virgin Islands to the Superior Court of the Virgin Islands. On July 19, 2006, Governor Charles W. Turnbull, PhD nominated the Honorable Rhys S. Hodge, Honorable Maria M. Cabret and Honorable Ive Arlington Swan, as the first three justices of the Supreme Court of the Virgin Islands and designated the Honorable Rhys S. Hodge as the first Chief Justice. On October 27, 2006, the Twenty‐Sixth Legislature of the Virgin Islands unanimously confirmed the three legal stalwarts, setting a monumental precedent in Virgin Islands history. The investiture of the first Justices of the Supreme Court of the Virgin Islands occurred on December 18, 2006, and not only made an indelible mark in the history of the Virgin Islands, but complements the progressive framework of the local judiciary that was established more than half a century ago. The Virgin Islandsʹ Judiciary has now joined the other states and territories of the union with a judicial structure that speaks to its own progressive autonomy. Its current status is due in no small measure to the tireless efforts of the governors, delegates, and law makers of this territory, and the dedicated persistence of the territoryʹs esteemed jurists, both past and present, whose commitment to the administration of justice is only paralleled by their commitment to the people of the Virgin Islands. On January 29, 2007, the Supreme Court of the Virgin Islands officially assumed appellate jurisdiction over all appeals in the Virgin Islands. In so doing the Supreme Court dislodged all appellate jurisdiction from the Appellate Division of the District Court, which now will retain appellate jurisdiction to conclude the cases filed prior to January 29, 2007. 22 Supreme Court of the Virgin Islands Judicial Council The Judicial Council has historically acted as the vehicle through which the Territorial Government provides assistance to the District Court. This assistance is provided for two main reasons: all fees (copying, filing, bankruptcy, certification of documents, etc.) collected by the District Court of the Virgin Islands are deposited into the General Fund, and the District Court of the Virgin Islands, through the Appellate Division, processes cases appealed from the Superior Court of the Virgin Islands, fulfilling the mission that would otherwise have befallen a Supreme Court. With the establishment of the Supreme Court of the Virgin Islands, no new cases are filed in the Appellate Division. However, the work of the Appellate Division is still required to resolve the cases that remained pending at the time of the establishment of our current Supreme Court. In addition, the council directs the operation of the District Court Law Library, which provides for services to the members of the local bar and the community at large. Office of Administrative Services The Office of Administrative Services is a separate office established in accordance with V.I. Code Ann. Section 30(a). The office is managed by an Administrative Director who is appointed by the Chief Justice. The primary responsibilities, inter alia, of the Administrative Director include the facilitation of the daily operations of the court system, developing the administrative structure and systems of the Supreme Court, and assisting in the development and implementation of the vision, values and direction of the Supreme Court of the Virgin Islands. Further, the Administrative Director has the responsibility of coordinating the annual budget presentation of the Virgin Islands Judiciary to the Legislature of the Virgin Islands, serving as legislative liaison for the Court, compiling, maintaining and publishing any statistical information and reports produced by the Supreme Court, and coordinating services with other courts, agencies and outside vendors as they relate to the overall operations of the Supreme Office of the Virgin Islands. The Administrative Director is responsible for the supervision of the professional and non‐ professional staff in the Office of Administrative Services which includes personnel in the following areas: Bar Admission/Attorney Services, Facilities Management, Financial Services, Human Resources, Information Technology, Judicial Security, Library Services, Property and Procurement Services, Public Information, Records Management, Statistics and Judiciary Reporting for the Supreme Court. The Office of Administrative Services provides assistance to the Supreme Court in the development of emerging issues, including providing staff support for special projects, initiatives, and task forces. 23 Supreme Court of the Virgin Islands Office of the Clerk The establishment of the Office of the Clerk and the appointment of the Clerk of the Court are done in accordance with Title 4 V.I. Code Ann. Section 31(d)(1) by the Chief Justice of the Supreme Court. Working under the direction of the Chief Justice, the Clerk is primarily charged with operating the day to day functions of the Clerkʹs Office. The Clerk is responsible for the supervision of the professional and non‐professional staff in the Clerkʹs Office, the administration and management of the appellate case processing of the Supreme Court, and the planning and implementation of new, emerging and changing technological developments in the case processing arena. In fulfilling the Officeʹs mandate, the Clerk coordinates services with other courts, agencies and outside vendors as they relate to the efficient operation of the Clerkʹs Office and renders assistance in the preparation of the annual budget of the Virgin Islands Judiciary and forecasting the needs of the Supreme Courtʹs business. The Clerk provides assistance to the Chief Justice, other courts in the judiciary, territorial government agencies, members of the Virgin Islands Bar and the citizens of the Territory and serves as the Secretary to the Judicial Council. 24 Superior Court of the Virgin Islands ORGANIZATIONAL TYPE: Enforcement/Regulatory Scope and Overview The historical legacy of the Superior Court of the Virgin Islands evolved from three (3) Police Courts – the Police Court of Frederiksted, the Police Court of Christiansted, and the Police Court of Charlotte Amalie. The Court System existed under the 1921 Codes of St. Thomas and St. John, and St. Croix. The Revised Organic Act of the Virgin Islands, as amended, was approved on July 22, 1954. Section 21 of the Revised Organic Act, as amended, vests the judicial power in a court of record to be designated the “District Court of the Virgin Islands,” and in such a court or courts of inferior jurisdiction as may have been, or may hereafter be, established by local law. Thereafter, the three (3) Police Courts were abolished and two (2) municipal courts were established: the Municipal Court of St. Thomas and St. John, and the Municipal Court of St. Croix. After a decade of this judicial structure, the composition of the local judiciary changed again in 1965. On or after March 1, 1965, by legislative enactments, the two (2) municipal courts were consolidated into a unified court designated as the Municipal Court of the Virgin Islands. The state of the Virgin Islands judiciary remained progressive and optimistic. In 1976, enactments of the Virgin Islands Legislature, established the antecedent of today’s Superior Court of the Virgin Islands. On September 9, 1976, pursuant to Act No. 3876, Section 5, Sess. L. 1976, p. 17, the Municipal Court of the Virgin Islands’ name changed to the Territorial Court of the Virgin Islands. Almost three (3) decades later, the Territorial Court acquired a major assumption of judicial autonomy authorized by the 1984 amendments to the Revised Organic Act of 1954 and was triggered by local enactments by the Virgin Islands Legislature and the Governor of the Virgin Islands. In accordance with Title 4 V.I. Code Ann. Section 76(a), effective October 1, 1991, the Territorial Court obtained original jurisdiction over all local civil actions. Additionally, pursuant to Act No. 5890, the Virgin Islands Legislature granted expanded jurisdiction in criminal matters to the Territorial Court effective January 1, 1994. On October 29, 2004, the Territorial Court of the Virgin Islands’ name was officially changed to the Superior Court of the Virgin Islands pursuant to Bill No. 25‐0213, which also established the Supreme Court of the Virgin Islands. The present Superior Court is a twenty first (21st) century Court, with a framework that was established more than half a century ago. The excellent state of the Judiciary is a testament to the many judges and court personnel who have continued to be the “drum majors” of justice in the Territory. 25 Superior Court of the Virgin Islands Composition of the Superior Court of the Virgin Islands In accordance with Title 4 V.I. Code Ann. Section 71, the Superior Court of the Virgin Islands shall consist of not less than six (6) judges learned in the law, one half of whom shall reside in the Division of St. Croix and one half of whom shall reside in the Division St. Thomas‐St. John. The Governor shall designate one of the judges of the court to serve as Presiding Judge of the Court for such a term, perform such duties, and exercise such authority as may be otherwise provided by law, or by rules of the court. Title 4 of the Virgin Islands Code Section 72b establishes the general powers and duties of the Presiding Judge, designation of judges and divisions of business of the Court. Pursuant to Title 4 V.I. Code Ann. Section 72b(a), the Presiding Judge of the Superior Court shall be the administrative head of the Court and shall preside at all sessions of the court which the Presiding Judge attends. Further, in accordance with the statute, the Presiding Judge shall also be responsible for the observance by the court of the rules adopted by the Presiding Judge the procedure of the Superior Court, and prescribing the duties of its judges and officers and the times and places of holding court. In conformity with such rules, the Presiding Judge is required from time to time to designate the judges who are to sit in each Judicial Division. The Presiding Judge divides the business and assigns the cases among all the judges of the court in such a manner that will secure the prompt dispatch of the court’s business and equalize the case loads of the judges. The Presiding Judge supervises and directs the officers and employees of the court in the performance of their duties. On May 11, 2007, Act 6919 was signed into law providing a Magistrate Division within the Superior Court of the Virgin Islands. The Magistrate Division’s procedures are in accordance with the rules governing the Superior Court of the Virgin Islands. Office of the Court Administrator Functional Statement: The Office of the Court Administrator is created by Title 4 V.I. Code Ann. Section 91. The Office encompasses both jurisdictions and is compromised of the Court Administrator, who is located on St. Thomas, and the Assistant Court Administrator, who performs the mandated duties on St. Croix. The Court Administrator has oversight of the Offices of Accounting, Human Resources, Property and Procurement, Probation, Jury Management, Information Technology, Law Library, the Pretrial Intervention Program, Court Security, the Rising Stars Youth Steel Orchestra and the Court’s administrative staff. With the concurrence of the Presiding Judge, the Court Administrator also retains oversight fot the implementation and formulation of all policies and procedures governing the conduct of the court, in addition to examining the administrative and business methods employed by the Office of the Clerk of the Court and the other offices that serve the Court. 26 Superior Court of the Virgin Islands Jury Management Functional Statement: The Jury Management Division is responsible for overseeing the preparation of the master list of prospective jurors for criminal and civil trials being conducted by the Superior Court of the Virgin Islands. The Office secures jurors through a two step process: first by sending Juror issuing summonses to potential individuals to appear for service. Law Library Functional Statement: An integral facet of an efficient court system is and up‐to‐date law library. The mission of the Superior Court’s Law Library is to provide the public with access to the legal written word, including, but not limited to, the laws of the United States and the Territory of the Virgin Islands. Office of Human Resources Functional Statement: The Office of Human Resources is a division within the Office of the Court Administrator which handles personnel management at the Superior Court of the Virgin Islands. Judges of the Superior Court recruit and hire their staffs with the assistance of the Director of Human Resources. All other recruiting is done through the Human Resources Division. Pretrial Intervention Program Functional Statement: The Superior Court of the Virgin Islands was extended jurisdiction pursuant to Title 5 V.I. Code Ann. Section 4612, to divert to a program of community supervision and services for any person who is charged with any offense or offenses against the Government of the Virgin Islands, except murder, kidnapping, assault in the first or second degree, rape in the first degree, and arson in the first degree, for which a term of incarceration may be imposed and over which the program of community supervision and services that provides defendants, generally first time offenders, with opportunities for alternatives to the traditional criminal justice process of ordinary prosecution. 27 Superior Court of the Virgin Islands Rising Stars Youth Steel Orchestra Functional Statement: In 1981, the Presiding Judge of the then Territorial Court of the Virgin Islands set out to change the direction of the youth that were appearing before the Court. Using the adage of “an ounce of prevention is worth a pound of cure,” he began an experimental steel drum program, with the goal of preventing school dropout and juvenile delinquency among our youth. The program’s focus was to recruit students between the ages of ten (10) and eighteen (18) from public, private, and parochial schools and to help guide them to completion of high school. The program that initially started as a summer project became so successful that it was made into a year round program under the name of the Rising Stars Youth Steel Orchestra. Office of Probation Functional Statement: The Office of Probation is a Division within the Office of the Court Administrator. The Office is comprised of one Chief Probation Officer, who is located in the judicial District of St. Thomas/St. John, a Deputy Probation Officer who is located in the judicial District of St. Croix, and Probation Officers appointed by the Presiding Judge. The Office of Probation is charged with conducting pre‐sentence investigations and preparing pre‐sentence reports that assist the Judges of the Superior Court with imposing sentences on defendants who have been convicted of crimes or with imposing conditions upon defendants whose sentences have been deferred or are currently on pretrial release status. Additionally, the Office of Probation assists in the supervision of individuals who have been transferred from other jurisdictions through the Interstate Compact for Adult Offender Supervision (ICAOS). The Chief Probation Officer serves as the Interstate Compact Administrator. The Office also responds to inquires from other jurisdictions pertaining to individuals who are in the pretrial status. Office of the Clerk of the Court Functional Statement: The Office of the Clerk of the Court is responsible for the daily functions of the operational divisions of the Court. The office is comprised of the Criminal, Civil, Traffic, Family, Conciliation, and Small Claims Division. Additionally, the Clerk oversees the Office of the Marshal of the Superior Court, the Office of the Cashier, Division of Court Reporting and the Division of Jury Trail. The Clerk of the Court is designated as the custodian of records for all judicial matters brought before the Superior Court of the Virgin Islands. 28 Superior Court of the Virgin Islands The Clerk’s Office serves the Superior Court, the legal community and the general public by receiving and processing court documents, attending and assisting in all court proceedings, maintaining the Court’s files and entering the Court’s orders, judges and decrees. Additionally, the Clerk’s Office collects and disburses money for court fees, fines, court costs, judgments and restitutions at the Court’s direction. The Office of the Clerk of the Court endeavors to provide enhanced services to all persons conducting business with the Court by promoting the automation of the Court’s business procedures and practices, and endorsing the themes of efficiency and professionalism. Civil Division Functional Statement: In accordance with Title 4 V.I. Code Ann. Section 76(a), effective October 1, 1991, the Superior Court obtained original jurisdiction over all local civil actions. The jurisdiction is subject to the original jurisdiction conferred on the District Court by Section 22 of the Revised Organic Act of 194, as amended. Civil actions are brought to the court to enforce, redress or protect private rights. No monetary value is necessary to constitute a civil action. The Civil Division also encompasses small claims and conciliations. The Small Claims Division has jurisdiction of all civil actions in which the amount in controversy does not exceed the dollar value of ten thousand ($10,000), exclusive of interest and costs. This measure gives individuals, corporations, partnerships, and businesses the opportunity to have smaller matters heard by the Court and to represent themselves. The Conciliation Division of the Superior Court, in accordance with Title 4 V.I. Code Ann. Section 142, may, at the request of any party to a civil controversy, endeavor to effect an amicable settlement of the controversy. To that end, it may summon the other party or parties of the controversy to appear before the judge for an informal hearing. Family Division Functional Statement: The Family Division was established in accordance with Title 4 V.I. Code Ann. Section 79. Pursuant to Title 4 V.I. Code Ann. Section 174, the Superior Court maintains a separate Division, complete with secured courtrooms and support personnel of the Superior Court, to provide the child and the family a facility and an atmosphere that enhance the privacy, rehabilitation of the child, and conciliation of the family unit. The Division maintains all pending case files pertaining to divorce, separation and annulment; action relating to support of relation; adoption; changes or name; paternity suits; action to appoint and supervise guardians; probate; and actions relating to juvenile matters. 29 Superior Court of the Virgin Islands Criminal Division Functional Statement: On September 30, 1993, by Act No. 5890, the Virgin Islands Legislature granted expanded jurisdiction to the former Territorial Court, now known as the Superior Court. Pursuant to Title 4 V.I. Code Ann. Section 76, effective January 1, 1994, the Superior Court of the Virgin Islands assumed original jurisdiction in all criminal sections. Traffic Division Functional Statement: The Traffic Division is established in accordance with Title 4 V.I. Code Ann. Section 79. The Division is responsible for the proper disposition of all traffic offenses, the preparation of the appropriate records and reports relating to these traffic tickets as directed by the Court. The Clerk of the Superior Court is the repository for all uniform traffic tickets issued by law enforcement officers and others. Probate Division Functional Statement: The Superior Court has exclusive jurisdiction over the probating of wills and the administration of decedents’ estates. The Division maintains all pending case files and all wills that have been deposited with the Clerk of the Court in accordance with Title 15 V.I. Code Ann. Section 22. Office of the Court Reporter Functional Statement: The Superior Court of the Virgin Islands is a court of record. Accordingly, stenographic records of testimony, arguments or other spoken presentations heard by all judges throughout the Superior Court are required. The Office of the Court Reporter was established in accordance with Title 4 V.I. Code Ann. Section 86. The Office is charged with preserving, reproducing and supporting the record and is also responsible for the preparation of printed transcripts of court proceedings. 30 Superior Court of the Virgin Islands Office of the Superior Court of the Virgin Islands Marshal Functional Statement: The Office of the Marshal of the Superior Court of the Virgin Islands was formally established in 1977, pursuant to the provisions of Title 4 V.I. Code Ann. Section 254(a). The Marshal’s Office is a division of the Superior Court in accordance with Title 4 V.I. Code Ann Section 79(b). The function of this office is to execute of the orders and mandates of the Superior Court and to protect and serve the judiciary and the public by ensuring a safe environment in the Superior Court. In accordance with Title 4 V.I. Code Ann. Section 351, the Chief Marshal of the Superior Court, personally or through the Assistant Marshals or Deputy Marshals, attends the sessions of the Court to preserve order and decorum, which includes, but is not limited to, protecting the Judges, Court Clerks, and the general public. In addition, in accordance with the Title 4 V.I. Code Ann. Section 82, the Marshal’s Office is authorized to execute all writs; processes such as warrants, summons, subpoenas; and orders of the Superior Court. The Marshals perform other duties which include, but are not limited to, serving as Peace Officers in the Territory. 31 Public Defender’s Board Chief First Principal Attorney Fiscal Officer Administrator Client Defense & Investigations Administration Services Attorney Investigator Paralegal Law Clerk Assistant Administrator Custodial Worker Messenger Receptionist Data Entry Clerk Legal Secretary VIRGIN ISLANDS PUBLIC DEFENDER ORGANIZATIONAL STRUCTURE 32 Office of the Territorial Public Defender ORGANIZATIONAL TYPE: Service and Social Scope and Overview Title 5 of the Virgin Islands Code, Section 3521 established the Office of the Public Defender. It was established for the purpose of representing indigent criminal defendants appearing before the Superior Court. The office is comprised of two (2) Divisions, one located in the District of St. Thomas/St. John and the other in the District of St. Croix. Each Division of the Office is comprised of one (1) or more attorneys that are licensed to practice law in the Virgin Islands or specifically admitted to practice law in the Virgin Islands on behalf of the Office of the Public Defender. The support staff includes secretarial, investigative and clerical personnel necessary or desirable as determined by the Chief Public Defender within the scope of V.I. Legislature appropriations. In March of 2004, Act No. 6634 granted the Office of the Territorial Public Defender semi‐ autonomous status. According to statute, the Chief Public Defender may establish an account or system of accounts and records, an appropriate bank account for quarterly deposits of allotted funds and for prompt payment of operating expenses except salaries and fringe benefits. All other money, gifts, property, proceeds from rent, sales, and all other gifts and contributions, including but not limited to financial or property gifts received by the Office, shall be placed in the account or accounts, as authorized. The use and disposal of the money and assets identified in this subsection shall be determined by the Public Defenderʹs Administrative Board and the money and property identified in the account(s) shall remain available until expended in accordance to the authorization of the Board. Public Administrative Board The Public Defender’s Administration Board consists of five (5) persons: the President of the Virgin Islands Bar Association or his designee; two (2) are appointed by the Chief Judge of the Superior Court, one (1) must be a resident of the St. Thomas/St. John District and one (1) must be a resident of the St. Croix District; one (1) is appointed by the Governor and one is appointed by the President of the Legislature. The terms of the members appointed by the Governor and the President of the Legislature are the same as the terms of the persons who appoint them. Of the two (2) members appointed by the Chief Judge of the Superior Court, one (1) will serve for three (3) years and one shall serve for two (2) years. A vacancy on the Board is filled for the un‐expired term of the vacant member. From among its membership, the Public Defender’s Administration Board elects a Chairperson hand other officers as it may determine necessary. Members of the Board receive a per diem of fifty dollars ($50) for each day or part thereof spent in the performance of official duties, plus any actual and necessary travel expenses. 33 Office of the Territorial Public Defender The Board hires, and is authorized to terminate, all personnel and staff for the Office upon the recommendation of the Chief Public Defender. The Board hears and decides on all complaints and grievances of employees. The Board also promulgates rules and regulations governing employees’ rights and relations. Any aggrieved employee has the right to appeal an adverse decision of the Board pursuant to Title 5, Section 1421 et seq., Virgin Islands Code. The Board also approves the annual budget for the Office. Nominated and Appointment of Public Defenders The Public Defender of each Division of the Office is appointed by, and shall serve, at the will of the Public Defender Administration Board. The Board shall name one (1) appointee as Chief Public Defender, who shall serve a term of three (3) years and may be reappointed. The Chief Public Defender may be terminated by the Board for cause. The Public Defender for the St. Thomas/St. John Division of the Office shall reside in that Division. The Public Defender for the St. Croix Division of the Office shall reside in that Division. Such Public Defenders shall be chosen on the basis of experience and the ability to defend persons accused of crimes. Duties of Public Defender When representing an indigent client in a criminal proceeding before the Superior Court, the Public Defender shall counsel and defend the client at every stage of the proceedings, and at any appeals or other remedies before or after conviction that is considered to be in the interest of justice. Each Public Defender must devote his/her full time to the discharge of his duties and cannot directly, or indirectly, engage in the private practice of law. Additionally, he will not directly or indirectly refer any civil or criminal litigation to any particular lawyer or lawyers. Moreover, he will not directly or indirectly recommend or suggest to any person the employment of a particular lawyer or lawyers to counsel, conduct, defend, or prosecute any legal matter or litigation when such an action would conflict with his duties as Public Defender. The Chief Public Defender makes an annual report to all members of the Board. The report shall contain a brief summary of all cases handled by the Office during the preceding year. Federal Prisoner Access to Legal Publications The Chief Public Defender is authorized and directed to annually survey all federal prisons which house prisoners incarcerated for the conviction of the violation of a criminal statute of the Virgin Islands. The purpose of the annual survey is to determine if the facility has made Virgin Islands legal publications and materials available to its prisoners. If it is determined that such facility does not have Virgin Islands legal publications and materials the Chief Public Defender shall forward the needed publications and materials to the facility. Virgin Islands legal publications and materials means Volumes 1, 1A, 2, and 3 of the Virgin Islands Code, and its supplements, and the volumes of the Virgin Islands Reports which do not appear in the Federal Reports. 34 EXECUTIVE 35 Office of the Governor Office of the Lieutenant Governor Governor Juan F. Luis Hospital and Medical Center Schneider Regional Medical Center Department of Tourism Department of Agriculture Department of Housing, Parks & Recreation Department of Planning & Natural Resources Department of Human Services Department of Health Department of Public Works Department of Property & Procurement Virgin Islands Police Department Department of Education Department of Finance Department of Licensing & Consumer Affairs Department of Labor Bureau of Motor Vehicles Office of Inspector General Bureau of Internal Revenue Virgin Islands Board of Education Virgin Islands Election System Executive Offices of the Governor Department of Justice Office of Veterans Affairs Office of the Adjutant General Bureau of Information Technology Virgin Islands Fire Services Division of Personnel Office of Management & Budget THE UNITED STATES VIRGIN ISLANDS EXECUTIVE BRANCH ORGANIZATIONAL STRUCTURE 36 Executive Branch of the United States Virgin Islands As an unincorporated territory of the United States, the Virgin Islands are subject to the plenary power of Congress, under the Territorial clause of the Constitution, to make rules and regulations pertaining to the Virgin Islands. In addition, Congress has the power to legislate directly for a territory or to establish the government for such territory subject to congressional control. The Revised Organic Act of 1954 vested the executive power of the Virgin Islands in the Governor of the Virgin Islands. By law, the Governor and the Lieutenant Governor must be elected by a majority of the votes cast by qualified voters in the Territory. They are elected jointly by casting a single vote applicable to both officers in a general election. The first election for Governor and Lieutenant Governor of the Virgin Islands was held on November 3, 1970. The Governor and Lieutenant Governor’s terms of office are four years, and they serve until their successors are elected and qualified. No person elected to Governor for two full successive terms is eligible to again hold that office until one full term has intervened. To be elected Governor or Lieutenant Governor, a candidate must be an eligible voter, a citizen of the United States and a bona fide resident of the Virgin Islands for five consecutive years immediately preceding the election and must be at least thirty years of age. The Governor has general supervision and control of all departments, bureaus, agencies, and other instrumentalities of the executive branch of the Government of the Virgin Islands. The Executive Branch strives to improve the quality of life for residents by developing and implementing policies and programs that efficiently deliver the services required for good and effective governance. As such, the Governor selects and appoints the Attorney General, Commissioners and other high‐ ranking officials in policy making positions; however they cannot serve without legislative confirmation. The Governor, as the Chief Executive, is empowered to grant pardons and reprieves, and remit fines and forfeitures for offenses against local laws. He may also veto any legislation, appoint and remove all officers and employees of the executive branch of the government, except as otherwise provided in the Revised Organic Act of 1954 or any other Act of Congress, or under the laws of the Virgin Islands, and shall commission all officers that he may appoint. He may also issue executive orders and regulations not in conflict with any applicable laws, and may recommend bills to the Legislature and give expression to his views on any matter before that body. The Executive Branch of the government includes the following: • Office of the Governor • Office of the Lieutenant Governor 6 Executive Offices of the Governor with a Director: • Office of Management and Budget • Division of Personnel • Virgin Islands Fire Services • Bureau of Information Technology • Office of the Adjutant General • Office of Veterans Affairs 37 Executive Branch of the United States Virgin Islands 15 Departments with a Commissioner: • Department of Labor • Department of Licensing and Consumer Affairs • Department of Finance • Department of Education • Virgin Islands Police Department • Department of Property & Procurement • Public Works Department • Department of Health • Department of Human Services • Department of Planning and Natural Resources • Department of Housing, Parks and Recreation • Department of Agriculture • Department of Tourism 2 Departments with a Director: • Bureau of Internal Revenue • Bureau of Motor Vehicles Department with an Attorney General: • Department of Justice Agency with an Inspector General: • Office of the Inspector General 2 Semi‐Autonomous Instrumentalities with CEO (with a board): • Schneider Regional and Medical Center • Governor Juan F. Luis Hospital and Medical Center Agency with an Executive Director (with a board): • Board of Education Autonomous agency with an Executive Director (with a board): • Virgin Islands Waste Management Authority Agency with a Supervisor (with 2 district boards): • Virgin Islands Election System 38 PERFORMANCE BASED BUDGETING OVERVIEW 39 Performance Based Budget The Government Performance and Results Act (GPRA) [Public Law 103‐62] , also known as the “Results Act”, was enacted in August of 1993 under the Clinton Administration as a means of establishing accountability for the use of taxpayer dollars through assessing the results of government programs and management practices. Although the Act was passed in 1993, the concept was actually introduced in 1949 under the Hoover Commission. GPRA followed other federal initiatives such as: • Planning Programming Budgeting System in 1965 (PPBS) – performance measurements and cross‐agency comparisons • Management by Objectives in 1973 (MBO) – concerns with outcomes and outputs • Zero‐Based Budgeting in 1977 (ZBB) What sets GPRA apart from previous initiatives is the fact that it is a law. With the exception of PPBS which is still used by the Department of Defense, the others were presidential initiatives and generally ended with each administration. Since, its enactment, the manner in which governments (federal, state, and local) practice performance management has evolved, however the foundation for improving the performance of government programs remains tied to the GPRA. GPRA includes five components: strategic plans, annual performance plans, annual performance budgets, and managerial accountability and flexibility waivers. Performance based budgeting (PBB) embraces various tools of managing for results and includes three major components of GPRA: strategic plans, annual performance plans (included in the budget document), and annual performance reports. When executed effectively, the performance budget links annual performance goals with the annual cost for achieving targeted levels of performance. Furthermore, the performance budget is an annual proposal for achieving a well‐ thought out strategic agenda generally contained in a strategic plan. The performance based budget starts from the overview of what the agency intends to accomplish in the budget year, structured by the goals in the agency’s plan. Annual performance goals should clearly align with the longer‐term strategic plan which lays out the broad strategic goals. Strategic goals are usually measurable, but do not require quantifiable metrics and should be few in number. There should be a solid link between the strategic agenda and the annual performance budget. In essence, the annual performance budget is an extraction of what is needed to achieve the longer‐term strategic agenda during that budget year. Within the performance budget, agencies include their measures and strategies for achieving the planned annual goals and the associated cost. The strategies are supported by performance indicators that are measurable and most often quantifiable. Many performance budgets also include strategic objectives that fall directly under the strategic goals. 40 Performance Based Budget After many years of general budgeting, the Government of the Virgin Islands (GVI) in the early 1990’s adopted the Management‐by‐Objective (MBO) method used by the federal government at that time to report the use of federal funds; however, this initiative was abandoned before any results were seen. In late November 1997, the GVI took on the initiative of beginning strategic planning by developing a five‐year plan which later needed to be updated; however that initiative did not flourish due to a change in administration. In the late 1990’s, attempts were again made to implement annual performance planning; however, all departments did not participate. In the early 2000’s, GVI followed the lead of the federal government by mandating the use of performance based measurements; however, this approach was based more on activities and widget counts than program outcomes or performance results. In Fiscal Year 2005, the Office of Management and Budget (OMB) embraced the initiative to engage the Government of the Virgin Islands in Performance Based Budgeting (PBB) – “Budgeting for Results” as a means of accounting for more effective and efficient use of the Territory’s resources, improving accountability, providing for better decision‐making and introducing greater transparency in government. PBB can be a valuable tool to the Government of the Virgin Islands and the community as a whole, in that it can do the following: • Provide the GVI the ability to work more effectively for the common good of the Territory through clearly established performance agenda; • Provide for the re‐evaluation of program effectiveness and determine an appropriate funding level through streamlining processes; • Address long‐term issues in today’s changing environment through more thoughtful decision making; • Establish accountability and timely evidence of funding provided through transparency and information sharing; • Provide responsiveness to the impact of short‐term decisions on the Territory’s long‐term future through impact analysis; • Recognize opportunities for cost savings and make spending adjustments by aligning and realigning resources; • Assist the Legislature in making budgetary decisions via results‐oriented budget requests statement; • Report on what the GVI does and how well it does it though scheduled program evaluations; • Improve control over the impact of government spending using funding prioritization methodologies; • Enhance the services provided Territory‐wide by engaging stakeholders in establishing service standards; • Prioritizes the most important issues to be addressed and identifies desired results; • Places the GVI in a position where it provides evidence‐based results reporting for programs funded by federal grants; • Increase the GVI’s ability to assess competing demands by giving budgetary decision makers better information from which to make critical decisions; and 41 Performance Based Budget • Enhance the efficiency of government programs and recognizes redundant and ineffective services. The Fiscal Year 2009 Executive Budget, as in recent years, emphasizes Performance Based Budgeting (PBB)-Budgeting for Results. Accordingly, departments and agencies were urged to consider their purpose, capabilities and operating environment, in order to allocate resources to achieve meaningful results. The Office of Management and Budget emphasized the importance of understanding that Performance Based Budgeting extends beyond the practice of just supplying program performance information to meet OMB’s requirements. OMB emphasized that PBB is not just “budgeting based on performance”, but instead, a process use to ensure the clear alignment of resources with planned priorities and actual results. Performance Based Budgeting gives meaning to the relationship between actual dollars spent and results. It is therefore vital to first understand exactly what the end product itself should be, what it should contain, and how it should look, while ensuring accountability and inclusion of all pertinent stakeholders. As such, in Fiscal Year 2009, OMB established a PBB pilot program, which includes eleven (11) departments and agencies—Department of Public Works, Department of Human Services, Department of Tourism, Department of Justice, Department of Labor, Department of Agriculture, Department of Property and Procurement, Virgin Islands Fire Services, Governor Juan F. Luis Hospital and Medical Center, Bureau of Internal Revenue and the Office of Management and Budget. In the spring of 2008, these departments and agencies completely revised their strategic and annual performance plans by revising or identifying new strategic goals, strategic objectives, performance goals, and performance indicators. Long-term benchmarks were identify and targets set, which will allow them to measure progress toward the accomplishment of desired results. By establishing this pilot program and encouraging departmental and agency commitment to the elements of performance based budgeting in the Fiscal Year 2009 Budget, OMB hopes to achieve better monitoring and evaluation of policies, plans, and programs, thereby ensuring continued growth. As the Government of the Virgin Islands continues its strategic management initiative through the use of PBB, an appropriate and accurate measurement tool to evaluate each department and agency performance results have yet to be identified. However, once this tool has been developed, the validity of the links between reported goals, objectives, performance indicators and targets to their legislative mandates and reported benchmarks will be easily verified, challenges identified and adjustments made when necessary. 42 Government of the Virgin Islands’ Annual Budget Process The Government of the Virgin Islands budget process extends over a period of twelve months commencing in the first quarter of the current fiscal year. October – December: The Director of the Office of Management and Budget (hereinafter “OMB”), the Commissioner of the Department of Finance, the Director of the Internal Revenue Bureau and the Director of the Bureau of Economic Research meet periodically to analyze past economic trends and monitor revenue flows to begin developing revenue projections for the upcoming fiscal year. During the month of December, the Director of OMB also begins developing budget ceilings for all departments and agencies for the upcoming fiscal year based on the projection of revenues for the fiscal year. January: The Director of OMB issues the budget call to all departments and agencies indicating their projected ceilings and directing them to prepare their organization’s budget within the indicated ceilings. During this time, OMB conducts budget orientation sessions in both districts with the Commissioners and Directors and their fiscal and program directors. It is at this time that all budget call instructions and guidelines are explained. The Senior Budget Analyst assigned to each department and agency is available to answer inquiries about the instructions and guidelines. The analysts also work with the departments/agencies on a one‐on‐one basis to address particular budgetary concerns. Site visits are also conducted during this period to familiarize the analysts with the departments/agencies operations. January – February: The departments and agencies develop their budgets in agreement with the ceilings and instructions presented in the budget call document and at various budget orientation sessions. March – May: The departments/agencies submit their proposed budgets for the upcoming fiscal year to OMB. The Director, along with the Policy Management Unit staff, analyze the individual budgets and prepare recommendations for the departments/agencies, update the departments/agencies narratives, draft bills and develop budget schedules, summaries and revenue statements. Department and agency heads are presented with a copy of OMB’s recommendation (justification letter, management letter and personnel listing) for their particular department/agency to review and discuss with OMB’s staff at the internal budget hearings, if necessary. If changes are made during the internal budget hearings, the analysts revise the department/agency’s budget and simultaneously revise the budget schedules, summaries and the revenue statements for submission to the Governor’s financial team for review, recommendations and approval. If necessary, changes are made and the supporting documents are updated for presentation to the Governor. After consulting with the Governor, the recommended budgets are finalized, then the Governor and 43 Government of the Virgin Islands’ Annual Budget Process Director’s budget messages are drafted and the entire package is submitted to the Government’s Printing Office to be printed and bound. Pursuant to Title 2, Chapter 2, Section 24, subsection (b) and Chapter 12, Section 251 Virgin Islands Code, the budget of the Government of the Virgin Islands must be balanced and submitted to the Legislature by May 30th. The Executive Budget, which includes government funds subject to appropriations pursuant to law; (i.e. the General Fund, Internal Revenue Matching Fund, Government Insurance Fund, etc.), non‐ appropriated government funds – funds that generate revenues from fees, services, etc. and funds used by the revenue generating department/agency (i.e. Data Processing Fund, Fire Service Emergency Fund) is composed of actual and proposed expenditures and estimated revenues for the Government. June – September: The Legislature reviews the Executive Budget, supporting bills, schedules and summaries submitted by the Governor. The Post Audit Division analyzes the budgetary information and prepares reports for the Finance Committee to conduct individual budget hearings for the departments/agencies. During the hearings, Commissioners and Directors and their key financial personnel are given the opportunity to testify on their recommended budgets. Once all hearings are concluded, the Finance Committee acts on the Governor’s Executive Budget simultaneously with accompanying bills and forwards its recommendations to the Rules Committee and finally to the Committee of the Whole for consideration. During the legislative process, the Legislature may add, change or delete any item in the budget proposed by the Governor. The Executive Budget and accompanying bills must be approved by the Legislature and signed into law by the Governor on or before September 30th. If the budget is not approved before the commencement of the new fiscal year – October 1st, pursuant to the 1954 Revised Organic Act, Section 9(e), the appropriations of the preceding fiscal year, as they may be deemed applicable, are automatically re‐ appropriated until a new budget is approved. Once passed by the Legislature, the Governor may veto the budget partially or in its entirety and return it to the Legislature with his objections. A gubernatorial veto can be overridden only by a two‐third majority of all the members of the Legislature and becomes law. Once the budget is enacted, fiscal control of expenditures is exercised by the Governor through the Director of OMB. If the fiscal resources available to the Government in any fiscal year are insufficient to cover the appropriations approved for such year, the Governor through the Director of OMB may take administrative measures (such as reducing budget allotments) to bring expenditures in‐line with the available resources. 44 ANNUAL BUDGET PROCESS 45 Directors of OMB, IRB, BER and Comm of Finance meet to develop revenue projections Ceiling for Depts. & Agencies developed By Director, OMB based on projected revenues Budget Call forwarded to Depts. & Agencies Site Visits conducted Budget Orientation and written reports conducted prepared by Sr. Budget Analysts Depts. & Agencies develop & submit proposed budgets & spending plans OMB conducts internal budget hearings & analysis of budgets OMBʹS OMB and the recommendation Governor discuss forwarded to Governor recommendation for approval Governor finalizes recommendation Budget complied, edited and forwarded to the printers THE GOVERNMENT OF THE VIRGIN ISLANDS ANNUAL BUDGET PROCESS OMB INTERNAL PROCESS 46 Governor transmits letter & message to Senate President Budget, Summary, Schedules & Bills sent to Legislature Post Audit prepares analyses for the Finance Committee Finance Committee conducts Individual Budget Hearings with Depts & Agencies Finance Committee forwards recommendations to Rules Committee Legislature makes Governor may veto changes and submits or line‐item veto the to the Governor for bills and return to Leg. his approval with objections If budget is not Budget enacted approved the if approved preceding fiscal yearʹs budget rolls over THE GOVERNMENT OF THE VIRGIN ISLANDS ANNUAL BUDGET PROCESS CONTʹD LEGISLATIVE BUDGET PROCESS 47 SUMMARIES 48 PERSONAL SERVICES FRINGE BENEFITS SUPPLIES OTHER SERVICES & CHARGES UTILITIES ALL EXPENSES CAPITAL OUTLAY GRAND TOTAL LEGISLATURE OF THE V.I. ‐ ‐ ‐ ‐ ‐ 20,245,000 ‐ ‐ SUPREME COURT ‐ ‐ ‐ ‐ ‐ 5,500,000 ‐ ‐ SUPERIOR COURT ‐ ‐ ‐ ‐ ‐ 30,325,357 ‐ ‐ JUDICIAL COUNCIL ‐ ‐ ‐ ‐ ‐ 326,993 ‐ ‐ OFFICE OF THE PUBLIC DEFENDER ‐ ‐ ‐ ‐ ‐ 3,050,250 ‐ ‐ SUBTOTAL 59,447,600 UNIV. OF THE VIRGIN ISLANDS ‐ ‐ ‐ ‐ ‐ 35,000,000 ‐ ‐ WASTE MANAGEMENT AUTHORITY ‐ ‐ ‐ ‐ ‐ 32,301,051 ‐ ‐ V.I. PUBLIC TELEVISION SYSTEM ʺWTJXʺ ‐ ‐ ‐ ‐ ‐ 5,445,507 ‐ ‐ SUBTOTAL 72,746,558 DEPARTMENT OF JUSTICE 21,450,567 7,342,652 993,013 8,062,402 2,080,000 ‐ 50,000 39,978,634 OFFICE OF THE GOVERNOR 5,353,783 1,653,411 362,000 2,298,000 709,000 ‐ 30,000 10,406,194 MANAGEMENT AND BUDGET 1,581,633 494,547 224,100 530,001 100,000 ‐ 100,000 3,030,281 DIVISION OF PERSONNEL 2,519,190 897,252 36,500 665,628 182,100 ‐ ‐ 4,300,670 V.I. FIRE SERVICE 13,297,532 5,141,861 ‐ 536,761 437,000 ‐ ‐ 19,413,154 BUREAU OF INFO. TECHNOLOGY 1,199,086 401,227 37,224 1,099,395 270,530 ‐ ‐ 3,007,462 ADJUTANT GENERAL 1,161,405 422,998 45,000 370,151 291,538 ‐ 41,667 2,332,759 VETERANS AFFAIRS 302,043 100,304 ‐ 12,000 ‐ ‐ ‐ 414,347 LIEUTENANT GOVERNOR 5,698,315 2,164,029 51,500 482,000 158,700 ‐ ‐ 8,554,544 V.I. ELECTION SYSTEM 631,255 194,215 67,500 431,190 70,800 ‐ ‐ 1,394,960 BD. OF ELECTIONS ‐ STT/STJ 65,894 15,817 4,000 20,000 ‐ ‐ ‐ 105,711 BD. OF ELECTIONS ‐ STX 70,894 16,199 6,502 18,000 ‐ ‐ ‐ 111,595 BOARD OF EDUCATION 885,311 299,996 50,000 1,420,082 39,000 ‐ ‐ 2,694,389 BUREAU OF INTERNAL REVENUE 6,868,972 2,523,353 183,000 1,596,067 223,000 ‐ 130,000 11,524,392 OFFICE OF THE INSPECTOR GENERAL 1,319,765 431,697 39,000 107,151 38,000 ‐ 35,000 1,970,613 BUREAU OF MOTOR VEHICLES 1,498,390 593,829 240,000 145,000 97,500 ‐ ‐ 2,574,719 DEPARTMENT OF LABOR 3,487,234 1,019,526 114,073 1,820,621 168,155 ‐ ‐ 6,609,609 LICENSING AND CONS. AFFAIRS 2,229,263 842,933 34,500 509,500 108,300 ‐ ‐ 3,724,496 DEPARTMENT OF FINANCE 4,182,705 1,495,799 122,550 813,246 746,000 ‐ ‐ 7,360,300 DEPARTMENT OF EDUCATION 117,560,012 44,072,392 4,183,636 16,250,361 6,273,500 ‐ 260,026 188,599,927 V.I. POLICE DEPARTMENT 38,624,741 13,060,201 3,528,060 5,239,970 1,744,756 ‐ 730,625 62,928,353 PROPERTY AND PROCUREMENT 4,401,135 1,705,899 118,746 240,919 130,000 ‐ 120,000 6,716,699 PUBLIC WORKS DEPARTMENT 10,446,702 4,298,596 630,860 13,746,132 1,430,000 ‐ 50,000 30,602,290 DEPARTMENT OF HEALTH 21,799,129 7,912,325 1,126,346 8,945,796 1,181,600 ‐ ‐ 40,965,196 DEPARTMENT OF HUMAN SERVICES 23,023,545 8,117,556 1,610,518 25,888,707 2,163,141 ‐ ‐ 60,803,467 PLANNING AND NATʹL RESOURCES 5,210,719 1,914,196 164,499 1,122,879 502,945 ‐ ‐ 8,915,238 HOUSING, PARKS AND RECREATION 5,162,353 2,209,813 200,000 150,000 1,200,000 ‐ ‐ 8,922,166 DEPARTMENT OF AGRICULTURE 2,353,777 1,029,597 30,000 104,517 131,189 ‐ ‐ 3,649,080 DEPARTMENT OF TOURISM 2,229,191 748,319 40,000 742,631 141,185 ‐ 38,000 3,939,326 SCHNEIDER REGIONAL MEDICAL CTR 24,574,743 7,839,152 ‐ ‐ ‐ ‐ ‐ 32,413,895 JUAN F. LUIS HOSPITAL 20,774,930 6,680,542 ‐ ‐ ‐ ‐ ‐ 27,455,472 MISCELLANEOUS 37,515,687 19,011,351 658,260 68,628,020 6,980,064 ‐ 172,500 132,965,882 HEALTH INS. CONTRIBUTION 60/40 (3,322,978) (3,322,978) GRAND TOTAL 387,479,901 141,328,606 14,901,387 161,997,127 27,598,003 132,194,158 1,757,818 867,257,000 SCHEDULE OF DEPARTMENTS BY BUDGET CATEGORY GENERAL FUND ‐ FISCAL YEAR 2009 49 $387,479,901 $1,757,818 $141,328,606 $14,901,387 $161,997,127 $27,598,003 $132,194,158 0 100,000,000 200,000,000 300,000,000 400,000,000 500,000,000 Pers. Svs. Capital Outlay Fr. Benefits Supplies Oth. Svs. & Chgs. Utilities All Expenses BUDGETARY CATEGORY General Fund $867,257,000 50 0 100,000,000 200,000,000 300,000,000 400,000,000 GENERAL FUND PROPOSED EXPENDITURES AS SUBMITTED FY 2007‐2009 BUDGETARY CATEGORIES FY 07 367,279,795 11,912,297 100,031,121 10,486,501 141,188,475 15,020,339 103,515,672 FY 08 355,512,269 223,400 118,605,243 13,203,538 178,396,905 19,530,601 113,730,605 FY 09 387,479,901 1,757,818 141,328,606 14,901,387 161,997,127 27,598,003 132,194,158 Pers. Svs. Capital Outlay Fringe Benefits Supplies Oths Svs. & Chgs. Utilities All Expenses FY07 ‐ $749,434,200 FY08 ‐ $799,202,561 FY09 ‐ $867,257,000 51 Revenue Overview Fiscal Year 2009 revenues projections presented by the Office of Management and Budget were developed with information obtained from the Bureau of Internal Revenue, the Department of Finance and the Bureau of Economic Research. Information was also provided by other members of the Financial Team to include the Office of Collective Bargaining, the Public Finance Authority, the Office of the Lieutenant Governor and other representatives from the Office of the Governor. The information provided by these offices was based on analysis of the economy, tax policies, laws and trends. The projected amount of available revenues adheres to Title Two, Chapter 12, Section 251 of the Virgin Islands Code that mandates the planned expenditures must be supported by the revenues to present a balanced budget. The revenue projections were collected, reviewed, consolidated and presented based on the current laws and policies. The Virgin Islands Bureau of Internal Revenue provided revenue projections for Individual Tax, Corporate Tax, Gross Receipts and Trade and Excise Taxes. Department of Finance, in collaboration with the Office of the Lieutenant Governor, provided the projection for the Real Property Tax collection. It also provided fund balances to aid in the utilization of excess funds that are available as a contribution to the General Fund. The General Fund Revenues and Contributions, Actual and Estimated for Fiscal Years 2005‐ 2009 Revenue Statement Report projects revenues available for appropriation for the Territory for Fiscal Year 2009 at $867.3 million. Projected revenues derive from four major sources: (1) Taxes, (2) Fees, (3) Contributions and (4) Other Financing Sources. Taxes and Other Revenues A total of $950.6 million is projected for taxes for Fiscal Year 2009. This amount will derive from such taxes as individual income, corporate income, real property, gross receipts, inheritance, franchise and stamp taxes. The major projected category impacts are: 1. Individual income taxes, $466.9 million ‐ Over the past four years there was a steady increase in Individual Income Taxes and it is expected to continue in Fiscal Year 2009. Many factors play a part in this change, to include the increase in the minimum wage rate and negotiated salary increases given to Government employees. 2. Corporation income taxes, $170.0 million ‐ Over the past five years the amount collected for Corporate Income Taxes has fluctuated from one year to another. In Fiscal Year 2009, this revenue category is expected to exceed Fiscal Year 2008 estimated collections of $160.0 million by approximately 6%. This increase can be attributed to the anticipated value of exported refined products that is estimated to generate over $11 billion, and the increase of rum output from Cruzan VIRIL, Ltd, who is expanding their rum storage capacity to 40,000 barrels. 3. Real property taxes, $103.3 million ‐ Fiscal Year 2009 Property Tax projection is based on the collection of two years property taxes using the revised classification, mil rates and exemptions set by Act. No. 6991, this amends Title 33, Chapters 81, 83, 85, 87 and 89 of the Virgin Islands Code. It was anticipated that two years Property Taxes would have been collected in Fiscal Year 2008; however, this was not realized, and only one fiscal year property taxes is expected to be collected in Fiscal Year 2008. 52 Revenue Overview 4. Gross receipts, $160 million – Fiscal Year 2009 collections are expected to show some increase from Fiscal Year 2008. The beginning of the Fiscal Year 2009 should experience some impact from the $152 billion federal fiscal economic stimulus package that will be given in tax rebates during the 3rd and 4th quarter of Fiscal Year 2008. About 130 million US household to include 40,000 United States Virgin Islands residents will receive such rebates. Other revenues include such items as licenses, fees, permits, malpractice insurance and other miscellaneous fees, and are expected to yield $15.7 million in Fiscal Year 2009. Fiscal Year 2008 revenues from these items are estimated to be about $32.4 million, of which $17.0 million represents a one time reimbursement to the General Fund from the Federal Government to the Department of Education. As in the past, Fiscal Year 2009 revenue projections can be impacted both negatively and positively due to changes in the global economy as well as changes in the federal or local polices and tax laws. The United States Virgin Islands tax laws mirror the United States Internal Revenue Service (IRS) Tax Codes; therefore Income Tax collections are impacted whenever an amendment is made to the IRS codes by the U.S. Congress. The U.S. Jobs Creation Act of 2004 also impacts the Individual and Corporate taxes derived from beneficiaries of the Virgin Islands Economic Development Commission (EDC) program. The Real Property Tax collections were affected by Federal Court Orders that called for the re‐evaluation of property taxes which generated new classifications, mil rates and tax exemptions to property tax owners. The Gross Receipt, which is a local tax on sales, can be impacted by the spending powers of the local residents and visitors alike. Transfers Transfers from other funds are projected to contribute $57.9 million to the General Fund, which is a reduction of about $20.3 million from Fiscal Year 2008 estimated $78.2 million. The major contributors are: the Internal Revenue Matching Fund (IRMF), Transportation Trust Fund, Caribbean Basin Initiative Fund, Insurance Guaranty Fund, and Interest Revenue Fund. The IRMF’s contribution of $20.5 million or 35.4% of the transfers is the largest contributor to the General Fund. This contribution is the available balance after paying debt services, making contributions to the Crisis Intervention Fund and St. Croix Capital Improvement Funds. In Fiscal Year 2008 IRMF contributed $17.0 million to the General Fund and provided $12.0 million for funding capital outlays to departments and agencies and $1.7 million for the Legislative Branch of Government. The funding for the Internal Revenue Matching Fund is derived from the excise tax collected on Cruzan Rum that is sold in the United States. Caribbean Basin Initiative Fund is expected to contribute $7.0 million which is $8.0 million less than Fiscal Year 2008 contribution of $15.0 million. Fiscal Year 2008 contribution in comparison to Fiscal Year 2009 and prior years contribution is due to a residual balance from prior years that was not appropriated. The anticipated low contribution of $8.0 million from the Insurance Guaranty Fund is due to the possibility of the government utilizing the funds to secure a letter of credit for funding retroactive payments to government employees as authorized by Act No. 6984. 53 Revenue Overview Other Sources West Indian Company Limited (WICO), which is a component unit of the Government of the United States Virgin Islands, is expected to contribute $0.7 million to the General Fund. Fiscal Year 2008 shows this category contributed $42.2 million, which includes the $41.5 million for the Fiscal Year 2008 Tax Rebate. $157.7 million in gross obligations are reflected on the Revenue Statement of Fiscal Year 2009, which reflects a deduction from the revenues. These obligations include Tax Refunds, WAPA Infrastructure subsidy, 1999/2003 Gross Receipts Revenue Bond Debt Service, Y2K Loan Debt Service and Virgin Islands Police Department and Virgin Islands Fire Services Vehicle and Equipment Financing. Fiscal Year 2008 shows a total transfers out of $192.0 million, which includes $41.5 million for rebates given to residents as part of the Fiscal Year 2008 economic stimulus package, which will not be available in Fiscal Year 2009. Other Transfers (out) from the General Fund to Other Local Funds totals $11.7 million, as mandated by various Acts of the Virgin Islands Code. These revenue figures will be monitored throughout Fiscal Year 2009 and changes in the projections will be communicated to ensure that the expenditure of the Government is within the projected revenues collection. The laws that are amended, enacted or repealed will be monitored, as these changes can depress or stimulate the economy, thereby impacting the revenues that are collected. 54 ACTUAL ACTUAL DOF - PRELIMINARY ESTIMATED PROJECTED FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 REVENUES INCOME TAXES INDIVIDUAL INCOME $364,975 $388,805 $426,996 $443,000 $466,860 CORPORATE INCOME 116,978 185,560 152,793 160,000 170,000 GROSS INCOME TAXES $481,953 $574,365 $579,789 $603,000 $636,860 LESS: TAX REFUNDS (71,800) (84,384) (84,894) (85,000) (86,000) NET INCOME TAXES $410,153 $489,981 $494,895 $518,000 $550,860 OTHER TAXES REAL PROPERTY $36,895 $41,772 $54,092 $59,150 $103,300 Less: Infrastructure (Act No. 6595) 0 (1,666) (3,123) (3,549) (6,198) TRADE AND EXCISE 21,417 23,037 24,121 24,000 25,000 GROSS RECEIPTS 124,984 143,868 146,992 152,000 160,040 INHERITANCE TAX 0 26 1 0 0 FRANCHISE TAXES 2,267 2,041 2,293 3,289 3,355 ALL OTHER (STAMP) 18,649 19,689 15,361 17,143 17,486 TOTAL OTHER TAXES $204,212 $228,767 $239,737 $252,033 $302,983 TOTAL TAXES, NET $614,365 $718,748 $734,632 $770,033 $853,843 U.S. CUSTOM DUTIES $5,193 $2,658 $5,299 $4,540 $4,541 LESS: AMOUNT DUE TO V.I. PORT AUTHORITY (776) (2,658) (5,299) (4,540) (4,541) TOTAL NET CUSTOMS $4,417 $0 $0 $0 $0 OTHER REVENUES MALPRACTICE INSURANCE $112 $106 $96 $100 $102 LICENSES, FEES, PERMITS 8,140 9,034 9,455 9,000 9,180 FRANCHISE FEES 780 779 521 825 842 ALL OTHER 7,122 7,871 4,047 5,500 5,610 MISCELLANEOUS (DOE Refund) 0 0 0 17,000 0 TOTAL OTHER REVENUES, GROSS $16,154 $17,790 $14,119 $32,425 $15,734 TOTAL REVENUES $634,936 $736,538 $748,751 $802,458 $869,577 OPERATING TRANS. FROM OTHER FUNDS CARIBBEAN BASIN INITIATIVE $6,600 $5,800 $6,000 $15,000 $7,000 INTEREST REVENUE FUND 0 3,700 5,000 11,700 5,000 V.I. LOTTERY 242 954 832 900 900 INTERNAL REVENUE MATCHING FUND 17,828 35,033 44,940 16,600 20,500 INTEREST ON DEBT SERVICE RESERVE 0 0 3,500 0 0 TRANSPORTATION TRUST FUND 13,000 19,000 15,000 17,000 16,500 EMPL UNION ARBITRATION AWARD FUND 0 8,221 3,500 0 0 INSURANCE GUARANTY FUND 8,000 0 20,000 17,000 8,000 MISCELLANEOUS 1,599 323 3,300 0 0 TOTAL OPERATING TRANS. FROM OTHER FUNDS $47,269 $73,031 $102,072 $78,200 $57,900 OTHER FINANCING SOURCES/(USES) TRANSFER FROM COMPONENT UNITS $1,000 $1,000 $0 $700 $700 2008 ECONOMIC STIMULUS $0 $0 $0 (41,500) 0 2008 TAX REBATE $0 $0 $0 41,500 0 2003 REVENUE AND REFUNDING BONDS 1,889 0 0 0 0 1999,2003 & 2006 GR REVENUE BOND DEBT SERVICE (38,533) (38,534) (39,484) (40,360) (40,346) 2008 GR REVENUE BOND DEBT SERVICE 0 0 0 0 (3,906) Debt Service on VIPD& VIFS Vehicles Financing 0 (2,250) (3,686) (3,686) (3,686) Y2K LOAN/DEBT SERVICE (2,838) (1,238) (1,237) (1,241) (1,235) TRANSFERS OUT * (10,875) (12,273) (11,438) (11,727) (11,747) TOTAL OTHER FINANCING SOURCES/(USES) ($49,357) ($53,295) ($55,845) ($56,314) ($60,220) TOTAL $632,848 $756,274 $794,978 $824,344 $867,257 GENERAL FUND REVENUES AND CONTRIBUTIONS ACTUAL, ESTIMATED AND PROJECTED FISCAL YEARS 2005- 2009 (IN THOUSANDS OF DOLLARS) 55 ACTUAL ACTUAL DOF - PRELIMINARY ESTIMATED PROJECTED FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 REVENUES INDIVIDUAL INCOME $364,975 $388,805 $426,996 $443,000 $466,860 CORPORATE INCOME 116,978 185,560 152,793 160,000 170,000 REAL PROPERTY 36,895 41,772 54,092 59,150 103,300 TRADE AND EXCISE 21,417 23,037 24,121 24,000 25,000 GROSS RECEIPTS 124,984 143,868 146,992 152,000 160,040 INHERITANCE TAX 0 26 1 0 0 FRANCHISE TAXES 2,267 2,041 2,293 3,289 3,355 ALL OTHER (STAMP) 18,649 19,689 15,361 17,143 17,486 US CUSTOM DUTIES 5,193 2,658 5,299 4,540 4,541 OTHER REVENUES MALPRACTICE INSURANCE 112 106 96 100 102 LICENSES, FEES, PERMITS 8,140 9,034 9,455 9,000 9,180 FRANCHISE FEES 780 779 521 825 842 BANK FEES 0 0 0 0 0 ALL OTHER 7,122 7,871 4,047 5,500 5,610 MISCELLANEOUS (DOE Refund) 0 0 0 17,000 0 TOTAL REVENUES $707,512 $825,246 $842,067 $895,547 $966,316 TRANSFERS IN CARIBBEAN BASIN INITIATIVE $6,600 $5,800 $6,000 $15,000 7,000 INTEREST REVENUE FUND 0 3,700 5,000 11,700 5,000 V.I. LOTTERY 242 954 832 900 900 INTERNAL REVENUE MATCHING FUND 17,828 35,033 44,940 16,600 20,500 INTEREST ON DEBT SERVICE RESERVE 0 0 3,500 0 0 TRANSPORTATION TRUST FUND 13,000 19,000 15,000 17,000 16,500 EMPL UNION ARBITRATION AWARD FUND 0 8,221 3,500 0 0 INSURANCE GUARANTY FUND 8,000 0 20,000 17,000 8,000 MISCELLANEOUS 1,599 323 3,300 0 0 TOTAL TRANSFERS-IN $47,269 $73,031 $102,072 $78,200 $57,900 OTHER FINANCING SOURCES TRANSFER FROM COMPONENT UNITS $1,000 $1,000 $0 $700 $700 2003 REVENUE REFUNDING BONDS 1,889 0 0 0 0 2008 ECONOMIC STIMULUSTAX REBATE 0 0 0 41,500 0 TOTAL OTHER FINANCING SOURCES $2,889 $1,000 $0 $42,200 $700 TOTAL RESOURCES AVAILABLE $757,670 $899,277 $944,139 $1,015,947 $1,024,916 TRANSFERS OUT TAX REFUNDS (71,800) (84,384) (84,894) (85,000) (86,000) INFRASTUCTURE (Act No. 6595-WAPA) 0 (1,666) (3,123) (3,549) (6,198) AMOUNT DUE TO V.I. PORT AUTHORITY (776) (2,658) (5,299) (4,540) (4,541) 2008 ECONOMIC STIMULUS REBATE 0 0 0 (41,500) 0 1999,2003 & 2006 GR REVENUE BOND DEBT SERVICE (38,533) (38,534) (39,484) (40,360) (40,346) Debt Service on VIPD& VIFS Vehicles Financing 0 (2,250) (3,686) (3,686) (3,686) 2008 Bond Debt Service 0 0 0 0 (3,906) Y2K LOAN/DEBT SERVICE (2,838) (1,238) (1,237) (1,241) (1,235) TRANSFERS OUT * Moderate Income Housing Fund (250) (250) (250) (250) (250) St. John Capital Improvement (1,500) (1,500) (1,500) (1,500) (1,500) Tax Assessor Revolving (362) (416) (500) (493) (493) Anti-Litter & Beautification (3,470) (3,919) (3,790) (3,941) (3,941) Stamp Tax- To HFA 0 (5,906) (5,083) (5,142) (5,142) Corporation Division Revolving Fund (293) (282) (315) (401) (421) Health Insurance (5,000) 0 0 0 0 TOTAL TRANSFERS OUT ($124,822) ($143,003) ($149,161) ($191,603) ($157,659) TOTAL REVENUES AVAILABLE FOR APPROPRIATIONS $632,848 $756,274 $794,978 $824,344 $867,257 TOTAL APPROPRIATIONS $633,060 $733,421 $842,960 $851,055 $867,257 TOTAL REVENUES AVAILABLE FOR APPROPRIATIONS vs APPRORIATIONS ($212) $22,853 ($47,982) ($26,711) $0 (IN THOUSANDS OF DOLLARS) ACTUAL, PROJECTED AND ESTIMATED FISCAL YEARS 2005- 2009 GENERAL FUND REVENUES AND CONTRIBUTIONS 56 Total Revenue (in Thousands) Other, Taxes, $41,116 [4.26%] Gross Receipts, $160,040 [16.56%] Corporate Income, $170,000 [17.59%] Individual Income, $466,860 [48.31%] Real Property, $103,300 [10.69%] Trade & Excise, $25,000 [2.59%] 57 0 200,000 400,000 600,000 800,000 1,000,000 GENERAL FUND GROSS REVENUES & CONTRIBUTIONS FY 2007‐2009 (in Thousands) Total Revenues 842,067 895,547 966,316 Total Transfer In 102,072 78,200 57,900 Total Other Fin. Source 0 42,200 700 FY 07 FY 08 FY 09 58 59 60 61 Fiscal Year 2007 Fiscal Year 2008 Fiscal Year 2009 ACTUAL APPROVED | ESTIMATED RECOMMENDED | PROJECTED Departments/Agencies Funding Source Appropriated Non‐appropriated Appropriated Non‐appropriated Appropriated Non‐appropriated V. I. Labor Mgmt Committee Union Arbitration Fund 703,894 ‐ 775,000 ‐ 830,000 ‐ Sub‐total 703,894 ‐ 775,000 ‐ 830,000 ‐ Total 703,894 775,000 830,000 Public Employee Relations Board Union Arbitration Fund 100,396 ‐ 165,000 ‐ 165,000 ‐ Sub‐total 100,396 ‐ 165,000 ‐ 165,000 ‐ Total 100,396 165,000 165,000 Lic. & Consumer Affairs General Fund 2,636,672 ‐ 3,261,979 ‐ 3,724,496 ‐ Pub. Serv. Com. Revol. Fund 2,093,445 ‐ 2,574,295 ‐ 1,468,562 ‐ Consu. Protec. Revol. Fund ‐ 239,212 ‐ 350,000 ‐ 400,000 Internal Rev. Matching Fund ‐ ‐ 149,000 ‐ ‐ ‐ Taxi License Fund 508,768 ‐ 608,078 ‐ 683,969 ‐ Sub‐total 5,238,885 239,212 6,593,352 350,000 5,877,027 400,000 Total 5,478,097 6,943,352 6,277,027 Department of Finance General Fund 8,680,659 ‐ 8,575,423 ‐ 7,360,300 ‐ Govt. Ins. Fund 585,085 ‐ 697,184 ‐ 764,514 ‐ Indirect Cost Fund 2,806,983 ‐ 4,510,724 ‐ 2,349,175 ‐ Internal Rev. Matching Fund ‐ ‐ 125,000 ‐ ‐ ‐ Data Processing Fund ‐ 592,580 ‐ 540,500 ‐ 120,481 Sub‐total 12,072,727 592,580 13,908,331 540,500 10,473,989 120,481 Total 12,665,307 14,448,831 10,594,470 Finance 390* Carib. Basin Initia. Fund 6,000,000 ‐ 15,000,000 ‐ 7,000,000 ‐ Internal Rev. Matching Fund 44,940,000 ‐ 16,600,000 ‐ 20,500,000 ‐ Interest Revenue Fund 5,000,000 ‐ 11,700,000 ‐ 5,000,000 ‐ Trans. Trust Fund 15,000,000 ‐ 17,000,000 ‐ 16,500,000 ‐ V.I. Insurance Guar. Fund ‐ 20,000,000 ‐ 17,000,000 ‐ 8,000,000 Sub‐total 70,940,000 20,000,000 60,300,000 17,000,000 49,000,000 8,000,000 Total 90,940,000 77,300,000 57,000,000 GOVERNMENT OF THE VIRGIN ISLANDS THREE YEAR EXPENDITURE REPORT (2007‐2009) 62 Fiscal Year 2007 Fiscal Year 2008 Fiscal Year 2009 ACTUAL APPROVED | ESTIMATED RECOMMENDED | PROJECTED Departments/Agencies Funding Source Appropriated Non‐appropriated Appropriated Non‐appropriated Appropriated Non‐appropriated Department of Education General Fund 196,662,082 ‐ 181,017,202 ‐ 188,599,927 ‐ Internal Rev. Matching Fund ‐ ‐ 2,453,000 ‐ ‐ ‐ Casino Revenue Fund ‐ 387,671 ‐ 209,442 ‐ 209,442 JROTC Fund ‐ 531,381 ‐ 531,381 ‐ 531,381 Adult Edu. Fund ‐ 169,722 ‐ 169,722 ‐ 169,722 V.I. Lottery Fund ‐ 4,128,193 ‐ 2,000,000 ‐ 2,000,000 Federal Funds ‐ 5,844,388 ‐ 37,759,876 ‐ 37,759,876 Sub‐total 196,662,082 11,061,355 183,470,202 40,670,421 188,599,927 40,670,421 Total 207,723,437 224,140,623 229,270,348 Virgin Islands Police Department General Fund 50,246,729 ‐ 59,050,421 ‐ 62,928,353 ‐ Tour. Adv. Revolving Fund 716,118 ‐ 850,000 ‐ 850,000 ‐ Internal Rev. Matching Fund ‐ ‐ 4,155,500 ‐ ‐ ‐ Emer. Svs. Revolving Fund ‐ 131,783 ‐ 235,316 ‐ 260,000 Casino Revenue Fund ‐ 18,030 ‐ 78,388 ‐ 83,000 Federal Funds ‐ 826,348 ‐ 2,037,986 ‐ 4,888,238 Sub‐Total 50,962,847 976,161 64,055,921 2,351,690 63,778,353 5,231,238 Total 51,939,008 66,407,611 69,009,591 Property & Procurement General Fund 5,593,263 ‐ 6,424,199 ‐ 6,716,699 ‐ Bus. & Com. Prop. Revol. Fund 1,846,637 ‐ 2,513,446 ‐ 2,035,074 ‐ Indirect Cost Fund 252,439 ‐ 354,313 ‐ 313,536 ‐ Internal Rev. Matching Fund ‐ ‐ 405,300 ‐ ‐ ‐ Central Warehouse Revol. Fund ‐ 364,399 ‐ 442,957 ‐ 602,853 Central Motor pool Revol. Fund ‐ 431,156 ‐ 645,696 ‐ 317,968 Sub‐total 7,692,339 795,555 9,697,258 1,088,653 9,065,309 920,821 Total 8,487,894 10,785,911 9,986,130 Public Works Department General Fund 21,958,292 ‐ 28,550,960 ‐ 30,602,290 ‐ STJ Cap. Improve. Fund 225,000 ‐ 225,000 ‐ 225,000 ‐ Tourism Revolving Fund ‐ ‐ ‐ ‐ 300,000 ‐ Internal Rev. Matching Fund ‐ ‐ 800,000 ‐ ‐ ‐ Federal Funds ‐ 19,550,782 ‐ 19,532,595 ‐ 21,312,569 Sub‐Total 22,183,292 19,550,782 29,575,960 19,532,595 31,127,290 21,312,569 Total 41,734,074 49,108,555 52,439,859 GOVERNMENT OF THE VIRGIN ISLANDS THREE YEAR EXPENDITURE REPORT (2007‐2009) 63 Fiscal Year 2007 Fiscal Year 2008 Fiscal Year 2009 ACTUAL APPROVED | ESTIMATED RECOMMENDED | PROJECTED Departments/Agencies Funding Source Appropriated Non‐appropriated Appropriated Non‐appropriated Appropriated Non‐appropriated Waste Mgmt. Authority General Fund 20,696,855 ‐ 28,511,485 ‐ 32,301,051 ‐ STJ Cap. Improve. Fund 1,364,960 ‐ 1,275,000 ‐ 1,275,000 ‐ Tourism Adv. Revol. Fund 300,000 ‐ 300,000 ‐ 300,000 ‐ Anti‐Litter Beaut. Fund 3,265,154 ‐ 3,216,868 ‐ 3,823,668 ‐ Sewer Fund 1,100,000 ‐ 1,100,000 ‐ 1,100,000 ‐ Federal Funds ‐ 702,573 ‐ 2,836,000 ‐ 3,360,000 Sub‐Total 26,726,969 702,573 34,403,353 2,836,000 38,799,719 3,360,000 Total 27,429,542 37,239,353 42,159,719 Department of Health General Fund 38,101,668 ‐ 37,044,085 ‐ 40,965,196 ‐ Health Revol. Fund 2,448,183 ‐ 2,327,665 ‐ 2,325,850 ‐ Internal Rev. Matching Fund ‐ ‐ 613,031 ‐ ‐ ‐ Emer. Serv. Special Fund ‐ 156,314 ‐ 205,000 ‐ 210,000 Federal Funds ‐ 23,725,980 ‐ 32,243,466 ‐ 32,217,697 Sub‐total 40,549,851 23,882,294 39,984,781 32,448,466 43,291,046 32,427,697 Total 64,432,145 72,433,247 75,718,743 Department of Human Services General Fund 53,647,544 ‐ 56,250,359 ‐ 60,803,467 ‐ Crisis Inter. Fund 1,000,000 ‐ 1,000,000 ‐ 1,000,000 ‐ Internal Rev. Matching Fund ‐ ‐ 650,000 ‐ ‐ ‐ Pharma. Asst. Fund (1) ‐ 1,270,000 ‐ 1,270,000 ‐ 1,500,000 Home for the Aged Fund ‐ 298,583 ‐ 270,000 ‐ 319,876 Federal Funds ‐ 24,839,800 ‐ 29,461,053 ‐ 27,257,259 Sub‐total 54,647,544 26,408,383 57,900,359 31,001,053 61,803,467 29,077,135 Total 81,055,927 88,901,412 90,880,602 Planning & Natural Resources General Fund 8,775,069 ‐ 8,093,673 ‐ 8,915,238 ‐ Internal Rev. Matching Fund 750,000 ‐ ‐ ‐ ‐ ‐ Program Income Fund ‐ 2,380,863 ‐ 2,726,214 ‐ 2,389,854 Natural Resources Recla. ‐ 1,975,607 ‐ 605,195 ‐ 1,007,174 Air Pollution Fund ‐ 1,079,216 ‐ 2,390,921 ‐ 1,059,246 Fish and Wildlife Fund ‐ 226,865 ‐ 443,879 ‐ 415,359 Federal Funds ‐ 6,250,570 ‐ 19,177,500 ‐ 17,953,343 Sub‐Total 9,525,069 11,913,121 8,093,673 25,343,709 8,915,238 22,824,976 Total 21,438,190 33,437,382 31,740,214 GOVERNMENT OF THE VIRGIN ISLANDS THREE YEAR EXPENDITURE REPORT (2007‐2009) 64 Fiscal Year 2007 Fiscal Year 2008 Fiscal Year 2009 ACTUAL APPROVED | ESTIMATED RECOMMENDED | PROJECTED Departments/Agencies Funding Source Appropriated Non‐appropriated Appropriated Non‐appropriated Appropriated Non‐appropriated Dept. of Housing, Parks & Rec. General Fund 7,316,612 ‐ 7,606,086 ‐ 8,922,166 ‐ Emergency Housing ‐ 579,985 ‐ 183,000 ‐ ‐ Casino Revenue Fund ‐ 290,851 ‐ 252,189 ‐ 252,189 Homestead Home loan Fund ‐ 920,760 ‐ 544,000 ‐ ‐ Moderate Income Fund ‐ 368,770 ‐ 420,000 ‐ ‐ Athletic Fund ‐ 14,610 ‐ 14,580 ‐ 16,000 Territorial Park Fund ‐ 458,225 ‐ 667,969 ‐ 182,300 Federal Funds ‐ ‐ ‐ 100,000 ‐ 50,000 Sub‐Total 7,316,612 2,633,201 7,606,086 2,181,738 8,922,166 500,489 Total 9,949,813 9,787,824 9,422,655 Department of Agriculture General Fund (4) 3,041,966 ‐ 3,443,493 ‐ 3,649,080 ‐ Agri. Revol. Fund ‐ 605,430 ‐ 108,000 ‐ 130,000 Internal Rev. Matching Fund ‐ ‐ 20,000 ‐ ‐ ‐ Federal Funds ‐ 367,668 ‐ 294,126 ‐ 640,000 Sub‐Total 3,041,966 973,098 3,463,493 402,126 3,649,080 770,000 Total 4,015,064 3,865,619 4,419,080 University of the Virgin Islands General Fund 33,026,000 ‐ 34,000,000 ‐ 35,000,000 ‐ Sub‐total 33,026,000 ‐ 34,000,000 ‐ 35,000,000 ‐ Total 33,026,000 34,000,000 35,000,000 Department of Tourism General Fund 3,057,720 ‐ 3,777,663 ‐ 3,939,326 ‐ Tour. Adv. Revolving Fund 650,000 13,519,153 650,000 18,587,625 650,000 19,961,649 Federal Funds ‐ ‐ ‐ ‐ ‐ ‐ Sub‐Total 3,707,720 13,519,153 4,427,663 18,587,625 4,589,326 19,961,649 Total 17,226,873 23,015,288 24,550,975 Schneider Regional Medical Center General Fund 28,152,345 ‐ 30,257,554 ‐ 32,413,895 ‐ Hospital Revol. Fund (3) ‐ 51,567,807 ‐ 47,882,892 ‐ 50,516,510 Sub‐total 28,152,345 51,567,807 30,257,554 47,882,892 32,413,895 50,516,510 Total 79,720,152 78,140,446 82,930,405 Juan F. Luis Hosp.& Med. Cent. General Fund 30,724,965 ‐ 25,818,846 ‐ 27,455,472 ‐ Hospital Revol. Fund (3) ‐ 38,238,278 ‐ 40,117,845 ‐ 32,000,000 Sub‐Total 30,724,965 38,238,278 25,818,846 40,117,845 27,455,472 32,000,000 Total 68,963,243 65,936,691 59,455,472 GOVERNMENT OF THE VIRGIN ISLANDS THREE YEAR EXPENDITURE REPORT (2007‐2009) 65 Fiscal Year 2007 Fiscal Year 2008 Fiscal Year 2009 ACTUAL APPROVED | ESTIMATED RECOMMENDED | PROJECTED Departments/Agencies Funding Source Appropriated Non‐appropriated Appropriated Non‐appropriated Appropriated Non‐appropriated V.I. Public Television System ( WTJX) General Fund 4,545,538 ‐ 4,545,538 ‐ 5,445,507 ‐ Sub‐total 4,545,538 ‐ 4,545,538 ‐ 5,445,507 ‐ Total 4,545,538 4,545,538 5,445,507 Miscellaneous General Fund 106,224,483 ‐ 137,343,574 ‐ 132,965,882 ‐ Sub‐total 106,224,483 ‐ 137,343,574 ‐ 132,965,882 ‐ Total 106,224,483 137,343,574 132,965,882 General Fund 772,177,874 824,558,270 870,579,978 Adjustment to Health Insurance (2) ‐ ‐ (3,322,978) Total Adjusted General Fund 772,177,874 824,558,270 867,257,000 Total Other Appropriated Funds 96,141,935 102,053,128 75,876,908 Sub‐Total Appropriated 868,319,809 926,611,398 943,133,908 Total Federal Funds 95,485,965 164,343,768 166,461,341 Total Non‐Governmental Funds (3) 89,806,085 88,000,737 82,516,510 Total Other Non‐Appropriated Funds 56,597,532 58,490,281 51,827,618 Sub‐Total Non‐Appropriated 241,889,582 310,834,786 300,805,469 GRAND TOTAL WITH ADJ. 1,110,209,391 1,237,446,184 1,243,939,377 Plus Adjustment (2) ‐ ‐ 3,322,978 GRAND TOTAL WITHOUT ADJ. 1,110,209,391 1,237,446,184 1,247,262,355 (2) Adjustments based on proposed enabling legislation. (3) Hospital Revolving Fund under SMRC and JFLH are Non‐Governmental Funds (4) The $500,000 Agriculture Sustainable Farming Act contribution is reflected in the Miscellaneous and not in the Department of Agriculture General Fund Total. * Finance is the custodian of these funds GOVERNMENT OF THE VIRGIN ISLANDS THREE YEAR EXPENDITURE REPORT (2007‐2009) (1) A portion of this fundʹs budget is included in the Department of Human Servicesʹ General Fund budget. The other portion derives from Virgin Islands Lottery proceeds. 66 EXPENDITURE SUMMARY: FY 2007‐2009 $96,141,935 $102,053,128 $75,876,908 $89,806,085 $88,000,737 $82,516,510 $56,597,532 $58,490,281 $51,827,618 $95,485,965 $164,343,768 $166,461,341 $772,177,874 $824,558,270 $867,257,000 ‐ 100,000,000 200,000,000 300,000,000 400,000,000 500,000,000 600,000,000 700,000,000 800,000,000 900,000,000 1,000,000,000 FY 07 FY 08 FY 09 General Fund 772,177,874 824,558,270 867,257,000 Federal Funds 95,485,965 164,343,768 166,461,341 Other Non‐Appropriated 56,597,532 58,490,281 51,827,618 Non‐Governmental Fund 89,806,085 88,000,737 82,516,510 Other Appropriated 96,141,935 102,053,128 75,876,908 FY 07 FY 08 FY 09 67 General Fund Other Local Funds Total Funds Revenues: Taxes 853,843 7,169 861,012 Charges for Services 10,124 46,056 56,180 Interest and Other 5,610 81,124 86,734 Total Revenues 869,577 134,349 1,003,926 Expenditures: Current General Government 255,796 14,877 270,673 Public Safety 92,855 850 93,705 Education 199,650 ‐ 199,650 Health and Human Services 170,044 2,326 172,370 Transportation, Facilities & Communication 70,784 7,024 77,808 Culture and Recreation 39,101 800 39,901 Debt Service 49,173 47,572 96,745 Total Expenditures 877,403 73,449 950,852 Excess (Deficiency) of Revenues Over/(Under) Expenditures (7,826) 60,900 53,074 Other Financing Sources (uses): Operating Transfers from Other Funds 57,900 (3,000) 54,900 Operating Transfers to Other Funds (11,747) (57,900) (69,647) Operating Transfers to Component Units (39,027) ‐ (39,027) Transfers from Component Unit 700 ‐ 700 Total Other Financing Sources(Uses), Net 7,826 (60,900) (53,074) Excess (Deficiency) of Revenues and Other Financing Sources Over (Under) Expenditures and Other Financing Uses 0 0 0 Source of Information: Revenues: Expenditures: Other Financing Sources: Crisis Intervention and STX Capital Improvement Funds. (Transfers to Other Funds): Total Transfers Out represented on the General Fund Revenues and Contributions, Actuals and Estimated Report; (Transfers to Components Units): Total FY 09 recommendations for UVI, UVI Workforce Survey, Casino Commission and VI Housing Finance Authority. (Transfers from Component Unit): Payment in lieu of taxes from West Indian Company, Ltd. Other Local Funds (Transfers from Other Funds): Transfer from Local Fund to Local Fund ‐ Internal Revenue Matching Fund to Crisis Intervention and STX Capital Improvement Funds. (Operating Transfers to Other Funds): Other Local (Appropriated) Funds plus Insurance Guarantee Fund and V.I. Lottery Commission (Non‐appropriated Funds) less funding for Crisis Intervention and STX Capital Improvement Funds. General Fund: Total Expenditures for the Government less Expenditures of the Component Units (UVI, UVI Workforce Survey, Casino Commission and VI Housing Finance Authority). Other Local Funds: Total Other Local (Appropriated) Funds less contributions between funds represented on the Summary of Appropriation Requests by Activities and Local Funds. General Fund (Transfer from Other Funds): Other Local (Appropriated) Funds plus Insurance Guarantee Fund and V.I. Lottery Commission (Non‐appropriated funds) less funding for Totals derive from figures represented on the General Fund Revenues and Contributions, Actuals and Estimated Report and the Summary of Appropriation Requests by Activities and Local General Fund Revenues: Total taxes, Fees & Charges and Interest less Tax Refunds, WAPA Infrastructure and Customs Duties due to Port Authority. Other Local Funds Revenues: Total Other Local (Appropriated) Funds represented on the Summary of Appropriation Requests by Activities and Local Funds plus Insurance Guarantee Fund and V.I. Lottery Commission (Non‐appropriated) represented on the General Fund Revenues and Contributions. Funds. (In thousands) Combined Statement of Revenues and Expenditures Budget ‐ General Fund and Other Local Fund Non GAAP Budgetary Basis Year Ending September 30, 2009 68 Sources of Revenue (in Thousands) Interest & Other, $86,734 [8.64%] Charges for Services, $56,180 [5.60%] Taxes, $861,012 [85.76%] Expenditures by Functions of Government (in Thousands) Debt Service, $96,745 [9.64%] Other Fin. Sourcing/Uses, $53,074 [5.29%] Culture and Recreation, $39,901 [3.97%] Trans./Facilities/Comm. , $77,808 [7.75%] Health & Human Svs., $172,370 [17.17%] Education, $199,650 [19.89%] Public Safety, $93,705 [9.33%] General Government, $270,673 [26.96%] 69 APPROPRIATION BILLS 70 BILL NO. 27‐_______ TWENTY‐SEVENTH LEGISLATURE OF THE VIRGIN ISLANDS OF THE UNITED STATES REGULAR SESSION 2008 FOR THE OPERATION OF THE GOVERNMENT OF THE VIRGIN ISLANDS DURING THE FISCAL YEAR OCTOBER 1, 2008 TO SEPTEMBER 30, 2009. BE IT ENACTED BY THE LEGISLATURE OF THE VIRGIN ISLANDS: SECTION 1. THE AMOUNTS LISTED HEREIN, OR SO MUCH THEREOF AS SHALL BE SUFFICIENT TO ACCOMPLISH THE PURPOSES SPECIFIED, AS HEREINAFTER SET FORTH, ARE HEREBY APPROPRIATED AND AUTHORIZED TO BE PAID OUT OF ANY FUNDS IN THE GENERAL FUND OF THE TREASURY OF THE VIRGIN ISLANDS, WHICH AMOUNTS SHALL BE AVAILABLE FOR THE FISCAL YEAR OCTOBER 1, 2008 TO SEPTEMBER 30, 2009. SECTION 2. WITH LUMP SUM APPROPRIATIONS, THE DEPARTMENTS AND AGENCIES ARE HEREBY EXEMPTED FROM TITLE 2, CHAPTER 2, SECTION 28 (B), VIRGIN ISLANDS CODE. FISCAL YEAR 2009 0100 GENERAL FUND 110 DEPT OF JUSTICE TOTAL DEPT OF JUSTICE 39,978,634.00 200 OFFICE OF THE GOVERNOR TOTAL OFFICE OF THE GOVERNOR 10,406,194.00 210 OFFICE OF MANAGEMENT & BUDGET TOTAL OFFICE OF MGMT & BUDGET 3,030,281.00 220 DIVISION OF PERSONNEL TOTAL DIVISION OF PERSONNEL 4,300,670.00 240 FIRE SERVICES TOTAL FIRE SERVICES 19,413,154.00 71 260 BUREAU OF INFO. TECH FISCAL YEAR 2009 TOTAL BUREAU OF INFO. TECH 3,007,462.00 280 OFFICE OF THE ADJUTANT GENERAL TOTAL OFFICE OF THE ADJT GENERAL 2,332,759.00 290 OFFICE OF VETERAN AFFAIRS TOTAL OFFICE OF VETERAN AFFAIRS 414,347.00 300 OFFICE OF LT. GOVERNOR TOTAL OFFICE OF LT. GOVERNOR 8,554,544.00 310 VI ELECTION SYSTEM TOTAL VI ELECTION SYSTEM 1,394,960.00 320 BOARD OF ELECTIONS TOTAL BOARD OF ELECTIONS 217,306.00 330 BOARD OF EDUCATION TOTAL BOARD OF EDUCATION 2,694,389.00 340 INTERNAL REVENUE BUREAU TOTAL INTERNAL REVENUE BUREAU 11,524,392.00 350 VI INSPECTOR GENERAL TOTAL VI INSPECTOR GENERAL 1,970,613.00 360 BUREAU OF MOTOR VEHICLES TOTAL BUREAU OF MOTOR VEHICLES 2,574,719.00 370 DEPARTMENT OF LABOR TOTAL DEPARTMENT OF LABOR 6,609,609.00 380 LICENSING & CONSUMER AFFAIRS TOTAL LICENSING & CONSUMER AFFAIR 3,724,496.00 390 DEPARTMENT OF FINANCE TOTAL DEPARTMENT OF FINANCE 7,360,300.00 400 DEPARTMENT OF EDUCATION TOTAL DEPARTMENT OF EDUCATION 188,599,927.00 500 VI POLICE DEPARTMENT TOTAL VI POLICE DEPARTMENT 62,928,353.00 600 DEPARTMENT OF PROPERTY & PROC TOTAL DEPARTMENT OF PROPERTY & PR 6,716,699.00 610 DEPARTMENT OF PUBLIC WORKS TOTAL DEPARTMENT OF PUBLIC WORKS 30,602,290.00 72 FISCAL YEAR 2009 700 DEPARTMENT OF HEALTH TOTAL DEPARTMENT OF HEALTH 40,965,196.00 710 SCHNEIDER REGIONAL MEDICAL CENTER TOTAL SCHNEIDER REGIONAL MED. CTR. 32,413,895.00 710 JUAN F. LUIS HOSPITAL & MEDICAL CENTER TOTAL JUAN F. LUIS HOSPITAL 27,455,472.00 720 DEPARTMENT OF HUMAN SERVICES TOTAL DEPARTMENT OF HUMAN SERVICE 60,803,467.00 800 DEPT. OF PLANNING & NATURAL RESOURCES TOTAL DEPT. OF PLANNING & NATURAL RES. 8,915,238.00 810 DEPARTMENT OF HOUSING, PARKS & RECREATION TOTAL DEPT. OF HOUSING, PARKS & REC. 8,922,166.00 830 DEPARTMENT OF AGRICULTURE TOTAL DEPARTMENT OF AGRICULTURE 3,649,080.00 920 DEPARTMENT OF TOURISM TOTAL DEPARTMENT OF TOURISM 3,939,326.00 990 MISCELLANEOUS TOTAL MISCELLANEOUS 132,965,882.00 HEALTH INSURANCE ADJUSTMENT (3,322,978.00) TOTAL GENERAL FUND 735,062,842.00 73 BILL NO.27‐______ TWENTY‐SEVENTH LEGISLATURE OF THE VIRGIN ISLANDS OF THE UNITED STATES REGULAR SESSION 2008 TO APPROPRIATE MONIES FROM THE ANTILITTER AND BEAUTIFICATION FUND TO THE WASTE MANAGEMENT AUTHORITY FOR THE FISCAL YEAR ENDING SEPTEMBER 30, 2009 AND FOR OTHER PURPOSES BE IT ENACTED BY THE LEGISLATURE OF THE VIRGIN ISLANDS: SECTION 1. THE FOLLOWING SUMS OR SO MUCH THEREOF AS MAY BE NECESSARY, ARE HEREBY APPROPRIATED FROM THE ANTILITTER AND BEAUTIFICATION FUND IN THE TREASURY OF THE VIRGIN ISLANDS, CREATED BY ACT NO 5661 (BILL NO. 18‐0320) ENACTED DECEMBER 17, 1990, FOR THE FISCAL YEAR ENDING SEPTEMBER 30, 2009 AND SHALL REMAIN AVAILABLE UNTIL EXPENDED FOR THE PURPOSES HEREAFTER EXPRESSLY NAMED: FISCAL YEAR 2009 2043 ANTI‐LITTER AND BEAUTIFICATION 620 VI WASTE MANAGEMENT AUTHORITY TOTAL VI WASTE MANAGEMENT AUTHORITY 3,823,668.00 TOTAL ANTI‐LITTER AND BEAUTIFICATION 3,823,668.00 74 BILL NO. 27‐_______ TWENTY‐SEVENTH LEGISLATURE OF THE VIRGIN ISLANDS OF THE UNITED STATES REGULAR SESSION 2008 TO PROVIDE AN APPROPRIATION FOR OPERATING EXPENSES OF THE BUREAU OF MOTOR VEHICLES OF THE GOVERNMENT OF THE VIRGIN ISLANDS DURING THE FISCAL YEAR OCTOBER 1, 2008 TO SEPTEMBER 30, 2009. BE IT ENACTED BY THE LEGISLATURE OF THE VIRGIN ISLANDS: SECTION 1. THE FOLLOWING SUM, OR SO MUCH THEREOF AS MAY BE NECESSARY, IS HEREBY APPROPRIATED OUT OF FUNDS IN THE TRANSPORTATION TRUST FUND INTO THE BUREAU OF MOTOR VEHICLES FUND FOR OPERATING EXPENSES, INCLUDING WAGES OF SALARIED EMPLOYEES, OF THE BUREAU OF MOTOR VEHICLES DURING THE FISCAL YEAR BEGINNING OCTOBER 1, 2008 AND ENDING SEPTEMBER 30, 2009, AS HEREINAFTER SPECIFIED: FISCAL YEAR 2009 2094 BUREAU OF MOTOR VEHICLES 360 BUREAU OF MOTOR VEHICLES TOTAL BUREAU OF MOTOR VEHICLES 1,000,000.00 TOTAL BUREAU OF MOTOR VEHICLES 1,000,000.00 75 BILL NO. 27‐ TWENTY‐SEVENTH LEGISLATURE OF THE VIRGIN ISLANDS OF THE UNITED STATES REGULAR SESSION 2008 TO PROVIDE AN APPROPRIATION FOR OPERATING EXPENSES OF THE BUSINESS AND COMMERCIAL PROPERTIES REVOLVING FUND OF THE GOVERNMENT OF THE VIRGIN ISLANDS DURING THE FISCAL YEAR OCTOBER 1, 2008 TO SEPTEMBER 30, 2009. BE IT ENACTED BY THE LEGISLATURE OF THE VIRGIN ISLANDS: SECTION 1. THE FOLLOWING SUM, OR SO MUCH THEREOF AS MAY BE NECESSARY, IS HEREBY APPROPRIATED OUT OF FUNDS IN THE BUSINESS AND COMMERCIAL PROPERTIES REVOLVING FUND FOR THE OPERATING EXPENSES, INCLUDING WAGES OF SALARIED EMPLOYEES, OF THE DEPARTMENT OF PROPERTY AND PROCUREMENT, BUSINESS AND COMMERCIAL PROPERTIES ADMINISTRATION, IN ADMINISTERING THE SAID FUND DURING THE FISCAL YEAR BEGINNING OCTOBER 1, 2008 AND ENDING SEPTEMBER 30, 2009, AS HEREINAFTER SPECIFIED: FISCAL YEAR 2009 6028 BUSINESS & COMMERCIAL PROPERTY 600 DEPARTMENT OF PROPERTY & PROCUREMENT TOTAL PROPERTY & PROCUREMENT 2,035,074.00 TOTAL BUSINESS & COMMERCIAL PROPERTY 2,035,074.00 76 BILL NO. 27 ‐______ TWENTY‐SEVENTH LEGISLATURE OF THE VIRGIN ISLANDS OF THE UNITED STATES REGULAR SESSION 2008 TO PROVIDE AN APPROPRIATION FROM THE CARIBBEAN BASIN INITIATIVE FUND FOR FISCAL YEAR OCTOBER 1, 2008 TO SEPTEMBER 30, 2009. BE IT ENACTED BY THE LEGISLATURE OF THE VIRGIN ISLANDS: SECTION 1. NOTWITHSTANDING ANY OTHER LAW, THE FOLLOWING SUM OR SO MUCH THEREOF AS MAY BE NECESSARY, IS HEREBY APPROPRIATED OUT OF FUNDS AVAILABLE IN THE CARIBBEAN BASIN INITIATIVE FUND, CREATED PURSUANT TO 26 USC (PUBLIC LAW 98‐67), FOR FISCAL YEAR OCTOBER 1, 2008 TO SEPTEMBER 30, 2009. FISCAL YEAR 2009 3015 CARIBBEAN BASIN INITIATIVE 390 DEPARTMENT OF FINANCE TOTAL DEPARTMENT OF FINANCE 7,000,000.00 TOTAL CARIBBEAN BASIN INITIATIVE 7,000,000.00 77 BILL NO. 27‐_______ TWENTY‐SEVENTH LEGISLATURE OF THE VIRGIN ISLANDS OF THE UNITED STATES REGULAR SESSION 2008 TO APPROPRIATE FUNDS FROM THE GOVERNMENT INSURANCE FUND FOR OPERATING EXPENSES OF THE DEPARTMENT OF FINANCE AND THE DEPARTMENT OF LABOR FOR THE FISCAL YEAR ENDING SEPTEMBER 30, 2009. BE IT ENACTED BY THE LEGISLATURE OF THE VIRGIN ISLANDS: SECTION 1. (A) THE FOLLOWING SUMS, OR SO MUCH THEREOF AS MAY BE NECESSARY, ARE HEREBY APPROPRIATED OUT OF THE GOVERNMENT INSURANCE FUND FOR EXPENSES, INCLUDING WAGES OF SALARIED EMPLOYEES OF THE DEPARTMENT OF FINANCE, OFFICE OF THE CUSTODIAN AND THE DEPARTMENT OF LABOR, DIVISION OF OCCUPATIONAL SAFETY AND HEALTH AND THE DIVISION OF WORKER’S COMPENSATION. FISCAL YEAR 2009 6000 GOVERNMENT INSURANCE FUND ` 370 DEPARTMENT OF LABOR TOTAL DEPARTMENT OF LABOR 2,130,966.00 390 DEPARTMENT OF FINANCE TOTAL DEPARTMENT OF FINANCE 764,514.00 TOTAL GOVERNMENT INSURANCE FUND 2,895,480.00 78 BILL NO. 27‐_______ TWENTY‐SEVENTH LEGISLATURE OF THE VIRGIN ISLANDS OF THE UNITED STATES REGULAR SESSION 2008 TO PROVIDE FOR THE LUMP SUM APPROPRIATION FROM THE HEALTH REVOLVING FUND FOR FISCAL YEAR OCTOBER 1, 2008 THROUGH SEPTEMBER 30, 2009. BE IT ENACTED BY THE LEGISLATURE OF THE VIRGIN ISLANDS: SECTION 1. THE FOLLOWING AMOUNT, OR SO MUCH THEREOF AS MAY BE NECESSARY TO ACCOMPLISH THE PURPOSES SPECIFIED, IS HEREBY APPROPRIATED FROM FUNDS AVAILABLE OR DEPOSITED IN THE HEALTH REVOLVING FUND FOR THE FISCAL YEAR ENDING SEPTEMBER 30, 2009. SECTION 2. THE DEPARTMENT OF HEALTH GRANTED A LUMP SUM BUDGET UNDER THIS ACT IS HEREBY EXEMPTED FROM THE PROVISIONS OF TITLE 2, CHAPTER 2, SECTION 28(B), VIRGIN ISLANDS CODE. FISCAL YEAR 2009 6018 HEALTH REVOLVING 700 HEALTH TOTAL HEALTH 2,325,850.00 710 HOSPITAL & HEALTH FACILITIES C TOTAL HOSPITAL & HEALTH FACILITIES TOTAL HEALTH REVOLVING 2,325,850.00 79 BILL NO. 27‐_______ TWENTY‐SEVENTH LEGISLATURE OF THE VIRGIN ISLANDS OF THE UNITED STATES REGULAR SESSION 2008 TO PROVIDE FOR THE LUMP SUM APPROPRIATION FROM THE INDIRECT COST FUND FOR SALARIES, OPERATING EXPENSES AND FOR OTHER PURPOSES, OF THE OFFICE OF MANAGEMENT AND BUDGET, THE DIVISION OF PERSONNEL, THE DEPARTMENT OF PROPERTY AND PROCUREMENT AND THE DEPARTMENT OF FINANCE FOR THE FISCAL YEAR OCTOBER 1, 2008 THROUGH SEPTEMBER 30, 2009. BE IT ENACTED BY THE LEGISLATURE OF THE VIRGIN ISLANDS: SECTION 1. THE FOLLOWING SUMS, OR SO MUCH THEREOF AS MAY BE NECESSARY, ARE HEREBY APPROPRIATED FROM THE INDIRECT COST FUND FOR OPERATING EXPENSES, INCLUDING WAGES AND SALARIES, AND OTHER PURPOSES OF THE OFFICE OF MANAGEMENT AND BUDGET, THE DIVISION OF PERSONNEL, THE DEPARTMENT OF PROPERTY AND PROCUREMENT AND THE DEPARTMENT OF FINANCE FOR FISCAL YEAR OCTOBER 1, 2008 TO SEPTEMBER 30, 2009. FISCAL YEAR 2009 2098 INDIRECT COST 210 OFFICE OF MANAGEMENT & BUDGET TOTAL OFFICE OF MANAGEMENT & BUDG 2,770,053.00 220 DIVISION OF PERSONNEL TOTAL DIVISION OF PERSONNEL 266,541.00 390 DEPARTMENT OF FINANCE TOTAL DEPARTMENT OF FINANCE 2,349,175.00 600 DEPARTMENT OF PROPERTY & PROC TOTAL DEPARTMENT OF PROPERTY & PR 313,536.00 TOTAL INDIRECT COST 5,699,305.00 80 BILL NO. 27 ‐_______ TWENTY‐SEVENTH LEGISLATURE OF THE VIRGIN ISLANDS OF THE UNITED STATES REGULAR SESSION 2008 TO APPROPRIATE THE SUM OF $5,000,000 FROM THE INTEREST REVENUE FUND AS A CONTRIBUTION TO THE GENERAL FUND RECOMMENDED BY THE GOVERNOR BE IT ENACTED BY THE LEGISLATURE OF THE VIRGIN ISLANDS: SECTION 1. NOTWITHSTANDING ANY OTHER LAW, THE SUM OF FIVE MILLION DOLLARS ($5,000,000) IS HEREBY APPROPRIATED OUT OF ANY FUNDS AVAILABLE IN THE INTEREST REVENUE FUND TO THE GENERAL FUND IN THE FISCAL YEAR ENDING SEPTEMBER 30, 2009 AS A CONTRIBUTION TO THE GENERAL FUND. 81 BILL NO. 27‐______ TWENTY‐SEVENTH LEGISLATURE OF THE VIRGIN ISLANDS OF THE UNITED STATES REGULAR SESSION 2008 TO PROVIDE FOR THE OPERATING EXPENSES OF THE PUBLIC EMPLOYEES RELATIONS BOARD AND THE LABOR MANAGEMENT COMMITTEE FOR FISCAL YEAR OCTOBER 1, 2008 TO SEPTEMBER 30, 2009. PROPOSED BY: THE GOVERNOR BE IT ENACTED BY THE LEGISLATURE OF THE VIRGIN ISLANDS: SECTION 1. THERE IS HEREBY APPROPRIATED FROM THE UNION ARBITRATION AWARD AND GOVERNMENT EMPLOYEES INCREMENT FUND, ESTABLISHED PURSUANT TO SECTION 3066 OF TITLE 33, VIRGIN ISLANDS CODE, THE SUM OF $830,000 TO THE PUBLIC EMPLOYEES RELATIONS BOARD FOR OPERATING EXPENSES. SUCH SUM SHALL REMAIN AVAILABLE UNTIL EXPENDED. SECTION 2. THERE IS HEREBY APPROPRIATED FROM THE UNION ARBITRATION AWARD AND GOVERNMENT EMPLOYEES INCREMENT FUND, ESTABLISHED PURSUANT TO SECTION 3066 OF TITLE 33, VIRGIN ISLANDS CODE, THE SUM OF $165,000 TO THE LABOR MANAGEMENT COMMITTEE FOR OPERATING EXPENSES. SUCH SUM SHALL REMAIN AVAILABLE UNTIL EXPENDED. 