THE KEY TO THE FUTURE - recruitment.gov.ky

The Key to the Future

A Guide to the Nation Strategic Plan

1999 - 2008


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A Guide to the National Strategic Plan

Contents Contents.......................................................................................................................................... 3

Introduction ................................................................................................................................... 5

Key Recommendations developed from the 16 Strategies ......................................................... 9

A Blueprint for the Future.......................................................................................................... 15

Examples ...................................................................................................................................... 21

UK White Paper on Overseas Territories ................................................................................. 29

Implementation............................................................................................................................ 31

Summary ...................................................................................................................................... 37

Appendix 1 - Information identified as being required in the Action Plans .......................... 39

Appendix 2 - Policies Identified as being required in the Action Plans.................................. 41

Appendix 3 – Legislation recommended in the Action Plans .................................................. 43

Appendix 4 – Plans identified as being required in the Action Plans ..................................... 47

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Introduction Vision 2008 was initiated by H.E. the Governor, Mr. John Owen in February, 1998 and assigned to The Honourable Truman Bodden, OBE, JP in the Ministry of Education, Aviation and Planning.

Between March 1998 and May 1998, public participation involving more than 2000 persons through a polling process, retreats conducted with Members of Executive Council, Members of the Legislative Assembly, senior civil servants, District meetings, the Vision web site, and individual submissions, identified the principal hopes and concerns of the community.

In June of 1998 the 30 member Planning Team established 16 broad Strategies setting out the objectives to be achieved in addressing those hopes and concerns.

Between September 1998 and March 1999, hundreds of members of the Round Table Groups spent thousands of hours over four months researching and developing detailed Action Plans to achieve the Strategies.

During February and March 1999, Planning Team members spent more than one thousand hours reviewing the Action Plans, identifying the principal themes, and establishing criteria to facilitate the setting of priorities in implementation.

The Planning Team’s Vision for the Cayman Islands in the Year 2008 A Cayman Islands that is:

• God-fearing country based on traditional Christian values.

• A caring community based on mutual respect for all individuals and their basic human rights.

• A community which practices honest and open dialogue to ensure mutual understanding and social harmony.

• A safe, secure and law-abiding community.

• A country which is free from crime and drug abuse.

• A country with an educational system which identifies and develops on a continuing basis the abilities all persons, allowing them to reach their full potential and productivity.

• A community which encourages and prepares young people to assume leadership roles.

• A country which provides a comprehensive health-care system

• A community protective of traditional Caymanian heritage and the family unit.

• A country with a vibrant, diversified economy which provides full-employment.

• A country which makes optimal use of modern technology.

• A country which manages growth and maintains prosperity, while protecting our social and natural environment.

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• A country which respects, protects and defends our natural resources as the basis of our existence.

• A country with open, responsible and accountable government which includes a working partnership with the private sector and continuing beneficial ties with the United Kingdom.

• A country with an Immigration system which protects Caymanians and gives security to long term residents.

• Parameters and Objectives adopted by the Planning Team

PARAMETERS:

• We will manage growth in order to prevent the degradation of our Caymanian culture, environment and socio-economic framework.

• We will not tolerate criminal activity or drug abuse.

• We will strengthen our position as a leading tourist destination and financial centre.

• We will ensure the social integration of all residents of the Cayman Islands.

• We will promote life-long education and training.

• We will support the family unit.

• We will endeavour to protect our young people from negative influences.

• We will ensure that the decision-making processes within the public sector are open, transparent and subject to accountability.

• We will ensure the implementation of this Plan.

OBJECTIVES FOR THE VISION 2008 PROCESS:

• To have full community participation in all phases of Vision 2008.

• To have successive governments committed to Vision 2008 by funding and implementing the Plan.

The 16 Strategies created by the Planning Team I We will develop and implement a policy of zero tolerance for crime and drug abuse.

II We will provide opportunities and challenge young people to become involved in all aspects of the development of their country and community affairs, supported by the public and private sectors.

III We will support an educational system, which identifies and develops the abilities of all persons, encouraging them to realise their full potential.

IV We will establish systems which serve to strengthen the family unit and promote a caring society.

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V We will develop awareness of our Caymanian culture which is based on traditional Christian values and a strong family unit.

VI We will develop and implement a plan which addresses the special needs and concerns of Cayman Brac.

VII We will develop and implement a plan which addresses the uniqueness and special needs of Little Cayman.

VIII We will promote open and accountable government.

IX We will protect our natural environment, particularly the Central mangrove and other wetlands, the North Sound and coral reefs, from further degradation.

X We will develop and implement an information technology plan that optimises the economic and social development of the Cayman Islands.

XI We will ensure that Government, in partnership with the Tourism and Finance industries, strengthens plans for the continuing success of these two critical sectors and we will identify opportunities for diversification.

XII We will support and ensure the implementation of a comprehensive healthcare plan, which emphasises prevention, mental health and wellness.

XIII We will support comprehensive contingency planning for natural and man-made disasters and incidents, to ensure the preservation of human life, protection of property and economic recovery of the country.

XIV We will create a comprehensive immigration policy, which protects Caymanians and gives security to long term residents.

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Key Recommendations developed from the 16 Strategies

STRATEGY I –

We will develop and implement a policy of zero tolerance for crime and drug abuse.

• Encourage wide community participation.

• Re-enforce Education in regard to Drug Abuse Prevention.

• Revise the Youth Justice system.