82 BILL NO. 27‐________ TWENTY‐SEVENTH LEGISLATURE OF THE VIRGIN ISLANDS OF THE UNITED STATES REGULAR SESSION 2008 TO APPROPRIATE FUNDS TO THE PUBLIC SERVICES COMMISSION FOR THE FISCAL YEAR OCTOBER 1, 2008 TO SEPTEMBER 30, 2009 FOR OPERATING EXPENSES. BE IT ENACTED BY THE LEGISLATURE OF THE VIRGIN ISLANDS: SECTION 1. THE FOLLOWING SUM, OR SO MUCH THEREOF AS MAY BE NECESSARY, IS HEREBY APPROPRIATED OUT OF ANY AVAILABLE FUNDS IN THE PUBLIC SERVICES COMMISSION REVOLVING FUND FOR FISCAL YEAR OCTOBER 1, 2008 TO SEPTEMBER 30, 2009 TO THE PUBLIC SERVICES COMMISSION. FISCAL YEAR 2009 6032 PUBLIC SERVICE COMMISSION REVOLVING 380 LICENSING & CONSUMER AFFAIRS TOTAL LICENSING & CONSUMER AFFAIR 1,468,562.00 TOTAL PUBLIC SERVICE COMMISSION REVOLVING 1,468,562.00 83 BILL NO. 27‐______ TWENTY‐SEVENTH LEGISLATURE OF THE VIRGIN ISLANDS OF THE UNITED STATES REGULAR SESSION 2008 TO PROVIDE AN APPROPRIATION FOR OPERATING EXPENSES OF THE WASTE MANAGEMENT AUTHORITY FROM THE SEWAGE SYSTEM FUND OF THE GOVERNMENT OF THE VIRGIN ISLANDS DURING THE FISCAL YEAR OCTOBER 1, 2008 THROUGH SEPTEMBER 30, 2009. BE IT ENACTED BY THE LEGISLATURE OF THE VIRGIN ISLANDS: SECTION 1. THE FOLLOWING SUM, OR SO MUCH THEREOF AS MAY BE NECESSARY, IS HEREBY APPROPRIATED FROM THE SEWAGE SYSTEM FUND FOR OPERATING EXPENSES INCLUDING MAINTENANCE, SUPPLIES, MACHINERY AND EQUIPMENT AND OTHER PURPOSES OF WASTE MANAGEMENT AUTHORITY FOR THE FISCAL YEAR OCTOBER 1, 2008 THROUGH SEPTEMBER 30, 2009, AND SHALL REMAIN AVAILABLE UNTIL EXPENDED. FISCAL YEAR 2009 2066 SEWER WASTE WATER FUND 620 VI WASTE MANAGEMENT AUTHORITY TOTAL VI WASTE MANAGEMENT AUTHOR 1,100,000.00 TOTAL SEWER WASTE WATER FUND 1,100,000.00 84 BILL NO. 27‐______ TWENTY‐SEVENTH LEGISLATURE OF THE VIRGIN ISLANDS OF THE UNITED STATES REGULAR SESSION 2008 TO PROVIDE AN APPROPRIATION FOR OPERATING EXPENSES OF THE DEPARTMENT OF PUBLIC WORKS AND THE WASTE MANAGEMENT AUTHORITY FROM THE ST. JOHN CAPITAL IMPROVEMENT FUND OF THE GOVERNMENT OF THE VIRGIN ISLANDS DURING THE FISCAL YEAR OCTOBER 1, 2008 THROUGH SEPTEMBER 30, 2009. BE IT ENACTED BY THE LEGISLATURE OF THE VIRGIN ISLANDS: SECTION 1. THE FOLLOWING SUMS, OR SO MUCH THEREOF AS MAY BE NECESSARY, ARE HEREBY APPROPRIATED FROM THE ST. JOHN CAPITAL INPROVEMENT FUND FOR OPERATING EXPENSES INCLUDING MAINTENANCE, SUPPLIES, MACHINERY AND EQUIPMENT AND OTHER PURPOSES OF THE DEPARTMENT OF PUBLIC WORKS AND THE WASTE MANAGEMENT AUTHORITY FOR THE FISCAL YEAR OCTOBER 1, 2008 THROUGH SEPTEMBER 30, 2009. FISCAL YEAR 2009 3019 SAINT JOHN CAPITAL IMPROVEMENT 610 DEPARTMENT OF PUBLIC WORKS TOTAL DEPARTMENT OF PUBLIC WORKS 225,000.00 620 VI WASTE MANAGEMENT AUTHORITY TOTAL VI WASTE MANAGEMENT AUTHOR 1,275,000.00 TOTAL SAINT JOHN CAPITAL IMPROVEMENT 1,500,000.00 85 BILL NO. 27‐______ TWENTY‐SEVENTH LEGISLATURE OF THE VIRGIN ISLANDS OF THE UNITED STATES REGULAR SESSION 2008 TO PROVIDE FOR AN APPROPRIATION FROM THE TOURISM ADVERTISMENT REVOLVING FUND TO THE OFFICE OF THE GOVERNOR, THE DEPARTMENT OF TOURISM, THE DEPARTMENT OF PUBLIC WORKS, THE VIRGIN ISLANDS WASTE MANAGEMENT AUTHORITY AND THE VIRGIN ISLANDS POLICE DEPARTMENT DURING THE FISCAL YEAR OCTOBER 1, 2008 THROUGH SEPTEMBER 30, 2009. PROPOSED BY: THE GOVERNOR BE IT ENACTED BY THE LEGISLATURE OF THE VIRGIN ISLANDS: SECTION 1. NOTWITHSTANDING ANY OTHER LAW, THE FOLLOWING SUMS OR SO MUCH THEREOF AS MAY BE NECESSARY ARE HEREBY APPROPRIATED FROM ANY FUNDS AVAILABLE IN THE TOURISM ADVERTISING REVOLVING FUND, TO THE DEPARTMENT OF TOURISM, THE VIRGIN ISLANDS WASTE MANAGEMENT AUTHORITY, THE DEPARTMENT OF PUBLIC WORKS TO FUND VARIOUS FESTIVALS AND FESTIVAL CLEAN‐UP EXPENSES IN FISCAL YEAR ENDING SEPTEMBER 30, 2009, AND SHALL REMAIN AVAILABLE UNTIL EXPENDED. SECTION 2. NOTWITHSTANDING ANY OTHER LAW, THE FOLLOWING SUM OR SO MUCH THEREOF AS MAY BE NECESSARY IS HEREBY APPROPRIATED FROM ANY FUNDS AVAILABLE IN THE TOURISM ADVERTISING REVOVLING FUND, TO THE OFFICE OF THE OFFICE OF THE GOVERNOR, BUREAU OF ECONOMIC RESEARCH, TO CONDUCT TRAVELER EXIT SURVEYS IN FISCAL YEAR ENDING SEPTEMBER 30, 2009, AND SHALL REMAIN AVAILABLE UNTIL EXPENDED. SECTION3. NOTWITHSTANDING ANY OTHER LAW, THE FOLLOWING SUM OR SO MUCH THEREOF AS MAY BE NECESSARY IS HEREBY APPROPRIATED FROM ANY FUNDS AVAILABLE IN THE TOURISM ADVERTISING REVOLVING FUND, TO THE VIRGIN ISLANDS POLICE DEPARTMENT FOR POLICE OPERATIONS ON ST. THOMAS/ST. JOHN AND ST. CROIX AND SHALL REMAIN AVAILABLE UNTIL EXPENDED. FISCAL YEAR 2009 6068 TOURISM AD REVOLVING 86 FISCAL YEAR 2009 920 TOURISM TOTAL TOURISM 650,000.00 TOTAL TOURISM ADV. REVOLVING FUND 650,000.00 6069 TOURISM ADV. REVOLVING FUND 200 OFFICE OF THE GOVERNOR TOTAL OFFICE OF THE GOVERNOR 150,000.00 500 VI POLICE DEPARTMENT TOTAL VI POLICE DEPARTMENT 850,000.00 610 DEPARTMENT OF PUBLIC WORKS TOTAL DEPARTMENT OF PUBLIC WORKS 300,000.00 620 VI WASTE MANAGEMENT AUTHORITY TOTAL VI WASTE MANAGEMENT AUTHOR 300,000.00 TOTAL TOURISM ADV. REVOLVING FUND 1,600,000.00 87 BILL NO. 27 ‐______ TWENTY‐SEVENTH LEGISLATURE OF THE VIRGIN ISLANDS OF THE UNITED STATES REGULAR SESSION 2008 TO APPROPRIATE THE SUM OF $16,500,000 FROM THE TRANSPORTATION TRUST FUND AS A CONTRIBUTION TO THE GENERAL FUND PROPOSED BY: THE GOVERNOR BE IT ENACTED BY THE LEGISLATURE OF THE VIRGIN ISLANDS: SECTION 1. NOTWITHSTANDING ANY OTHER LAW, THE SUM OF SIXTEEN MILLION FIVE HUNDRED DOLLARS ($16,500,000) IS HEREBY APPROPRIATED OUT OF THE TRANSPORTATION TRUST FUND IN THE FISCAL YEAR ENDING SEPTEMBER 30, 2009 AS A CONTRIBUTION TO THE GENERAL FUND. 88 BILL NO. 27‐_______ TWENTY‐SEVENTH LEGISLATURE OF THE VIRGIN ISLANDS OF THE UNITED STATES REGULAR SESSION 2008 TO APPROPRIATE MONIES FOR SALARIES AND EXPENSES OF THE UNIVERSITY OF THE VIRGIN ISLANDS FOR THE FISCAL YEAR ENDING SEPTEMBER 30, 2009, AND FOR OTHER PURPOSES. BE IT ENACTED BY THE LEGISLATURE OF THE VIRGIN ISLANDS: SECTION 1. THE SUM OF $30,519,056 OR AS MUCH AS MAY BE NECESSARY, IS HEREBY APPROPRIATED OUT OF ANY AVAILABLE FUNDS IN THE TREASURY OF THE VIRGIN ISLANDS, TO BE TRANSFERRED TO THE UNIVERSITY OF THE VIRGIN ISLANDS FUND FOR EXPENDITURE BY THE UNIVERSITY OF THE VIRGIN ISLANDS DURING THE FISCAL YEAR ENDING SEPTEMBER 30, 2008, FOR THE PURPOSES HEREINAFTER NAMED IN THIS SECTION IN ACCORDANCE WITH THE PROVISIONS OF TITLE 17, CHAPTERS 33 AND 35, VIRGIN ISLANDS CODE. (A) FOR SALARIES, INCLUDING PAY FOR REGULAR AND TEMPORARY EMPLOYEES; SALARY INCREASES; EMPLOYERʹS FICA AND RETIREMENT CONTRIBUTIONS; OVERTIME COMPENSATION OF HOURLY RATED EMPLOYEES; BOOKS, MAGAZINES, TEACHING MATERIALS AND AUDIO‐VISUAL SUPPLIES; EQUIPMENT AND SUPPLIES FOR OFFICES, CLASSROOMS, LABORATORIES, LIBRARY, STUDENT AND FACULTY LODGINGS; RECREATIONAL AND COMMON ROOMS; VEHICLES AND THEIR MAINTENANCE AND REPAIR; FOOD AND RELATED SERVICES FOR STUDENT DORMITORIES; REPAIR, IMPROVEMENT AND MAINTENANCE OF THE UNIVERSITY CAMPUS AND ITS BUILDINGS AND OTHER APPURTENANCES; CONTRACTED, OUTSIDE SERVICES, SUCH AS LEGAL, ARCHITECTURAL, AUDITING AND PRINTING SERVICES; AND PAYMENT OF OTHER LEGITIMATE EXPENSES OF THE UNIVERSITY, INCLUDING PRINCIPAL AND INTEREST OF BONDS AND NOTES IN ACCORDANCE WITH THE PROVISIONS OF TITLE 17, CHAPTER 33 AND 35, VIRGIN ISLANDS CODE. (B) FOR INCIDENTAL EXPENSES INCLUDING TRAVEL EXPENSE AND PER DIEM OF UNIVERSITY FACULTY, ADMINISTRATIVE AND OTHER EMPLOYEES, AND MEMBERS OF ADVISORY COUNCILS, BOARDS AND OVERSEERS; FAMILY TRAVEL AND MOVING EXPENSES FROM OTHER POINTS OF THE VIRGIN ISLANDS FOR NEW STAFF MEMBERS; 89 AND FOR THE EXPENSES OF SUCH CONFERENCE AND WORKSHOPS AS MAY BE APPROVED BY THE BOARD OF TRUSTEES. SECTION 2. IN ORDER TO SUPPLEMENT THE SUMS APPROPRIATED BY THIS ACT, THE BOARD OF TRUSTEES IS HEREBY AUTHORIZED TO LEVY SUCH FEES FOR TUITION, HOUSING, FOOD SERVICES, AND THE USE OF UNIVERSITY‐OWNED BUILDINGS AS MAY BE REASONABLE AND PROPER, DEVOTING SUCH FEE INCOME SOLELY TO THE PURPOSES SPECIFIED IN SUB‐SECTIONS (A) AND (B) OF SECTION 1 OF THIS ACT. THE BOARD OF TRUSTEES IS FURTHER AUTHORIZED AND DIRECTED TO CONTINUE TO MAKE EVERY EFFORT TO SECURE GIFTS, GRANTS AND LOANS TO THE UNIVERSITY OF THE VIRGIN ISLANDS FUND FROM PRIVATE INDIVIDUALS, FOUNDATIONS AND FEDERAL GOVERNMENT AGENCIES AND TO UTILIZE SUCH GIFTS, GRANTS AND LOANS FOR THE PURPOSES SPECIFIED BY THE DONOR OR LENDER. SECTION 3. THERE IS APPROPRIATED FROM THE GENERAL FUND OF THE TREASURY OF THE VIRGIN ISLANDS FOR THE FISCAL YEAR ENDING SEPTEMBER 30, 2008, THE SUM OF $3,192,205 TO THE DEPARTMENT OF FINANCE FOR THE PAYMENT OF DEBT SERVICE COSTS OF THE UNIVERSITY OF THE VIRGIN ISLANDS. SECTION 4. THERE IS APPROPRIATED FROM THE GENERAL FUND OF THE TREASURY OF THE VIRGIN ISLANDS FOR THE FISCAL YEAR ENDING SEPTEMBER 30, 2008, THE SUM OF $300,000 TO THE UNIVERSITY OF THE VIRGIN ISLANDS TO PROVIDE MATCHING GRANTS FOR SMALL BUSINESS DEVELOPMENT CENTER PURSUANT TO TITLE 17, CHAPTER 33, SECTION 474, VIRGIN ISLANDS CODE. SECTION 5. THERE IS APPROPRIATED FROM THE GENERAL FUND OF THE TREASURY OF THE VIRGIN ISLANDS FOR THE FISCAL YEAR ENDING SEPTEMBER 30, 2008, THE SUM OF $184,243 TO THE UNIVERSITY OF THE VIRGIN ISLANDS FOR PAYMENT OF VETERAN’S TUITION PURSUANT TO TITLE 17, CHAPTER 33, SECTION 471, VIRGIN ISLANDS CODE. SECTION 6. THERE IS APPROPRIATED FROM THE GENERAL FUND OF THE TREASURY OF THE VIRGIN ISLANDS FOR THE FISCAL YEAR ENDING SEPTEMBER 30, 2008, THE SUM OF $37,773 TO THE UNIVERSITY OF THE VIRGIN ISLANDS FOR SENIOR CITIZENS’ TUITION, PURSUANT TO TITLE 17, CHAPTER 33, SECTION 475, VIRGIN ISLANDS CODE. SECTION 7. THERE IS APPROPRIATED FROM THE GENERAL FUND OF THE TREASURY OF THE VIRGIN ISLANDS FOR THE FISCAL YEAR ENDING SEPTEMBER 30, 2008, THE SUM $176,723 TO THE UNIVERSITY OF THE VIRGIN ISLANDS FOR THE NATIONAL GUARD OF THE VIRGIN ISLANDS TUITION EXEMPTIONS PURSUANT TO TITLE 17, CHAPTER 33, SECTION 473, VIRGIN ISLANDS CODE. SECTION 8. THERE IS APPROPRIATED FROM THE GENERAL FUND OF THE TREASURY OF THE VIRGIN ISLANDS FOR THE FISCAL YEAR ENDING SEPTEMBER 30, 2008, THE SUM OF $240,000 TO THE UNIVERSITY OF THE VIRGIN ISLANDS FOR 90 VALEDICTORIAN AND SALUTATORIAN SCHOLARSHIPS PURSUANT TO TITLE 17, CHAPTER 33, SECTION 476, VIRGIN ISLANDS CODE. SECTION 9. THERE IS APPROPRIATED FROM THE GENERAL FUND OF THE TREASURY OF THE VIRGIN ISLANDS FOR THE FISCAL YEAR ENDING SEPTEMBER 30, 2008, THE SUM OF $250,000 TO THE VIRGIN ISLANDS ACADEMIC AND CULTURAL AWARDS ENDOWMENT PURSUANT TO TITLE 17, CHAPTER 36, VIRGIN ISLANDS CODE. SECTION 10. THERE IS APPROPRIATED FROM THE GENERAL FUND OF THE TREASURY OF THE VIRGIN ISLANDS FOR THE FISCAL YEAR ENDING SEPTEMBER 30, 2008, THE SUM OF $100,000 TO THE COMMUNITY ENGAGEMENT AND LIFELONG LEARNING (CELL) PROGRAM FOR USE FOR VOCATIONAL EDUCATION PROGRAMS. FISCAL YEAR 2009 GENERAL FUND 900 UNIVERSITY OF THE VIRGIN ISLANDS TOTAL UNIVERSITY OF THE VIRGIN ISLANDS 35,000,000 TOTAL GENERAL FUND 35,000,000 91 BILL NO. 27‐ TWENTY‐SIXTH LEGISLATURE OF THE VIRGIN ISLANDS OF THE UNITED STATES REGULAR SESSION 2008 TO APPROPRIATE THE SUM OF $5,445,507 DOLLARS FROM THE GENERAL FUND TO WTJX PUBLIC TELEVISION SYSTEM FOR THE FISCAL YEAR ENDING SEPTEMBER 30, 2009. RECOMMENDED BY THE GOVERNOR BE IT ENACTED BY THE LEGISLATURE OF THE VIRGIN ISLANDS: SECTION 1. THERE IS APPROPRIATED FROM THE GENERAL FUND TO WTJX PUBLIC TELEVISION SYSTEM THE SUM OF $5,445,507 FOR THE OPERATING EXPENSES AND ANY OTHER RELATED COSTS FOR THE FISCAL YEAR ENDING SEPTEMBER 30, 2009. 92 BILL NO.27‐______ TWENTY‐SEVENTH LEGISLATURE OF THE VIRGIN ISLANDS OF THE UNITED STATES REGULAR SESSION 2008 TO APPROPRIATE FUNDS TO THE VIRGIN ISLANDS TAXICAB COMMISSION FOR THE FISCAL YEAR OCTOBER 1, 2008 TO SEPTEMBER 30, 2009 FOR OPERATING EXPENSES. BE IT ENACTED BY THE LEGISLATURE OF THE VIRGIN ISLANDS: SECTION 1. THE FOLLOWING SUM OR AS MUCH THEREOF AS MAY BE NECESSARY, IS HEREBY APPROPRIATED OUT OF ANY AVAILABLE FUNDS IN THE TAXI LICENSE FUND FOR THE FISCAL YEAR OCTOBER 1, 2008 TO SEPTEMBER 30, 2009, TO THE VIRGIN ISLANDS TAXICAB COMMISSION. FISCAL YEAR 2009 2114 TAXI LICENSE FUND 380 LICENSING & CONSUMER AFFAIRS TOTAL LICENSING & CONSUMER AFFAIR 683,969.00 TOTAL TAXI LICENSE FUND 683,969.00 93 BILL NO. 27‐______ TWENTY‐SEVENTH LEGISLATURE OF THE VIRGIN ISLANDS OF THE UNITED STATES REGULAR SESSION 2008 TO APPROPRIATE THE SUM OF $32,301,051 DOLLARS FROM THE GENERAL FUND TO THE VIRGIN ISLANDS WASTE MANAGEMENT AUTHORITY FOR THE FISCAL YEAR ENDING SEPTEMBER 30, 2009 PROPOSED BY: THE GOVERNOR BE IT ENACTED BY THE LEGISLATURE OF THE VIRGIN ISLANDS: SECTION 1. THERE IS HEREBY APPROPRIATED FROM THE GENERAL FUND TO THE VIRGIN ISLANDS WASTE MANAGEMENT AUTHORITY, FOR THE FISCAL YEAR ENDING SEPTEMBER 30, 2009, THE SUM OF $32,301,051 FOR OPERATING EXPENSES AND ANY OTHER RELATED COSTS. 94 BILL NO. 27 ‐ ______ TWENTY‐SEVENTH LEGISLATURE OF THE VIRGIN ISLANDS OF THE UNITED STATES REGULAR SESSION 2008 TO PROVIDE APPROPRIATIONS FROM THE INTERNAL REVENUE MATCHING FUND FOR THE FISCAL YEAR OCTOBER 1, 2008 THROUGH SEPTEMBER 30, 2009. BE IT ENACTED BY THE LEGISLATURE OF THE VIRGIN ISLANDS: SECTION 1. THE FOLLOWING SUMS, OR SO MUCH THEREOF AS MAY BE NECESSARY, ARE HEREBY APPROPRIATED OUT OF ANY FUNDS AVAILABLE IN SPECIAL INTERNAL REVENUE MATCHING FUND, CREATED BY SUBSECTION 28(B, (C), (I) OF THE REVISED ORGANIC ACT OF THE VIRGIN ISLANDS, PUBLIC LAW 517, 83RD CONGRESS, FOR THE FISCAL YEAR OCTOBER 1, 2008 TO SEPTEMBER 30, 2009 : FISCAL YEAR 2009 3003 INTERNAL REVENUE MATCHING FUND 390 DEPARTMENT OF FINANCE CONTRIBUTION TO GENERAL FUND 20,500,000.00 TOTAL DEPARTMENT OF FINANCE 20,500,000.00 3006 INTERNAL REVENUE MATCHING FUND 390 DEPARTMENT OF FINANCE CRISIS INTERVENTION FUND 1,000,000.00 TOTAL DEPARTMENT OF FINANCE 1,000,000.00 3007 INTERNAL REVENUE MATCHING FUND 390 DEPARTMENT OF FINANCE 1998 SERIES A ‐ E BOND PRINCIPLE & INTEREST 39,942,250.00 2004A SERIES BOND PRINCIPLE & INTEREST 7,629,713.00 TOTAL DEPARTMENT OF FINANCE 47,571,963.00 TOTAL INTERNAL REVENUE MATCHING FUND 69,071,963.00 95 BILL NO. 27 ‐ ______ TWENTY‐SEVENTH LEGISLATURE OF THE VIRGIN ISLANDS OF THE UNITED STATES REGULAR SESSION 2008 TO APPROPRIATE THE SUM OF $2,000,000 FROM THE INTERNAL REVENUE MATCHING FUND AS A CONTRIBUTION TO THE ST. CROIX CAPITAL IMPROVEMENT FUND RECOMMENDED BY THE GOVERNOR BE IT ENACTED BY THE LEGISLATURE OF THE VIRGIN ISLANDS: SECTION 1. IN ACCORDANCE WITH TITLE 33, CHAPTER 111, SECTION 3087 THE SUM OF TWO MILLION DOLLARS ($2,000,000) IS HEREBY APPROPRIATED FROM THE INTERNAL REVENUE MATCHING FUND TO THE ST. CROIX CAPITAL IMPROVEMENT FUND FOR FISCAL YEAR ENDING SEPTEMBER 30, 2009, FOR THE PURPOSE OF CAPITAL IMPROVEMENT PROJECTS ON THE ISLAND OF ST. CROIX. 96 BILL NO. 27 ‐______ TWENTY‐SEVENTH LEGISLATURE OF THE VIRGIN ISLANDS OF THE UNITED STATES REGULAR SESSION 2008 TO APPROPRIATE THE SUM OF $500,000 FROM THE GENERAL FUND AS A CONTRIBUTION TO THE AGRICULTURE REVOLVING FUND PROPOSED BY: THE GOVERNOR BE IT ENACTED BY THE LEGISLATURE OF THE VIRGIN ISLANDS: SECTION 1. THE SUM OF FIVE HUNDRED THOUSAND DOLLARS ($500,000) IS HEREBY APPROPRIATED OUT OF THE GENERAL FUND IN THE FISCAL YEAR ENDING SEPTEMBER 30, 2009 AS A CONTRIBUTION TO THE AGRICULTURE REVOLVING FUND, PURSUANT TO ACT 6836, THE SUSTAINABLE FARMING ACT. 97 POSITION BUDGET 98 FY 2007 FY 2008 FY 2009 Department\Agency Actual Approved Projected Department of Justice 623 624 581 (a) Office of the Governor 91 112 120 Office of Management and Budget 55 53 57 Division of Personnel/Off. Collective Barg. 56 58 59 Virgin Islands Fire Service 306 317 321 Bureau of Information Technology 30 27 27 Office of the Adjutant General 74 87 91 Office of Veteransʹ Affairs 6 6 6 Office of the Lieutenant Governor 174 183 218 (b) VI Election System 12 11 11 Board of Elections STT/STJ 1 1 1 Board of Elections STX 1 1 1 Board of Education 12 16 16 Bureau of Internal Revenue 180 177 181 Office of the Inspector General 16 24 23 Bureau of Motor Vehicles 61 69 71 Department of Labor 210 202 193 Department of Licensing and Consumer Affairs 74 82 86 Department of Finance 155 147 116 (b) Department of Education 3,307 3,282 3,228 Virgin Islands Police Department 865 899 913 (a) Department of Property and Procurement 155 166 164 Department of Public Works 320 411 438 Waste Management Authority 188 197 210 Department of Health 677 690 758 (c) Department of Human Services 1,015 1,028 1,020 Department of Planning and Natural Resources 355 337 313 Department of Agriculture 80 81 81 Department of Housing, Parks and Recreation 162 169 179 Department of Tourism 45 49 52 Roy L. Schneider Hospital 626 714 686 Juan F. Luis Hospital 488 514 513 TOTAL ALL DEPARTMENTS 10,420 10,734 10,734 (a) Includes Zero‐funded Positions in FY 2009 (b) Transferred Property Tax Collection and Enforcement from Dept. of Finance to Lt. Governors ʹ Office in FY 2009 (c) Includes New Positions for the New Long‐term Care Unit in FY 2009 ALL FUNDS ‐ FULL TIME EQUIVALENTS 2007‐2009 Budget by Departments 99 BUDGET COMPONENTS 100 GENERAL GOVERNMENT Department of Justice Office of the Governor Office of Management and Budget Division of Personnel Bureau of Information Technology Office of Adjutant General Office of Veteran’s Affairs Office of Lieutenant Governor Supervisor of Elections Boards of Elections Bureau of Internal Revenue Virgin Islands Inspector General Bureau of Motor Vehicles Department of Labor Department of Licensing and Consumer Affairs Department of Finance Department of Property and Procurement Department of Agriculture 101 102 Message from the Attorney General The Department of Justice serves as the chief law enforcement office in the Territory. Created by Act No. 5625 as an executive department of the government, the department is a policy and regulatory/enforcement organizational type that has a three‐fold mission. The mission is the prosecution of all violations of the Virgin Islands Code and the representation of the Government in all civil actions brought against it or on behalf of the government; provide efficient and effective financial and access support services to children and custodial parents; and to administer the Bureau of Corrections, which maintains custody of persons convicted of crimes in the Territory and detains persons arrested. The Executive Budget submission brings together the principles of Performance Based Budgeting to the resources of the department throughout every division. Strategic Goals: 1. To ensure and to guard justice for the People and the Government of the Virgin Islands; 2. To provide efficient, accurate and reliable system for the collection and distribution of child support contribution for the children of the Virgin Islands; 3. To safely maintain custody and detention of persons who have been arrested and convicted by the courts of the Virgin Islands. The Division of the Attorney General and Administrative Services provide the leadership for the department and the administrative platform that allows the department to carry out its mission. The Division of General Legal Services handles the litigation activities for the Department, in the Criminal Division which prosecutes all crimes in the name of the People of the Virgin Islands and the Civil Division which represents the Government of the Virgin Islands. The Solicitor General Division provides general advice to the government agencies; reviews all contracts and other legal documents and handles appeals of all cases in which the Government is a party. The Bureau of Corrections consists of the Institutional Units. The Bureau of Corrections manages the jails and the prison in the Virgin Islands and maintains custody of detainees and inmates in the correctional facilities in a safe and secured manner. We aspire to do so at a level that is cost efficient, while maintaining standards that are constitutionally acceptable. Pursuant to Title 3 Chapter 8, section 119 of the Virgin Islands Code, the Division of Paternity and Child Support is responsible for the collection and distribution of child support payments for the children in the Virgin Islands, who do not reside with both natural parents. The Division of Paternity and Child Support also provides services to facilitate the access and visitation for children and their non‐custodial parent(s). 103 Message from the Attorney General Strategic Objectives: Within the area known as Main Justice, the units all come together to support the strategic objective of vigorously prosecuting and securing conviction of persons who violate the laws of the U.S. Virgin Islands; and protect and pursue the Government’s legal interest in all matters presented to the Courts. The strategic objective of the Bureau of Corrections is to ensure that persons are detained and incarcerated in safe and secured facilities that meet constitutional and industry standards. At the Division of Paternity and Child Support the strategic objective is to provide an efficient, accurate and reliable collection and distribution of child support payments for children in the Virgin Islands. The following represents the accomplishments of the Department of Justice in fiscal year 2008. The Department of Justice endeavors to carry out its mission to serve the Virgin Islands community as guardians of justice, justice for victims and justice for children and to ensure that persons confined, pursuant to law, are held in a manner that is not cruel and unusual. This Department will make every effort to carry out its mission with the highest level of efficiency and pursue its goals and objectives as required by law. Major Accomplishments for Fiscal Year 2007 Main Justice Operations In our Criminal Division the department successfully prosecuted several high‐interest cases, and received convictions for the people of the Virgin Islands. These cases involved People v. Daryl Blyden for murder, People v. Jacob Mark – vehicular homicide, People v. Steven Baxter for first‐ degree murder, Mitch Nicholas for first‐degree murder. For the time period between June of 2007 to February of 2008 the Criminal Division in felony cases has achieved 14 convictions by trials before a jury, 75 convictions through pleas and 5 convictionS before the Bench. The Criminal Division through an agreement reached between Department of Justice and the U.S. Attorney Office has began working with the US Attorney Office on the newly created Violent Task Force organized between the two offices as a means to prosecute high profile cases. DOJ has also instituted an “AAG on call system” where AAG will be assigned to be on call on a rotation basis to be available after hours and on weekends to respond to VIPD calls where circumstances demand immediate action to secure necessary subpoena and/or search warrants to prevent the possible destruction of evidence or the escape of individuals of interest. DOJ has also entered into agreements with the Federal Marshal Service and ATF to cooperate with local law enforcement in cases involving the use of a gun in the commission of a crime The Criminal Division has, by working with a dedicated hard working staff of attorneys and support staff, managed to maintain an impressive prosecution rate. 104 Message from the Attorney General On the White Collar Crime side, we successfully prosecuted individuals for fraud and embezzlement. We received convictions which involved embezzlement of over quarter of a million dollars for businesses in the private sector. We have also pursued cases against government employees who were responsible for theft of over a half million dollars by fraud and embezzlement. Since adding another attorney to this unit, there has been an increase in visibility and successful prosecutions. On the Civil side in Fiscal Year 2008, division has continued to passionately represent and counsel various Governmental departments and agencies in many non‐litigating matters and has defended the Government in a number of cases. Civil has continued to close some very old cases that were pending against the Government. It is the intention of the Department of Justice to establish within the Civil Division a Government Debt Collection Unit that would spearhead actions against persons that may owe the Government money. This new initiative may serve as an opportunity for revenue generation for the Government of the Virgin Islands. It is our intention to continue working to close out these cases and reduce the government liability exposure. Division of Paternity and Child Support In Fiscal Year 2008 the Division continued to expand the “direct deposit” option for disbursing child support to custodial parents. While Paternity and Child Support has been disbursing most support payments within 48 hours of receipt, maximum implementation of direct deposit would reduce the actual time between payment and disbursement to the custodial parent, and at the same time reduce administrative cost. Moreover, the Division has expanded its role by sponsoring the “Dial –A‐ Dad” program, which has been on‐going since 2003. This program provides calling cards to allow children to non‐ custodial parents. It is well established that non‐custodial parents who communicate with their children are more likely to support the children without any dispute. Therefore, through these and other initiatives we hope to increase our collection and distribution ratio within the Virgin Islands. Bureau of Corrections Completion of the St. Thomas Jail Annex, a modern jail facility will allow the Bureau of Corrections to set a higher standard for its facilities and earn income for housing federal detainees. 105 Message from the Attorney General Significant steps have been taken to bring the Golden Grove Adult Correctional Facility under control. We have completed several physical plant improvement projects and progress is being made to bring the Golden Grove Correctional Facility to constitutional level with the help of the Special Master. The Bureau of Correction has located facilities in the United States to house and treat mentally ill inmates who were deemed not guilty by reason of insanity (NGRI). We have transferred four (4) such inmates and we expect to transfer several more this fiscal year. This is a significant component of the Consent Decrees for both facilities. 106 Department of Justice ORGANIZATIONAL TYPE: Policy, Regulatory/Enforcement, and Service Org 11000 Office of the Attorney General Functional Statement: The Office of the Attorney General oversees the prosecution of all criminal cases in the Territory, represents the Government of the U.S. Virgin Islands in all civil litigation, manages both the Division of Paternity and Child Support and the Bureau of Corrections, and provides advice and opinions to all commissioners, agencies and instrumentalities. Performance Goal(s): To promote public safety and fair and equitable representation Promote, enforce, and maintain law and order in the Territory Protect the legal interest of the GVI in civil and regulatory matters Key Performance Indicator(s) FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Percentage of successful prosecutions* n/a n/a n/a 75% 90% Number of cases filed* n/a n/a n/a 195 225 Number of cases disposed* n/a n/a n/a 150 170 *These are new KPIs Org 11010 Deputy Attorney General Functional Statement: The Deputy Attorney General is the Chief Operations Officer and is responsible for the daily supervision of all Divisions within the Department of Justice, except the Office of the Attorney General. The Deputy Attorney General implements the policies of the Attorney General and assists in the formulation of those policies. Performance Goal(s): Protect the legal interest of the GVI in civil and regulatory matters Acquire resources necessary to carry out the functions and mandates of the department Key Performance Indicator(s) FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Number of cases reviewed 45 35 60 75 75 Percentage of cases successfully prosecuted based on the total number taken to trial n/a n/a n/a 85% 90% 107 Department of Justice Org 11020 Inspectional Services Functional Statement: Inspectional Services Unit investigates civil and criminal matters in the areas of tort claims, civil litigation, anti‐trust laws, civil rights regulations, pre‐employment background investigations, misconduct by government employees, internal affairs for the Bureau of Corrections, white collar crimes, fugitive investigations, extradition of fugitives, prisoner transport, witness protection, undercover operations, electronic surveillance, crime scene analysis and documentation. It assists the Assistant Attorney Generals in the presentation of criminal and civil matters before the court. Performance Goal(s): Protect the legal interest of the GVI in civil and regulatory matters Acquire resources necessary to carry out the functions and mandates of the department Key Performance Indicator(s) FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Percentage of cases reviewed based on the total number pending* n/a n/a n/a 39% 51% Number of investigations conducted* n/a n/a n/a 123 127 Number of cases backlogged* n/a n/a n/a 75 60 *These are new KPIs Org 11100 Budget and Accounting Functional Statement: The Budget and Accounting Office provides administrative, personnel, payroll, accounting and procurement services to the various Divisions, Boards and Commissions of the department. Performance Goal(s): Acquire resources necessary to carry out the functions and mandates of the department Key Performance Indicator(s) FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Response time for information requests from Boards and Commissions (days) 4 3 2 3 3 Response time for internal requests (days) 4 3 2 3 3 108 Department of Justice Org 11110 Personnel Training and Planning Functional Statement: The Personnel, Training and Planning Office administers personnel matters including setting standards and policies, recruiting, training and planning correctional programs for the medical, psychiatric, educational, vocational, recreation and social needs of inmates. Performance Goal(s): To promote public safety and fair and equitable representation Promote, enforce, and maintain law and order in the Territory Protect the legal interest of the GVI in civil and regulatory matters Acquire resources necessary to carry out the functions and mandates of the department Org 11120 Civil Rights Commission Functional Statement: The Civil Rights Commission administers the United States Virgin Islands Civil Rights Law, as per Title 10, Section 61, Virgin Islands Code. It is responsible for the investigation of all complaints alleging discrimination on the basis of race, color, national origin, age, sex, disability, religion, or political affiliation. Its responsibility has been expanded to monitor, record, classify and analyze hate crimes and sexual harassment claims. Performance Goal(s): To promote public safety and fair and equitable representation Protect the legal interest of the GVI in civil and regulatory matters Acquire resources necessary to carry out the functions and mandates of the department Key Performance Indicator(s) FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Number of civil rights investigations conducted 7 26 10 56 62 Percentage of repeat investigations based on the total number investigated* n/a n/a n/a .6% 0% Percentage of investigations completed within 60 days* n/a n/a n/a 28% 80% *These are new KPIs Key Performance Indicator(s) FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Number of incoming inmates receiving skills assessment testing 100 220 150 150 150 Number of inmates receiving General Equivalency Diploma (GED) 3 5 7 10 10 109 Department of Justice Org 11200 Medical Examiner Functional Statement: The Medical Examiner conducts autopsies on deceased bodies whenever death occurs outside a medical or healthcare facility or in cases when the death occurred under violent and/or suspicious circumstances. Performance Goal(s): To promote public safety and fair and equitable representation Promote, enforce, and maintain law and order in the Territory Protect the legal interest of the GVI in civil and regulatory matters Key Performance Indicator(s) FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Cycle of time of autopsies performed 10 hrs. 8 hrs. 5 hrs. 4 hrs. 4 hrs. Number of autopsies performed 80 80 50 66 66 Number of Medical Examiner Cases 180 200 160 210 200 Number of: Court Appearances Depositions 7 2 8 1 6 1 6 1 10 4 Cycle of time of toxicology analyses conducted (completion)* 30 days 30 days 30 days 30 days 30 days * One of the biggest challenges is to perform more toxicological analyses on a routine basis. Presently, toxicological analyses are performed outside of the Territory. Org 11210 Crime Lab Functional Statement: The Crime Lab assists in the prosecution of cases by providing accurate and timely analysis of evidence. The Laboratory offers direct support to law enforcement operations in the area of identification and analysis of controlled dangerous substances. Additionally, laboratory personnel testify in court, give depositions and prepare briefs for analysis. Performance Goal(s): To promote public safety and fair and equitable representation Promote, enforce, and maintain law and order in the Territory Acquire resources necessary to carry out the functions and mandates of the department 110 Department of Justice Key Performance Indicator(s) FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Number of cases of controlled substances analyzed* n/a n/a n/a 28 35 Amount of time to complete a controlled substance case [Cycle time] * n/a n/a n/a 3 months 2 months Percentage of analyses ready 14 days prior to trial* n/a n/a n/a n/a 90% *These are new KPIs, prior baseline data may not be available Org 11300 General Litigation Services Functional Statement: The General Litigation Services Unit prosecutes all criminal cases for the Government and reviews all criminal issues. Performance Goal(s): To promote public safety and fair and equitable representation Promote, enforce, and maintain law and order in the Territory Protect the legal interest of the GVI in civil and regulatory matters Key Performance Indicator(s) FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Number of cases litigated 449 105 600 700 650 Org 11310 White Collar Crime Functional Statement: The White Collar Crime Unit investigates crimes including embezzlement, consumer fraud, insurance fraud and all other types of fraud, money laundering, bribery, misappropriation of public funds, price fixing, cybercrime, worthless checks and other complex litigation. Performance Goal(s): To promote public safety and fair and equitable representation Promote, enforce, and maintain law and order in the Territory Protect the legal interest of the GVI in civil and regulatory matters 111 Department of Justice Key Performance Indicator(s) FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Conviction rate of cases fully prosecuted * n/a n/a 84% 84% 90% Percentage of White Collar and Public Corruption (WCCPC) investigations closed based on the total number received* n/a n/a 28% 28% 50% *These are new KPIs Org 11320 Paternity and Child Support Functional Statement: The Paternity and Child Support Unit establishes paternity and child support services, and enforces, collects and disburses child support obligations. Performance Goal(s): Promote, enforce, and maintain law and order in the Territory Protect the legal interest of the GVI in civil and regulatory matters Key Performance Indicator(s) FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Percentage of support orders established 55.4% 55.5% 56% 58% 60% Number of paternity establishments* 899 974 1,075 1,100 1,133 Percentage of collections distributed 85% 76% 85% 87% 89% Percentage of cases with payments towards arrears 47.8% 47.6% 49% 50% 51% Percentage of TANF/Welfare cases with orders 28.1% 27.1% 25% 28% 30% Federal audit results, performance indicators at or above 95% performance standards (10 lines)** 8 10 10 10 10 *These are new KPIs ** Federal regulations for performance require a 2% improvement in the paternity establishment reported in the previous year; accordingly the fiscal year projections reflect compliance with that requirement. 112 Department of Justice Org 11400 Solicitor General Functional Statement: The Office of the Solicitor General provides legal representation for the Government in all criminal and civil appeals, administrative matters and writs of review; prepares, revises, or reviews all documents in which the Government has an interest, including contracts, leases, permits, and rules and regulations; provides formal and informal opinions and advice on official Attorney General’s Opinions; enforces ethics and conflicts of interest laws and provides administrative services to the Board of Land Use Appeals; provides legal counsel for all Executive Branch Boards and Commissions, the Parole Board, and the Civil Rights Commission; and revises and establishes contract procedures for all Government contracts, including construction contracts. Performance Goal(s): To promote public safety and fair and equitable representation Promote, enforce, and maintain law and order in the Territory Protect the legal interest of the GVI in civil and regulatory matters Key Performance Indicator(s) FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Number of opinions rendered n/a 50 70 75 75 Number of days for contract review (days) [cycle time] 15 8 10 10 10 Org 11500 Bureau of Corrections Functional Statement: The Bureau of Corrections protects the public from criminal offenders through a system of incarceration and supervision, which securely segregates offenders from society, assures offenders their constitutional rights, and maintains programs to enhance the success of their re‐ entry into society. Performance Goal(s): To promote public safety and fair and equitable representation Promote, enforce, and maintain law and order in the Territory Protect the legal interest of the GVI in civil and regulatory matters Acquire resources necessary to carry out the functions and mandates of the department 113 Department of Justice Key Performance Indicator(s) FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Percentage reduction in the recidivism rate 5% 6% 12% 12% 4% Reduction in the number of violations of offenders’ Constitutional rights 15 5 3 3 0 Percentage of escapes* n/a n/a n/a .8% 0 Org 11520 Forensic Unit Functional Statement: The Forensic Unit retains custody of any defendant found not guilty due to metal illness at a certified Forensic Unit. Performance Goal(s): To promote public safety and fair and equitable representation Promote, enforce, and maintain law and order in the Territory Key Performance Indicator(s) FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Reduction in number of violations of constitutional rights n/a n/a n/a 7 0 Org 11600 Gaming Enforcement Functional Statement: The Gaming Enforcement Unit implements the gaming laws of the United States Virgin Islands in conjunction with the Casino Commission. In addition to enforcing the activities of land‐based casinos, the activity center is also responsible for the regulation of Internet gaming. 114 Department of Justice Performance Goal(s): Promote, enforce, and maintain law and order in the Territory Protect the legal interest of the GVI in civil and regulatory matters Acquire resources necessary to carry out the functions and mandates of the department Key Performance Indicator(s) FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Number of days to investigate employee applications* n/a n/a n/a 40 days 25 days Number of days to investigate non‐employee applications* n/a n/a n/a 90 days 45 days Percentage timeliness for compliance testing that meet targeted request date* n/a n/a n/a 80% 90% Reduction in the number of days to complete investigation of gaming laws and regulations* n/a n/a n/a 120 days 60 days *These are new KPIs 115 Department of Justice $39,978,634 [87%] $5,725,629 [13%] General Fund Federal Funds Appropriated Funds Non- Appropiated Fund 116 FY2007 FY2008 FY2009 Expenditure Appropriation Recommendation General Fund Personal Services 17,443,931 23,034,487 21,450,567 Capital Outlays ‐ ‐ 50,000 Fringe Benefits 4,529,699 6,162,657 7,342,652 Supplies 590,545 731,872 993,013 Other Svs. & Chgs. 4,728,860 5,201,970 8,062,402 Utilities 2,484,374 1,600,000 2,080,000 Total General Fund 29,777,409 36,730,986 39,978,634 TOTAL APPROPRIATED FUNDS 29,777,409 36,730,986 39,978,634 Local Funds ‐ ‐ ‐ Total Local Funds ‐ ‐ ‐ Federal Funds Personal Services 1,470,277 2,067,602 2,234,115 Capital Outlays 110,137 186,000 216,396 Fringe Benefits 442,799 595,994 706,148 Supplies 88,799 121,905 103,040 Other Svs. & Chgs. 1,299,914 2,409,740 2,425,430 Utilities 25,000 31,675 40,500 Total Federal Funds 3,436,926 5,412,916 5,725,629 TOTAL NON‐APPROPRIATED FUNDS 3,436,926 5,412,916 5,725,629 GRAND TOTAL 33,214,335 42,143,902 45,704,263 NON‐APPROPRIATED FUNDS Department of Justice 3 Year Financial Summary By Budget Category APPROPRIATED FUNDS 117 Department of Justice Financial Summary Fiscal Year 2009 Governorʹs Recommendation All Funds ‐ By Activity Center Personal Capital Fringe Other Svs Description Services Outlay Benefits Supplies & Chgs. Utilities Total APPROPRIATED FUNDS General Fund 11000 Attorney Generalʹs Office 673,250 ‐ 197,032 ‐ 590,000 ‐ 1,460,282 11010 Deputy Attorney General 552,000 ‐ 183,216 ‐ ‐ ‐ 735,216 11020 Inspectional Services 409,552 ‐ 154,720 ‐ ‐ ‐ 564,272 11100 Budget & Accounting 379,542 50,000 156,252 143,000 1,170,800 325,802 2,225,396 11110 Personnel Training & Plng. 183,976 ‐ 84,801 ‐ ‐ ‐ 268,777 11120 Civil Rights Commission 209,750 ‐ 80,452 ‐ 5,000 ‐ 295,202 11200 Medical Examiner 211,228 ‐ 86,883 10,000 24,000 ‐ 332,111 11210 Crime Lab 103,250 ‐ 40,690 5,000 15,000 ‐ 163,940 11300 Legal Services 3,879,240 ‐ 1,032,675 300,000 24,516 ‐ 5,236,431 11310 White Collar Crime 315,500 ‐ 96,374 5,000 ‐ ‐ 416,874 11320 Paternity & Child Support 1,014,393 ‐ 386,150 12,000 477,082 ‐ 1,889,625 11400 Solicitor Generalʹs Office 1,234,566 ‐ 367,501 ‐ 4,000 ‐ 1,606,067 11500 Institutional 10,834,978 ‐ 3,904,023 463,000 4,405,154 1,720,554 21,327,709 11520 Forensic Unit 1,210,092 ‐ 486,286 55,013 1,346,850 33,644 3,131,885 11600 Gaming Enforcement 239,250 ‐ 85,597 ‐ ‐ ‐ 324,847 Total General Fund 21,450,567 50,000 7,342,652 993,013 8,062,402 2,080,000 39,978,634 NON‐APPROPRIATED FUNDS Local Funds ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Other Local Funds ‐ ‐ ‐ ‐ ‐ ‐ ‐ Federal Funds 11000 VI Access & Visitation ‐ ‐ ‐ 3,500 96,500 ‐ 100,000 11320 Paternity & Child Support 1,969,115 216,396 618,748 90,540 2,247,118 40,500 5,182,417 11500 Institutional 265,000 ‐ 87,400 9,000 81,812 ‐ 443,212 Total Federal Funds 2,234,115 216,396 706,148 103,040 2,425,430 40,500 5,725,629 GRAND TOTAL 23,684,682 266,396 8,048,800 1,096,053 10,487,832 2,120,500 45,704,263 118 119 Message from the Governor’s Office The Office of the Governor is committed to its mission, “To improve the economic well being and quality of life for Virgin Islanders while building a solid foundation upon which future generations will thrive”. In the spirit of togetherness, we can and will continue to manage essential services in a continually more efficient and responsive manner through the placement of highly qualified professionals. Professionals, who through collaboration, will develop and implement sound policies, practices and programs designed to effectuate the mandatory changes required for the attainment of our mission. In keeping with our mission, our strategic goal is: “To build a government that will rate substantially higher in the eyes of the citizenry and achieve the greatest potential our islands can attain.” The Office of the Governor functions pursuant to the mandates as authorized by Titles 2 and 3 of the Virgin Islands Code, the Revised Organic Act of 1954, the Elective Governor’s Act ( US Public Law 90‐490) approved August 23, 1968 and Acts No. 5250 and 4440 of March 9, 1977 and August 31, 1980, respectively. The Office of the Governor exercises authority over the departments, agencies and instrumentalies of the U.S. Virgin Islands Government. The Executive Offices of the Governor are: • Office of Management and Budget, whose mission is to promote the most effective and efficient use of the Territory’s resources, has developed and implemented over the past fiscal year, sound fiscal and managerial practices that have enhanced the Territory’s financial management practices, increased the timeliness and quality of key financial reports, reduced recurring audit findings and increased the departments and agencies use of strategic decision‐making techniques. • Division of Personnel, whose mission is to ensure that the Virgin Islands Government has an effective work force, is continuing to help individuals prepare and train themselves to compete in the job market through workforce development, job training and career development. The Division of Personnel has been active in streamlining the NOPA process, reducing the hiring timeframe, redeploying personnel to agencies where their skills and education may be better utilized and increasing the number of professional certifications conferred on Government employees. The Office of Collective Bargaining also continues to provide timely negotiated collective bargaining agreements in a fair and equitable manner that will foster good labor relations. • Virgin Islands Fire Service whose mission is to provide an efficient and effective level of service in protecting the lives and properties of citizens through efficient response, public education, inspections of public and private properties and motivating the public in eliminating fire hazards. 120 Message from the Governor • Bureau of Information Technology whose mission is to deploy an information network that is highly available in an environment that is disaster hardened, managed, robust, scalable, secure and virtual. • Office of the Adjutant General, whose mission is to protect and secure the people and property of the U.S. Virgin Islands from natural disasters, domestic and foreign threats, has continued to ensure the safety and security of the people and property of the Territory by meeting all hazard emergency readiness capability standards. • Office of Veteran’s Affairs, whose mission is to provide information and services to all Veterans, regarding benefits and entitlements, in collaboration with the United States and the Virgin Islands Government, is actively pursuing its goals to increase the percentage of Veterans registered in educational programs, homeownership applicants and Veterans memorialized at death. Each department, agency and instrumentality of this government plays an integral role in support of the primary strategic objective of making government more accountable, transparent, efficient and responsive to the needs of the stakeholders ‐ the citizens and residents of the Virgin Islands. Therefore, collectively these various departments and agencies have made significant accomplishments during the last fiscal year. The Office of the Governor has demonstrated that we can revamp our federal relations and strategies to improve our effectiveness in delivering vital funds and resources to the people of the Virgin Islands. This has been done through the improved working relationships with federal agencies to ensure timely and accurate reporting which has and will lead to increase federal funding for the Territory. Additionally, the Office has been active in rebuilding our relationships across the cruise industry to bring that most needed industry back to the island of St. Croix and we are continuing to develop and implement strategies to assist with St. Croix’s economic development. The Office has successfully coordinated community clean up initiatives to improve the overall appearance of the Territory and has partnered with various community groups which have resulted in infrastructural improvements in some of the neighboring communities. Cost savings initiatives were implemented to reduce government expenditures and we have consistently submitted for Legislative approval, the names of persons to fill vacancies on the various boards and commissions. Furthermore, in order to develop a holistic approach to supporting our children and improving their school readiness and early learning, the Office of the Governor has developed the Children and Family Council. In the area of economic projections and economic studies the Office of the Governor continues to update the annual estimates of the Gross Territorial Product and Personal Income Accounts, Health Insurance Access Initiative and the Consumer Price Index. 121 Message from the Governor In the area of Public Safety, our goal has and always will be to prevent crime and punish criminals. In making improvements, the police auxiliary force has been reinstituted and a police cadet corps established geared to bringing our young men and women into law enforcement at an early age. Additionally, the Cold Case Unit was formed to investigate some of the older cases that remain unsolved and a task force established with the U.S. Attorney’s Office to share resources and gain greater access to federal resources. To prevent crime, the Police Department has increased road stops, road blocks, camera surveillance, and bike patrols and has more police on foot patrol. Real progress has been made in rebuilding the relationships across the criminal justice community that is so essential to the effective prosecution of crime by gaining the support of the US Customs and Border Patrol to add additional personnel in the Territory to stem the flow of illegal immigration. To continue to improve operations within the Department of Justice/Corrections the initiative to move Corrections to a separate bureau is in process. However, in the interim the Department has been working to rebuild the manpower, fix the physical plant and provide healthcare, education and training to our inmate population so that our prisons can meet federal standards and operate safely and legally. Furthermore, the Department has actively recruited attorneys to increase staff levels and their ability to investigate and prosecute. As high levels of service are demanded and the continued commitment from our government employees grows, we have acknowledged that Government has responsibilities and must do better. Training is needed and will be provided, succession planning is required and is being put in place, and no longer are we ignoring the physical conditions of the work environment that has been left unnoticed for way too long. Accordingly, the Office of Collective Bargaining has successfully negotiated with the registered nurses, school administrators, assistant attorneys general, fire service supervisors and police officers. Negotiations are ongoing with our teacher and AFT professionals and are commencing with the officers of the Bureau of Corrections and other unions. With the recent confirmation of the Commissioner of Education, education reform has begun. Our educational system is continuing to be retooled to build knowledge, relevancy, vigor and discipline and the values and attitudes that success and advancement in the global economy of the 21st century demands. Additionally professional development of our teachers and administrators is now our main focus. During Fiscal Year 2007, our public schools were opened for the first time with the summer maintenance completed. The summer maintenance program is now permanently a part of the annual budget. New capital investments in our schools are also progressing. Plans are in place for the relocation of the Addelita Cancryn High School as well as a new school on St. John. The commitment to our 122 Message from the Governor career and technical educational track requires changes to the Board of Vocational Education and the completion of the vocational education state plan. Additionally, partnerships were formed with the Marine Action Group and Rotary Club on St. Thomas and the Ocean World School and its Schooner Roseway on St. Croix, to expose our students to opportunities in the marine area. Maintenance and capital investment are of critical importance and the Department of Public Works is currently addressing the drainage in each area of the islands to improve the capacity of roads to withstand the weather and to assure that the most value is obtained from the dollars spent on our road projects. Public Works is currently building its capacity to implement project management to support the design of new facilities and to ensure the talent and resources are available to build and maintain capital facilities. The creation of a capital projects unit within the Department of Public Works will ensure its involvement from concept to contract execution to project completion. The Government Development Bank is currently refocusing to provide performance bond support to local contractors and has applied for designated certified development corporation status in efforts to support the commercial banks in lending to small businesses that are seeking to expand its services. In reference to capital investment, a multi‐year capital investment plan is being finalized that integrates all areas of funding available to the government and prioritizes and funds projects across all agencies and departments. Act No. 6978, officially transferred the Energy Office to the Office of the Governor, effective April 23, 2008. This transfer is predicated on the need to increase the attention and focus on this crucial aspect of our economy and the attainment of energy sustainability. The Department of Agriculture has filled the majority of the vacancies which has stymied the department for years and is now able to provide much needed services. To help to protect our local fisherman, the Department has become fully involved with the Caribbean Fishery Management Council in order to prevent actions such as those that have closed fisheries and they have worked with the British Virgin Islands to address inter‐island issues that have gone unaddressed for many years. The infrastructure for business assistance and educational programs for our farmers has been strengthened. Additionally, on the island of St. John, acreage in Coral Bay was identified to be leased to residents interested in crop production. This is a “first time” for the farmers of St. John. As shown, each department, agency and instrumentality of this government plays an integral role in support of the primary strategic objective of making government more accountable, transparent, efficient and responsive to the needs of the stakeholders ‐ the citizens and residents of the Virgin Islands. Furthermore, they must work together to: continue to fix our government by 123 Message from the Governor restoring our finances and local control where it is threatened and in some cases lost and create economic development built on real partnerships between our government and the private sector. Through shared responsibility, the performance goals will be achieved through innovative but sound and tested strategies to; • enhance service delivery; • promote fiscal accountability; • stimulate economic activity; • engage the public in the decision making process; and • provide timely, accurate and thorough information to the public. The Office of the Governor emphasizes five priority areas that will shape the Virgin Islands’ future: • A Healthy United States Virgin Islands; • A Safe United States Virgin Islands; • An Educated United States Virgin Islands; • A Growing United States Virgin Islands; and • The Best Managed Territory of the United States. Considering all that must be accomplished, each government employee and each citizen must join in the effort because we can and will succeed! 124 Office of the Governor ORGANIZATIONAL TYPE: Policy Org 20000 Office of the Governor Functional Statement: The Office of the Governor coordinates with the Legislature and Executive Branch departments and agencies to develop strategies and implement programs to improve the lives of Virgin Islanders. Org 20030 Bureau of Economic Research Functional Statement: The Bureau of Economic Research (BER) provides timely information on the state of the economy of the US Virgin Islands in support of both public and private sector decision making. Org 20500 Energy Office Functional Statement: The Energy Office oversees developing, planning, and implementing of all applicable U.S. Department of Energy (USDOE) grant programs, thereby ensuring efficiency and accountability of all energy conservation/renewable energy programs. This center also is responsible for the implementation, monitoring, and evaluation of the State Energy Program (SEP). 125 Office of the Governor $10,406,194 [99%] $150,000 [1%] $10,556,194 [100%] General Fund Tourism Adver Revolving Fund Appropriated Fund $3,198,916 [100%] $2,887,916 [90%] $311,000 [10%] Stipper Well Fund Federal Fund Non- Appropriated Fund 126 FY2007 FY2008 FY2009 Expenditure Appropriation Recommendation General Fund Personal Services 4,705,596 4,996,169 5,353,783 Capital Outlays 217,479 ‐ 30,000 Fringe Benefits 1,137,017 1,371,620 1,653,411 Supplies 269,917 350,000 362,000 Other Svs. & Chgs. 1,954,815 1,414,170 2,298,000 Utilities 450,227 431,500 709,000 Total General Fund 8,735,050 8,563,459 10,406,194 Tourism Advertising Revolving Fund Personal Services ‐ ‐ ‐ Capital Outlays ‐ ‐ ‐ Fringe Benefits ‐ ‐ ‐ Supplies ‐ ‐ ‐ Other Svs. & Chgs. 150,000 150,000 150,000 Utilities ‐ ‐ ‐ Total Tourism Advertising Revolving Fund 150,000 150,000 150,000 TOTAL APPROPRIATED FUNDS 8,885,050 8,713,459 10,556,194 Local Funds ‐ ‐ 2,887,916 Total Local Funds ‐ ‐ 2,887,916 Federal Funds Personal Services 128,000 134,422 95,977 Capital Outlays 8,397 8,397 28,397 Fringe Benefits 34,363 32,963 31,694 Supplies 1,136 1,100 10,300 Other Svs. & Chgs. 25,766 52,947 131,132 Utilities ‐ 3,000 13,500 Total Federal Funds 197,662 232,829 311,000 TOTAL NON‐APPROPRIATED FUNDS 197,662 232,829 3,198,916 GRAND TOTAL 9,082,712 8,946,288 13,755,110 APPROPRIATED FUNDS NON‐APPROPRIATED FUNDS Office of the Governor 3 Year Financial Summary By Budget Category 127 Office of the Governor Financial Summary Fiscal Year 2009 Governorʹs Recommendation All Funds ‐ By Activity Center Personal Capital Fringe Other Svs Description Services Outlay Benefits Supplies & Chgs. Utilities Total APPROPRIATED FUNDS General Fund 20000 Office of the Governor 4,907,033 30,000 1,515,045 342,500 1,953,000 702,500 9,450,078 20030 Economic Research 446,750 ‐ 138,366 19,500 195,000 6,500 806,116 20500 Energy Office ‐ ‐ ‐ ‐ 150,000 ‐ 150,000 Total General Fund 5,353,783 30,000 1,653,411 362,000 2,298,000 709,000 10,406,194 Other Local Funds 20000 Economic Research Tourism Advertsing Revolving Fund ‐ ‐ ‐ ‐ 150,000 ‐ 150,000 Total Other Local Funds ‐ ‐ ‐ ‐ 150,000 ‐ 150,000 NON‐APPROPRIATED FUNDS Local Funds ‐ ‐ ‐ ‐ 2,887,916 ‐ 2,887,916 Total Local Funds ‐ ‐ ‐ ‐ 2,887,916 ‐ 2,887,916 Federal Funds 20500 State Energy Program‐Administration 69,977 20,000 25,891 9,700 119,932 13,500 259,000 20030 State & Local Economic Development 26,000 8,397 5,803 600 11,200 ‐ 52,000 Total Federal Funds 95,977 28,397 31,694 10,300 131,132 13,500 311,000 GRAND TOTAL 5,449,760 58,397 1,685,105 372,300 5,467,048 722,500 13,755,110 128 129 Message from the Office of Management and Budget’s Director The management and staff of the Office of Management and Budget (OMB) are dedicated to our core mission “to improve public services.” Our mission is embedded within Title 3, Section 4 of the Virgin Islands Code (VIC) which requires the evaluation and development of improved plans for the organization, coordination and management of the Executive Branch of Government with a view to efficient and economical service. It requires OMB to promote the use of best budgeting practices throughout the Government of the Virgin Islands despite changing demographics, competing interests, shrinking revenues, increasing operating costs, the challenges of installing a new technology, and politics. OMB instills management planning, review, and evaluation techniques in government through the budget formulation and the execution process. To accomplish our vision of “Transforming Government through Performance”, over the last few years OMB has prepared numerous financial managers throughout government to adopt and implement the principles of Performance-Based Budgeting (PBB). Responsibilities of the Director of OMB are mandated by Title 2, Sections 22, 23, 26 and 27, VIC. The Director is also the designated Governor’s Authorized Representative (GAR) pursuant to the Federal Emergency Management Agency (FEMA)/Territorial Agreement. Executive Order No. 371-1997 defines the organizational structure for the Office of Management and Budget and requires the following Units: Policy Management, Budget Administration, Management Information Systems, Federal Grants Management and Territorial Public Assistance. Key specific mandates include to: • Administer appropriations throughout the fiscal year • Not allot funding in excess of available resources • Prepare the annual Executive Budget in accordance with law • Perform fiscal analyses and evaluations of departments and agencies • Monitor federal programs • Provide oversight and management of all funding from FEMA Each unit of OMB develops and implements sound fiscal and managerial practices that support the key strategic objective of “Enhancing the Territory’s financial management practices by 2018.” OMB’s performance goals have been streamlined into the following goals which are shared by all but achieved individually: • Increase the timeliness and quality of key financial reports • Enhance financial management practices • Reduce overall grant and recurring audit findings Budget Administration (BA): BA ensures the release of annual and multi-year appropriations on a monthly, quarterly and on an as needed basis; enters federal budget awards and revisions on the Enterprise Resource Planning (ERP) system; reviews and adjust spending plans; processes Requests for Appropriation Transfers; maintains personnel listings; and processes personnel requisitions and per diems. 130 Message from the Director of the Office of Management and Budget Policy Management Unit (PMU): PMU prepares the Governor’s Executive Budget, conducts analyses and evaluations of executive branch department and agencies performance, conducts site visits; develops fiscal policies; analyzes and reviews projected revenues; draft budget-related legislation; and analyzes bills approved by the Legislature. Federal Grants Management Unit (FGMU): FGMU monitors grant recipients’ compliance with the financial and performance objectives of federal awards; develops and implements the Government-wide Indirect Cost Allocation Plan; initiates the Intergovernmental Review Process; oversees and monitors the expenditure of the United States Department of Interior-Office of Insular Affairs funds and the U.S. Department of Homeland Security-Federal Emergency Management Agency grant funds; assists departments and agencies with grant administration, training and application issues; and monitors implementation of the Corrective Action Plan for the Annual Single Audit of the Government of the Virgin Islands. Public Assistance (PA): PA provides disaster assistance to restore Virgin Islands infrastructures in accordance with the Robert T. Stafford Act and the Emergency Relief Act by conducting assessments and receiving a disaster declaration from the President, monitoring Federal Emergency Management Agency (FEMA) funded projects, closing funded projects and collecting repayments. OMB’s key accomplishments during Fiscal Year 2007 were as follows: • Released allotments from 150 Acts which included 2,765 General Fund allotments, processed 30 appropriation transfers, processed 304 federal budget awards and 205 budget revisions; and processed 2,688 per diems, personnel requisition forms and request for assignment of budget control numbers • Adjusted the appropriation ceilings for departments and agencies to distribute salary increases for various collective bargaining agreements pursuant to Act Nos. 6890, 6902 and 6905 for General, Federal and Other Local funds during the fourth quarter of Fiscal Year 2007 • Despite system deficiencies, worked with Tyler-MUNIS consultants to manually restrict access to 2% of departments and agencies FY 2007 General Fund appropriations and also to restrict access to various percentages of the Miscellaneous Appropriations contained in the FY 2007 Budget • Successfully sponsored, coordinated and participated in training all departments and agencies in a series of Performance Based Budgeting workshops: “Budgeting for Results” and “Evaluating and Reporting Aspects of PBB” • Designed, produced and submitted by May 30, 2007 a contemporary-looking 2008 Executive Budget: Aligning Resources with Priorities 131 Message from the Director of the Office of Management and Budget • Received, approved and executed Cost Allocation Plans and indirect cost rates for ten (10) departments and agencies for Fiscal Years 2006 to 2008 from the U.S. Department of Interior’s National Business Center • Processed 561 federal budgets aggregating $197,719,590 in terms of Indirect Cost for subsequent entry and approval on the ERP • Prepared and conducted extensive work regarding the 2005 Correction Action Plan and the FY2003 and 2004 Status Updates to complete the FY2005 Single Audit for the Government of the Virgin Islands • Staff conducted extensive work on the Department of Interior – Office of the Inspector General (DOI/OIG) audit responses for the Department of Housing, Parks and Recreation, the Bureau of Internal Revenue and the Virgin Islands Lottery • Conducted two (2) Territorial Damage Assessment Cadre Briefings (one on each island) to the designated Territorial Damage Assessment Cadre • Completed drawdown of $1,356,513 in Hurricane Lenny FEMA funding relative to closeout of the disaster • Reviewed along with FEMA/CAO staff, four (4) 1530 DRVI (November 2003 Flood Event) sub-grantee documentation and completed closeout of four (4) 1504 DRVI sub-grants • Completed November 2003 Flood Event and Tropical Storm Jeanne sub-grantee budgets for conversion from Financial Management System (FMS) protocols to ERP protocols To improve the delivery of public services, OMB is committed to providing financial management leadership and guidance. As the agency charged with the responsibility of managing the government’s resources, OMB has a number of customers and stakeholders that are dependent on OMB to ensure that the government departments and agencies operate effectively and efficiently. Our customers and stakeholders include, but are not limited to other government departments and agencies, non-profits, private industry, investors and bond holders, and our key stakeholders/customers – the public. The fifty three (53) highly-skilled employees of OMB are dedicated to the effective management of the Territory’s resources. As the demand for more and better government services continues to rise, OMB continues to explore best practices in financial management. To this end, the management and staff of OMB are committed to adopt and implement, government-wide, the principles of Performance Based-Budgeting (PBB) – “Budgeting for Results”. 132 Office of Management and Budget ORGANIZATIONAL TYPE: Administrative Org 21100 Budget Administration Unit Functional Statement: The Budget Administration (BA) ensures the release of annual appropriations, maintains personnel listings, reviews spending plans, updates fund balances and processes personnel requisitions and per diems. Performance Goal: Increase the timeliness and quality of key financial reports. Key Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Percentage of quarterly allotments released within five (5) working days of the quarter n/a 10% 20% 60% 60% Percentage of quarterly financial reports issued within fifteen (15) days of each quarter n/a 10% 20% 50% 50% Percentage of internal monthly reports released within ten (10) working days of each month n/a 10% 20% 90% 90% Org 21120 Federal Grants Management Unit Functional Statement: The Federal Grants Management Unit (FGMU) funds and monitors grant recipients’ compliance with financial and performance objectives of Federal awards; develops and implements the Government‐wide Indirect Cost Allocation Plan; initiates the Intergovernmental Review Process; assists Departments and Agencies with grant administration, training and application issues; and monitors implementation of the Corrective Action Plan for the annual Single Audit. Performance Goals: Increase the timeliness and quality of key financial reports. Enhance financial management practices. 133 Office of Management and Budget Org 21210 Policy Management Unit Functional Statement: The Policy Management Unit (PMU) prepares the Governor’s Executive Budget; conducts analysis and evaluation of all essential Government Departments and Agencies performance; develops fiscal policies; drafts budget related legislation; and analyzes Legislative bills. Performance Goal: Enhance financial management practices. Key Performance Indicator FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Percentage of Departments and Agencies with performance plans* n/a n/a n/a n/a 40% *This is a new KPI. Org 21424 Public Assistance Unit Functional Statement: The Public Assistance Unit (PA) provides disaster assistance to restore Virgin Islands infrastructures in accordance with the Robert T. Stafford Disaster Assistance and the Emergency Relief Act by conducting assessments and monitoring FEMA funded projects, closeouts of funded projects and collection of repayments. Performance Goals: Increase the timeliness and quality of key financial reports. Reduce overall grant and recurring audit findings. Enhance financial management practices. Key Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Percentage decrease in audit findings 19% 25% 33% 38% 38% Percentage increase in Programs reconciling accounts quarterly 25% 33% 40% 25% 33% Percentage increase in timely submission of Federal financial and narrative reports 20% 27% 37% 37% 40% 134 Office of Management and Budget Key Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Reduction of the number of disbursement days for Federal Emergency Management Agency (FEMA) resources to sub‐ grantees 60 30 21 60 days 60 days Percentage increase in records management protocols for sub‐grantees 5% 10% 20% 25% 27% 135 Office of Management and Budget $5,800,334 [100%] $3,030,281 [52%] $2,770,053 [48%] General Fund Indirect Cost Appropriated Funds 136 FY2007 FY2008 FY2009 Expenditure Appropriation Recommendation General Fund Personal Services 1,101,774 1,535,569 1,581,633 Capital Outlays 84,376 ‐ 100,000 Fringe Benefits 327,836 403,588 494,547 Supplies 17,417 213,649 224,100 Other Svs. & Chgs. 91,672 1,025,220 530,001 Utilities 20,162 160,000 100,000 Total General Fund 1,643,237 3,338,026 3,030,281 Indirect Cost Fund Personal Services 604,668 1,219,949 1,297,623 Capital Outlays 88,754 47,663 71,460 Fringe Benefits 185,569 345,301 440,301 Supplies 38,275 277,100 145,800 Other Svs. & Chgs. 502,951 1,063,513 752,669 Utilities 35,122 89,320 62,200 Total Indirect Cost Fund 1,455,339 3,042,846 2,770,053 TOTAL APPROPRIATED FUNDS 3,098,576 6,380,872 5,800,334 Local Funds ‐ ‐ ‐ Total Local Funds ‐ ‐ ‐ Federal Funds ‐ ‐ ‐ Total Federal Funds ‐ ‐ ‐ TOTAL NON‐APPROPRIATED FUNDS ‐ ‐ ‐ GRAND TOTAL 3,098,576 6,380,872 5,800,334 Office of Management and Budget 3 Year Financial Summary By Budget Category APPROPRIATED FUNDS NON‐APPROPRIATED FUNDS 137 Personal Capital Fringe Other Svs. Description Services Outlay Benefits Supplies & Chgs. Utilities Total APPROPRIATED FUNDS General Fund 21100 Budget Administration 995,537 50,000 313,892 144,100 430,001 75,000 2,008,530 21210 Policy Formul./Program Eval. 586,096 50,000 180,655 80,000 100,000 25,000 1,021,751 Total General Fund 1,581,633 100,000 494,547 224,100 530,001 100,000 3,030,281 Indirect Cost Fund 21200 Federal Programs 728,623 40,000 244,197 140,000 508,000 32,200 1,693,020 21424 Public Assistance 569,000 31,460 196,104 5,800 244,669 30,000 1,077,033 Total Indirect Cost Fund 1,297,623 71,460 440,301 145,800 752,669 62,200 2,770,053 NON‐APPROPRIATED FUNDS Local Funds ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Local Funds ‐ ‐ ‐ ‐ ‐ ‐ ‐ Federal Funds ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Federal Funds ‐ ‐ ‐ ‐ ‐ ‐ ‐ GRAND TOTAL 2,879,256 171,460 934,848 369,900 1,282,670 162,200 5,800,334 Office of Management and Budget Financial Summary Fiscal Year 2009 Governorʹs Recommendation All Funds ‐ By Activity Center 138 139 Message from the Division of Personnel’s Director The Division of Personnel (DOP) continues its mission to ensure the Virgin Islands Government has an effective workforce. DOP functions as the Human Resources Management and Consulting arm of the Executive Branch of the Virgin Islands Government. A critical component of the Executive Office of the Governor, DOP is responsible for the daily administration of the Personnel Merit System; Group Health, Dental, Vision and Life Insurance Plans for all active employees and retirees of all branches of the Virgin Islands Government; Records Management and Archives of all Official Personnel Records (OPR); and the Comprehensive Government Employee Training Program. DOP’s mandate can be found in the Virgin Islands Code, Title 3, Chapter 25, Sections 451 through 667, as well as in the Personnel Rules and Regulations Handbook, Sub‐Chapter 472, Sections 91 through 103. DOP is comprised of seven Units: the Director’s Office, Administrative and Fiscal Services, Recruitment and Classification; Employee Development; NOPA/Records Administration; Human Resources Information System; and the Group Health Insurance Office. Each Unit strives to meet its strategic goals; thus helping to achieve the Division’s overall mission and the Governor’s mandates. As the Agency develops into the best possible resources partner for clients, it continues to align strategic goals with Governor John P. deJongh’s vision. A primary focus during this fiscal year will be to establish the Retroactive Commission created by Acts 6934 and 6984, which charged DOP with developing data to ascertain retroactive salary increases owed to Government employees. DOP has hired a cadre of retired Division of Personnel employees who have started doing the research to determine retroactive salary increases owed to retirees, dating back to 1989. As Governor deJongh stated in his State of the Territory Address “… it is my intention to find the money and finally resolve the retroactive pay issue. Resolving retro in a fair and equitable manner is an article of faith.” The Employee Development Unit continues to provide timely training for appropriate clients via its network of professionals and course curricula to ensure employees are equipped to meet the challenges and goals of the Virgin Islands Government. With a renewed emphasis on improving Customer Service standards and addressing Sexual Harassment concerns, the Unit is shifting it’s mode of delivery to a more client customized approach. The Director’s Office, Records Administration, and the Recruitment Classification Units are reestablishing confidence in the employment process and striving to avoid time consuming and costly grievance proceedings and awards by establishing policies and procedures to guide human resource professionals and employees concerning legislation, rules, and regulations affecting employment and labor relations. 140 Message from the Director of the Division of Personnel The Records Administration Unit, in conjunction with the Recruitment and Classification Unit is enhancing classification, benefits and pay plans to attract and retain highly qualified employees. As the Government is forced to compete for limited human capital resources available in the Territory, these Units must develop new and innovative strategies to ensure critically needed positions are filled and adequate staffing levels are maintained. The anticipated development of a Class/Compensation Unit will support this activity. To meet DOP’s strategic goals, both internal and external human resources operations will continue to work together using the strategic objectives of reducing the hiring timeframe, redeploying personnel to Agencies where their skills and education may be better utilized, and increasing the number of professional certifications conferred to Government employees. With the commitment and dedication of the Division’s staff, the Agency was able to accomplish several key initiatives during Fiscal Year 2008. It reduced the average processing time for the new appointments from ninety (90) days to forty‐six (46) days; ensured the timely processing of over 1,000 NOPAs to adjust employee wages to the established minimum annual salary of $20,000; distributed over 662 checks to clients for insurance overpayments that had accrued; and completed the data mining needed to ensure a smooth transition to the new Human Resource (HR) module in the ERP. The Division of Personnel is committed to “Doing the People’s Business,” which will align the human capital management of the Government with current industry standard practices and procedures. 141 Message from the Office of Collective Bargaining’s Chief Negotiator The Office of Collective Bargaining (OCB) is dedicated to its mission to provide timely negotiated collective bargaining agreements in a fair and equitable manner that will foster good labor relations. OCB is charged with providing the Government of the Virgin Islands with technical expertise in the fields of labor and employment laws, and labor‐management relations. The Office of Collective Bargaining, a central service agency, was established by Act No. 4440 on August 31, 1980. The agency was created under the Office of the Governor but is now funded, for budgetary purposes only, under the Division of Personnel pursuant to Act No. 6305. Its primary staff function is to negotiate bargaining agreements on behalf of the Executive Branch, as well as to represent the Virgin Islands Government in all arbitrations, mediations, litigations and administrative hearings before the Public Employees Relations Board (PERB). By statute, the Office of Collective Bargaining can represent semi‐autonomous and independent instrumentalities. The Office of Collective Bargaining is committed to meeting its strategic goal to reduce unfair labor practice cases (ULPC) and rights arbitration (RA). To this end, OCB continues to maintain an aggressive policy toward the timely negotiation of successor agreements with all bargaining units, and more expeditious resolution of all pending labor disputes through negotiation, mediation, arbitration and/or litigation, thereby meeting its annual performance measures, which will reflect a decreasing the number of cases filed. 142 Division of Personnel ORGANIZATIONAL TYPE: Administrative and Service Org 22000 Administration Functional Statement: The Administration Unit, which includes the Human Resource Information Systems, Group Health Insurance and NOPA Units, ensures that the mandates of the Division of Personnel are carried out, pursuant to the Title 3, Chapter 25, Virgin Islands Code. This Unit strives to provide fair, consistent and timely human resource services to employees of the Government of the Virgin Islands and the public. Performance Goals: Increase the timely collection and reconciliation of health insurance premiums owed. Maximize the number of employees using the ERP. Expand employee knowledge of their rights and responsibilities. Increase the automation of personnel processes within the Government. Establish clear polices and procedures to guide Human Resources (HR) professionals in complying with legislation and fair and consistent application of employment. Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Revise the Government Personnel Rules and Regulations and Employee Handbook n/a 35% 50% 100% n/a Reduce the number of days to collect health insurance premiums n/a 60 60 30 30 Number of insurance benefits informational sessions provided n/a n/a 4 4 4 Number of human resources informational sessions provided n/a n/a 4 4 4 Additional training to DOP employees and HR Agency employees on ERP conducted n/a n/a 90% 100% n/a In‐house personnel equipped with the necessary computer hardware to effectively complete their duties n/a n/a 20% 100% n/a 143 Division of Personnel Org 22010 Recruitment and Classification Functional Statement: The Recruitment and Classification Unit recruits the best‐qualified candidates for approximately 1,300 position classes within Government service. This Unit processes applications, conducts interviews and qualification evaluations, administers examinations, and conducts job evaluations to determine proper grade levels. This Section also determines the proper classification of positions, establishes or deletes position classes, and reallocates positions to their proper classification within the Personnel Merit System. Performance Goals: Increase access to the Government of the Virgin Islands (GVI) employment opportunities. Recruit qualified applicants for hard to fill vacancies from historically black colleges and universities (HBCUs) and other institutions. Complete a classification study of the GVI. Increase community awareness of personnel policies and procedures. Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Enhance functionality of the Division of Personnel’s website n/a 20% 90% 100% n/a Number of recruitment drives aimed at historically black colleges and universities (HBCUs) and other institutions n/a n/a 3 10 15 Number of desk audits of position classification completed n/a n/a n/a 200 900 Number of days to furnish the Departments with certification listings n/a n/a 30 10 5 Develop of succession plans for the GVI Agencies n/a n/a n/a 5 10 Org 22030 Records Administration Functional Statement: The St. Croix Office is a satellite office of the St. Thomas Office. With the exception of processing Notification of Personnel Actions (NOPAs) and the handling of financial matters, the St. Croix Office provides the same service as the St. Thomas Office. 144 Division of Personnel Performance Goals: Synchronize and link the St. Croix Office technology and procedures with St. Thomas. Increase automation of personnel processes within the Government. Train DOP employees and HR Agency employees on ERP. Establish clear polices and procedures to guide HR professionals in complying with legislation and fair and consistent application of employment. Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Install a new networked phone system n/a 20% 25% 50% 100% Provide St. Croix staff with access to, and training in, Division resources n/a n/a 30% 100% n/a Org 22040 Training Functional Statement: The Training Unit is responsible for providing quality training, education and resource services to enhance the knowledge and skills of over 9,000 Government employees. The Unit coordinates and conducts general and specialized workshops for Government employees on topics such as customer service, supervision, team building, time management and conflict management. The Unit also provides training in the application of software programs in its computer labs. Performance Goals: Create employee training hubs. Increase the number of effective and pertinent training courses available to GVI employees. Increase automation of personnel processes within the Government. Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Enroll Government employees into online training courses n/a n/a 0 50 100 Enhance and replace existing lab equipment in both Districts n/a n/a 40% 75% 100% Evaluate and update educational curriculum for relevance and effectiveness n/a n/a 30% 75% 100% Train DOP employees and HR agency employees on ERP n/a n/a 90% 100% n/a Develop new HR training courses in specific subjects n/a n/a 0 2 4 145 Division of Personnel Org 22100 Office of Collective Bargaining Functional Statement: The Office of Collective Bargaining is required to negotiate all collective bargaining agreements of the Executive Branch; represent the Executive Branch in all labor relation proceedings including mediation, arbitration, and other administrative matters before the Public Employees Relations Board; represent the Government in civil cases pertaining to labor matters; assist the Governor in formulating labor policies for collective bargaining and plan strategies for such bargaining. Performance Goals: Negotiate contracts timely. Reduce the current case backlog. Improve labor relations between management, labor unions and employees and members. Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimated FY 09 Projected Number of current union agreements n/a 12 11 17 20 Number of open cases (backlog) n/a 344 308 270 225 Number of employee training and development seminars n/a 3 7 12 9 Number of hearings scheduled and concluded: Arbitrations Mediations n/a n/a n/a n/a 10 10 30 30 30 30 146 Division of Personnel $100,000 [2%] $4,667,211 [100%] $266,541 [6%] $4,300,670 [92%] General Fund Indirect Cost Fund Union arbitration Appropriated Funds 147 148 149 BUREAU OF INFORMATION TECHNOLOGY 150 Message from the Bureau of Information Technology’s Director The Bureau of Information Technology (Bureau) was established by Act No. 6634 to develop a comprehensive technology strategy, for programs, policies, Territorial Data Centers, and a Territorial private network that promotes and advances the use of innovative technologies in the Virgin Islands Government. This strategy is designed to increase worker productivity, improve internal and external governmental services, and demonstrate effective management. The mission of the Bureau is to maximize the Government’s information technology resources by improving productivity and efficiency while controlling and/or reducing costs. Towards that end, the Bureau is implementing a new information highway that is accessible to Executive Branch’s agencies and departments as well as independent instrumentalities. This transport service is a critical and strategic resource as most agencies and departments are considering using information technology to fulfill their mandates. The second and third areas of the Bureau’s mission are to assist the agencies and departments in developing plans using information technology to accomplish their goals. Audits will be conducted to determine how successful the programs are in achieving their respective goals. The methodology being used is driven by performance based budgeting. Projects are guided by budgets and project plans to ensure efficient and effective use of finite resources. Strategic planning will be conducted with each agency in conformance with this statute as information technology is researched to determine which product best matches the need of a particular objective. A project plan will be developed and submitted to Office of Management and Budget (OMB) to conform with the statute and to obtain the appropriate funding. Audits will also be conducted to ascertain the status of each agency’s or department’s project and use of information technology as an integral part of their strategic goals and objectives. The strategic goal is to develop and manage a comprehensive information technology program for the Government of the Virgin Islands. The strategic objective is to establish a fully operated, managed and supported government information technology transport service by 2012. During Fiscal Year 2008, the Bureau deployed the Enterprise Private Network based on managed services from highly secure and impenetrable network control centers (NCC). These resources are intended to deliver high availability (99.999%), and managed services (i.e. email service from central, redundant facilities) from facilities connected to the telecommunications grid via underground and impenetrable telecommunications links that are not susceptible to flooding. The Bureau replaced the faulty communication towers at Mountain Top; addressed routing problems with the ERP and the Department of Finance; significantly increased access to non‐ government network users; implemented the results of the Microsoft Risk Assessment to optimize the Government’s e‐mail system and active directory; and installed a Help‐Desk Application for customer service and measure of service. During Fiscal Years 2008 and 2009, the Bureau will implement and deliver e‐government solutions and services. 151 Bureau of Information Technology ORGANIZATIONAL TYPE: Policy Org 26000 Bureau of Information Technology Functional Statement: The Bureau of Information Technology develops a Comprehensive Technology Strategy, which includes network management; installation and implementation; customer service; and project planning, management and auditing. Performance Goals: Develop the Enterprise Private Network. Provide timely and accurate information. Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Percentage of increase in subscriber occupancy n/a n/a n/a 30% 85% Percentage of monitoring and maintaining the Enterprise System n/a n/a n/a 45% 80% Percentage of assessing the interoperability of the Government information structure n/a n/a 45% 60% 90% Number of days to respond or resolve service interruptions and outages /a n/a n/a 1 day 4 hours Number of days to review and approve or recommend alternative product(s) n/a n/a n/a 5 days 3 days Number of hours to resolve network issues, complete upgrade, or parameter modification n/a n/a n/a 48 hours 24 hours 152 Bureau of Information Technology $3,007,462 [100%] General Fund Appropriated Funds 153 FY2007 FY2008 FY2009 Expenditure Appropriation Recommendation General Fund Personal Services 631,588 1,158,488 1,199,086 Capital Outlays 752,168 ‐ ‐ Fringe Benefits 166,012 311,234 401,227 Supplies 32,288 42,600 37,224 Other Svs. & Chgs. 2,488,538 1,099,395 1,099,395 Utilities 11,680 208,100 270,530 Total General Fund 4,082,274 2,819,817 3,007,462 Internal Revenue Matching Fund Personal Services ‐ ‐ ‐ Capital Outlays ‐ 1,324,405 ‐ Fringe Benefits ‐ ‐ ‐ Supplies ‐ ‐ ‐ Other Svs. & Chgs. ‐ ‐ ‐ Utilities ‐ ‐ ‐ Total Internal Revenue Matching Fund ‐ 1,324,405 ‐ TOTAL APPROPRIATED FUNDS 4,082,274 4,144,222 3,007,462 Local Funds ‐ ‐ ‐ Total Local Funds ‐ ‐ ‐ Federal Funds ‐ ‐ ‐ Total Federal Funds ‐ ‐ ‐ TOTAL NON‐APPROPRIATED FUNDS ‐ ‐ ‐ GRAND TOTAL 4,082,274 4,144,222 3,007,462 By Budget Category APPROPRIATED FUNDS NON‐APPROPRIATED FUNDS 3 Year Financial Summary Bureau of Information Technology 154 Bureau of Information Technology Financial Summary Fiscal Year 2009 Governorʹs Recommendation All Funds ‐ By Activity Center Personal Capital Fringe Other Svs. Description Services Outlay Benefits Supplies & Chgs. Utilities Total APPROPRIATED FUNDS General Fund 26000 Bureau of Info. Technology 1,199,086 ‐ 401,227 37,224 1,099,395 270,530 3,007,462 Total General Fund 1,199,086 ‐ 401,227 37,224 1,099,395 270,530 3,007,462 NON‐APPROPRIATED FUNDS Local Funds ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Local Funds ‐ ‐ ‐ ‐ ‐ ‐ ‐ Federal Funds ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Federal Funds ‐ ‐ ‐ ‐ ‐ ‐ ‐ GRAND TOTAL 1,199,086 ‐ 401,227 37,224 1,099,395 270,530 3,007,462 155 156 Message from the Adjutant General The Office of the Adjutant General (OTAG) staff is committed to the safety and security of the people of the Virgin Islands. OTAG’s mission is to plan, mitigate and coordinate Territorial responses to natural and man‐made disasters, civil disturbances, foreign and domestic threats and Weapons of Mass Destruction (WMD). As a result, OTAG personnel continue to be trained and updated concerning response plans as well as purchasing all necessary equipment. OTAG staff interact with other local and federal and personnel, creating open lines of communication and developing a group of highly trained and knowledgeable emergency personnel. The Office of the Adjutant General staff carries out their mission through training and monthly exercises which keep departmental skills in sync with an evolving environment of safety and security. The strategic goal of the Office of the Adjutant General is to protect and secure the people and property of the U.S. Virgin Islands from natural disasters, and domestic and foreign threats. The Office of the Adjutant General was organized by Executive Order No. 304‐1987 which merged the Virgin Islands National Guard (VING) and the Office of Civil Defense, which became the Virgin Islands Territorial Emergency Management Agency (VITEMA), into one Agency – The Office of the Adjutant General. OTAG derives its authority from Act No. 5233 (Bill No. 16‐0698) and Act. No. 5265 (Bill No. 17‐0051). Additionally, Act No. 6695 (Bill No. 25‐0157) created the Virgin Islands Office of Homeland Security (VIOHS) as a Division of OTAG. The organizational structure of OTAG consists of the following units: Administrative Services Division, Maintenance Division, Security Unit, Virgin Islands Territorial Emergency Management Agency (VITEMA) and Virgin Islands Office of Homeland Security (VIOHS). Legislation is being drafted to separate VITEMA and VIOHS from OTAG and to create a separate VITEMA/VIOHS entity. Each unit of OTAG develops and implements policies and procedures to support the key strategic objective of ensuring the safety and security of the people and property of the Territory by meeting all hazard emergency management readiness capability standards. The collective performance goals are: (1) to promote operational effectiveness, (2) to have a safe and secure Territory through effective and efficient preparedness, and (3) to build a comprehensive Territorial capability for responding to terrorism. The Administrative Division’s function is to provide financial and administrative services to each Division of OTAG, including that of Personnel Management, and to reduce the number of process days and percentage of document errors submitted for vendor payments. Further, it seeks to increase the timeliness and quality of financial reports to each Division as well as to the Office of the Governor, Office of Management and Budget, and the Department of Finance. The Maintenance Division’s purpose is to repair and renovate all the facilities and properties of VING and VITEMA. The Division seeks to increase the number of facilities repaired and maintained in compliance with the Virgin Islands Building Code. 157 Message from the Adjutant General The Security Unit is responsible for the protection of all VING personnel, facilities and properties. The Division seeks to include VITEMA/VIOHS facilities in this service in order to reduce its annual incident rate by at least 2%. The VITEMA Division is responsible for developing plans, mitigating and coordinating a Territorial response for all civil and man‐made disasters. VITEMA seeks alternative sites that meet the standards for continuity of operations and increase the number of recipients who receive emergency correspondence via e‐mail versus fax. The V.I. Office of Homeland Security is responsible for the development, coordination and implementation of a Territorial policy to secure the people and critical infrastructure of the Virgin Islands from foreign and domestic terrorists’ threats or attacks. This Unit seeks to increase interoperable communication among the V.I. Government departments and agencies operating within its network. The Office of the Adjutant General has, and will continue to, educate and train local persons in the safety, security and mitigation of natural and man‐made disasters. Office personnel coordinated with the National Weather Service to allow the Hurricane Hunter aircraft to visit St. Croix. Tours for schools and emergency personnel were conducted. During Fiscal Year 2007, OTAG accomplished a myriad of important tasks. VITEMA collaborated with Christa von Hillelbrant, Director of the Seismic Laboratory, Professor Aurelio Mercado, Director of the Coastal Hazards Center at the University of Puerto Rico and Professor Roy Watlington, Division of Science and Mathematics at the University of the Virgin Islands to conduct tsunami studies and placement of warning bouys in Territorial waters. OTAG coordinated with the National Tsunami Hazard Mitigation program personnel and got the two (2) districts within the Territory “Tsunami Ready.” The Training Unit of the Office of Homeland Security conducted two (2) Weapons of Mass Destruction Tactical Commanders Courses, one (1) on St. Thomas and the other on the island of St. Croix. A total of fifty‐five (55) responders from both Districts were trained. The course was designed to address technical aspects associated with planning a tactical law enforcement response to a WMD incident. In fiscal year 2007, the Virgin Islands Office of Homeland Security conducted exercises in accordance with the guidelines set forth by the U.S. Office of Homeland Security. A three (3) year exercise plan was secured with the consulting firm of Olson Group, Inc. Table top exercises, workshops, and functional, full scale exercises were conducted on all three (3) islands. This responsibility includes a properly integrated response in the event of such an incident. With this in mind, VITEMA and the USVI Office of Homeland Security developed policies and procedures to respond to cruise ship evacuation, triage, and treatment and transport of those affected. As part of the three‐year exercise plan, VITEMA in conjunction with the Coast Guard, conducted a Caribbean Mass Rescue Operation 2007 exercise testing these protocols. 158 Message from the Adjutant General In 2007, the Emergency Management Council provided the Governor and his Cabinet the opportunity to work through their responses roles in case of chemical, biological, radiological or nuclear weapons being used by terrorists against the U.S. Virgin Islands. The Council also provided other participants with an opportunity to explore how they would respond to, and integrate with, federal agencies. 159 Office of the Adjutant General ORGANIZATIONAL TYPE: Service Org 28000 Administrative Services Functional Statement: The Administrative Services Unit administers and supervises the administrative activities and operations of the Office of the Adjutant General (OTAG). The functions of the Unit are budgeting, fiscal control, personnel and administrative management. Performance Goal: Promote operational effectiveness. Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Number of turnaround days to process documents: Personnel Requisitions Invoices 3 days 3 days 3 days 3 days 3 days 3 day 3 days 3 day 1 day 1 day Reduction of payment documents: Errors Duplicate 70% 90% 73% 95% 75% 96% 80% 97% 90% 99% Accuracy of requisitions n/a 83% 85% 90% 90% Org 28010 Maintenance Division Functional Statement: The Maintenance Division provides operational supplies for building repairs and maintenance, custodial services, grounds‐keeping and environmental protection services for Virgin Islands National Guard facilities. Performance Goal: Promote operational effectiveness. Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Number of facilities in compliance with VI building codes 16 18 21 23 23 Timelines of response to requests for repair and maintenance 3 days 2 days 2 days 2 days 1 day 160 Office of the Adjutant General Org 28020 Security Functional Statement: The Security Division provides protection for all VING personnel, facilities and property. Performance Goal: Establish a safe and secure Virgin Islands National Guard and OTAG through effective and efficient preparedness. Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Percentage of reduction in the annual incident rate: Personnel Facilities Property 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% Org 28030 VITEMA Functional Statement: The Virgin Islands Territorial Emergency Management Agency (VITEMA) is a Territorial all‐ hazards coordinating Office. Its primary focus is to be a first responder agency, protecting life and property. Performance Goal: Secure the Territory by efficient and effective preparedness when responding to natural or man‐ made disasters. 161 Office of the Adjutant General Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Percentage of full implementation of Territorial All‐hazard Emergency Operation Plan (TEOP) and annexes 40% 60% 75% 85% 95% Percentage of completion of full inter‐operable communication network of first responder agencies 25% 40% 60% 80% 80% Percentage of Intel‐fusion facilities completed n/a 40% 50% 80% 80% Number of people who attended emergency awareness sessions 80 95 125 155 200 Number of alternative sites that meet standards as alternative Continuity Operation Centers (COOP) 3 5 5 7 5 Percentage of completion of Pandemic Flu Plan for the Territory 70% 90% 100% 100% 100% Response time to natural or man‐ made disaster drills 30 min. 30 min. 25 min. 20 min. 10 min. Org 28050 Homeland Security Functional Statement: Homeland Security develops and implements a Territorial Policy to protect the people and the infrastructure of the Virgin Islands from foreign and domestic terrorist threats or attacks, and establishes standard operating procedures for security measures and operational standards of the V.I. Government. Performance Goal: Build a Comprehensive Territorial Capability Plan for responding to the consequences of terrorism. 162 Office of the Adjutant General Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Percentage of VIOHS staff with national security clearance n/a 40% 60% 100% 100% Percentage of VI Government Agencies within the interoperable network n/a 45% 65% 100% 100% Percentage of Territorial first responders meeting baseline performance standards for responding to, and recovering from, terrorist incidents 40% 50% 60% 70% 80% 163 Office of the Adjutant General $2,332,759 [23%] $7,662,123 [77%] General Fund Federal Funds Non- Appropriated Funds Appropriated Funds 164 FY2007 FY2008 FY2009 Expenditure Appropriation Recommendation General Fund Personal Services 981,441 1,083,194 1,161,405 Capital Outlays 14,690 ‐ 41,667 Fringe Benefits 287,444 337,121 422,998 Supplies 54,636 65,439 45,000 Other Svs. & Chgs. 341,135 396,329 370,151 Utilities 242,771 237,248 291,538 Total General Funds 1,922,117 2,119,331 2,332,759 Internal Revenue Matching Fund Personal Services ‐ ‐ ‐ Capital Outlays ‐ 83,900 ‐ Fringe Benefits ‐ ‐ ‐ Supplies ‐ ‐ ‐ Other Svs. & Chgs. ‐ ‐ ‐ Utilities ‐ ‐ ‐ Total Internal Revenue Matching ‐ 83,900 ‐ TOTAL APPROPRIATED FUNDS 1,922,117 2,203,231 2,332,759 Local Funds ‐ ‐ ‐ Total Local Funds ‐ ‐ ‐ Federal Funds Personal Services 2,049,743 2,105,212 2,473,412 Capital Outlays 51,944 2,223,055 1,016,200 Fringe Benefits 630,711 715,949 852,372 Supplies 61,930 238,974 146,425 Other Svs. & Chgs. 661,041 2,238,889 2,447,714 Utilities 572,070 409,735 726,000 Total Federal Funds 4,027,439 7,931,814 7,662,123 TOTAL NON‐APPROPRIATED FUNDS 4,027,439 7,931,814 7,662,123 GRAND TOTAL 5,949,556 10,135,045 9,994,882 NON‐APPROPRIATED FUNDS Office of the Adjutant General 3 Year Financial Summary By Budget Category APPROPRIATED FUNDS 165 Office of the Adjutant General Financial Summary Fiscal Year 2009 Governorʹs Recommendation All Funds ‐ By Activity Center Personal Capital Fringe Other Svs. Description Services Outlay Benefits Supplies & Chgs. Utilities Total APPROPRIATED FUNDS General Fund 28000 Administrative Services 401,532 ‐ 132,909 6,000 27,383 13,263 581,087 28010 Maintenance 116,268 41,667 53,856 27,500 196,360 278,275 713,926 28030 VITEMA 388,068 ‐ 132,699 6,500 128,208 ‐ 655,475 28050 Homeland Security 255,537 ‐ 103,534 5,000 18,200 ‐ 382,271 Total General Fund 1,161,405 41,667 422,998 45,000 370,151 291,538 2,332,759 Other Local Funds ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Local Funds Fund ‐ ‐ ‐ ‐ ‐ ‐ ‐ NON‐APPROPRIATED FUNDS Local funds ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Local Funds ‐ ‐ ‐ ‐ ‐ ‐ ‐ Federal Funds 28000 Administrative Services ‐ ‐ ‐ ‐ 397,600 51,000 448,600 28010 Maintenance 508,709 270,000 177,999 106,500 675,000 675,000 2,413,208 28020 Security 1,290,953 ‐ 451,834 10,000 79,689 ‐ 1,832,476 28030 Vitema 411,750 ‐ 144,113 15,000 219,676 ‐ 790,539 28050 Office of Homeland Security 262,000 746,200 78,426 14,925 1,075,749 ‐ 2,177,300 Total Federal Funds 2,473,412 1,016,200 852,372 146,425 2,447,714 726,000 7,662,123 GRAND TOTAL 3,634,817 1,057,867 1,275,370 191,425 2,817,865 1,017,538 9,994,882 166 167 Message from the Office of Veteran Affairs’ Director The mission of the Office of Veteran Affairs (OVA) is to provide information and services regarding benefits and entitlements to all veterans in collaboration with the United States and the Virgin Islands Government. This office is committed to serving all veterans in a professional manner and will continue to maintain the bridge between the United States Government and the Virgin Islands Government in serving USVI veterans. The Division of Veteran Affairs was created on March 10, 1955 by the enactment of Bill No. 21, Act No. 8, in the First Legislature of the U.S. Virgin Islands. The Division of Veterans’ Affairs was reorganized by Executive Order No. 295‐1987 and Act No. 5265, the Government Reorganization and Consolidation Act of 1987. The Division was renamed “The Office of Veterans’ Affairs” and placed under the Office of the Governor. The Office of Veteran Affairs fulfills its mandate by providing the following services: compiling data concerning veterans, aiding in their educational pursuits, assisting with employment and re‐ employment, requesting and providing information on benefits that the veterans are entitled to receive, educating veterans about existing and new benefits and recommending legislation to the Governor for enactment by the Senate. The strategic goal is to honor, serve and memorialize all veterans in the Virgin Islands. The strategic objective is to increase the number of veterans honored, served and memorialized by 10% by 2013. Performance Goals include: (a) to increase the percentage of veterans registered in educational programs; (b) to increase the percentage of applicants for homeownership; and (c) to increase the percentage of veterans memorialized at death. Fiscal Year 2007 Accomplishments In Fiscal Year 2007, the Office of Veterans Affairs successfully fulfilled important goals and objectives. Some of its accomplishments are detailed below and OVA continues to provide excellent service to veterans. The Office of Veterans Affairs is preparing to progress in the 21st Century. A website was instituted to provide veterans with information about benefits. The site includes a listing of all benefits offered by the Virgin Islands Government. The Office of Veterans Affairs posts information and provides an update on upcoming events. It also provides a link to the National Veterans Administration’s website. The St. Croix office was recently connected to the Government’s network and now has access to the Enterprise Resource Planning system (ERP). This has enabled the Office to promptly process payments for vendors as well as death benefit payments, and reimburse veterans’ medical travel. 168 Message from the Director of Veterans Affairs OVA assisted the Department of Licensing and Consumer Affairs (DCLA) Taxicab Division in the annual Taxi Medallion Auction. OVA auctioned four (4) medallions and collected $11,260.50 in revenue from the sale. A $15,000 donation was given to the Fort Christian Museum, which was made possible by the Virgin Islands Lottery and DCLA contribution fund. Computers were donated to the Savan Boys Club as well as the Special Education Department at Charlotte Amalie High School. A new vehicle was purchased for the St. Thomas office to assist with daily operations and outreach. About 960 Virgin Islands Veteran License Plates were purchased, totaling $16,360.68 and over 900 have been distributed to date. OVA works closely with the Veterans Administration in San Juan, Puerto Rico and the VA Community Based Outpatient Clinic and Veterans Center in Havensight Mall. The Director has traveled to Puerto Rico to meet with the Director of the Veterans Administration to discuss how to better assist the veterans in the U.S. Virgin Islands. The Agency continues to meet with the American Legion on all three (3) islands to listen to the concerns about benefits in the Virgin Islands. On a regular basis, the Director of Veterans Affairs attends meetings of the Committee of the Homeless to discuss strategic plans to solve this problem in the Virgin Islands. This will enable the Office of Veterans Affairs to assist the many veterans in the Virgin Islands who are homeless. OVA have registered approximately sixty‐nine (69) veterans for educational programs in the Virgin Islands, totaling $59,487.00. The Office processed about 139 Certificates for Eligibility and memorialized thirty‐six (36) deceased veterans with the help of the Army National Guard. Registration was completed for about 250 new veterans returning to the Territory from the Global War on Terrorism. This was done by conducting benefit briefing seminars to National Guard members. The Director recently traveled to Annapolis, Maryland, for the annual State Directors of Veterans Affairs meeting. This meeting is essential to obtain the information needed to increase public awareness of all the new veterans’ benefits being instituted by the President of the United States. New Initiatives for Fiscal Year 2008 The following OVA initiatives are planned for FY 2008: • Make our website an interactive site • Hire consultant(s) to design the Veterans’ Cemetery on St. Croix and St. Thomas • Provide outreach initiatives to include listing of all veterans in nursing homes, senior citizens residences and those needing assistance and living alone 169 Message from the Director of Veterans Affairs OVA will continue to educate veterans on the benefits available to them by working together with other agencies, and utilizing outreach programs on a regular basis. OVA will encourage its older veterans to take advantage of local educational benefits once Federal educational benefits have expired. Another initiative is to assist Virgin Islands veterans to obtain their own homes in the Territory. A recommendation will be made to increase the Local Home Ownership Progam. These initiatives are examples of positive steps being taken to enhance the benefits provided to veterans and OVA’s commitment to improve services. 170 Office of Veteran Affairs ORGANIZATIONAL TYPE: Service Org 29000 Veterans Affairs Functional Statement: The Office of Veteran Affairs compiles data concerning veterans; informs USVI veterans of available benefits regarding employment, health, education, homeownership and burial, and assists with processing and filing related claims. The Office of Veterans’ Affairs also interacts and coordinates with local and federal agencies regarding matters of interest to veterans. Additionally, the Office recommends legislation to the Governor affecting veterans and their families. Performance Goals: Increase the percentage of veterans registered in educational programs. Increase the percentage of applicants for homeownership. Increase the percentage of veterans memorialized at death. Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Percentage of new veterans registered for education programs n/a n/a 5% 6% 6% Percentage of new eligibility certificates processed for Veterans’ Home Loan Program n/a n/a 96% 97% 97% Percentage of veterans memorialized at death n/a n/a 60% 65% 70% 171 Office of Veterans Affairs $414,347 [56%] $320,000 [44%] General Fund V.I. Lottery & Taxi Auc. Appropriated Funds Non- Appropriated Funds ` 172 FY2007 FY2008 FY2009 Expenditure Appropriation Recommendation General Fund Personal Services 182,836 263,842 302,043 Capital Outlays 24,334 ‐ ‐ Fringe Benefits 52,142 73,021 100,304 Supplies 9,024 9,000 ‐ Other Svs. & Chgs. 83,100 42,517 12,000 Utilities 5,436 7,200 ‐ Total General Fund 356,873 395,580 414,347 TOTAL APPROPRIATED FUNDS 356,873 395,580 414,347 Local Funds Personal Services ‐ ‐ ‐ Capital Outlays 985 45,015 ‐ Fringe Benefits ‐ ‐ ‐ Supplies 5,944 68,317 ‐ Other Svs. & Chgs. 33,527 210,322 320,000 Utilities 448 15,552 ‐ Total Local Funds 40,904 339,206 320,000 Federal Funds ‐ ‐ ‐ Total Federal Funds ‐ ‐ ‐ TOTAL NON‐APPROPRIATED FUNDS 40,904 339,206 320,000 GRAND TOTAL 397,777 734,786 734,347 Office of Veterans Affairs 3 Year Financial Summary By Budget Category APPROPRIATED FUNDS NON‐APPROPRIATED FUNDS 173 Office of Veterans Affairs Financial Summary Fiscal Year 2009 Governorʹs Recommendation All Funds ‐ By Activity Center Personal Capital Fringe Other Svs. Description Services Outlay Benefits Supplies & Chgs. Utilities Total APPROPRIATED FUNDS General Fund 29000 Veteran Affairs 302,043 ‐ 100,304 ‐ 12,000 ‐ 414,347 Total General Fund 302,043 ‐ 100,304 ‐ 12,000 ‐ 414,347 NON‐APPROPRIATED FUNDS Local Funds 29000 Veterans Affairs ‐ ‐ ‐ ‐ 320,000 ‐ 320,000 Total Local Funds ‐ ‐ ‐ ‐ 320,000 ‐ 320,000 Federal Funds ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Federal Funds ‐ ‐ ‐ ‐ ‐ ‐ ‐ GRAND TOTAL 302,043 ‐ 100,304 ‐ 332,000 ‐ 734,347 174 175 Message from the Lieutenant Governor The Office of the Lieutenant Governor is committed to fulfilling its mission of regulatory responsibilities by monitoring the activities of banks, insurance companies, and other financial institutions operating in the Territory; to processing requests for articles of incorporation, insurance licenses, recording of deeds, and to assessing all real property taxes in a courteous, professional, efficient, and timely manner thereby increasing the collection of taxes and fees for the Government of the Virgin Islands. The Lieutenant Governor is the Secretary of State, the Chairman of the Banking Board, the Commissioner of Insurance and has direct responsibility over five (5) major divisions and three (3) subdivisions. The five (5) Divisions are Administration and Financial Management, Banking and Insurance, Real Property Tax, Recorder of Deeds and Corporation and Trademarks. The three (3) Subdivisions are V.I. Passport Acceptance Facility, Notary and Virgin Islands State Health Insurance Assistance Program (VI SHIP)/Medicare. The Division of Administration and Financial Management provides administrative support and oversees the daily administrative requirements of the other divisions. This Division also regulates the Passport and Notary Services. The Passport Subdivision is charged with the responsibility of accepting all applications for passports filed in the Territory for the United States Department of State (Passport Services). Additionally, all requests for notary certifications are processed and recorded in the Administrative Office of the Lieutenant Governor. The functions and duties of the Banking Board are described in Title 9 of the Virgin Islands Code. The Lieutenant Governor is the ex‐officio Chairman of the Board, which regulates and supervises domestic and foreign banking institutions and small loan companies operating in the Territory. The Board has the responsibility to promulgate and enforce laws, rules, and regulations, to ensure compliance with banking practices. The functions and duties of the Insurance Division are in Title 22, of the Virgin Islands Code. The Commissioner of Insurance has the authority to enforce the statutory provisions of this title, promulgate rules and regulations, conduct investigations when possible violations exist, hold hearings, and bring actions against violators in a court of law. Additionally, the Commissioner is responsible for licensing insurance companies, agents, and brokers, as well as examining records of companies and agents, and may revoke licenses for cause. Finally, the Commissioner is also responsible for reviewing products offered by companies and for administering qualifying examinations to agents and brokers. As a subdivision of the Division of Banking and Insurance, through a Federal grant from the Health Care Financing Administration, the Office of the Lieutenant Governor operates a health insurance and counseling and assistance service on Medicare, Medicaid, Medigap, Long Term Care and other health insurance benefits. Title 33, Sections 2363 and 2402 of the Virgin Islands Code authorizes the Governor to appoint a Tax Assessor who shall be attached to the Office of the Lieutenant Governor and perform the functions and duties under the supervision and control of the Lieutenant Governor. The Office of 176 Message from the Lieutenant Governor the Tax Assessor is charged with the responsibility and authority of assessing and taxing all real property in the Virgin Islands. Fiscal Year 2007 Accomplishments • Increased revenue collection for Fiscal Year 2007 by 10% in the Passport Division • As a result of automation initiatives, increased revenues in Corporation and Trademarks Division by 10% over the prior fiscal year • Implemented the Biometric Time Clock system • Increased public awareness on the importance of applying and having a passport • Issued 66,891 Real Property tax bills in FY 2007 with an actual yield of $60.9 million During the first quarter of 2008, the revaluation of all property in the Virgin Islands was completed. With the completion of this project, the Government of the Virgin Islands will be in compliance with the Federal court’s mandate. During Fiscal Year 2008 all property tax bills for 2006 will be issued at the new revaluated rate. The Office of the Lieutenant Governor and the Office of the Governor collaborated on the development of a Real Property Tax Policy for the U.S. Virgin Islands. The Real Property Tax Policy was designed to incorporate the new values generated by the revaluation. It was determined that the best way to assist taxpayers and at the same time raise an additional $10 million dollars in revenues was to use different millage rates for each of the following four (4) classes of property: Land .004946 Timeshare .01407 Commercial .00711 Residential .00377 The Recorders of Deeds for the District of St. Thomas/St. John and the District of St. Croix perform functions outlined in Title 33, Section 2362 and Title 28, Chapters 7 and 33 of the Virgin Islands Code, and Title 11a of the Uniform Commercial Code. The Recorder of Deeds acts as a custodian of all legal instruments relative to real and personal properties. Title 33, Section 124, Virgin Islands Code, sets guidelines for the sale of Internal Revenue Stamps by the Recorder of Deeds. All revenue collections carried out by the Recorder of Deeds in accordance with the law, are reported monthly. Title 13, Title 11, Chapter 21, Title 11A, Title 14, Section 611, and Title 26 of the Virgin Islands Code govern the functions and administration of the Division of Corporation and Trademarks. The Division of Corporation and Trademarks is responsible for processing articles of incorporation; amending acquisitions and mergers; exempting domestic and foreign companies, non‐profit corporations and Limited Liability Partnerships; changing of names and trademarks, 177 Message from the Lieutenant Governor limited partnerships; Uniform Commercial Code; computing Franchise Taxes; reviewing and filing of annual reports and financial statements; and maintaining of all records. The Enforcement and Real Property Tax Collection functions were transferred from the Department of Finance to the Office of the Lieutenant Governor, which allows both the billing and the collection to be in one Department. The Office has a new valuation system that can accommodate both billing and collections. The automation of the Recorder of Deeds has allowed the Office of the Lieutenant Governor to retrieve and scan all documents recorded since the 1800’s. The system is now in use as a revenue generating tool and offers annual and monthly subscriptions to the public. This has been a success since its implementation and has generated approximated $30,000 in additional revenues. Currently, the Divisions of Banking and Insurance and Corporations and Trademarks are being automated. Upon completion, the public will be able to research and reserve names online, as well as ascertain if companies are in good standing on line. The new Banking and Insurance systems enable audits and examinations to be conducted more efficiently. With the automation of the Financial Services Division, entities being regulated will be able to register, pay and file mandatory documents online. Finally, with all the regulatory and administrative oversight, the Office of the Lieutenant Governor intends to provide timely and effective administration of Financial Services, Banking, Insurance, Corporate and Real Property tax laws. 178 Office of the Lieutenant Governor ORGANIZATIONAL TYPE: Administrative and Regulatory Org 30000 Administration Functional Statement: The Administration Division oversees the daily operations of the Office of the Lieutenant Governor, which is comprised of four (4) other Divisions. It facilitates the procurement of goods and services, centralizes the maintenance of all personnel, time and attendance activities and financial records. In addition, this Division is responsible for administering and regulating the passport and notary process. Performance Goal: Provide timely and accurate information to stakeholders. Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Number of days to process Notification of Personnel Actions 11 8 5 2 1 Number of days to reconcile financial reports 15 9 5 4 3 Org 30100 Real Property Tax Division Functional Statement: The Real Property Tax Division assesses all real property in the U.S. Virgin Islands, updates tax maps to levels of acceptance for locating real property, maintains an updated tax assessment roll for all Federally and locally owned property, and dispenses corresponding bills. Performance Goal: Provide timely and accurate information to stakeholders. Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Percentage of commercial properties revaluated n/a 90% 99% 100% 100% Percentage of residential properties revaluated n/a 43% 98% 100% 100% 179 Office of the Lieutenant Governor Org 30200 Recorder of Deeds Functional Statement: The Recorder of Deeds Office is responsible for the recording and filing of Federal and local deeds, mortgages, contracts, liens, mortgage releases, and all other legal instruments relating to the transfer of title and encumbrances on all real and personal property. It is also responsible for the sale of all revenue stamps. Performance Goal: Provide timely and accurate information to stakeholders. Performance Indicator FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Number of documents processed 21,620 23,857 19,614 22,000 24,000 Org 30300 Banking and Insurance Functional Statement: The Division of Banking and Insurance serves as the Administrative Agency for regulating of all banking, insurance, securities, and financial services in the Territory. Performance Goal: Provide timely and accurate information to stakeholders. Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Number of insurance company examinations conducted n/a 6 2 1 3 Number of quarterly and annual reviews of insurers’ financial reports n/a 53 53 55 55 Number of agency examinations conducted n/a 10 3 8 7 Number of insurance rates reviewed annually n/a 5 3 6 4 Number of bank examinations conducted n/a 2 1 1 2 Number of annual, semiannual and quarterly reviews of banking and small loan company reports conducted n/a 94 15 100 94 Number of qualifying reviews of mortgage brokers and mortgages n/a 14 8 24 30 180 Office of the Lieutenant Governor Org 30400 Corporation and Trademarks Functional Statement: The Corporation and Trademarks is responsible for articles of incorporation; amendments for acquisitions and mergers; V.I. foreign sales corporations; exempt companies domestic, foreign and non‐profit corporations and Limited Liability Partnerships; changes of names and trademarks; limited partnerships; the Uniform Commercial Code; the computation of franchise taxes; and review and filing of annual reports and financial statements. Performance Goal: Provide timely and accurate information to stakeholders. Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Percentage of data records converted n/a 50% 80% 100% 100% Percentage of trade names connected n/a n/a 25% 50% 100% 181 Office of the Lieutenant Governor $3,000,000 [48%] $2,115,022 [34%] $500,000 [8%] $370,000 [6%] $200,000 [3%] $42,300 [1%] $8,554,544 [58%] $6,227,322 [42%] General Fund Comm. Ins. Admin Fund Corp. Div. Revolving Fund Financial Services Fund Tax Assessors Revolving Fund Recorder of Deeds Revolving Fund Federal Funds Appropriated Funds Non- Appropriated Funds 182 FY2007 FY2008 FY2009 Expenditure Appropriation Recommendation General Fund Personal Services 4,170,896 4,727,041 5,698,315 Capital Outlays 39,258 ‐ ‐ Fringe Benefits 1,299,476 1,515,334 2,164,029 Supplies 105,128 39,500 51,500 Other Svs. & Chgs. 410,033 228,000 482,000 Utilities 173,412 92,500 158,700 Total General Funds 6,198,204 6,602,375 8,554,544 TOTAL APPROPRIATED FUNDS 6,198,204 6,602,375 8,554,544 Local Funds Personal Services 1,687,360 2,398,754 2,585,831 Capital Outlays 190,681 191,175 115,000 Fringe Benefits 4,335 671,325 894,989 Supplies 116,459 471,246 319,573 Other Svs. & Chgs. 1,560,324 1,102,500 1,924,629 Utilities 191,924 265,000 345,000 Total Local Funds 3,751,083 5,100,000 6,185,022 Federal Funds Personal Services ‐ ‐ ‐ Capital Outlays ‐ ‐ ‐ Fringe Benefits ‐ ‐ ‐ Supplies 5,553 10,000 10,000 Other Svs. & Chgs. 30,020 32,300 32,300 Utilities ‐ ‐ ‐ Total Federal Funds 35,573 42,300 42,300 TOTAL NON‐APPROPRIATED FUNDS 3,786,656 5,142,300 6,227,322 GRAND TOTAL 9,984,860 11,744,675 14,781,866 By Budget Category APPROPRIATED FUNDS NON‐APPROPRIATED FUNDS Office of the Lieutenant Governor 3 Year Financial Summary 183 Office of the Lieutenant Governor Financial Summary Fiscal Year 2009 Governorʹs Recommendation All Funds ‐ By Activity Center Personal Capital Fringe Other Svs. Description Services Outlay Benefits Supplies & Chgs. Utilities Total APPROPRIATED FUNDS General Fund 30000 Administration 1,574,778 ‐ 570,415 16,000 185,000 85,000 2,431,193 30100 Real Prop. Tax Div. 2,235,858 ‐ 817,384 8,000 9,500 16,200 3,086,942 30120 Property Tax Collection 1,002,751 ‐ 424,603 12,000 237,500 30,000 1,706,854 30200 Recorder of Deeds 353,063 ‐ 143,131 4,000 ‐ 7,500 507,694 30310 Securities ‐ ‐ ‐ 7,500 ‐ 20,000 27,500 30400 Corps. & Trademarks 531,865 ‐ 208,496 4,000 50,000 ‐ 794,361 Total General Fund 5,698,315 ‐ 2,164,029 51,500 482,000 158,700 8,554,544 NON‐APPROPRIATED FUNDS Local Funds 30100 Real Prop. Tax Div. ‐ ‐ ‐ 36,175 428,825 35,000 500,000 30200 Recorder of Deeds ‐ ‐ ‐ ‐ 160,000 40,000 200,000 30300 Bank & Insurance 1,941,621 ‐ 669,718 13,393 305,268 70,000 3,000,000 30310 Securities 302,438 57,500 105,595 135,000 335,000 100,000 1,035,533 30320 Financial Services 341,772 57,500 119,676 135,005 325,536 100,000 1,079,489 30400 Corps. & Trademarks ‐ ‐ ‐ ‐ 370,000 ‐ 370,000 Total Other Local Funds 2,585,831 115,000 894,989 319,573 1,924,629 345,000 6,185,022 Federal Funds 30300 Virgin Islands State Health Insur Prg ‐ ‐ ‐ 10,000 32,300 ‐ 42,300 Total Federal Funds ‐ ‐ ‐ 10,000 32,300 ‐ 42,300 GRAND TOTAL 8,284,146 115,000 3,059,018 381,073 2,438,929 503,700 14,781,866 184 Virgin Islands Election System 185 Message from the Election System of the Virgin Islands’ Supervisor The Election System of the Virgin Islands (ESVI) is committed to its mission, to provide American citizens, age 18 and over, with the mechanism to exercise their right to vote as stipulated in the United States Constitution. This election agency serves as the gatekeeper of democracy. This mission calls on the ESVI to promote and protect public trust and confidence in the electoral process by conducting fair elections. The Election System’s progress has taken voter registration from a manual to an electronic balloting process. These changes have reduced waiting time for electors and have provided citizens in the Territory and abroad with rapid election results. ESVI’s strategic goal is to provide greater access to the electoral process. This goal supports national and local mandates for improved voting standards. ESVI’s authority is vested in Title 18 of the Virgin Islands Code, which established the following organizational structure: Office of the Supervisor of Elections, St. Croix District Board of Elections, St. Thomas‐St. John District Board of Elections and the Joint Board of Elections. Each District Board consists of seven (7) members elected from the respective Districts for a four (4) year term. The St. Thomas‐St. John District must include two (2) members who reside on the island of St. John. The Joint Board chiefly serves as a body to promulgate and issue uniform rules and regulations for the administration and enforcement of election laws throughout the Virgin Islands. The Chief Election Official is the Supervisor of Elections, who is appointed by the Joint Board of Elections. Each activity develops and implements standards and practices that support the strategic goal of greater access to the electoral electors by achieving annual performance goals. The Office of the Supervisor of Elections is charged with the administration of the voter registration process and financial disclosure reporting, This will improve the voting experience and reduce the error rate at polling places by converting manual registers to electronic polling books. An additional effort will be made to improve campaign disclosure reporting by monitoring compliance. Both District Boards of Elections seek to increase voter participation by implementing an aggressive voter information, education and outreach program. These Units conduct in‐school and out‐of‐office registration, provide the public with voting machine demonstrations and participate in public forums. The Joint Board of Elections ensures that rules and regulations are uniform and practices are nondiscriminatory. The Board’s aim is to increase coordination with national and local laws through election reform. ESVI plans to heighten the entire electoral process through collaborative efforts and continued involvement in the Help America Vote Act (HAVA). HAVA has afforded opportunities to implement projects that allow better reach and serve the Virgin Islands electorate. 186 Message from the Supervisor Commitment from the Boards and staff and partner support from all Units of ESVI support partnering are needed to achieve performance goals. Professional development, training and education will be utilized to reinforce confidence in the process. During Fiscal Year 2007, ESVI successfully conducted the Primary Election of 2006. Additional accomplishments included production and airing of a variety of spots to encourage voter participation, and the expansion of the ESVI web site to include live release of election results with no more than a five minute delay. The response to the physically challenged community was successful because all voting machines were retrofitted to provide greater privacy and independence for electors with disabilities. Implementation of these initiatives has resounding effects on the quality of service provided to the Virgin Islands electorate. Additionally, during Fiscal Year 2007, ESVI conducted a special election to elect delegates to the 5th Constitutional Convention. The Election System of the Virgin Islands continues its commitment to serve the people of the Virgin Islands and endeavors to carry out its mission with transparency and a high level of efficiency. 187 Election System of the Virgin Islands ORGANIZATIONAL TYPE: Service and Regulatory/Enforcement Org 31000 Office of the Supervisor of Elections Functional Statement: The Office of the Supervisor of Elections regulates the administration of the voting registration process, campaign finance disclosure compliance, and collaborates with the Boards of Election for conducting elections in the Territory by issuing instructions and providing information to the public. Performance Goals: Equip polling places with electronic voting systems that meet ADA standards. Automate the voter verification process. Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimated FY 09 Projected Percentage polling places equipped with disability voting mechanism n/a 50% 100% n/a n/a Percentage of reduction of error rate n/a 25% 40% 75% 90% Percentage polling places converted to electronic poll booths n/a n/a n/a 25% 50% Org 32000 Board of Elections Functional Statement: The Board of Elections is responsible for administering Territorial election laws, including conducting and certifying elections, promulgating rules and regulations for respective Boards, and making recommendations for amendments to Virgin Islands Election laws. Performance Goal: Increase students’ participation in the election process. Performance Indicator FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimated FY 09 Projected Percentage increase of students registering to vote n/a 20% 0%* 25% 35% The Fiscal Year 2007 percentage occurred because this was a non‐election year. Greater coordination will occur with the Department of Education to increase student registration during non‐election years. 188 Virgin Islands Election System $1,394,960 [100%] General Fund Appropriated Fund 189 FY2007 FY2008 FY2009 Expenditure Appropriation Recommendation General Fund Personal Services 756,781 620,370 631,255 Capital Outlays 89,526 ‐ ‐ Fringe Benefits 158,049 171,307 194,215 Supplies 76,835 73,000 67,500 Other Svs. & Chgs. 856,031 436,268 431,190 Utilities 47,844 64,000 70,800 Total General Fund 1,985,066 1,364,945 1,394,960 Internal Revenue Matching Fund Personal Services ‐ ‐ ‐ Capital Outlays ‐ 25,000 ‐ Fringe Benefits ‐ ‐ ‐ Supplies ‐ ‐ ‐ Other Svs. & Chgs. ‐ ‐ ‐ Utilities ‐ ‐ ‐ Total Internal Revenue Matching Fund ‐ 25,000 ‐ TOTAL APPROPRIATED FUNDS 1,985,066 1,389,945 1,394,960 Local Funds ‐ ‐ ‐ Total Local Funds ‐ ‐ ‐ Federal Funds ‐ ‐ ‐ Total Federal Funds ‐ ‐ ‐ TOTAL NON‐APPROPRIATED FUNDS ‐ ‐ ‐ GRAND TOTAL 1,985,066 1,389,945 1,394,960 NON‐APPROPRIATED FUNDS APPROPRIATED FUNDS Virgin Islands Election System 3 Year Financial Summary By Budget Category 190 Virgin Islands Elections System Financial Summary Fiscal Year 2009 Governorʹs Recommendation All Funds ‐ By Activity Center Personal Capital Fringe Other Svs. Description Services Outlay Benefits Supplies & Chgs. Utilities Total APPROPRIATED FUNDS General Fund 31000 Supervisor of Elections 631,255 ‐ 194,215 67,500 431,190 70,800 1,394,960 Total General Fund 631,255 ‐ 194,215 67,500 431,190 70,800 1,394,960 NON‐APPROPRIATED FUNDS Local Funds ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Local Funds ‐ ‐ ‐ ‐ ‐ ‐ ‐ Federal Funds ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Federal Funds ‐ ‐ ‐ ‐ ‐ ‐ ‐ GRAND TOTAL 631,255 ‐ 194,215 67,500 431,190 70,800 1,394,960 191 Board of Elections - STT/STJ $105,711 [100%] General Fund Appropriated Funds 192 FY2007 FY2008 FY2009 Expenditure Appropriation Recommendation General Fund Personal Services 84,185 63,513 65,894 Capital Outlays ‐ ‐ ‐ Fringe Benefits 16,052 15,185 15,817 Supplies 1,595 3,172 4,000 Other Svs. & Chgs. 15,054 18,558 20,000 Utilities ‐ ‐ ‐ Total General Fund 116,886 100,428 105,711 TOTAL APPROPRIATED FUNDS 116,886 100,428 105,711 Local Funds ‐ ‐ ‐ Total Local Funds ‐ ‐ ‐ Federal Funds ‐ ‐ ‐ Total Federal Funds ‐ ‐ ‐ TOTAL NON‐APPROPRIATED FUNDS ‐ ‐ ‐ GRAND TOTAL 116,886 100,428 105,711 3 Year Financial Summary By Budget Category APPROPRIATED FUNDS NON‐APPROPRIATED FUNDS Board of Elections St.Thomas/St.John 193 Board of Elections St.Thomas/St. John Financial Summary Fiscal Year 2009 Governorʹs Recommendation All Funds ‐ By Activity Center Personal Capital Fringe Other Svs. Description Services Outlay Benefits Supplies & Chgs. Utilities Total APPROPRIATED FUNDS General Fund 32000 Bd. of Election ‐ STT/STJ 65,894 ‐ 15,817 4,000 20,000 ‐ 105,711 Total General Fund 65,894 ‐ 15,817 4,000 20,000 ‐ 105,711 NON‐APPROPRIATED FUNDS Local Funds ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Local Funds ‐ ‐ ‐ ‐ ‐ ‐ ‐ Federal Funds ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Federal Funds ‐ ‐ ‐ ‐ ‐ ‐ ‐ GRAND TOTAL 65,894 ‐ 15,817 4,000 20,000 ‐ 105,711 194 Board of Elections - STX $111,595 [100%] General Fund Appropriated Funds 195 FY2007 FY2008 FY2009 Expenditure Appropriation Recommendation General Fund Personal Services 79,122 68,513 70,894 Capital Outlays ‐ ‐ ‐ Fringe Benefits 14,786 15,567 16,199 Supplies 2,413 6,674 6,502 Other Svs. & Chgs. 15,128 18,000 18,000 Utilities ‐ ‐ ‐ Total General Fund 111,449 108,754 111,595 TOTAL APPROPRIATED FUNDS 111,449 108,754 111,595 Local Funds ‐ ‐ ‐ Total Local Funds ‐ ‐ ‐ Federal Funds ‐ ‐ ‐ Total Federal Funds ‐ ‐ ‐ TOTAL NON‐APPROPRIATED FUNDS ‐ ‐ ‐ GRAND TOTAL 111,449 108,754 111,595 3 Year Financial Summary By Budget Category APPROPRIATED FUNDS NON‐APPROPRIATED FUNDS Board of Elections St. Croix 196 Board of Elections St. Croix Financial Summary Fiscal Year 2009 Governorʹs Recommendation All Funds ‐ By Activity Center Personal Capital Fringe Other Svs. Description Services Outlay Benefits Supplies & Chgs. Utilities Total APPROPRIATED FUNDS General Fund 32000 Board of Elections ‐ STX 70,894 ‐ 16,199 6,502 18,000 ‐ 111,595 Total General Fund 70,894 ‐ 16,199 6,502 18,000 ‐ 111,595 NON‐APPROPRIATED FUNDS Local Funds ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Local Funds ‐ ‐ ‐ ‐ ‐ ‐ ‐ Federal Funds ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Federal Funds ‐ ‐ ‐ ‐ ‐ ‐ ‐ GRAND TOTAL 70,894 ‐ 16,199 6,502 18,000 ‐ 111,595 197 198 Message from the Bureau of Internal Revenue’s Director The Virgin Islands Bureau of Internal Revenue (the Bureau) is responsible for administering and enforcing the internal revenue tax laws of the Virgin Islands. As the major revenue collection agency of the Government of the Virgin Islands, the Bureau must maintain the required human and technical resources to succeed in its mission. Our ability to accomplish our mission allows the Government to provide critical services to the Territory. The Bureau has jurisdiction over all internal revenue taxes of the Virgin Islands, including income, gross receipts, excise, highway user’s, hotel room, entertainment and fuel taxes. The Naval Service Appropriation Act of 1922 established a “mirror” system of taxation in the Virgin Islands for income tax purposes, where the Internal Revenue Code applies by substituting Virgin Islands for United States wherever necessary to give the Internal Revenue Code the proper effect in the Virgin Islands. This mechanism provides the territory with a sophisticated income tax system. Administratively, the Bureau benefits tremendously from the multitude of forms, regulations, and other printed guidance available from the Internal Revenue Service. Our mirrored income tax system necessitates an on‐going working relationship with the Internal Revenue Service and the United States Department of the Treasury. It also provides the need for the Virgin Islands to be cognizant and prepared whenever the Congress contemplates or enacts changes to the Internal Revenue Code which must be implemented within the Territory. The Virgin Islands Bureau of Internal Revenue was created in August of 1980 by Act No. 4473, and was later amended by Act No. 4479 in September of the same year. Subsequent changes to the operation of the Bureau were done by Act No. 6086, on November 9, 1995. The Bureau was created as a separate independent agency of the Government of the Virgin Islands and maintains its principal office on St. Thomas, a fully staffed branch office on St. Croix and a satellite office on St. John. The Bureau is under the supervision of a Director, with a Deputy Director located in each district. A department chief oversees the operations of the four main branches of the Bureau. The main branches are: Processing, Delinquent Accounts and Returns, Audit, and Computer Operations. The Director’s office is responsible for the overall operations of the Bureau. This office sets the policy for administering the tax laws, and includes the Federal Disclosure Office, the Criminal Investigations Division, the Office of Chief Counsel, the Reviewer/Conferee, and the Business Office. The Bureau’s strategic goals are to promote voluntary compliance with the internal revenue tax laws and to collect the tax revenues owed to the Government of the Virgin Islands. All four branches of the Bureau are dedicated to ensuring the achievement of these two goals. The human resources of the Bureau staff is comprised of 157 employees, with 97 on St. Thomas, 57 on St. Croix and 3 on St. John. The employees are responsible for the processing of over 200,000 transactions on average on an annual basis. The range of educational experience of the employees varies according to their functions. There are critical areas of the Bureau where the employees must receive formal Internal Revenue Service training to equip them with the knowledge and tools to administer and enforce the tax laws. This mandatory formal training must be funded to ensure the continuous evolution of the Bureau, particularly as it relates to the enforcement of the tax laws and collection of delinquent taxes. 199 Message from the Director of the Bureau of Internal Revenue The Audit Enforcement Branch is responsible for ensuring the highest degree of voluntary compliance with the internal revenue tax laws, through office and field audit examinations. The performance indicators for the Audit Branch are to increase the number of office and field audits conducted, increase the number of persons who utilize the tax return preparation assistance provided by the Bureau and increase the number of workshop presentations by the Bureau. All Revenue Agents receive Internal Revenue Service training, and have the ability to utilize all examination tools that are available. The Delinquent Accounts and Returns Branch is responsible for the collection of the delinquent taxes and tax returns utilizing various collection tools. This area also relies on training from the Internal Revenue Service, to ensure that the Revenue Officers are knowledgeable in all of the collection tools that are available. The performance goals of this branch are to increase the number of delinquent returns secured and increase the dollar amount of delinquent taxes collected. The Processing & Accounts Branch is responsible for processing all tax returns and collecting and depositing all tax revenues. The performance indicators for the Processing Branch are to process 90% of the income tax returns filed by August 1st, within a forty‐five day period; to issue 75% of second notices issued within forty‐five days of the first notice, and to issue 75% of third notices within forty‐five days of the second notices. The Computer Operations Branch was established to implement and support an automated tax administration system. The performance indicator for the Computer Operations Branch is to issue 50,000 electronically issued notices for Fiscal Year 2009. During Fiscal Year 2007, the Bureau accomplished several of its goals. The Bureau collected and deposited a total of $788.6 million dollars into the Virgin Islands Treasury. Individual income tax accounted for $429.4 million dollars; corporate income tax accounted for $154.3 million dollars; gross receipts tax accounted for $147.5 million dollars; and hotel room tax accounted for $17.4 million dollars. In addition to the outstanding revenues collected, the Bureau refunded a total of 28,539 of the 2006 income tax refunds totaling $60.3 million dollars. The Bureau was able to reduce the interest cost to the Government of the Virgin Islands, by processing 25,000 of the 2006 income tax returns before May 31, 2007, without any interest paid by the Government. A knowledgeable staff and contemporary tax administration system are critical to the Bureau’s operations. Improving the quality of service to our taxpayers requires an investment in our human resources and technological support structure. The Bureau must continue to provide training to its employees, maintain and attract competent employees, and invest in its technical support. These are essential obligations that will allow the Bureau to be equipped to administer and enforce the tax laws of the Virgin Islands. 200 Bureau of Internal Revenue ORGANIZATIONAL TYPE: Administrative Org 34000 Director’s Office Functional Statement: The Director’s Office is responsible for the overall operation of the V.I. Bureau of Internal Revenue, administering and enforcing Internal Revenue Tax Laws of the United States Virgin Islands. Policy decisions, rulings and interpretations of Internal Revenue Tax Laws are made in this Office. The Office of Chief Counsel, the Criminal Investigation Division, the Reviewer/Conferee and the Federal Disclosure Units are all part of the Director’s Office. Performance Goals: Process and collect in a timely manner. Enforce taxpayer compliance. Key Performance Indicator FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Number of taxpayer transactions* n/a n/a n/a 200,000 210,000 *This is a new KPI; there is no previous baseline data. Org 34010 Audit Enforcement Functional Statement: The Audit Enforcement Branch is responsible for ensuring the highest degree of voluntary compliance of Internal Revenue Tax Laws through field and office audit examinations. Income tax return preparation assistance and review of Economic Development Commission (EDC) beneficiary information are also functions. Performance Goals: Ensure taxpayer compliance. Educate and assist taxpayers. 201 Bureau of Internal Revenue Key Performance Indicator(s) FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Number of office audits conducted 1,432 1,564 1,610 1,775 1,850 Number of field audits conducted 103 128 140 150 170 Number of individuals provided tax preparation assistance 795 830 850 900 1,000 Number of individuals attending seminars where BIR presents* n/a n/a n/a 500 800 *This is a new KPI. Org 34020 Processing Functional Statement: The Processing and Accounts Branch is responsible for processing all tax returns; collecting and depositing all tax revenues; maintaining accurate taxpayer information; generating assessments and issuing notices of taxes due; providing tax collection services at ports of entry; and providing taxpayer assistance. Performance Goal: Process and collect in a timely manner. Key Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Percentage of income tax returns filed before August 1 and processed within 45 days* n/a n/a n/a 90% 92% Percentage of 2nd notices issued within 45 days of the 1st notice* n/a n/a n/a 75% 85% Percentage of 3rd notices issued within 45 days from the date of the 2nd notice* n/a n/a n/a 75% 85% *These are new KPIs; no previous baseline data. Org 34030 Delinquent Accounts Functional Statement: The Delinquent Accounts and Returns (DAR) Branch is responsible for the collection of all delinquent taxes and tax returns, utilizing various collection tools. This Branch facilitates voluntary compliance by assisting taxpayers in satisfying delinquent obligations. 202 Bureau of Internal Revenue Performance Goals: Process and collect in a timely manner. Ensure taxpayer compliance. Key Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Amount collected from delinquent accounts, in the millions $20 $25 $28 $32 $33 Amount of delinquent returns secured 1,505 1,861 2,000 1,700 1,600 Org 34050 Computer Operations Functional Statement: The Computer Operations Branch was established to implement and support an automated tax administration system, including the creation of an Individual and Business Master Tax File. This system provides data processing support services, generates tax bills; processes tax refunds and maintains the historical database. Performance Goal: Ensure taxpayer compliance. Key Performance Indicator FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Number of electronic notices issued* n/a n/a n/a 60,000 50,000 *This is a new KPI. 203 Bureau of Internal Revenue $11,524,392 [100%] General Fund Appropriated Funds 204 FY2007 FY2008 FY2009 Expenditure Appropriation Recommendation General Fund Personal Services 6,402,917 6,797,429 6,868,972 Capital Outlays 449,358 ‐ 130,000 Fringe Benefits 2,046,690 2,294,286 2,523,353 Supplies 187,755 201,000 183,000 Other Svs. & Chgs. 2,591,883 1,515,541 1,596,067 Utilities 176,575 185,000 223,000 Total General Funds 11,855,178 10,993,256 11,524,392 Internal Revenue Matching Funds Personal Services ‐ ‐ ‐ Capital Outlays ‐ 120,000 ‐ Fringe Benefits ‐ ‐ ‐ Supplies ‐ ‐ ‐ Other Svs. & Chgs. ‐ ‐ ‐ Utilities ‐ ‐ ‐ Total Internal Revenue Matching Funds ‐ 120,000 ‐ TOTAL APPROPRIATED FUNDS 11,855,178 11,113,256 11,524,392 Local Funds ‐ ‐ ‐ Total Local Funds ‐ ‐ ‐ Federal Funds ‐ ‐ ‐ Total Federal Funds ‐ ‐ ‐ TOTAL NON‐APPROPRIATED FUNDS ‐ ‐ ‐ GRAND TOTAL 11,855,178 11,113,256 11,524,392 Bureau of Internal Revenue 3 Year Financial Summary APPROPRIATED FUNDS NON‐APPROPRIATED FUNDS By Budget Category 205 Personal Capital Fringe Other Svs. Description Services Outlay Benefits Supplies & Chgs. Utilities Total APPROPRIATED FUNDS General Fund 34000 Directorʹs Office 1,351,306 130,000 437,050 183,000 1,596,067 223,000 3,920,423 34010 Audit Enforcement 973,087 ‐ 340,316 ‐ ‐ ‐ 1,313,403 34020 Processing Branch 2,978,229 ‐ 1,165,623 ‐ ‐ ‐ 4,143,852 34030 Delinquent Accounts 1,129,279 ‐ 426,414 ‐ ‐ ‐ 1,555,693 34050 Computer Operations 437,071 ‐ 153,950 ‐ ‐ ‐ 591,021 Total General Fund 6,868,972 130,000 2,523,353 183,000 1,596,067 223,000 11,524,392 NON‐APPROPRIATED FUNDS Local Funds ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Local Funds ‐ ‐ ‐ ‐ ‐ ‐ ‐ Federal Funds ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Federal Funds ‐ ‐ ‐ ‐ ‐ ‐ ‐ GRAND TOTAL 6,868,972 130,000 2,523,353 183,000 1,596,067 223,000 11,524,392 Bureau of Internal Revenue Financial Summary Fiscal Year 2009 Governorʹs Recommendation All Funds ‐ By Activity Center 206 207 Message from the Inspector General The Office of the Virgin Islands Inspector General is dedicated to its mission to promote economy, efficiency, and effectiveness, and to further the prevention of fraud, waste and abuse in the administration of the Programs and operations of the Government of the Virgin Islands. As a separate, independent agency of the Virgin Islands Government, the Office of the Virgin Islands Inspector General functions as the major auditing arm of the Virgin Islands Government. In order to fulfill its mission, the Office of the Virgin Islands Inspector General’s strategic goals are to contribute to the strengthening of the administration and stewardship of public resources and to reduce the waste of public resources. Title 3, Chapter 40, of the Virgin Islands Code gives the Office of the Virgin Islands Inspector General the responsibilities of conducting audits, investigations, and inspections of Programs and operations of the Virgin Islands Government; providing leadership in coordinating and recommending policies to promote economy, efficiency, and effectiveness in the operations of the Virgin Islands Government; investigating and recommending policies to prevent fraud, waste and abuse; referring criminal conduct to the Virgin Islands Attorney General for criminal action; and, bringing monetary losses to the attention of the Virgin Islands Attorney General for appropriate recovery by civil suit. The audit and investigative responsibilities of the Office of the Virgin Islands Inspector General extends to all three (3) branches of the Virgin Islands Government, including the semi‐ autonomous and autonomous instrumentalities. The law requires that audits be performed in accordance with standards established by the United States Government Accountability Office and the American Institute of Certified Public Accountants. The responsibilities are exemplified by the specific performance goals of promoting positive change in the operations of the Government of the Virgin Islands and autonomous and semi‐ autonomous instrumentalities; facilitating successful prosecution and administrative actions against wrongdoers; maximizing the recovery of public resources; and meeting the Government Accountability Office’s continued professional education requirements. Fiscal Year 2007 was the beginning of a modernization and growing period for the Office of the Virgin Islands Inspector General. In addition to continuing its mission, the Office of the Virgin Islands Inspector General embarked on a modernization program, by upgrading the computer facilities from a Windows 98 operating system to the new Windows Vista system, along with all of the upgraded software. This will considerably enhance the ability to quickly record and analyze records and documents so that timely reports can be issued. With additional resources provided in Fiscal Year 2009, the audit and investigative process can be fully automated with the use of electronic work papers software. By the end of Fiscal Year 2008, the Office of the Virgin Islands Inspector General is scheduled to have its Quality Control Peer Review. As part of the preparations for this review, every effort is being made to ensure that the Auditor’s Procedures Manual is revised and updated to meet the requirements of the applicable standards. In addition, a Computer User’s Manual, an Investigator’s Manual and an Administrative Manual need to be created. 208 Message from the Inspector General The move to expand the resources of the Office of the Virgin Islands Inspector General to the island of St. Croix was initiated in Fiscal Year 2007, with the leasing of office space at the Virgin Islands Housing Authority’s property located in the Lagoon Complex in Frederiksted. Renovations to the office space have begun and it should be occupied by the end of Fiscal Year 2008. Governor John de Jongh, Jr. signed Act 6927 into law in June of 2007. This Act exempted the Office of the Virgin Islands Inspector General from the Personnel Merit System as it relates to the hiring and compensation regulations of the Division of Personnel. As a result, an upgraded pay plan was approved by Governor de Jongh, Jr. in September of 2007. A recruitment drive was initiated in late September of 2007, with the hope of hiring 8 auditors and investigators for the St. Croix office as well as additional resources for the St. Thomas office. This recruitment drive should be completed by the end of Fiscal Year 2008. The strategic and performance goals were close to being realized by the audit and investigative activities in Fiscal Year 2007. Several reports and investigation resulted in significant potential savings for the Virgin Islands Government if the recommendations were fully implemented. The audit of the Homestead and Home Loan Program administered by the Department of Housing, Parks and Recreation showed a worthwhile program being poorly administered and managed. As a result: (i) delinquencies exceeded $600,000; and, (ii) questionable loans were granted. As part of the corrective actions taken, the de Jongh, Jr. Administration transferred the Program to the Virgin Islands Housing Finance Authority. The audit of the Operations of the St. Croix Horse Racing Commission showed an operation with no accountability or management. The Commission was operated by one individual. As a result there were no assurances that all revenues were collected and that all disbursements were legitimate. Questionable disbursements in excess of $116,000 were made during a two‐year period. The new members of the Commission have taken steps to implement an accounting system with checks and balances to ensure that revenues and disbursements are fully accounted for and substantiated. As a result of a criminal investigation, a former government employee was arrested and charged with more than 130 counts of embezzlement, larceny and conversion, in the misappropriation of more than $1.2 million in funds of the Virgin Islands Government. The individual later pled guilty to 10 counts, accepted a sentence of 25 years, and agreed to full restitution; including the forfeiture of property and other assets. As a result of the investigation, an audit was initiated to determine how the individual was allowed to circumvent internal controls in the handling of the funds. Another criminal investigation resulted in an employee of the Virgin Islands Bureau of Internal Revenue being charged with the theft of about $17,000 in revenues, by filing a fraudulent income tax return and claiming a refund for taxes allegedly over paid. The positive relationship with the USDA Graduate School and the Virgin Islands Division of Personnel has also continued. The Virgin Islands Training Initiative (VITI) Program continued in 209 Message from the Inspector General 2007. Several courses were conducted in December to including “Ethical Decision Making for Auditors”, “Interviewing Techniques for Auditors”, and “Negotiation and Conflict Resolution Skills for Auditors”. In addition, six auditors attended the Association of Certified Fraud Examiner’s Annual Conference and two investigators attended investigators training courses in the U. S. Mainland. Considering the responsibilities of the Office of the Virgin Islands Inspector General, to oversee the operations of a government with a budget in excess of $1 billion, the current resources of seven auditors and one investigator are inadequate. With additional professional staff, and the opening of the St. Croix branch office, a wider audit and investigative coverage of government operations can be put into place. In addition, a more cyclical follow up program to ensure implementation of agree to recommendations can be initiated. 210 Office of the Virgin Islands Inspector General ORGANIZATIONAL TYPE: Regulatory and Enforcement Org 35000 Office of the V.I. Inspector General Functional Statement: The Office of the Virgin Islands Inspector General is the major auditing arm of the Government. Its responsibilities require the Office to serve the three (3) branches of the Government and instrumentalities while remaining independent. Auditing functions include examining receipts and expenditures for propriety; evaluating the use of local and Federal funds; identifying, investigating, and reporting any evidence of fraud, waste and abuse; and recommending changes in financial management practices to improve efficiency and reduce costs. Performance Goals: Promote positive changes in the operations of the Government of the Virgin Islands and autonomous and semi‐autonomous instrumentalities. Facilitate successful prosecution and administrative actions against wrongdoers. Maximize the recovery of public resources. Meet the Government Accountability Office’s (GAO) continued professional education requirements. Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimated FY 09 Projected Percentage of management compliance with recommendations 51% 52% 86% 90% 95% Percentage of criminal and civil cases accepted for prosecutorial consideration 100% 100% 100% 75% 90% Percentage of cases investigated resulting in judicial and/or administrative action 50% 8% 100% 90% 95% Percentage of allegations referred to other agencies for action within 14 days of referral 56% 75% 50% 95% 95% Number of continued professional education hours received as required by GAO standards 40 80 40 40 40 211 Office of the Inspector General $1,970,613 [ 100%] General Fund Appropriated Funds 212 FY2007 FY2008 FY2009 Expenditure Appropriation Recommendation General Fund Personal Services 653,070 1,190,645 1,319,765 Capital Outlays 191,720 ‐ 35,000 Fringe Benefits 187,018 344,018 431,697 Supplies 29,200 50,000 39,000 Other Svs. & Chgs. 78,023 159,569 107,151 Utilities 20,983 38,400 38,000 Total General Fund 1,160,014 1,782,632 1,970,613 TOTAL APPROPRIATED FUNDS 1,160,014 1,782,632 1,970,613 Local Funds ‐ ‐ ‐ Total Local Funds ‐ ‐ ‐ Federal Funds ‐ ‐ ‐ Total Federal Funds ‐ ‐ ‐ TOTAL NON‐APPROPRIATED FUNDS ‐ ‐ ‐ GRAND TOTAL 1,160,014 1,782,632 1,970,613 By Budget Category APPROPRIATED FUNDS NON‐APPROPRIATED FUNDS Office of the V. I. Inspector General 3 Year Financial Summary 213 Office of the Virgin Islands Inspector General Financial Summary Fiscal Year 2009 Governorʹs Recommendation All Funds ‐ By Activity Center Personal Capital Fringe Other Svs. Description Services Outlay Benefits Supplies & Chgs. Utilities Total APPROPRIATED FUNDS General Fund 35000 Office of the Inspector General 1,319,765 35,000 431,697 39,000 107,151 38,000 1,970,613 Total General Fund 1,319,765 35,000 431,697 39,000 107,151 38,000 1,970,613 NON‐APPROPRIATED FUNDS Local Funds ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Local Funds ‐ ‐ ‐ ‐ ‐ ‐ ‐ Federal Funds ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Federal Funds ‐ ‐ ‐ ‐ ‐ ‐ ‐ GRAND TOTAL 1,319,765 35,000 431,697 39,000 107,151 38,000 1,970,613 214 215 Message from the Bureau of Motor Vehicles’ Director The mission of the Bureau of Motor Vehicles (BMV) is to provide quality customer service to the motoring public in the form of issuing vehicle registration, drivers’ licenses and certificates of title, and other related services pertaining to the collection of fees for these services. This mission requires that the BMV provide the most efficient, cost effective and coordinated delivery of services through streamlining of its operations to reduce the average waiting time of customers. The services provided to the motoring public are critical in improving the image of the Government by providing an increased level of quality customer service that is comparable to any State. In doing so, the BMV will be moving from customer service to customer enthusiasm. Title 3, Chapters 14 and 20, of the Virgin Islands Code, and Act No. 6761, BMV to administer the laws pertinent to the operation. The Bureau of Motor Vehicles is headed by a Director who sets the vision and establishes the mission, and well as working with the senior staff to develop the goals and objectives of BMV. The Director provides overall direction and sets policies and procedures for the Bureau’s operation. BMV continued perfecting a wireless network system that enables the Bureau to modernize its infrastructure. Also, BMV continued making necessary adjustments to the new Drivers License System to meet acceptable anticipated Federal and National verification standards to reduce identity theft. Further, various methods to implement the vehicle registration system have been initiated to make it more user friendly and to increase efficiency. Moreover, progress has been made toward the modernization of the BMV’s facilities since receiving 6.6 acres of property at Estate Annas Hope to build a state‐of‐the‐art BMV Compound on St. Croix. For the second consecutive year, BMV provided customer service and leadership training to the line and staff employees, attended annual national conferences, renovated all three (3) facilities and developed Memorandums of Understanding with several local and Federal agencies to share information that is critical for the success of the overall mission. Finally, the Bureau installed a 21st century network system Territory‐wide, modernized software and hardware systems and fully implemented the Enterprise Resource Planning system. Improvements in these areas, along with increased operational efficiency, enabled the Bureau to increase the level of service by about twenty‐five percent (25%). In order to achieve its strategic goal to provide timely, quality of service to the motoring public, and also to meet its strategic objective is to improve the quality of service 25% by 2012, BMV is currently mapping a long range planning initiative to ensure mission accomplishment. Consequently, some “backward planning”, was necessary starting from Fiscal Year 2014 to the present, to develop critical time‐lines to complete projects or initiatives such as the U.S. Congress Real ID Act of 2005 and the modernization of its facilities on all three (3) islands. The BMV’s most significant and new initiative is the advent of the Real ID Act of Congress. The Act is the Congressional response to the 9/11 Commission’s recommendations to standardize driver’s license issuance across the fifty‐six (56) issuing jurisdictions. In March 2007, the U.S. Department of Homeland Security released the draft regulations for the Real ID Act. The final 216 Message from the Director of Bureau of Motor Vehicles rules were completed in December 2007, ready to begin implementation. While this regulation does not compel jurisdictions to comply, it does establish a minimum standard that must be met for Federal acceptance of a State or Territory‐issued driver’s license or identification card. Specifically, citizens living or working in a State or Territory that has not achieved Real ID compliance by January 2010, will be unable to board commercial aircraft or access Federal grants available to help States meet compliance standards. The BMV is taking this opportunity to assist the Territory to meet Homeland Security Requirements relevant to Real ID Standards. Other new initiatives are the implementation of Territory Identification Card Legislation by the 27th Legislature, a Commercial Motor Vehicle Program, the revision and standardization of operating procedures, and on‐line and mail‐in driver’s license and vehicle registration programs. The Bureau of Motor Vehicles anticipates change at all three (3) facilities that will greatly increase the delivery of services and simultaneously reduce the time spent by our customers at each location. Plans to implement the Real ID Act in the Territory will demonstrate that the Virgin Islands is serious about protecting the home front from terrorist activities, identity theft and fraud. 217 Bureau of Motor Vehicles ORGANIZATIONAL TYPE: Service Org 36000 Office of the Director Functional Statement: Office of the Director ensures that the Bureau provides the most efficient, cost effective and coordinated delivery of services. Performance Goal: To provide timely and accurate information. Performance Indicator FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Reduction in the number of days to pay vendors n/a 60 40 30 25 Org 36010 Administration Functional Statement: Administration provides all administrative, logistical, contractual and financial support for the daily operations of the BMV. Other related duties include the management of all in‐coming and outgoing correspondence, preparing monthly, quarterly and annual reports, and gathering statistical data on driver’s license and vehicle registration information. Performance Goal: To provide timely and accurate information. Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Reduction in the number of payroll errors per pay period n/a 7 2 1 0 Reduction in turn around days for reports n/a 6 Days 5 Days 4 Days 2 Days 218 Bureau of Motor Vehicles Org 36100 Drivers Licensing And Identification Functional Statement: Drivers Licensing and Identification manages the driver’s license program; by administering written and driver’s testing and issuing driver’s licenses. This unit also prepares and maintains records and other required forms. Performance Goal: To provide streamlined services to the customers of the Bureau of Motor Vehicles. Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Reduction of the average waiting time of customers 60 mins. 45 mins. 26 mins. 23 mins. 20 mins. Reduction in record retrieval time 60 mins. 60 mins. 45 mins. 30 mins. 25 mins. Org 36110 Registration and Inspection Functional Statement: Registration and Inspection inspects vehicles to ensure that they are road worthy, meet tinted glass law requirements, and insured for the period being registered. It also verifies that all pertinent information on the registration is valid and correct. Performance Goal: To provide streamlined services to the customers of the Bureau of Motor Vehicles. Performance Indicator FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Reduce average waiting time per vehicle n/a 60 mins. 55 mins. 35 mins. 25 mins. Org 36120 Records Management and Information Systems Functional Statement: Records Management and Information Systems ensures that the BMV employs the most updated automation and communication technology. Responsibilities include system upgrades, training of employees in computers, equipment and machines; and coordinating with the appropriate agencies to solve information technology problems. 219 Bureau of Motor Vehicles Performance Goal: To provide streamlined services to the customers of the Bureau of Motor Vehicles. Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Reduce down time for the driver’s license and vehicle registration systems n/a 12 hrs. 1.5 hrs. 45 mins. 20 mins. Decrease lost file and retrieval time n/a 60 mins. 45 mins. 20 mins. 10 mins. 220 Bureau of Motor Vehicles $1,000,000 [28%] $2,574,719 [72%] $3,574,719 [96%] $863,447 [4%] Personalized License Plate Fund General Fund Bureau of Motor Vehicles Fund Appropriated Funds Non- Appropriated Funds 221 FY2007 FY2008 FY2009 Expenditure Appropriation Recommendation General Fund* Personal Services 1,175,734 1,444,144 1,498,390 Capital Outlays ‐ ‐ ‐ Fringe Benefits 399,385 481,539 593,829 Supplies 378,003 333,622 240,000 Other Svs. & Chgs. ‐ 150,000 145,000 Utilities 50,000 75,000 97,500 Total General Fund 2,003,122 2,484,305 2,574,719 Bureau of Motor Vehicles Fund** Personal Services 350,980 682,162 701,132 Capital Outlays 147,804 ‐ ‐ Fringe Benefits 98,119 191,993 290,704 Supplies 366,394 56,112 ‐ Other Svs. & Chgs. 101,696 44,733 ‐ Utilities 63,000 25,000 8,164 Total Bureau of Motor Vehicles Fund 1,127,993 1,000,000 1,000,000 Internal Revenue Matching Fund Personal Services ‐ ‐ ‐ Capital Outlays 399,382 ‐ Fringe Benefits ‐ ‐ ‐ Supplies ‐ ‐ ‐ Other Svs. & Chgs. ‐ ‐ ‐ Utilities ‐ ‐ ‐ Total Internal Revenue Matching Fund ‐ 399,382 ‐ TOTAL APPROPRIATED FUNDS 3,131,114 3,883,687 3,574,719 **Transfer from the Transportation Trust Fund Local Funds Personal Services ‐ ‐ ‐ Capital Outlays 34,952 ‐ ‐ Fringe Benefits ‐ ‐ ‐ Supplies 331,952 366,899 403,589 Other Svs. & Chgs. 380,048 418,053 459,858 Utilities ‐ ‐ ‐ Total Local Funds 746,952 784,952 863,447 Federal Funds ‐ ‐ ‐ Total Federal Funds ‐ ‐ ‐ TOTAL NON‐APPROPRIATED FUNDS 746,952 784,952 863,447 GRAND TOTAL 3,878,066 4,668,639 4,438,166 3 Year Financial Summary By Budget Category Bureau of Motor Vehicles APPROPRIATED FUNDS NON‐APPROPRIATED FUNDS 222 Bureau of Motor Vehicles Financial Summary Fiscal Year 2009 Governorʹs Recommendation All Funds ‐ By Activity Center Personal Capital Fringe Other Svs. Description Services Outlay Benefits Supplies & Chgs. Utilities Total APPROPRIATED FUNDS General Fund 36000 Office of the Director 218,750 ‐ 75,317 ‐ 72,500 48,750 415,317 36010 Administration 327,282 ‐ 119,544 ‐ 72,500 48,750 568,076 36100 Drivers Licensing and ID 283,256 ‐ 124,264 120,000 ‐ ‐ 527,520 36110 Registration and Inspection 631,558 ‐ 259,794 120,000 ‐ ‐ 1,011,352 36120 Records Mgmt‐Info Systems 37,544 ‐ 14,910 ‐ ‐ ‐ 52,454 Total General Fund 1,498,390 ‐ 593,829 240,000 145,000 97,500 2,574,719 Bureau of Motor Vehicles Fund* 36000 Office of the Director 35,000 ‐ 15,730 ‐ ‐ 5,733 56,463 36010 Administration 247,282 ‐ 113,057 ‐ ‐ 2,431 362,770 36110 Registration and Inspection 207,333 ‐ 85,246 ‐ ‐ ‐ 292,579 36120 Record Mgmt‐Inform Systems 211,517 ‐ 76,671 ‐ ‐ ‐ 288,188 Total Bureau of Motor Vehicles Fund 701,132 ‐ 290,704 ‐ ‐ 8,164 1,000,000 *Transfer from the Transportation Trust Fund NON‐APPROPRIATED FUNDS Local Funds 36110 Registration and Inspection ‐ ‐ ‐ 403,589 459,858 ‐ 863,447 Total Local Funds ‐ ‐ ‐ 403,589 459,858 ‐ 863,447 Federal Funds ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Federal Funds ‐ ‐ ‐ ‐ ‐ ‐ ‐ GRAND TOTAL 2,199,522 ‐ 884,533 643,589 604,858 105,664 4,438,166 223 224 Message from the Department’s of Labor’s Commissioner The Virgin Islands Department of Labor (VIDOL) receives its authority pursuant to Titles 3, 24 and 29 of the Virgin Islands Code, the Workforce Investment Act of 1998, the OSHA Act of 1970, and other Federal laws which require the development of administrative structures to govern and enforce fair labor standards and protect the people of the Virgin Islands from any threat to health, morals, and general welfare. Executive Order No. 309‐1989 defines the organizational structure of VIDOL and requires the following Divisions and Units: The Division of Occupational Safety and Health ensures, as much as practicable, a safe and healthful working environment for all public sector employers and employees of the U.S. Virgin Islands. The Division of Workers’ Compensation strives to minimize the adverse impact of work‐related injuries on the employees and employers of the Territory by providing temporary medical and disability benefits for work‐related injuries and diseases. The Division of Labor Relations provides protection of workers’ rights, regulates the employment practices of employers, promotes job opportunities for residents of the Territory and encourages a healthier, more harmonious relationship between labor unions, the private sector and the Government. The Division of Job Service provides a viable and highly effective labor exchange system for the Territory by connecting job seekers with suitable jobs and employers with qualified and skilled workers. The Division of Training targets both youth and adults in the development and implementation of Programs that are designed to address the needs of unskilled job seekers, the economically disadvantaged, older workers, the unemployed, the underemployed, dislocated workers and individuals with serious barriers to employment. The Division of Unemployment Insurance administers income support to eligible workers who become unemployed through no fault of their own by systematically accumulating funds from employers during periods of employment from which benefits may be paid. The Division of Administration complies with State and Federal procurement laws and is charged with the responsibility of supervising all fiscal matters of the Department by administering such functions as payroll, business and administrative services and plants and facilities management. 