• Evaluate alternate sentencing practices for non-violent offenders

STRATEGY II –

We will provide opportunities and challenge young people to become involved in all aspects of the development of their country and community affairs, supported by the public and private sectors.

• Establish a National Youth Policy

• Enhance Facilities and Activities for Youth

• Implement Vocational Training Programmes

• Promote community involvement by and for Youth

STRATEGY III –

We will support an educational system, which identifies and develops the abilities of all persons, encouraging them to realise their full potential.

• Encourage the ongoing implementation, review and expansion of the Education Plan

• Attract and retain high calibre personnel in the Education system

• Develop and Implement a Careers Advisory Service

• Provide Programmes for Adult Education

STRATEGY IV –

We will establish systems which serve to strengthen the family unit and promote a caring society.

• Establish systems to strengthen the Family and promote a caring society

• Establish a Domestic Violence Unit within the RCIP

• Enhance Programmes for the Care and Protection of the Handicapped and Elderly

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• Introduce a Family Court system within the Judiciary

STRATEGY V –

We will develop awareness of our Caymanian culture which is based on traditional Christian values and a strong family unit.

• Commission a comprehensive study of Caymanian culture and establish a policy for its development

• Strengthen the teaching of Caymanian moral and spiritual values through the Education System

• Promote mutual respect for Cultural Diversity

• Enhance the promotion of the Arts and Caymanian Culture through the media

STRATEGY VI –

We will develop and implement a plan which addresses the special needs and concerns of Cayman Brac.

• Produce a comprehensive policy for development

• Enhance economic diversification opportunities

• Establish a comprehensive Marketing Plan

• Implement Environmental Protection Policy

STRATEGY VII –

We will develop and implement a plan which addresses the uniqueness and special needs of Little Cayman.

• Implement comprehensive Planning Regulations and Environmental Legislation

• Promote ecologically sound development

• Establish Fire, Police, Health, and Educational Facilities

• Establish an “Island Style” airport which complies with international standards

STRATEGY VIII –

We will promote open and accountable government.

• Enact a Fiscal Responsibility Law mandating Financial Planning, Management, and Reporting Policies.

• Develop and Implement an integrated and comprehensive Multi-Year Rolling Strategic Plan through modernization of public sector management.

• Enact a Freedom of Information Law.

• Enact legislation which will facilitate greater citizen participation in governance.

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STRATEGY IX –

We will ensure optimal infrastructure which supports the needs of the current population and projected growth.

• Enact Legislation to create a statutory National Infrastructure Development and Management Body

• Integrate Long Range Infrastructure Development and Implementation Policies into National Growth Management Policies

• Establish National Standards for all forms of Infrastructure

• Eliminate current Infrastructure Deficiencies

STRATEGY X –

We will develop and implement a growth management plan to achieve and maintain a balance between the natural and built environment.

• Enact Legislation to Create a Statutory Growth Management Board.

• Establish and Implement Integrated Growth Management Policies.

• Determine the carrying capacities related to our natural environment, built environment, economy, human resources and social tolerance.

• Educate the public regarding the requirement for Integrated Growth Management.

STRATEGY XI –

We will protect our natural environment, particularly the Central mangrove and other wetlands, the North Sound and coral reefs, from further degradation.

• Enact comprehensive Environmental legislation

• Establish a National Registry of Environmentally Protected Areas

• Protect the Central Mangrove Wetland, North Sound and Coral Reefs

• Establish a proper Environmental Trust Fund

STRATEGY XII –

We will develop and implement an information technology plan that optimises the economic and social development of the Cayman Islands.

• Formally identify Information Technology as a stated responsibility of a single member of Executive Council.

• Establish a Statutory Authority to manage Information Technology.

• Enhance Education and Training in Information Technology.

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• Facilitate the development of Information Technology related business, such as E-Commerce.

STRATEGY XIII –

We will ensure that Government, in partnership with the Tourism and Finance industries, strengthens plans for the continuing success of these two critical sectors and we will identify opportunities for diversification.

• Establish Integrated Long Term Economic Management Policies

• Enhance Business and Commerce Education and Training for Caymanians

• Create a long-term development plan for the financial services industry

• Strengthen the Economic Base of the Cayman Islands through Diversification

• Create a Comprehensive Statistical Database to Facilitate Policy Development and Economic Management

STRATEGY XIV –

We will support and ensure the implementation of a comprehensive healthcare plan, which emphasises prevention, mental health and wellness.

• Encourage the ongoing implementation, review and expansion of the Health Care Plan

• Operate a 24-hour Psychiatric Care Unit with provision for respite care

• Enhance Public Awareness Programmes to promote wellness and disease prevention

STRATEGY XV –

We will support comprehensive contingency planning for natural and man-made disasters and incidents, to ensure the preservation of human life, protection of property and economic recovery of the country.

• Establish an Emergency Management Agency.

• Enact legislation which mandates preventative measures to mitigate natural and man-made disasters.

• Enhance Disaster Recovery Protocols.

• Establish a monetary reserve which will allow rapid social and economic recovery.

STRATEGY XVI –

We will create a comprehensive immigration policy, which protects Caymanians and gives security to long term residents.