225 Message from the Commissioner of the Department of Labor The Bureau of Labor Statistics is Federally mandated to collect, compile, arrange, analyze and publish statistics on wage, working hours, labor conditions and living costs. As evidenced by the scope of services VIDOL provides, the responsibility of the Department is tri‐fold. It is a service agency, a compliance and enforcement agency and an adjudication agency. Each Division and Unit develops and implements sound fiscal and managerial practices that support the key strategic objective of achieving a dynamic talent development system that develops and sustains a career driven, adaptable and technologically literate workforce. Over the past year, the Virgin Islands Department of Labor (VIDOL) has been transforming its operations both physically and systemically into a workforce system that is demand driven, customer focused, universally accessible, stimulates economic growth and promotes the welfare of all Virgin Islanders. Transformation began with employment and training programs and services, specifically, the One Stop operation. One Stop Centers in both Districts were transformed to more effectively meet the needs of customers. The Department is creating a demand driven system; developing the Labor Market Information System; reinforcing its Management System; reestablishing Recognition of the Apprenticeship Program; operating Youth Net; aligning the Territory’s educational system from K‐12; and communicating the system to all of its stakeholders. VIDOL made significant strides during Fiscal Year 2007, converting to a performance based system. Senior managers participated in an Action Plan Retreat/Workshop to provide instruction and guidance in developing and implementing a realistic, measurable roadmap to chart the course for the Department of Labor during 2007. Measurable standards and criteria for operation were developed for both Federal and local programs. Managers benefited from the Office of Management and Budget sponsored Performance Based Budgeting training. It has helped to reinforce the importance of using performance based budgeting as a managing tool that can improve accountability in the use of public resources by developing and implementing performance goals and indicators. As a result, the mission and strategic goals have been redefined, and aligned to Federal and local mandates. The new mission is “to administer a system of effective programs and services designed to develop, protect, and maintain a viable workforce.” This mission requires that the Department build partnerships with Government Agencies, businesses, community organizations and other stakeholders. The strategic goals are: to develop a talented workforce; to protect the workforce system; and to provide responsive fail‐ safe programs that support the workforce system. These goals support Governor John P. deJongh’s directive to “provide workers with the assistance and encouragement they need to develop new skills and competencies over time, both to seek greater opportunity and to adapt to a rapidly changing employment reality and world economy.” 226 Message from the Commissioner of the Department of Labor During the past fiscal year, the Hearings and Appeals Unit, and the Divisions of Labor Relations, Occupational Safety and Health, Workers’ Compensation, Unemployment Insurance and the Bureau of Labor Statistics, strove to achieve performance goals to help, inform, regulate, educate, and provide timely support to the over 52,000 workers, 3,000 unemployed and over 3,500 employers in the Territory. These Divisions and Units conducted timely investigations; adjudications; payment and enforcement of claims, cases and reports; and provided timely accurate, and impartial data relevant to the needs of the employers, jobseekers, organizations and the Virgin Islands community. There were 604 Child Labor Certificates issued; $28,637 was recovered in wages owed employees; $6,532,551 was paid in benefits to injured workers and service providers; and $8,026,105 was paid in unemployment insurance benefits. Due to monitoring and outreach services provided by the Division of Occupational Safety and Health, public violations were reduced from 220, recorded in FY ’06, to 153 recorded in FY ’07. Workshops in Safety and Health, Sexual Harassment, the Fair Labor Standard Act (FLSA), and Workers’ Compensation, designed to educate employers and employees about their responsibilities in accordance with Virgin Islands Labor laws, benefited approximately 1,500 individuals. The Divisions of Training and Job Service aim to increase the placement rate through literacy and talent development; thereby aligning the skill levels of over 2,000 youth and 7,000 adults. These Divisions and Units provided access to career and labor market information, conducted academic assessments, skill level evaluations, provided “hands‐on” work experience, and access to training opportunities. The first one‐day Career Explosion Fair, designed to bring employers and job seekers together, was successful. There were 420 individuals registered for this event in addition to fifty (50) employers and vendors and other service providers. Several Employer Forums informed employers about the changes to the One Stop system. Life Skills Management, Computer Literacy, Resume Writing, Interviewing Techniques and Career Preparation were just a few of the workshops conducted free of charge. The Department also served over 2,000 young adults through its Summer Work Experience Programs, Partial Employment Technique Program, On‐the‐Job Training Programs, and other year‐round employment and training Programs. In order to provide more efficient employer services, VIDOL established a Business and Special Services Unit charged with planning, developing and coordinating the implementation and delivery of services to business, industry and all other customers of the V.I. Career Network (VICAN) system. This Unit also designs and develops a strategic plan to market and promote the Programs and services administered by the Department of Labor. This Unit also coordinated and implemented the new pilot GED‐TV initiative. The Business Services Unit is key to the demand‐ driven system. It probes employers to uncover their needs, thereby creating employment demand. 227 Message for the Commissioner of the Department of Labor VIDOL’s successfully launched its eNewsletter, entitled “Labor Works.” Labor Works is one of the vehicles used to carry the message to all stakeholders about VIDOL’s new Programs and services. VIDOL’s website www.vidol.gov also promotes the Department’s services, and educates customers about how to register for jobs, and learn about local and Federal labor laws. The Jobs TV program continues to air on the public channels, informing the public about currently available jobs in the Territory, and ensuring the system has universal access. The overall mission of the VIDOL is challenging but the Department is transforming itself from a traditionally reactive organization to one that is proactive and resolute in promoting economic growth, employment opportunities, financial stability and a higher standard of living in the Territory for all Virgin Islanders. 228 Department of Labor ORGANIZATIONAL TYPE: Service, Regulatory, and Social Org 37020 Hearings and Appeals Functional Statement: The Hearings and Appeals Unit of the Department of Labor is mandated to adjudicate labor disputes and benefit appeals filed in the areas of Unemployment Insurance (UI), Employment Discrimination charges, Wage Claim findings and Wrongful Discharge (WD) complaints. Performance Goals: Help, inform, regulate, and educate (protection). Provide timely support to employees and employers. Key Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Percentage of pre‐hearing formal cases closed within 90 days* n/a n/a n/a 75% 80% Percentage of formal cases overruled (WD) based on total number adjudicated* n/a n/a n/a .01% 0 Percentage of cases resolved within 30 days of appeal* n/a n/a n/a 90% 100% *These are new KPIs. Org 37200 Labor Relations Functional Statement: The Labor Relations Unit is responsible for serving the general public in the following areas of compliance: Wrongful Discharge Intake; Wage and Hour Complaints; V.I. Fair Labor Standards, V.I. Private Sector Strikes; V. I. Discrimination Laws; the Equal Employment Opportunity Commission (EEOC), and Discrimination and Plant Closings. Performance Goals: Help, inform, regulate, and educate (protection). Provide timely support to employees and employers. 229 Department of Labor Key Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Percentage of compliance visitations made (Territory‐ wide) based on total number* n/a n/a n/a 50% 85% Percentage of cases closed within 40 days based on the total number of all cases pending* n/a n/a n/a 50% 80% Number of attendees of FLSA workshops* n/a n/a n/a 300 500 *These are new or revised KPIs. Org 37210 Apprenticeship and Training Functional Statement: The Apprenticeship and Training Activity Center, pursuant to Chapter 10, Title 24, of the V. I. Code, develops, implements, certifies and monitors apprenticeships and on‐the‐job training programs throughout the Territory. This Legislative mandate requires cooperation with private sector employers, the Department of Labor and the V.I. Government in the development of cooperative training opportunities for VI residents in trades and technical fields. Performance Goals: Increase the placement rate through literacy and talent development. Align skill levels. Key Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Number of apprenticeship Programs* n/a n/a n/a 3 5 Percentage of apprentices moving on to journeymen on‐ the‐job training programs based on the number of registered apprentices* n/a n/a n/a 40% 50% *These are new or revised KPIs. 230 Department of Labor Org 37220 Youth Employment Functional Statement: Youth Employment Programs are designed to prepare youth for future careers. Programs offer assessment of academic and skill levels, identify employment goals, address employment barriers, train clients for life and vocational readiness, provide work experience and enhance computer literacy. Performance Goals: Increase the placement rate through literacy and talent development. Align skill levels. Help, inform, regulate, and educate (protection). Key Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Percentage of positive terminations leading to employment, continuing education or military training after exiting Programs, based on the total number that entered the programs* n/a n/a n/a 80% 85% Percentage of youth in Programs, receiving certificates after exiting the program based on the total number enrolled* n/a n/a n/a 92% 94% *This are revised KPIs. Org 37230 Workforce Investment Act Administration Functional Statement: The Workforce Investment Act Administration is designed to provide the support staff and services necessary to complement Federal dollars and to ensure requirements for limitation of Administrative Costs (WIA Regulations – 667‐210) are not violated. Performance Goals: Increase the placement rate through literacy and talent development. Align skill levels. Provide timely support to employees and employers. 231 Department of Labor Key Performance Indicator FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Number of violations* n/a n/a n/a 4 2 *This is a revised KPI. Org 37400 Occupational Safety and Health Functional Statement: The Occupational Safety and Health Unit carries out all mandated activities in accordance with the Occupational Safety and Health Act of 1970 and Title 24 of the Virgin Islands Code, Chapter 2, Occupational Safety and Health. Performance Goals: Help, inform, regulate, and educate (protection). Provide timely support to employees and employers. Key Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Percentage of Government inspections conducted based on annual requirements n/a n/a n/a 50% 60% Percentage of cases closed within 120 days based on total number of cases pending* n/a n/a n/a 20% 50% Percentage of inspections that found Agencies were in compliance, based on the total number of inspections* n/a n/a n/a 20% 50% *These are new or revised KPIs. Org 37500 Worker’s Compensation Functional Statement: The Worker’s Compensation Unit protects workers in the Territory in the event of work related injuries and illnesses by providing medical and vocational rehabilitation, disability income and death benefits to heirs. Performance Goals: Help, inform, regulate, and educate (protection). Provide timely support to employees and employers. 232 Department of Labor Key Performance Indicator FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Average processing time for 1st check (disability wages) [cycle time]* n/a 45 days 30 days 15 days 15 days *This is a revised KPI. Org 37700 Labor Statistics Functional Statement: The Labor Statistics Unit is responsible for the collection, analysis and publication of statistics on wages, working hours, labor conditions, and cost of living increases. It is also responsible for developing and implementing technical systems and procedures to provide a comprehensive labor market information program or manpower policy for planning and administration. Performance Goals: Help, inform, regulate, and educate (protection). Provide timely support to employees and employers. Key Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Percentage of distribution of BLS surveys to VI business for workforce data collection achieving USDOL established timelines and schedules* n/a n/a n/a 99% 99% Percentage of data quality and completeness of standard BLS survey forms based on USDOL established timelines and schedules* n/a n/a n/a 80% 82% Percentage of key financial reports submitted within internally set deadlines* n/a 85% 90% 90% 95% Percent of compliance with USDOL time schedules for timely entries of data into BLS database systems (filing)* n/a n/a n/a 90% 92% *These KPIs were revised. 233 Department of Labor Org 37800 Business and Administration Functional Statement: The Business and Administration Unit is responsible for providing financial support services to all Divisions and activities within the Department. The Personnel Relations Unit is designed to assist Supervisors and Directors in becoming more efficient and productive managers, and assists in selecting and maintaining staffing for the Department. Performance Goals: Increase the placement rate through literacy and talent development. Align skill levels. Help, inform, regulate, and educate (protection.) Provide timely support to employees and employers. Key Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Percentage of employee evaluations completed, based on the total number of evaluations to be conducted* n/a 60% 75% 95% 95% Percentage of vendors paid within 30 days, based on the total number of invoices received for processing* n/a 95% 80% 90% 95% *These are new or revised KPIs. Org 37810 Planning, Research and Monitoring Functional Statement: The Planning, Research and Monitoring Unit is responsible for auditing Workforce Investment Act (WIA) funds expended on eligible participants and vendors who have fulfilled the requirements of the contracts. Performance Goal(s): Increase the placement rate through literacy and talent development. Align skill levels. Provide timely support to employees and employers. 234 Department of Labor Key Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Percentage of service provider files audited, based upon total number of eligible providers n/a n/a n/a 70% 100% Percentage of service provider sites visited for on‐site monitoring, based on total number of eligible providers* n/a n/a n/a 75% 100% *This KPI is has been revised. 235 Department of Labor $6,609,609 [76%] $2,130,966 [24%] $8,740,575 [100%] General Fund Government Insurance Fund Appropriated Funds $7,268,668 [96%] $331,214 [4%] $7,599,882 [100%] Casino Revenue Fund Federal Funds Non- Appropriated Funds 236 FY2007 FY2008 FY2009 Expenditure Appropriation Recommendation General Fund Personal Services 2,905,709 3,576,801 3,487,234 Capital Outlays 40,388 ‐ ‐ Fringe Benefits 717,438 960,146 1,019,526 Supplies 80,956 107,236 114,073 Other Svs. & Chgs. 1,106,425 1,430,503 1,820,621 Utilities 101,588 82,140 168,155 Total General Fund 4,952,504 6,156,826 6,609,609 Govʹt Insurance Fund Personal Services 877,984 1,226,473 1,301,854 Capital Outlays 9,975 ‐ ‐ Fringe Benefits 296,979 404,904 486,897 Supplies 96,837 69,070 40,805 Other Svs. & Chgs. 245,125 276,270 255,842 Utilities 44,925 39,624 45,568 Total Govʹt Ins. Fund 1,571,825 2,016,341 2,130,966 TOTAL APPROPRIATED FUNDS 6,524,329 8,173,167 8,740,575 Personal Services ‐ 95,051 95,051 Capital Outlays ‐ ‐ ‐ Fringe Benefits ‐ 7,874 7,874 Supplies ‐ 10,075 10,075 Other Svs. & Chgs. 6,201 215,514 215,514 Local Funds ‐ 2,700 2,700 Total Local Funds 6,201 331,214 331,214 Federal Funds Personal Services 3,198,737 3,864,465 3,864,465 Capital Outlays ‐ ‐ ‐ Fringe Benefits 826,249 1,093,910 1,093,910 Supplies 114,394 97,006 97,006 Other Svs. & Chgs. 1,210,067 2,126,502 2,126,502 Utilities 72,661 86,785 86,785 Total Federal Funds 5,422,108 7,268,668 7,268,668 TOTAL NON‐APPROPRIATED FUNDS 5,428,309 7,599,882 7,599,882 GRAND TOTAL 11,952,638 15,773,049 16,340,457 Department of Labor 3 Year Financial Summary By Budget Category APPROPRIATED FUNDS NON‐APPROPRIATED FUNDS 237 Department of Labor Financial Summary Fiscal Year 2009 Governorʹs Recommendation All Funds ‐ By Activity Center Personal Capital Fringe Other Svs. Description Services Outlay Benefits Supplies & Chgs. Utilities Total APPROPRIATED FUNDS General Fund 37020 Hearings & Appeals 357,555 ‐ 123,285 12,998 34,325 ‐ 528,163 37200 Labor Relations 365,248 ‐ 124,618 15,000 144,753 49,335 698,954 37210 Apprenticeship & Training 32,931 ‐ 14,931 15,000 54,038 ‐ 116,900 37220 Youth Employment 909,755 ‐ 159,570 17,000 320,000 ‐ 1,406,325 37230 WIA Administration 326,874 ‐ 82,758 7,000 70,000 ‐ 486,632 37400 Occupational Safety & Health Admin. 143,300 ‐ 55,986 ‐ ‐ ‐ 199,286 37500 Workerʹs Compensation 87,256 ‐ 42,730 ‐ ‐ ‐ 129,986 37700 Labor Statistics 70,000 ‐ 20,558 5,075 18,000 ‐ 113,633 37800 Business & Administrative 1,006,243 ‐ 328,247 37,000 1,166,760 118,820 2,657,070 37810 Planning, Research & Mon. 188,072 ‐ 66,843 5,000 12,745 ‐ 272,660 Total General Fund 3,487,234 ‐ 1,019,526 114,073 1,820,621 168,155 6,609,609 Government Insurance Fund 37400 Labor‐OSHA 151,795 ‐ 48,694 ‐ 53,955 10,925 265,369 37500 Workersʹ Compensation 1,150,059 ‐ 438,203 40,805 201,887 34,643 1,865,597 Total Government Insurance Fund 1,301,854 ‐ 486,897 40,805 255,842 45,568 2,130,966 NON‐APPROPRIATED FUNDS Local Funds 37220 Youth Employment 95,051 ‐ 7,874 10,075 215,514 2,700 331,214 Total Local Funds 95,051 ‐ 7,874 10,075 215,514 2,700 331,214 Federal Funds 72150 Senior Community Service 894,062 ‐ 101,341 16,727 75,995 ‐ 1,088,125 37100 Employment Services 645,475 ‐ 233,864 10,000 347,110 50,967 1,287,416 37200 Local Veterans 39,858 ‐ 10,868 ‐ 6,274 ‐ 57,000 37252 Workforce Investment Act 792,614 ‐ 222,058 42,400 1,208,970 28,000 2,294,042 37400 Occupational Safety & Health 64,871 ‐ 21,408 16,379 98,342 ‐ 201,000 37600 Unemployment Insurance Program 1,080,782 ‐ 394,051 7,000 238,047 ‐ 1,719,880 37700 Labor Statistics 346,803 ‐ 110,320 4,500 151,764 7,818 621,205 Total Federal Funds 3,864,465 ‐ 1,093,910 97,006 2,126,502 86,785 7,268,668 GRAND TOTAL 8,748,604 ‐ 2,608,207 261,959 4,418,479 303,208 16,340,457 238 239 Message from the Department of Licensing and Consumer Affairs’ Commissioner In line with Governor John P. de Jongh’s directive, and to meet the mandates of Title 27 of the Virgin Islands Code, the Department of Licensing and Consumer Affairs continues to work towards its Strategic goals: (1) to ensure compliance with the licensing laws of the Virgin Islands, and (2) to ensure safe, reliable and cost effective service and enforce the applicable laws. To meet its goals, the Department will focus on: (1) utilizing resources to create “a seamless” one‐stop licensing process, while enhancing public education, protection and awareness; (2) reducing consumer complaints and minimizing duplication of efforts through implementation of a public education campaign; (3) enforcing the licensing and consumer protection laws of the V.I.; (4) developing a viable website/data base to track issuance, productivity, and the licensing system; (5) updating the Department’s Standard Operating Procedures Manual; and (6) relocating staff in both districts to adequate facilities. The organizational structure of the Department, according to law, is delineated in the following areas: the Office of the Commissioner, the Division of Consumer Protection Services, the Division of Licensing, the Office of Administration and Business Management, the Boards and Commissions, and the Taxicab Division. Each Unit develops and implements sound fiscal and managerial practices that support the key strategic objective of ensuring compliance with the licensing laws of the Virgin Islands, while providing reliable service at a reasonable cost. The performance goals shared by all Units are outlined below. The Department of Licensing and Consumer Affairs (DLCA) was created to protect, represent, guide, advise and educate the public on issues affecting consumers. The Department is charged with enforcing all laws relating to unfair business practices, retail sales advertising, franchised businesses, weights and measures, and issues affecting consumers. The Department has further responsibility for the control of the granting, transferring, revoking, suspending and canceling of licenses and permits, except when such powers are conferred on other agencies or persons by law. The Office of the Commissioner is responsible for the overall planning, policy formulation, and the general administration and supervision, of the Department. The Commissioner or designee also acts as hearing examiner during administrative hearings, and may levy fines in accordance with the law for violation of consumer protection statutes. In addition to the Office of the Commissioner, four (4) additional Divisions and two (2) Activity Centers are charged with specific responsibilities for executing the functions of the Department. The primary function of this Office is to ensure that policies are carried out as mandated. The Division of Consumer Protection Services has responsibility for the development and implementation of community‐wide activities that inform consumers of rights. It investigates and resolves consumer grievances. Additionally, this Division has the responsibility for the establishment of measurement standards and enforces laws pertaining to weights and measures, consumer regulations, quality of merchandise, and advertising practices. Keeping the public 240 Message from the Commissioner of Licensing and Consumer Affairs informed and aware is a critical part of the function of this Unit. Moreover, training staff to ensure that they are aware of regulatory changes that affect the Territory, is of utmost importance. The Division of Licensing is responsible for the issuing business licenses, collecting license fees, franchise and corporate registrations, and enforcing of other licensing laws relating to such businesses. As such, it adheres to the performance goal of ensuring that all business and individuals are duly licensed. This Division seeks to improve the timeliness of issuing licenses with major improvements recently made to the online system. Moreover, the accuracy of reporting and timeliness of delinquent notices have been streamlined electronically. The Division continues to improve the online system to ensure timely issuance of business licenses. The Division of Administration and Business Management is responsible for budget preparation, accounting, and all other fiscal and personnel matters of the Department. The General Counsel’s Activity Center provides legal support services to the Department and drafts legislation and amendments accordingly. This Division seeks to increase the timeliness and quality of all reports and supports the effort to improve the licensing and consumer protection services provided. The Boards and Commissions Activity Center is responsible for providing administrative clerical, legal and budgetary assistance to nine (9) professional Boards and Commissions: the Board of Architects, Engineers, and Land Surveyors; the Plumbing Board; the Electrician Board; Barbers, the Beauticians and Manicurists Board; the Real Estate Commission; the Social Work Licensure Board; the Real Estate Appraisers Board; the Virgin Islands Board of Public Accountancy; and the Construction Contractors Board. The Taxicab Division is responsible for overseeing the operation of vehicles for hire through education, and through regulating and enforcing the rules and laws governing the taxi industry, thereby adhering to its performance goal of ensuring a safe taxi industry. The Public Service Commission is responsible for regulating rates set by utility, cable and telephone companies. The Commission’s performance goal is to strengthen the lines of communication between utilities and the general public. Overall, the Department of Licensing and Consumer Affairs must enhance the delivery of service to consumers. Moreover, this Department must continue to improve and measure compliance, ensuring that it is performing effectively. A large portion of its effectiveness rests with automation. The Enterprise Resource Planning system provides real time information and better tracking and processing of documents. Additionally, as the online system is enhanced, the Department will continue to improve service to customers. DLCA anticipates an additional increase in revenues through closer monitoring, enforcement and accountability through automated systems. Moreover, an aggressive in‐house training program on the use of these systems, along with periodic review of policy and procedures, will ensure growth in revenues. 241 Department of Licensing and Consumer Affairs ORGANIZATIONAL TYPE: Service and Regulatory/Enforcement Org 38000 Boards and Commissions Functional Statement: The Boards and Commissions Office provides administrative, budgetary and clerical assistance to nine (9) professional boards under the jurisdiction of the Department of Licensing and Consumer Affairs. The staff is comprised of an Administrator, Special Assistant and Secretary. Performance Goal: Ensure that all businesses and individuals are duly licensed. Org 38000 Taxicab Division Functional Statement: The Taxicab Division oversees the operations of vehicles for hire, through education, regulation and vigorous enforcement of laws, rules and regulations governing the taxicab industry. Performance Goal: Ensure a safe and reliable taxi industry. Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY09 Projected Increase of revenues collected $387,156 $421,356 $333,775 $350,736 $383,136 Number of citations issued 20 20 25 30 35 Org 38000 Public Services Commission Functional Statement: The Public Services Commission regulates the electric power service; water supply services, except retail deliveries; telephone service; public marine passenger transportation services operating under a government grant of exclusive franchise; cable television service, with limitations; and waste management services. It ensures that consumers receive safe and reliable utility service at reasonable rates and with the least adverse effect on the environment. Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY09 Projected Number of business inspections conducted 12 11 24 30 40 Number of citations 19 14 10 8 30 242 Department of Licensing and Consumer Affairs Performance Goal: Strengthen the utilities’ lines of communication with the general public. Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY09 Projected Reduction of the resolution time of complaints 30 days 25 days 20 days 20 days 20 days Number of complaints resolved 250 290 350 240 190 Org 38010 Office of the Commissioner Functional Statement: The Office of the Commissioner conducts overall planning and implementation of policies relating to consumer protection and awareness for the safety of the citizens of the U. S. Virgin Islands. Performance Goals: Ensure that all businesses and individuals doing business are licensed. Ensure compliance with consumer laws by businesses and individuals. Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY09 Projected Number of consumer complaints 483 500 449 400 350 Number of business license issued within seven (7) days 150 320 70 100 150 Org 38020 Legal Unit Functional Statement: The Legal Unit is responsible for providing legal assistance to the various Divisions in the Department of Licensing and Consumer Affairs, resolving legal issues that may arise within the Department and representing the Department and consumers on legal matters. The Legal Unit is also responsible for enforcing statutory amendments; developing, promulgating and implementing licensing rules and regulations; investigating, prosecuting and referring violations to the Virgin Islands Department of Justice; conducting in‐house training and developing and monitoring settlement agreements. 243 Department of Licensing and Consumer Affairs Performance Goal: Enforce the consumer protection laws of the Virgin Islands. Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY09 Projected Number of days to issue a complaint 30 days 27 days 24 days 22 days 21 days Number of days to conduct a hearing 90 days 75 days 60 days 58 days 55 days Number of consumer protection hearings conducted 14 18 16 20 24 Number of taxicab administrative hearings conducted 12 16 7 12 16 Org 38100 Licensing Functional Statement: The Division of Licensing is responsible for the issuance of business licenses in the Virgin Islands, the collection of license fees, the education of the public, and the enforcement of all laws relating to such businesses, except when these powers are conferred on another agency or person by law. Performance Goal: Ensure that all businesses and individuals are duly licensed. Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY09 Projected Number of licenses issued 13,000 13,926 14,653 14,800 15,000 Amount of fees collected by millions $2.7 $3.7 $3.9 $4.0 $4.1 Percentage of increase of new business licenses 33% 34% 35% 37% 37% Percentage of increase of renewed business licenses 33% 38% 38% 40% 42% Org 38400 Administrative and Business Management Functional Statement: The Office of Business Administration is responsible for all budgeting, accounting, payroll, procurement and personnel operations of the Department. The Office of Administration monitors and manages the General Fund and various revolving and special appropriated funds. 244 Department of Licensing and Consumer Affairs Performance Goal: Improve the timely processing of vendor’s payments and the overall efficiency of the office. Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY09 Projected Number of days to process vendor’s payments n/a n/a 6 days 5 days 4 days Number of days to process personnel documents n/a n/a 10 days 10 days 8 days Org 38500 Consumer Protection Functional Statement: The Consumer Protection Unit is responsible for the development and implementation of community activities to inform the public, address consumer complaints and monitor businesses for compliance with consumer protection laws. Performance Goal: Ensure compliance with consumer laws by businesses and individuals. Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY09 Projected Percentage of increase in compliance 20% 30% 50% 40% 40% Number of random inspections of retailers conducted 50 100 100 100 200 Percentage of outdated products removed from store shelves 20% 30% 60% 60% 70% Org 38510 Weights and Measures Functional Statement: The Weights and Measures Unit is responsible for establishing measurement standards and for ensuring that all commercial weighing and measuring devices used in the Territory are accurate. It also enforces all laws and regulations pertaining to weights and measures such as food freshness, net contents of packaged goods, advertising practices and unit pricing. 245 Department of Licensing and Consumer Affairs Performance Goal: Ensure compliance with consumer laws by businesses and individuals. Performance Indicator FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimated FY09 Projected Number of inspections performed at retail establishments 10 50 50 50 60 246 Department of Licensing and Consumer Affairs $400,000 [6%] $3,724,496 [63%] $5,877,027 [94%] $1,468,562 [25%] $683,969 [12%] Consumer Protection Fund General Fund Taxi License Fund Public Services Commissions Appropriated Funds Non- Appropriated Funds 247 FY2007 FY2008 FY2009 Expenditure Appropriation Recommendation General Fund Personal Services 1,705,653 2,100,092 2,229,263 Capital Outlays ‐ ‐ ‐ Fringe Benefits 600,828 665,157 842,933 Supplies 21,619 56,000 34,500 Other Svs. & Chgs. 252,521 356,930 509,500 Utilities 56,052 83,800 108,300 Total General Fund 2,636,672 3,261,979 3,724,496 Other Local Funds Public Services Commission Revolving Fund Personal Services 448,454 777,750 732,750 Capital Outlays 121,625 88,000 41,200 Fringe Benefits 140,797 216,184 257,114 Supplies 16,342 37,306 24,300 Other Svs. & Chgs. 1,337,684 1,413,398 360,134 Utilities 28,543 41,657 53,064 Total Public Svs. Comm. 2,093,445 2,574,295 1,468,562 Taxi Cab Commission Fund Personal Services 257,072 422,022 431,689 Capital Outlays 79,110 ‐ ‐ Fringe Benefits 91,298 134,692 183,280 Supplies 28,378 6,000 27,000 Other Svs. & Chgs. 44,910 43,364 36,000 Utilities 8,000 2,000 6,000 Total Taxi Cab Comm. 508,768 608,078 683,969 Internal Revenue Matching Fund Personal Services ‐ ‐ ‐ Capital Outlays ‐ 149,000 ‐ Fringe Benefits ‐ ‐ ‐ Supplies ‐ ‐ ‐ Other Svs. & Chgs. ‐ ‐ ‐ Utilities ‐ ‐ ‐ Total Internal Revenue Matching Fund ‐ 149,000 ‐ Total Other Local Funds 2,602,213 3,331,373 2,152,531 TOTAL APPROPRIATED FUNDS 5,238,885 6,593,352 5,877,027 Local Funds Personal Services ‐ ‐ ‐ Capital Outlays 34,558 40,000 50,000 Fringe Benefits 5,073 1,000 5,000 Supplies 31,013 55,000 60,000 Other Svs. & Chgs. 146,197 254,000 285,000 Utilities 22,371 ‐ ‐ Total Local Funds 239,212 350,000 400,000 Federal Funds ‐ ‐ ‐ Total Federal Funds ‐ ‐ ‐ TOTAL NON‐APPROPRIATED FUNDS 239,212 350,000 400,000 GRAND TOTAL 5,478,097 6,943,352 6,277,027 By Budget Category APPROPRIATED FUNDS NON‐APPROPRIATED FUNDS Department of Licensing & Consumer Affairs 3 Year Financial Summary 248 Department of Licensing & Consumer Affairs Financial Summary Fiscal Year 2009 Governorʹs Recommendation All Funds ‐ By Activity Center Personal Capital Fringe Other Svs Description Services Outlay Benefits Supplies & Chgs. Utilities Total APPROPRIATED FUNDS General Fund 38000 Boards & Commissions 176,839 ‐ 67,354 ‐ ‐ ‐ 244,193 38010 Adm & Bus Mgmt‐Office of the Comm 420,645 ‐ 151,313 ‐ ‐ ‐ 571,958 38020 General Counsel 215,000 ‐ 62,211 ‐ ‐ ‐ 277,211 38100 Licensing 766,982 ‐ 310,656 ‐ ‐ ‐ 1,077,638 38400 Administration Bus. Management 161,661 ‐ 60,589 34,500 509,500 108,300 874,550 38500 Consumer Affairs 266,371 ‐ 103,396 ‐ ‐ ‐ 369,767 38510 Weights & Measures 221,765 ‐ 87,414 ‐ ‐ ‐ 309,179 Total General Fund 2,229,263 ‐ 842,933 34,500 509,500 108,300 3,724,496 Public Services Comm. Rev. Fund 38000 Boards & Commissions 732,750 41,200 257,114 24,300 360,134 53,064 1,468,562 Total Public Services Comm. Rev. Fund 732,750 41,200 257,114 24,300 360,134 53,064 1,468,562 Taxi License Fund 38000 Boards & Commissions 431,689 ‐ 183,280 27,000 36,000 6,000 683,969 Total Taxi License Fund 431,689 ‐ 183,280 27,000 36,000 6,000 683,969 NON‐APPROPRIATED FUNDS Local Funds 38010 Office of the Commissioner ‐ 50,000 5,000 60,000 285,000 ‐ 400,000 Total Local Funds ‐ 50,000 5,000 60,000 285,000 ‐ 400,000 Federal Funds ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Federal Funds ‐ ‐ ‐ ‐ ‐ ‐ ‐ GRAND TOTAL 3,393,702 91,200 1,288,327 145,800 1,190,634 167,364 6,277,027 249 Message from the Department of Finance’s Commissioner The Department of Finance (DOF) is committed to its mission, “to provide efficient Government financial services to all stakeholders.” This mission requires that DOF administer and enforce the laws and regulations relating to Federal and VI Government operations. The strategic goal is, “to efficiently manage the use of Federal and local finances of the Government of the Virgin Islands.” The DOF derives its authority from Title 3, Section 177 of the Virgin Islands Code which requires the exercise and control over the enforcement of the laws relating to the VI Government finances. The Department is administered under the supervision of the Office of the Commissioner. The organizational structure is as follows: ● Board of Tax Review ● Accounting ● Treasury ● Government Insurance ● Management Information System ● Payroll ● Financial Reporting and Internal Audit Each Division seeks to provide timely and accurate financial information that supports the key strategic objective of managing 100% of the funds efficiently by 2012. The performance goals while shared by all, but achieved individually. The Board of Tax Review seeks to increase the number of cases received and determinations issued. The Division processes appeals and resolves disputes of the Tax Assessor. The Accounting Division seeks to decrease the number of days to complete the month end closing. This Division administers and supervises the pre‐audit vendor payments and monitors and maintains the general ledgers of the Government of the Virgin Islands. The Treasury Division aims to streamline a number of major financial management practices. This Division collects, deposits and reports the revenues of the Government of the Virgin Islands. The Government Insurance Fund provides insurance coverage to employees against liabilities in the event of job accidents. The Division goal is to reduce the number of insurance premium receivables. The Management Information System Division provides technical maintenance and support of the Financial Management System (FMS) and the new Enterprise Resource Planning System (ERP) application system, core system, and hardware and operating systems. The Division’s aim is to increase the number of training hours for the staff and increase the percentage of daily help desk calls that are closed. 250 Message from the Commissioner of Department of Finance The Payroll Division processes the Central Government payroll checks, maintains employee’s leave records and prepares payroll tax reports. With the implementation of the payroll module of the ERP, the goal of the Division is to reduce the number of weeks to process an exit Notice of Personnel Action (NOPA). The Financial Reporting and Internal Audit Division is committed to providing timely and accurate financial information with the implementation of the new ERP, which integrates business processes and data. This Division is tasked with working with all areas in the Division of Finance to transition any manual functions into efficient and electronic tasks, where applicable. The key accomplishments of the DOF during Fiscal Year 2007 include: the completion of the Single Audit Report for Fiscal Year 2005 and the collection of $48 million of property taxes for Fiscal Year 2007. The DOF faces many challenges in Fiscal Year 2009 and beyond, including continuous training on all ERP modules; full implementation of Phase II (Fixed Assets) and Phase III (Human Resources and Payroll); completion of the Fiscal Year 2006 Single and Financial Audits; and compliance with the A‐133 Federal mandate to issue the annual Single Audit 270 days after the close of each fiscal year. 251 Department of Finance ORGANIZATIONAL TYPE: Service and Administrative Org 39000 Office of the Commissioner Functional Statement: The Office of the Commissioner develops and administers Departmental policies; coordinates day‐to‐day operations; compiles the annual budget; and manages the personnel and labor relations activities of the Department. Performance Goal: Provide timely and accurate financial information. Performance Indicator FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Number of days to issue the single audit 840 731 548 365 365 Org 39010 Board of Tax Review Functional Statement: The Board of Tax Review receives and processes appeals and resolves disputes from the Office of the Tax Assessor by conducting hearings for the Board’s consideration and determination. Performance Goal: Provide timely and accurate financial information. Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY09 Projected Number of cases received 37 70 75 100 125 Number of determinations issued n/a 196 160 250 100 252 Department of Finance Org 39020 Departmental Business Office Functional Statement: The Departmental Business Office compiles the annual budget estimates; monitors appropriated and allotted funds; and processes personnel and payment documents. Performance Goal: Provide timely and accurate financial information. Org 39100 Accounting Administration Functional Statement: The Accounting Administration Unit administers and supervises the Accounting Activity Centers, including the Federal Programs Unit, which monitors and supports processing and disbursing Federal grant funds obtained by the Government of the U.S. Virgin Islands. Performance Goal: Provide timely and accurate financial information. Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Number of days to update the Financial Management System 7 5 1 1 1 Average days to complete month end closings n/a n/a 20 15 10 Performance Indicator FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Number of days to process Notification of Personnel Actions 10 7 5 3 2 253 Department of Finance Org 39110 Accounts Payable Functional Statement: The Accounts Payable Unit is responsible for pre‐audit and data entry of all vendor payment documents, files‐ paid documents and researching inquiries from vendors. Performance Goal: Provide timely and accurate financial information. Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Number of erroneous payments 20 10 10 8 5 Number of days to process payment vouchers 10 10 10 7 5 Average number of days from initial batch input to check run n/a n/a 20 10 8 Org 39120 General Ledger and Federal Programs Unit Functional Statement: The General Ledger Section establishes appropriations and fund accounts; reports financial transactions of the Government from appropriate general ledgers; produces financial reports; prepares vendor payment documents for instrumentalities, interfund transfers and establishment of petty cash and imprest funds; and maintains records for bonded and long‐term indebtedness. This Unit also assists with the preparation of the unaudited financial statements of the Government of the Virgin Islands. The Federal Programs Section performs pre‐audit functions and data entry of all vendor payments disbursed from Federal funds. This Section also reconciles and monitors activities of all Federal grants awarded to the Government of the Virgin Islands. Performance Goal: Provide timely and accurate financial information. 254 Department of Finance Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected General Ledger Unit Number of days to process and update budget 2 2 1 1 1 Federal Program Unit Number of days to input adjustments to the General Ledger Number of days from batch release to check‐run output post 15 n/a 6 n/a 2 10 2 8 2 5 Org 39200 Treasury Director’s Office Functional Statement: The Treasury Director’s Office administers and implements the Government’s cash management policies, manages the day‐to‐day operations and provides administrative support for all activities within the Treasury Division. Performance Goal: Provide timely and accurate financial information. Performance Indicator FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Number of major financial management practice systems streamlined n/a 4 3 4 3 Org 39220 Revenue Collections Functional Statement: The Revenue Collections Unit is responsible for timely and accurate collecting, depositing and reporting of revenues. This Section also administers transfers funds between the Federal Government and the Government of the Virgin Islands. 255 Department of Finance Performance Goal: Provide timely and accurate financial information. Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Number of business days to deposit revenues collected 2 2 1 1 1 Number of business days to input revenue data to ERP system 3 10 3 2 1 Org 39240 Enforcement Functional Statement: The Enforcement Unit applies the Real Property Tax Laws by collecting delinquent accounts; administering any tax amnesty programs and tax sales; serving tax liens; and researching and issuing tax clearance letters. Performance Goal: Provide timely and accurate financial information. Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Dollar amount of outstanding property tax receivables (in the millions) $80 $25 $20 $15 $0 Proposed transfer to LGO Number of days to research tax clearance letters 10 5 4 3 0 Proposed transfer to LGO Org 39250 Disbursement Functional Statement: The Disbursement Unit disseminates and mailing all vendor payment checks. Performance Goal: Provide timely and accurate financial information. 256 Department of Finance Performance Indicator FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Number of business days to disburse vendor checks 4 3 1 1 1 Org 39260 Reconcilement and Audit Activity Center Functional Statement: The Reconcilement and Audit Activity Center reconciles and performs audits of revenue collection and banking transactions of the Government of the Virgin Islands. This Section also complies and issues revenue reports; certifies, trains and audits Government collectors; processes dishonored checks; processes affidavits for lost checks and affidavits for checks for deceased employees; maintains files of cancelled checks; and posts revenues to the Financial Management System (FMS) and the Enterprise Resource Planning (ERP) System. Performance Goal: Provide timely and accurate financial information. Org 39000 Government Insurance Fund Functional Statement: The Government Insurance Fund Section provides insurance coverage to employees with liabilities and ensures compensation for job accidents when employees are entitled to medical and vocational care, as well as restoring appropriate wages. This Section also administers an Uninsured Claims Fund to compensate for uninsured employer’s expenses. Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Number of days to reconcile: Easy Moderate Difficult 2 30 180 1 12 160 1 7 90 1 2 5 1 2 5 Number of quarterly bank reconciliations performed 4 10 20 35 30 Number of dishonored checks 1,866 1,285 900 700 300 Number of business days to post revenues to the General Ledger 2 2 2 2 2 257 Department of Finance Performance Goal: Provide timely and accurate financial information. Performance Indicator FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Outstanding insurance premium receivables $4,624,892 $839,871 $807,155 $755,650 $825,450 Org 39400 Management Information System (Administration) Functional Statement: The Management Information System Administration oversees and maintains the safekeeping, training and functioning of the Government’s Enterprise Resource Planning (ERP) and its infrastructure. Performance Goal: Provide timely and accurate financial information. Performance Indicator FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Number of days of down‐time n/a n/a 3 1 1 Org 39410 Systems Administration Functional Statement: The Systems Administration Unit provides technical maintenance and support of the ERP application suite, core systems hardware and operating systems, its transport architecture and technical support for the ERP user community. Performance Goal: Provide timely and accurate financial information. Performance Indicator FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Number of training hours provided to staff 4 hrs. 5 hrs. 40 hrs. 40 hrs. 40 hrs. 258 Department of Finance Org 39420 Computer Operations Functional Statement: The Computer Operations Unit completes all ERP end‐user processes. This Unit facilitates and resolves all user issues regarding the use and functionality of the ERP. Performance Goal: Provide timely and accurate financial information. Performance Indicator FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Number of end‐users processing supported by staff 5 FMS 5 FMS 8/0 FMS/ERP 5 ERP 9 ERP Org 39430 Help Desk Services Functional Statement: The Help Desk Services Unit handles all post‐processing services and provides first line support to users’ issues, in addition to managing the Help Desk Service Call‐Tracking System and coordinating training workshops for end users. Performance Goal: Provide timely and accurate financial information. Performance Indicator FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Number of daily help desk requests and calls closed n/a 260 169 170 827 Org 39500 Payroll Functional Statement: The Payroll Unit processes Government payroll checks, prepares payroll related tax reports and maintains employees’ leave records; and administers of the Donated Leave Program. 259 Department of Finance Performance Goal: Provide timely and accurate financial information. Performance Indicator FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Number of weeks to process an exit Notice of Personnel Action 6 4 3 2 2 Org 39600 Reporting And Audit Assurance (Administration) Functional Statement: The Reporting and Audit Assurance Administration Division establishes and administers the standards for financial reporting and an internal audit for the Government of the Virgin Islands through an annual financial reporting and internal audit plan. Org 39610 Financial Reporting Functional Statement: The Financial Reporting Unit provides accounting assistance to the General Ledger area, compiling the annual unaudited financial statements of the Government of the Virgin Islands. Performance Goal: Provide timely and accurate financial information. Performance Indicator FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Number of days to prepare annual unaudited financial statements n/a n/a n/a n/a 120 Org 39620 Internal Audit Functional Statement: The Internal Audit Unit assesses and tests internal controls of the Government of the Virgin Islands administered through annual audit plans and audit programs. 260 Department of Finance $10,473,989 [99%] $7,360,300 [70%] $764,514 [7%] $2,349,175 [22%] $120,481 [1%] Data Processing Fund General Fund Government Insurance Fund Indirect Cost Fund Appropriated Funds Non-Appropriated Funds 261 FY2007 FY2008 FY2009 Expenditure Appropriation Recommendation General Fund Personal Services 5,194,533 5,278,588 4,182,705 Capital Outlays 7,800 ‐ ‐ Fringe Benefits 1,523,966 1,718,335 1,495,799 Supplies 183,275 110,516 122,550 Other Svs. & Chgs. 1,024,171 902,484 813,246 Utilities 746,914 565,500 746,000 Total General Funds 8,680,659 8,575,423 7,360,300 Government Ins. Fund Personal Services 329,459 442,038 429,095 Capital Outlays ‐ 6,000 15,000 Fringe Benefits 95,271 144,646 166,419 Supplies 11,400 11,500 15,500 Other Svs. & Chgs. 127,532 83,000 128,500 Utilities 21,423 10,000 10,000 Total Government Ins. Fund 585,085 697,184 764,514 Indirect Cost Fund Personal Services 223,693 246,189 227,785 Capital Outlays ‐ ‐ ‐ Fringe Benefits 73,505 81,535 84,890 Supplies ‐ ‐ ‐ Other Svs. & Chgs. 2,509,785 4,183,000 2,036,500 Utilities ‐ ‐ ‐ Total Indirect Cost Fund 2,806,983 4,510,724 2,349,175 Internal Revenue Matching Fund Personal Services ‐ ‐ ‐ Capital Outlays ‐ 125,000 ‐ Fringe Benefits ‐ ‐ ‐ Supplies ‐ ‐ ‐ Other Svs. & Chgs. ‐ ‐ ‐ Utilities ‐ ‐ ‐ Total Internal Revenue Matching Fund ‐ 125,000 ‐ TOTAL APPROPRIATED FUNDS 12,072,727 13,908,331 10,473,989 Local Funds Personal Services 48,616 ‐ 55,000 Capital Outlays 81,165 61,500 ‐ Fringe Benefits 11,490 ‐ 20,481 Supplies 85,645 211,500 45,000 Other Svs. & Chgs. 365,664 267,500 ‐ Utilities ‐ ‐ ‐ Total Local Funds 592,580 540,500 120,481 Federal Funds ‐ ‐ ‐ Total Federal Funds ‐ ‐ ‐ TOTAL NON‐APPROPRIATED FUNDS 592,580 540,500 120,481 GRAND TOTAL 12,665,307 14,448,831 10,594,470 APPROPRIATED FUNDS NON‐APPROPRIATED FUNDS Department of Finance 3 Year Financial Summary By Budget Category 262 FY2007 FY2008 FY2009 Expenditure Appropriation Recommendation Caribbean Basin Initiative Personal Services ‐ ‐ ‐ Capital Outlays ‐ ‐ ‐ Fringe Benefits ‐ ‐ ‐ Supplies ‐ ‐ ‐ Other Svs. & Chgs. 6,000,000 15,000,000 7,000,000 Utilities ‐ ‐ ‐ Total Caribbean Basin Initiative 6,000,000 15,000,000 7,000,000 Interest Revenue Fund Personal Services ‐ ‐ ‐ Capital Outlays ‐ ‐ ‐ Fringe Benefits ‐ ‐ ‐ Supplies ‐ ‐ ‐ Other Svs. & Chgs. 5,000,000 11,700,000 5,000,000 Utilities ‐ ‐ ‐ Total Interest Revenue Fund 5,000,000 11,700,000 5,000,000 Internal Revenue Matching Fund Personal Services ‐ ‐ ‐ Capital Outlays ‐ ‐ ‐ Fringe Benefits ‐ ‐ ‐ Supplies ‐ ‐ ‐ Other Svs. & Chgs. 44,940,000 16,600,000 20,500,000 Utilities ‐ ‐ ‐ Total Internal Revenue Matching Fund 44,940,000 16,600,000 20,500,000 Transportation Trust Fund Personal Services ‐ ‐ ‐ Capital Outlays ‐ ‐ ‐ Fringe Benefits ‐ ‐ ‐ Supplies ‐ ‐ ‐ Other Svs. & Chgs. 15,000,000 17,000,000 16,500,000 Utilities ‐ ‐ ‐ Total Transportation Trust Fund 15,000,000 17,000,000 16,500,000 TOTAL APPROPRIATED FUNDS 70,940,000 60,300,000 49,000,000 Local Funds Personal Services ‐ ‐ ‐ Capital Outlays ‐ ‐ ‐ Fringe Benefits ‐ ‐ ‐ Supplies ‐ ‐ ‐ Other Svs. & Chgs. 20,000,000 17,000,000 8,000,000 Utilities ‐ ‐ ‐ Total Local Funds 20,000,000 17,000,000 8,000,000 Federal Funds ‐ ‐ ‐ Total Federal Funds ‐ ‐ ‐ TOTAL NON APPROPRIATED FUNDS 20,000,000 17,000,000 8,000,000 GRAND TOTAL 90,940,000 77,300,000 57,000,000 *Finance is the custodian of these funds. 3 Year Financial Summary By Budget Category APPROPRIATED FUNDS NON‐APPROPRIATED FUNDS Department of Finance‐390* 263 Department of Finance Financial Summary Fiscal Year 2009 Governorʹs Recommendation All Funds ‐ By Activity Center Personal Capital Fringe Other Svs. Description Services Outlay Benefits Supplies & Chgs. Utilities Total APPROPRIATED FUNDS General Fund 39000 Office of the Commiss. 607,250 ‐ 197,962 74,500 775,746 746,000 2,401,458 39010 Office of Tax Appeals 118,192 ‐ 44,098 3,500 ‐ ‐ 165,790 39020 Dept. Business Office 104,065 ‐ 34,135 9,500 ‐ ‐ 147,700 39100 Accounting ‐ Administration 109,329 ‐ 36,748 4,500 ‐ ‐ 150,577 39110 Pre‐Audit Control/Res. 565,776 ‐ 214,023 ‐ ‐ ‐ 779,799 39120 General Ledger 322,263 ‐ 124,769 ‐ ‐ ‐ 447,032 39200 Directorʹs Office 226,716 ‐ 76,222 27,500 4,500 ‐ 334,938 39250 Disbursement 81,234 ‐ 30,907 2,050 24,500 ‐ 138,691 39260 Reconcilement\Audit 521,337 ‐ 203,905 ‐ ‐ ‐ 725,242 39400 Administration 110,693 ‐ 36,566 ‐ ‐ ‐ 147,259 39410 Systems & Programming 155,425 ‐ 56,215 ‐ ‐ ‐ 211,640 39420 Computer Operations 265,289 ‐ 84,042 ‐ ‐ ‐ 349,331 39430 Data Entry 70,651 ‐ 25,425 ‐ ‐ ‐ 96,076 39500 Payroll Division 493,735 ‐ 168,360 1,000 1,000 ‐ 664,095 39600 Audit‐Administration 102,000 ‐ 34,974 ‐ 7,500 ‐ 144,474 39610 Financial Reporting 171,250 ‐ 61,410 ‐ ‐ ‐ 232,660 39620 Internal Audit 157,500 ‐ 66,038 ‐ ‐ ‐ 223,538 Total General Fund 4,182,705 ‐ 1,495,799 122,550 813,246 746,000 7,360,300 Government Ins. Fund 39000 Office of the Commiss. 429,095 15,000 166,419 15,500 128,500 10,000 764,514 Total Government Ins. Fund 429,095 15,000 166,419 15,500 128,500 10,000 764,514 Indirect Cost Fund 39120 General Ledger 227,785 ‐ 84,890 ‐ 2,036,500 ‐ 2,349,175 Total Indirect Cost Fund 227,785 ‐ 84,890 ‐ 2,036,500 ‐ 2,349,175 NON‐APPROPRIATED FUNDS Local Funds 39420 Computer Operations 55,000 ‐ 20,481 45,000 ‐ ‐ 120,481 Total Local Funds 55,000 ‐ 20,481 45,000 ‐ ‐ 120,481 Federal Funds ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Federal Funds ‐ ‐ ‐ ‐ ‐ ‐ ‐ GRAND TOTAL 4,894,585 15,000 1,767,589 183,050 2,978,246 756,000 10,594,470 264 Department of Finance‐390 Financial Summary Fiscal Year 2009 Governorʹs Recommendation All Funds ‐ By Activity Center Personal Capital Fringe Other Svs. Description Services Outlay Benefits Supplies & Chgs. Utilities Total APPROPRIATED FUNDS General Fund 390 Finance Department Caribbean Basin Initiative ‐ ‐ ‐ ‐ 7,000,000 ‐ 7,000,000 Interest Revenue Fund ‐ ‐ ‐ ‐ 5,000,000 ‐ 5,000,000 Internal Revenue Matching Fund ‐ ‐ ‐ ‐ 20,500,000 ‐ 20,500,000 Transportation Trust Fund ‐ ‐ ‐ ‐ 16,500,000 ‐ 16,500,000 Total General Fund ‐ ‐ ‐ ‐ 49,000,000 ‐ 49,000,000 NON‐APPROPRIATED FUNDS Local Funds 390 Finance Department ‐ ‐ ‐ ‐ 8,000,000 ‐ 8,000,000 Total Local Funds ‐ ‐ ‐ ‐ 8,000,000 ‐ 8,000,000 Federal Funds ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Federal Funds ‐ ‐ ‐ ‐ ‐ ‐ ‐ GRAND TOTAL ‐ ‐ ‐ ‐ 57,000,000 ‐ 57,000,000 265 266 Message from the Department of Property and Procurement’s Commissioner The Department of Property and Procurement’s mission is to “administer a procurement system that is fair, efficient, and effective.” In order to achieve this mission, the Department must utilize and promote the best practices for procuring goods and services for Government Departments and Agencies, while realizing the best value. The Department has recently re‐ evaluated and developed its strategic plan by realigning strategic goals and objectives with measurable performance indicators. During the re‐evaluation process, it was determined the Department had failed to measure key objectives but was attempting to measure objectives that could not be quantified. As a result, the Department was faced with many challenges in determining its internal and external strengths, weaknesses, opportunities and threats; however, once it had identified these elements, what it should be measuring became apparent in light of its mission and mandate. The Department of Property and Procurement recognizing these challenges and knows it is incumbent upon the Department’s employees to promote the ideals and best practices applicable to each Division and service area to accomplish its mission. The Department is now utilizing creative and innovative means to reach goals and objectives. New strategic goals and objectives are designed to align the Department’s actions with its mission based on a clear understanding of the strategic plan and the Department’s role in Government. The Department is comprised of the following Offices and Divisions: the Office of the Commissioner, which is composed of two (2) smaller offices, the Office of Management Information Systems, and the Office of Fiscal and Personnel Services; the Division of Procurement; the Division of Property and Printing; the Division of Transportation; and the Division of Central Stores and Warehousing. Because the Department is recognized as the local Government’s General Service Administration (GSA), each Unit is responsible for continuously raising the quality and efficiency level of services provided. Accordingly, in addition to providing leadership, the Office of the Commissioner makes certain that all duties and policies relative to the Department are carried out. • The Division of Property has authority to: provide management control; disposition and use of Government real property and related functions; manage rental properties owned or rented by the Government; and operate the Government printing office. • The Division of Procurement facilitates and provides the Government with an efficient system for obtaining the best value for the procurement and supply of all goods and services. The Division of Transportation is responsible for all motor vehicles in the central Government motor pool. This includes, but is not limited to, purchasing Government motor vehicles competitively through standardization; ensuring safety, reliability, and fuel efficient motor vehicles; registering and inspecting vehicles; supplying fuel for the fleet; and disposing of vehicles from the fleet at the end of their life cycle. 267 Message from the Commissioner of the Department of Property and Procurement • The Division of Central Stores and Warehousing provides office, household and cleaning supplies for sale to Government Departments and Agencies. Its goal is to be the first choice for cost efficient, quality goods and supplies. • The Office of Fiscal and Personnel Services ensures that the financial obligations, budgetary and personnel issues of the Department are efficiently and accurately supervised and maintained. This includes revenue collections and record keeping, payroll services, hiring and termination processing. • The Office of Management Information Systems obtains and operates a comprehensive information management system that integrates all aspects of the Department’s services. This Office continually enhances and improves the technological operation of the Department by providing technical support to the Enterprise Resource Planning System (ERP) and the modules that pertain to the Department. The Department of Property and Procurement has been positively impacted with the implementation of the Fixed Asset Module of the Enterprise Resource Planning System (ERP) on April 16, 2008. During the summer of 2008, the Department is to implement ERP’s Vendor Self Service and On‐line Bids and Quotes Modules that will further positively impact the delivery of goods and services for the Division of Procurement. During Fiscal Year 2008, the Department improved its productivity level by aligning employees with their job responsibilities, and in some areas shifting staff to another Division based on their expertise or skill sets, while providing training to ensure all increased performance. Collections continued to increase, and eviction cases are on‐going, for those accounts for which internal collection methods have failed or the Department has unauthorized activities occurring on leased premises. The Division of Transportation is creating an electronic database for the motor vehicle fleet, including but not limited to, parts and maintenance, and has acquired new equipment for the printing office. Training on the new equipment has been provided to all employees. The Department will pursue recapturing print jobs for all Government Departments and Agencies, based on the new technology and the Printing Office’s ability to improve timeline for delivery. Central Stores have been relocated which reduced rental costs, and annual sales volume at the Central Stores has increased. The Division of Transportation has identified its new site on St. Croix and anticipates procuring a design for the facility this fiscal year. The Department is determined to effectuate positive initiatives and progressive change in the VI Government. 268 Department of Property and Procurement ORGANIZATIONAL TYPE: Service Org 60000 Administration/Commissioner’s Office Functional Statement: The Office of the Commissioner supervises all Programs under its jurisdiction and provides overall administrative support and guidance to all Divisions to ensure that they are performing in accordance with the Department’s mandates. Org 60010 Fiscal and Personnel Services Functional Statement: The Fiscal and Personnel Services Unit serves as the Department’s guide in the areas of finance and personnel. This Activity Center acts as a support arm to all other Divisions within the Department of Property and Procurement to ensure that all financial and personnel needs and services are met in accordance with the Department’s mandates. Performance Goals: Improve the procurement process. Promote operational effectiveness. Reduce the cost of goods and services. Key Performance Indicator FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Average number of turnaround days for processing of payment invoices [cycle time] n/a n/a n/a 3 days 1 day Org 60100 Purchasing Division Functional Statement: The Purchasing Division contracts for the acquisition of materials, supplies, equipment and services through the most economical methods. Performance Goals: Improve the procurement process. Reduce the cost of goods and services. 269 Department of Property and Procurement Key Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Cycle time for processing professional services contracts* n/a n/a n/a 5 days 3 days Cycle time for processing construction contracts* n/a n/a n/a 6 days 4 days Percentage of deficient professional services contracts received from user agencies* n/a n/a n/a 80% 70% *These are new KPIs. Org 60120 Contract Administration Functional Statement: The Contract Administration Unit oversees the contracting process, from the formation of a properly negotiated and executed contract, to project completion. All discrepancies, claims, and contractual disputes are resolved in this Division. Performance Goal: Improve the procurement process. Key Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Percentage of bidders accessing on‐line information n/a n/a n/a 2% 5% Percentage of bids received through competitive bidding 15% 60% 75% 85% 90% Org 60220 Inventory Control and Sales Functional Statement: The Inventory Control and Sales Unit oversees all warehousing operations of the Government of the Virgin Islands in accordance with Title 31, Section 244, VIC. This Unit purchases and stores equipment and supplies for resale to other V.I. Government Departments and Agencies. Performance Goals: Improve the procurement process. Promote operational effectiveness. Reduce the cost of goods and services. 270 Department Of Property and Procurement Key Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Percentage increase in revenues due to increase in sales volume 10% 6% 9% 10% 15% Percentage of inventory purchased on‐line by government agencies 10% 50% 75% 85% 90% Org 60230 Warehousing and Distribution Functional Statement: The Warehouse and Distribution Unit is responsible for the warehousing and maintenance of all supplies, materials, and equipment for the Government of the Virgin Islands. Performance Goals: Improve the procurement process. Promote operational effectiveness. Reduce the cost of goods and services. Key Performance Indicator FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Stock Rate n/a n/a n/a 2% 3% Org 60300 Transportation ‐ Administration Functional Statement: The Transportation Unit supervises the operations of Motor Pool facilities in the Territory, which includes the acquisition, assignment, disposal, identification, maintenance, repair and storage of all vehicles. Performance Goals: Improve the procurement process. Promote operational effectiveness. Reduce the cost of goods and services. Key Performance Indicator FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Percentage of spare parts inventory on hand at all times n/a n/a n/a 25% 30% 271 Department Property and Procurement Org 60310 Central Motor Pool Functional Statement: The Central Motor Pool oversees the automotive functions of the V.I. Government’s motor pool, which includes repairing, maintaining, storing and refueling all motor vehicles within the Executive Branch. Performance Goals: Improve the procurement process. Promote operational effectiveness. Reduce the cost of goods and services. Key Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Percentage of fleet out of maintenance cycle 20% 75% 60% 30% 20% Percentage of fleet in preventative maintenance cycle 75% 25% 40% 70% 75% Org 60410 Printing Production Functional Statement: The Printing Production Unit provides the central printing and duplicating services for the Executive Branch. It designs prescribed forms, stationery and other printed materials, pursuant to Title 31, Section 232 (5) of the V.I. Code. Performance Goals: Promote operational effectiveness. Reduce the cost of goods and services. Key Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Percentage of increase in revenues 20% 25% 25% 25% 30% Average turn‐around time for printing jobs 8 days 8 days 8 days 7 days 4 days 272 Department Property and Procurement Org 60540 Property Management Functional Statement: The Property Management Unit manages all property leased by the Government of the Virgin Islands to non‐government tenants, and administers the Comprehensive Risk Management Program. Performance Goals: Improve the procurement process. Promote operational effectiveness. Reduce the cost of goods and services. Key Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Percentage of revenue from the collection of total lease rentals* n/a n/a n/a 84.67% 90% Number of inspections for real property* n/a n/a n/a 500 800 Number of inspections for fixed assets* n/s n/a n/a 200 150 Inspections of personal property* n/a n/a n/a 500 450 Reduction in delinquent notices* n/a n/a n/a 30 15 Percentage of tenant files reviewed and updated n/a n/a n/a 60% 80% *These are new KPIs. 273 $920,821 [9%] $317,968 [35%] $602,853 [65%] Central Warehouse Revol. Fund Central Motor Pool Revol. Fund Non- Appropriated Funds Department of Property and Procurement $9,065,309 [91%] $313,536 [3%] $6,716,699 [75%] $2,035,074 [22%] General Fund Business & Commercial Indierct Cost Fund Appropriated Funds 274 FY2007 FY2008 FY2009 Expenditure Appropriation Recommendation General Fund Personal Services 3,502,432 4,131,681 4,401,135 Capital Outlays ‐ ‐ 120,000 Fringe Benefits 1,087,975 1,385,301 1,705,899 Supplies 220,101 168,679 118,746 Other Svs. & Chgs. 657,756 450,000 240,919 Utilities 125,000 288,538 130,000 Total General Fund 5,593,263 6,424,199 6,716,699 Bus. & Com. Prop. Fund Personal Services 911,985 1,721,679 1,198,103 Capital Outlays ‐ ‐ ‐ Fringe Benefits 262,349 373,267 464,971 Supplies 78,303 30,000 20,000 Other Svs. & Chgs. 488,000 313,000 300,000 Utilities 106,000 75,500 52,000 Total Bus. & Comm. Prop. 1,846,637 2,513,446 2,035,074 Indirect Cost Fund Personal Services 166,685 266,943 229,600 Capital Outlays ‐ ‐ ‐ Fringe Benefits 52,719 79,370 83,936 Supplies ‐ ‐ ‐ Other Svs. & Chgs. 33,035 8,000 ‐ Utilities ‐ ‐ ‐ Total Indirect Cost Fund 252,439 354,313 313,536 Internal Revenue Matching Fund Personal Services ‐ ‐ ‐ Capital Outlays ‐ ‐ ‐ Fringe Benefits ‐ ‐ ‐ Supplies ‐ ‐ ‐ Other Svs. & Chgs. ‐ 405,300 ‐ Utilities ‐ ‐ ‐ Total Internal Revenue Matching Fund ‐ 405,300 ‐ TOTAL APPROPRIATED FUNDS 7,692,339 9,697,258 9,065,309 Local Funds Personal Services ‐ ‐ ‐ Capital Outlays 335,999 200,000 320,000 Fringe Benefits ‐ ‐ ‐ Supplies 411,549 448,260 488,421 Other Svs. & Chgs. 48,007 440,393 112,400 Utilities ‐ ‐ ‐ Total Local Funds 795,555 1,088,653 920,821 Federal Funds ‐ ‐ ‐ Total Federal Funds ‐ ‐ ‐ TOTAL NON‐APPROPRIATED FUNDS 795,555 1,088,653 920,821 GRAND TOTAL 8,487,894 10,785,911 9,986,130 APPROPRIATED FUNDS NON APPROPRIATED FUNDS 3 Year Financial Summary By Budget Category Department of Property and Procurement 275 Department of Property and Procurement Financial Summary Fiscal Year 2009 Governorʹs Recommendation All Funds ‐ By Activity Center Personal Capital Fringe Other Svs. Description Services Outlay Benefits Supplies & Chgs. Utilities Total APPROPRIATED FUNDS General Fund 60000 Administration 1,086,283 120,000 346,948 118,746 240,919 130,000 2,042,896 60010 Fiscal/Personnel 210,940 ‐ 84,313 ‐ ‐ ‐ 295,253 60100 Purchasing 242,020 ‐ 95,078 ‐ ‐ ‐ 337,098 60120 Contract Administration 329,326 ‐ 142,526 ‐ ‐ ‐ 471,852 60220 Invent. Control & Sales 28,991 ‐ 7,291 ‐ ‐ ‐ 36,282 60230 Warehouse & Dist. 711,543 ‐ 288,078 ‐ ‐ ‐ 999,621 60300 Administration 361,739 ‐ 124,087 ‐ ‐ ‐ 485,826 60310 Central Motor Pool 908,598 ‐ 406,345 ‐ ‐ ‐ 1,314,943 60320 Central Mail Svs. 209,636 ‐ 97,450 ‐ ‐ ‐ 307,086 60410 Printing Prod. 312,059 ‐ 113,783 ‐ ‐ ‐ 425,842 Total General Fund 4,401,135 120,000 1,705,899 118,746 240,919 130,000 6,716,699 Bus. & Com. Prop. Rev. Fund 60000 Administration 334,980 ‐ 126,214 20,000 300,000 52,000 833,194 60540 Property Mgmt. 863,123 ‐ 338,757 ‐ ‐ ‐ 1,201,880 Total Bus & Com. Prop. Fund 1,198,103 ‐ 464,971 20,000 300,000 52,000 2,035,074 Indirect Cost Fund 60120 Contract Administration 115,140 ‐ 44,631 ‐ ‐ ‐ 159,771 60540 Property Management 114,460 ‐ 39,305 ‐ ‐ ‐ 153,765 Total Indirect Cost Fund 229,600 ‐ 83,936 ‐ ‐ ‐ 313,536 NON‐APPROPRIATED FUNDS Local Funds 60230 Warehouse & Dist. ‐ 120,000 ‐ 390,453 92,400 ‐ 602,853 60310 Central Motor Pool ‐ 200,000 ‐ 97,968 20,000 ‐ 317,968 Total Local Funds ‐ 320,000 ‐ 488,421 112,400 ‐ 920,821 Federal Funds ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Federal Funds ‐ ‐ ‐ ‐ ‐ ‐ ‐ GRAND TOTAL 5,828,838 440,000 2,254,806 627,167 653,319 182,000 9,986,130 276 277 Message from the Department of Agriculture’s Commissioner The Virgin Islands Department of Agriculture was created pursuant to Title 3, Chapter 17, Section 291, Virgin Islands Code. That section was repealed by Act No. 5265 repealed to establish the Department of Economic Development and Agriculture (ED&A). In 1995, Act No. 5265, as amended by Act No. 6070 abolished the Department of Economic Development and Agriculture and created two separate entities, the Department of Agriculture and the Department of Tourism. The Virgin Islands Department of Agriculture (VIDOA) is structured to render basic agricultural services and technical advice to the Territory’s farming community. It is charged with the responsibility of providing sound, high quality services to our territorial farming interests. The Department’s primary responsibilities are: the expansion of agricultural activities for the production and marketing of agricultural commodities; processing of agricultural products throughout the Virgin Islands; enforcement of environmental protection laws as they may apply to land, water and soil; and enforcement of regulatory practices as they relate to veterinary services. These services are rendered through coordination with the four divisions: Office of the Commissioner, Food Production, Forestry, Water and Soil Conservation and Veterinary Health. The Department’s revised mission is to develop, support and promote an economically profitable agriculture industry in the U.S Virgin Islands, while protecting consumers and the environment. The mission will be achieved by: Improving infrastructure development, promoting agriculture as a viable and sustainable business by increasing commercial production of food commodity for processing, improve employee productivity, developing and strengthening local, regional national and international network, providing prompt, responsive and professional customer service, promoting the preservation and conservation of farmland, forested areas and other natural other resources, promoting public awareness and fostering community engagement. During Fiscal Year 2007, the VIDOA continued to fulfill its mission and realized many accomplishments during the reporting period despite the challenges of limited resources. The Department adopted a theme of “FARMERS FIRST – Grow Local, Eat Local, Support Your Local Agriculture Industry”. Communication, customer service and collaboration were among the first priorities in terms of the Department’s direction. The VIDOA completed an initiative to assess the operations of the public farmland, and to provide technical assistance to crop and livestock producers on those acreages. A customer service survey was also conducted to solicit clientele input regarding the department’s delivery of programs and services. The VIDOA partnered with the UVI Extension Service and the UVI Small Business Development Center to develop a beekeeping pilot project to promote the production and marketing of honey and other related products in the territory. This project is expected to be at peak operation during the next fiscal year. To secure land for agriculture purposes, the VIDOA began negotiations with the property owners of the Windsor Farm on St. Croix regarding the purchase of 485 acres. The purchase was finalized in March of 2008. On St. John, the VIDOA commenced the Coral Bay Community 278 Message from the Commissioner of the Department of Agriculture Farming Project which consists of a four acres parcel of land which will be issued to St. John residents who are interested in producing crops for profit. This marks the first time that public lands have been available on St. John for agricultural production. One of the primary thrusts of the Department was to encourage farmers to approach farming as a business venture. Several public relations initiatives were undertaken in order to convey this message including several town meetings throughout the territory, radio, and television appearances. The VIDOA launched its own weekly radio program, ‘Fresh From the Farm’, which promotes farming and gardening through a one hour call‐in program. Our staff has published two editions of a newsletter, ‘The V.I. Farmers Quarterly’ which informs our clients and the general public about the programs and services of the VIDOA and highlights issues and success stories regarding the local agricultural industry. The VIDOA collaborated with the Office of the Governor and the Office of the Delegate to Congress to improve the Department’s eligibility status to receive federal funding. Major steps have been realized thus far, particularly with respect to our eligibility to receive an annual federal grant from the U.S. Department of Agriculture’s Specialty Crop Block Grant Program. Through such efforts and effective partnerships, the VIDOA will continue to seek the resources necessary to fulfill its mission, goals, and objectives. 279 Department of Agriculture ORGANIZATIONAL TYPE: Service, Regulatory, and Enforcement Org 83000 Administration Functional Statement: The Administration Unit is charged with the responsibility of providing a wide range of support services, including fiscal and general administrative services, employee and management services, and information processing services. It also assists the Department’s managers in delivering essential programs and services to the Territory’s agricultural industry and non‐farm constituents. Performance Goals: Develop and strengthen local, regional, national, and international networks. Promote the preservation and conservation of farmland, forested areas, and natural resources. Continue community engagement. Key Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Number of acres leased to farmers based on business plans* n/a n/a n/a 31 100 Number of new licenses* n/a n/a n/a 21 50 Number of renewed licenses* n/a n/a n/a 168 200 *These are new KPIs. Org 83010 Agriculture Development Functional Statement: The Agriculture Development Unit provides land preparation services such as plowing, harrowing, banking, bulldozing, grass and brush cutting, and hay production. It also assists local farmers in food production. Performance Goals: Develop and strengthen local, regional, national, and international networks. Promote the preservation and conservation of farmland, forested areas, and natural resources. Continue community engagement. 280 Department of Agriculture Key Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Number of acres cleared* n/a n/a n/a 1,641 2,500 Number of acres prepared* n/a n/a n/a 4,323 5,800 *These are new KPIs. Org 83020 Horticulture Functional Statement: The Horticulture Unit is responsible for providing technical advice, seedlings, seeds, saplings, fruit trees and agricultural chemicals to the farming public. Performance Goals: Improve infrastructure development. Continue community engagement. Key Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Number of available vegetable seedlings* n/a n/a n/a 123,245 137,000 Number of fruit trees propagated by VIDOA* n/a n/a n/a 138 500 *These are new KPIs; there is no previous baseline data. Org 83030 Heavy Equipment Functional Statement: The Heavy Equipment Unit is responsible for the maintenance of automotive and heavy equipment used in the preparation of land for farmers. Performance Goal: Improve employee productivity. 281 Department of Agriculture Key Performance Indicator FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Number of vehicles and machinery in operation within fourteen (14) days after becoming inoperable* n/a n/a n/a 35 85 * This is a new KPI; there is no previous baseline data. Org 83040 Building and Grounds Maintenance Functional Statement: The building and Grounds Maintenance Unit provides general maintenance to all buildings, physical plants and grounds occupied by the Department of Agriculture. Performance Goals: Improve infrastructure development. Improve employee productivity. *This is a new KPI; there is no previous baseline data. Org 83100 Forestry Water and Soil Conservation Functional Statement: The Forestry Water and Soil Conservation Unit constructs and renovates earthen dams and spillways, sub‐soils and terraces and also clears land. Additionally, this Unit coordinates forest resources. The Urban and Community Forestry Assistance Project assists in managing forest reserves in conjunction with the Forest Stewardship Program. Key Performance Indicator FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Average number of days to complete irrigation repairs from date of notification* n/a n/a n/a n/a 4 days 282 Department of Agriculture Performance Goal: Promote the preservation and conservation of farmland, forested areas, and natural resources. Key Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Number of inquiries about the Forest Stewardship and U and CFP* n/a n/a n/a n/a 60 Number of residents receiving information and technical assistance n/a n/a n/a 137 150 Increase in the number of new groups that receive information about U and CF Program* n/a n/a n/a 0 5 Number of ponds repaired n/a n/a n/a 3 5 Number of pond assessments n/a n/a n/a 20 30 Average number of days to provide assessment report n/a n/a n/a 14 days 10 days *These are new KPIs; there is no previous baseline data. Org 83200 Abattoir Functional Statement: The Abattoir Unit protects the consumer’s right to wholesome slaughtering activities supervised by the USDA/Food Safety Inspection Service (FSIS) Veterinarian. Performance Goal: Promote public awareness. Key Performance Indicator FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Reduction in the number of USDA/FSIS violations n/a n/a n/a 12 8 283 Department of Agriculture Org 83210 Veterinary Health Functional Statement: The Veterinary Health Unit was established to free the Virgin Islands of any animal disease by providing animal health care to livestock farmers at a minimum cost. Performance Goal: Promote agriculture as a viable and sustainable business by increasing commercial production of food commodities for processing. Key Performance Indicator(s) FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Number of animals identified (tagged) n/a n/a n/a 3,000 3,500 Number of farmers served n/a n/a n/a 600 650 Org 83000 Marketing Functional Statement: The Marketing Unit links farmers to their markets. It assists through finding market outlets; negotiating prices; and helping with the grading, storing and transporting of farmers’ produce. Performance Goals: Promote agriculture as a viable and sustainable business by increasing commercial production of food commodities for processing. Develop and strengthen local, regional, national, and international networks. Promote public awareness. Continue community engagement. Key Performance Indicator FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Number of farmers assisted with getting products to market* n/a n/a n/a n/a 25 *This is a new KPI; there is no previous baseline data. 284 Department of Agriculture $130,000 [17%] $640,000 [83%] $3,649,080 [83%] $770,000 [17%] General Fund Agriculture Revolving Fund Federal Fund Appropriated Funds Non-Appropriated Funds Note: The $500,000 Agriculture Sustainable Farming Act contribution is reflected in the Miscellaneous and not in the Department of Agriculture 285 FY2007 FY2008 FY2009 Expenditure Appropriation Recommendation General Fund Personal Services 2,015,487 2,288,275 2,353,777 Capital Outlays 11,481 ‐ ‐ Fringe Benefits 683,432 818,371 1,029,597 Supplies 104,007 26,000 30,000 Other Svs. & Chgs. 62,998 210,847 104,517 Utilities 164,561 100,000 131,189 Total General Fund 3,041,966 3,443,493 3,649,080 Internal Revenue Matching Fund Capital Outlays ‐ 20,000 ‐ Total Internal Revenue Matching Fund ‐ 20,000 ‐ TOTAL APPROPRIATED FUNDS 3,041,966 3,463,493 3,649,080 Local Funds Personal Services ‐ ‐ ‐ Capital Outlays 67,602 20,000 50,000 Fringe Benefits ‐ ‐ ‐ Supplies 341,227 30,000 30,000 Other Svs. & Chgs. 196,601 50,000 40,000 Utilities ‐ 8,000 10,000 Total Local Funds 605,430 108,000 130,000 Federal Funds Personal Services 162,321 81,942 268,010 Capital Outlays 19,445 25,000 ‐ Fringe Benefits 59,931 21,305 69,682 Supplies 21,960 25,522 22,793 Other Svs. & Chgs. 99,011 138,357 275,515 Utilities 5,000 2,000 4,000 Total Federal Funds 367,668 294,126 640,000 TOTAL NON‐APPROPRIATED FUNDS 973,098 402,126 770,000 GRAND TOTAL 4,015,064 3,865,619 4,419,080 NON‐APPROPRIATED FUNDS 3 Year Financial Summary By Budget Category APPROPRIATED FUNDS Department of Agriculture 286 Department of Agriculture Financial Summary Fiscal Year 2009 Governorʹs Recommendation All Funds ‐ By Activity Center Personal Capital Fringe Other Svs Description Services Outlay Benefits Supplies & Chgs. Utilities Total APPROPRIATED FUNDS General Fund 83000 Administration 688,177 ‐ 262,630 30,000 104,517 131,189 1,216,513 83010 Agricultural Development 342,049 ‐ 160,566 ‐ ‐ ‐ 502,615 83020 Horticulture 343,979 ‐ 168,508 ‐ ‐ ‐ 512,487 83030 Heavy Equipment 118,295 ‐ 56,286 ‐ ‐ ‐ 174,581 83040 Building & Ground Maint. 97,819 ‐ 44,678 ‐ ‐ ‐ 142,497 83100 Forestry\Water & Soil Cons. 109,622 ‐ 54,105 ‐ ‐ ‐ 163,727 83200 Abbatoir 433,816 ‐ 190,307 ‐ ‐ ‐ 624,123 83210 Veterinary Health 220,020 ‐ 92,517 ‐ ‐ ‐ 312,537 Total General Fund 2,353,777 ‐ 1,029,597 30,000 104,517 131,189 3,649,080 NON‐APPROPRIATED FUNDS Agricultural Revolving Fund 83010 Agricultural Development ‐ 50,000 ‐ 30,000 40,000 10,000 130,000 Total Local Funds ‐ 50,000 ‐ 30,000 40,000 10,000 130,000 Federal Funds 83100 Forest Stewardship/Urban & Co 42,000 ‐ 10,920 8,842 163,238 ‐ 225,000 83210 Veterinary Health 226,010 ‐ 58,762 13,951 112,277 4,000 415,000 Total Federal Funds 268,010 ‐ 69,682 22,793 275,515 4,000 640,000 GRAND TOTAL 2,621,787 50,000 1,099,279 82,793 420,032 145,189 4,419,080 * The $500,000 Agriculture Sustainable Farming Act contribution is reflected in the Miscellaneous and not in the Department of Agriculture. 287 PUBLIC SAFETY Virgin Islands Fire Services Virgin Islands Police Department Department of Planning and Natural Resources 288 289 Message from the Virgin Islands Fire Service’s Director The Virgin Islands Fire Service is dedicated to its mission “To Protect Life and Property from Fire Related Hazards.” The strategic goal of the Agency is to protect life and property through rapid response, public education, inspections and operational efficiency. The Virgin Islands Fire service was established within the Office of the Governor by Act # 4206 on January 1, 1979. The Agency is divided into two districts, St. Thomas/St. John and St. Croix. It consists of ten (10) fire facilities (stations/houses) and two (2) Administrative offices. The Agency has three (3) main areas of operations: Emergency Response Operations (Suppression), Arson Investigation and Prevention (Prevention), and Administration. The Suppression Unit serves as the first respondent in fire related or hazardous material incidents. This Unit is tasked with the control and suppression of fire outbreaks to public or private property. Continuous training, the acquisition of new equipment and the upgrade of the facilities will all work together for more efficient responses. The goal of this Unit is to reduce response time whenever and wherever possible. The Prevention Unit is tasked with public education, investigation of fire cause and origin, inspection of existing public places and businesses, review of plans for the construction of new buildings and ensurance of fire safety code compliance. The goal of this Unit is to elevate Territorial fire awareness and thus reduce the number of fire related incidents. The Administration Unit, through operational efficiency and best management of limited resources, provides financial support so that the Suppression and Prevention Units can effectively achieve their goals. During Fiscal Year 2007, funding was provided for new fire fighters. Training which began in Fiscal Year 2007 resulted in the increase of twenty‐nine (29) new fire fighters in Fiscal Year 2008. Twenty (20) of these firefighters were on St. Thomas/St. John and nine (9) were on St. Croix. Members of the HazMat Team in both Districts received training through the Office of Homeland Security. The Virgin Islands Fire Service is moving towards being more responsive to the needs of the communities. The Virgin Islands Fire Service has received requests to respond to some medical emergencies. Fire personnel will be trained in CPR and basic first responder capabilities so that they can provide emergency service until EMS arrives on the scene. Having an EMT Corp within the Fire Service will be an asset to the Fire Service itself and the community. Fire personnel will also be trained in basic extrication techniques so that they can help accident victims. The Fire stations are strategically located within the District and thus can greatly enhance the response in medical emergencies. The Fire Service can look forward to long years of service from its present personnel. The service has a low retirement turnover rate because it has just been infused with a contingent of young, vibrant firefighters. The Service has been upgrading its equipment as is evidenced by the modern trucks that are in its fleet. However, one of the main drawbacks to the effectiveness of the servicemen and the new equipment is the infrastructure within which they work. Stations need 290 Message from the Director of the Virgin Islands Fire Service to operate with twenty‐first century capabilities. For example, the Fire Service is presently lacking marine firefighting and marine rescue capabilities. Another critical issue facing the Fire Service is the undermanned Prevention Unit. This Unit, as stated above, is tasked with elevating the Territorial awareness of Local and National Fire Codes which affect the safety of our citizens. The Local Fire Code needs to be amended to reflect the changes which are taking place in the community and the economic structure that has changed since its implementation. The members of the Prevention Unit are asked to function in areas for which they have not been certified. Of great importance is the need for greater cohesiveness among the agencies that are part of the Public Safety group. As the Virgin Islands Fire Service enters into Fiscal Year 2009, long overdue maintenance work on the three (3) St. Croix Fire stations will be done. The construction of a maintenance shop on St. Croix will also begin. On St. Thomas the Dorothea community will experience the construction of a more modern facility which will accommodate other emergency responders. The St. John sector will receive additional fire suppression equipment. The search will continue for suitable sites to relocate the Coral Bay facility on St. John and the Hotel Company on St. Thomas. As each Unit of the Fire Service achieves its performance goals, the overall strategic objective of the Fire Service will be realized. 