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• Establish a new comprehensive Immigration Policy

• Create a Human Resources Authority

• Establish a revised system for granting Permanent Residency and Caymanian Status

• Require employers to establish Basic Training Guidelines and implement formal Succession Planning

“Flagged” Issues The Planning Team wishes to “Flag” for further immediate attention:

• Economic Diversification

• Development of Affordable Housing

• Improvement of Health Insurance Coverage

These areas were identified by Round Table Groups, but require extensive research and the development of detailed Action Plans.

Recurring Objectives There are a number of objectives which recur in comments from the public and in many of the Action Plans.

These recurring objectives, and the proposals for achieving them, have brought into clear focus the interrelationships and interdependencies which together produce harmony and prosperity in our community.

In particular, the community sees the need for change in the following policy areas as being required in order to achieve development in harmony and prosperity:

1. Integration of Policy Development and Implementation;

2. Strengthening our sense of community; and

3. Modernization in the process of governance and transformation of the old colonial model.

1. INTEGRATION OF POLICY DEVELOPMENT AND IMPLEMENTATION

There is a need for greater co-ordination and integration among Departments and Ministries in the development of policies and in their implementation.

Central to the Policy Guidelines that the community wishes to see is a policy of Integrated Growth Management covering management of:

• the Environment,

• the Economy,

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• Infrastructure,

• Human Resource Development and

• Social Policies.

2. STRENGTHENING OUR SENSE OF COMMUNITY

There is a desire to strengthen programmes aimed at the fight against crime and drug abuse.

There is a desire to preserve the Caymanian identity while fostering greater community integration and tolerance of cultural diversity.

3. MODERNIZATION IN THE PROCESS OF GOVERNANCE AND TRANSFORMATION OF THE OLD COLONIAL MODEL.

Ordinary individuals want to participate more in the governance process, and are prepared to accept the responsibilities that go with this.

There is a need for greater communication between government and stakeholders locally and internationally.

There is a desire to see formal separation of policy making and implementation, from the regulatory functions of government.

There is a desire for greater and more immediate accountability in governance.

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A Blueprint for the Future The culmination of the efforts of the thousands of community members who participated in Vision

2008 is a Blueprint for the Future of our Cayman Islands

Reflecting the hopes and aspirations of the people of the Cayman Islands

Covering diverse social, environmental, and economic issues

Integrated into one Vision

A vision of a community which is

DEVELOPING in HARMONY and PROSPERITY

The Strategies and inter-related Action Plans developed for each of the 3 Cayman Islands reflect this common theme.

Each island has a unique expression of this theme which reflects local circumstances, the different stages in development on each island, and the particular goals of the people of each of the islands.

Public Input The public input which has gone into the Vision process, and analysis of the Action Plans produced by the Round Table groups, has established that developing in harmony and prosperity can best be achieved through a process of continual balancing of the demands, stresses, and pressures which our development brings to our Islands.

The public input has also established that a process of continual active consultation with, and participation of, all stakeholders is necessary in order to minimize the demands, stresses, and pressures which development produces.

The Planning Team therefore recommends that: The over-arching Government policy objective should be to achieve and maintain balanced

development in our society in accordance with Growth Management Principles.

How can this general concept of balanced development be applied? The process requires policy makers firstly, to identify:

• the core social policy areas which underpin and add stability to our society,

• those policy areas which tend to act as accelerators and brakes in our development,

• the relationships or “links” between policy areas, and

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• the limits of tolerance or “carrying capacities” which apply to each policy area.

And secondly to,

• develop and implement Integrated Policies , to enhance stability, accelerate or apply the brakes as appropriate, all within the applicable carrying capacities, so as to balance development.

• The principal tools in this regard will be the allocation of economic resources, the building of human resource capacity, dialogue with stakeholders combined with public awareness campaigns, and where required, regulation.

Core Social Policy Areas Which Add Stability:

Governance

Crime and Drugs

Culture

Health

Youth

Education

Policy Areas which Act as “Accelerators” and “Brakes”:

Natural Environment

Human Resources

Economy Built

Environment

Family and Community

Policies are “linked” to each other and are limited by “carrying capacities”.

“Links”

Carrying Capacities

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The “Carrying Capacities” concept refers to thresholds or limits to growth, which if exceeded may result in adverse and/or irreversible effects. Carrying capacities need to be determined for our natural environment, built environment, economy, social tolerance, and human resources.

Integrating these Policy Areas Provides a Model for Maintaining Balance

Natural Environme

Human Resources

Economy

Family & Community

Built Environment

Education Youth Health Culture

Crime and DrugsGovernance

Core Social Policies

Internal and External Pressures Internal and External Pressures applied to our community are constantly changing. Harmony and Prosperity requires continual Balancing.

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Natural Environme

Human Resources

Economy

Family & Community

Built Environment


Excessive Pressure on one Policy Area disturbs the Balance of all Policy Areas.

If there is no Integrated Planning and Implementation of Policies, internal or external pressures related to any one policy area can jeopardize the equilibrium of the entire community

Natural Environme Human

Resources

Economy Family &

CommunityBuilt

Environment

Carrying Capacities are Critical There are 3 important considerations regarding Carrying Capacities in this model.

1) The “carrying capacities” are stressed by the demands or pressures which we as a society apply. Carrying capacities may be exceeded by:

a) The total amount of pressure; or

b) The rate of change of pressure.

2) Multiple carrying capacities will likely apply to each policy area.

3) Exceeding even one carrying capacity, whether by change that is too rapid or simply by excessive change, threatens the delicate balance that sustains us.