291 Virgin Islands Fire Service ORGANIZATIONAL TYPE: Service Org 24000 / 24020 Fire Services STT/STJ/STX Functional Statement: Fire Services personnel are first responders who perform fire suppression and arson investigations. Units conduct fire safety awareness and fire prevention training to communities, thereby reducing loss of life and property. Performance Goals: Reduce fire‐related incidents. Elevate territorial fire awareness. Key Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Number of presentation attendees* n/a n/a n/a 9,500 11,000 Number of businesses in compliance with the fire code 1,200 1,560 2,028 3,238 3,500 Percentage of businesses (new and renewals) inspected based on total number of requests* n/a n/a n/a 75% 80% Number of days to process fire inspection certificates for businesses in compliance n/a 3‐4 days 2‐3 days 2‐3 days 2‐3 days Number of structural fires 100 80 65 45 40 Average number of minutes for response time: St. Thomas Day Night St. John Day Night St. Croix Day Night n/a n/a n/a n/a n/a n/a 17 min. 10 min. 16 min. 13 min. 9 min. 7 min. 13 min. 8 min. 15 min. 12 min. 8 min. 6 min. 9 min. 7 min. 13 min. 11 min. 7 min. 6 min. 9 min. 7 min. 13 min. 11 min. 7 min. 6 min *These are new KPIs. 292 Virgin Islands Fire Service Org 24010 Administration Functional Statement: Administration is responsible for managing the Agency’s financial resources, as well as providing administrative support services to all fire personnel. Performance Goal: Improve operational efficiency. Key Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Percentage of vendors paid in a timely manner (cycle time) n/a n/a n/a 20 days 20 days Percentage of firefighters meeting National Fire Prevention Association (NFPA) fitness standards* n/a n/a n/a 72% 80% Number of re‐certifications (e.g., Haz‐mat, CPR, EMT)* n/a n/a n/a 29 97 *These are new KPIs. 293 Virgin Islands Fire Service $511,525 [3%] $121,515 [24%] $390,010 [76%] $19,413,154 [97%] General Fund Emergency Services Special Fund Fire Emergency Fund Appropriated Fund Non-Appropriated Funds 294 FY2007 FY2008 FY2009 Expenditure Appropriation Recommendation General Fund Personal Services 13,189,345 12,641,461 13,297,532 Capital Outlays 499,713 ‐ ‐ Fringe Benefits 4,131,081 4,246,193 5,141,861 Supplies ‐ ‐ ‐ Other Svs. & Chgs. 958,254 799,372 536,761 Utilities 343,938 361,200 437,000 Total General Fund 19,122,331 18,048,226 19,413,154 Internal Revenue Matching Fund Personal Services ‐ ‐ ‐ Capital Outlays ‐ 578,765 ‐ Fringe Benefits ‐ ‐ ‐ Supplies ‐ ‐ ‐ Other Svs. & Chgs. ‐ ‐ ‐ Utilities ‐ ‐ ‐ Total Internal Revenue Matching Fund ‐ 578,765 ‐ TOTAL APPROPRIATED FUNDS 19,122,331 18,626,991 19,413,154 Local Funds Personal Services ‐ ‐ ‐ Capital Outlays 18,000 21,555 ‐ Fringe Benefits ‐ ‐ ‐ Supplies 230,300 291,834 311,500 Other Svs. & Chgs. 137,700 178,025 200,025 Utilities ‐ ‐ ‐ Total Local Funds 386,000 491,414 511,525 Federal Funds 243,516 ‐ ‐ Total Federal Funds 243,516 ‐ ‐ TOTAL NON‐APPROPRIATED FUNDS 629,516 491,414 511,525 GRAND TOTAL 19,751,847 19,118,405 19,924,679 3 Year Financial Summary By Budget Category APPROPRIATED FUNDS NON‐APPROPRIATED FUNDS Virgin Islands Fire Services 295 Personal Capital Fringe Other Svs. Description Services Outlay Benefits Supplies & Chgs. Utilities Total APPROPRIATED FUNDS General Fund 24000 Fire Services ‐ STT/STJ 6,641,691 ‐ 2,588,042 ‐ 244,000 307,000 9,780,733 24000 Fire Services ‐ STX 5,093,538 ‐ 1,947,255 ‐ 160,000 130,000 7,330,793 24010 Fire Services ‐ Administration 608,901 ‐ 255,150 ‐ 132,761 ‐ 996,812 24020 Arson & Prevention 953,402 ‐ 351,414 ‐ ‐ ‐ 1,304,816 Total General Fund 13,297,532 ‐ 5,141,861 ‐ 536,761 437,000 19,413,154 NON‐APPROPRIATED FUNDS Local Funds 24000 Fire Services ‐ STT/STJ ‐ ‐ ‐ 20,316 226,296 ‐ 246,612 24000 Fire Services ‐ STX ‐ ‐ ‐ 34,434 196,216 ‐ 230,650 24010 Fire Services ‐ Administration ‐ ‐ ‐ 21,074 13,189 ‐ 34,263 Total Local Funds ‐ ‐ ‐ 75,824 435,701 ‐ 511,525 Federal Funds ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Federal Funds ‐ ‐ ‐ ‐ ‐ ‐ ‐ GRAND TOTAL 13,297,532 ‐ 5,141,861 75,824 972,462 437,000 19,924,679 Virgin Islands Fire Services Financial Summary Fiscal Year 2009 Governorʹs Recommendation All Funds ‐ By Activity Center 296 297 Message from the Virgin Islands Police Department’s Commissioner The U.S. Virgin Islands Police Department (VIPD) is entrusted with the safety and security of all life and property within the U.S. Virgin Islands. To effectively achieve this mandate resources must be acquired and maintained. The Department has submitted a budget which allows for a heightened and sustainable level of service through the acquisition and retention of essential elements. The Virgin Islands Code, Title 3, Chapter 15, sets limitations for the Department. These limitations stop short at detention, commanding the assistance of various Agencies and the Judiciary gauging the Department’s success. Interdepartmentally, the various sections and Units have been given a comprehensive and precise mission based on availability of fiscal sources described in the VIPD Fiscal Year 2009 Budget. During Fiscal Year 2008, VIPD negotiated several unionized salary increases, employed key positions, and commenced a Police Auxiliary class. These initiatives require additional funding reflected in FY‐09 personnel costs. Factors such as the Virgin Islands Water and Power Authority 30% increased cost, the expiration and supplementation of the existing police fleet, and the $1.5 million identification for gasoline purchases, are all requirements outlined in the Fiscal Year 2009 Budget. In the Fiscal Year 2009 Budget, measures will be taken to reduce budgetary items such as overtime, travel and gasoline expenses. However, the addition of a Police Auxiliary Class, sworn and civilian personnel shortfalls, and increasing demands for services pose financial challenges. Unionized obligations such as salary increases, as well as contractual requirements regarding psychological examinations, arbitration payments, medical evaluations and drug testing are items that cannot be omitted from the VIPD budget. These are reoccurring obligations which the Department is committed to meet. The expiration of the limitations set by the contractual agreement entered into between the Government of the Virgin Islands and both Police Unions, PBA and LESU, relating to the Departmentally issued vehicles warrants the upgrading the existing police fleet. This upgrading will require additional radios for the vehicles, which in turn will require upgrading of the Department’s communication system to ensure adequate coverage and security. 298 Message from the Commissioner of the Virgin Islands Police Department When the VI Legislature passes the attached budget, VIPD will acquire and sustain resources necessary for an adequate level of crime fighting. In conjunction with the identifications depicted in the Performance Based Budgeting Report, VIPD will increase its clearance rate and response time to calls for service by a 5% to 15% margin. This margin will noticeably increase over a period of three (3) years. Intelligence gathering, Federal and local compatibility training of officers and system upgrades, will also aid the successful increase of major duty factors. VIPD’s mandate is designed to increase the quality, quantity and proficiency of the Department’s service. This mandate requires budgetary allotments which will not limit the quantity of service, but will ensure the safety of the VI residents. 299 Virgin Islands Police Department ORGANIZATIONAL TYPE: Service, Regulatory/Enforcement, and Social Org 50000 Management Functional Statement: The Office of the Police Commissioner ensures the proper administration of the Virgin Islands Police Department, and obtains the necessary personnel, equipment, training, funding and other resources for each Component of the Department to efficiently fulfill its mandate, and to provide support to Police Operations. Performance Goal: Operate the Police Department at approved budget levels. Org 50010 Intelligence Bureau Functional Statement: The Intelligence Bureau is responsible for collecting, processing and disseminating of intelligence data; investigating major crimes such as white‐collar crime, organized crime, terrorism and subversive activity, and other cases assigned by the Police Commissioner. Performance Goal: Increase efficiency of intelligence processing and dissemination. Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Reduce the average time to disseminate final intelligence report 72 hrs 72 hrs 72 hrs 72 hrs 72 hrs Percentage of sworn personnel meeting Homeland Security intelligence requirements n/a n/a n/a 80% 100% Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Percentage of reduction in overtime expenditures n/a n/a 21% 21% 20% 300 Virgin Islands Police Department Org 50100/50110 Division Of Police Operation STX/STT/STJ Functional Statement: The Police Operation Division ensures the protection of life and property through impartially enforcing the law the Department has jurisdiction over; prevents and diminishes the fear of crime; defends public peace and tranquility; and aggressively pursues and apprehends those who violator the law. Performance Goal: Enforce the laws and prevent crime. Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimated FY 09 Projected Time to respond to all Priority III and IV calls 70 mins. 60 mins. 50 mins. 40 mins. 30 mins. Percentage of reduction in traffic accidents n/a 2% 5% 8% 11% Percentage of decrease in overall injury accidents n/a 13% 15% 19% 21% Percentage of increase in seat belt usage n/a 4% 6% 8% 10% Percentage of increase in traffic enforcement n/a n/a 7% 10% 15% Percentage of increase in burglary arrests cases cleared n/a 50% 50% 16% 20% Percentage of increase in murder arrests cases cleared n/a 75% 75% 3% 7% Percentage of increase in rape arrests cases cleared n/a 75% 75% 2% 5% Percentage of increase in assault arrests cases cleared n/a 75% 75% 4% 8% Percentage of increase in robbery arrests cases cleared n/a 75% 75% 7% 14% 301 Virgin Islands Police Department Org 50250/50300 Special Operations Bureau STX/STT/STJ Functional Statement: The Special Operations Bureau is responsible for patrolling, surveillance, and interdiction operations, including those focused on the fight against drug trafficking, weapons smuggling, and illegal alien entry into the Territory or the usage of ports as transfer points to the U.S. mainland in conjunction with respective Federal agencies. Performance Goal: Increase border and ports security. Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Percentage of increase in special interdiction activities in coordination with Federal Agencies 10% 15% 20% 25% 30% Decrease in the average deployment time of personnel to incidents: Marine Unit* K‐Nine Unit Tactical Team 90 mins. 10 mins. n/a 60 mins. 10 mins. n/a 60 mins. 30 mins. 30 mins. 60 mins. 30 mins. 30 mins. 60 mins. 30 mins. 30 mins. *Weather conditions and distance will dictate response time. Org 50120 School Security STX/ STT Functional Statement: The School Security Unit provides security and police protection for public schools in the Territory to prevent vandalism, arrest violators and trespassers, and reduce criminal incidents. Performance Goal: Increase protection and security at schools. 302 Virgin Islands Police Department Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Percentage of reduction in daytime vandalism incidents reported 30% 50% 75% 80% 90% Percentage of reduction in daytime trespasses 40% 45% 50% 55% 60% Percentage of reduction in annual criminal incidents reported 15% 20% 25% 30% 35% Org 50200 Administrative Services Functional Statement: The Administrative Services Unit maintains personnel, fiscal and property records, payroll, and provides Administrative Services and logistical support to the overall operations of the Department. Performance Goal: Promote operational effectiveness. Performance Indicator FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Reduction in turnaround days to process payment documents n/a n/a 60 days 30 days 15 days Org 50210 Communications Functional Statement: The Communications Unit operates and maintains the equipment necessary to communicate with headquarters, zones, officers, and other operating Units of the Department. Performance Goal: Improve efficiency and effectiveness of communications system. 303 Virgin Islands Police Department Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Percentage of decrease in customer complaints regarding 911 10% 10% 20% 20% 50% Percentage of 911 system upgrades completed n/a 25% 25% 15% 100% Org 50220 Management Information Systems Bureau Functional Statement: The Management Information Systems Bureau provides a variety of information technology services to assist in the ongoing war against crime and violence in the Territory. Performance Goal: Increase efficiency and effectiveness of technological services. Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Percentage of personnel using computers n/a n/a 75% 80% 90% Percentage of Departmental Offices inter‐connected n/a n/a 95% 60% 100% Percentage of personnel with direct access to computers n/a n/a 95% 75% 100% Org 50320 Highway Safety Administration Functional Statement: The Highway Safety Administration administers the Highway Safety Program for compliance with Federal requirements, which are necessary to qualify for Federal highway safety funds. Performance Goal: Increase compliance with Federal highway safety requirements. 304 Virgin Islands Police Department Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Increase the monitoring visits for sub‐grantees 8 8 12 14 15 Number of traffic records assessments and evaluations conducted n/a 1 1 1 1 Org 50400 Training Functional Statement: The Training Unit develops, conducts and maintains Departmental training Programs consistent with modern training methods and practices to increase the efficiency and productivity of both sworn and civilian personnel. It also assists other enforcement Agencies with training personnel. Performance Goal: Implement quality training to meet the needs of the Virgin Islands Police Department personnel. Key Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimated FY 09 Projected Number of recruits completing training on St. Thomas/St. John* n/a 17 0 30 60 Number of recruits completing training on St. Croix* 11 15 12 30 75 Percentage of persons receiving regular in‐service training n/a 77% 100% 100% 100% Percentage of persons receiving regular defensive driving training n/a 10% 8% 50% 100% Number of non‐agency personnel receiving training n/a n/a 82 75 70 * This indicates recruit class transfer and the Auxiliary Program. 305 Virgin Islands Police Department Org 50500 Motor Pool STX/STT/STJ Functional Statement: The Motor Pool Unit maintains and stores all vehicles of the Virgin Islands Police Department. Performance Goal: Provide safe and reliable vehicles to the Department. Key Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimated FY 09 Projected Reduction in the number of out‐of‐ service vehicles n/a 86 75 25 10 Percentage of vehicles receiving regular maintenance n/a 85% 85% 87% 90% Timeliness of average repairs n/a 5 days 3 days 4 days 3 days 306 $5,231,238 [100%] $260,000 [5%] $83,000 [2%] $4,888,238 [93%] Emergency Service Fund Casino Fund Federal Funds Non- Appropriated Funds Virgin Islands Police Department $62,928,353 [99%] $850,000 [1%] $62,778,353 [100%] General Fund Tourism Advertising Appropriated Funds 307 FY2007 FY2008 FY2009 Expenditure Appropriation Recommendation General Fund Personal Services 32,370,453 38,983,407 38,624,741 Capital Outlays 651,583 ‐ 730,625 Fringe Benefits 8,882,770 11,123,195 13,060,201 Supplies 2,916,136 3,446,505 3,528,060 Other Svs. & Chgs. 3,984,302 4,451,004 5,239,970 Utilities 1,441,485 1,046,310 1,744,756 Total General Fund 50,246,729 59,050,421 62,928,353 Tourism Advertising Revolving Personal Services 508,034 598,161 544,947 Capital Outlays ‐ ‐ ‐ Fringe Benefits 179,075 216,843 239,217 Supplies 29,009 34,996 65,836 Other Svs. & Chgs. ‐ ‐ ‐ Utilities ‐ ‐ ‐ Total Tourism Advertising Revolving Fund 716,118 850,000 850,000 Internal Revenue Matching Fund Personal Services ‐ ‐ ‐ Capital Outlays ‐ 4,155,500 ‐ Fringe Benefits ‐ ‐ ‐ Supplies ‐ ‐ ‐ Other Svs. & Chgs. ‐ ‐ ‐ Utilities ‐ ‐ ‐ Total Internal Revenue Matching Fund ‐ 4,155,500 ‐ TOTAL APPROPRIATED FUNDS 50,962,847 64,055,921 63,778,353 Local Funds Personal Services ‐ ‐ ‐ Capital Outlays ‐ ‐ ‐ Fringe Benefits ‐ ‐ ‐ Supplies 104,947 113,622 50,000 Other Svs. & Chgs. 44,866 200,082 293,000 Utilities ‐ ‐ ‐ Total Local Funds 149,813 313,704 343,000 Federal Funds Personal Services 241,517 380,133 727,105 Capital Outlays 225,235 812,000 770,000 Fringe Benefits 5,016 90,461 161,231 Supplies 56,900 103,818 132,381 Other Svs. & Chgs. 297,680 651,574 3,097,521 Utilities ‐ ‐ ‐ Total Federal Funds 826,348 2,037,986 4,888,238 TOTAL NON‐APPROPRIATED FUNDS 976,161 2,351,690 5,231,238 GRAND TOTAL 51,939,008 66,407,611 69,009,591 * Recommendation does not include Narcotic Strike Force APPROPRIATED FUNDS NON‐APPROPRIATED FUNDS 3 Year Financial Summary By Budget Category Virgin Islands Police Department 308 Virgin Islands Police Department Financial Summary Fiscal Year 2009 Governorʹs Recommendation All Funds ‐ By Activity Center Personal Capital Fringe Other Svs. Description Services Outlay Benefits Supplies & Chgs. Utilities Total APPROPRIATED FUNDS General Fund 50000 Management 1,780,250 ‐ 568,436 81,731 422,038 ‐ 2,852,455 50010 Intelligence Bureau 388,875 ‐ 137,102 14,581 77,000 ‐ 617,558 50100 Police Operations Stt/J 15,214,817 ‐ 4,865,111 373,600 1,037,688 833,603 22,324,819 50110 Police Operations St Croix 14,635,188 480,625 4,871,457 426,552 1,144,785 808,603 22,367,210 50120 School Security Program STT/STJ 741,303 ‐ 272,547 17,595 ‐ ‐ 1,031,445 50120 School Security Program STX 519,967 ‐ 182,871 11,619 ‐ ‐ 714,457 50130 Special Operations STT/STJ 368,692 ‐ 114,424 35,500 2,500 ‐ 521,116 50130 Special Operations STX 283,743 ‐ 93,028 132,120 55,404 ‐ 564,295 50200 Support Services 2,144,636 ‐ 829,343 110,625 253,720 39,550 3,377,874 50210 Communications 1,008,289 ‐ 544,570 70,000 397,500 ‐ 2,020,359 50220 MIS 306,973 250,000 111,071 70,000 212,500 ‐ 950,544 50320 Highway Safety Administra 119,744 ‐ 54,259 20,000 26,000 ‐ 220,003 50330 Highway Safety Res./Stat 39,517 ‐ 13,612 10,000 106,400 8,400 177,929 50400 Training 168,024 ‐ 61,354 279,732 681,900 ‐ 1,191,010 50500 Motor Pool STT 255,635 ‐ 92,191 957,370 375,000 ‐ 1,680,196 50500 Motor Pool STX 188,768 ‐ 81,391 909,035 344,615 ‐ 1,523,809 52100 Administration 324,070 ‐ 115,207 4,000 58,392 30,300 531,969 52110 Management Info. Systems 81,250 ‐ 31,467 2,000 27,260 12,300 154,277 52120 Victim/Witness 55,000 ‐ 20,760 2,000 17,268 12,000 107,028 Total General Fund 38,624,741 730,625 13,060,201 3,528,060 5,239,970 1,744,756 62,928,353 Tourism Advertising Revolving Fund 50100 Police Operations STT/STJ 271,330 ‐ 121,627 32,918 ‐ ‐ 425,875 50110 Police Operations STX 273,617 ‐ 117,590 32,918 ‐ ‐ 424,125 Total Tourism Advertising Revolving Fund 544,947 ‐ 239,217 65,836 ‐ ‐ 850,000 NON‐APPROPRIATED FUNDS Local Funds 50000 Management ‐ ‐ ‐ 50,000 293,000 ‐ 343,000 Total Local Funds ‐ ‐ ‐ 50,000 293,000 ‐ 343,000 Federal Funds 50200 Highway Safety 589,105 770,000 122,731 124,881 575,336 ‐ 2,182,053 52100 Administration 138,000 ‐ 38,500 7,500 2,522,185 ‐ 2,706,185 Total Federal Funds 727,105 770,000 161,231 132,381 3,097,521 ‐ 4,888,238 GRAND TOTAL 39,896,793 1,500,625 13,460,649 3,776,277 8,630,491 1,744,756 69,009,591 309 310 Message from the Department of Planning and Natural Resources’ Commissioner The Department of Planning and Natural Resources (DPNR) administers and enforces all laws pertaining to Fish and Wildlife, Environmental Protection, Coastal Zone Management, Environmental Enforcement, Building Permits, Historic Preservation, Cultural Heritage, the Arts, Libraries, Archives & Museums, and Planning . Presently the Department has nine primary operating divisions and two sub‐entities (for budget purposes). Each division, which has its own unique, but inter‐related set of administrative and/or regulatory mandates, are: • BUSINESS AND ADMINISTRATIVE SERVICES • BUILDING PERMITS • COMPREHENSIVE & COASTAL ZONE PLANNING (PLANNING OFFICE) • COASTAL ZONE MANAGEMENT (CZM) • LIBRARIES, ARCHIVES AND MUSEUMS (LAM) • FISH AND WILDLIFE • ENVIRONMENTAL PROTECTION (EP) • HISTORIC PRESERVATION (HP) • ENVIRONMENTAL ENFORCEMENT (EE) • VIRGIN ISLANDS CULTURAL HERITAGE INSTITUTE (VICHI) • VIRGIN ISLANDS COUNCIL ON THE ARTS (VICA) Pursuant to Act No. 6973, enacted March 12, 2008, the Division of Capital Development Planning (CDBG Program) was transferred to the Housing Finance Authority. Additionally, pursuant to Act No. 6978 enacted April 9, 2008, the Energy Office was be transferred to the Office of the Governor. These two divisions will not be included in the Fiscal Year 2009 submission. The department’s budget totals $33,625,317 inclusive of federal, local and other special funds. Of the $33,625,317, 51 percent or $17,071,851 are direct federal grants; 25 percent or $8,395,147 from the General Fund and the remaining 24 percent or $8,158,319 from Special Funds generated by department collections and special appropriations. For Fiscal Year 2009 DPNR intends to aggressively undertake all steps necessary toward the development and implementation of a Comprehensive Land and Water Use Plan. Key to this initiative is to increase the local funding of the Division of Comprehensive Coastal Zone Planning (CCZP) to ensure an adequate compliment of requisite resources to fulfill this important and challenging effort. The multi‐pronged approach includes updating the Virgin Islands Zoning and Subdivision Laws and Regulations while working in conjunction with the Nature Conservancy, Urban Land Institute and various stateside university sources in the overall planning process. Further, negotiations are nearing completion between the U.S. Environmental Protection Agency (EPA), DPNR and HOVENSA to reduce greenhouse gas emissions from the refinery by approximately 50% under the Petroleum Refinery Initiative (PRI). The decrease of emissions from the refinery will result in a significant reduction of emission fees collected by the DPNR from HOVENSA under the Title V, Air Permitting Program. This will again require increased 311 Message from the Commissioner of the Department of Planning and Natural Resources local funding to augment program income. Inadequate local funding levels may compromise the integrity of the Title V Permitting Program and prompt withdrawal of the program’s delegated status by the EPA; which has been threatened in the past. DPNR has developed a myriad of initiatives that will be undertaken in Fiscal Year 2009: 1. E‐permitting for on‐line, interactive access for improved customer efficiency and satisfaction. The CZM e‐permit process is scheduled to roll out in April 2008 with the Building Permit, Environmental Protection and Boater registration expected to follow later in the calendar year. 2. Develop a data base that will track all earth change permits and violations. Violations will be published monthly and highlighted in our Save Our Soils (SOS) campaign for non point source pollution. A Public Service Announcement (PSA) campaign will be developed around this activity. Additionally, a training and certification program, in conjunction with the Cooperative Extension Center and the Department of Agriculture, for all heavy equipment and bladed vehicle operators will be rolled out later this calendar year. 3. Review, analyze and amend all permit fee programs in the department. Aggressively pursue a reduction in submerged lands account receivables and evaluate all coastal developments for compliance with appropriate permits and fees. Also, attempt to resurrect the “impact fee” issue particularly for large scale developments. 4. Complete rules and regulations for regulatory programs. 5. The issue of diesel truck emissions will be addressed in collaboration with the Environmental Protection Agency. Diesel operated school buses will also be included in this program to encourage the retrofitting of engines to remove the black exhaust and carbon monoxide gases associated with these vehicles. In Fiscal Year 2007, DPNR was successful with serveral of its initiatives, which included : • Renewed an agreement with National Oceanic and Atmospheric Administration (NOAA) fisheries service for $100,000 to conduct off‐shore and near shore patrols for enforcement of federally protected species. • Renewed an agreement with the United States Coast Guard National Safe Boating in the amount of $700,000 to board and inspect vessels for registration, safety equipment, search and rescue, education, rules of the road, boating under the influence, and negligent operation. 312 Message from the Commissioner of the Department of Planning and Natural Resources • Secured the cooperation and participation of the Nature Conservancy via an Memorandum of Understanding (MOU) that will assist in our general planning initiatives. Also, contracted with the Rutgers University for a comprehensive assessment of the VI Zoning Law and Subdivision Regulations. • Expanded departmental functions of permitting, cashiering, boat registration, and information/application distribution services to St. John at the Market Place in Enighed, St. John. • Updated the Zoning Map Amendment Database. • Established a CZM grants team to meet program requirements for NOAA and develop future management strategies. • Completed staffing and renovations of the new East‐end Marine Park office at Great Pond, St. Croix. • Purchased new library bookmobiles. • Instituted a new and more efficient earth change permitting program. • Worked with EPA to implement a new storm water permitting program. • Continued rehabilitation and reconstruction projects at Fort Frederik, Fort Christian and the Jarvis House continued. • Work is expected to commence on the new St. Thomas library in 2008. 313 Department of Planning and Natural Resources ORGANIZATIONAL TYPE: Regulatory Org 80051/80110/80120/80054 Business and Administrative Services Functional Statement: The Business and Administrative Services is responsible for all fiscal matters pertaining to budgeting, personnel, payroll, revenue collection, and other fiscal matters involving General, federal, and other special funds. Performance Goal: To provide timely and accurate information. Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Number of days to process vendor’s payments 15 10 5 3 2 Org 80130 Enforcement Functional Statement: Enforcement serves as the law enforcement arm of the Department. Its primary function is to enforce all environmental, boating safety and permitting laws of the Territory, that seek to protect, conserve and preserve our natural resources. Its secondary functions are to support: (1) the philosophy of “zero tolerance” to illegal drugs by assisting, when call upon, by federal and local enforcement agencies to participate in joint initiatives aimed at eradicating illegal drugs within the USVI borders; (2) the Homeland Security mission through land and marine patrols focus at preventing terrorist attacks aimed at crippling the Territory’s economy; and (3) federal fisheries laws as stipulated in the “Joint Enforcement Agreement”. Performance Goals: To provide timely and accurate information. To protect our environment. 314 Department of Planning and Natural Resources Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Number of boating safety patrol hours 864 864 1,450 1,700 2,000 Number of vessel safety inspections 1,000 1,000 1,600 3,200 3,800 Number of sea patrol hours 960 1,500 3,000 3,500 4,500 Number of dockside boating hours 300 300 800 950 1,100 Number of dockside fisheries inspections 1,000 1,000 1,600 2,200 2,400 Number of hours in historic district 25 25 25 25 50 Number of hours in monitoring Permit development (CZM, EP, BP) 300 300 300 400 500 Number of hours spent providing boating safety education 400 400 1,200 2,500 4,500 Org 80200/80210/80220 Permits Administration STT/STJ/STX and Permits Inspection Functional Statement: The Permits Inspection Unit reviews and issues various types of permits: building, plumbing, electrical, demolition, mechanical and occupancy for the construction of new or existing residential, commercial or any other type of structure that will be occupied or used by an individual, family or group. It also inspects all construction activity throughout the Territory to ensure minimum local and national building code compliance. Performance Goals: To provide timely and accurate information. 315 Department of Planning and Natural Resources Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Number of minutes to process the application n/a 150 mins. 150 mins. 15 mins. 15 mins. Number of minutes to research information n/a 30 mins. 30 mins. 15 mins. 15 mins. Number of days to review and issue a permit for construction 10 days 10 days 8 days 7 days 7 days Number of days to review and issue an electrical/plumbing permit for construction n/a 7 days 7 days 2 days 2 days Org 80400 Coastal Zone Management Functional Statement: The Coastal Zone Management Program, pursuant to Act No. 4248, Title 12, Chapter 21, Section 903 (b), Virgin Islands Code, serves to protect, maintain, preserve and where feasible, enhance and restore the quality of the environment in the coastal zone (including the trust lands and other submerged and filled lands of the Virgin Islands), and the natural and manmade resources therein; and promote economic development and growth in the coastal zone. The Coastal Zone Management Program also permits and regulates all development within the first tier of the coastal zone; develops, manages and promotes the St. Croix East End Marine Park; oversees the negotiation and implementation of submerged and filled land leases; and assists in the protection of marine environments, particularly coral reefs, via implementation of erosion and sedimentation control regulations and programs and non‐point source pollution control policies and programs. Performance Goals: • To provide timely and accurate information • To ensure that Public Access is provided for in all permitted major coastal developments. 316 Department of Planning and Natural Resources Org 80410 Comprehensive and Coastal Zone Planning Functional Statement: Comprehensive and Coastal Zone Planning, whose functions are referenced in the Virgin Islands Code under the Division of Planning, formulates long‐range plans and policies, including the development of a comprehensive plan to properly guide and manage physical, economic and social growth and development trends in the Territory. The Division is also responsible for administering DPNR’s zoning map amendments, subdivision processes, and for reviewing their effectiveness and appropriateness. The Division provides technical planning support and serves as a resource center for the DPNR, other government agencies and the general public; and is responsible for coordinating Territorial planning activities and capital projects between the public and private sector. Performance Goals: To streamline the development review process. To provide timely and accurate information. Key Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimated FY 09 Projected Percentage of permits reviewed within statutory timeframe n/a n/a n/a 100% 100% Percentage of approved major permits with provision for Public Access n/a n/a n/a 100% 100% Number of field Inspections performed n/a n/a n/a 500 500 Percentage of violations resolved n/a 63% 56% 36% 75% Number of awareness outreach activities n/a n/a n/a 22 25 Number of technical outreach activities n/a n/a n/a 10 15 Percentage of delinquent lease accounts that are brought into compliance n/a n/a n/a 25% 50% Number of partnerships formed n/a n/a n/a 2 4 No. of outstanding Federal Reports n/a n/a 12 0 0 317 Department of Planning and Natural Resources Org 80800 Division of Archaeology and Historic Preservation Functional Statement: The Division for Archeology and Historic Preservation preserves the cultural and historic heritage by preserving and protecting as well as fostering a meaningful awareness and appreciation of the unique history of the United States Virgin Islands. This history is contained in prehistoric and historic archaeological deposits, both terrestrial and marine, manifested in sites of cultural and spiritual meaning, and reflected in the outstanding architecture and beauty of aboveground historic buildings and sites of the USVI. This mission is accomplished through encouragement and education and by sponsoring and assisting programs that promote historic preservation in the USVI. Performance Goals: To provide timely, courteous and professional service To increase the public’s awareness. Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimated FY 09 Projected Number of days to assess applications 30 20 20 20 20 Number of days to complete reports with recommendations 45 30 30 30 30 Update and Reconcile planning data 30% 40% 60% 80% 80% Assess Zoning and Subdivision Codes, and proposed Comprehensive Land and Water Use Plan and Law. 30% 30% 30% 100% 100% Increase application and development impact fees through legislation 0% 0% 50% 80% 80% Establish Division’s GIS and Graphics Operations Support 20% 0% 20% 100% 100% 318 Department of Planning and Natural Resources Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimated FY 09 Projected Number of technical consultations to governmental and non‐governmental n/a 185 200 150 100 Number of historical sites identified and added to the National Registry n/a 6 2 4 10 Number of Intra‐Governmental consultations n/a n/a 8 12 20 Number of Private Sector collaborations n/a n/a 47 58 65 Org 80520 Museums Functional Statement: The Museums Unit is responsible for the interpretation of the history, arts, and material culture of the USVI through exhibitions, displays, lectures, and workshops. This unit also has to meet the demands of preserving and maintaining two coastal Danish fortresses, Fort Christian and Fort Frederik, which are National Historic Landmarks. These two cultural resources are vital to the economic viability of the historic towns they are located in, the cultural heritage of the Territory, and its tourism industry. Performance Goals: To provide timely and accurate information. To protect our environment. *Please Note: Both the Fort Frederik & Fort Christian museums are closed for repairs. Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimated FY 09 Projected Number of vistors to: Fort Frederik Museum Fort Christian Museum 10,367 9,573 10,400 *TBD 10,500 *TBD n/a n/a n/a n/a Number of damage and lost artifacts: Fort Frederik Museum Fort Christian Museum n/a 2 1 *n/a n/a *n/a n/a *n/a n/a n/a 319 Department of Planning and Natural Resources Org 80500/80550 Libraries and Administration & LSCA/LSTA Functional Statement: The Libraries and Administration & LSCA/LSTA provides library reader/information services, through traditional and electronic means, to people of all ages to assist in meeting their educational, recreational and professional needs. The libraries house archives and is a depository for government records for the territory. It identifies, preserves and promotes the relevance of historical and cultural related public records of the Virgin Islands. Performance Goals: To provide timely and accurate information. Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimated FY 09 Projected Percentage increase of print reading material n/a 25% 25% 25% 40% Percentage increase of online database n/a 25% 25% 25% 35% Percentage increase in outreach activities provided to the disadvantaged in the Territory. n/a n/a 5% 15% 40% Org 80600 Division of Fish and Wildlife Functional Statement: Fish and Wildlife (DFW) is 100% federally funded and provides scientific advice to the Department on the condition of the wildlife, fisheries and marine resources of the U.S. Virgin islands. DFW also provide advice on the best strategies to sustain these resources for all the citizens of the U.S. Virgin Islands. DFW is split into three bureaus: the Bureau of Fisheries, the Bureau of Wildlife, and the Bureau of Environmental Education and Endangered Species. Performance Goals: To provide for sustainable management of Virgin Islands Fish and Wildlife resources. To encourage public involvement in responsible Fish and Wildlife resource use. To enhance, develop and maintain infrastructure for public access to coastal resources. To engage and support Virgin Islands community education and environmental stewardship. 320 Department of Planning and Natural Resources Org 80700 Environmental Protection Functional Statement: Environmental Protection provides protection and conservation of the natural resources of the Territory in collaboration with other divisions and governmental agencies for the health and comfort of the public so they can have a better quality of life. Performance Goals: To protect, maintain and improve the quality of the natural resources in the Virgin Islands. To improve regulatory efficiency and services. Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimated FY 09 Projected Percentage increase in number of wells permitted n/a 25% 25% 30% 30% Number of beaches monitored weekly 43 42 43 43 43 Percentage increase of compliance at regulated facilities n/a n/a 20% 25% 30% Number of semi‐annual routine inspections conducted at major air pollution sources n/a 6 4 7 7 Percentage of Virgin Islands’ Waterbodies monitored and assessed 65% 70% 70% 75% 80% Percentage increase in Compliance inspections for the Solid Waste, Used Oil & Underground Storage Tank Programs n/a 5% 20% 25% 30% Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimated FY 09 Projected Number of offshore, Government owned cays monitored for destruction 3 2 2 2 2 Number of offshore, Government owned cays with restored to natural wildlife habitation n/a 2 2 2 2 Number of requests for Spanish translated materials n/a 50 50 75 75 321 Department of Planning and Resources Org Virgin Islands Cultural Heritage Institute Functional Statement: The Virgin Islands Cultural Heritage Institute preserves, promote, protect, revitalize, and disseminate Virgin Islands culture. Our culture is reflected in our customs, folkways, festival arts, belief systems, music, dances, stories, dress, food, saying, language, art forms, occupations, crafts, and other expressions of the spirit of the people of the Virgin Islands. This mission will be accomplished through educational programs, and training initiatives, recognition and commemoration of our holidays, tradition bearers, heroes and heroines, the awarding of grants and scholarships, collaboration with Government or private entities, establishment of cultural centers, and maintenance of cultural archives. Performance Goals: To preserve and disseminate all cultural aspects of Virgin Islands Culture. To promote the cultural heritage. Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimated FY 09 Projected Number of workshops performed n/a n/a 12 50 50 Number of materials procured and maintained for the archives n/a n/a 5 25 25 Number of educational materials provided to schools n/a n/a 5 12 12 Number of partnership with govt./private sector n/a n/a 15 10 10 Number of Tradition Bearers identified and recognized n/a n/a 2 12 12 Number of grants administered n/a n/a 2 10 10 322 Department of Planning and Natural Resources Federal Funds, $17,953,343 [79%] Fish and Wildlife Fund, $415,359 [2%] Air Pollution Fund, $1,059,246 [5%] Program Income Fund, $2,389,854 [10%] $22,824,976 [72%] Natural Resources Recal., $1,007,174 [4%] $8,915,238 [28%] General Fund Program Income Fund Natural Resources Recalm. Air Pollution Fund Fish and Wildlife Fund Federal Funds Non-Appropriated Funds Appropriated Funds 323 FY2007 FY2008 FY2009 Expenditure Appropriation Recommendation General Fund Personal Services 3,800,248 4,995,671 5,210,719 Capital Outlays 1,021,660 ‐ ‐ Fringe Benefits 1,145,940 1,517,067 1,914,196 Supplies 463,718 164,499 164,499 Other Svs. & Chgs. 1,729,600 934,499 1,122,879 Utilities 613,903 481,937 502,945 Total General Fund 8,775,069 8,093,673 8,915,238 Internal Revenue Matching Fund Personal Services ‐ ‐ ‐ Capital Outlays ‐ ‐ ‐ Fringe Benefits ‐ ‐ ‐ Supplies ‐ ‐ ‐ Other Svs. & Chgs. 750,000 ‐ ‐ Utilities ‐ ‐ ‐ Total Internal Revenue Matching Fund 750,000 ‐ ‐ TOTAL APPROPRIATED FUNDS 9,525,069 8,093,673 8,915,238 Local Funds Personal Services 2,369,179 3,338,028 3,015,035 Capital Outlays 673,547 109,118 59,450 Fringe Benefits 704,755 1,196,236 1,132,519 Supplies 151,418 128,476 87,713 Other Svs. & Chgs. 1,722,721 1,321,186 475,982 Utilities 40,931 73,165 100,934 Total Local Funds 5,662,551 6,166,209 4,871,633 Federal Funds Personal Services 2,944,951 4,747,038 4,448,225 Capital Outlays 152,361 826,458 787,758 Fringe Benefits 891,908 1,615,584 1,518,293 Supplies 279,239 648,134 639,584 Other Svs. & Chgs. 1,928,606 11,262,458 10,488,656 Utilities 53,505 77,828 70,828 Total Federal Funds 6,250,570 19,177,500 17,953,343 TOTAL NON‐APPROPRIATED FUNDS 11,913,121 25,343,709 22,824,976 GRAND TOTAL 21,438,190 33,437,382 31,740,214 3 Year Financial Summary APPROPRIATED FUNDS NON‐APPROPRIATED FUNDS Department of Planning & Natural Resources By Budget Category 324 Department of Planning & Natural Resources Financial Summary Fiscal Year 2009 Governorʹs Recommendation All Funds ‐ By Activity Center Personal Capital Fringe Other Svs Description Services Outlay Benefits Supplies & Chgs. Utilities Total APPROPRIATED FUNDS General Fund 80000 Executive Office 312,500 ‐ 79,689 16,000 124,933 25,426 558,548 80051 Office of the Director 361,294 ‐ 136,309 20,500 63,168 28,861 610,132 80054 Revenue Contract Mgmt. 71,338 ‐ 31,702 ‐ ‐ ‐ 103,040 80110 Person./Bud./Grants Mgmt. 107,500 ‐ 38,610 ‐ ‐ ‐ 146,110 80120 Accounting & Payroll 284,775 ‐ 106,297 ‐ ‐ ‐ 391,072 80130 Enforcement 81,000 ‐ 31,312 12,000 46,351 26,070 196,733 80200 Administration ‐ STT/STJ 258,150 ‐ 94,923 30,750 88,471 30,895 503,189 80210 Administration ‐ STX 110,956 ‐ 55,426 30,750 99,321 30,895 327,348 80220 Inspection 831,309 ‐ 312,455 ‐ ‐ ‐ 1,143,764 80400 Comprehensive Planning 170,636 ‐ 64,104 ‐ ‐ ‐ 234,740 80410 Functional Area Planning 107,571 ‐ 37,994 8,000 46,408 20,640 220,613 80500 Libraries & Administration 1,597,940 ‐ 592,610 35,000 434,076 251,801 2,911,427 80510 Photo Duplication Lab 30,000 ‐ 2,569 ‐ ‐ ‐ 32,569 80520 Museums 198,217 ‐ 80,988 3,000 3,500 20,000 305,705 80540 Archives 60,000 ‐ 21,971 ‐ ‐ ‐ 81,971 80550 LSCA 32,497 ‐ 12,233 ‐ ‐ ‐ 44,730 80700 Environmental Protection 420,262 ‐ 141,480 4,499 172,648 59,357 798,246 80800 Historic Preservation 174,774 ‐ 73,524 4,000 44,003 9,000 305,301 Total General Fund 5,210,719 ‐ 1,914,196 164,499 1,122,879 502,945 8,915,238 NON‐APPROPRIATED FUNDS Local Funds 80000 Executive Office 55,000 10,000 19,029 18,600 71,341 10,000 183,970 80120 Accounting & Payroll 113,513 ‐ 43,548 ‐ ‐ ‐ 157,061 80054 Revenue Contract Mgmt. 131,848 ‐ 55,040 ‐ ‐ ‐ 186,888 80130 Enforcement 681,862 25,000 272,809 34,585 62,504 24,100 1,100,860 80200 Administration ‐ STT/STJ 429,013 ‐ 156,852 4,499 173,305 47,334 811,003 80210 Administration ‐ STX 610,798 ‐ 224,349 ‐ ‐ ‐ 835,147 80400 Comprehensive Planning 398,181 ‐ 139,277 ‐ ‐ ‐ 537,458 80700 Environmental Protection 594,820 24,450 221,615 30,029 168,832 19,500 1,059,246 Total Local Funds 3,015,035 59,450 1,132,519 87,713 475,982 100,934 4,871,633 Federal Funds 80000 Library Svs. & Construct. Act 59,003 ‐ 19,783 ‐ 9,037 ‐ 87,823 80200 CZM 600,946 ‐ 191,300 18,686 464,068 ‐ 1,275,000 80600 Fisheries and Wildlife 1,273,558 462,132 415,627 320,743 1,649,470 40,574 4,162,104 80700 Environmental Protection 1,990,888 284,060 735,776 165,852 7,976,088 5,454 11,158,118 80800 Historic Preservation 183,500 ‐ 49,618 3,000 147,993 9,800 393,910 80800 Permits ‐ ‐ ‐ ‐ 50,000 ‐ 50,000 80900 Enforcement 340,330 41,566 106,189 131,303 192,000 15,000 826,388 Total Federal Funds 4,448,225 787,758 1,518,293 639,584 10,488,656 70,828 17,953,343 GRAND TOTAL 12,673,979 847,208 4,565,008 891,796 12,087,517 674,707 31,740,214 325 EDUCATION Board of Education Department of Education University of the Virgin Islands 326 327 Message from the Board of Education’s Executive Director The duties and responsibilities of the Virgin Islands Board of Education are outlined in the Virgin Islands Code, Title 17, Chapter 3. These duties include, but are not limited to: the oversight of the Territorial Scholarship Program, responsibility for reporting on education facilities, formulation and approval of educational policy, certification of educational professionals, and oversight of the Department of Education’s Federal monies. The Board of Education’s Fiscal Year 2009 budget continues the mandates that were outlined in the previous year’s budget. Strategic goals of the Virgin Islands Board of Education include: strengthening Territorial education policies and standards, and providing financial assistance opportunities for persons seeking higher education. Strategic Objectives: Increase certified teachers by 35% by 2012 Grant 100% of loan applications by 2012 Performance Goals: Have alternative certification programs Enhance higher education loan programs Significant in the Fiscal Year 2009 budget is the additional scholarships that were established as part of the Board’s commitment to affording students with new educational opportunities. There are twenty (20) new teaching scholarships, ten (10) in each district; and twenty (20) new nursing scholarships, ten (10) in each district. Additionally, another $100,000 was added to the Territorial Loan/Grant Program. This initiative will give students additional resources and will expand the Board’s ability to serve the community more effectively. The Executive Committee will spearhead the hosting of the National School Board Association’s Northeast Region Meeting in October 2008. Planning and implementation phases have been organized for this event. Several national and local agencies will support this event which will include 100 visitors from the Northeast region. Additionally, the Fiscal Year 2009 budget reflects the Board’s mandate to certify professionals in the Territory and to increase the number of highly qualified individuals. Therefore, the Professional Certification and Higher Education Committee will need funding for VI History and Culture Institutes, PRAXIS I and PRAXIS II preparation courses, and continued Board and staff professional development. The Policies, Rules and Regulations Committee is seeking support for two (2) conferences in the next fiscal year to explore single‐gender education as an optional experience for Virgin Islands students. It also will continue to work on revision of old policies and implementation of new policies in support of education in the Virgin Islands. The Public/Private Liaison Committee continues its efforts to work with private entities to inform the public about major issues in education. Next fiscal year, the Board will sponsor an education fair to assist college‐bound students in their decision making for this pivotal experience in their lives. 328 Message from the Executive Director of the VI Board of Education The School and Physical Plant Committee examines school facilities throughout the Territory. These activities are supported by increased travel expenses which are essential for the completion of the physical plant’s final report which is sent to the Governor, Senators and education officials. Finally, the Board has consistently worked to achieve its strategic goals on behalf of the Virgin Islands’ community, and this budget demonstrates its effectiveness in achieving its mandates. 329 Board of Education ORGANIZATIONAL TYPE: Policy Org 33000 Board Of Education‐Territorial Functional Statement: The Territorial Board of Education sets and evaluates broad educational policies for the Territory’s public schools. It administers the Territorial Financial Aid Programs, the Morris E. DeCastro Fellowship, the Leveraging Educational Assistance Partnership (LEAP) and the State Leveraging Educational Assistance Partnership (SLEAP) Programs, which are supported in part by the Federal Government. Performance Goals: Enhance the Higher Education Loan Program. Make alternate routes available for professional certification. Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimated FY 09 Projected Number of certificates issued n/a n/a 25 327 400 Number of scholarships issued to students from private donations n/a n/a 3 5 10 330 Board Of Education $12,639 [ 2%] $590,000 [98%] $2,694,389 [82%] $602,639 [18%] General Fund Federal Funds Territorial Scholarship Fund Appropriated Funds Non-Appropriated Funds 331 FY2007 FY2008 FY2009 Expenditure Appropriation Recommendation General Fund Personal Services 653,931 849,645 885,311 Capital Outlays ‐ ‐ ‐ Fringe Benefits 188,682 231,162 299,996 Supplies 16,407 93,876 50,000 Other Svs. & Chgs. 793,279 1,457,980 1,420,082 Utilities 21,905 25,060 39,000 Total General Fund 1,674,204 2,657,723 2,694,389 Internal Revenue Matching Fund Personal Services ‐ ‐ ‐ Capital Outlays ‐ 85,000 ‐ Fringe Benefits ‐ ‐ ‐ Supplies ‐ ‐ ‐ Other Svs. & Chgs. ‐ ‐ ‐ Utilities ‐ ‐ ‐ Total Internal Revenue Matching Fund ‐ 85,000 ‐ TOTAL APPROPRIATED FUNDS 1,674,204 2,742,723 2,694,389 Local Funds Personal Services ‐ ‐ ‐ Capital Outlays ‐ ‐ ‐ Fringe Benefits ‐ ‐ ‐ Supplies ‐ ‐ ‐ Other Svs. & Chgs. 527,033 551,521 590,000 Utilities ‐ ‐ ‐ Total Local Funds 527,033 551,521 590,000 Federal Funds Personal Services ‐ ‐ ‐ Capital Outlays ‐ ‐ ‐ Fringe Benefits ‐ ‐ ‐ Supplies ‐ ‐ ‐ Other Svs. & Chgs. 14,632 12,639 12,639 Utilities ‐ ‐ ‐ Total Federal Funds 14,632 12,639 12,639 TOTAL NON‐APPROPRIATED FUNDS 541,665 564,160 602,639 GRAND TOTAL 2,215,869 3,306,883 3,297,028 NON‐APPROPRIATED FUNDS By Budget Category APPROPRIATED FUNDS Board of Education 3 Year Financial Summary 332 Board of Education Financial Summary Fiscal Year 2009 Governorʹs Recommendation All Funds ‐ By Activity Center Personal Capital Fringe Other Svs Description Services Outlay Benefits Supplies & Chgs. Utilities Total APPROPRIATED FUNDS General Fund 33000 Board of Education 885,311 ‐ 299,996 50,000 1,420,082 39,000 2,694,389 Total General Fund 885,311 ‐ 299,996 50,000 1,420,082 39,000 2,694,389 NON‐APPROPRIATED FUNDS Local Funds 33000 Board of Education ‐ ‐ ‐ ‐ 590,000 ‐ 590,000 Total Local Funds ‐ ‐ ‐ ‐ 590,000 ‐ 590,000 Federal Funds 33200 Student Loans ‐ ‐ ‐ ‐ 12,639 ‐ 12,639 Total Federal Funds ‐ ‐ ‐ ‐ 12,639 ‐ 12,639 GRAND TOTAL 885,311 ‐ 299,996 50,000 2,022,721 39,000 3,297,028 333 334 Message from the Department of Education’s Commissioner The Department of Education’s mission is to provide the Territory’s students with an education that makes them competitive with their peers globally by taking advantage of the USVI’s uniqueness of being geographically Caribbean and politically American, as well as integrating all disciplines in educating the whole child. The United States Virgin Islands Department of Education is an Executive Department of the Government of the U.S. Virgin Islands mandated under Titles 3 and 17 of the Virgin Islands Code. It functions as both a Local Education Agency (LEA) and a State‐level Education Agency (SEA). As stipulated by Title 3, Chapter 7, Section 96, V.I. Code, the Department has the authority to exercise general control over the enforcement of laws relating to education in the Virgin Islands. Included in the Department’s responsibilities are the maintenance of educational facilities, and the development, implementation and monitoring of instructional programs inclusive of the special education, adult, career and technical education. Additionally, the Department is responsible for providing support services such as child nutrition and school lunches, pupil transportation, and library services to both public and non‐public schools. It is the Department’s strategic goal to prepare students to be globally competitive. To accomplish this, it recognizes that the learning environment must be healthy, safe, and staffed by qualified teachers, administrators and support staff. To this end, it commits to the continuous professional development of employees and the creation of community and parent partnerships in educating students. The Department’s performance goals are articulated in the strategic plan and focus on five (5) key areas, to: ∗ Establish and meet high standards for academic achievement for all students ∗ Create an optimal teaching and learning environment ∗ Meet high standards for the performance of teachers and administrators. ∗ Ensure the efficient and effective use of resources ∗ Promote the social, emotional and academic growth of students in public education The strategic objectives aligned to these goals are to: ∗ Complete and implement curricula standards for all core courses by 2012 ∗ Maintain a satisfactory environment with less than 20% interruptions of the workday or early dismissals 335 Message from the Commissioner of the Department of Education ∗ Increase the numbers of highly qualified teachers and administrators by 25% annually. ∗ Manage resources effectively and efficiently resulting in less than 5% reverted Federal and local funds. ∗ Maintain and improve opportunities for community/parental involvement in school related activities through active Parent, Teacher, and Student Associations (PTSAs) at all schools and increased information transfer via the media and other public forums Fiscal Year 2007 Accomplishments The following information highlights the Department’s major accomplishments for Fiscal Year 2007: • Graduations and promotions are the culminating events of the school year and the academic process. The Department reported this data concerning promotions and graduations for FY 2006‐2007: ° 942 students graduated from the Territory’s public high schools ° 112 students graduated from the General Equivalency Diploma (GED) and Adult Education programs ° 102 students received certification from the Career and Technical Education Program ° 1,036 students were promoted from elementary schools to seventh grade ° 1,047 were promoted from junior high schools to ninth grade • The Office of the Commissioner, through the assistance of the Legal Counsel: (1) formulated an Electronic Device Policy for the Department which established ground rules for utilizing electronic equipment by public school students on school premises or while engaged in school sponsored activities, and (2) developed an E‐Rate Program Billing Management Policy to address concerns in the procurement and payment of services contracted by the Division of Instructional Technology under the E‐Rate Program. • Key members of the Leadership Team finalized negotiations with the Educational Administrators’ Association. The Agreement was transmitted to the Governor’s Office for approval in September 2007. • The professional services contract with Abramson Enterprises, Inc. was amended, enabling the St. Croix District to provide bus services to public school students through June 30, 2007. A five (5) ‐ year term agreement was also finalized to cover services from July 1, 2007 through September 30, 2012. • The professional services contract with JDL Technologies, Inc. was amended for completing construction and continued maintenance of the Department of Education’s technology facilities during E‐Rate Year 10. 336 Message from the Commissioner of the Department of Education • The Learn‐It Systems, LLC was contracted to design, implement and evaluate a six (6) week Summer School Program, and an After School Tutorial Program for one school year, for elementary and junior high school students in both Districts. LLC Services was geared towards improving students’ overall performance levels and results of standardized tests administered by the Districts. • The Department, through collaboration with the Division of Special Education and the Legal Counsel, completed negotiations, for a two (2) ‐ year contract, with V.I. Behavioral Services, Inc. (VIBS) to provide a day school program within the Virgin Islands for adolescent students with severe behavioral needs. • Brown University’s Education Alliance was contracted to collaborate with the Department on the design and implementation of an initiative that provides an onsite literacy institutes at the graduate level, and other mechanisms for the professional development of teachers at academic secondary schools in the St. Thomas\St. John and the St. Croix Districts. • EdSights, LLC, was contracted to provide professional development opportunities for administrators, teachers, and paraprofessionals in the St. Croix District thereby assisting the District with the continued implementation of the newly adopted K‐12 mathematics program. • Three (3) Sub‐Grant Agreements on behalf of the Career, Technical and Adult Education Program were finalized to provide adult education and literacy programs to the Virgin Islands adult population through Awakening Community Efforts, Inc., Virgin Islands Resource Center for the Disabled, and the Virgin Islands Housing Authority. These Grant agreements were awarded by the Department pursuant to a grant award from the United States Department of Education under the Adult Education and Family Literacy Act of 1998. • The Department collaborated with the University of the Virgin Islands (UVI) to: (1) provide an undergraduate program designed to train and educate employees in the area of Speech Language Pathology which will culminate in the award of an Associate of Arts Degree in Speech Language Pathology; (2) administer a survey of two‐thirds (2/3) of the parents, guardians, and custodians of the population of children with disabilities; (3) gather their perspective on parental involvement and services provided by the Office of Special Education; and (4) analyze and publish the results of the data gathered from the survey. • The Department rewrote the FY 2006 Title V Consolidated Grant Application resulting in the award of $22,995,795 in Federal funds to the Department. Activity Centers assisted Alvarez and Marsal, the contracted third party fiduciary, in the collection and review of documents to request reimbursements of the FY 2004 grant award. Of the initial $27.0 million loaned to the Department, $16.0 million was approved by the United State Department of Education (US DOE) for reimbursement. The Consolidated Grant Application for FY 2007 was submitted on time and is in the approval process. 337 Message from the Commissioner of the Department of Education • The Human Resources Division recruited and hired 110 new teachers to work in its public school system. Another marked improvement was that 5% of new teachers were paid within twenty‐seven (27) working days, compared to sixty (60) days in prior years. • The Virgin Islands Territorial Assessments of Learning (VITAL) were successfully administered in both Districts in March 2007. Information from the assessments was used to develop the School, District and Territory Report Cards required for NCLB reporting to the U.S. Department of Education. Information from the State, District and School Report Cards were announced to the public and posted on the Department’s website. • The St. Croix District provided professional development activities and technical assistance to: (1) increase knowledge in differentiating between instructional style and instructional strategies; (2) institute a fluency reading program, which is being done daily for 120‐minutes, and (3) increase the number of students scoring at or above the District mandated cut scores on VITAL’s in reading, math, and science. 338 Department of Education ORGANIZATIONAL TYPE: Social Org 40000 Administration Functional Statement: The Office of the Commissioner formulates and oversees the execution of departmental policies, programs and practices; cooperates and coordinates with the Board of Education, the federal government, the Legislature of the U.S. Virgin Islands, the University of the Virgin Islands and other governmental entities in establishing policies and designing educational programs for grades K‐12 and the adult population. Performance Goals: Ensure efficient and effective use of resources. Create an optimal teaching and learning environment. Promote the social, emotional and academic growth of students in public education. Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Revise and quantify the department’s Five Year Strategic Plan n/a 100% 100% n/a 100% Complete professional services contracts within 2 days of stipulated deadlines n/a n/a n/a n/a 90% Revise the Policy and Procedure Manual and distribute to each activity center and schools within 30 days of completion n/a 25% 0% 0% 100% Respond to request for policy guidance within five days of receipt n/a n/a n/a n/a 90% Establish quarterly forums for students, parents and school‐ based personnel to dialogue on issues relative to each group of stakeholders n/a n/a n/a 9 9 339 Department of Education Org 40100 Human Resources STT/STJ/STX Functional Statement: The Division of Human Resources is committed to recruiting, developing, and retaining a high‐ quality, diverse workforce that effectively meets changing mission requirements and program priorities. The division provides leadership, guidance, and technical expertise in all areas related to the management of the department’s human resources, including recruitment, employee assistance development, and retention of staff, and leadership in labor‐management cooperation. Performance Goals: To meet high standards for the performance of teachers and administration. Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Percentage of staff and educators that received professional development and other training; 50% 75% 80% 85% 85% Office security and infrastructure compliant with Health Insurance Portability Accountability Act (HIPAA) 80% 90% 92% 95% 90% Percent of placements issues associated with national and international teachers resolved within 90 days n/a n/a n/a 80% 90% Percentage of employee personnel files, updated and purged n/a n/a n/a 40% 75% Percentage of job descriptions updated n/a n/a n/a 50% 75% Percentage of performance evaluations updated with a documented procedure system n/a n/a n/a 50% 80% 340 Department of Education Org 40200 Special Nutrition Programs Functional Statement: The Office of Special Nutrition Program is responsible for administering the following Child Nutrition (CN) and Food Distribution Programs within the Virgin Islands: • National School Lunch Program • School Breakfast Program • Special Milk Program • At Risk After‐School Snacks Program • Child and Adult Care Food Program • Summer Food Service Program (SFSP) • Emergency Food Assistance Program • Charitable Institutions • Soup Kitchen and Shelters It also provides training and technical assistance to School Food Authorities (SFAs), assists sponsoring organizations and institutions in interpreting federal regulations and guidelines; monitors program compliance and integrity; conducts administrative, on‐site and follow‐up reviews of all participating sponsors and institutions; distributes food to the needy in the U.S. Virgin Islands and provides disaster meal service and distribution during hurricanes or other disasters. Performance Goal: To ensure efficient and effective use of resources. Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Increase participation in child care feeding/snack program service 3% 5% 6% 1% 5% Increase participation in summer feeding program and site participation service 3% 5% 7% 6% 10% Org 40354 Public Relations & Communications Office Functional Statement: The Public Relations & Communications Office is responsible for managing the execution of public relations activities and public information functions for the department and the Territory’s public schools. 341 Department of Education Performance Goal: To promote the social, emotional and academic growth of students in Public Education. Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Number of press releases issued 350 450 460 475 425 Number of media/community appearances each month 4 6 7 7 5 Org 41000 Fiscal and Administrative Services Functional Statement: Fiscal and Administrative Services executes departmental fiscal policies. It provides support services to other activity centers; oversees audits of various programs; oversees the expenditures for federal and local budgets; and monitors capital/construction projects procurement and warehouse operations. Performance Goal: To ensure efficient and effective use of resources. Performance Indicator FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Percentage of reconciliation reports submitted timely: Federal Local n/a n/a 80% 50% 90% 90% 100% 100% 100% 100% The number of fiscal related policies implemented n/a n/a 9 7 4 The number of relevant training offered to staff n/a n/a 25 22 30 Percentage of staff adequately trained n/a n/a 25% 40% 75% Org 41200 Computer Operations Functional Statement: Computer Operations provides computer support to the department. This includes the development of new administrative applications and the management and operation of the existing ones. In addition to providing support, this activity center provides training to enhance the productivity of the staff. 342 Department of Education Performance Goal: To ensure efficient and effective use of resources. Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Program upgrades implemented 40% 50% 70% 75% 80% Percentage of personnel trained with new computer application skills 25% 50% 55% 60% 65% Org 41300 Federal Grants and Audit Functional Statement: The Office of Federal Grants & Audit is responsible for overseeing grant management activities for the Department of Education. It is the division’s goal to ensure that all federal funds available to the department are applied for, obtained, and managed in accordance with specified terms and conditions. Further, this office endeavors to ensure that all federal funds received into the Territory are utilized for the benefit of increasing student achievement, recognizing that the funds are supplemental to the department and are accounted for timely and appropriately. The office is responsible to ensure that all grant management activities are in line with all required regulations and guidelines; to ensure that these funds are utilized effectively in meeting the educational needs of children in grades K‐12, and beyond; and to manage the funds effectively, thereby preventing adverse audit findings or lapsing of funds. Performance Goal: To ensure the efficient and effective use of resources. 343 Department of Education Org 41400 Budget Control Office Functional Statement: The Budget Control Office plans, directs and coordinates the preparation of the local, federal, capital and special fund budgets and executes control over appropriations and allotments. Performance Goal: To ensure the efficient and effective use of resources. Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Number of appropriation transfers submitted 2 1 1 0 1 Number of budgeting seminars conducted 1 2 3 2 3 Series of staff forums, seminars, & professional development trainings attended n/a n/a n/a 75% 95% Performance Indicator FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Percentage of federal funds obligated within the grant cycle n/a n/a n/a 90% 100% Percentage of intense and continued training to staff in the are of Federal Grants Management; Project Management; Audit Resolution Techniques, and Policy Formulation and Implementation n/a n/a n/a 25% 75% Percentage of audit findings reviewed and reduced due to the implementation of corrective measures n/a n/a n/a 50% 60% 344 Department of Education Org 41500 Payroll Operations Functional Statement: The Payroll Operations Unit is responsible for processing all payroll and auditing of all time and attendance reports for St. Thomas/St. John and St. Croix employees. Employees review, evaluate and monitor the payroll process activities; prepare the official payroll report for the payroll office; manage the payroll office; identify goals and objectives subject to review and approval support; provide technical assistance to district programs and administrators, and devise long and short range plans. Performance Goal: To ensure the efficient and effective use of resources. Org 41600 Business Offices STT/STJ/STX Functional Statement: The Business Office processes accounts payable for the department. This includes the pre‐audit of all purchases for goods and services and other miscellaneous payments, post‐audit of all postings on the ledgers, liquidation of all outstanding encumbrances and certification of all fiscal documents. Performance Goal: To ensure the efficient and effective use of resources Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Percentage of funds expended prior to the close of the fiscal year 80% 80% 85% 90% 95% Reconciled reports submitted by the 15th of each month n/a n/a n/a 85% 100% Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Percentage reduction in number of payroll adjustments 5% 10% 50% 90% 100% Number of days it takes to process back pay and retroactive payments n/a n/a n/a 7 days 5 days Number of days it takes to process per diems n/a n/a n/a 8 days 5 days 345 Department of Education Org 41700 Auxiliary Service Prop/Proc STT/STJ/STX Functional Statement: The Division of Property and Procurement Auxiliary Services is responsible for the procurement of equipment and supplies for the department. This division processes requisitions for goods and services with adherence to applicable procurement regulations under local and federal guidelines. All equipment and supplies are received and checked for correctness in conjunction with an applicable requisition. The equipment and supplies are tagged and inventoried before being distributed to the schools and offices. The receiving reports for the equipment and supplies are forwarded to the Business Affairs division for payment processing. Performance Goal: To ensure the efficient and effective use of resources. Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Reduction of violations of local and federal procurement regulations 20% 35% 50% 60% 95% Reduction of incidents of loss or shrinkage of inventory 5% 30% 40% 50% 95% Timeliness of inventory delivered 7 days 5 days 3 days 3 days 3 days Org 42000 Operations Functional Statement: The Operations Unit administers the state level programs of Curriculum & Instruction, Career, Technical and Adult Education, Reading First, Fine Arts and Culture, English Language Acquisition, Advanced Placement/Gifted and Talented, Cultural Education and Instructional Technology Programs. Performance Goal: Promote the social, emotional and academic growth of students in public education. Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Percentage of Curriculum Guides revised 5% 10% 50% 65% 70% Improved scores documenting students’ achievements 10% 20% 50% 70% 75% 346 Department of Education Org 42100 Curriculum and Instruction Functional Statement: The Curriculum and Instruction Unit supervises and monitors state educational programs: Instructional Technology, English Language Acquisition, Career, Technical and Adult Education, Reading First, Fine Arts and Culture, Advanced Placement/Gifted and Talented and Cultural Education Programs. Performance Goal: To promote the social, emotional and academic growth of students in public education. To establish and meet high standards fro academic achievement fro all students. Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY09 Projected Improve student instruction through statewide comprehensive professional development 50% 55% 65% 70% 75% Improve scores documenting students’ achievements 10% 20% 50% 70% 75% Continue to implement the Assessment and Accountability requirements to meet the mandates of NCLB within the established timelines 40% 45% 65% 70% 80% Percentage of curriculum guides revised 5% 10% 50% 65% 70% Percentage of students participating in territorial contests 10% 15% 15% 20% 25% Org 42200 Planning, Research and Evaluation Functional Statement: The Planning, Research and Evaluation Unit is the Department of Education’s clearing‐house for student data. It is the research, and student data collection and reporting arm for local, federal and intra‐departmental response. Performance Goal: Create an optimal teaching and learning environment. 347 Department of Education Org 42500 Bilingual Services Functional Statement: The State Office of English Language Acquisition provides leadership to school districts to ensure compliance, accountability and equity in educating the english language learners and immigrant youth of the Territory by providing high‐quality, efficient and equitable educational programs, services and instruction that offer the same challenging state academic content and achievement standards, to allow for maximum linguistic, academic and social development so that they can fully participate in all aspects of learning. Performance Goal: To promote the social, emotional and academic growth of students in public education. Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY09 Projected Number of assessment procedures reviewed and implemented 1 3 3 3 4 Number of monitoring visits at all schools for compliance and accountability. 1 1 1 1 6 Number of language proficiency test conducted for all students identified and recommended for testing. 2 2 2 2 4 Number of professional development workshops for teachers and para‐ professionals working with English Language Learners (ELL) to include summer institutes n/a 3 3 4 4 Number of leadership meetings with CBEAC membership n/a n/a 4 4 4 Performance Indicator FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Number of schools compliant with federal mandates 75% 75% 85% 90% 95% 348 Department of Education Org 42600 Instructional Technology Functional Statement: The Instructional Technology Unit administers mission critical technology related functions and services of the department that support administration, instruction and learning, including technology integration, standards, and infrastructure. This includes voice, data and video network infrastructure that provides communication and access from schools and support programs to each other and beyond the local environment and to the Internet. Performance Goals: Create an optimal teaching and learning environment. Performance Indicator FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Number of educators and students with accessibility to network technology resources 22,000 25,000 26,000 26,000 26,000 Number of schools and support programs with accessibility to network connectivity n/a n/a n/a n/a 40 Number of schools and support programs with accessibility to web and automated services n/a n/a n/a n/a 40 Number of schools and support programs with accessibility to voice, data and video services and infrastructure n/a n/a n/a n/a 40 Org 43000/46000 Administration – Insular Superintendent STT/STJ Functional Statement: Administration of the Insular Superintendent provides the leadership for implementing, managing and coordinating all instructional and supportive services and provides the administrative leadership for all school personnel in carrying out the goals and objectives of the school district. The Superintendent assures implementation of an appropriate instructional program aimed at increasing levels of student success. 349 Department of Education Performance Goals: To establish and meet high standards for academic achievement for all students. To create an optimal teaching and learning environment. To meet high standards for the performance of teachers and administrators. Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Percentage reduction in number of school violations leading to suspension and expulsion n/a n/a 5% 10% 15% Increase in number of schools reaching Average Yearly Performance (AYP) n/a n/a 10 15 17 Percentage increase in graduation rate n/a n/a 5% 10% 15% Percentage of school based persons (administrators, clerical, & key support staff) using School Administrative Student Information (SASI) 30% 60% 90% 95% 100% Percentage of professional staff and support staff participating in staff development n/a n/a 90% 95% 100% Increased number of highly qualified teachers n/a n/a 125 300 500 Increased percentage of professional staff engaged in leadership training n/a n/a 85% 90% 100% Org 4142 Curriculum Ctr. Media/Library Ser. STT Functional Statement: The Curriculum Center/Media Library Services administers all library/media centers in the elementary and secondary public schools with emphasis on support for enhancement of the curriculum. The centers assist the Office of Federal Programs in the selection, distribution and maintenance of learning resources to non‐public schools. In addition, the centers administer all library/media facilities and offices and also provide program leadership and administrative support for media libraries in the elementary and secondary public schools. They also serve as comprehensive resource facilities for public and non‐public school educators. Performance Goal: To create and optimal teaching and learning environment. 350 Department of Education Performance Indicator FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Adoption by schools of the Big 6 Information Literacy Model which supports the four standards published by the American Association of School Librarians. n/a n/a 50% 60% 70% Number of schools with access to online periodicals. n/a n/a 30% 50% 70% Number of schools with access to online databases. n/a n/a 30% 50% 70% Org 43200/462000 Student Services STT/STJ Functional Statement: The Student Services Unit provides the leadership for planning, managing, facilitating and coordinating educational and supportive programs and services for students and parents of the district. Personnel of this unit also conduct the registration and transfer process for students entering the U.S. Virgin Islands’ Public School System. A comprehensive program to improve and increase parental and community involvement in the education of students is implemented, evaluated and modified as needed. Performance Goal: To promote the social, emotional and academic growth of students in public education. Performance Indicator FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Percent of eligible children, enrolled placed during the school year n/a n/a n/a n/a 100% Percent of eligible students transferred during a school year (where space is available) n/a n/a n/a n/a 100% Org 43300/46300 Adult Education STT/STJ/STX Functional Statement: The Adult Education program provides educational opportunities to persons sixteen (16) years of age and older who have not completed their formal schooling. Services are also provided to those adults who simply want to enhance their skills in one or more academic area. English as a Second Language (ESL) courses are also offered to provide those individuals whose native language is not English. 351 Department of Education Performance Goals: To establish and meet high standards for academic achievement for all students. To meet high standards for the performance of teachers and administrators. Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Percentage of adults earning a High School Diploma n/a 25% 30% 40% 50% Percentage of adults earning a GED certificate n/a n/a 45% 50% 60% Percentage of English Language Learners acquiring proficiency in the target language. n/a n/a 10% 15% 25% Percentage of Instructional staff be exposed to professional development. n/a n/a 70% 75% 80% Org 43300/46300 Vocational Education STT/STJ/STX Functional Statement: The Vocational Education program helps youths and adults prepare for the future by building their academic and technical skills. The program endeavors to equip students with the knowledge to proceed with post‐secondary education or pursue other post secondary opportunities. The Vocational program enhances learning opportunities for students in the areas of Culinary Arts, Computer Applications, Allied Health‐Phlebotomy, and Medical Administrative Assistance – Cosmetology, Architectural Drafting, Carpentry, and Auto Body Repair and Mechanics. Performance Goals: To establish and meet high standards for academic achievement for all students. To meet high standards for the performance of teachers and administrators. Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Projected FY 09 Projected Percentage of adults acquiring a vocational skill n/a n/a n/a n/a 70% Percentage of adults gaining a skill towards workforce development n/a n/a n/a n/a 55% Percentage of instructional staff being exposed to professional development n/a n/a n/a n/a 85% 352 Department of Education Org 43400/46400 Elementary Programs STT/STJ Functional Statement: The Elementary Programs Unit provides a comprehensive program for public school students in Grades K‐6 to develop mentally, physically, emotionally, and socially in order to realize their greatest potential. The program provides a basic foundation for enhancing the students’ early life experiences, developing skills that will help them succeed at the next level of schooling. Performance Goal: To establish and meet high standards for academic achievement for all students. To meet high standards for the performance of teachers and administrators. Performance Indicator FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Percentage of students achieving national standards of proficiency in: Reading Science Math 20% n/a 20% 25% n/a 25% 40% n/a 35% 50% 40% 40% 55% 50% 50% Org 43500/46500 Secondary Programs STT/STJ Functional Statement: The Secondary Programs Unit provides a program designed to development of academic, social and career competencies to students in grades 7‐12. Students pursue general academic, vocational or college preparatory programs. Performance Goal: To establish and meet high standards for academic achievement for all students. 353 Department of Education Performance Indicator FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Increased percentage of students achieving proficiency in: Reading Science Math 22% n/a n/a 40% n/a n/a 36% n/a n/a 50% n/a n/a 60% 80% 80% Increased high school graduation rates n/a n/a 50 55% 60% Decrease in retention rate n/a n/a n/a n/a 50% Establishment of an alternative education program and curriculum n/a 40% 40% 50% 80% Development of a sound curriculum n/a n/a n/a n/a 70% Org 43600/46600 Curriculum and Instruction STT/STJ Functional Statement: The Curriculum and Instruction division provides leadership in curriculum implementation, assists in the formulation of educational goals and objectives, and monitors the development and use of effective teaching practices and instructional programs, and provides professional development for teachers and other staff. Performance Goals: To create an optimal teaching and learning environment. Performance Indicator FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Percentage increase in professional development activities provided 5% 7% 10% 15% 20% Percentage increase in amount of time/hours that district curriculum staff spend assisting school based staff n/a n/a n/a 10% 20% Percentage increase in level of funding for programs, supplies, and materials provided for teaching and learning at schools n/a n/a n/a 10% 20% 354 Department of Education Org 43700/46700 School Lunch STT/STJ/STX Functional Statement: The School Lunch Program provides to all students, in public, non‐public, and child‐care institutions, the following School Nutrition Programs: Special Milk Program, National School Lunch Program, National School Breakfast Program, After‐School‐At‐Risk Snack Component, and Summer Food Service Program. The School Lunch Program prepares and serves nutritious meals and promotes healthy choices to improve overall nutrition which will enhance the educational performance of students. Performance Goal: To ensure the efficient and effective use of resources. Performance Indicator FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Increased participation in the Children Nutrition Program 3% 5% 13.5% 20% 22% Number of kitchens upgraded with new equipment, supplies, and repairs n/a n/a n/a n/a 75% Reduction in number of findings by Environment Health n/a n/a n/a n/a 75% Reduction in number of findings by State Office of Special Nutrition n/a n/a n/a n/a 95% Increased number of professional development activities provided for staff n/a n/a n/a n/a 90% Org 44000 Administration‐Engineering Functional Statement: The Administration Office of the Engineering Unit oversees all of the Department of Education’s capital projects and plans. Performance Goal: To ensure the efficient and effective use of resources. 355 Department of Education Performance Indicator FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Percentage of procedural manual completed for managing physical facilities n/a 50% 90% 90% 95% Org 44100 Plant Operation/Maintenance STT/STJ Functional Statement: The Plant Operation and Maintenance Unit plans and administers a preventative maintenance program for all educational buildings, utilities and grounds. It performs emergency repairs, minor renovations, and other repairs to support the needs of the department. Performance Goal: To ensure the efficient and effective use of resources. Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Number of school facilities retro‐fitted 15 20 25 28 28 Mitigation of OSHA/Health Inspections n/a n/a 60% 80% 90‐100% Reduction of OSHA violations n/a n/a 50% 80% 90‐100% Pilot web‐based maintenance reporting n/a n/a 1% 50% 100% Org 44100 Plant Operation/Maintenance STX Functional Statement: The Plant Operation and Maintenance Unit plans and administers a preventative maintenance program for all educational buildings, utilities and grounds. It performs emergency repairs, minor renovations, and other repairs to support the needs of the department. Performance Goal: To ensure the efficient and effective use of resources. 356 Department of Education Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Number of school facilities retro‐fitted 15 20 25 28 n/a Number of school and activity centers serviced as evidenced in monthly reports of supervisor. n/a n/a n/a n/a 85% Percentage of requests completed as a part of summer maintenance. n/a n/a n/a n/a 85% Org 41617 Administration Functional Statement: The State Office of Special Education is mandated to maximize the educational potential of children with disabilities in the Virgin Islands through an integrated and cohesive set of support programs, services and activities that will result in the acquisition of life long skills and independence. The State Office of Special Education has been established to ensure that eligible students with disabilities, ages three through twenty‐one, who reside in the Virgin Islands, have available to them a full continuum of placement options. These include access to the general curriculum, accessible facilities, and programs and services that are implemented in the Least Restrictive Environment (LRE), preferably in the general education setting. This office is charged with monitoring the services provided to children and youth in public, private and residential settings. State policies and federal legislation/rules and regulations compliance, procurement and allotment of federal funds and provision of technical assistance and dissemination of program information are the responsibilities of this office. Performance Goal: To create an optimal teaching and learning environment. 