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Carrying Capacities If we apply Pressure which is too great for any Carrying Capacity, the delicate balance which produces Harmony and Prosperity will be destroyed.

Natural Environmen

Human Resources

Economy

Family & Community

Built Environmen

PRESSURE

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Examples

Solving our problems How can the Balance Model and the Action Plans developed in the Vision Process be used in solving current problems and avoiding future problems?

Consider 3 examples:

• Youth Development

• The Economy

• Immigration

Example 1 YOUTH DEVELOPMENT STRATEGY

PREPARING OUR YOUTH FOR THE 21ST CENTURY

The Vision process tells us that we require a National Youth Policy which should have as its objective :

Providing our young people with the Quality Development Opportunities and Quality Resources which will produce informed, responsible individuals, concerned and involved in

their families and communities, fulfilled in and beyond their careers.

PROVIDING YOUTH WITH THE TOOLS TO ACHIEVE A FULFILLING PERSONAL LIFE WILL REQUIRE:

• An Optimal Educational System - educators and resources of high quality. (Strategy III Education AP 3 and 6)

• Appropriate Guidance - Ongoing Careers Advice that involves youth in sound career choices. (Strategy II Youth AP 1 and 4)

• The Right Preparation - Instilling the Attitudes,Skills and Knowledge needed for a satisfying role in the workforce. (Strategy XII I.T. AP 4)

PREPARING OUR YOUTH FOR AN ACTIVE ROLE IN THE WORKPLACE WILL REQUIRE:

• Ongoing education and career development during school years and in the workplace. (Strategy III Education Plan AP4, Strategy XIII Economy AP 3 and 4, Strategy II Youth AP 2)

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• Preparing and supporting Caymanians who wish to own and run their own businesses. (Strategy XIII Economy AP 3 and 4, Strategy II Youth AP 15)

• Encouraging the right Outcome - lifelong personal development as a well-rounded individual. (Strategy II Youth AP 2 and 5)

SETTING YOUTH ON THE RIGHT PATHS FOR SATISFYING FAMILY LIFE AND COMMUNITY LIFE:

• Family - Instilling Family Values which will be carried through to the Community. (Strategy IV Family AP 1 and 2)

• Service - Instilling a sense of responsibility and contribution to community life. (Strategy II Youth AP 6)

• Citizenship - Developing informed, active and responsible citizens and leaders. (Strategy II Youth AP 11)

CREATING AN APPRECIATION OF CAYMANIAN CULTURE IN OUR YOUTH WILL REQUIRE:

• Instilling moral and spiritual values which derive from our Christian heritage. (Strategy V Culture AP4)

• Inculcating awareness of and respect for our history and traditions. (Strategy V Culture AP 5)

• Keeping alive our creativity in our arts & crafts. ( Strategy V Culture AP 6)

Example 2 ACHIEVING BALANCED ECONOMIC POLICIES

PRESENT REALITY

The community is aware that the economic prosperity from which we have benefited over the past 25 years has been produced by our financial services and tourism sectors. The growth of these sectors has brought about an unprecedented increase in both private sector and public sector benefits.

However, there is a growing impression within the community that certain types of commercial development have been allowed to proceed at a pace and in a direction which is not increasing the quality of life of the local population.

The community would like to see economic development in balance with the needs of our natural and built environments, the Caymanian workforce, and the social fabric.

There is also concern within the community that certain international initiatives which are aimed at preventing so-called “tax competition”, may threaten our financial services industry.

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PRESSURES INTERNAL TO THE CAYMAN ISLANDS

There is widespread concern that the type and rate of large scale development in certain parts of the Cayman Islands is not sustainable and does not produce benefits to the Caymanian population commensurate with the cost to our natural and social environments.

Environmental Degradation • Loss of mangrove wetlands and resultant threats to aquatic fauna, degradation of

the North Sound due to dredging for development and run-off from reclaimed sites.

Social • Traffic congestion leading to increased stress levels among the population.

• Cultural dilution resulting from large numbers of non-Caymanian workers.

• High local cost of living, due in part to the level of economic growth, requires parents to work rather than spend time with their families.

• The rate of increase of imported labour and their accommodation needs brings pressure to the local housing market.

Infrastructure • Road traffic has exceeded the ability of the present road system to accommodate

peak flows.

• Acceleration in the rate in which land fills are being exhausted.

Economy • Tourists are beginning to indicate that the level of development in certain parts of

Grand Cayman is a disincentive for them to return.

• Dependence upon only two “economic engines” increases credit risk for lenders, which in turn increases costs to local residents and is an obstacle to the formation and expansion of Caymanian owned businesses

THE VISION PROCESS TELLS US THAT ECONOMIC POLICY SHOULD BE:

• Part of an Integrated Development Policy

• Governed by considerations of balance.

• Based upon careful research of the local economy, relevant carrying capacities, inter-relationships with other policy areas, and the potential effects of internal and external pressures.

• Based upon close co-operation between the public and private sectors.

• Based upon consideration of the roles of all stakeholders.

• Integrated with environmental, infrastructure, human resource, and social policies.

• Aimed at producing growth in the economy while not increasing pressures in any other policy area.

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• Aimed at diversification in order to ensure that our economy is better able to withstand not only pressures which are internal to the Cayman Islands, but also external sources of pressure.