357 Department of Education Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Percentage of mediators and hearing officers trained to resolve due process complaints in a timely manner n/a 10% 20% 30% 100% Percentage cyclical monitoring activities on schedule. n/a 10% 20% 30% 50% Percentage of participation and performance in statewide assessments for students with disabilities on content area and type of assessment n/a 80% 90% 100% 100% Percentage of referrals to placement process to ensure Least Restrictive Environment (LRE) and the performance and amount of time students with disabilities receive instruction in the regular classroom setting n/a 60% 70% 80% 85% Increase participation in work shops, academics, national and local conferences that will ensure compliance with federal and local mandates n/a 90% 100% 100% 100% 358 Department of Education Org 45100 Special Education STT/STJ Functional Statement: The Division of Special Educational Services, St. Thomas/St. John District has the responsibility to provide a free, appropriate public education in the least restrictive environment for children with disabilities within the ages 3‐21. The division creates, administers, supervises and staffs all special education programs within the school system. We provide child find activities, diagnostic services, instruction, counseling, transportation, and other related services such as speech‐language, physical, occupational, vision therapy, and homebound/hospital services. We, also, provide training for our staff and assist parents in better understanding their rights and procedural safeguards that help secure these rights. Performance Goals: To create an optimal teaching and learning environment. To promote the social, emotional and academic growth of students in public education. Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Initial evaluations completed within forty‐five (45) days of students referral. 70% 70% 80% 95% 100% Completion of triennial evaluations by the anniversary date. 60% 60% 75% 80% 100% To fully implement the use of Goal View in the district to generate all documents and data reports. 30% 50% 70% 75% 85% Percentage increase of progress reports produced on Goal View. 10% 20% 30% 70% 80% Percentage of children eligible for transition from Part C to Part B services receiving special education and related services by their third birthday. 85% 85% 90% 100% 100% Percentage of students with Specific Learning Disability (SLD) included at the secondary level in the general education program with support services in order to meet the mandates of LRE. 20% 20% 30% 35% 50% Percentage of youth with disabilities participating in post‐school activities (e.g. employment, education, etc.) 0% 0% 17% 17% 70% 359 Department of Education Org 45100 Special Education STX Functional Statement: This activity center is responsible for the provision of a free, appropriate, public education (FAPE) for students with disabilities ages 3‐21. Performance Goal: To establish and meet high standards for academic achievement for students. Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Increase in state standardized scores for students with a disability 15% 23% 27% 37% 47% Increase in student placement in an Least Restricted Educational environment 2% 3% 5% 10% 15% Participation increase in teachers and administrators on line professional development courses which leads to highly qualified certification. n/a n/a 5% 10% 15% Increase in supplemental resources in math, reading and science. 10% 10% 10% 10% 10% Participation in after school and tutorial programs. n/a n/a 5% 5% 5% Org 43000/46000 Administration – Insular Superintendent ‐ STX Functional Statement: Administration of the Insular Superintendent provides the leadership for implementing, managing and coordinating all instructional and supportive services. Performance Goals: To ensure the efficient and effective use of resources. To create an optimal teaching and learning environment. To promote the social, emotional and academic growth of students in public education. 360 Department of Education Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Percentage of persons using School Administrative Student Information (SASI) 30% 60% 90% 95% n/a Percentage of specialized staff acquired 50% 55% 70% 85% n/a Percentage of students achieving at the 50th percentile or above on the VITAL‐S in Reading and Mathematics. n/a n/a n/a n/a 15% Percentage of schools demonstrating a 10% decrease in incidences of violence and/or vandalism as evidenced in SASI. n/a n/a n/a n/a 70% Completion and distribution of district standard operating procedures manual. n/a n/a n/a n/a 40% Implementation of redesigned alternative education program to meet the needs of students in grades 6 – 10. n/a n/a n/a n/a 90% Percentage of parents and community persons attending PTA/PTSA meetings and other school activities as evidenced in sign‐in logs. n/a n/a n/a n/a 50% Percentage of schools providing services to all students regardless of age, gender, race, color, national origin, or disability to ensure continuity and consistency across the district. n/a n/a n/a n/a 90% 361 Department of Education Org 43100/46100 Curriculum Ctr. Media/Library Services STT/STJ/STX Functional Statement: The Curriculum Center/Media Library Services administers all library/media centers in the elementary and secondary public schools with emphasis on support for enhancement of the curriculum. The centers assists the Office of Federal Programs in the selection, distribution and maintenance of learning resources to district schools. In addition, the centers administer a professional district library/media facility and provides program leadership and administrative support for media libraries in the elementary and secondary public schools. They serve as a comprehensive resource facility that collaborates with administrators in all subject areas to integrate information literacy and technology into the learning process. Performance Goals: To ensure the efficient and effective use of resources. To promote the social, emotional and academic growth of students in public education. Org 43200/462000 Student Services STT/STJ/STX Functional Statement: The Student Services Unit provides the leadership for planning, managing, facilitating and coordinating educational and supportive programs and services for students of the district. Personnel of this unit also conduct the registration and transfer process for students entering the U.S. Virgin Islands’ Public School System. A comprehensive program to improve and increase parental and community involvement in the education of students is implemented, evaluated and modified as needed. Performance Indicator FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected School libraries achieving national standards 20% 50% 60% 70% 100% Inventory and maintenance process 20% 50% 75% 90% 100% Integration of technology in the learning process 20% 50% 70% 80% 100% Comprehensive collection of print and electronic resources 20% 30% 50% 60% 80% 362 Department of Education Performance Goal: To promote the social, emotional and academic growth of students in public education. Performance Indicator FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Percentage of children evaluated, enrolled and placed during the school year n/a 15% 20% 35% 50% Percentage of students whose health records are updated during the school year n/a n/a n/a 57% 79% Percentage of referred students whose un‐excused absences have decreased during the school year n/a n/a n/a 15% 27% Org 46300 Adult Education STX Functional Statement: The Adult Education Unit provides a number of educational opportunities for persons 16 years of age and older. These services include, but are not limited to: Adult Basic Education; preparation for the High School Equivalency Diploma (GED); an evening High School Diploma Program; classes in English as a Second Language; and workforce readiness which supports a smooth school‐to work transition. Performance Goals: To establish and meet high standard for academic achievement for all students. To promote the social, emotional and academic growth of students in public education. Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Percentage of adults earning a high school diploma or the GED within the senior or Pre‐GED or GED level. n/a 25% 30% 35% 45% Percentage of adults moving at least one year on the Test of Adult Basic Education or to the next grade in the Adult Diploma Program. n/a n/a n/a n/a 50% Increase the enrollment for the St. Croix district of residents who participate in the program. n/a n/a n/a n/a 15% To provide at least two Professional Development Sessions for Adult Education faculty and staff. n/a n/a n/a 100% 100% 363 Department of Education Org 46400 Elementary Programs STX Functional Statement: The Elementary Programs Unit provides a comprehensive program of instruction for public school students in Grades K‐6. The program provides a basic foundation for enhancing the students’ early life experiences that will prepare them for a competitive and increasingly technological society. Performance Goal: To establish and meet high standard for academic achievement for all students. Performance Indicator FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Number of students achieving at the 50th percentile or above on the Virgin Islands Territorial Assessment of Learning (VITAL) in: Reading Science Math 20% 20% 25% 60% 60% 50% 85% 85% 80% 87% 87% 87% 87% 87% 87% Org 46500 Secondary Programs STT/STJ/STX Functional Statement: The Secondary Programs Unit provides a program designed to development of academic, social and career competencies to students in grades 7‐12. Students pursue general academic, vocational or college preparatory programs. Performance Goal: To establish and meet high standard for academic achievement for all students. 364 Department of Education Performance Indicator FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Establishment of an alternative education program and curriculum n/a 40% 40% 50% n/a Percentage of students achieving at the 50th percentile or above on the Virgin Islands Territorial Assessment of Learning (VITAL) in: Reading Math n/a n/a n/a n/a n/a n/a n/a n/a 30% 30% Percentage of students graduating from grade 12 with academic, vocational, and/or college preparatory certificates. n/a n/a n/a n/a 85% Org 43600/46600 Curriculum, Assessment & Instruction STT/STJ/STX Functional Statement: The Curriculum, Assessment & Instruction provides leadership in curriculum implementation, assists in the formulation of educational goals and objectives, and monitors the development and use of effective teaching practices and instructional programs. Performance Goals: To establish and meet high standard for academic achievement for all students. 365 Department of Education Performance Indicator FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Percentage increase of professional development activities provided 5% 7% 10% 15% 40% There is evidence through the content standards and should be demonstrated through teacher instruction/facilitation that the taught curriculum and the chosen methodology are aligned with the written and assessed curriculum. n/a n/a n/a n/a 40% There is evidence through prior classroom observation or proven expertise that the teacher demonstrates application of teaching pedagogy, content knowledge and skills, and instructional technology necessary for the course. n/a n/a n/a n/a 50% There is evidence through research, documented professional development or documented attendance at professional organizations that the teacher demonstrates continuous learning to improve knowledge and application of content and pedagogy. n/a n/a n/a n/a 50% Org 43700/46700 School Lunch STT/STJ/STX Functional Statement: The function of the School Lunch Program (STX) is to provide meals to all eligible children within the Territory. Performance Goal: To ensure the efficient and effective use of resources. 366 Department of Education Performance Indicator FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Increased participation in the Children Nutrition Program 3% 5% 20% 30% NA Schools participating in the School Lunch Program (STX) may not submit daily meal count claims which exceed daily attendance. Any discrepancies can be measured by completing daily checks. n/a n/a n/a 75% 80% School Lunch Program (STX) lunches served will include at least five food items and breakfast will include at least four food items as required by USDA. n/a n/a n/a 80% 85% Each school participating in the School Lunch Program (STX) will receive an administrative review prior to February 1st of each school year. n/a n/a n/a 90% 95% Schools will aim to provide meals to all children who wish to eat while seeking to increase participation in secondary schools. n/a n/a n/a 45% 50% Schools will aim to provide meals to all children who wish to eat while seeking to increase participation in elementary schools n/a n/a n/a 90% 95% 367 Department of Education $2,000,000 [4.9%] $188,599,927 [98%] $37,759,876 [92.9%] $209,442 [.5%] $531,381 [1.3%] $169,722 [.4%] $40,670,421 [2%] General Fund Casino JROTC Fund Adult Education V.I. Lottery Federal Funds Appropriated Funds Non- Appropriated Funds 368 FY2007 FY2008 FY2009 Expenditure Appropriation Recommendation General Fund Personal Services 114,152,664 117,920,156 117,560,012 Capital Outlays 1,132,720 ‐ 260,026 Fringe Benefits 35,351,580 38,385,176 44,072,392 Supplies 13,634,820 3,611,576 4,183,636 Other Svs. & Chgs. 24,324,467 15,519,294 16,250,361 Utilities 8,065,831 5,581,000 6,273,500 Total General Fund 196,662,082 181,017,202 188,599,927 Internal Revenue Matching Fund Personal Services ‐ ‐ ‐ Capital Outlays ‐ 2,453,000 ‐ Fringe Benefits ‐ ‐ ‐ Supplies ‐ ‐ ‐ Other Svs. & Chgs. ‐ ‐ ‐ Utilities ‐ ‐ ‐ Total Internal Revenue Matching Fund ‐ 2,453,000 ‐ TOTAL APPROPRIATED FUNDS 196,662,082 183,470,202 188,599,927 Local Funds Personal Services ‐ ‐ ‐ Capital Outlays ‐ ‐ ‐ Fringe Benefits ‐ ‐ ‐ Supplies ‐ ‐ ‐ Other Svs. & Chgs. 5,216,967 2,910,545 2,910,545 Utilities ‐ ‐ ‐ Total Local Funds 5,216,967 2,910,545 2,910,545 Federal Funds Personal Services 2,804,320 12,940,867 12,940,867 Capital Outlays ‐ 1,915,461 1,915,461 Fringe Benefits 984,684 3,855,888 3,855,888 Supplies 676,816 10,009,395 10,009,395 Other Svs. & Chgs. 1,378,568 9,038,265 9,038,265 Utilities ‐ ‐ ‐ Total Federal Funds 5,844,388 37,759,876 37,759,876 TOTAL NON‐APPROPRIATED FUNDS 11,061,355 40,670,421 40,670,421 GRAND TOTAL 207,723,437 224,140,623 229,270,348 APPROPRIATED FUNDS NON‐APPROPRIATED FUNDS Department of Education 3 Year Financial Summary By Budget Category 369 Personal Capital Fringe Other Svs. Description Services Outlay Benefits Supplies & Chgs. Utilities Total APPROPRIATED FUNDS General Fund CENTRAL SERVICES 40000 Administration 854,759 ‐ 295,782 40,000 75,000 ‐ 1,265,541 40100 Personnel & Labor‐STT/STJ 368,272 ‐ 143,857 5,000 ‐ ‐ 517,129 40100 Personnel & Labor ‐ STX 594,181 ‐ 208,371 5,000 78,000 ‐ 885,552 40200 Special Nutrition 314,233 ‐ 103,399 6,000 134,000 23,500 581,132 40300 Cultural Education 115,000 ‐ 36,335 ‐ ‐ ‐ 151,335 40354 Public Information Office 109,869 ‐ 41,031 5,000 68,950 ‐ 224,850 41000 Administration 298,000 ‐ 93,519 20,000 119,000 ‐ 530,519 41200 Computer Operations 97,242 97,026 41,562 20,800 84,838 ‐ 341,468 41300 Federal Grants & Audit 323,487 ‐ 119,376 4,300 38,300 ‐ 485,463 41400 Budget Control Office 315,943 ‐ 114,383 4,000 3,600 ‐ 437,926 41500 Payroll Operations 394,584 ‐ 152,756 4,000 ‐ ‐ 551,340 41600 Business Office ‐ STT/STJ 415,927 ‐ 143,487 5,000 3,100 ‐ 567,514 41600 Business Office ‐ STX 372,909 10,000 150,565 5,000 85,100 ‐ 623,574 41700 Aux. Svs. Prop & Proc‐STT/STJ 291,122 30,000 131,945 205,000 5,886,000 3,350,000 9,894,067 41700 Aux. Serv. Prop. & Proc.‐STX 228,826 ‐ 78,361 205,000 3,828,710 2,900,000 7,240,897 42100 Curriculum Assess. Tech. 501,100 43,000 153,826 14,500 246,300 ‐ 958,726 42200 Planning, Research & Eval. 361,401 ‐ 135,708 2,000 ‐ ‐ 499,109 42400 Adult Vocational Education 127,604 ‐ 44,700 5,000 34,500 ‐ 211,804 42500 Bi‐lingual Services 133,011 ‐ 50,558 2,000 ‐ ‐ 185,569 42600 Instructional Technology 267,085 ‐ 98,226 267,993 928,193 ‐ 1,561,497 44000 Administration 175,000 ‐ 54,624 2,000 200,000 ‐ 431,624 44100 Plant Oper. Maint. ‐ STT/STJ 1,490,019 ‐ 638,574 150,000 1,060,000 ‐ 3,338,593 44100 Plant Oper. Maint ‐ STX 1,082,239 ‐ 495,898 150,000 1,040,000 ‐ 2,768,137 45000 Administration 374,115 ‐ 140,196 4,000 1,500 ‐ 519,811 45100 Special Education ‐ STT/STJ 5,283,814 ‐ 2,091,058 75,000 675,000 ‐ 8,124,872 45100 Special Education ‐ STX 4,637,663 ‐ 1,713,534 75,000 675,000 ‐ 7,101,197 Sub‐total Central Services 19,527,405 180,026 7,471,631 1,281,593 15,265,091 6,273,500 49,999,246 DIVISION INSULAR SUPERINTENDENT STT/STJ 43000 Administration 1,600,707 30,000 569,334 60,000 181,000 ‐ 2,441,041 43100 Curricu. Ctr. Media Lib. Svs. 89,059 ‐ 29,810 4,500 15,000 ‐ 138,369 43200 Student Services 143,802 42,684 5,000 1,750 ‐ 193,236 43300 Adult Education 607,128 ‐ 238,853 7,000 16,000 ‐ 868,981 43400 Elementary Programs 21,631,312 ‐ 8,127,028 ‐ ‐ ‐ 29,758,340 43500 Secondary Schools 20,766,741 ‐ 7,219,671 ‐ 200,000 ‐ 28,186,412 43600 Curriculum & Instruction 798,441 ‐ 255,030 4,000 ‐ ‐ 1,057,471 43700 School Lunch 1,231,712 ‐ 628,776 1,436,931 57,260 ‐ 3,354,679 Sub‐total STT/STJ District 46,868,902 30,000 17,111,186 1,517,431 471,010 ‐ 65,998,529 All Funds ‐ By Activity Center Department of Education Financial Summary Fiscal Year 2009 Governorʹs Recommendation 370 Personal Capital Fringe Other Svs. Description Services Outlay Benefits Supplies & Chgs. Utilities Total DIVISION INSULAR SUPERINTENDENT STX 46000 Administration 922,652 50,000 292,259 60,000 182,000 ‐ 1,506,911 46100 Curricu. Ctr. Media Lib. Svs. 616,302 ‐ 200,671 10,000 15,000 ‐ 841,973 46200 Student Services 160,654 ‐ 44,110 5,000 3,000 ‐ 212,764 46300 Adult Education 410,085 ‐ 129,144 2,000 7,000 ‐ 548,229 46400 Elementary Programs 23,379,102 ‐ 9,337,879 ‐ ‐ ‐ 32,716,981 46500 Secondary Programs 22,850,560 ‐ 8,291,399 ‐ 250,000 ‐ 31,391,959 46600 Curriculum & Instruction 860,629 ‐ 266,768 4,000 ‐ ‐ 1,131,397 46700 School Lunch 1,963,721 ‐ 927,345 1,303,612 57,260 ‐ 4,251,938 Sub‐total STX District 51,163,705 50,000 19,489,575 1,384,612 514,260 ‐ 72,602,152 Total General Fund 117,560,012 260,026 44,072,392 4,183,636 16,250,361 6,273,500 188,599,927 NON‐APPROPRIATED FUNDS Local Funds 40000 Administration ‐ ‐ ‐ ‐ 475,994 ‐ 475,994 42400 Adult Vocational Education ‐ ‐ ‐ ‐ 62,603 ‐ 62,603 43300 Adult Education ‐ ‐ ‐ ‐ 84,861 ‐ 84,861 43500 Secondary Programs ‐ ‐ ‐ ‐ 1,101,113 ‐ 1,101,113 46300 Adult Education ‐ ‐ ‐ ‐ 84,861 ‐ 84,861 46500 Secondary Programs ‐ ‐ ‐ ‐ 1,101,113 ‐ 1,101,113 Total Local Funds ‐ ‐ ‐ ‐ 2,910,545 ‐ 2,910,545 Federal Funds 40000 Administration 36,660 63,000 8,122 57,867 906,297 ‐ 1,071,946 40007 Child Nutrition 482,352 ‐ 97,328 199,403 270,954 ‐ 1,050,037 43700 School Lunch 2,578,988 ‐ 944,673 1,356,169 423,306 ‐ 5,303,136 45000 Administration 4,994,442 ‐ 1,691,475 380,987 1,561,354 ‐ 8,628,258 Consolidated Blck. Grnt. 4,848,425 1,852,461 1,114,290 8,014,969 5,876,354 ‐ 21,706,499 46700 School Lunch ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Federal Funds 12,940,867 1,915,461 3,855,888 10,009,395 9,038,265 ‐ 37,759,876 GRAND TOTAL 130,500,879 2,175,487 47,928,280 14,193,031 28,199,171 6,273,500 229,270,348 Department of Education Financial Summary Fiscal Year 2009 Governorʹs Recommendation All Funds ‐ By Activity Center 371 372 The University of the Virgin Islands ORGANIZATIONAL TYPE: Service and Social An integral part of the University of the Virgin Islands’ (UVI) strength lies in its value system which embodies the principles, ideals and beliefs of its students, faculty, staff, administrators, and trustees, and is the foundation for its actions. These values represent what is important to the University and reveal what UVI strives to become. These ten (10) values are essential to ensuring the fulfillment of UVI’s mission and vision.tudents • Students First • Learning and Scholarship • Excellence • Teamwork • Collegiality and Shared Governance • Inclusiveness of Ideas • Principle Leadership • Support of the Community • Effective Use of Technology Mission of the University UVI’s mission clearly defines its purpose within the context of higher education and explains whom the mission serves an what it intends to accomplish. Consistent with accreditation standards and best practices, the mission was examined and refocused with broad institutional, alumni, and community participation in response to the changing environment. The newly clarified mission statement is student centered, is externally focused, and is grounded in the University’s core values. The University of the Virgin Islands is a learner‐centered institution dedicated to the success of its students and committed to enhancing the lives of the people of the U.S. Virgin Islands and the wider Caribbean through excellent teaching, innovative research, and responsive community service. Scope and Overview The University of the Virgin Islands is an instrumentality of the Government of the Virgin Islands and an institution of higher education. The University is the only institution of higher education in the Virgin Islands and is a vital component of the social and political infrastructure of the Virgin Islands and wider Caribbean region. Approximately 2,745 full‐time and part‐time students are enrolled in the University’s specialist, masters, baccalaureate and associate degree programs, on two campuses located on the islands of St. Thomas and St. Croix. The University also provides programs for continuing education, locally relevant research and several community based services. While founded on the established traditions of American higher education, the University uses these traditions to develop and sustain the programs and services necessary to transform the economic and social character of the Virgin Islands and the wider Caribbean. 373 The University was chartered as the College of the Virgin Islands, a publicly funded coeducational liberal arts institution, on March 16, 1962, by Act No. 852, of the Virgin Islands Legislature, in accordance with section 16(a) of the revised and amended Organic Act of the U.S. Virgin Islands of 1954. The University was first accredited in 1971 by the Commission on Higher Education of the Middle States Association of Colleges and Schools (Middle States). According to the law, the University’s cornerstone objective is to provide for: …the stimulation and utilization of the intellectual resources of the people of the Virgin Islands and the development of a center of higher learning whereby and wherefrom the benefits of culture and education may be extended throughout the Virgin Islands. In 1960, the Virgin Islands Legislature created a temporary body called the Virgin Islands College Commission to survey the need for a territorial college. In April 1961, Governor Ralph M. Paiewonsky pledged to establish such a college, and in July 1961, he hosted a Governor’s Conference on Higher Education to analyze the Virgin Islands’ educational climate. The first campus opened on St. Thomas in July 1963, on 175 acres donated by the Federal Government. The first Board of Trustees took office in August 1963. In 1964, the second campus opened on St. Croix on 125 acres also donated by the Federal Government. In 1972, the College of the Virgin Islands was awarded Land Grant status by the U.S. Congress. This allowed for the establishment of the Agricultural Experiment Station (AES), the Cooperative Extension Service (CES), and a resident instruction program in agriculture. Since then, the University has added many other programs and services such as the Reichhold Center for the Arts, the Eastern Caribbean Center, the William P. MacLean Marine Science Center, the Small Business Development Center (SBDC) and most recently the Sports and Fitness Center. In 1986, by Act No. 5207 of the Virgin Islands Legislature, the College of the Virgin Islands was renamed “The University of the Virgin Islands” to reflect the growth and diversification of its academic curricula, community and regional services, and research programs. The same year, the U.S. Congress named the University one of America’s Historically Black Colleges and Universities. The University’s Strategic Plan envisions the University as a comprehensive educational institution that is globally recognized, and dedicated to the advancement of the Virgin Islands and its people. To fully realize this vision, the University has begun to transform itself by expanding its socio‐economic reach in the region, aggressively increasing enrollment, expanding its endowment, extending its entrepreneurial activities, and increasing present levels of federally funded research programs and grants. In addition, the University is strongly promoting its newly established Research and Technology Park which, when operational, is expected to attract knowledge‐based and e‐commerce companies to the Virgin Islands, creating hundreds of jobs for the residents of the Virgin Islands, especially on St. Croix. 374 The University of the Virgin Islands Strategic Planning Goals 1. Create a learner‐centered experience that fosters academic excellence and student success through innovative, effective teaching strategies and high quality academic and student support programs. 2. Insure that the strategic goals and objectives are met by enhancing the capacity of the University to achieve results. 3. Enhance and diversify the University’s financial base through the development of new revenue streams and the realization of cost savings. 4. Become a leader and partner with the community to address social, economic, environmental, political, educational and cultural issues impacting the U.S. Virgin Islands through a range of higher education initiatives. Fiscal Year 2007 Accomplishments During Fiscal Year 2007 the University realized significant progress implementing the strategic priorities and related performance criteria outlined in the Vision 2012 Strategic Plan. Educational Excellence • The Virgin Islands Experimental Program to Stimulate Competitive Research (VI‐EPSCoR) accepted thirteen (13) persons in its inaugural class for the Master of Marine and Environmental Science program, which began in the Fall of 2007. • A Memorandum of Understanding (MOU) has been finalized that will facilitate Licensed Practical Nurses from the Schneider Regional Medical Center Practical Nursing School, to begin studying towards their BSN at UVI. This relationship has the potential for increasing the professional nursing pool in the Virgin Islands and reducing the nursing shortage and health disparities. • A MOU was signed with Health Care Management International Inc. (HCMII) during the 2006‐2007 academic year to bring foreign students to UVI to study nursing. A UVI delegation traveled to India in July 2007 to meet the principals of the company, launch the program, and meet with potential students. Approximately forty (40) I‐20 visas were issued for students by UVI. • Nursing faculty presented the UVI Export experience as a model at the National Black Nurses Association Conference July 27th in Atlanta, Georgia. UVI was showcased at one of the largest conferences of minority nurses in the nation. 375 The University of the Virgin Islands • The Summer Bridge to Calculus program, funded by NSF‐HBCU‐UP and the Jones/Holloway/Bryan Foundation, was conducted on both campuses. Mathematics professors coordinated an intensive summer mathematics program for 21 VI high school students, and two UVI students. As a result, enrollment increased in the University’s Science and Mathematics Programs and courses. Participation in this program enabled the students to place (via testing) in college level mathematics courses, including calculus. • The Agricultural and Experiment Station (AES) Aquaculture Program held its Ninth Annual Aquaponics and Tilapia Aquaculture Short Course at the Great Hall on the UVI St. Croix Campus June 2007. There were sixty‐three (63) students from all around the world, including all seven (7) continents. • The Center for Marine and Environmental Studies (CMES), in collaboration with VI‐EPSCoR, hosted the 33rd Scientific Conference of the Association of Marine Labs of the Caribbean (AMLC) on St. Thomas, USVI from June 4‐8, 2007. With over 160 participants giving 100 oral presentations and over 60 posters, this was the best‐attended conference in the Association’s 50‐year history. Institutional Improvement • Pursuant to VISION 2012, the Purchasing Office instituted a procurement card program which is a useful tool in streamlining the University’s acquisition processes and providing Departments the flexibility to make small and routine purchases. The use of a procurement card in higher education is considered a ‘Best Practice’ standard. • To ensure compliance with federal, state, local and institutional regulations and requirements for programs and services, the University has begun Environmental Protection Agency (EPA) training on both campuses and has developed cross‐functional teams to address concerns of the Federal Student Aid (FSA) and Occupational Safety and Health Administration (OSHA) programs. • The relocation of major administrative offices to the newly renovated Administration and Conference Center (ACC), formerly the Harvey Student Center, was substantially completed by the end of September. The following offices are housed in the Administration and Conference Center (ACC): the Office of the President, the Office of the Board of Trustees, the Office of the Provost, the Office of the Vice Provost for Research and Public Service, the Office of the Vice Provost for Access and Enrollment Services, the Administration and Finance Offices; the Human Resources Office, the Accounting and Payroll Office, the Public Relations Office, the Institutional Research Office, the Sponsored Programs and Title III Offices, the Enrollment Services Office, the Office of Chief Information Officer; and the Office of the St. Thomas Campus Executive Administrator. • The University’s audited financial statements and A‐133 reports for the fiscal year ended September 30, 2006 were issued by the prescribed due date of June 30, 2007. The audited reports indicated that the University had zero audit findings for fiscal year ending September 30, 2006. 376 The University of the Virgin Islands • P‐20 NIH Grant: The University received this grant award from the National Institute of Health in mid‐September. The Grant became effective October 1, 2007. As a result, the Caribbean Research Center of Excellence in Health Disparities will be established in the Division of Nursing at the University of the Virgin Islands. The Research Center will establish partnerships and collaborations within the healthcare community to raise overall awareness of health disparities and promote cooperative efforts to achieve the reduction and elimination of major health disparities in the USVI. • The CES Natural Resources Program made significant progress with its Watershed Protection and Management and Outdoor Recreation (ecotourism promotion) Program initiatives. CES has partnered with the Conservation Data Center (CDC) and the Center for Marine and Environmental Studies (CMES) in a pilot study funded by VI EPSCoR to investigate the effects of watershed land‐based activities on near‐shore coral reefs. CES and CDC have produced Geographic Information System (GIS) maps characterizing three St. Thomas‐St. John watersheds (Perseverance Bay, Magens Bay and Lameshur Bay). • CES further stimulated the ecotourism potential on St. Croix by first conceptualizing, and then working with others to establish SUCCEED (St. Croix Unified for Community, Culture, Environment and Economic Development, Inc.), a community‐based coalition of government and non‐government agencies, businesses and private individuals. SUCCEED promotes resource conservation and sustainable development in St. Croix’s mostly undeveloped northwest quadrant. • During the period October 1, 2006 through February 28, 2007, the Small Business Development Center (SBDC) personnel assisted clients in preparing loan packages which have received financing totaling $339,000 through SBA Loans and the Business Loan Express – Community Express Loan (CEL) Program. • The UVI Agricultural Experiment Station (AES) and the Virgin Islands Sustainable Farm Institute (VISFI) hosted their first organic research and crop production field day at the VISFI facility. • From June 4‐8, 2007 the University of the Virgin Islands’ Center for Marine and Environmental Studies hosted the Association of Marine Laboratories of the Caribbean (AMLC) 33rd Scientific Conference on the St. Thomas campus. This event also marked the 50th anniversary of the AMLC. • In May, the Small Business Development Center (SBDC) held Farmers Town Hall Meetings at both the St. Croix and St. Thomas offices in collaboration with the VI Department of Agriculture and UVI’s Cooperative Extension Service. • During the month of May 2007, VIUCEDD began its pilot “Career Development Program” with Central High School on St. Croix, which was designed to make disabled students more aware of their interests, skills sets and workplace requirements. 377 The University of the Virgin Islands • In July 2007, the VIUCEDD leadership staff met with the Territorial Director for the Head Start program in order to gather data on current issues impacting the early childhood developmental training skills of Head Start teachers and paraprofessionals. • On September 20 – 21, 2007, UVI hosted the St. Croix Economic Summit, which was attended by approximately 100 business and industry representatives. • Over two hundred and twenty (220) youths participated in this year’s 4‐H Summer Academy on St. Croix, St. Thomas and St. John. This year, unlike previous years, 40 of the campers were from the Children, Youth and Families at‐Risk (CYFAR) Program that provides on‐site, after school tutoring and homework assistance for limited resource families throughout the year. • On May 5‐6, 2007, VI‐EPSCoR staff in collaboration with the Ocean Conservancy and a number of dedicated partners in the USVI and BVI including governmental agencies, Non‐ Governmental Organizations (NGOs), and other organizations, organized the workshop, Navigating Rough Seas. • The VI Legislature granted an allocation to UVI‐CELL of $100,000 to develop programs in support of vocational education. UVI CELL has worked with the Department of Licensing and Consumer Affairs to develop a course to prepare individuals for the local electrician exam. At present the pass rate on this exam is less than 5%. • On July 13, 2007, the University celebrated thirty‐five (35) years of being a land‐grant institution with the planting of a sandbox tree, an open house and youth activities with a total of 235 people in attendance. • The Constitutional Convention’s Public Education Project generated much interest in the Virgin Islands community concerning a local constitution and inspired people to believe that the Territory may be successful in the fifth attempt to draft a document structured by the internal government. 378 University of the Virgin Islands $35,000,000 [100%] General Fund Appropriated Fund 379 FY2007 FY2008 FY2009 Expenditure Appropriation Recommendation General Fund Lump Sum Expenses 33,026,000 34,000,000 35,000,000 Capital Outlays ‐ ‐ ‐ Fringe Benefits ‐ ‐ ‐ Supplies ‐ ‐ ‐ Other Svs. & Chgs. ‐ ‐ ‐ Utilities ‐ ‐ ‐ Total General Fund 33,026,000 34,000,000 35,000,000 TOTAL APPROPRIATED FUND 33,026,000 34,000,000 35,000,000 Local Funds ‐ ‐ ‐ Total Local Funds ‐ ‐ ‐ Federal Funds ‐ ‐ ‐ Total Federal Funds ‐ ‐ ‐ TOTAL NON‐APPROPRIATED FUNDS ‐ ‐ ‐ GRAND TOTAL 33,026,000 34,000,000 35,000,000 University of the Virgin Islands 3 Year Financial Summary By Budget Category APPROPRIATED FUNDS NON‐APPROPRIATED FUNDS 380 University of the Virgin Islands Financial Summary Fiscal Year 2009 Governorʹs Recommendation All Funds ‐ By Activity Center Lump Sum Capital Fringe Other Svs Description Expenses Outlay Benefits Supplies & Chgs. Utilities Total APPROPRIATED FUNDS General Fund 90000 University of the Virgin Islands 35,000,000 ‐ ‐ ‐ ‐ ‐ 35,000,000 Total General Fund 35,000,000 ‐ ‐ ‐ ‐ ‐ 35,000,000 NON‐APPROPRIATED FUNDS Local Funds ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Local Funds ‐ ‐ ‐ ‐ ‐ ‐ ‐ Federal Funds ‐ ‐ ‐ ‐ ‐ ‐ ‐ Total Federal Funds ‐ ‐ ‐ ‐ ‐ ‐ ‐ GRAND TOTAL 35,000,000 ‐ ‐ ‐ ‐ ‐ 35,000,000 381 HEALTH AND HUMAN SERVICES Department of Health Schneider Regional Medical Center Juan F. Luis Hospital Department of Human Services 382 383 Message from the Department of Health’s Commissioner The Department of Health (DOH) derives its authority from Titles 3 and 19 of the Virgin Islands Code which gives it direct responsibility for conducting programs of preventive medicine to protect the health of residents, as well as the authority to enforce all statutes pertaining to public health for the prevention and suppression of disease and injury. In addition, the DOH is also responsible for planning and coordinating health resources throughout the Territory inclusive of licensure and regulation of the territories hospitals, in and out patient health facilities, nursing homes and community clinics. The department exerts efforts to support outreach, education, prevention and treatment services across a variety of special programs inclusive of Maternal and Child Health, Family Planning, Environmental Health, HIV/STD/TB, Mental Health, and Drug and Substance Abuse Prevention. Through grants and subsidies to community‐based groups’ essential services inclusive of programs for Women, Infants and Children, Immunization, diagnosis and treatment of certain blood and communicable disease and Cancer Control and Prevention are provided to the Territory’s citizens. In accordance with its mandates, the Virgin Islands Department of Health remains guided by it’s: Mission: “To provide quality health care, regulate, monitor and enforce health standards to protect the public’s health.” Performance Goals: Increasing accessibility to health care; promoting health education; and ensuring compliance with regulatory standards. Vision: To have an effective health care system that will increase the Territory’s wellness by educating and mobilizing the community toward the development of positive lifestyles. To accomplish this, the department operates two public health facilities on the island of St. Croix, five on St. Thomas (to include one long‐term care facility for the mentally‐ill), and one on St. John. Services available through these various health clinics are: Immunizations, routine Medical/Physical Exams, Dental Care, Eye and Allergy Clinics, Nutrition, HIV/AIDS/Tuberculosis, Family Planning, Maternal and Child Health (to include Pre‐natal and Pediatric), Supplemental Nutrition Services (WIC), Mental Health and Substance Abuse Treatment and Prevention, Home Health Care, Women’s Health, Social Services, Outreach Services and Screening for Chronic Diseases, as well as Genetic Screening in Newborns. The department also provides Emergency Medical Services in conjunction with the two public hospitals, issues birth and death certificates, performs environmental health services; conducts health education, research and surveys; promotes activities and provides medical insurance assistance. The department is also responsible for the licensing of health care providers and facilities, and assumes primary responsibility for the health of the community in the event of a disaster. 384 Message from the Commissioner of Department of Health Each division of DOH is headed by Assistant and Deputy Commissioners, and the divisions are categorized into several activity centers and programs, which are headed by directors, administrators, and coordinators. These individuals along with the Commissioner are responsible for the effective management of the health care system in the Territory through the development and implementation of sound fiscal and managerial policies that support the department’s strategic objectives of: • Improving health outcomes through access to quality health care; • Promoting health education in conjunction with community‐based programs; and • Enforcing, monitoring and implementing health standards. These objectives remain in line with the department’s performance goals which are shared by all but achieved individually. During Fiscal Year 2007, the Department of Health achieved the following program specific accomplishments: • Recruited additional fulltime professionals in the STD/HIV/TB Program in the St. Croix District: Infectious Disease Physician and Nurse Practitioner. • Acquired medical equipment and supplies for Community Health Clinics territorially and equipment for the Eye Clinic for the St. Croix district. • Implemented “Dengue Free Zones” in collaboration with community partners in Williams Delight (St. Croix) and Nadir (St. Thomas). • Launched the “Ending Cervical Cancer In Our Lifetime” campaign in an effort to promote Cervical Cancer Screening and Awareness. • Implemented Medicare Part D Prescription Drug Program with a planned extensive outreach program. • Hosted a summit for faith based organizations titled: “Prevention and Control of Diabetes Mellitus in Church Populations” for the discussion of findings, strategies and solutions for reducing the risk of diabetes mellitus and related chronic diseases. • Developed a media plan to raise awareness on the risk factors of heart disease. • Established an Emergency Medical Services Training Facility on the island of St. Thomas. • Collaborated with Enforcement Officers and Compliance Officers from USDA (Puerto Rico) to ensure compliance with federal and local laws regarding meat products and other food standards. • Conducted 2,766 Environmental Health inspections territorially. • Received JCAHO accreditation for The Substance Abuse Program for three years. • Presented the “Fundamental of HIV for Primary Care Providers” training in partnership with the Florida Caribbean/AETC in regards to HIV/AIDS treatment, care, reporting and Rapid HIV testing integration. • Re‐implemented the Dental Health Services in the district of St. Croix. 385 Message from the Commissioner of Department of Health • Launched of a departmental Capital Improvement Campaign inclusive of major projects territorially. • Launched STD/HIV/TB Program Rapid HIV Testing for the increased capacity to providing testing in non‐traditional settings to increase referrals and linkage to care. • Implemented the “VIWOW” (For WIC on the WEB) computer software in the Women, Infant and Children Program to enhanced program services to the 46,299 participants. • Collaborated with the Department of Education and Human Services on a State based Nutrition Action Plan (SNAP) Initiative to address Childhood Obesity, resulting in the development of a program calendar. As the Virgin Islands Department of Health forges forward in Fiscal Year 2009 to meet is legislated mandates, it will continue to be “Solution Based and Patient Focused”. DOH will continue to focus on efforts to enhance and expand access to quality health care services, educate our community/residents on healthy lifestyles and enforce and monitor regulations to ensure safety territorially. The department will remain ever mindful, as the leading health agency, with the challenges that lie ahead, as well as making decisive decision making and proving leadership to meet the health care needs of the residents. 386 Department of Health ORGANIZATIONAL TYPE: Service and Social Org 70000 Administration Functional Statement: The Administration Unit sets and implements departmental policy and oversees other departmental units to ensure that the mission is fulfilled. For budgetary purposes, the Medical Professions Licensure Boards Office is included here, as well as the Public Health Information Office. Performance Goal: To ensure compliance with regulatory standards. Performance Indicator FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Percentage of health care professionals licensed in the Territory 90% 90% 90% 98% 98% Org 70010 Health Planning, Research and Statistics Functional Statement: The Health Planning, Research and Statistics Unit receives certificates of a vital event occurrence from hospitals, funeral homes, courts and other state jurisdictions. The vital event is duly recorded and processed by the staff. This includes birth and death certificates, burial permits, verifications, name changes, and acknowledgement of paternity. The office also disseminates data to entities such as the National Center for Health Statistics (NCHS), the Eastern Caribbean Center and departmental Programs. Performance Goals: To have accessibility to health care. To promote health education. Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Dissemination of health data within three (3) days of request 50% 60% 65% 75% 80% 387 Department of Health Org 70020 Emergency Medical Services Functional Statement: The Emergency Medical Services Unit plans, develops, and operates the Emergency Medical Services system for the Territory. It manages the ambulance system, and provides Emergency Medical Services training at all health levels and Basic Cardiac Life Support (BCLS) to the general public. Performance Goals: To have accessibility to health care. To ensure compliance with regulatory standards. Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Time lapse between the time calls are received and ambulance is dispatched: St. Thomas St. Croix St. John n/a n/a n/a 0:05:00 0:02:00 n/a 0:05:40 0:02:00 n/a 0:03:00 0:02:00 0:03:00 0:02:00 0:02:00 0:02:00 Number of certified EMT’s n/a 53 53 102 102 Decrease time on scene to 20 minutes n/a 0:21:00 0:19:00 0:20:00 0:20:00 Revision of Emergency Medical Service Field Protocol n/a 40% 98% 100% 100% Org 70030 Computer and Communication Functional Statement: The Computer and Communication Unit coordinates and maintains all computer and communication operations for the Department of Health. Performance Goal: To have accessibility to health care. 388 Department of Health Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Percentage of providers with access to Health‐Pro n/a 10 10 30 50 Number of employees with e‐mail access 260 345 370 420 460 Number of medical providers with internet access 5 10 20 30 50 Org 70050 St. John Clinic Functional Statement: The Morris DeCastro Clinic houses Emergency Medical Services for the community of St. John. It also offers the following health services: Dental Care, Health Cards, Women’s Health, Immunization, Women, Infants and Children (WIC), Maternal and Child Health (MCH), Mental Health, Medical Assistance Program (MAP), Social Services, Birth‐to‐Three Program, Nutrition, Environmental Health and STD/HIV. Performance Goal: To have accessibility to health care. Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Number of people served in health programs: Immunization WIC 331 1,882 451 1,826 467 1,851 481 1,886 490 1,892 Number of health cards issued 489 639 663 689 693 Org 70060 Office of Risk Management Functional Statement: The Office of Risk Management oversees the Risk Management Program, which entails holding Medical Malpractice Review Committee meetings, providing legal counsel to defend medical malpractice claims, collecting health care provider malpractice premiums, and doing all that is necessary to reduce the risk of medical malpractice. 389 Department of Health Performance Goals: To promote health education. To ensure compliance with regulatory standards. Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Percentage of health care providers included in the database n/a n/a n/a 25% 50% Number of malpractice insurance cases resolved n/a 11 12 14 16 Org 70070 Health Professions Institute Functional Statement: The Health Professions Institute (HPI) provides training for all activities relative to staff development and specialized training for health professionals and all other educational activities of the department. Performance Goals: To promote health education. To ensure compliance with regulatory standards. Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Percentage of employees participating in needs assessment n/a n/a n/a 80% 95% Percentage of scholarships recipients entered into the computerized tracking system data base n/a 60% 90% 95% 98% Org 70080 Operations Functional Statement: The Operations Unit coordinates space planning, construction, renovation, utilization, and maintenance of health care facilities in conjunction with the Government’s Capital Improvement Program. Performance Goal: To have accessibility to health care. 390 Department of Health Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Percentages of facilities renovated and funded square footages versus un‐renovated but funded square footages of facilities n/a n/a 0% 25% 50% Percentage of funded new facility construction square footages versus uncompleted but funded new construction square footages n/a n/a 0% 25% 50% Org 70100 Administration – Financial Services Functional Statement: The Administration – Financial Services Unit has oversight of the Financial Services Division, particularly in the formulation and cataloging of policies and procedures and the coordination and presentation of reports. Additionally, it provides staff support to the Office of the Commissioner. Performance Goal: To have accessibility to health care. Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Number of monthly narrative and financial reports submitted by the due dates n/a n/a 9 10 12 Org 70110 Financial Services Territory‐Wide Functional Statement: The Financial Services Unit manages the departmental expenditures, including payroll. It maintains all financial records and coordinates and monitors financial activities. Performance Goal: To have accessibility to health care. 391 Department of Health Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Percentage of functions electronically recorded n/a 80% 80% 90% 100% Percentage of reconciliation being performed timely n/a 75% 75% 80% 90% Reduce amount of time it takes for rejected documents to be rectified and processed n/a n/a 70% 85% 100% Org 70130 Budget Control Functional Statement: The Budget Control Unit prepares and administers the department’s budget. All documents requiring budgetary clearance are processed through this office. Performance Goal: To have accessibility to health care. Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Number of general fund expenditures vs. allotment/appropriation reports prepared 12 12 12 12 12 Number of health revolving fund expenditures vs. allotment/appropriation reports prepared 10 12 12 12 12 Org 70140 Federal Programs Office Functional Statement: The Federal Programs Office monitors, advises, compiles, reconciles and processes financial data for the Department of Health’s federal grants received. Performance Goals: To have accessibility to health care. To ensure compliance with regulatory standards. 392 Department of Health Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Number of days for budget review process 4 days 3 days 30 days 7 days 7 days Number of days to process cash draw downs 2 days 2 days 7 days 5 days 5 days Org 70150 Health Revenue Services Functional Statement: The Health Revenue Services Unit is responsible for the collection and billing of all revenue services rendered by the Department of Health. Performance Goal: To have accessibility to health care. Performance Indicator FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Amount of revenues collected n/a $1,093,001 $1,261,668 $1,322,532 $1,190,279 Org 70300 Administration – Administrative Services Functional Statement: The Administration – Administrative Services Unit provides staff support to the Commissioner, specifically in the areas of contract management, communications, health planning, data and statistics, facilities, real estate management, and disaster preparedness. The Office of Minority Health develops health policies and programs that will eliminate health disparities in the Territory. Performance Goals: To have accessibility to health care. To ensure compliance with regulatory standards. Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Percentage of baseline data established n/a n/a n/a 75% 90% Percentage of stated goals and objectives of the VI Healthy People 2010 Plan implemented n/a n/a n/a 80% 90% Percentage of level phased‐in capital projects monitored n/a 100% 25% 50% 50% 393 Department of Health Org 70310 Transportation Services Functional Statement: The Transportation Services Unit provides a comprehensive transportation service for all field workers; provides an efficient mail delivery service for the various health units; and coordinates transportation during emergencies. Performance Goals: To have accessibility to health care. To promote health education. Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Percentage of vehicle operators utilizing Vehicle Usage Log n/a n/a 50% 80% 100% Percentage of document/mail delivered on time n/a 95% 95% 97% 97% Org 70320 Office of Human Resources Functional Statement: The Office of Human Resources administers comprehensive human resources management and labor relations/alternative dispute resolution (ADR) to support the department’s mission in accordance with U.S. Virgin Islands rules and regulations. Performance Goal: To ensure compliance with regulatory standards Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Number of days to process a NOPA/Personnel Requisitions internally 15 days 10 days 10 days 10 days 10 days Percentage of critical positions filled 30% 35% 40% 45% 50% Percentage of grievances/compliant resolved through ADRs. n/a 10% 25% 30% 35% 394 Department of Health Org 70330 Maintenance Functional Statement: The Maintenance Division coordinates all required maintenance, housekeeping and security efforts for all Department of Health facilities territory‐wide. Performance Goal: To ensure compliance with regulatory standards. Performance Indicator FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Number of trained general maintenance workers, security personnel and housekeeping staff in both districts n/a n/a 32 33 37 Org 70400 Preventive Health Administration Functional Statement: The Preventative Health Administrative Unit is responsible for the management and implementation of policy and procedures governing Public Health Services. Performance Goals: To promote health education. To ensure compliance with regulatory standards. Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Number of policies and procedures established and implemented for Public Health Services n/a n/a n/a 5 10 Number of quality assurance and improvement activities conducted quarterly and annually n/a n/a n/a 5 10 395 Department of Health Org 70410/70420 Environmental Health Administration – STT/STX Functional Statement: The Environmental Health Administration Unit ensures quality standards in food products through on‐site inspections of retail and wholesale food establishments, conducts sanitation inspections of private homes and businesses, tests water and milk samples to assure the absence of contamination, and sprays insecticides to eradicate various pests in accordance with the V.I. Health Code. Performance Goals: To promote health education. Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Number of health permits issued n/a n/a n/a 5,500 6,000 Number of sanitation inspection conducted n/a 332 503 580 600 Number of food establishment inspected n/a 900 1,119 1,300 1,500 Number of complaints addressed n/a n/a n/a 643 650 Org 70430 Alcohol, Drug Abuse and Mental Health Administration Functional Statement: The Alcohol, Drug Abuse and Mental Health Administration Unit prepares annual plans, develops grant applications, and establishes and monitors performance of contractors. Essential activities include budget preparation, grant administration, staff training, data collection, and preparation of periodic reports, off‐island placement of clients, and also the management of court ordered interventions. Performance Goals: To have accessibility to health care. To promote health education. To ensure compliance with regulatory standards. Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Number of off‐island client placements 15 26 n/a 27 28 396 Department of Health Org 70440 Alcohol, Drug Abuse and Mental Health Services Functional Statement: The Alcohol, Drug Abuse and Mental Health Services Unit provides mental health and substance abuse treatment, prevention, crisis intervention, outreach, case management, rehabilitation and counseling services. Outreach and case management services are offered primarily in the community. Rehabilitation services are provided through clubhouse‐based psychosocial programs and residential services. Performance Goals: To have accessibility to health care. To ensure compliance with regulatory standards. Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Number of persons receiving the following: Mental Health Treatment Substance Abuse Treatment n/a n/a 301 127 n/a n/a 337 187 337 187 Number of clients receiving counseling service n/a 8 n/a 35 35 Number of individuals enrolled in rehabilitation programs n/a n/a n/a 78 78 Org 70450 Long‐Term Care Unit ‐ STT Functional Statement: The Long‐Term Care Unit, Eldra Shulterbrandt facility, provides mental health services in a residential facility for adult clients with acute mental illness who require intermediate, long‐term care, or transitional services. Performance Goals: To have accessibility to health care. To ensure compliance with regulatory standards. Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Percentage of clients transferred for discharged to more independent living facility 10% 13% n/a 25% 28% Number of clients receiving mental health services: Long Term Care Transitional Care n/a n/a 27 n/a n/a n/a 32 3 64 9 397 Department of Health Org 70460 Maternal Child Health (MCH) and Children With Special Health Care Needs (CSHCN) Services Functional Statement: The Maternal Child Health (MCH) and Children with Special Health Care Needs (CSHCN) Services Unit promotes quality health care for women, children, and families, and assures access to services for high‐risk and special needs groups through comprehensive planning and coordination of health services systems, while promoting public awareness. Performance Goals: To have accessibility to health care. To promote health education. Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Percentage of high‐risk infants treated 65% 71% 75% 80% 85% Percentage of newborns screened (genetic/metabolic/hearing) n/a 96% 92% 95% 95% Percentage of children with completed immunizations n/a 63% % 70% 70% Decrease the percentage of children who are overweight/obese through nutrition counseling n/a 4% 5% 5% 5% Increase accessibility to mental health services through referrals, for children found to be in need of comprehensive, interventive treatment n/a n/a 15 25 25 Org 70470 Family Planning Services Functional Statement: The Family Planning Services Unit provides affordable, culturally sensitive social and reproductive health services to women, men and adolescents throughout the U.S. Virgin Islands. This program encourages family participation in the decisions minors seeking family planning services make and conducts activities that promote positive family relationships. It also promotes individual and community health services to hard to reach populations. Performance Goals: To have accessibility to health care. To promote health education. 398 Department of Health Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Youth at organizations visited n/a 1334 2,348 1,470 2,500 Number of outreach sessions held n/a 75 120 65 130 Number of contraceptives provided 20,268 19,328 24,551 25,000 25,200 Number of women receiving services 3,621 3,285 3,197 3,300 3,400 Org 70480 Dental Health Services Functional Statement: The Dental Health Services Unit provides basic dental services to the general public through clinics, health fairs and outreach/school‐based programs. Services provided include oral prophylactics, dental cleanings, dental extraction, restorations and dental health education. Performance Goals: To have accessibility to health care. To promote health education. Performance Indicator FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Number of children receiving: Prophylaxis Fluoride Restorations (fillings) n/a n/a n/a 1,262 1,007 547 439 1,580 290 1,300 1,100 620 600 1,600 580 Org 70490 Nutrition Services Functional Statement: The Nutrition Services Unit promotes optimal health by encouraging healthy eating habits and increased physical activity. Primary functions include: dietary counseling sessions to clients with chronic diseases such as diabetes and high blood pressure; health promotion/disease prevention programs such as “5 a Day” and “Shape Up VI” and “Nutrition Tips” radio program. The Virgin Islands Women, Infants and Children (WIC) program is dedicated to the delivery of quality nutrition education and counseling, intervention, referral and follow‐up on identified risks to improve the health of low‐income and nutritionally‐at‐risk women, infants and children. 399 Department of Health Performance Goals: To have accessibility to health care. To promote health education. To ensure compliance with regulatory standards. Performance Indicator FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Number of patient seen and counseled: High Blood Pressure Diabetes High Cholesterol n/a n/a n/a 22 79 75 40 80 30 50 40 40 55 95 45 Org 70500 Health Education Functional Statement: The Health Education Unit provides public health education and conducts disease prevention activities throughout the U.S. Virgin Islands. It also provides educational information and expertise and serves as a clearing‐house for all health educational materials. Performance Goal: To promote health education. Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Number of health education sessions/training held 39 28 23 13 15 Number of persons in community outreach participating in “Diabetes Today” and other initiatives (does not include radio, TV or website) 1,865 2,179 1,686 1,200 1,400 Org 70510 Health Insurance and Medical Assistance Functional Statement: The Health Insurance and Medical Assistance Unit administers, coordinates and serves as the “State Agency” for the Medicaid program in the U.S. Virgin Islands. Performance Goals: To have accessibility to health care. To ensure compliance with regulatory standards. 400 Department of Health Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Number of appeals from persons applying for Medicaid n/a 3 2 4 6 Cost of assistance for off‐island travel n/a $65,869 $78,037 $81,000 $86,000 Cost of assistance provided for prescription drugs n/a $3,646,306 $2,897,915 $3,042,000 $3,195,000 Cost of assistance for hospital patients n/a $2,299,269 $2,115,330 $2,221,000 $2,330,000 Org 70520 Community Health Administration Functional Statement: Community Health Administration Unit administers, plans, coordinates and maintains all activities in the clinic, including retrieving records, scheduling of patients’ appointments, compiling clinical statistics, billing patients, purchasing and maintaining inventory of supplies. Performance Goal: Accessibility to Health Care. User Friendly Appointment System Performance Indicator FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Number of no‐show appointments n/a 680 667 650 640 Org 70530 General Clinic Functional Statement: General Clinic screens, diagnoses and treats patients with medical problems such as diabetes, hypertension, cardiovascular disease and arthritis. This activity center also conducts sub‐ specialty clinics, which provide services in neurology, urology, podiatry, orthopedics, wound management, minor surgery and allergic/dermatological disease. Performance Goal: To have accessibility to health care. 401 Department of Health Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Number of patient seen in the ophthalmology clinic n/a 639 449 359 559 Number of diabetic clients seen n/a 1,433 1,455 1,463 1,473 Org 70540 Supportive Services Functional Statement: The Supportive Services Unit is responsible for providing support services to assist in the reduction of morbidity and mortality rates and to improve the quality of life for all persons in the U.S. Virgin Islands. Performance Goals: To have accessibility to health care. To promote health education. Performance Indicator FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Revenue collected for home care services $1,290 $2,100 $1,150 $1,300 $2,000 Org 70560 Venereal Disease Control Functional Statement: The Venereal Disease Control Unit is responsible for the containment and prevention of sexually transmitted disease, including HIV/AIDS and TB through disease intervention, education, screening, diagnostic and treatment activities, and coordinating the TB and HIV prevention programs. Risk reduction methods and cost effective screening sites are provided throughout the Territory. The center also monitors disease trends, and collaborates with other health agencies and programs. Performance Goals: To have accessibility to health care. To promote health education. To ensure compliance with regulatory standards. 402 Department of Health Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Number of days to provide treatment and counseling for STD positive clients 30 days 30 days 21 days 14 days 7 days Average percentage of patients receiving formal contact tracing, counseling and treatment 30% 50% 30% 50% 75% Org 70570 Immunization Functional Statement: The Immunization Unit immunizes infants, children, adolescents, adults and persons traveling to other countries and also participates in educating healthcare providers and the community in the prevention of vaccine preventable diseases. Performance Goals: To have accessibility to health care. To promote health education. To ensure compliance with regulatory standards . Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Percentage of children birth through 6 years with up‐to‐date immunizations at school entry 92.2% 92% 91% 92% 93% Percentage of persons over 65 years old who are appropriately immunized against pneumonia 29.1% 39.5 n/a 49.5% 54.5% Percentage of children from birth to 6 years enrolled in immunization registry n/a 82% 82% 82% 83% Percentage of persons over 65 years old who are appropriately immunized against the flu 37.5% 40.4% n/a 46.4% 49.4% Percentage of adolescents 11‐18 years of age, with up to date immunizations 76% 76.5% 85% 85% 88% 403 Department of Health $40,965,196 [95%] $2,325,850 [5%] $43,291,046 [100%] General Fund Health Revolving Fund Appropriated Funds $32,427,697 [100%] $32,217,697 [99%] $210,000 [1%] Federal Funds Emergency Service Special Fund Non- Appropriated Funds 404 405 406 407 408 Hospital and Health Facilities Corporation ORGANIZATIONAL TYPE: Service and Social Scope and Overview In accordance with Act No. 6012, as amended by Act No. 6279, the Virgin Islands Government Hospital and Health Facilities Corporation was established to ensure that quality, comprehensive health care is available to residents and visitors throughout the territory. The Corporation, whose authority was expanded to incorporate the functions of human resources, the procurement of goods and/or services, and the financial management of the Hospital Revolving Fund, is committed to providing effective, affordable quality health care by implementing a new management structure that preserves decentralized control over health care facilities, yet incorporates the benefits of territory‐wide planning and coordination. 409 410 411 412 Message from the Schneider Regional Medical Center’s Chief Executive Officer The Schneider Regional Medical Center (SRMC) mission is to provide comprehensive, quality healthcare to the residents of the Virgin Islands and visitors of all ages, faiths, and races in order to improve their health and wellness. This mission has increased the healthcare services of the Virgin Islands, which provided more financial resources to reinvest into SRMC. SRMC has been a catalyst in the local economy, providing healthcare employment and vocational opportunities for Virgin Islanders. Pursuant to Title 19, Chapter 16, of the Virgin Islands Code, as amended, the St. Thomas‐St. John District Governing Board of the Virgin Islands Government Hospital and Health Facilities Corporation was created to oversee the Roy Lester Schneider Hospital, the Myrah Keating Smith Community Health Center, and, since 2006, the Charlotte Kimmelman Cancer Institute. The SRMC is accredited by the Joint Commission on Accreditation of Healthcare Organizations (JCAHO) and Centers for Medicaid and Medicare, and functions as a coordinated, integrated system providing comprehensive quality health care to residents of the U.S. Virgin Islands, and visitors, to improve their health and wellness. The Roy L. Schneider Hospital (RLSH) is a 169‐bed, acute care facility. All residents and visitors of the St. Thomas/St. John District are offered an extensive range of specialized and general services, which include: medical, surgery, interventional cardiology and radiology, intensive care, hemodialysis, labor and delivery, hyperbaric medicine, emergency services, cardiology and neurosurgery. The following ancillary medical services are available to assist with the diagnosis and delivery of treatment: laboratory services, including histopathology, radiology, nuclear medicine and ultrasound medicine, orthopedic services, rehabilitative services, pharmaceutical, and physiological testing The Myrah Keating Smith Community Health Center (MKHC) is the only comprehensive primary health care facility providing services primarily to the St. John community. It offers emergency services twenty‐four (24) hours per day, seven (7) days per week. Outpatient/Clinic Services are scheduled Monday through Friday. Services offered are: adult general medical care; radiology; ophthalmology; laboratory; nutritional counseling; high‐risk OB/GYN; Pre‐/Post‐Natal care and counseling; and well woman exams such as Pap Smears and Pelvic exams. The Charlotte Kimmelman Cancer Institute (CKCI), located on the grounds of RLSH, promotes the principle that patients throughout the Caribbean deserve access to highly supportive, individualized and holistic care. The Cancer Institute emphasizes education, prevention, screening and early detection, while making available the most advanced treatment and research within a world‐class center located close to home. The Schneider Regional Medical Center has developed a strategic plan consistent with the expectations and needs of the community and the policies of the Governing Board for the District of St. Thomas/St. John. The strategic objectives emphasize financial responsibility, clinical excellence, community benefits and customer service. 413 Message from the SRMC Chief Executive Officer SRMC develops and implements sound fiscal and managerial practices that support the key strategic objectives. The performance goals shared by all, but achieved individually, follow. Clinical excellence enhances and leverages the scope, quality, service, and physician participation of core clinical programs in order to meet the needs of the community, drive increased volume, reduce out‐migration, increase in‐migration, and produce larger revenue streams. Financial responsibility emphasizes growth in clinical service inpatient and outpatient volumes. SRMC uses this as a strategy to maintain a low unit cost of service, to fill the facility to capacity, and to provide incremental net revenue. SRMC favors growth of higher acuity, specialized services that raise the case mix index and surgical volumes. The SRMC benefits the community by encouraging local officials to support legislation, regulations, and public policies that promote the success of the USVI hospitals and medical communities. SRMC pursues increases in general funding and support for uncompensated or indigent care. It also pursues increases in Medicaid funds, and increases in hospital funding available under the Medicaid cap. It leverages Territorial purchasing power by requesting mandatory inclusion of local healthcare providers on health insurers’ panels that underwrite Government business. As a long‐range effort, SRMC works to establish a joint task force, or a similar forum, for solving the problem of uncompensated or indigent care. SRMC works with hospital representatives, physicians, elected and appointed officials, and potentially influential citizens, on this challenge. The unique issues for the USVI stem from economic conditions, the private insurance market, and both legal, and illegal, immigration. As a safety‐net hospital, the Schneider Regional Medical Center is required to provide high‐quality health services for all patients, including the uninsured and underinsured, regardless of their ability to pay. SRMC has implemented a comprehensive customer service Program to optimize the patients’ and physicians’ satisfaction and perceptions. The following elements use a low cost development approach: patient and physician input and satisfaction measures; uniform customer service standards and methods; expectations of employees; problem resolution processes; staff training and performance monitoring; communication and reporting to internal constituents; and recognition of customer service “champions.” SRMC continues comprehensive efforts to address the ongoing nursing shortage. It remains a major challenge, as this Territory’s healthcare resources continue to be disproportionately consumed by reliance on contracted agency services. During Fiscal Year 2006, SRMC succeeded in several important tasks. SRMC increased staff recruitment by developing several initiatives to address the nursing shortage, including a Nursing Program which produced twenty‐two (22) recipients of Registered Nursing degrees. SRMC developed a Nurse Externship Program that offers paid clinical mentorship of 320 hours experience during the May through July summer break for UVI juniors and seniors. This Program provides adjunct education and assistance, increasing students’ proficiency and skills. 414 Message from the SRMC Chief Executive Officer SRMC provides a LPN Program. This fifteen (15)‐month Program is a bridge to students continuing their nursing education. The goal is to have many of these students enroll in either the Associate Degree or Baccalaureate Degree in Nursing Programs. In spite of such initiatives over the past two (2) years, SRMC continues to experience a nurses vacancy rate averaging 40%, compared to the national rate of 13%. The only means of ensuring that patients continue to receive excellent care is to contract for nursing services. Currently, that costs $6.4 million annually. SRMC has no choice, until its investments in developing a permanent nursing corps begin paying greater returns. Meanwhile, efforts continue to recruit nationwide, using all the incentives SRMC can afford to offer, and providing educational opportunities locally. During the past fiscal year, SRMC’s Medical Staff Expansion has continued, adding highly skilled physicians to the staff, each with extensive experience and credentials; many of these physicians are originally from the Virgin Islands. There are now approximately eighty (80) physicians on staff at SRMC. Specialties include: internal medicine, pediatrics, orthopedics, obstetrics/gynecology, emergency medicine, anesthesiology, interventional radiology, radiation oncology and epidurals. The SRMC expanded its service line. The Charlotte Kimelman Cancer Institute served its first patient in Radiation Oncology May of 2006. The Institute is equipped with state‐of‐the‐art technology such as a Varian‐Linear Accelerator, a Siemens – CT scanner, an auditorium with current audio and visual technology, and Telemedicine. The Institute is staffed with highly qualified individuals in the areas of: Medical Oncology, Radiation Oncology, Dosimetry, Physics, Radiation Therapy, Research and Clinical Trials, Patient Navigation, and Nursing, to ensure the best treatment for the patients. This facility provides radiation oncology, surgical consultations, clinical research and support services. The Medical Center has also invested in new procedures that have improved the health of many residents, saving them the time and expense of going off‐island, by offering them quality healthcare at home. One of the new investments is the Dual Interventional Radiology and Cardiology Lab, which was granted a C‐O‐N by the Department of Health in 2006. This new lab has helped many Virgin Islanders with hypertension, kidney failure, and uterine fibroids. Other patients have received state‐of‐the‐art care without traditional surgery. Lives of patients in the region that have diabetes and hypertension leading to kidney failure can be prolonged through the services of the new lab. The Schneider Regional Medical Center has obtained voluntary accreditation from The Joint Commission on Accreditation of Health Care Organizations (JCAHO). JCAHO surveys hospitals to evaluate quality and assess performance. In 2003, the Schneider Hospital, including its laboratory, was accredited for the first time. In 2006, the Hospital was reaccredited, along with the CKCI and the MKHC Hospitals. Hospitals that achieve accreditation are recognized with the gold seal of approval in healthcare, validating excellence and quality of service. As recently as March, 2008, the Hemodialysis Unit was re‐certified for three (3) years by the Centers for Medicare and Medicaid Services. 415 Message from the SRMC Chief Executive Officer SRMC expects to maintain current operations and strategic objectives through the approval of its General Fund budget request, including all Government mandated changes. SRMC seeks favorable approval of the entire General Fund budget, due to its accomplishments, its need for support of current operations, and its on‐going strategy implementation. 416 Schneider Regional Medical Center ORGANIZATIONAL TYPE: Social and Service Org 710b0 Myrah Keating Smith Community Health Center Functional Statement: The Myrah Keating Smith Community Health Center provides quality healthcare services to residents and visitors of St. John, U.S. Virgin Islands. Services provided include emergency medical services 24 hours/7 days a week; urgent care/outpatient care, family practice, internal medicine, pediatrics, ophthalmology, and spirometry. Women’s healthcare includes family planning, pre‐ natal care and well‐woman exams. Both laboratory and x‐ray services are provided 24 hours per day for emergencies. Nutrition education classes are provided, along with nutrition education classes with dietary services for patients and staff. A helicopter landing pad is also available. Performance Goal: To enhance SRMC’s core clinical programs/service development. Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Expand an existing service line/program by one criteria set 5 5 6 6 6 Average number of turnaround days for radiology results 3 2 2 2 2 Average number of turnaround days for lab results 3 2 2 1 1 Org 71000 Administration Functional Statement: Administration is responsible for the overall operation and administrative functions of the Roy L. Schneider Hospital and the Myrah Keating Smith Community Health Center in conjunction with the policies set forth by the Hospital’s Board of Trustees, the strategic plan and standards established by regulatory agencies. 417 Schneider Regional Medical Center Performance Goals: To expand SRMC’s core clinical programs/service development. To develop an effective response to health care needs. Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Add one core clinical program or expand two (2) existing services lines by one criteria set each 16 16 17 17 18 Reduce the variance between projected and actual staff mix volumes Actual Projected Variance 443 452 9 446 452 6 576 700 +2 598 750 +2 615 617 +2 Inpatient satisfaction scores percentile 26th 34th 25th 33rd 35th Org 71010 Medical Services Functional Statement: The Medical Services is charged with the oversight of all medical staff functions to include the diagnosis and treatment of patients, respiratory services, anesthesia services and Student Clerkship Programs. Performance Goals: To enhance SRMC’s core clinical programs/service development. To maintain regulatory compliance standards. Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected CMS ORX Core Measures: Acute MI scores Heart Failure score Pneumoniea scores 66% 51% 51% 66% 51% 51% 66% 51% 51% 66% 51% 51% 66% 51% 51% Average length stay for top 5 patient diagnosis: Hypertension Diabetes without compls. Congestive Heart Failure Anemia Pneumonia 6 days 6 days 6 days 6 days 6 days 6 days 6 days 6 days 6 days 6 days 6 days 3 days 2.5 days 5 days 5 adys 6 days 3 days 2.5 days 4.5 days 4.5 days 5 days 2 days 2.5 days 4.5 days 4.5 days Number of physicians recruited for new services 0 4 8 6 5 418 Schneider Regional Medical Center Org 71020 Financial Services Functional Statement: The Financial Services is responsible for Patient Access, Health Information Management, Patient Financial Services (billing and collections), General Accounting, Payroll and Accounts Payable. These areas ensure the accurate capture and reporting of critical fiscal and other information necessary to support not only the day to day functions of the institution, but also the information necessary for management and the Board of Directors to plan and forecast strategies. Each area within Financial Services contributes by providing current and historical financial and statistical information necessary to evaluate and ensure the sound operating of the institution using standardized reporting in accordance with industry standards. Performance Goal: To enhance SRMC’s core clinical programs/service development. To maintain regulatory compliance standards. Org 71030 Nursing Services Functional Statement: The Nursing Services is responsible for the overall leadership, coordination and direction of professional and support nursing services. The activity center has the primary authority and oversight for the practice of nursing, the development of nursing services, the evaluation of nursing services and program administration for the organization. Performance Goals: To enhance SRMC’s core clinical programs/service development. To develop an effective response to health care needs. Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Average rate of patient falls occurrences 1.74% 2.3% 3.5% 3.2% 3% Annual Nursing Development staff satisfaction scores n/a n/a 87% 90% 94% Number of hospital acquired diseases 43 50 48 40 35 Average response time to clinical alarms in Intensive Care Unit (ICU) 30 sec. 20 sec. 15 sec. 15 sec. 10 sec. Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Average daily gross revenue (thousands). $230 $235 $240 $252 $275 Total net accounts receivable (millions) $34 $31 $29.8 $30 $31 419 Schneider Regional Medical Org 71040 Supportive Services Functional Statement: The Supportive Services is responsible for the provision of Support Services to employees and patients of the RLSH and MKSCHC, through the services of the following departments: Housekeeping, Laundry, Telecommunications, Management Information Systems, Security, Staff Transportation and Fleet Management Services, Facility and Biomedical Engineering and Maintenance. The activities are programmed, managed and documented to meet the requirements of hospital regulatory bodies, such as the Centers for Medicare and Medicaid Services (CMS) and the Joint Commission on Accreditation of Healthcare Organizations (JCAHO). Management also directs compliance with federal and local mandates, and internal safety policies and procedures. Performance Goals: To enhance SRMC’s core clinical programs/service development. To maintain regulatory compliance standards. Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Facility cleanliness (percentile) 17th 30th 25th 35th 40th Patient Safety (percentile) 41st 19th 25th 30th 35th Patient Privacy (percentile) 46th 40th 25th 40th 50th Org 71050 Risk Management Functional Statement: The Risk Management facilitates and oversees all aspects of the organization’s clinical and non‐ clinical performance improvement/quality assurance activities, by facilitating the establishment of structure, processes and outcome indicators, and by the development of operational standards and evaluation criteria, to prospectively, concurrently and retrospectively monitor, evaluate and improve known and suspected problems that influence patient care and outcome. This area also oversees, manages, and executes the organizational wide Corporate Compliance Program for the facility. Performance Goals: To enhance SRMC’s core clinical programs/service development. To maintain regulatory compliance standards. Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Overall compliance scores for both mock and/or actual survey (pass or fail) pass pass pass pass pass Percentage level of each patient safety goal met 90% 100% 95% 95% 95% 420 Schneider Regional Medical Center Org 71060 Professional Services Functional Statement: The Professional Services is comprised of the following revenue producing professional/diagnostics services: Laboratory, Rehabilitation, Pharmacy, Physiological Testing, Radiology and Dietary Services at the Schneider Regional Medical Center. Most of these services are provided to patients and physicians twenty‐four hours per day, seven days per week. These departments provide a variety of diagnostic examinations and services to assist physicians in the identification, verification, treatment and documentation of patients’ diagnoses. Performance Goals: To enhance SRMC’s core clinical programs/service development. To develop an effective response to healthcare needs. To develop partnerships with other medical programs. Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected How well patients are informed of any delays in care and/or treatment 1st 4th 4th 4th 4th Patient confidence in the delivery of proper care 41st 19th 21st 41st 51st Kindness shown to the patient by the nursing staff 69th 46th 50th 56th 60th Org Hyperbaric Services Functional Statement: The Hyperbaric Services is a diagnostic and therapeutic center for the treatment of all conditions for which Hyperbaric Oxygen Therapy (HBOT) is required. These include decompression sickness, cerebral gas embolism, soft tissue necrosis, gas gangrene, carbon monoxide and other poisoning and chronic refractory osteomyelitis and radiation necrosis. Performance Goals: To enhance SRMC’s core clinical programs/service development. To develop partnerships with other medical programs. Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Total number of patients treated in the hyperbaric chamber n/a 20 27 30 35 421 Schneider Regional Medical Center Org 71111 STT/STJ Hospital Facility Board Functional Statement: St. Thomas/St. John Hospital District Governing Board and the Virgin Islands Government Hospitals and Health Facilities Corporation, were created and mandated by Act No. 6012, as amended by Act No. 6279, to provide governance to the Roy Lester Schneider Hospital and Community Health Center and the Myrah Keating Smith Community Health Center on the island of St. John. The leadership of the Roy Lester Schneider Hospital and Myrah Keating Smith Community Health Center has the responsibility for providing the foundation and support for the planning, direction, coordination, provision and improvement of health care services, while in compliance with legal and regulatory requirements. Performance Goal: To enhance SRMC’s core clinical programs/service development. To maintain regulatory compliance standards. To develop partnerships with other medical programs. Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Increase (decrease) in net assets (millions) $7.1 ($6.0) ($7.5) ($1.5) $2.0 Maintenance of Joint Commission accreditation yes yes yes yes yes 422 Schneider Regional Medical Center $50,516,510 [61%] $32,413,895 [39%] General Fund Hospital Revolving Fund Appropriated Funds Non- Governmental Funds 423 424 425 426 Message from the Governor Juan F. Luis Hospital and Medical Center’s Chief Executive Officer Juan F. Luis Hospital (JFLH) and Medical Center is located on the island of St. Croix in Christiansted. Its mission is to deliver quality health care to all people. JFLH provides both basic and critical care to a growing population with diverse and unique medical needs. JFLH’s vision is to be a model hospital. To meet the expanding medical needs of an emergent and changing community JFLH has established, and will adhere to, core principles that value teamwork, employees, patients, excellence, community, and respect for all. JFLH is the only hospital on St. Croix and currently has 120 beds in operation. Pursuant to Act No. 6012, JFLH is semi‐autonomous and governed by the 9‐member St. Croix District Board of Directors. Seven (7) Board members are appointed by the Governor, one (1) is elected by the physician staff, and the other member is the nurse representative. The Chief Executive Officer has administrative responsibility for JFLH and reports to the Board of Directors. JFLH is a full‐service hospital offering acute, emergency, rehabilitative, and ambulatory care in most medical specialties, including: internal medicine, surgery, pediatrics, obstetrics, gynecology, psychiatry, physical medicine, hemodialysis and others. The Inpatient Units and Emergency Services operate on a 24 hour basis and the clinics are open Monday to Friday. The JFLH has a total of seven (7) Divisions: Administration, Medical Services, Financial Services, Nursing Services, Supportive Services, Professional/Ancillary Services and the Board of Directors. 