MAINTAINING BALANCE

• Implement an integrated system of Growth Management. (Strategy X Growth Management AP 2)

• Create a Long Term Development Plan for the Financial Industry. (Strategy XIII Economy AP 7)

• Encourage Economic Diversification. (Strategy X AP 4, Strategy XIII AP 10, Strategy XII IT AP 8)

• Encourage new types of business which require minimal imported labour. (Strategy XIII Plan 10)

• Encourage Business Development in areas of the Islands that have less economic development at present. (Strategy VI Cayman Brac AP 1)

• Encourage the training of Caymanians in the workplace as part of business succession planning. (Strategy XVI Immigration AP 10)

• Implement a Comprehensive Immigration Policy to limit the amount of imported labour. (Strategy XVI Immigration)

• Prevent any new development from exceeding the carrying capacities in our Natural and Social Environments. (Strategy X Growth Management AP 5)

• Optimise the use of existing infrastructure by modifying its use. (Strategy IX Infrastructure AP 9)

• Protect our Wetlands, reefs and the North Sound. (Strategy XI Environment AP 3, 4, 5 and 7)

Example 3 ACHIEVING BALANCED IMMIGRATION AND HUMAN RESOURCE MANAGEMENT POLICIES

ACHIEVING BALANCE IN IMMIGRATION

There are costs and benefits to economic prosperity. However, a country should not determine its prosperity in terms of its economic achievements alone. Quality of life is as important and many factors contribute to this state of being.

The economy of Grand Cayman is essentially a “services” economy, heavily dependent on human labour. The economic reality of the Cayman Islands is that the Caymanian work pool is too small to sustain a rapidly developing economy that has thus far contributed to a high standard of living and acceptable quality of life for most of the community. However, emerging pressure is being placed on various areas of the island and its society as a result of an actual or perceived “Immigration Problem.” Thus, balance is required to alleviate these pressures and achieve harmony and continued prosperity.

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“When you throw out limits on growth it has consequences – on the labour force, on businesses, on tensions between Caymanians and expats. We need to manage growth”. (Vision 2008 April 1998

Poll)

Reality Quality tourism products and financial services currently require quality personnel from both local and imported labour pools. Not only is imported labour leading to an increased size of the local consumer market (which benefits local businesses and provides more Government revenue from duties and fees), but also, it is increasing pressure on the local housing market.

Pressures The rapidly increasing number of people on Grand Cayman and rate of economic growth has caused frustration and actual or perceived social ills.

The lack of a comprehensive immigration policy and adequate statistical information on employment needs and opportunities have created frustration for:

• business owners trying to acquire work permits.

• the Caymanian workforce qualified to undertake positions currently held by expatriates.

Maintaining Balance

“We need to find a balance – we can’t slow too much” (Vision 2008 April 1998 Poll).

• Implement a comprehensive immigration policy that applies to all persons, especially a clear work permit system. (Strategy XVI Immigration AP 1 and 3)

• Collect and utilise appropriate statistical data in order to match employment needs of industries with the Caymanian workforce, supplemented by imported labour. (Strategy XIII Economy AP 2 and 4, Strategy XVI Immigration AP 9.)

• Encourage business development in areas of the economy which do not require large numbers of imported labour. (Strategy XIII Economy AP10.)

• Create economic opportunities/stimulus for Cayman Brac (Strategy VI) by shifting a portion of the provision of goods and services to that island. This can be accomplished through economic diversification (AP 1), which will require education and training (AP 19), the use of Information Technology (AP 20) and expanding local authority (AP 9).

HUMAN RESOURCE POLICY FOSTERING SOCIAL HARMONY

Pressures Impending breakdown in relations between Caymanians and non-Caymanians.

Actual or perceived inequality between Caymanians and non-Caymanians in the workplace.

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42% of people polled cite lack of clear policies as the secondary source of tension between Caymanians and non-Caymanians. 48% cite social and cultural difference as the primary source of

tension between these groups. (Vision 2008 April 1998 Poll).

61% of Caymanians rate relations between Caymanians and non-Caymanians as “fair” or “poor” and 65% of 18-29 year old cohort rate these relations as “fair” or “poor”. 73% of people earning less than $25k say relations between these groups are “fair” or “poor”. (Vision 2008 April 1998

Poll).

Maintaining Balance • Equalising the benefits of living and working in the Cayman Islands through a

clear immigration policy and maximum utilisation of the Caymanian workforce. (Strategy XVI Immigration AP 1, 9 and 11 and Strategy XIII Economy AP 4)

• Ensuring training of Caymanians in the workplace and advancement through business succession planning. (Strategy XVI Immigration AP 10)

• Addressing the immigration status of current long-term residents and granting Permanent Residency with right to work or Caymanian Status where appropriate. (Strategy XVI Immigration AP 2, 4 and 5).

80% of Caymanians say it is “very important” to improve the balance of Caymanians and non-Caymanians in the workplace. (Vision 2008 April 1998 Poll)

Benefits Reducing Tensions between Caymanians and non-Caymanians results in social harmony and economic prosperity.

Social and economic well-being and satisfaction among the young Caymanian electorate is essential to the future of the Cayman Islands.

Efficient utilisation of the Caymanian workforce is an immigration control in itself as it limits human impact on our natural and built environments.

HUMAN RESOURCE POLICY-PROSPERING THROUGH EDUCATION & TRAINING

Maintaining Balance A well-educated, well-trained and appropriately experienced Caymanian workforce which would alleviate the need for imported labour in certain positions and fields can be achieved through:

• expansion of vocational and technical courses, career development and succession planning; (Strategy III Education AP 3, Strategy XIII Economy AP 4 Strategy VI (Cayman Brac) AP 19 Strategy XVI Immigration).