1. The Administration Division plans, organizes, controls and coordinates all operations of the hospital to ensure that the goals and objectives are accomplished. 2. The Medical Services Division is responsible for the oversight of all medical staff involved with the diagnosis and treatment of patients. This Unit’s additional responsibilities include respiratory therapy and anesthesiology functions. 3. The Financial Services Division is responsible for all financial transactions of the Hospital, including patient admission and registration, patient billing, revenue collection, payroll, maintaining medical records, accounts payable, materials management, general accounting and budgeting. 4. The Nursing Division is responsible for assuring quality nursing care through the application of standard nursing practices as defined by the Joint Commission, Center for Medicare and Medicaid, the Virgin Islands Board of Nursing and the American Nurses’ Association. This Unit greatly supports JFLH in providing twenty‐four (24) hour services to assist patients and families in reaching their maximum level of wellness. 5. The Support Services Division is responsible for patient and staff services, which include personnel and materials management, laundry, housekeeping, communication, security, transportation, printing and hospital facilities maintenance. 427 Message from the Chief Executive Officer of Juan F. Luis Hospital and Medical Center 6. The Professional/Ancillary Services Division is responsible for providing all functions of dietary, laboratory, pharmacy, radiology, rehabilitative therapy, medical social services, and physiology testing services to support in‐patient diagnosis and treatment. 7. The St. Croix Hospital Facility Board provides the governance of the hospital. These members are vested in the Board, which has the overall responsibility of ensuring that the Hospital is administered in a manner consistent with the policies and procedures, laws and regulations, of the United States Virgin Islands and the mission statement set forth in the Board’s Bylaws. The strategic goals of JFLH are: (1) excellent patient care, providing successful patient outcomes; (2) excellent patient satisfaction, ensuring that JFLH is a valued partner in patient health and well being; (3) excellent staff satisfaction, being the healthcare employer of choice; (4) excellent community satisfaction, being the hospital of choice and (5) fiscal viability, providing services cost effectively within resources available. The long‐term and short‐term objectives established for the above five (5) strategic goals are outlined in JFLH’s Strategic Plan and supported by performance goals and key performance indicators contained in this budget document that will serve to gauge its annual progress towards achieving longer‐term strategic agenda. JFLH significant accomplishments for 2007, relative to the strategic goals, include: being accredited/certified by all regulatory agencies including the Joint Commission (JCAHO); the Center for Medicare and Medicaid (CMS); the Food and Drug Administration (FDA); and the VI Department of Health. Also, the Quality Management Division has successfully completed all JCAHO ‐ PPR requirements and has reduced the Average Length of Stay (ALOS) for inpatient services from 5.5 days to 4.5 days by April 2007. The Medical Services Division has maintained a non‐emergent Fast Track waiting time of under two (2) hours and has successfully recruited more qualified medical personnel including physicians, physician assistants, pharmacists, radiology and lab technologists, a speech therapist, and others. JFLH has performed new cardiovascular services, including angioplasty for peripheral vascular diseases and new surgical services, such as laparoscopic bowel, vascular bypass, and gynecological surgery. The Medical Services Division is also proud to announce its fully implemented Physician Assistant Program and Emergency Residency Training Program. The Dialysis Program implemented a Central Delivery System for the dialysate, and other cost saving measures that reduce the cost of supplies by approximately 55%. In 2007, with these additional services, patient revenue increased by 12% and philanthropic donations increased by over 500%. In the Ancillary Services Division a frozen blood program was implemented which performed a total of twenty‐six (26) blood drives. The Division upgraded lab diagnostic equipment and established an agreement with the Veterans Administration to perform phlebotomy services on St. Croix. Additionally, the Division implemented more advanced technology, a PACS system for teleradiology and constructed a USP 797 compliant IV facility. 428 Message from the Chief Executive Officer of Juan F. Luis Hospital and Medical Center The Nursing Services Division graduated eleven (11) Licensed Practical Nurses (LPN) from its second class of the LPN joint program with the Department of Education. All eleven (11) from the first class passed the LPN licensing exam and are now employed by JFLH. The third class of eighteen (18) students is now in session and should graduate in June, 2008. JFLH has also completed major renovations to upgrade the physical plant using operating funds. This includes areas such as the Emergency Room, the Fast Track, the Registration/Pre‐admission Suite, the front lobby, the cashier’s room, the pharmacy and one operating room, the dietary area, the Human Resources Suite and the EMS space. Additionally, about 85% of the construction has been completed for the Virgin Islands Cardiac Center (VICC). While every strategic goal and objective in the JFLH Strategic Plan is important, for the purposes of the Fiscal Year 2009 Budget, JFLH will focus on the fifth goal, fiscal viability. This includes increasing collections and reducing overall expenses without decreasing the number and quality of service offered. The Financial Services Division has successfully re‐engineered the revenue cycle operations for improved collections, updated the charge description master, improved medical records coding and cleared up all backlogs. This improved efficiency has resulted in timely and accurate billing services, increasing revenue while decreasing workload. JFLH will also diligently seek more donations from philanthropic organizations. However, despite the many accomplishments at JFLH, there are several internal and external factors that present both long‐term and short‐term challenges to the JFLH facility, as over the last decade there has been a shift in the types of care and patients that use the facility. For instance, the number of uninsured or underinsured population has increased to 40% self pay customers. This increase has resulted in approximately $42 million in uncompensated care for Fiscal Year 2007. Another challenge is the Territory‐wide Medicaid cap that limits the Hospital’s ability to collect appropriate reimbursement for services rendered to Medicaid recipients. Lastly, with the aging (geriatric) population in the Virgin Islands, there is an increased need for additional resources to care for the elderly, a challenge that will persist as a significant portion of our population continues to age. In spite of these challenges, JFLH will continue to improve the services it provides to VI residents and visitors. 429 Governor Juan F. Luis Hospital and Medical Center ORGANIZATIONAL TYPE: Service and Social Org 71100 Administration Functional Statement: The Administration Unit of Health and Hospital Services plans, organizes, controls and coordinates all operations of the Hospital to ensure that the goals and objectives are accomplished. Performance Goals: Provide quality health care and patient satisfaction. Maintain regulatory compliance. Improve fiscal accountability. Become the Hospital of Choice. Key Performance Indicator(s) FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Maintenance of 100% compliance with all regulatory agencies 70% 85% 90% 95% 100% Percentage of VICC building project completed and within budget** 10% 30% 80% 75% 100% Percentage of increase in overall employee morale. [Demonstrated by employee staff satisfaction surveys issued quarterly. Based on the Likert Scale 1 to 5]* N/A N/A N/A 2% 3% **This KPI was revised. Org 71110 Medical Services Functional Statement: The Medical Services Unit is responsible for the oversight of all medical staff involved with the diagnosis and treatment of patients. This Unit’s additional responsibilities include respiratory therapy and anesthesiology functions. 430 Governor Juan F. Luis Hospital and Medical Center Performance Goal: Provide quality health care and patient satisfaction. Key Performance Indicator FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Number of waiting hours in the Emergency Room for non‐emergent patients 4 3 2 2 2 Org 71120 Financial Services Functional Statement: The Financial Services Unit is responsible for all financial transactions of the Hospital, including patient admission and registration, patient billing, revenue collection, payroll, maintaining medical records, accounts payable, materials management, general accounting and budgeting. Performance Goals: Provide quality health care and patient satisfaction. Maintain regulatory compliance. Improve fiscal accountability. Become the Hospital of Choice. Key Performance Indicator(s) FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Increase of patient care revenues 10% 12% 10% 10% 10% Percentage of reduction in operating costs 3% 5% 5% 5% 2% Org 71130 Nursing Services Functional Statement: The Nursing Department is responsible for assuring quality nursing care through the application of standard nursing practices as defined by the Joint Commission, Center for Medicare and Medicaid, the Virgin Islands Board of Nursing and the American Nurses’ Association. Twenty‐ four (24) hour services are provided to assist patients and families in reaching their maximum wellness. 431 Governor Juan F. Luis Hospital and Medical Center Performance Goal: Provide quality health care and patient satisfaction. Key Performance Indicator(s) FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Percentage of reduction of nosocomial infection events 5% 10% 5% 5% 5% Percentage of reduction in cost of travel nurse staff** 10% 10% 10% 10% 15% Percentage increase in recruitment of NOPA nurses above prior year* N/A N/A N/A 20% 25% *This is a new KPI. **This KPI was revised. Org 71140 Support Services Functional Statement: The Support Services Unit is responsible for providing patient and staff services which include personnel and materials management, laundry, housekeeping, communication, security, transportation, printing and the Hospital facilities maintenance. Performance Goal: Provide quality health care and patient satisfaction. Key Performance Indicator FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Percentage of (routine) work orders completed within the required date** 80% 90% 95% 95% 96% **This KPI was revised. Org 71150 Risk Management Functional Statement: This Quality Management Unit monitors the standard of care given by the Hospital and develops performance improvement plans, in conjunction with the clinical and support staff, to ensure the implementation and maintenance of these plans. This includes the surveillance, identification, prevention, investigation and management of all circumstances that could lead to adverse professional and financial risk and liability to the Hospital; and extends to emergency preparedness, infection control, employee health and safety, claims management, environment of care management ethics, patients’ rights and education. 432 Governor Juan F. Luis Hospital and Medical Center Performance Goal: Provide quality health care and patient satisfaction. Key Performance Indicator FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Percentage of patient complaints that have been resolved 60% 75% 85% 95% 96% Org 71160 Professional/Ancillary Services Functional Statement: The Professional and Ancillary Services Unit is responsible for providing all functions of dietary, laboratory, pharmacy, radiology, rehabilitative therapy, medical social services, and physiology testing services to support in‐patient diagnosis and treatment. Performance Goals: Provide quality health care and patient satisfaction. Maintain regulatory compliance. Key Performance Indicator(s) FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Number of hours to complete non‐emergency diagnostic tests 52 hrs. 48 hrs. 36 hrs. 27 hrs. 25 hrs. Percentage of reduction in discrepancies of Omnicell Automated Drug Dispensing System (OADDS) 35% 28% 20% 10% 15% Org 71111 St. Croix Hospital Facility Board Functional Statement: The governance of the St. Croix Hospital is vested in the St. Croix Hospital Facility Board, which has the overall responsibility of ensuring that the Hospital is administered in a manner consistent with the policies and procedures, laws and regulations of the United States Virgin Islands and the mission statement and objectives set forth in the Board’s bylaws. 433 Governor Juan F. Luis Hospital and Medical Center Performance Goals: Provide quality health care and patient satisfaction. Maintain regulatory compliance. Improve fiscal accountability. Become the Hospital of Choice. Key Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Percentage of Board decisions that objectively aid in enhancing JFLH’s operations* N/A N/A N/A 50% 70% Percentage of active Board members that attend Board meetings* N/A N/A N/A 75% 100% *These are new KPIs. 434 Governor Juan F. Luis Hospital & Medical Center $27,054,244 [46%] $32,000,000 [54%] General Fund Hospital Revolving Fund Appropriated Funds Non- Governmental Funds 435 436 437 438 Message from the Department of Human Services’ Commissioner The Virgin Islands Department of Human Services, (DHS) is one of the largest agencies of the Virgin Islands Government with over 1,000 staff members providing services in over 60 locations. We provide services from infancy to the elderly. Our major areas of programming include: • Early Childhood Services – Operation of Head Start, provision of Child Care subsidies, Day Care/After School and Summer Camp licensing. • Child Welfare Services – Intake services including 24 hour child abuse and neglect investigation, foster care and adoption, contracted residential foster care, family assistance, administration of Family and Youth Crisis Intervention Fund. • Juvenile Justice Services – Operation of the Youth Rehabilitation Center, probation services, family services, administration of contracted wrap‐around services to youth. • Residential Care – Responsible for all residential care services except for adults with mental illness. DHS is responsible for residential services to children and adults with disabilities, emotionally disturbed youth, and children with autism. • Services to Persons with Disabilities and Rehabilitative Services – Operation of Vocational Rehabilitation program providing employment assistance, Sheltered Workshops, emergency aid, cancer care financial aid, investigation of abuse, neglect and mistreatment of persons with disabilities. • Financial Aid – Administration of the Territory’s financial assistance programs including TANF, Food Stamps, Old Age Assistance, Aid to the Disabled, Aid to the Blind, Energy Assistance; assistance with job training and placement. • Homeless Services – Chairmanship of the Virgin Islands Interagency Council on Homelessness, support of non profits providing services to the homeless. • Senior Citizen Services – Operation of nursing homes/assisted living facilities, home‐ based services including homemakers and meals on wheels, transportation, operation of senior recreational centers, investigation of abuse, neglect and mistreatment of the elderly The Department of Human Services is authorized under the VI Code in Title 34 as the state agency for all publicly financed social service programs, except those of public health and housing programs, and provides services to the poor, the disabled, the juvenile delinquent, the elderly and the low income family. Additionally Title 5, Section 2536 indicates that DHS serves as the authorized agency for the protection and care of abused and neglected children. Our mission is to provide social services that will enhance the quality of life for individuals and families with diverse needs. 439 Message from the Commissioner of Department of Human Services Our strategic goals are based on: Service delivery, Advocacy, Protection, Preserving Families and Self Sufficiency. The performance goals that support our strategic goals are to: • Increase accessibility to services • Fill service gaps • Deliver effective services • Enhance operational effectiveness • Strengthen families These strategic and performance goals together underscore our intent to provide high quality, easily accessible, and timely services that lead to desired, successful, permanent outcomes for clients and strong families equipped to handle life’s problems. DHS strives to be efficient, well‐organized, competent, resourceful, cost‐effective, professional, quick to respond, and effective. We intend to have timely financial information that allows managers to operate in a fiscally responsible manner. We endeavor to meet all local and federal operating and financial requirements. Our recent strategic plan workshop included a Strength, Weaknesses, Opportunities, and Threats (SWOT) analysis. Among the highlights, DHS staff identified Strengths of dedicated staff, supportive management, up to date facilities, high public perception and the availability of federal funds to enhance local monies. Weaknesses were identified including low salaries in some areas, insufficient space and transportation, ineffective communication and need for more decision making authority for middle managers, need for more professional development and succession planning and a lack of a comprehensive data infrastructure. Opportunities included the ability to provide more comprehensive services through partnerships with other Government agencies and the ever‐strengthening non‐profit sector. DHS has been able to attract free or low cost technical assistance to assist in proving our programs. The Governor’s upcoming creation of the Children and Family Council will provide additional opportunity for service enhancement. Finally, several potential threats were identified. Federal funds are subject to cuts or changes in funding priorities. There is a lack of available professionals to hire including social workers and nurses. In some programs we have an increase in client demand for services without an increase in resources. Hand in hand with this is the public expectation for free or below cost services. Finally, DHS has insufficient space for its staff and some of our sites need extensive renovations. DHS is engaging in new initiatives to close service gaps and create full continuums of care. With many service areas, the gaps in programming inhibit our ability to gain the preferred client outcomes. In Fiscal Year 2008, initiatives were started or continued to improve child welfare services, eliminate gaps in long term care for senior citizens and integrate child welfare and juvenile justice services. Over the next years, we plan to work with more community agencies and government departments to implement additional initiatives such as: reduce chronic homelessness, increase community‐based programming for youth involved in the criminal justice system, increase the quality of early childhood programs, increase food stamp participation and provide local residential programs for children and adults with disabilities. 440 Message from the Commissioner of Human Services These initiatives address some of our most pressing needs. The key performance indicators we have chosen measure only a small part of our expansive work. However, we feel these indicators are important and will help us remain on track with critical aspects of our programs. 441 Department of Human Services ORGANIZATIONAL TYPE: Social and Service Org 72000 Maintenance and Transportation‐Commissioner Office Functional Statement: The Maintenance and Transportation Unit supports the delivery of services to consumers through the coordination and implementation of a comprehensive system of physical plant upkeep for approximately sixty‐seven (67) sites. This Component also operates and maintains a comprehensive fleet management system of over 150 vehicles that support the operations of all departmental programs. Performance Goals: Increase accessibility to services. Deliver effective services. Enhance operational efficiency. Key Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Number of job requests* n/a n/a n/a 2,860 3,120 Percentage of fleet operational (annual)** n/a n/a n/a n/a n/a *This is a new KPI. **This KPI has been revised. Org 72010 Executive Office Functional Statement: The Executive Office of the Commissioner monitors and ensures the effective and efficient operation of four (4) major divisions, three offices, three (3) 24‐hour residential facilities and all Administrative Support Service Units. Performance Goals: Fill service gaps. Enhance operational efficiency. Key Performance Indicator FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Number of new major service gap initiatives implemented* n/a n/a n/a 3 3 *This is a new KPI. 442 Department of Human Services Org 72020 Planning and Development Functional Statement: The Planning and Development Unit supports the delivery of services to consumers by providing communication and technology planning; strategic planning related to capital development; security; risk management emergency management; and the management and monitoring of professional services contracts, construction contracts, lease agreements, notices of grant awards, and insurance coverage. Performance Goals: Increase accessibility to services. Fill service gaps. Enhance operational efficiency. Key Performance Indicator FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Number of network work orders* n/a n/a n/a 600 600 *This is a new KPI. Org 72030 Personnel and Labor Relations Functional Statement: The Personnel and Labor Relations Unit provides over‐all administration for all Areas of Personnel and Labor Relations; including managing vacancies and staffing levels; maintaining an effective performance management system; ensuring compliance with collective bargaining agreements; handling dispute and grievance resolutions; and promoting good employee relations. Performance Goals: Enhance operational efficiency. Key Performance Indicator FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Average number of days to process from receipt of cert to NOPA* n/a n/a n/a 45 days 30 days *This is a new KPI. 443 Department Of Human Services Org 72040 Fiscal and Administrative Operations Functional Statement: The Fiscal and Administrative Operations Office mains and operates of an efficient system of accounting and budgeting controls for all Divisions and Activity Centers of the Department. This Office formulates policies and plans wherever accounting and budgeting activities are involved throughout the Department; it also responds to audit questions and implements recommendations applicable to the fiscal operations of the Department. Additionally, the Office submits all financial reports; draws down Federal funds related to budgets, payroll, accounts receivable/payable, auditing, and processing of utility bills; and all other invoices related to the payment process. Performance Goals: Enhance operational efficiency. *This is a new KPI. **This KPI has been revised. Org 72050 Management Evaluation Functional Statement: The Management Evaluation and Quality Control Unit reviews a sample of Food Stamps Program and Temporary Assistance for Needy Families (TANF) cases to ensure Federal compliance with regulations governing the Food Stamp Program. Key Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Average number of days to submit monthly reports to program managers after the close of the month* n/a n/a n/a 60 days 45 days Percentage of Federal reports submitted within the required deadline** n/a n/a n/a 50% 100% 444 Department of Human Services Performance Goal: Enhance operational efficiency. Key Performance Indicator FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Maintain compliance pursuant to Federal requirements for Food Stamp Program and TANF case reviews* n/a 100% 100% 100% 100% *This is a new KPI. Org 72060 Office of the Legal Counsel Functional Statement: The Office of the Legal Counsel provides legal guidance to the Department, reviews all pending litigation, and reviews and/or draft agreements. The Offices of Fraud, Fair Hearings and Appeals have been consolidated with the Office of Legal Counsel, which oversees all Fair Hearings for households and individuals aggrieved by any action of DHS. The Legal Counsel also administers the Interstate Compact on the Placement of Children (ICPC), which serves as the central clearing point for all interstate home study requests and referrals for interstate placements. Performance Goal: Enhance operational efficiency. Key Performance Indicator FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Percentage of ICPC cases processed within the statutory timeline** n/a n/a n/a 100% 100% **This KPI was revised. Org 72070 Research and Resource Development Functional Statement The Research and Resources Development Unit is responsible for providing statistical information and grants and program management support that enables the Department to remain responsive to its client population and community stakeholders. Performance Goal: Enhance operational efficiency. 445 Department of Human Services Key Performance Indicator FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Number of Federal technical program assistance requests** n/a n/a n/a 120 144 **This KPI was revised. Org 72100 Administration ‐ Senior Citizens’ Affairs Functional Statement: The Administration‐Senior Citizens Affairs Unit provides administrative oversight, planning, coordination and direction of all Programs for disabled adults and the elderly. These Programs include protective services, homes for the aged, nutrition, information and referral, in‐home services, family care giver services, employment services, socio‐recreational, support and volunteer programs. Performance Goals: Increase accessibility to services. Fill service gaps. Deliver effective services. Enhance operational efficiency. Strengthen families. Key Performance Indicator FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Percentage of increase in the number of clients served over the prior year served* n/a n/a n/a n/a 3% *This is a new KPI; there is no previous baseline data. Org 72110 Homes and Nutrition (Homes of the Aged and Nutrition Program for the Elderly) Functional Statement: The Homes and Nutrition provides twenty‐four (24)‐hours, year‐round residential care, including nursing and support services, for frail elderly individuals. Nutritious meals are provided for the home bound and at congregate sites via the Nutrition Program for the Elderly. 446 Department of Human Services Performance Goals: Increase accessibility to services. Fill service gaps. Deliver effective services. Enhance operational efficiency. Strengthen families. *These are new KPIs. Org 72120 Socio‐Recreation Functional Statement: The Socio‐Recreation Unit operates Senior Citizens Centers for persons over sixty (60) years old who meet daily during the week for recreational, health, supportive, social, spiritual, and educational activities. It prevents social isolation and increases the well‐being of the elderly. The Office provides oversight of three (3) Federally funded Programs: Foster Grandparents; Retired and Senior Volunteer Program; and Senior Community Services Employment Program. Performance Goals: Increase accessibility to services. Fill service gaps. Deliver effective services. Enhance operational efficiency. Strengthen families. Key Performance Indicator FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Number of new senior participants* N/A N/A N/A 40 10 *This is a new KPI. Key Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Percentage of increase in bed capacity above prior year’s capacity* n/a n/a n/a n/a 8% Percentage of clients receiving eligibility determination within seven (7) workdays* n/a n/a n/a 80% 90% 447 Department of Human Services Org 72130 Elderly Social Services Functional Statement: The Elderly Social Service Unit is a combination of three (3) Programs that provide a variety of services to senior citizens. The Homemaker Services Program provides light housekeeping and chore services to disabled adults and frail, at‐ risk elderly persons; Information and Referral Services; and Senior ID Cards. The State Pharmaceutical Assistance Program (SPAP) provides valuable information to senior citizens and makes referrals to other internal and external services. Seniors use their ID cards for various services and senior discounts at participating businesses, and persons sixty (60) years old and above are provided assistance to procure prescribed medication through SPAP. Performance Goals: Increase accessibility to services. Fill service gaps. Deliver effective services. Enhance operational efficiency. Strengthen families. *These are new KPIs. Org 72140 Adult Protective Services Functional Statement: The Adult Protective Services Unit provides case management and protective services to disabled adults and elderly persons. All suspected cases of disabled adult and elder abuse, exploitation and/or neglect, are referred to this Program. The Unit also processes applications for the Homes for the Aged and provides direct services to individuals benefiting from the Disabled Persons Special Fund and the Cancer Care Program. Key Performance Indicator FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Percentage of clients receiving eligibility determinations within ten (10) working days [Homemaker Services Program]* n/a n/a n/a 30% 75% 448 Department of Human Services Performance Goals: Increase accessibility to services. Fill service gaps. Deliver effective services. Enhance operational efficiency. Strengthen families Key Performance Indicator FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Percentage of reported adult abuse/neglect cases receiving crisis response within 72 hours* n/a n/a n/a 80% 90% *This is a new KPI. Org 72160 Lucinda Millin and Whim Gardens Functional Statement: The Lucinda Millin and Whim Gardens Programs provide supportive nursing care for elderly persons who are semi‐independent and reside at the Lucinda Millin and Whim Gardens assisted living homes. Performance Goals: Increase accessibility to services. Fill service gaps. Deliver effective services. Enhance operational efficiency. Strengthen families. Key Performance Indicator FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Percentage of residents who receive individualized care plans within seventy‐two (72) hours of admission to the program** n/a n/a n/a 60% 80% **This KPI was revised. 449 Department of Human Services Org 72300 Administration ‐ Disabilities and Rehabilitation Services Functional Statement: The Administration‐Disabilities and Rehabilitation Services Unit provides Territorial administrative oversight of the Vocational Rehabilitation (VR) and Special Services Programs which include: Independent Living Programs, Community Rehabilitation facilities and the Disabled Persons Fund. Performance Goals: Increase accessibility to services. Fill service gaps. Deliver effective services. Enhance operational efficiency. Strengthen families. Key Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Percentage of (VR) recipients whose applications are processed within sixty (60) days** n/a n/a n/a 85% 90% Percentage of total paper files converted to electronic records* n/a n/a n/a n/a 20% *This a new KPI. **This KPI has been revised. Org 72310 Vocational Rehabilitation Services Functional Statement: The Vocational Rehabilitation Services Unit provides local match funds to the Federal Vocational Rehabilitation Program which assesses, plans, develops and provides vocational rehabilitation services to eligible individuals with disabilities to enable them to prepare for, and engage in, gainful employment. Performance Goals: Increase accessibility to services. Fill service gaps. Deliver effective services. Enhance operational efficiency. Strengthen families. 450 Department of Human Services *This is a new KPI. Org 72320 Special Services Functional Statement: The Special Services Unit provides a variety of supportive rehabilitation services for individuals with disabilities to increase independent living skills, job readiness skills and extended employment services. Performance Goals: Increase accessibility to services. Fill service gaps. Deliver effective services. Enhance operational efficiency. Strengthen families. Key Performance Indicator FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Percentage of Disabled Persons Fund processed within thirty (30) days of invoice* n/a n/a n/a 85% 90% *This is a new KPI. Org 72400 Administration ‐ Children, Youth and Families Functional Statement: The Administration‐Children, Youth, and Families Unit provides Territorial administrative support and oversight to the Office of Intervention Services, the Youth Rehabilitation Center (YRC), and the Youth Promotion and Delinquency Prevention Program within the Division of Children, Youth and Families in the areas of personnel, fiscal and grants management, planning, program development, monitoring and evaluation. Key Performance Indicator FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Percentage of (VR) clients whose application is processed within sixty (60) days* n/a n/a n/a 65% 80% 451 Department of Human Services Performance Goals: Increase accessibility to services. Fill service gaps. Deliver effective services. Enhance operational efficiency. Strengthen families. *This is a new KPI. Org 72410 Pre‐School Services Functional Statement: The Pre‐school Services Unit administers the Head Start Program, which provides a comprehensive Early Childhood Program for eligible low‐income families. Performance Goals: Increase accessibility to services. Fill service gaps. Deliver effective services. Enhance operational efficiency. Strengthen families. *This KPI was revised. Key Performance Indicator FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Percentage of juveniles completing mandated probation based on the total number on probation* n/a n/a n/a 50% 60% Key Performance Indicator FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Percentage of children that have improved according to pre/post assessment* n/a n/a n/a 70% 75% 452 Department of Human Services Org 72430 Intervention Services Functional Statement: The Intervention Services Unit provides case management services to minors and their families in the Territory in accordance with appropriate Federal and local statutes. Services include protective care, foster care, and family preservation; as well as adoptions, custody, juvenile justice, Persons In Need of Supervision (PINS), and pre‐trial and post‐trial services for juvenile offenders. Performance Goals: Increase accessibility to services. Fill service gaps. Deliver effective services. Enhance operational efficiency. Strengthen families **These KPIs have been revised. Org 72430 Youth Promotion and Delinquency Prevention Program Functional Statement: The Youth Promotion and Delinquent Prevention Program Unit coordinates youth programs and community partnerships that involve high‐risk youth in order to increase their self‐sufficiency and job readiness. Key Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Percentage of foster care/adoption applications completed within 180 days** n/a n/a n/a 80% 90% Percentage of enrolled families who successfully complete the Parent Education Training (PET) sessions** n/a n/a 80% 90% 95% 453 Department of Human Services Performance Goals: Increase accessibility to services. Fill service gap. *This is a new KPI. Org 72440 Youth Rehabilitation Center Functional Statement: The Youth Rehabilitation Center provides a twenty‐four (24)‐hour safe, secure detention facility for pre‐trial male and female adjudicated youth, and youth transferred as adults for committing serious felonies. Performance Goals: Increase accessibility to services. Fill service gaps. Deliver effective services. Enhance operational efficiency. Strengthen families *This is a new KPI. Key Performance Indicator FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Percentage of available Federal dollars distributed to organizations throughout the Territory based on the total amount available for distribution* n/a n/a n/a 97% 97% Key Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Percentage of clients participating in treatment Programs n/a 53% 65% 80% 85% Percentage of eligible youth and families participating in weekly aftercare sessions* n/a n/a n/a n/a 50% 454 Department of Human Services Org 72500 Administration ‐ Financial Programs Functional Statement: The Administration–Financial Programs Unit is responsible for the oversight, coordination, monitoring and implementation of all Federal and local policies related to Food Stamp, Public Assistance, Temporary Assistance to Needy Families (TANF), Jobs Opportunity Basic Skills (JOBS) and Energy Assistance Programs. Performance Goals: Increase accessibility to services. Fill service gaps. Deliver effective services. Enhance operational efficiency. Strengthen families. *This is a new KPI. Org 72510 Income Maintenance Functional Statement: The Income Maintenance Unit is provides monthly cash assistance to all eligible individuals and families Territory‐wide in accordance with Federal and local regulations. Performance Goals: Increase accessibility to services. Fill service gaps. Deliver effective services. Enhance operational efficiency. Strengthen families. *This is a new KPI. Key Performance Indicator FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Percentage of Food Stamp Program violations* n/a n/a n/a 1% .05% Key Performance Indicator FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Percentage of public assistance applicants who receive eligibility determinations within thirty (30) days* n/a n/a n/a 75% 80% 455 Department of Human Services Org 72520 Food Stamp Functional Statement: The Food Stamp Program is responsible for issuing food benefits to eligible recipients in accordance with Federal regulations. Performance Goals: Increase accessibility to services. Fill service gaps. Deliver effective services. Enhance operational efficiency. Strengthen families. *This is a new KPI. Org 72530 Energy Assistance Functional Statement: The Energy Assistance Unit assists low‐income households in the Territory with paying electricity and gas bills. Performance Goals: Increase accessibility to services. Fill service gaps. **This KPI has been revised. Key Performance Indicator FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Percentage of food stamp recipients who receive eligibility determinations within thirty (30) days* n/a n/a n/a 75% 80% Key Performance Indicator FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Percentage of eligible recipients whose electricity and gas bills are paid within thirty (30) days of certification** n/a n/a n/a 75% 80% 456 Department of Human Services Org 72540 General Social Services Functional Statement: The General Social Services Unit provides Temporary Assistance to Needy Families (TANF) recipients by minimizing barriers to self‐sufficiency. Performance Goals: Increase accessibility to services. *This is a new KPI. Org 72550 JOBS Functional Statement: The JOBS Unit provides transition support services to eligible TANF recipients, in accordance with the Personal Responsibility and Work Opportunity Reconciliation Act (PRWORA) of 1996, which requires recipients of the Temporary Assistance to Needy Families (TANF) Program to work in exchange for time limited assistance. Performance Goal: Deliver effective services. Key Performance Indicator FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Percentage of participants showing knowledge gained based on pre‐test/post‐test Family Forum* n/a n/a n/a n/a 65% Key Performance Indicator FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Percentage of eligible recipients that participate in Federally‐ approved work or work‐related activities n/a 55% 50% 50% 55% 457 Department of Human Services Org 72600 Administration ‐ Office of Child Care and Regulatory Services Functional Statement: The Administration–Office of Child Care and Regulatory Services Unit is responsible for administrative oversight of the Child Care Development Program and the Bureau of Licensing. Performance Goal: Deliver effective services. **This KPI was revised. Org 72610 Bureau of Licensing Functional Statement: The Bureau of Licensing is responsible for licensing and monitoring public and private Early Learning Programs and Youth Enhancement Programs in accordance with local and Federal health and safety regulations. Performance Goal: Deliver effective services. *This is a new KPI. Key Performance Indicator FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Percentage of payments mailed within twenty (20) days of receipt of invoice** n/a 60% 75% 80% 85% Key Performance Indicator FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Increase in the number of monitoring visits made to licensed childcare facilities (annually)* n/a n/a n/a 2 4 458 Department of Human Services Org 72700 Office of Intake and Emergency Services Functional Statement: The Office of Intake and Emergency Services accepts, screens, and investigates referrals, inquiries and reports of alleged abuse and neglect. The Office provides Emergency Welfare Services and Family Preservation Assistance to individuals and families who are at‐risk or who need emergency services. The Office also monitors and supports sub‐grantee and other community based organizations which provide advocacy/social services to target groups. Performance Goals: Increase accessibility to services. Fill service gaps. Deliver effective services. Enhance operational efficiency. Strengthen families. **This KPI was revised. Org 72800 Residential Services Functional Statement: The Residential Services Unit coordinates both on and off island residential placement of adults, adolescents and children with disabling conditions or behaviors that require specialized residential treatment. Performance Goals: Increase accessibility to services. Fill service gaps. Deliver effective services. Enhance operational efficiency. Strengthen families. Key Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Percentage of notices of actions transmitted to mandated reporters within thirty (30) days** n/a 95% 95% 95% 97% Percentage of alleged child abuse and neglect investigations initiated within 24 hours of notification n/a 100% 100% 88% 100% 459 Department of Human Services Key Performance Indicator FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Percentage of placements completed within timelines established by the Court n/a 95% 95% 97% 100% 460 Department of Human Services $1,000,000 [2%] $60,803,467 [98%] $61,803,467 [100%] General Fund Crisis Intervention Fund Appropriated Funds $29,077,135 [100%] $319,876 [1%] $1,500,000 [5%] $27,257,259 [94%] Pharmacy Asst. Fund Home for the Aged Fund Federal Funds Non- Appropriated Funds 461 462 463 464 TRANSPORTATION, FACILITIES AND COMMUNICATIONS Department of Public Works Waste Management Authority 465 466 Message from the Department of Public Works’ Commissioner The Department of Public Works continues to forge inexorably towards its mission “to maintain the infrastructure and transportation systems of the Government of the Virgin Islands.” This mission is broad and endeavors to satisfy the varied needs of both the private and public sectors. The Department strives to develop strategies that are acceptable to the Executive, Legislative and Federal instrumentalities; commercial, industrial and residential developers; and to provide an environment that guarantees the safety of residents and visitors. In order to achieve this intricate balance, the Department’s strategic goals are threefold: to plan, construct and maintain Government infrastructure; to provide assessment management services; and to provide reliable public transportation services Territory‐wide. These goals are consistent with the strategy that Governor John P. deJongh has charted for his administration. It is the Governor’s vision that all Departments and Agencies have integrated systems that focus on basics, are attentive to the needs of all stakeholders and are transparent to allow for a more meaningful assessment. Pursuant to Title 31 of the Virgin Islands Code, as amended by Act No. 5265 and Act No. 6630, the Department of Public Works derives its authority to plan, construct and maintain VI Government buildings, public roads, highways and public cemeteries. Additionally, it is mandated to provide engineering services, to regulate vehicular weight on public highways, and to assist in the protection and preservation of private and public property and mass transit systems in natural disasters. Therefore, it is necessary that the Department of Public Works develop partnerships with other local and Federal entities to satisfy its mandate. Executive Order No. 290‐1987 further defines the organizational structure and establishes the following four (4) Divisions to reflect the various functions of the Department: • Engineering • Operations • Transportation • Administration The senior management of each Division formulates policies and programs which are discussed and approved collaboratively by executive management. These programs and activities provide the basis for key performance indicators for the Department and are designed to strengthen policy formulation, decision‐making and, ultimately, performance. The following functional statements reflect the role of each Division, ensuring the Department of Public Works achieves its statutory mandate. The Divisions of Engineering and Operations provide timely, efficient and responsive infrastructure management and facility maintenance to include architectural and engineering services, public road construction, highway infrastructure development and their respective continued rehabilitation. 467 Message from the Commissioner of Public Works The Division of Transportation focuses on providing timely, efficient and responsive public transportation services to the Virgin Islands community by coordinating transit activities, by researching and obtaining Federal resources to finance public/private transportation initiatives and programs, and by managing the operations of the Virgin Islands Transit System. The Division of Administration evaluates the propriety of transactions, certifies that mandated services are cost efficient, monitors local and Federal funding sources, manages personnel and labor relations, maintains the communication network and validates compliance with Federal and local statutes. Collaboratively, the Divisions strive to plan, set goals and measure performance in search of new solutions to old issues confronting the Territory. The Department of Public Works has embarked on a comprehensive multi‐modal study to assess the community’s need of all modes of transportation including vehicular mass transit, marine mass transit and the highway system. The Department has also formed peer review groups in which projects are evaluated and critiqued prior to finalization. Given the current financial climate, the process is a vital component if one is to better understand the dramatic changes in the workplace. This strategy enables the Department to coordinate its available limited human resources to arrive at the most viable solutions and foster improvements in the quality of service provided. The next phase will be the relentless follow‐up of Programs to maintain the balance between budgets and projects in the current economic environment. Unfortunately, transportation and infrastructure maintenance require large outlay of dollars. An assessment of the infrastructure will disclose that it will be more prudent to create new structures rather than to rehabilitate the same existing structures. Nonetheless, the Department of Public Works stands committed to its modernization program which facilitates operational efficiency and effectiveness, and provides services consistent with the needs of the residents of the Virgin Islands. During Fiscal Year 2009, the Department will continue its program of road repair and rehabilitation, facility maintenance, public transportation and infrastructure development. Progress may not be as rapid as envisioned because intended outcomes may be influenced by budgetary actions; the support of the Governor and the Legislature will be essential in the success of the Department’s quest to improve its delivery of service. 468 Department of Public Works ORGANIZATIONAL TYPE: Service Org 61000 Commissioner’s Office Functional Statement: The Commissioner’s Office is in charge of the overall management and supervision of the Department of Public Works (DPW) and its Division Heads. It plans and coordinates initial applications for Federal grants and ensures Departmental compliance with guidelines and agreements with Federal agencies. Performance Goals: Plan, construct, and maintain the Government’s infrastructure. Provide reliable public transportation services. Provide assessment management services. Key Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Percentage of local contractors participating in the Disadvantage Business Enterprises (DBE) Program 15% 17% 20% 24% 26% Org 61100 Office of Chief Engineer Functional Statement: The Office of the Chief Engineer compiles and maintains all reports and records of the Division and secures the prices of materials needed for the Division’s operations. It is responsible for providing architectural and engineering services for the public infrastructure throughout the Territory. It is also responsible for project management, including requests for proposals, design reviews, project inspections and contract administration for the DPW and other agencies; it administers the general contractor and drafting exams, in addition to the review, examination, and approval of all requests for payments to contractors on inspected projects. Performance Goals: Plan, construct, and maintain Government infrastructure. Provide assessment management services. 469 Department of Public Works Key Performance Indicator(s) FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Percentage of total projects on schedule* n/a n/a n/a 75% 80% Percentage of total projects completed within budget* n/a n/a n/a 75% 80% *These are new KPIs. Org 61110 Engineering (STT/STX) Functional Statement: The Engineering Unit provides architectural, engineering, design and inspection services including planning, designing, cost estimating and constructing public infrastructures throughout the Territory for the DPW and other Government agencies. It also reviews plans and specifications prepared by independent firms for Government projects, and manages all hazard mitigation and flood control projects. Performance Goals: Plan, construct, and maintain the Government’s infrastructure. Provide assessment management services. *These are new KPIs. Org 61120 Planning and Design Functional Statement: The Planning and Design Unit of the Department of Public Works (DPW) plans and coordinates the programming of Federal and local funds for highway construction and safety programs over a five (5) year period; provides management, engineering, design and inspection services, including planning, designing, cost estimating and constructing all highway projects; acquires right‐of‐way (ROW) for highway projects throughout the Territory, and conducts various highway planning studies on the Territorial Highway System. Key Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Percentage of all in‐house projects completed on time, based on total number of projects* 80% 82% 85% 85% 90% Percentage of contracted projects completed on schedule* n/a n/a n/a 85% 90% 470 Department of Public Works Performance Goals: Plan, construct, and maintain the Government’s infrastructure. Provide assessment management services. Key Performance Indicator FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Number of highway system projects designed for construction* n/a n/a n/a 8 7 *This is a new KPI. Org 61820 Equipment Maintenance (STT) Functional Statement: The Equipment Maintenance Unit of the Department of Public Works (DPW) is responsible for the management and administrative functions of the St. Thomas Division. It supervises the maintenance and repairs of the Department’s motorized tools, vehicles, heavy equipment and welding equipment; makes requests for the procurement of parts, supplies, oil and fuel; and coordinates the use of heavy and light equipment. Performance Goals: Plan, construct, and maintain the Government’s infrastructure. Provide reliable public transportation services. Key Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Percentage of fleet operable based on total fleet n/a n/a n/a 90% 95% Percentage of DPW vehicles receiving preventative maintenance based on total requiring maintenance n/a n/a n/a 90% 92% Org 61030 Management Information System Functional Statement: The Management Information System Unit maintains the Department of Public Works’ communications network and computer units, and is primarily responsible for standardizing, updating and automating the Department’s software and hardware. 471 Department of Public Works Performance Goals: Plan, construct, and maintain the Government’s infrastructure. Provide reliable public transportation services. Provide assessment management services. Key Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Percentage of communication upgraded based on total required 50% 55% 60% 70% 71% Average number of hours of communication downtime* n/a n/a n/a 192 hours 168 hours *This is a new KPI. Org 61200 Transportation Functional Statement: The Transportation Unit of the Department of Public Works (DPW) coordinates transportation services and seeks Federal funds to finance public transportation initiatives and Programs that support the Territory’s public transportation infrastructure. It also manages and oversees the Virgin Islands Transit System (VITRAN)‐the Territory’s public transit service, the Territory’s Public Paid Parking Program, and implements the provisions of the Americans with Disabilities Act (ADA). Performance Goal: Provide reliable public transportation services. Key Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Percentage of bus fleet operable based on total number of buses* n/a n/a n/a 70% 72% Percentage of total buses on the road running on schedule* Peak Hours (5:00a – 8:00a) STT STJ STX Peak Hours (4:00p – 7:00p) STT STJ STX n/a n/a n/a 85% 90% 90% 85% 90% 90% 86% 92% 92% 86% 92% 92% Increase in the number of fixed‐ route riders* n/a n/a n/a 480,500 528,500 Percentage of all pavement markings maintained (Territory‐ wide) n/a n/a n/a 20% 30% Traffic signs maintained n/a n/a n/a 70% 80% *These are new KPIs. 472 Department of Public Works Org 61300 Personnel and Labor Relations (STT/STX) Functional Statement: The Personnel and Labor Relations Unit of DPW manages the personnel and labor relations activities of the Department; provides technical and advisory services on the recruitment and selection of personnel; coordinates in‐house orientation and training of new employees; processes Notices of Personnel Action and related personnel documents; processes Health Insurance and Workmen’s Compensation claims; processes Occupational Safety and Health Administration reports; reviews pay grade and step classifications of all Department of Public Works employees; coordinates accident reports and acts as the liaison to the Office of Collective Bargaining and the Division of Personnel. Performance Goals: Plan, construct, and maintain the Government’s infrastructure. Provide reliable public transportation services. Provide assessment management services. Key Performance Indicator FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Average cycle time for NOPA processing n/a n/a n/a 3 days 2 days Org 61330 Financial Management (STT/STX) Functional Statement: The Financial Management Unit of the Department of Public Works (DPW) monitors all local and Federal funds for all Activity Centers within the St. Thomas/St. John District; prepares and processes purchase orders, requisitions, miscellaneous disbursement vouchers, government transportation requests, and related travel documents for the Department; reconciles ledgers with the Department of Finance’s records; coordinates and compiles the Department’s budget; prepares bi‐weekly time and attendance records for the Department; sorts and distributes payroll checks; maintains equipment inventory and provides custodial services to all Divisions. Performance Goals: Plan, construct, and maintain the Government’s infrastructure. Provide reliable public transportation services. Provide assessment management services. 473 Department of Public Works Key Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Percentage of vendor payments made within 10 days (Under $100K) n/a n/a n/a 93% 96% Percentage of vendor payments made within 20 days (Over $100K)* n/a n/a n/a 90% 95% *This is a new KPI. Org 61800 Director’s Office (STX) Functional Statement: The St. Croix Director’s Office of DPW is responsible for the management and administrative functions of the St. Croix District. It supervises the maintenance and repairs of the Department’s motorized tools, vehicles, heavy and welding equipment; makes requests for the procurement of parts, supplies, oil and fuel, and coordinates the use of heavy and light equipment. Performance Goals: Plan, construct, and maintain the Government’s infrastructure. Provide reliable public transportation services. Provide assessment management services. Key Performance Indicator(s) FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Percentage increase of preventative maintenance on DPW vehicles based on total requiring maintenance 75% 80% 85% 90% 92% Org 61810 Repairs and Maintenance (STX) Functional Statement: The St. Croix Repairs and Maintenance Unit of DPW maintains and repairs motorized tools, vehicles, and heavy equipment, and performs welding jobs. It is also responsible for servicing pump station generators throughout St. Croix and purchasing parts, oil and lubricants for all vehicles and heavy equipment in this District. Performance Goals: Plan, construct, and maintain the Government’s infrastructure. Provide reliable public transportation services. 474 Department of Public Works Key Performance Indicator FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Percentage of preventative maintenance on DPW vehicles based on total requiring maintenance 80% 85% 90% 90% 92% Org 61500 Director’s Office (STT/STX) ‐ Construction Functional Statement: The Director’s Office of DPW is responsible for the repairs and maintenance of sixty‐four (64) Government buildings, eleven (11) on St. John and fifty‐three (53) on St. Thomas. It oversees and directs all functions within the Director’s Office and accepts work‐order requests from other Government agencies. Performance Goals: Plan, construct, and maintain the Government’s infrastructure. Provide assessment management services. Key Performance Indicator FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Number of completed projects* n/a n/a n/a 832 1,144 *This is a new KPI. Org 61510 – Construction and Maintenance (STT/STJ) Functional Statement: The Construction and Maintenance Unit installs, maintains and repairs plumbing units, and constructs Government facilities, bridges, headwalls and fences. Performance Goals: Plan, construct, and maintain the Government’s infrastructure. Provide reliable public transportation services. Provide assessment management services. 475 Department of Public Works Key Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Number of plumbing work‐ order requests fulfilled* n/a n/a n/a 156 208 Number of masonry work‐order requests fulfilled* n/a n/a n/a 156 208 Number of carpentry work‐ order requests fulfilled* n/a n/a n/a 260 364 Number of painting work‐order requests fulfilled* n/a n/a n/a 104 156 *These are new KPIs. Org 61520 Air Conditioning and Electrical (STT/STJ/STX) Functional Statement: The Air Conditioning and Electrical Unit of DPW installs, maintains, renovates and repairs all Government refrigeration, air‐conditioning units and electrical systems for Government agencies, in the St. Thomas/St. John and St. Croix Districts. Performance Goal: Plan, construct, and maintain the Government’s infrastructure. Key Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Percentage of units maintained by in‐house staff based on the number of units* n/a n/a n/a 85% 90% Number of electrical work‐order requests fulfilled* n/a n/a n/a 156 208 *These are new KPIs. Org 61600 Director’s Office (STT/STX) – Roads and Highways Functional Statement: The Director’s Office is responsible for the management, administration and procurement of supplies and material for the DPW Divisions; it oversees and directs all functions within the Director’s Office and receives work order requests from other Government agencies. It also schedules roadwork assignments and manages public cemeteries. Performance Goals: Plan, construct, and maintain the Government’s infrastructure. Provide reliable public transportation services. Provide assessment management services. 476 Department of Public Works Key Performance Indicator FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Number of projects completed* n/a n/a n/a 342 380 *This is a new KPI. Org 61610 Construction (STX)/61620 Maintenance (STX) Functional Statement: The St. Croix Construction and Maintenance Unit of DPW is responsible for constructing roads and the highway infrastructure, including retaining walls, bridges, culverts and guardrail installations for the St. Croix District. Additionally, this Activity Center is responsible for repairing and maintaining all public road infrastructures including repairing potholes, and clearing and pruning road shoulders and guts in the District of St. Croix. Performance Goal: Provide reliable public transportation services. Key Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Number of miles of roadside cleaned* STT/STJ/WI STX n/a n/a n/a n/a n/a n/a 824 700 850 900 Number of guts and swales maintained* STT/STJ/WI STX n/a n/a n/a n/a n/a n/a 163 65 160 90 Number of miles of roads patched and maintained by in‐ house staff* STT/STJ/WI STX n/a n/a n/a n/a n/a n/a 116 225 121 350 *These are new KPIs. 477 Department of Public Works $31,127,290 [59%] $21,312,569 [41%] $225,000 [1%] $300,000 [1%] $30,602,290 [98%] Federal Funds General Fund St. John Capital Improvement Fund Tourism Revolving Fund Non- Appropriated Funds Appropriated Funds 478 479 480 481 Virgin Islands Waste Management Authority ORGANIZATIONAL TYPE: Service Mission Statement The mission of the Virgin Islands Waste Management Authority (VIWMA) is to protect public health and the natural beauty of the environment for residents and visitors through efficient, effective and fiscally responsible practices. Scope and Overview The Virgin Islands Waste Management Authority was created by Act No. 6638, initiated in January 2004, as an autonomous entity to assume all the powers, duties, and responsibilities pertaining to solid waste and wastewater management services in the Territory. It is charged with providing environmentally sound management for the collection and disposal of solid waste, including the operation and closure of landfills, along with wastewater collection, treatment and disposal in the Virgin Islands. The responsibilities of the Authority are to: • Upgrade the existing wastewater collection, pumping, transport and treatment facilities, including locating a suitable site and constructing new treatment facilities and/or replacing the current collection system; • Develop and implement an integrated, comprehensive solid waste management program that includes, but is not limited to, constructing a solid waste disposal facility and establishing proper landfill operations and plans for public education, composting, waste oil and used lead acid batteries disposal, and landfill closure; • Repair, replace, rehabilitate, modernize and extend the solid waste management system and the wastewater collection, disposal and treatment system; financing all related capital and operating expenses on a self‐sustained basis; • Create a sludge or bio‐solids disposal program including the location of a suitable site and construction of the necessary facilities; • Develop and implement programs for septic system leak detection, reduction of infiltration and inflow and compliance with the permit limits for the service area of the Authority pursuant to the guidelines of the United States Environmental Protection Agency; • Establish and administer equitable charges and fees for services consistent with the objectives of the Territorial and Federal Air and Water Pollution Control Acts, Federal Solid Waste Disposal Act, and Territorial Solid and Hazardous Waste Management Act 482 Virgin Islands Waste Management Authority and successor legislation, to improve the quality of the environment, and to develop and implement Authority plans for the Territory’s solid waste management and wastewater management systems; • Educate and inform the citizens of the Territory on matters related to solid waste and wastewater by developing and implementing a master public education plan; • Participate in the programs of the Federal Government, and any Federal Departments and Agencies in the fields of their authorized activities, including the receipt and administration of grants and loans, and will secure participation in such programs and the cooperation of such agencies in achieving mandates. • Establish a Septic System program to provide inspection and pump‐out services. Strategic Goal Provide Territory‐wide wastewater and solid waste collection, treatment and disposal services that are environmentally safe, efficient, effective, and maintain a healthy community. Strategic Objective Improve customer service by 30% for the residents of the Virgin Islands and obtain full termination consent orders for pump and lift stations by 2012. FY 2007 Accomplishments The Virgin Islands Waste Management Authority accomplishments include: • Completing 24 hour HAZMAT, forklift, defensive driving, heavy truck driving, confined space entry, fire extinguisher and medical and health surveillance training programs; • Developing written Programs on the following subject areas: lock/out tag out; electrical practices procedures; blood borne pathogens, HAZCOM general and site specific, vehicular safety; forklift safety certification; personal protective equipment; respiratory protection and emergency action site‐ specific plans; • Developing and implement a Plan of Operations for FY s 2005‐2007; • Developing a five (5)‐year Capital Improvement Plan for wastewater and solid waste; 483 Virgin Islands Waste Management Authority • Developing Environmental User Fee proposal in accordance with Legislative mandate and submitting to the Public Service Commission for approval; • Developing a Wastewater User fee proposal to increase rates and submitting to the Public Service Commission of approval; • Completing Environmental Protection Agency approved Scrap Metal Management plan and executing a contract for the removal of Scrap Metal from Bovoni and Anguilla Landfills, including Susannaberg Transfer Station; • Completing a Scrap Tire Management plan; • Completing Junk and Abandoned Vehicle Detox Standard Operating Procedures; • Completing E‐waste Program guidelines and implementing quarterly collection Territory‐wide; • Completing Fluorescent Bulb Disposal Program guidelines; • Hosting the 13th Annual ReCaribe Cconference on St. John with fifteen (15) countries represented to speak and network on recycling in the Caribbean; • Preparing three (3) motions: enlargement of time, completion of Exhibit A, and removal of three (3) packages plants for partial termination of the Consent Decree on behalf of the central GVI; • Constructing the $27 million Anguilla Wastewater Treatment Plant was completed under the Waste Management Authority’s direct oversight; • Installing approximately 350 linear feet of fusion welded high density polyethylene pipe by pulling it under the roadway located at the Bethlehem Interceptor, thereby avoiding closing the road and endangering the nearby full flowing gut; • Completing 95% of the collection system inspection on St. Thomas and St. John; • Constructing the $28 million Red Point Wastewater Treatment Plant and Long Bay and Cancryn Pump Station; • Completing the FY 2005 audit of basic financial statements; • Issuing the request for a proposal and completing negotiations for an audit of financial statements for, years ending September 30, 2006, 2007 and 2008; 484 Virgin Islands Waste Management Authority • Collecting approximately $115,000 in application fees, waste hauler’s collection and disposal permits, and various environmental programs; • Executing a contract with a fuel station on St. Croix with a discount of 13% a gallon; • Training 95% of senior staff and managers in performance management progressive discipline and the hiring process; • Providing training to 67% of staff on a wide array of topics such as: estate planning, money, insurance management, customer service, teambuilding, and communication, interpersonal relations, effective supervision, conflict resolution, art and technology of composting; • Improving communication with regulatory agencies, USEPA and DPNR‐DEP: o Reporting of non‐compliance and incidents o Timely submittal of compliance reports and response to inquiries o Preparing and submitting Title V application in compliance with Clean Air Act administrative order o Meeting administrative and consent order milestones on track with timelines outlined in the order • Partially terminating the wastewater consent order, 84‐104, with a favorable recommendation for the removal of four (4) wastewater treatment plants from the order. 485 Virgin Islands Waste Management Authority Performance Goals: Provide a safe and reliable wastewater and solid waste infrastructure. Provide timely and efficient services. Deliver mandated services in a cost efficient manner. Key Performance Indicators: Diverted and recycled over 30,000 tons of scrap metal from Bovoni Landfill. Diverted and recycled over 25,000 tires from Anguilla Landfill. Diverted and recycled over 12,000 e‐waste items from the Territory’s landfills. Diverted and recycled over 1,600 fluorescent bulbs from the Territory’s landfills. Placement of 64‐gallon carts in strategic locations on St. Thomas and St. John. Office of the Executive Director Functional Statement: This Activity Center is in charge of the overall management and supervision of the Virgin Islands Waste Management Authority. It develops and implements public information policies and procedures, and works to enhance overall public understanding of the Authority’s mandates. It ensures compliance with federal and local guidelines, agreements and mandates. General Counsel Functional Statement: This Activity Center is responsible for providing legal support by advising and representing the Governing Board, Executive Director and the authority on legal issues. The Legal Division provides legal opinions and legislative monitoring; drafts statutory amendments; develops, promulgates and implements rules and regulations; and ensures legal sufficiency in all matters. Information Technology Functional Statement: This Activity Center maintains the Department’s communications network and computer units, and is primarily responsible for standardizing, updating and automating the Department’s software and hardware. 486 Virgin Islands Waste Management Authority Office of Planning Functional Statement: This Activity Center plans and coordinates the programming of Federal and local funds for the Authority’s construction and safety Programs. It establishes and administers equitable charges and fees for services consistent with the objectives of the Territorial and Federal Air and Water Pollution Control Acts; Federal Solid Waste Disposal Act; and Territorial Solid and Hazardous Waste Management Act. This improves the quality of the environment and develops and implements the Authority’s plans for the Territory. Financial Management Functional Statement: This Activity Center manages finances and administers functions of the Authority. It monitors all local and Federal funds for all Activity Centers; prepares and processes purchase orders; requisitions; Miscellaneous Disbursement Vouchers (MDV’s); Government Transportation Requests (GTR’s); and related travel documents for the Authority. It reconciles ledgers with the Department of Finance’s records; coordinates and compiles the Department’s budget; prepares bi‐weekly time and attendance records for the Authority; sorts and distributes payroll checks; maintains equipment inventory and provides custodial services to all Divisions. Procurement and Property Functional Statement: This Activity Center contracts for the acquisition of materials, supplies, equipment and services for the Authority through the most economical methods. It is charged with implementing and maintaining a Territory‐wide automated procurement and inventory system. Human Resources Functional Statement: This Activity Center manages the personnel and labor relations activities of the Authority; provides technical and advisory services on the recruitment and selection of personnel; coordinates in‐house orientation and training of new employees, processes Notices of Personnel Action (NOPA) and related personnel documents; processes Health Insurance and Workmen’s Compensation claims; processes Occupational Safety and Health Administration reports; reviews pay grade and step classifications of all Virgin Islands Waste Management Authority employees; coordinates accident reports and acts as liaison to the Office of Collective Bargaining and the Division of Personnel 487 Virgin Islands Waste Management Authority Engineering Functional Statement: This Activity Center provides architectural, engineering, design and inspection services, including planning, designing, cost estimating and construction of the public infrastructure throughout the Territory. Compliance Functional Statement: This Activity Center is responsible for obtaining full termination of Federal compliance orders and with reducing the number of notices of non‐compliance. Solid Waste Functional Statement: This Activity Center is responsible for the management, administration and procurement of supplies and materials for the Solid Waste Division. It is responsible for the collection and disposal of solid waste; the operation and maintenance of the landfills; collection of weights and measurements of solid waste collected by private haulers and the general public; and the provision of daily street cleaning services. Wastewater Functional Statement: This Activity Center operates and maintains of wastewater treatment plants. It ensures conformity with the regulations promulgated by the Department of Planning and Natural Resources and the U.S. Environmental Protection Agency under the Clean Water Act; it maintains the sewer lines, treats and transports several million gallons of wastewater at various pump stations and force mains in the Territory. 488 Virgin Islands Waste Management Authority Environmental Functional Statement: This Activity Center ensures protection of the environment by developing public education programs on the need for, and the benefits of litter control and beautification; and administers the Beautification Program for public property, roads and highways through planting and maintenance of flowers, plants and trees. 489 Virgin Islands Waste Management Authority $1,275,000 [3%] $300,000 [1%] $3,823,668 [10%] $1,100,000 [3%] $3,360,000 [8%] $32,301,051 [83%] $38,799,719 [92%] Federal Funds General Fund St. John Capital Improvement Fund Tourism Revolving Fund Anti-Litter Beautification Fund Sewer Fund Appropriated Funds Non- Appropriated Funds 490 491 492 CULTURE AND RECREATION Department of Housing, Parks and Recreation Department of Tourism 493 494 Message from the Department of Housing, Parks and Recreation’s Commissioner The Department of Housing, Parks and Recreation (HP&R) derives it authority from Title 3, Chapter 18 of the Virgin Islands Code as amended. HP&R administers, coordinates and serves as the “State Agency” for all programs pertaining to sports, parks, and recreation whenever such designation is required by federal law for the purpose of participating in federal programs to the extent necessary to comply with applicable federal law. The department has direct oversight over sports and recreation, parks and open spaces. HP&R’ s mission is to enhance the quality of life of the community by providing diverse sports programs, recreational activities, leisure opportunities and quality service through well maintained parks and recreational facilities for the overall enjoyment of residents and visitors. HP&R charts the direction of Performance Based Budgeting through its strategic goals. The strategic goals are creating diverse recreational opportunities for all age groups and offering a wholesome quality of parks, beaches and open areas. HP&R’s corresponding strategic objectives are providing inter‐generational programs and activities and improving the quality of recreational facilities. The annual performance goals or measures are promoting operational effectiveness; enhancing recreational areas for community use. The department is organized into three (3) divisions. Each unit develops and implements the performance goals to support the strategic objectives of the department. The Division of Parks, Open Spaces and Recreation oversees the maintenance of parks and open spaces that belongs to the Government. The Division of Sports and Recreation coordinates and promotes sporting and recreational programs for the community’s enjoyment. The Division of Office of the Commissioner administers business and financial activities. It promotes operational effectiveness through timely reconciling and reporting of accounts and establishes policy. The accomplishments of HP&R are resurfacing the tennis and basketball courts; demolishing and replacing the bleachers at parks; installing and replacing picnic tables, playground equipment and fencing at the parks; and renovating the Clinton E. Phipps Race Track. The housing component of the Former Department of Housing, Parks and Recreation was transferred to the Virgin Islands Housing Finance Authority pursuant to Act No. 6973 and was implemented April 1, 2008. The redirected HP&R is determined to demonstrate an improved delivery of all our services. 495 Department of Housing, Parks and Recreation ORGANIZATIONAL TYPE: Service Org 81000 Administration Functional Statement: The Administration Services Unit coordinates, disseminates, and implements policies. Performance Goal: Promote operational effectiveness. Performance Indicator FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Percentage of performance reports submitted within five (5) days of closing period n/a n/a 25% 50% 75% Org 81100 Office of Business and Finance Functional Statement: The Office of Business and Finance oversees the Department’s business and financial operations and provides support services to all Activity Centers. Performance Goal: Promote operational effectiveness. Performance Indicator FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Number of reports and funds reconciled in a timely manner 2 4 2 2 4 Org 81202 Maintenance – STT/STJ/STX Functional Statement: The Maintenance Division maintains all parks and recreational facilities. Performance Goal: Eliminate structural deficiencies and ensure a safe environment. 496 Department of Housing, Parks and Recreation Performance Indicator FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Percentage of work‐orders completed by inspectors n/a 10% 34% 40% 45% Org 81300 Parks, Open Space and Beautification‐STT/STJ/STX Functional Statement: The Parks, Open Space and Beautification Unit maintains public parks, beaches, miscellaneous open spaces and recreational areas. Performance Goal: Enhance recreational areas for community use and enjoyment. Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Number of parks and facilities renovated n/a 2 9 4 5 Number of annual inspections conducted n/a 2 9 4 5 Org 81301 Bureau of Sports and Recreation – STT/STJ/STX Functional Statement: The Bureau of Sports and Recreation coordinates, conducts and promotes sporting and recreational Programs throughout the Territory. Performance Goal: Enhance recreational programs for community use and enjoyment. Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Number of new recreational programs and activities implemented n/a 3 6 3 9 Number of participants in after‐ school Programs n/a 50 332 300 325 Number of Programs administered in conjunction with Dept. of Education n/a n/a n/a 4 6 497 498 499 500 Message from the Department of Tourism’s Commissioner The Department of Tourism’s mission is to increase visitor expenditures, to aid in the economic development of the Territory as mandated by the 21st Legislature when the Department was created on May 8, 1995. In order to fulfill its mission, the Department has developed a strategic marketing plan that positions the USVI as a unique, competitive and desirable tourist destination. The Department’s strategic plan is based on four (4) core goals: • Increase the number of domestic and international visitors and expenditures • Improve community awareness of tourism • Ensure the uniqueness of each island is represented in our efforts • Build brand equity and create growth for St. Croix The Department’s approach to achieving core goals involves: • Maintaining good communication with our partners (i.e. hoteliers, attractions, the National Park Service, tour operators, airlines and the media) • Maintaining market share for St. Thomas and St. John with a steadfast commitment to seeking new opportunities for St. Croix • Using non‐traditional approaches to market the Virgin Islands in order to remove the Territory from the clutter of mainstream programs • Adjusting the marketing plan as needed, evaluate tactics, and measure results to ensure the Department remains on course The Department of Tourism has been selected as one of the departments for the Performance Based Budgeting Pilot Program. As such the Department’s functional statements and key indicators have been adjusted so that achievements can be evaluated and measured based on fulfilling the mission as set above. Each of the Department’s functional statements will be measured against the ability to enhance the tourism product and the ability to manage operational effectiveness. During Fiscal Year 2007, the Department of Tourism had significant accomplishments, several of which are outlined below: Public Relations The Department of Tourism maintained its focus on generating positive media coverage for the destination and expanded its attention on generating high‐profile marketing partnerships and promotions to break through the clutter of mainstreamed programs. Examples of these efforts include the New York Yankees promotion, the Yahoo.com Hot Jobs promotion, and the St. Croix Samsonite and Bridal Guide St. Croix photo shoot. 501 Message from the Commissioner of Department of Tourism Destination Promotions In response to market conditions, the Department of Tourism was aggressive in developing promotions with bookable offers to attract visitors to the USVI during off beat season. Examples include the 90th Anniversary Package, the St. Croix Fantastic Flight Promotion and the Babymoon “Time for Two” Package. Partner Communication The Department of Tourism enhanced communications with key industry partners, both within the Territory and outside, via bi‐monthly Newsletters; monthly Partner Updates; and Public/Private Sector Committee Meetings on Romance, Diving, Meetings and Incentives; Website Redesign; and Community Presentations and Press Conferences. Sales The Department of Tourism changed its approach to sales, moving to virtual offices as leases expired. The Department totally revamped its sales strategy, with each team member receiving specialized training on sourcing leads; making presentations; and total account management, including techniques on closing the sale. Each sales manager has been in the Territory twice in the last year to ensure they know, and can effectively sell, the product. The sales team is now visiting more than 500 travel agencies monthly. Advertising and Collateral New sales support materials (collateral) have been created including a DVD and brochures that are aligned with the market segmentation targets outlined in the Department of Tourism marketing plan. Key collateral is also available in Spanish, Danish, and Italian to address the needs of international markets. The new marketing materials have already made a positive impact on the sales team’s efforts. Specific St. Croix Efforts The Department of Tourism engaged a cross section of the St. Croix community to help develop a new brand position for St. Croix. Working with key airline partners, the Department launched major promotions in key markets to support existing non‐stop service to St. Croix and help grow new service for St. Croix. 502 Message from the Commissioner of Department ofTourism Film Promotion The Department of Tourism is now actively promoting the USVI film industry including advertising, membership in the Association of Film Commissioners (AFCI) and participation in the AFCI trade show. Since the Department of Tourism hired a Film Coordinator, the Department has attracted and coordinated various productions in the Territory. Some of these productions include shoots for Target, Nordstrom, Belle Magazine, Sports Illustrated and Vogue magazines. Visitor Center In addition to our Havensight and Frederiksted Visitor Centers, the Department of Tourism has recently opened a third Visitor Center at Crown Bay to serve visitors at that port. The Department will soon launch a program to include greeters and entertainment at all ports of entry. Events The Department of Tourism continues to support events which provide the three‐to‐one return on investments used by the Department to measure effectiveness. Events that were especially successful include: • The Basketball Travelers Paradise Jam ‐ Sponsorship of $297,000 resulted in $1.2M in local expenditures and more than $250,000 in national TV exposure. • The Ironman Triathlon ‐ Sponsorship of $100,000 delivered more than $300,000 in local expenditures and $50,000 in media coverage. • The Blue Bay Jazz Festival ‐ $100,000 marketing commitment resulted in more than $300,000 in local expenditures and media coverage. In spite of these accomplishments, the Department of Tourism faces various marketing challenges. Many competitors, both in the Caribbean and worldwide, surpass the USVI in advertising by millions of dollars. High fuel prices, combined with the current lack of discretionary income in the U.S., will hamper travel. The lack of hotel inventory presents another challenge. Constantly emerging markets pose a threat to the USVI. To remain competitive, the Department of Tourism must work with both the public and private sectors to address the concerns raised by cruiseline partners, the airline industry and other major stakeholders, including the media and visitors, specifically as they relate to our customer service, lack of varied and affordable transportation, traffic congestion, visitor safety and security, and a product that needs overall refreshing. The Department of Tourism is proud of its highly professional and well‐trained staff. The contracted advertising and public relations agencies are also very skilled and hard‐working. The personnel team recognizes the great importance of its role in contributing to the economic health of the Territory and is working diligently to fulfill the Department of Tourism’s mission. 