• life-long education for all (Strategy III), where employment gaps can be filled by Caymanians of all ages and skill bases from the labour pool of future mature or declining industries (e.g. construction). (Strategy XIII Economy AP 10 and Strategy XII IT).

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Benefits A well-educated, well-trained and appropriately experienced Caymanian workforce meeting an increasing portion of the needs of our economy.

HUMAN RESOURCE POLICY - CULTURAL DIVERSITY AND HARMONY

Pressures The pace of development has required the importation of labour. Some Caymanians are unhappy with the rate of change in the composition of the community, especially the influence of certain nationalities.

“85% think preserving the Caymanian culture is “very” important to the future”. (Vision 2008 April 1998 Poll)

Balance • Implement mechanisms to curb influx of imported workers by means of a

comprehensive immigration policy (Strategy XVI Immigration AP 3), and education and training for Caymanians. (Strategy III Education, Strategy XIII Economy AP 4.)

• Foster tolerance of other cultures and embrace cultural diversity while maintaining Caymanian identity. (Strategy V Culture AP 7)

57% say it is “very” important that the Cayman Islands be tolerant of people from different backgrounds in 2008.

(Vision 2008 April 1998 Poll).

“There’s a need to redefine the culture – we can’t talk about Caymanian culture in an exclusive way. Prosperity is related to contributions from outsiders”

(Vision 2008 April 1998 Poll).

Benefits Harmony and Prosperity.

Assuring Caymanians that they have not “lost” their culture or their island to foreigners.

Managing demographic statistics, especially income and education of the population allows for comparison of quality of life between Caymanians and non-Caymanians.

HUMAN RESOURCE POLICY - DEMOGRAPHICS IN HARMONY WITH INFRASTRUCTURE

Pressures Rapidly changing demographics can cause pressures to exceed the carrying capacities of both the natural and built environments. For example, rapid growth in the population has created the need for a housing policy with particular emphasis on the supply of rental and purchasable units. The need for more housing means that land use is rapidly changing and sensitive areas of our natural environment are being degraded. Similarly, changing demographics are destabilizing existing infrastructure and services and affecting our quality of life.

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“The infrastructure will only support so much”. (Vision 2008 April 1998 Poll)

“We need to plan for a sustainable environment” as “the beauty of the environment is our greatest asset”.

(Vision 2008 April 1998 Poll)

Maintaining Balance • Establish carrying capacities, including those for our built environment and

ensure that economic growth and immigration do not exceed these thresholds. (Strategy IX Infrastructure and Strategy X Growth Management AP 5)

• Establish carrying capacities for the natural environment and provide more effective conservation of fisheries and other resources. (Strategy XI Environment AP 5 and Strategy X Growth Management AP 5)

Benefits Maintaining sustainable linkages among our population, and the built and natural environments will provide a basis for continued economic prosperity and social harmony.

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UK White Paper on Overseas Territories

There are a number of areas in which the expressed desires of the people of the Cayman Islands are aligned with the objectives outlined in the recent FCO White Paper, which coincidentally was released shortly after the submission of the Action Plans. These include:

• Combating drug related crime

• Protecting our fragile ecosystem

• Ensuring an Integrated approach to Policy Development and Implementation

• Ensuring sustainable Economic and Social Development

• Ensuring independence in the regulation of Financial Services

• Restricting Public Sector Borrowing to Capital Investment Projects

• Improving Public Sector Financial Reporting

On some subjects, there is a legitimate divergence of focus between the FCO White Paper and the expressed desires of our people, the most prominent of which relates to efforts on the part of some large industrial nations to invent new international fiscal standards which may have the effect of undermining our financial services industry.

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Implementation

SETTING PRIORITIES

The Strategies and Action Plans developed within the Vision Process cover a vast range of subjects all of which are important to the community.

Integrated Growth Management requires policy development and implementation to be an ongoing process.

For example, programmes begun in the initial phase with policy formulation and data collection, may continue into the second phase for implementation and the third for programme assessment and modification.

It is also important to note that the sequence of implementation of our suggested objectives is much more important than the time period suggested. Therefore, if resources are available to implement programmes ahead of the suggested schedule, this should be undertaken provided that the related objectives from each earlier phase have been met.

The Planning Team is cognisant of the fact that government resources, both human and economic, are finite and that priorities must be set so as to achieve balanced development in the most efficient manner. The Planning Team is also aware that the greatest efficiency and public benefit will be derived if the Action Plans are implemented in a Balanced and Integrated fashion, consistent with the Unifying Theme of Developing in Harmony and Prosperity, which Vision has established.

Therefore, within the framework of Integrated Growth Management, the following criteria were used in establishing priorities and allocation to Phases:

• Urgency - The determination of carrying capacities for our natural environment, built environment, economic, human resource, social and cultural;

• Cost Effectiveness; and

• Implementation Logistics.

PHASES

The Vision Process has specified 3 Phases for Implementation:

• Phase 1 1999 – 2001

• Phase 2 2002 – 2004

• Phase 3 2005 – 2008

REQUIREMENTS

The following will be required of government in each of the Phases:

• Change Management

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• Information Collection and Analysis

• Policy Development

• Enactment of Legislation Required for Implementation

• Integration of Existing Plans, Programmes, and Initiatives

Implementation of our proposals will require change management - Initiating, Coordinating, and Driving the Process of Institutional Change.