503 Department of Tourism ORGANIZATIONAL TYPE: Other Org 92000 Administration and Management Functional Statement: The Administration and Management Unit implements local and Federal rules and regulations relating to the operations of the Department; it also manages the personnel, accounting and administrative functions. Performance Goals: Enhance the tourism product. Manage operational effectiveness. Key Performance Indicator FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Percentage of difference between budgeted, projected and actual costs, based on allocated amounts* n/a n/a n/a n/a +/‐ 3% *This is a new KPI; accordingly, there is no previous baseline data. Org 92010 Public Relations Functional Statement: The Public Relations Office provides factual information to the public and responds to off‐island inquiries; maintains an Information Center with tourism‐related materials; researches and updates information; and promotes public awareness and community relations through special events and public service campaigns, as well as coordinating familiarization tours on‐island. 504 Department of Tourism Performance Goals: Enhance the tourism product. Manage operational effectiveness. Key Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Percentage of exposures that meet 3:1 return on investment* n/a n/a n/a n/a 90% Every dollar spent in advertising generates 3:1 return for expenditures* n/a n/a n/a n/a 3:1 Increase in tourism impact on USVI economy (in dollars)* n/a n/a n/a $1.5B 1.545B Sponsorship dollars spent meeting 3:1 ROI* n/a n/a n/a n/a 3:1 *These are new KPIs; accordingly, there is no previous baseline data. Org 92020 Film Promotion Functional Statement: The Office of Film Promotion advances markets and advertises the U.S. Virgin Islands as a location for the production of audio‐visual commodities. Performance Goals: Enhance the tourism product. Manage operational effectiveness. Key Performance Indicator(s) FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Increase in local productions 7 9 10 12 14 3:1 Return on Investment (ROI)* n/a n/a n/a n/a 3:1 Percentage of increase in film production revenue above previous year* n/a n/a n/a n/a 5% *This is a new KPI; accordingly, there are no previous baseline data. 505 Department of Tourism Org 92100 Administration Functional Statement: The Administration Unit manages the daily operations of the Department, including planning, implementation, supervision, and coordination of all Programs. It has oversight of all advertising, public relations, and promotional Programs for the U.S. Virgin Islands. Performance Goals: Enhance the tourism product. Manage operational effectiveness. Key Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Baseline FY 09 Target Percentage of return visits (based on sample population)* n/a n/a n/a n/a 5% Level of satisfaction with the overall VI experience* On‐Island Voice Communication (Based on a 5‐point Likert Scale – 1 low, 5 high) n/a n/a n/a n/a n/a n/a n/a n/a 4 4 *These are new KPIs; accordingly, there are no previous baseline data. Org 92110 Convention and Visitors’ Bureau ‐ STT/STJ/STX Functional Statement: The Convention and Visitor’s Bureau provides direct support services to on‐island and prospective visitors through dissemination of various services and information brochures, pamphlets, and other promotional materials. The Cruise Ship Division compiles relevant statistics concerning passengers, provides promotional and support services in cooperation with cruise ship companies and distributes information at disembarkation sites. It is also responsible for the preparation of the bi‐annual cruise ship schedules. 506 Department of Tourism Performance Goals: Enhance the tourism product. Manage operational effectiveness. Performance Indicators FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Overall annual increase in inquiries based on tourism marketing over prior year* n/a n/a n/a n/a 5% Percentage of inquiries responded to within 24 hours* n/a n/a n/a n/a 92% *These are new KPIs; accordingly, there are no previous baseline data. Org 92120 Offshore Activities Functional Statement: The Offshore Activities Unit promotes the United States Virgin Islands as a year‐round upscale destination by engaging in promotional activities designed to influence travel agents, wholesalers, tour operators, group and incentive planners, airlines, consumers and other travel related entities on the U.S. mainland. Performance Goals: Enhance the tourism product. Manage operational effectiveness. Performance Indicator(s) FY 05 Actual FY 06 Actual FY 07 Actual FY 08 Estimate FY 09 Projected Number of annual sales calls per salesperson* n/a n/a n/a n/a 750 Level of satisfaction with sales representatives* (Based on a 5‐ point Likert Scale – 1 low, 5 high) n/a n/a n/a n/a 4 *These are new KPIs; accordingly, there are no previous baseline data. 507 Depatment of Tourism $3,939,326 [86%] $650,000 [14%] $4,589,326 [100%] General Fund Tourism Revolving Fund Appropriated Funds $19,961,149 , 100% Tourism Revolving Fund Non-Appropriated Funds 508 509 510 MISCELLANEOUS 511 512 513 514 515 516 517 518 519 FEDERAL FUNDS 520 2009 Federal Budget Narrative The Department of Justice (DOJ) has applied for grants totaling $6,094,435.00 for FY 2009. The Offender Re‐entry Initiative Program is a combined Federal and local effort to assist jurisdictions in facing the challenges presented by the return of incarcerated individuals from the prison population back into the community. The goal of the $443,212.00 grant for this Program is to support the effective delivery of pre‐release assessments and services. The grantee (DOJ) will also develop transition plans in collaboration with other justice and community‐based agencies and provide for supervised and non‐supervised, non‐violent offenders. The Paul Coverdell Forensic Sciences Improvement Grant in the amount of $91,015.00, will be used to improve the quality and timeliness of Forensic Science and Medical Examiner services, including services provided by laboratories operated by Units of the USVI Government. Any forensic laboratory, forensic laboratory system, Medical Examiner’s office, or Coroner’s Office that will receive any portion of a Coverdell Grant must use generally accepted laboratory practices and procedures as established by accrediting organizations or appropriate certifying bodies. The grants to States for Access and Visitation Program will enable States to create programs which support and facilitate access and visitation by non‐custodial parents with their children. Activities may include mediation, counseling, education, developing parenting plans, visitation enforcement, and developing guidelines for visitation and alternative custody arrangements. The funding for this Program is projected to be $100,000.00. The Child Support Enforcement (Paternity) Program, with funding of $5,551,223.00, will enforce the support obligations owed by absentee parents to their children; locate absent parents and establish paternity; and obtain child, spousal, and medical support. The State Criminal Alien Assistance Program (SCAAP) is projected to receive $156,688.00, in Federal funding for Fiscal Year 2009. SCAAP serves as a reimbursement Program designed to provide Federal assistance to States and localities that incur costs for incarcerating undocumented criminal aliens, who are being held as a result of State and/or local charges or convictions. It also provides Federal payments to States and localities that incur Correctional Officer salary costs for incarcerating undocumented criminal aliens, who have at least one felony or two misdemeanor convictions for violations of local law, and who are incarcerated for at least four (4) consecutive days during the designated reporting period. In Fiscal Year 2009, the Office of the Governor will be receiving approximately $311,000.00 for the following two (2) grants: The State and Local Economic Development Grant for $52,000.00 and The State Energy Program (SEP) Grant for $259,000.00. The State and Local Economic Development Grant ($52,000.00) will provide technical assistance to the Bureau of Economic Research (BER) for the preparation, oversight, and implementation of 521 2009 Federal Budget Narrative the Governor’s Comprehensive Economic Development Strategic (CEDS) Plan. The Program, funded by the U.S. Department of Commerce, Economic Development Administration, provides funds to support innovative economic development projects, and disseminates the information gathered. The State Energy Program (SEP) Grant ($259,000.00) will maximize the benefits of energy efficiency and renewable energy through communications and outreach activities, technology operation, and obtaining new partnerships and resources across the United States and its Territories. The Office of the Adjutant General is comprised of three (3) different agencies including the Virgin Islands Office of Homeland Security (VIOHS), the Virgin Islands National Guard (VING), and the Virgin Islands Territorial Emergency Management Agency (VITEMA). These three (3) Agencies, together, have the responsibility for protecting the borders of the U.S. Virgin Islands. The Agencies anticipate receiving a combined total of funding in the amount of $7,662,123.00 for Fiscal Year 2009. VIOHS will receive funding in the form of three (3) separate grant programs to include the State Homeland Security Program (SHSP), the Law Enforcement Terrorism Prevention Program (LETPP) and the Citizen Corps Program (CCP). Together these grants provide support for planning and conducting exercises, in addition to administrative costs, equipment purchase, personnel, and training. Funding for VIOHS enhances the capacity of the Territorial emergency management personnel to respond to Weapons of Mass Destruction and terrorism incidents involving chemical, biological, radiological, nuclear and explosive devices. Funding for VIOHS will total $2,177,300.00. The Virgin Islands National Guard (VING) receives its funding through a Master Cooperative Agreement (MCA) awarded by the National Guard Bureau. MCA includes several appendices that cover the three (3) categories for which funding is received: administrative services, maintenance, and security. The Air Operating and Maintenance, Distance Learning Network, and Telecommunications grants are approved for administrative services and will receive combined funding of $448,600.00. Maintenance will receive funding of $2,413,208.00 and consists of Environmental Resource Management and Real Property Operations and Maintenance. Security includes the Army Security Guard Payroll, the Air Security Guard Payroll, and the $52,000.00 Electronic Security Systems with total funding projected in the amount of $1,832,476.00. VITEMA anticipates receiving $790,539.00 in the form of an Emergency Management Performance Grant to assist the Division with its comprehensive National Emergency Management Information System (NEMIS). These funds provide support for the VI Government to achieve measurable results in key functional areas of emergency management including hazard identification and risk management, planning, control, coordination, and logistics and 522 2009 Federal Budget Narrative facilities. The Grant includes money for public education and information by providing for the development, maintenance, and improvement of Territorial emergency management capabilities, which are key components in managing disasters and emergencies that may occur naturally, accidentally, or are man‐made. The Virgin Islands Board of Education (the Board) is awarded two (2) grants: $5,454.00 for the Leveraging Educational Assistance Partnership (LEAP) Program, and $9,178.00 for the Special Leveraging Educational Assistance Partnership (SLEAP) Program. The LEAP Program assists students who demonstrate substantial financial need. The Board must match LEAP grant monies dollar for dollar. The SLEAP Program is a supplemented component of the LEAP Program. In order to participate in the SLEAP Program, a student must also be a participant in the LEAP Program. The Board must match two (2) local dollars for every Federal dollar. A student applying for the LEAP/SLEAP Grants must complete a Profile Application for a minimum fee. In order to qualify for this funding, a student must have an unmet financial need of $500. For Fiscal Year 2008, which encompasses the 2007‐2008 School Year, the Board awarded twenty eight (28) students the LEAP/SLEAP Grants. A total of $12,639.00 in Federal funds and $24,000.00 in local funds was awarded. It is anticipated that in FY 2009 the Board will also receive $12,639.00 in Federal funds for these programs. The Department of Labor (DOL) fosters and promotes the welfare of the job seekers and wage earners of the Territory by improving their working conditions, advancing their opportunities for profitable employment, helping employers find qualified workers, strengthening collective bargaining, and tracking changes in employment, prices, and other national economic measurements. In carrying out this mission, the Department administers a variety of Federal labor laws including those that address workers’ rights to safe and healthful working conditions; a minimum hourly wage and overtime pay; freedom from employment discrimination; and provides unemployment insurance and other income support. In fulfilling its mission DOL provides various programs and services in several Departmental Divisions. These include: Unemployment Insurance; Labor Relations; Workers Compensation; Hearings and Appeals; Bureau of Labor Statistics; Occupational Safety and Health; and Job Services. The Bureau of Labor Statistics is scheduled to receive $350,341.00 for FY 2009 and provides statistical information. The Occupational Safety and Health Statistics (OSHS) is projected to receive $52,700.00 in Federal funds for FY 2009. The Program provides annual counts and incidence rates of both nonfatal and fatal work‐related injuries and illnesses. The Mass Layoff Statistics (MLS) Program is a Federal‐Territorial cooperative effort that identifies and describes the impact of major permanent job cutbacks on both workers and their establishments in the 523 2009 Federal Budget Narrative Virgin Islands. This Program will receive funding of $15,595.00 for FY 2009; Federal funding of $75,112.00 is provided for Occupational Employment Statistics (OES) for FY 2009. The OES Program produces consistent and comparable occupational wage information. OES data is an essential input for the Territory’s occupational and industry projections that are used to identify growing and declining occupations; The Current Employment Statistics (CES) Program is a monthly payroll survey of business establishments. The survey is designed to collect data on employment, hours, and earnings from a sample of establishments in all non‐agricultural activities. For FY 2009, $74,907.00 will be allocated to this Program; and the Quarterly Census of Employment and Wages (QCEW) Report on employment, wages and contributions provides monthly data on employment; and quarterly total wages, taxable wages, and contributions to the Unemployment Insurance (UI) System. The amount projected for this program in FY 2009 is $132,027.00. The Division of Unemployment Insurance administers programs and activities which ensure the compliance of the mandates of the Virgin Islands Unemployment Insurance Act. This Program is 39,000 40,000 41,000 42,000 43,000 44,000 45,000 46,000 47,000 48,000 49,000 50,000 No: of Persons Employed 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 YEAR U.S. Virgin Islands Average Employment 1995-2007 524 2009 Federal Budget Narrative projected to receive an amount of $1,609,154.00 for FY 2009. The Unemployment Insurance Program is designed to assist workers unemployed through no fault of their own to meet non‐ deferrable living expenses for themselves and their families, thereby allowing them to search for work commensurate with their skills, training, and experience. Benefit payments also help to sustain the economy of the Virgin Islands by maintaining purchasing power. In the Virgin Islands, as in the fifty (50) States, employers pay the entire cost of regular Unemployment Benefits and a share of the cost of extended benefits. No part of an employerʹs contributions (taxes) may be withheld from workersʹ wages. Over the last five (5) years (2003‐2007) the average number of persons unemployed decreased from 4,530 or 11% to 3,123 or 7%. The Senior Community Service Employment Program (SCSEP) was established to foster individual economic self‐sufficiency; to provide training in meaningful part‐time opportunities in community service activities for unemployed, low‐income persons, age 55 or older, particularly persons with poor employment prospects; and to increase the number of older persons who may enjoy the benefits of unsubsidized employment in both the public and private sectors. The projected amount for FY 2009 is $1,088,125.00. The basic plan will provide subsidized, part‐time community service opportunities for the elderly, low‐income individuals, in order to prepare them for entry or re‐entry into unsubsidized employment. This project is sub‐granted to, and operated by, the Virgin Islands Department of Human Services through host agencies such as Average Unemployment in the U.S. Virgin Islands 1995 6% 1996 5% 1997 6% 1998 7% 1999 7% 2000 7% 2001 8% 2002 11% 2003 11% 2004 10% 2005 8% 2006 7% 2007 7% 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 525 2009 Federal Budget Narrative schools and “one‐ stop” career centers or those involved in senior recreation, community health and long term health care. The Workforce Investment Act (WIA) (the Act) was established to provide increased flexibility for State and local officials to establish broad‐based labor market systems using Federal job training funds for adults, dislocated workers, and youth. With this increased flexibility come challenges and opportunities for organized labor. While the Act did not provide ʺblock grantsʺ for all training programs (as some State advocates had hoped), the law mandates coordination among a range of Federal job training programs, including the Employment Service, Adult Education and literacy programs, welfare‐to‐work, Vocational Education and vocational rehabilitation. WIA’s goal is to provide workforce development services to employers and workers through a universally accessible, information‐driven, one‐stop career center system. Programs covered under the Workforce Investment Act provide workforce investment activities through Territorial workforce investment systems, that increase the employment, retention, and earnings of participants. They must also increase the occupational skill attainment by participants; and, thus, improve the quality of the workforce, reduce welfare dependency, and enhance the productivity and competitiveness of the Territory. WIA is expected to receive $2,294,042.00 for FY 2009, for the following programs: WIA Adults Program, $466,387.00; WIA Youth Activities $493,037.00; Human Resource Investment Council (HRIC) $114,702.00; WIA State Activities $229,404.00; WIA Local Administration $179,396.00; WIA Dislocated Workers $655,132.00; and WIA Rapid Response $155,984.00. The Wagner‐Peyser Act (Wagner‐Peyser) established a nationwide system of public employment offices known as the Employment Service, later amended to make the Employment Service part of the One‐Stop Delivery System. Wagner‐Peyser funded activities are an integral part of the One‐Stop Delivery System, which provides an integrated array of high quality services so that workers, job seekers, and businesses can access the services they need under one roof in easy‐to‐ reach locations. Many of the services are also offered through self‐service electronic access. These services include the assessment of skill levels, abilities and aptitudes, career guidance when appropriate, job search workshops, and referrals to training if applicable. In addition to referring job seekers for job openings, it includes matching job requirements with job seekers’ experience, skills and other attributes, helping with special recruitment needs, assisting employers with analyzing hard‐to‐fill job orders, assisting with job restructuring, and helping employers deal with layoffs. In FY 2009, the programs under Wagner‐Peyser are expected to receive Federal funding of $1,615,280.00, to include areas such as: Alien Labor Certification, Employment Service, Work Opportunity Tax Credit, Employment Service Supplement, One‐Stop Workforce Information Grant, and Local Veterans Employment Representative. 526 2009 Federal Budget Narrative The Department of Education (DOE) has responsibility for the education of Virgin Islands youth who enroll in the public school system. Its mission is to provide the Territory’s students with an education that makes them competitive with their peers in the rest of the Caribbean, the United States and the world; take advantage of our uniqueness of being geographically Caribbean and politically American; integrate all disciplines; and educate the whole child. Numerous grants are received by DOE and include those outlined below. In FY 2009, DOE anticipates being awarded $38,280,350.00 in Federal funds to fulfill its mission. The Office of Special Nutrition administers the Child Nutrition (CN) and the Food Distribution Programs in the Virgin Islands. Local recipient agencies include both the public and private schools. There are sixteen (16) programs that are primarily charged with preparing and serving nutritious meals to students in public and non‐public schools throughout the Territory. Over 33,000 students benefit from this Federally mandated Program which requires that only prepared, nutritious and well‐balanced meals be served on a daily basis. In FY 2009, the Program will be awarded $4,400,452.00 to accomplish its goals. The Health Inspection Grant will be utilized to finance the Department of Health’s bacterial testing of food, utensils and water which are utilized for the Summer Food Program. In FY 2009 it is projected to receive $6,500.00. The Child Care Audit Grant allows for the performance of spot reviews of child care centers and also to assist in audits and other administrative functions. In FY 2009 the Program is estimated to receive $9,835.00. The Emergency Food Assistance Grant is utilized for the distribution of food to the needy in the Virgin Islands. It also provides disaster meals service and food distribution during hurricanes or other disasters. In FY 2009 the Program is estimated to receive $22,644.00. The Child and Adult Care Food and Private School Food Authority Programs provide Federal reimbursement to assist child and adult care sponsors and residential childcare institutions in serving nutritious meals which are in compliance with Federal standards. In FY 2009 these programs are projected to receive $728,837.00 and $90,000.00, respectively. The Summer Food Program, conducted by the Department of Education is expected to receive an estimated $493,043.00 in FY 2009. It provides meals for six (6) weeks during the summer months for over 100 sites in both the St. Thomas/St. John and the St. Croix Districts. The Summer State Administrative Expense Grant provides training and technical assistance to sponsoring organizations such as the two (2) school lunch districts of St. Thomas and St. Croix, Residential Child Care Institutions and Queen Louise Home. The Child Nutrition staff also 527 2009 Federal Budget Narrative monitors and conducts follow‐up reviews with these organizations to ensure they comply with Federal regulations and guidelines. In FY 2009 the Program is projected to receive $50,174.00. The State Administrative Expense Grant, estimated at $344,650.00 for FY 2009, provides the State Agency with funds for its expenses related to supervising and providing technical assistance to school districts. In Fiscal Year 2007 the Child Nutrition Program implemented its Local Wellness Policy Program to reduce obesity among overweight children in the public schools. As a result, more nutritious and healthy meals (such as fresh fruits and vegetables) were served to the children of the Virgin Islands. The program also eliminated the selling of sodas on campus and determined the time when food items such as cake can be sold on the school campus. For FY 2009, DOE will receive about $20,231.00 for the Program. Students at Jane E. Tuitt Elementary being served nutritious meals Several combined grants make up the Consolidated Block Grant and Special Federal Funds. These Grants ensure that the educational needs of adults and children are addressed and include: 528 2009 Federal Budget Narrative Innovative Education, Vocational Education, Title V‐State Level, Title V‐Adult Education and Bilingual Education. The funding for these Programs enhances the education system for regular students, and also for students whose native language is not English, by providing specialized training which combats illiteracy. DOE will receive $21,689,548.00 for these programs which have been “consolidated.” It is anticipated that the Robert Byrd Scholarship Grant will receive $60,000.00 during Fiscal Year 2009. This Grant provides scholarships to high school graduates who demonstrate great promise of continued academic excellence at an institution of higher learning. Student’s eligibility is based on residency and citizenship requirements, graduation from high school or acceptance for enrollment at a college or university, and evidence of academic achievement. Also, students must continue their educational goals in order to remain eligible to continue receiving the scholarship. The Individuals with Disabilities Grant assists children with disabilities ages 3‐21, to achieve established academic standards through an Individual Education Plan (IEP). Unlike their counterparts who are not physically or mentally challenged, the students receive free services to accommodate their special needs. The Department expects to receive $8,740,876.00 to accomplish its mandate in this area. Library and research skills are critically needed at any school age. Therefore, the Literacy and School Libraries Grant in the amount of $35,694.00 is primarily geared towards improvements in basic and advanced reading, writing, science, and math skills of all students. The Special Federal Funds Grant is an impact aid provided by the Federal Government under school assistance for federally affected areas for all children attending public schools. For FY 2009, the Program will receive $124,690.00. The Reading First Program involves implementation of a scientifically based reading instruction program founded on the five (5) essential components of reading instruction in every kindergarten to grade three (3) classrooms. The Program will receive $1,463,146.00 in FY 2009. The Virgin Islands Police Department is working every day to live up to its motto: to “protect and serve.” The Federal grants reveal a significant level of increase over FY 2008. The FY 2009 projected budget will reflect a 58 % increase in Federal funding over FY 2008. The Motor Carrier Safety Assistance Program (MCSAP) Grant and National Highway Traffic Safety Administration’s (NHTSA) mission is to reduce crashes, injuries, and fatalities involving vehicles that travel on the Territory’s roadways. The goal of MCSAP in the Virgin Islands is to increase the number of Commercial Motor Vehicle (CMV) Inspections that are conducted annually. This will decrease the number of vehicular incidents and the potential risk of deaths or injuries on VI roadways, caused by poorly maintained and unsafe vehicles. 529 2009 Federal Budget Narrative The Motor Carrier Safety Assistance Program’s (MCSAP) success in reducing crashes, injuries, and deaths is due to the Program’s aggressive implementation by the Virgin Islands Office of Highway Safety (VIOHS). Presently there has been a decrease of 2.4% in crashes from FY’ 2005’s figure of 6,266 to FY 2006’s figure of 6,119 crashes. In Fiscal Year 2007 there was a significant decrease of 21% (5,069) in the amount of crashes compared to FY 2006 (6,119). Even though the most recent data ends on August 1, 2007, the anticipated change will result in a significantly decrease number of crashes. Much of this success is attributed to the high level of sustained enforcement, increased safety checks, and putting vehicles in violation of the Federal and local Motor Carrier Safety Standard out of service. The Office of Highway Safety projects $350,000.00 will be awarded in FY 2009. The Office of Highway Safety administers the National Highway Traffic Safety Administration (NHTSA) Grant under the following programs: Alcohol Involvement, Alcohol Enforcement, Youth Alcohol, Occupant Protection, Pedestrian Safety, Police Traffic Services, Traffic Records, and Planning and Administration. All of these Programs facilitate the achievement of the overall goal of the Office of Highway Safety, to decrease in the number of deaths or injuries on VI roadways. In FY 2009 it is anticipated $1,832,053.00 is be received from the Federal grantor Agency. This year, an observational survey determined the Virgin Islands seat belt usage rate has decreased from 93% to 80.2%. The goal of the Office of Highway Safety is to increase seatbelt usage rate to 95%. Success in the decrease in traffic crashes from this Program is attributed to law enforcement officers and the Office of Highway Safety staff during the Click It or Ticket campaign, as well as to other public health and community activities. The Office of Highway Safety supported these efforts by developing press releases, articles for the print media, and the distribution of posters, brochures and other public awareness material. Child Seat Display at the 2007 Agricultural Fair on St. Croix 530 2009 Federal Budget Narrative Three (3) Child Safety Seat Clinics were held in the Territory. The Clinics provided 125 child safety seats to the public and ensured they were correctly installed. Child Safety Seat Clinic Display Center In order to increase the quality of the traffic accident data collection, the Traffic Records Program introduced a web‐based application to the Territory. This database will be updated to provide connectivity from the police squad cars, so that statistical information will be captured in real time; connectivity with the driver license and vehicle registration databases and an electronic crash diagram module; an arrest module; connectivity with the Superior Court, so that cases and disposition of cases to include sentencing will be captured almost in real time; and connectivity to the Hospital’s Trauma Registry. As of September 2007, the Police Department of the Government of the Virgin Islands was computerized with this database. At the same time the Motor Carrier and the Traffic Investigation Bureaus were equipped with laptop computers. It is envisioned that by July 2008 all Police Department vehicles will be computerized. The Traffic Records Unit also plans to introduce e‐ticketing, which ensures that information and related actions are applied to records in a timely manner. 531 2009 Federal Budget Narrative During 2006 (most recent data), 2.2% of traffic fatalities were alcohol‐related. Anecdotal information suggests that this figure is higher; however, the law does not require a Police Officer to test every driver that is involved in an accident, unless reasonable suspicion can be justified. To combat the problem of driving under the influence of alcohol, the Police Department has increased its enforcement efforts through sobriety checkpoints aimed at removing drunk drivers from the roadways. There was an increase to 100 arrests in FY 2007 compared to the FY 2006 figure of 81 DUI (driving under the influence) arrests. Alcohol Awareness Display at 2007 Agricultural Fair on St. Croix Forest In 2006 the number of auto accidents decreased from 6,266 (in 2005) to 5,245 (See the data table). With the goal of reducing the number of motor vehicle collisions resulting in fatalities and injuries caused by speeding drivers, the Office of Highway Safety plans to include funding for law enforcement to participate in the operation “Arrive Alive ‐ it’s only “X” Square miles.” For each island the “X” will be replaced by the actual square miles of the island. In 2006 the Police Department received funding to purchase the necessary tools, and to provide the necessary training to officers, to do an effective job. This was continued in 2007 and 2008. VIRGIN ISLANDS CRASH PROFILE YEAR 2002 2003 2004 2005 2006 PROFILE: TOTAL CRASHES 5656 5640 6399 6266 6119 TOTAL INJURIES 989 1468 1250 1252 1088 TOTAL FATALITIES 15 7 17 4 13 TOTAL FATAL CRASHES 14 7 9 4 6 PEDESTRIAN FATALITIES 3 3 7 3 5 BICYCLE FATALITIES 0 1 1 0 0 MOTORCYCLE FATALITIES 2 0 0 1 1 SAFETY BELT USAGE RATE 89% 89% 86% 89% 93% CAR SEAT & SEATBELT CITATIONS 2345 3010 4911 4592 3974 IMPAIRED DRIVING CITATIONS 112 126 132 35 96 532 2009 Federal Budget Narrative The Victims of Crime Assistance (VOCA) and Violence Against Women Assistance (VAWA) Grants are two (2) formula grants sub‐granted to the Victim Witness Services Program by the Law Enforcement Planning Commission (LEPC). This agency has the responsibility of ensure that services to victims of crimes in the Territory are provided through these Federally funded victim service grants. VOCA funds are available to non‐profit victim service and Government Agencies to provide direct services to help crime victims recover from victimization, including crisis counseling, follow‐up therapy, group therapy, group treatment/support, shelter/safe house, information/referral, personal advocacy, assistance filing for victim compensation, criminal justice support/advocacy, criminal justice support/investigation, and criminal justice. Additionally, VAWA addresses issues of domestic violence, sexual assault, stalking, and dating violence. For Fiscal Year 2009 VOCA and VAMA funding is estimated at about $1,200,000.00. The National Criminal History Improvement Program (NCHIP), is funded by competitively based grant. The Program is responsible for building an accurate and accessible system of criminal history records. In order to fulfill its objective, LEPC has joined forces with VIPD to upgrade the National Crime Information Center (NCIC). Upgrading this computerized data base will include the purchase, installation and configuration of Cisco PIX firewalls at all NCIC sites. Also, there is a records scanning system which allows for incident reports to be scanned intact with searchable fields. At present, three (3) Federal Bureau of Investigation (FBI) approved and certified companies have been selected to review a new NCIC software program. For Fiscal Year 2009 it is estimated that the Virgin Islands will receive $210,000.00. The Law Enforcement Planning Commission has been designated by the Governor of the United States Virgin Islands as the State Administering Agency (SAA) for the Edward Byrne Memorial/Justice Assistance Grant (JAG) Program. JAG replaces the Byrne Formula and Local Law Enforcement Block Grant (LLEBG) Programs with a single funding mechanism that simplifies the administration process for grantees. The Justice Assistance Grant Program is utilized for law enforcement programs, prosecution and court programs, prevention and education programs, and drug treatment programs, among others. With this Grant, that is estimated to be $1,100,000.00 in FY 2009, aims to prioritize its efforts in several areas, including law enforcement, prevention and education, faith‐based initiatives, educational programs, juvenile delinquency issues, and the automation and expansion of the Virgin Islands Criminal Justice Information System (VICJIS). The Criminal Justice Records Improvement (CJRI) Program Grant is a significant Program in the United States Department of Justice’s efforts to build an accurate and useful national system of criminal records. The Program seeks to have full automation of all criminal justice histories and fingerprint records and to increase the frequency and quality of criminal history reports to the (FBI) and other law enforcement agencies. During FY 2007 the Records Management Specialists located on St. Thomas have been working to complete VIPD’s Incident Data Entry. 533 2009 Federal Budget Narrative They have entered records from January 2007 to the present. In an effort to enhance the security plan of CJRI, a current model ID/badge system was procured and installed. A number of LEPC staff has received badges, and color‐coding distinguishes the CJRI staff from the regular office/granting staff, which allows for further security expansion. In Fiscal Year 2009, it is anticipated that the Law Enforcement Planning Commission will receive $70,000.00; this grant, however, it is subject to annual reductions to reflect progress on the Program’s implementation. The Juvenile Justice and Delinquency Prevention (JJDP) Program aims to prevent and control delinquency and to improve the Juvenile Justice System. It provides leadership and support for various prevention activities throughout the Territory. These prevention activities involve juveniles who are violent and chronic offenders, and include holding these offenders accountable for their actions, combating alcohol and drug abuse, and addressing the growing number of girls entering the Juvenile Justice System. In Fiscal Year 2009, it is anticipated that LEPC will receive $60,000.00. The Juvenile Accountability and the Title V Community Prevention projects expect to receive $103,185.00 and $33,000.00, respectively, in FY 2009. The Public Works Department (PWD) projects that it will receive $21,312,569.00 in Federal funds for FY 2009. Of this amount, $2,832,569.00 will fund a Federal Transit Administration Grant to improve, initiate, or continue to provide efficient and coordinated public transportation service. The Highway Planning and Construction Program will receive $18,480,000.00 to be used for capital outlay associated with infrastructure and road projects. Funding received under this Grant will foster safe highway design and transportation improvements to public roads. Some of the major projects for DPW in FY 2009 include the Christiansted Bypass Road and the Havensight/Long Bay Road Expansion Projects. The Waste Management Authority (WMA) anticipates receiving funding in the amount of $3,360,000.00. This funding is provided for economic, social, and political development of the Territory and is used for capital improvement programs and technical assistance. The anticipated funding will go toward the Anguilla and Bovoni Landfills compliance and closure. These landfills fall into the “location restrictions” category and were required to stop receiving waste. Additionally, the requirement called for a new system to be in place. Completing these projects will ensure that the Territory will be able to address immediate environmental challenges and allow for long‐term solutions to solid waste management. The Virgin Islands Department of Health (DOH) has applied for grants totaling $32,069,404.00 for FY 2009. The Special Supplemental Nutrition Program for Women, Infants, and Children (WIC) has a projected award of $6,415,234.00 for FY 2009 to provide nutritious foods to low‐income, pregnant, breastfeeding and postpartum women; in addition to infants and children up to the age of five (5) who are determined to be at nutritional risk. This Program operates at no cost to the recipients, and these individuals receive supplemental nutritious foods, education, and referrals to a health care provider if necessary. 534 2009 Federal Budget Narrative The V.I. Family Planning Program is a Federally funded program that assists women, children and families. It has a projected award of $1,046,548.00. This Grant provides education, counseling, physical examinations, STD and HIV prevention programs, screening, referrals, contraceptives and follow‐up examinations, among other services, to low‐income individuals who require these services. The Maternal and Child Health (MCH) Block Grant is expected to receive $1,256,852.00 for FY 2009. This Grant will help maintain and strengthen leadership in planning, promoting, coordinating, and evaluating healthcare for pregnant women, mothers, infants, children, and children with special healthcare needs. Additionally, it provides services for mothers and children with no access to adequate healthcare. The Infants and Families with Disabilities Grant for $772,790.00 will help develop and implement a Territory‐wide comprehensive, coordinated, multi‐disciplinary, interagency system to provide early intervention services for infants and toddlers with disabilities as well as for their families. The Medical Assistance Program (MAP) will administered $14,958,403.00 for FY 2009, of which $10,192,000.00 will be used as pass‐through funds for Medicare. MAP will be funded with $4,766,403.00, to provide finances to the Territory for medical assistance payments on behalf of children, pregnant women, and the aged who meet the income and resource requirements. Financial assistance is provided to the Territory to pay for Medicare premiums, co‐payments and deductibles for qualified Medicare beneficiaries meeting certain income requirements. The State Children’s Insurance Program (SCHIP) will provide $1,105,650.00 to the Territory to initiate programs for uninsured, low‐income children through child health assistance coverage. The Department of Health will also receive funds for public health and social service emergencies to provide training and equipment to improve medical disaster readiness under the Bioterrorism Hospital Preparedness Program. This Grant award is projected to be $1,028,455.00 for FY 2009. All funding is allocated to HHS agencies to be awarded for disaster preparedness activities. The Tuberculosis (TB) Elimination and Laboratory Grant for $71,164.00 will assist local health agencies with preventing the transmission of this infectious disease. Financial assistance is provided to TB Programs to ensure that the core TB prevention and control activities are met, therapy is completed, persons who may have been in contact with TB patients are screened, and TB surveillance is conducted. The Immunization Grants for $2,490,623.00 will assist the community in establishing and maintaining preventive health service programs to immunize susceptible individuals against diseases that are preventable with the use of vaccines. 535 2009 Federal Budget Narrative The HIV Care Grant and Ryan White Title IV Grant funds of $2,122,134.00, support, improve, and increase clinical care and social support services for women, infants, children, and youth who are infected with HIV/AIDS. They also offer support services to the families of these affected individuals. The Ryan White Act Grant is a grant that enables the Territory to improve the quality, availability, and organization of health care, as well as the support services for individuals with the HIV disease, and their families. Some of these funds may be used to provide ambulatory health care for out‐patient, case management, substance, mental health and comprehensive treatment services. The HIV Prevention Program provides support for cooperative agreements to examine important epidemiologic research issues concerning AIDS and HIV infection. The Grant also includes funds for direct costs used to carry out an approved project such as HIV/AIDS Surveillance. The funds will be used for the salaries of staff conducting HIV/AIDS surveillance, travel related to the project activities, and participation in national planning and implementation meetings. It may also be used for supplies; computer software and hardware; and laboratory, data collection and analysis costs. Substance Abuse and Mental Health Services Projects of Regional and National Significance (PRNS) Grant will be used to address priority substance abuse treatment and prevention, and mental health needs of significance to the Territory. This Grant is used to develop knowledge of treatment and rehabilitation and/or the support of evaluations, training and technical assistance, and Programs to foster health and development of children. The Substance Abuse Preventive Block Grant provides financial assistance to the Territory to support projects (e.g. Service to Women, HIV Early Intervention Services, Treatment, Services to Adults, Services to Children/Adolescents, Services to Women) which develop and implement treatment and rehabilitation activities to address the diseases of alcohol and drug abuse. This Grant is projected to receive $130,958.00 in Federal money for Fiscal Year 2009. Comprehensive STD Prevention System Grant funds in the amount of $10,909.00 are designated for surveillance activities of sexually‐transmitted disease (STD), which includes reporting, screening, and follow‐up diagnostic tests for those with cases of STD. The Rape Prevention and Education Grant will receive an estimated $8,352.00 for that purpose and the Preventive Health Services Block Grant of $169,810.00 will be used for preventive health service programs such as the control of rodents, providing services to victims of sex offenses, prevention of sex offenses, feasibility studies, planning for emergency medical services, and expanding and improving the health care system. The Territory receives financial assistance to support services for individuals who suffer from serious mental illnesses and/or substance abuse, homelessness, or are at risk of becoming homeless. Some of the services include outreach services, screening, treatment, diagnostic, rehabilitation, community mental health, alcohol or drug treatment and staff training. The Projects for Assistance in Transition from Homelessness (PATH) $50,000.00 for FY 2009 will be used to address these community needs. The Emergency Medical Services for Children Grant for $115,000.00 will support demonstration projects for the expansion and improvement of emergency medical services for children who need treatment for trauma or critical care treatment. 536 2009 Federal Budget Narrative The Primary Care Services Resource Coordination and Development Grant will receive $148,293.00. The funds from this Grant are utilized for the coordination of primary health care services throughout the Territory. The Primary Health Care Office oversees the National Health Service Corp (NHSC) Programs for Federal loan repayment, and scholarship programs, and the Conrad 30: J‐1 Visa Waiver Program for International Medical Graduates (IMG). The Virgin Islands Primary Health Care Office (VI PCO) also administers the Health Professional Shortage Area (HPSA) and Medically Underserved Area (MUA) designations – to allow participation in Federal primary care and health professions Programs. Additionally, the VI PCO establishes collaboration with, or coordination of, other efforts with stakeholders in the Territory to identify and address health workforce shortages; participation in the safety net providers’ network efforts; assistance to Community Health Center (CHC) growth and new CHC or NHSC site development; and identification of technical assistance, training and grant opportunities relevant to primary health care access in the Territory. In addition, VI PCO handles the development of policy recommendations regarding: primary care; health professions supply; barriers to health care access in the Virgin Islands; development of a comprehensive data resource to include clinician contact, physical site location, and hours of operations for the program’s use in small area analysis to share with stakeholders; and for reporting to the Federal Government as required. The Department of Humans Services (DHS) provides responsive and effective services to assist low‐income families and individuals with disabilities. The staff at DHS works to motivate clients to achieve their highest level of self‐sufficiency. Through its service delivery system, the Department administers and coordinates Programs for juvenile delinquents, senior citizens, low‐ income families with children, and individuals who are poor, homeless, or disabled. The Consolidated Block Grant provides funding aimed at preventing, reducing, or eliminating dependency; achieving or maintaining self‐sufficiency; preventing neglect, abuse or the exploitation of children and adults, especially senior citizens; and preventing or reducing inappropriate institutional care. Funding in the form of financial assistance is also provided to the Territorial organizations working with community action Agencies and other neighborhood‐ based organizations to reduce poverty, revitalize low‐income communities, and empower low‐ income families and individuals to become self‐sufficient. The projected amount of funding is $5,709,773.00 for FY 2009. In addition to addressing administrative costs, the Programs associated with this Grant are: Residential Services; Transportation; the Nutrition Services Incentive Program; SCA Homes and Nutrition; Socio‐Recreation; SCA Homemaker Services; SCA Information and Referral; the Family Caregivers Program the Developmental Disabilities Council; CYF Pre‐School Services; CYF Intervention and Diagnostics Evaluation; Energy Assistance; General Social Services; Child Care and Regulatory Services; and Intake and Emergency Services. The Food Stamp Program’s projected award for FY 2009 is $6,428,227.00. This Program assists low‐income households to improve their diets by increasing their food purchasing ability. The allotments are based on household size and income. The Food Stamp Program is not limited to low‐income households. The elderly, handicapped individuals, and drug addicts and alcoholics 537 2009 Federal Budget Narrative in rehabilitation programs, are also entitled to Food Stamp benefits. Additionally, the State receives Federal funding for administrative costs incurred to operate the Food Stamp Program. The Temporary Assistance for Needy Families (TANF) Grant assists low‐income households in meeting home expenses such as the cost of food, rent, and utilities. It also provides job training skills for individuals in full‐time permanent employment. Under the Jobs Opportunity and Basic Skills (JOBS) Program, TANF recipients receive help to transition from dependency to personal responsibility, work opportunity, and self‐sufficiency. TANF Grants also assist needy families with children, so that the children can be cared for in their own homes; reduce dependency by promoting job preparation, work, and marriage; reduce and discourage out‐of‐wedlock pregnancies; and encourage the formation and maintenance of two‐parent families. Funding is estimated at $3,554,000.00 for FY 2009. The Head Start Full Year Training Project award for FY 2009 is expected to be $7,375,356.00. This will allow the Program to continue promoting school readiness by enhancing the social and cognitive development of low‐income children through the provision of comprehensive health, education, nutrition, social, and other services. The Program also helps to involve parents in their child’s learning. This highly effective program will provide benefits that last far into a child’s life. Program benefits include greater readiness for school, an increased likelihood of grade promotion, a reduced need for remedial Special Education, and a higher rate of high school graduation and job readiness. The participants also experience improved earning prospects and a diminished possibility of involvement with the Criminal Justice System. The Child Care and Development Block Grant will receive $1,847,343.00 for FY 2009. The funds from this Grant will provide additional child care assistance for low‐income working families that are not receiving assistance under the Temporary Assistance for Needy Families Program. Funding under this Block Grant allows for the Virgin Islands to develop child care programs and policies that are best suited for children and parents within the Territory . Additionally, parental choice is promoted by empowering working parents to make their own decisions on the child care that best suits the family’s needs. The Program provides: consumer education information to help parents make informed decisions about child care, child care to parents seeking to achieve independence from public assistance, and implementation of health, safety, licensing, and registration standards established in regulations. Under the Division of Senior Citizens Affairs, three (3) grants with anticipated funding totaling $340,500.00 are expected. The Retired Senior Volunteer Program aids persons 55 years and older, who volunteer their service to meet critical community needs and provides a high quality experience that will enrich the lives of volunteers. The funds may be used for staff salaries, fringe benefits, equipment, related expenses, travel for staff, and out‐of‐pocket expenses for volunteers. 538 2009 Federal Budget Narrative The Foster Grandparent Program benefits our seniors who are 60 years or older with limited incomes, by allowing them to provide services to meet critical community needs. Program funds are used to support foster grandparents in providing supportive person‐to‐person service to children with exceptional or special needs. This Grant is also used to provide low‐income Foster Grandparent stipends, transportation, physical examinations, meals, staff salaries, fringe benefits and travel for staff. The Senior Medicare Patrol Projects support the development and testing of innovative programs, services, and systems of support that respond to the needs of the Territory’s growing population; enhance knowledge of the problems and needs of the elderly; ensure adequately trained personnel in the field of aging; and demonstrate better ways of improving the quality of life for the elderly. The Division of Disabilities and Rehabilitation Services will receive four (4) grants under vocational rehabilitation services. Disabilities and Rehabilitations Services funds cover the costs of providing vocational rehabilitation services which include, but are not limited to, the following: assessment, counseling, reader services, persons with visual disabilities, interpreter services for persons with hearing disabilities, transportation to secure vocational rehabilitation services, and job placement. This Program is expected to receive $1,579,474.00 for FY 2009. Additionally, for Fiscal Year 2009, the Independent Living State Grant is projected to receive $27,464.00. The funds from this Grant will provide independent living services to significantly disabled individuals, and expand and improve their assisted living services, support the centers to train disabled individuals, and train individuals who are providing services to persons with disabilities. The Independent Living For Older Individuals Who Are Blind Grant of $40,000.00 will provide individuals 55 years or older, who are blind and whose visual impairments are severe enough, with employment, if their independent living goals are achievable. These services include: correcting or modifying visual disabilities, providing eyeglasses and other visual aids, and improving the public’s understanding of problems faced by older individuals who are visually impaired. The Supported Employment Gran,t that is administered by the Department of Human Services, will receive funds in the amount of $36,476.00 for FY 2009. These Federal funds provide skilled job trainers who assist disabled workers with extensive on‐the‐job training. This Grant also provides systematic training, job development, follow‐up services, and observation and/or supervision at the training sites. The Safe and Drug‐Free Schools and Communities State Grants provide a disciplined environment beneficial to learning by reducing and preventing violent behavior in and around schools. It also strengthens discipline to prevent the illegal use of alcohol, tobacco, and/or drugs by students. $261,589.00 will be awarded for this Grant for FY 2009. The Abstinence Education Grant will be used to provide mentoring, counseling, and adult supervision for youth to promote abstinence from sexual activity, with a focus on groups that are most likely to bear children out‐of‐wedlock. This Grant will receive $57,057.00 in funding. 539 2009 Federal Budget Narrative The Department of Planning and Natural Resources (DPNR) mission is “to protect, maintain, manage and preserve the natural and cultural resources of the Virgin Islands through proper coordination of economic and structural development in collaboration with other local, Federal and non‐government organizations”. This will benefit future generations with safer, fuller, healthier lives in concert with their cultural heritage and environment. The State Historic Preservation Office’s (SHPO) Federal award of $393,910.00 is aimed at preserving the artifacts of Virgin Islands cultural heritage by increasing awareness of and appreciation for the Territory’s unique history. SHPO will accomplish its mission through education, and by sponsoring and assisting programs which promote historic preservation in the Virgin Islands. Its preservation plan recognizes the importance of the Territory’s resources to the quality of life in the Virgin Islands, and describes present and future mechanisms for their continued identification, protection, preservation and appreciation. SHPO will regulate and oversee all Federally funded activities that may affect significant cultural resources Territory‐ wide. Currently, Fort Christian (Charlotte Amalie, St. Thomas), Fort Frederick (Frederiksted, St. Croix), the Cruz Bay Battery Museum (St. John), as well as DPNR’s properties on Hassel Island (Fort Willoughby), the Garrison House, Cowell’s Battery and Signal Hill, are all being renovated. SHPO also provides support to the Historic Preservation Commissions’ St. Thomas/St. John and St. Croix Historic Preservation Committees, oversee maintenance of historic architectural style and design within the National Register Districts of Charlotte Amalie, Christiansted, and Frederiksted. The Committees also ascertain whether those property listed in the local Virgin Islands Registry of Historic Buildings, sites, and places are within the control districts and monitor new construction and renovations in each district. The Library Services Technology Act (LSTA) State Grant (Division of Libraries and Archives) will receive funding of $87,823.00 to ensure that the libraries and archives will be used as a source of information and knowledge for the people of the U.S. Virgin Islands. DPNR, which is the recipient of this Grant, will also maintain archival records of the Government of Virgin Islands. LSTA funds will also be used to preserve and promote the historical and public records of the Virgin Islands to assist Virgin Islanders in their pursuit of learning through technology. The Boating Safety Grant receives funding in the amount of $726,235.00 for its enforcement Program. This Program will administer Territory‐wide boating safety education, and conduct search and rescue missions that will require more frequent patrols to secure the many miles of coastline in the United States Virgin Islands. Map Modernization and Management Support in amount of $50,000.00 facilitates a cooperative agreement to administer and complete the approved Map Modernization Management Initiative for DPNR. This is an ongoing endeavor of DPNR. The Coastal Zone Management Program protects, maintains, preserve, and where feasible, enhances and restores the quality of the environment in the coastal zone of the U.S. Virgin Islands. Estimated funding for FY 2009 is $1,275,000.00. This Program also addresses issues 540 2009 Federal Budget Narrative concerning the Territory’s natural and man‐made resources. This funding will also promote controlled economic development and growth in the coastal zone. DPNR’s Division of Fish and Wildlife (DFW) manages many projects that receive National Oceanic and Atmospheric Administration (NOAA) funding. One NOAA Program is the South East Area Monitoring Assessment Program (SEAMAP). Funding of $254,100.00 will maintain an improved, efficient, and effective data collection system. This Program also addresses the management and dissemination of fishery‐independent data on marine resources and their environment. Funding in the amount of $201,735.00 received for the Cooperative Fishery Statistics Grant will be used to develop a cooperative Program to determine the monthly commercial harvest in pounds, and the processed value in dollars, of all marine commercial fishing resources landed in the U. S. Virgin Islands. DFW will also receive $6,744.00 for the Inter‐jurisdictional Fisheries Program to collect bio‐ statistical data on complete commercial harvests from commercial fishing traps. This Division will also manage, analyze and disseminate these fisheries statistics through the coordination of activities between itself and the National Marine Fisheries Services (NMFS). This data will be used to determine which areas should be reopened and which areas should be temporarily closed to commercial fishing. The Hunter Education Grant award of $38,385.00 will establish an educational program to give local hunters and visitors an opportunity to learn about hunting safety and skills, as well as to provide them with an area to safely practice the skills they have learned. The Landowner Incentive Program’s overall objective, funded with $85,753.00, is to identify and protect vulnerable and endangered species in the Magens Bay Watershed, via a biological inventory, strategic planning, and development of a community education and outreach Program in the Territory. The purpose of the Endangered Species Grant, which totals $87,814.00, is to increase the population levels of the Virgin Islands sea turtles. This Program has been very successful in educating the general public. It also identifies and protects turtle’s nests at Sandy Point on St. Croix, as well as other beaches Territory‐wide. The DJ Habitat Grant funds of $41,234.00 will document the various shelf habitats that support recreationally important fisheries in the Virgin Islands. It will also map the habitats using side scan sonar, multi‐beam, and backscatter, and quantify the extent of each habitat type on the insular shelf platform south of the island of St. John. Baseline information on key marine habitats and associated recreationally important fish species will be collected. 541 2009 Federal Budget Narrative Funding in the amount of $60,000.00 for the DJ Recreational Port Sampling Project will help determine the catch, effort, and species composition of the catch. The Project will also determine areas of recreational fisheries in the U. S. Virgin Islands, concentrating on recreational fishing tournaments. The DJ Boat Access Grant for $575,651.00 will upgrade existing and new boat access ramps and construct new boat access facilities at the Old Molasses Dock on St. Croix. The construction and installation of recreational fishing moorings, and a boat ramp, on Water Island will also be finalized with funds from this Grant. The DJ Coordination funds for $347,016.00 will establish and maintain management control systems to meet requirements for participation in, and administration of, the State’s Federal Aid in Wildlife/Sport Fish Restoration Programs in the United States Virgin Islands. Additionally, the Dingell‐Johnson Act has appropriated Federal funds to the Virgin Islands in the amount of $277,003.00 for recreational fishing enhancement projects such as the creation of artificial reefs and the installation of Fish Attracting Devices (FAD) under the Recreational Fishing Enhancement Program. The USVI Operations and Maintenance Program will be federally funded in the amount of $313,312.00 for the maintenance and operation of the physical facilities under DPNR’s jurisdiction. Research vessels will be utilized by the Division of Fish and Wildlife in order to carry out activities directly related to the implementation of Sports Fishing and Wildlife Restoration Programs in the Territory. The Caribbean Fisheries Management Council (CFMC) Grant provides funding in the amount of $24,000.00 for activities conducted as part of the outreach program developed jointly by the Caribbean Fishery Management Council (CFMC) and DPNR‐DFW. This Grant is issued to DPNR‐DFW to cover expenses related to the activities of the St. Thomas/St. John District and St. Croix District Advisory Committee Meetings. This Grant also provides funding for expenses related to DPNR Fish and Wildlife (F&W) staff preparation and attendance at the Council, LSSC, Queen Conch, Habitat, Advisory Panel Meetings and Ad Hoc Committee meetings, or other meetings, related to the work of the CFMC. Another DPNR‐DFW Project in the amount of $260,627.00, for the PR Technical Guidance Initiative, will provide technical guidance to Government agencies, regulatory authorities and private landowners with respect to birds, mammals, and their associated habitats. Funding in the amount of $203,619.00 for State Wildlife Grants is aimed at the development and implementation of Programs which will benefit and protect wildlife and their habitat, including all species that are not legally hunted or fished. DPNR’s Division of Fish and Wildlife will formulate a strategic plan for the management of fish and wildlife in the United States Virgin Islands based on the information gathered from the above projects. The U.S. Commercial Fishing Rules and Regulations/Tourist Pamphlet Grant funds will total $124,451.00, and will determine the long‐term consequences of human, physical and biotic environments, and will define and evaluate management alternatives which minimize the 542 2009 Federal Budget Narrative adverse consequences of human use of the coastal and marine environments and resources. The factual evidence contained in the pamphlet is aimed at educating tourists and the general public on the importance of protecting VI coral reefs. The Sport Fishing Grant (Boating Infrastructure) will provide facilities for recreational transient vessels greater than twenty‐six (26) feet in length. This Project is funded in the amount of $284,263.00. It will reduce damage to critical marine habitats which support recreational fishing by the deployment and maintenance of mooring buoys. The Division of Fish and Wildlife will receive funds in the amount of $277,003.00 for the Survey of USVI Recreational Fishing Boats. This award is used to provide assistance in the form of biological, chemical, and physical advice regarding land and water management, and specific recommendations and plans based on the current conditions. The Division of Environmental Protection (DEP) manages a significant number of federally funded programs. The Division of Environmental Protection will manage the Performance Partnership Grant. This Grant, with total funding of $2,437,492.00, provides adequate protection of the Territory’s environment. The additional environmental programs include: Air Pollution Control, Water Pollution Control, the Pesticide Program, the Groundwater Program, the Non‐ Point Source Pollution Program, the Public Water System Supervision Program, and the Underground Storage Tank Program. The Underground Storage Tank Trust Fund provides $201,524.00 for the regulation of Underground Storage Tank (UST) laws, and the inspection and removal of derelict underground storage tanks from gasoline stations in the USVI. The Virgin Islands Beach Water Quality Monitoring Program, funded by the Beach Monitoring Grant for $752,602.00, is a comprehensive beach monitoring and public notification program for beaches within the U.S. Virgin Islands jurisdiction. DPNR‐Division of Environmental Protection developed this Program to evaluate near shore water quality represented by samples collected from designated beach bathing areas along the shorelines of St. Croix, St. Thomas and St. John. Regular notices are issued to the public concerning which monitored beaches are safe for swimming. The Wetlands Grant, with funding of $179,670.00, protects and restores wetlands through strengthening the Virgin Islands comprehensive wetland programs. This Project includes encouraging wetlands integration in a watershed planning context, and emphasizes the role of wetlands in flood protection; develops a comprehensive monitoring and assessment Program, as well as wetland mapping; improves the effectiveness of compensatory mitigation; and refines protection of vulnerable wetlands and aquatic resources in the Territory. 543 2009 Federal Budget Narrative The goal of DPNR’s State and Tribal Response Program Grant is to assist publicly and privately owned community public water systems, and nonprofit non‐community public water systems (PWS) to finance the cost of capital improvements. These capital improvements must be able to achieve and maintain PWS compliance with the Safe Drinking Water Act (SDWA) requirements and meet the public health protection objectives of the SDWA. Through the Drinking Water State Revolving Fund (DWSRF), grants are made available to eligible public water systems in the U.S. Virgin Islands. These Grants are administered by the Virgin Islands Department of Planning and Natural Resources/Division of Environmental Protection through the Drinking Water Capital Improvement Grants Program in the Territory. The Drinking Water State Revolving Fund Grants, in the amount of $5,871,542.00, will provide a long‐term source of State financing for the cost of providing a drinking water infrastructure. Also, these Grant funds will also be used to emphasize the prevention of contamination problems through source water protection and the enhancement of water system management. The Particulate Matter 2.5 Grant in the amount of $130,099.00 provides monitoring of Virgin Islands air quality consistent with the National Ambient Air Quality Standards (NAAQS). Funding is also disbursed for the State Revolving Fund, which is necessary for improvement of the drinking water infrastructures in non‐profit water systems in the Territory. The Water Quality Management Program with funding of $55,522.00 will provide water quality management planning which will supplement the provisions of the Safe Drinking Water Act and the Clean Water Act (CWA). The Water Protection Coordination Grant in the amount of $119,863.00 is managed by DPNR‐ DEP and is aimed at improving the basic security of small and medium sized public water systems. It facilitates better preparation of local Government Agencies to respond to potential acts of sabotage or terrorism in public water systems. The Safe Drinking Water Act will provide funds in the amount of $32,640.00 to support research, studies, and demonstrations associated with source water and drinking water; and to develop and expand the capabilities of the Programs to carry out the purpose of the Safe Drinking Water Act. Funding priorities include researching the occurrence of contaminants in the drinking water distribution system, and at the tap, along with source water protection program support. Another federally funded project managed under DEP is the Environmental Information Exchange Network Grant for an Internet and standards‐based information network that facilitates electronic reporting, and the exchange and integration of environmental data and information, from many different sources. The Exchange Network will also make it easier for DEP to obtain timely and accurate information when making decisions concerning the natural environment and related human health issues. This program will receive $55,408.00 in FY 2009. 544 2009 Federal Budget Narrative The Department of Housing, Parks and Recreation is tasked with improving the facilities of the recreational parks in the Virgin Islands through the Outdoor Recreation Acquisition, Development and Planning Grant, also known as the Land and Water Conservation Fund Grant. This Project Grant will be funded with $50,000.00 in FY 2009. These funds will be distributed to the VI Government through Housing, Parks and Recreation’s Bureau of Sports and Recreation, to ensure designated and safe recreational areas such as campgrounds, swimming pools, and outdoor swimming pools for Virgin Islands residents as well as visitors to the Virgin Islands. The Virgin Islands Fire Service motto is “Providing Safety, Service and Satisfaction.” The Virgin Islands Fire Service is not scheduled to receive Federal funding for Fiscal Year 2009, but did receive extensions on prior grants awarded. Those funds, along with any additional funding, will assist in the advancement of forest resources management; to encourage the production of timber, to control insects and diseases affecting the trees, and to also improve and maintain the fish and wildlife habitat. The VI Department of Agriculture (DOA) receives Federal Grants for two (2) Divisions: the Forestry Division and the Veterinary Services Division. The Forestry Division under the Department of Agriculture is funded through Grants and cooperative agreements with the United States USDA – Forest Service – International Institute of Tropical Forestry (IITF) in San Juan, Puerto Rico. Two (2) Programs are funded through these Grants and agreements: the Forest Stewardship Program and the Urban and Community Forestry Assistance Program. For Fiscal Year 2009 it is anticipated that these forestry Programs will receive a total of $225,000.00. The Veterinary Services Division is funded through the USDA‐APHIS‐VS and expects to receive $415,000.00 in FY 2009. The Forest Stewardship Program of the Virgin Islands Department of Agriculture has provided technical assistance and management of natural resources to the Territory’s landowners since 1998. Receipt of the anticipated $75,000.00 in FY 2009 for this Program will facilitate the continuity of this type of assistance. Through this Program, the Department promotes the wise and active management of forestry resources in the U.S. Virgin Islands. In FY 2007, the Forest Stewardship Coordinator continued writing forest management plans with private landowners, and visited each stewardship property at least once per year. In addition, the Coordinator worked with a (GIS/GPS) consultant to produce maps of current and potential Forest Stewardship properties. The Forest Stewardship Program also includes the Forest Legacy Program. The Forest Legacy Program seeks to identify and preserve land in a forested State, either by outright purchase or by purchase of easements or deed restrictions that limit development on the land. This Program, which is expected to be Federally funded with $30,000.00 in FY 2009, identifies landowners in priority areas who are willing to sell their property or development rights, and thus preserve forested land in perpetuity. 545 2009 Federal Budget Narrative St. Forest Legacy area on northwestern corner of St. Croix The Urban and Community Forestry (U and CF) Assistance Program plans for the protection, establishment, and maintenance of community trees, forests, and related natural resources. The Program has funded a number of projects, including planting trees as part of a high school arboretum, preparing a book on the remarkable big trees of the Virgin Islands, sending students to natural resource conservation workshops in the United States (mainland), and many planting projects in urban environments. In FY 2007, the U and CF Coordinator held workshops on St. Croix and St. Thomas to provide information about the Program, explained the application process, and encouraged new participant groups to apply for funding. In FY 2009 it is anticipated that this Program will receive $120,000.00. An Urban & Community Forestry Project: Friends of the Virgin Islands National Parks Eco‐ Camps for VI Kids 546 2009 Federal Budget Narrative A number of Programs are locally administered under the USDA‐APHIS‐VS, through the Virgin Islands Department of Agriculture (VIDOA) Veterinary Services (VS) Division. The VI Department of Agriculture (VIDOA) Veterinary Services Division continues to educate the VI farming community, as well as the public, about the dangers and risks of disease outbreaks related to the swine operations and surrounding farms. The VI Farm Registry is continually updated concerning new swine premises and the conditions of existing swine farms, including GPS coordinates, physical addresses and owners’ inventories of pigs and other species on the premises. This information will assure that if an outbreak occurs it can be quickly managed and contained. In addition, investigation of swine diseases continues with assistance from USDA‐APHIS‐VS. The VIDOA‐Veterinary Services Division purchased a new vehicle in FY 2007, which is being utilized for farm visits and investigating disease situations, in addition to facilitating the education process. A Swine Health pamphlet is being published. The main focus of the FAD Program is to continue educating the VI farming community, as well as the public, during farm visits and educational seminars, to the dangers and risks of disease outbreaks within livestock operations. The VI Livestock Registry is continually updated to include new farm premises and the conditions of existing farms. Investigations of livestock disease continue with assistance from USDA‐APHIS‐VS. With the purchase of a new truck for this Program, the education process, farm visits, and investigation of disease situations can be enhanced. A Foreign Animal Disease pamphlet will be published in 2009. The main focus of N.A.I.S. is the collection of animal information, in particular the collection of ubiquitous backyard poultry flocks. In FY 2007, information on a total of 200 premises was gathered, which will be identified and logged in 2009. Progress has been made in strengthening connections between the US Virgin Islands and the N.A.I.S. database. The goal of this Program is to educate poultry owners and to conduct AI Surveillance of poultry flocks in the Virgin Islands. Presently, in addition to educating the general public, VIDOA staff training has begun. Personal protective supplies have been purchased and will be utilized Territory‐wide. In FY 2007, the Amblyomma Eradication Program continued its efforts within the St. Croix community to eradicate the Tropical Bont Tick. This Eradication Program includes regular scheduled farm visits, in which each animal is identified, inspected closely for ticks, and animals are sprayed with an approved acaricide. Further, the Program tags and logs new herd additions, collects tick samples, and monitors livestock herds on St. Croix. Monitoring animal movement is critical to the Eradication Project. As a result, the Movement Pass Program was reintroduced in FY 2007 and continues to have an important role in the TBT Program. Stray animals continue to be a significant challenge for the TBT Program; however, the TBT and VS staffs have implemented an efficient impoundment program to identify and register new animals and are then added to the database. In addition, tagging, micro‐chipping and registering animals and farmers are essential ongoing activities of the TBT Program. 547 LISTING OF FEDERAL GRANTS - 2009 GOVERNMENT ENTITY FY 2007 FY 2008 FY 2009 Grant Description ACTUAL ESTIMATED PROJECTED (Award/Exp ) (Award/Exp ) (Award/Exp ) ORG 110 DEPARTMENT OF JUSTICE STATE CRIMINAL ALIEN ASSISTANCE PROGRAM 426,513 444,895 0 60,000 94,974 0 PAUL COVERDELL FORENSIC SCIENCE 1,126,015 96,594 443,212 262,373 0 443,212 CHILD SUPPORT ENFORCEMENT 3,216,906 4,771,427 5,182,417 3,014,750 1,445,208 4,819,648 GRANTS TO STATES FOR ACCESS & VISITATION 100,000 100,000 100,000 99,803 0 100,000 TOTAL ORG 110 AWARD 4,869,434 5,412,916 5,725,629 TOTAL ORG 110 EXPENDITURES 3,436,926 1,540,182 5,362,860 ORG 200 OFFICE OF THE GOVERNOR STATE AND LOCAL ECONOMIC DEVELOPMENT 52,000 84,536 52,000 52,000 8,551 52,000 STATE ENERGY PROGRAM ADMINISTRATION 0 0 259,000 0 0 259,000 PRIMARY CARE SERVICES RESOURCE COORDINATION 145,662 148,293 0 145,662 127,575 0 TOTAL ORG 200 AWARD 197,662 232,829 311,000 TOTAL ORG 200 EXPENDITURES 197,662 136,126 311,000 ORG 240 VIRGIN ISLANDS FIRE SERVICE COOPERATIVE FORESTRY ASSISTANCE GRANT 277,000 0 0 243,516 0 0 TOTAL ORG 240 AWARD 277,000 0 0 TOTAL ORG 240 EXPENDITURES 243,516 0 0 ORG 280 OFFICE OF THE ADJUTANT GENERAL EMERGENCY MANAGEMENT PERFORMANCE GRANT 707,295 707,295 790,539 553,562 0 616,621 HOMELAND SECURITY 2,219,528 2,690,000 2,177,300 353,477 0 1,698,294 MASTER COOPERATIVE AGREEMENT 3,821,717 4,534,519 4,694,284 3,120,400 650,289 3,802,370 548 CFDA# GOVERNMENT ENTITY FY 2007 FY 2008 FY 2009 Grant Description ACTUAL ESTIMATED PROJECTED (Award/Exp ) (Award/Exp ) (Award/Exp ) TOTAL ORG 280 AWARD 6,748,540 7,931,814 7,662,123 TOTAL ORG 280 EXPENDITURES 4,027,439 650,289 6,117,285 ORG 300 OFFICE OF THE LIEUTENANT GOVERNOR VI STATE HEALTH INSURANCE PROGRAM 42,300 42,300 42,300 35,573 18,472 42,300 TOTAL ORG 300 AWARD 42,300 42,300 42,300 TOTAL ORG 300 EXPENDITURES 35,573 18,472 42,300 ORG 330 BOARD OF EDUCATION 84.069A LEVERAGING EDUCATIONAL ASSISTANCE PARTNERSHIP 5,454 5,451 5,451 5,454 5,451 5,451 84.069B SPECIAL LEVERAGING EDUCATIONAL ASSISTANCE PARTNERSHIP 9,178 7,188 7,188 9,178 7,188 7,188 TOTAL ORG 330 AWARD 14,632 12,639 12,639 TOTAL ORG 330 EXPENDITURES 14,632 12,639 12,639 ORG 370 DEPARTMENT OF LABOR 17.002 LABOR FORCE STATISTICS 1,374,641 297,641 297,641 546,544 54,027 297,641 17.005 COMPENSATION AND WORKING CONDITIONS 51,600 52,700 52,700 51,600 13,175 52,700 17.207 EMPLOYMENT SERVICE 1,210,231 1,485,364 1,485,364 1,192,410 1,287,416 1,485,364 17.225 UNEMPLOYMENT INSURANCE 1,645,941 1,719,880 1,719,880 1,645,941 1,719,880 1,719,880 17.235 SENIOR COMMUNITY SERVICE EMPLOYMENT PROGRAM 959,753 1,088,125 1,088,125 959,753 439,037 1,088,125 17.258 WORK FORCE INVESTMENT ACT ADULT PROGRAM 1,173,069 1,801,005 1,801,005 522,380 853,822 1,801,005 17.259 WORK FORCE INVESTMENT ACT YOUTH ACTIVITIES 428,659 493,037 493,037 428,659 0 493,037 17.271 WORK OPPORTUNITY CREDIT 0 20,000 20,000 0 0 20,000 17.272 PERMANENT LABOR CERTIFICATION FOR FOREIGN WORKERS 17,821 52,916 52,916 17,821 52,916 52,916 17.503 OCCUPATIONAL SAFETY AND HEALTH STATE PROGRAM 0 201,000 201,000 0 48,226 201,000 549 CFDA# GOVERNMENT ENTITY FY 2007 FY 2008 FY 2009 Grant Description ACTUAL ESTIMATED PROJECTED (Award/Exp ) (Award/Exp ) (Award/Exp ) 17.804 LOCAL VETERANS' EMPLOYMENT REPRESENTATIVE PROGRAM 57,000 57,000 57,000 57,000 13,381 57,000 TOTAL ORG 370 AWARD 6,918,715 7,268,668 7,268,668 TOTAL ORG 370 EXPENDITURES 5,422,108 4,481,880 7,268,668 ORG 400 DEPARTMENT OF EDUCATION 10.555 CHILD NUTRITION PROGRAM/SCHOOL LUNCH 6,613,226 7,082,010 7,082,010 5,618,079 1,177,268 6,019,718 83.346 OCCUPATIONAL AND EMPLOYMENT INFORMATION 92,571 92,571 92,571 0 0 92,571 84.027 SPECIAL EDUCATION 8,628,258 8,628,258 8,628,258 161,137 11,764 161,137 84.185 ROBERT BYRD SCHOLARSHIP 60,000 60,000 60,000 60,000 0 60,000 84.364 LITERACY AND SCHOOL LIBRARIES 35,694 35,694 35,694 5,173 12,340 35,694 84.922a READING FIRST 1,463,146 0 0 0 0 0 93.104 COMPREHENSIVE SCHOOL HEALTH PROGRAM 129,981 0 0 0 0 0 84.041 SPECIAL FEDERAL FUNDS 121,406 154,844 154,844 0 0 154,844 CONSOLIDATED BLOCK GRANT & SPECIAL FEDERAL FUNDS 23,069,531 21,706,499 21,706,499 0 119,124 476,496 TOTAL ORG 400 AWARD 40,213,813 37,759,876 37,759,876 TOTAL ORG 400 EXPENDITURES 5,844,389 1,320,496 7,000,460 ORG 500 VIRGIN ISLANDS POLICE DEPARTMENT 20.600 STATE AND COMMUNITY HIGHWAY SAFETY & MOTOR CARRIER 3,369,610 1,887,986 2,182,053 826,348 49,712 2,182,053 16.523 SCHOOL SAFETY ENHANCE 102,488 0 0 0 0 0 16.588 JUSTICE ASSISTANCE GRANT 0 0 1,100,000 0 0 1,100,000 16.575 CRIME VICTIMS ASSISTANCE 624,000 0 600,000 0 0 600,000 550 CFDA# GOVERNMENT ENTITY FY 2007 FY 2008 FY 2009 Grant Description ACTUAL ESTIMATED PROJECTED (Award/Exp ) (Award/Exp ) (Award/Exp ) 16.588 STOP VIOLENCE AGAINST WOMEN 627,524 0 600,000 0 0 600,000 16.523 JUVENILE ACCOUNTABILITY 0 0 103,185 0 0 103,185 16.548 TITLE V COMMUNITY CRIME PREVENTION 0 0 33,000 0 0 33,000 16.554 JUVENILE JUSTICE & DELINQUENCY PREVENTION 0 0 60,000 0 0 60,000 16.554 TITLE V - DELINQUENCY PREVENTION 25,075 0 0 0 0 0 16.579 VI NATIONAL CRIMINAL HISTORY IMPROVEMENT 0 150,000 210,000 0 0 210,000 TOTAL ORG 500 AWARDS 4,748,697 2,037,986 4,888,238 TOTAL ORG 500 EXPENDITURES 826,348 49,712 4,888,238 ORG 610 DEPARTMENT OF PUBLIC WORKS 20.205 HIGHWAY PLANNING AND CONSTRUCTION 19,502,154 18,480,000 18,480,000 18,865,518 11,575,968 18,480,000 20.500 FEDERAL TRANSIT - CAPITAL INVESTMENT GRANTS 732,943 721,995 650,000 205,602 0 182,000 20.507 URBANIZED AREA FORMULA GRANT 0 63,333 1,647,724 0 0 500,000 20.509 NON-URBANIZED AREA FORMULA GRANT 0 241,174 0 311,267 0 0 20.513 CAPITAL ASSISTANCE PROGRAM FOR ELDERLY 0 0 320,633 PERSONS AND PERSONS WITH DISABILITIES 159,488 0 160,300 20.514 PUBLIC TRANSPORTATION RESEARCH 0 26,093 0 8,907 0 0 20.516 JOB ACCESS REVERSE COMMUTE 0 0 181,435 0 0 100,000 20.521 NEW FREEDOMS PROGRAM 0 0 32,777 0 0 32,777 TOTAL ORG 610 AWARD 20,235,097 19,532,595 21,312,569 TOTAL ORG 610 EXPENDITURES 19,550,782 11,575,968 19,455,077 *expenditure include prior year amounts ORG 620 WASTE MANAGEMENT AUTHORITY 15.875 ECONOMIC, SOCIAL, AND POLITICAL DEVELOPMENT OF THE TERRITORIES 2,489,405 2,836,000 3,360,000 702,573 0 940,800 551 CFDA# GOVERNMENT ENTITY FY 2007 FY 2008 FY 2009 Grant Description ACTUAL ESTIMATED PROJECTED (Award/Exp ) (Award/Exp ) (Award/Exp ) TOTAL ORG 620 AWARD 2,489,405 2,836,000 3,360,000 TOTAL ORG 620 EXPENDITURES 702,573 0 940,800 ORG 700 DEPARTMENT OF HEALTH 10.557 WOMEN, INFANTS AND CHILDREN (WIC) PROGRAM 5,856,456 6,359,588 6,415,234 5,696,565 2,080,584 6,222,777 84.181 INFANTS & FAMILIES WITH DISABILITIES 772,790 772,790 772,790 728,555 51,876 728,555 93.116 TUBERCULOSIS ELIMINATION & LABORATORY 71,164 64,048 71,164 71,164 4,509 71,164 93.127 EMERGENCY MEDICAL SERVICES FOR CHILDREN 115,000 448,902 115,000 0 0 0 93.130 PRIMARY HEALTH CARE SERVICES RESOURCE COORDINATION 0 0 148,293 0 0 148,293 93.136 RAPE PREVENTION AND EDUCATION 18,991 0 8,352 18,991 0 8,352 93.150 PROJECT FOR ASSISTANCE IN TRANSITION FROM HOMELESSNESS 50,000 50,000 50,000 50,000 0 50,000 93.153 HIV CARE GRANT RYAN WHITE TILE IV 246,837 246,837 246,837 246,837 0 246,827 93.217 V.I. FAMILY PLANNING PROGRAM 852,832 827,832 1,046,548 852,832 222,344 1,046,548 93.243 SUBSTANCE ABUSE & MENTAL HEALTH SERVICES 3,744,678 0 71,100 1,280,013 0 71,100 93.268 IMMUNIZATION 1,774,740 2,490,623 2,490,623 1,505,911 99,333 2,092,123 93.283 CDC INVESTIGATIONS & TECHNICAL ASSISTANCE 1,123,548 1,302,835 955,089 1,081,434 134,365 916,885 93.767 STATE CHILD HEALTH INSURANCE PROGRAM 2,139,787 1,961,557 1,938,403 1,421,060 338,722 1,279,346 93.778 MEDICAL ASSISTANCE PROGRAM 12,520,000 13,020,000 13,020,000 6,432,778 3,554,665 6,640,200 93.889 BIOTERRORISM HOSPITAL PREPAREDNESS 250,000 387,946 387,946 218,744 14,803 337,513 93.917 RYAN WHITE ACT 1,272,874 1,272,875 1,272,874 1,272,874 0 1,272,874 93.943 HIV PREVENTION PROGRAM 454,452 454,452 454,452 454,452 0 454,452 93.944 HIV/AIDS SURVEILLANCE 240,989 147,970 147,971 120,495 11,085 73,986 93.958 COMMUNITY MENTAL HEALTH BLOCK GRANT 150,903 150,903 49,798 39,462 0 12,947 93.959 SUBSTANCE ABUSE PREVENTION BLOCK GRANT 622,054 622,054 723,159 174,736 0 202,485 93.977 COMPREHENSIVE STD PREVENTION SYSTEMS 193,222 193,222 193,222 193,222 14,850 193,222 93.988 STATE BASED DIABETES PROGRAM 212,180 212,180 212,180 212,180 138,418 212,180 93.991 PREVENTIVE HEALTH SERVICES BLOCK GRANT 169,810 0 169,810 120,183 0 118,867 93.994 MATERNAL & CHILD HEALTH (MCH) BLOCK GRANT 1,533,492 1,256,852 1,256,852 1,533,492 0 1,256,852 TOTAL ORG 700 AWARD 34,386,799 32,243,466 32,217,697 TOTAL ORG 700 EXPENDITURES 23,725,980 6,665,554 23,657,548 ORG 720 DEPARTMENT OF HUMAN SERVICES 10.551 FOOD STAMP PROGRAM 5,496,453 7,125,162 6,428,227 3,773,525 983,318 4,371,194 84.126 DISABILITIES & REHABILITATION SERVICES 3,930,912 1,896,389 1,579,474 3,003,175 0 1,200,400 84.169 INDEPENDENT LIVING 27,952 27,591 27,464 27,300 0 26,640 84.177 INDEPENDENT LIVING FOR OLDER/BLIND 40,000 40,000 40,000 23,837 0 23,837 84.186 SAFE AND DRUG-FREE SCHOOLS AND COMMUNITIES STATE GRANTS 259,597 289,890 261,589 0 0 0 84.187 SUPPORTED EMPLOYMENT 37,125 47,690 36,476 4,152 0 4,012 84.265 IN-SERVICE TRAINING 0 19,975 0 0 0 0 93.048 SENIOR MEDICARE PATROL PROJECTS 75,000 0 75,000 60,768 0 60,768 93.235 ABSTINENCE EDUCATION PROGRAM 57,057 0 57,057 20,387 0 20,387 93.558 TEMPORARY ASSISTANCE FOR NEEDY FAMILIES 7,088,000 3,550,000 3,554,000 3,580,020 536,426 1,777,000 552 CFDA# GOVERNMENT ENTITY FY 2007 FY 2008 FY 2009 Grant Description ACTUAL ESTIMATED PROJECTED (Award/Exp ) (Award/Exp ) (Award/Exp ) 93.569 CONSOLIDATED BLOCK GRANT 5,709,773 5,778,056 5,709,773 4,315,016 1,197,580 4,315,016 93.575 CHILD CARE AND DEVELOPMENT BLOCK GRANT 3,723,182 2,118,853 1,847,343 2,097,941 589,968 1,034,512 93.600 HEAD START FULL YEAR TRAINING 7,936,485 8,307,334 7,375,356 7,686,752 2,509,650 7,080,342 94.002 RETIRED SENIOR VOLUNTEER PROGRAM 109,061 33,276 36,780 36,780 6,194 36,780 94.011 FOSTER GRANDPARENT PROGRAM 457,406 226,837 228,720 210,147 0 102,924 TOTAL ORG 720 AWARD 34,948,003 29,461,053 27,257,259 TOTAL ORG 720 EXPENDITURES 24,839,800 5,823,136 20,053,812 ORG 800 DEPARTMENT OF PLANNING & NATURAL RESOURCES 11.407 INTERJURISDICTIONAL FISHERIES ACT 23,996 6,744 6,744 21,083 7,216 5,867 11.419 COASTAL ZONE MANAGEMENT ADMINISTRATION AWARDS 1,490,300 1,145,000 1,145,000 838,579 331,682 641,200 11.426 U.S. …