Government will need to determine:

• Who is to co-ordinate?

• What new ways of thinking are required?

• How will communication be facilitated?

• How will stakeholder involvement be enhanced?

• When to begin?

Implementation will require the collection, analysis and integration of many types of information.

The types of information set out in Appendix 1 will allow for the development of the required policies set out in Appendix 2, the implementation of which will require the enactment of new types of legislation and the amendment of existing legislation as listed in Appendix 3.

The development and integration of the plans listed in Appendix 4 will also be made possible by the above information and policies.

Phase 1 Recommendations Therefore, the Planning Team wishes to suggest that the following framework be considered for establishing priorities:

Phase 1 1999 – 2001

• Adopting and implementing Growth Management and change management policies

• Creating the legislative and regulatory framework for implementation

• Building the information base required for prudent management

• Building human resource capacity

• Informing the public

• Integrating medium and long term financial planning for Phases 2 and 3

• Integrating Public Sector Reform

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Phase 1 Suggested Objectives • Formally Adopt and Implement Integrated Growth Management as an

Overarching Policy

• Identify and Appoint key personnel responsible for the management of change, charged inter alia, with guiding the transition to Integrated Growth Management within a fixed time frame

• Integrate Vision with Existing Government Initiatives

• Re-prioritize the legislative review process to give priority to Legislation required to initiate Implementation

• Enact Legislation to create the Boards and Authorities which will apply the Integrated Growth Management Policy across and within existing Ministries and Departments

• Enact Legislation to modernise the process of governance and to provide for greater community participation

• Enact new Immigration, Financial Reform and other legislation specified in Appendix 3

• Enact comprehensive Environmental Legislation

• Enhance Programmes aimed at Crime and Drug Abuse Prevention

• Develop the Human Resources required for Implementation within Government through a training and development process

• Develop Strategies for Low Cost Housing, Economic Diversification, and improved Health Insurance

• Develop a National Cultural Policy

• Develop an integrated Information Resource to Facilitate integrated Policy Making and Planning

Phase 1 Resource Requirements The majority of the objectives for Phase 1 do not require large capital outlays and can utilise existing resources. Additional resources will likely be required for:

• Personnel for the change management process

• Legal Drafting Personnel

• Expert Personnel to Build Human Resource Capacity

• Expert Personnel to Develop an Integrated Information Resource

• Implementation Example

By way of example, consider the Phase 1 objective related to the creation of the Boards and Authorities which will apply the proposed Integrated Growth Management Policy.

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Legislation will be required to establish the following new Statutory bodies, many of which will subsume existing bodies:

• Growth Management Board (Strategy X Growth Management AP 2)

• Infrastructure Development & Management Body (Strategy IX Infrastructure AP 1)

• Human Resources Authority (Strategy XVI Immigration AP 7)

• Information Technology Authority (Strategy XII IT AP 1)

• Emergency Management Agency (Strategy XV Contingency Planning AP1)

• Tourism Authority (Strategy XIII Economy AP 5)

This will produce a framework which may function as follows:

Framework for Policy coordination - NOT for Administration

Private Sector Consultation Groups, Councils and Associations

InformationResource

Infrastructure Development &Management Board

Human ResourcesAuthority

Tourism Authority Information TechnologyAuthority

Central PlanningAuthority

Financial Services &Diversification Unit

Growth ManagementBoard

Private Sector Consultation Groups, Councils and Associations

InformationResource

Infrastructure Development &Management Board

Human ResourcesAuthority

Tourism Authority Information TechnologyAuthority

Central PlanningAuthority

Financial Services &Diversification Unit

Growth ManagementBoard

The Information Resource The Information Resource is critical for facilitating prudent policy making, planning and implementation.

Functions: • Integration of existing information resources

• Collection of information

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• Developing and Maintaining Structures for Processing information

• Maintenance and Distribution of Collected information

• Analysis of information

• Inventory of Carrying Capacity Information

• Inventory of Policies

Implementation of Phases 2 and 3 Maintaining the process established in Phase 1, and having met the Suggested Objectives in Phase I will allow for implementation of Phase 2 and Phase 3.

In addition to the resources required in Phase 1, Phase 2 and Phase 3 will require capital expenditure in order to achieve the Specific Results set out in the Action Plans.

Phase 2 Suggested Objectives • Maintain the policy framework established in Phase 1

• Build on Public Awareness Programmes

• Integrate Growth Management into the Development Plan

• Integrate Growth Management concepts into the National Educational Curriculum

• Develop and Implement Programmes for Life Long Education

• Implement the strategy for economic diversification, and in particular diversification related to information technology

• Procure a site for a new land fill and investigate alternatives

• Commence land acquisitions for environmental preservation

• Implement the National Infrastructure Development and Management Policy as part of the Growth Management Policy

• Implement all other Strategies, Policies and Programmes developed in Phase 1

• Incorporate the results and recommendations of the annual Vision review process

Phase 3 Suggested Objectives • Continue the process of implementation, review and updating established in

Phase 1 & Phase 2

• Initiate a process to review the formulation of the rolling National Plan initiated by Vision 2008

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Summary

VISION SET OUT TO IDENTIFY:

• Where we were in 1998?

• Where we want to be in 2008?

• How do we get there?

In partnership with the community we

• Shared Visioning

• Developed Strategies and Action Plans

• Suggested linkages to existing programmes and Reform Initiatives

and together we

• Set national goals and priorities

• Provided a direction to take the country forward.

ACHIEVING THE VISION

If government follows this process then in the year 2008 the Cayman Islands will be developing in Harmony & Prosperity through:

• a workforce equipped with 21st Century job skills

• a diversified economy developing in a sustainable manner

• a health system focussed on wellness and disease prevention

• optimal infrastructure for our community prudent management of our natural environment

• social harmony built on traditional Caymanian values

• planning for contingencies

• lifelong education for all

• an information system which facilitates decision making transparency and accountability in government

• enhanced programmes for drug abuse prevention

• enhanced programmes for Youth Development

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Appendix 1 - Information identified as being required in the Action Plans

Socio-economic Study on the cost of crime and drug abuse ......................................................... I 1

Study on employer education needs ............................................................................................III 2

Study on strengths and weaknesses of current education system................................................III 2

Research overseas curricula ........................................................................................................III 3

Research local and overseas Career Advisory Services ..............................................................III 4

Survey education needs of people in the Cayman Islands...........................................................III 5

Research local and overseas education policies ..........................................................................III 8

Research and develop Domestic Violence Unit ......................................................................... IV 5

Study of Caymanian cultural heritage ..........................................................................................V 1

Surveys on awareness of Caymanian culture ...............................................................................V 3

Feasibility study of Inter-Island Ferry service............................................................................ VI 2

Marketing Studies on Cayman Brac........................................................................................... VI 3

Cayman Brac Air Service Needs Inventory ............................................................................... VI 4

Environmental Studies/EIAS on Cayman Brac................................................................. VI 5 & 13

Environmental Inventory on Cayman Brac .............................................................................. VI 13

Drug use Study on Cayman Brac ............................................................................................. VI 17

General statistics pertaining to Cayman Brac........................................................................... VI 18

Study on solid waste management and disposal....................................................................... VI 22

Environmental Study on the Saltwater Pond............................................................................ VI 23

Little Cayman Tourism Carrying Capacity Study..................................................................... VII 1

Annual as well as long range plans for infrastructure .............................................................. IX 10

Study of pedestrianization of Central George Town ................................................................ IX 13

Study of Commuter Ferry System for Grand Cayman ............................................................. IX 16

Competition in telecommunications market............................................................................. IX 22

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Residential land use inventory .................................................................................................... X 3

Housing needs assessment .......................................................................................................... X 3

Data on natural resources, human infrastructure and social environment factors through Carrying Capacity Studies .............................................................................................. X 5

Assessment of commercial, industrial and institutional land use areas not suitable for development ................................................................................ X 9

Study of water works and sewage collection systems ................................................................. X 9

Inventories of unprotected natural areas .....................................................................................XI 1

Comprehensive price/performance comparative study of national and international telecommunications rates.............................................................XII 3

Feasibility study on establishing a Virtual University ...............................................................XII 8

General statistics for the Cayman Islands ................................................................................ XIII 2

Revise Manpower Development Study.................................................................................... XIII 4

Feasibility Study on Eco-tourism............................................................................................. XIII 8

Carrying Capacity of marine environment............................................................................... XIII 8

Study on Economic Diversification ...................................................................................... XIII 10

Survey health needs of public and private sector employees................................................... XIV 2

Study of district health needs ................................................................................................. XIV 11

Disaster Management Study ..................................................................................................... XV 6

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Appendix 2 - Policies Identified as being required in the Action Plans

Policy on mandatory drug testing in high schools......................................................................... I 9

National Youth Policy ................................................................................................................ II 12

Policy on Unified Family Court ................................................................................................. IV 3

Policy on Domestic Violence .................................................................................................... IV 5

Financial Needs for the Handicapped Policy ............................................................................. IV 8

Financial Needs for the Elderly Policy....................................................................................... IV 9

Cultural Policy..............................................................................................................................V 2

Cayman Brac Air Transport Policy ............................................................................................ VI 4

Cayman Brac Planning Guidelines and Policies ........................................................................ VI 5

Cayman Brac Environmental Protection Guidelines and Policies ........................................... VI 13

National Aviation Policy .......................................................................................................... IX 24

Policy on Small Local Business Enterprises ................................................................................X 4

Policy on appointment of representatives to Boards and Authorities...........................................X 8

Revised Policy on land development and growth management in all Government Departments........................................................................................................X 8

No Cruise Ship Policy for Little Cayman................................................................................... XI 5

No Cruise Ship Berthing Facility Policy .................................................................................... XI 5

Policy on IT skills requirements for Caymanians ..................................................................... XII 5

Cruise Ship Tourism Policy......................................................................................................XIII 6

Policy on a National Disaster Fund ...........................................................................................XV 2

Policies on implementation of disaster contingency plans ........................................................XV 5

Policy on annual testing and assessment of disaster recovery protocols...................................XV 6

Revised Immigration Policy .....................................................................................................XVI 1

Revised Labour Policy .............................................................................................................XVI 1

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Appendix 3 – Legislation recommended in the Action Plans

STRATEGY I. CRIME & DRUGS.

Plan 2. Appoint Advisory Board and establish legislation to ensure its proper function.

Plan 4. Review & amend laws prescribing sentencing for juvenile offenders.

Plan 5. Enact legislation governing use of Photo ID Cards.

Plan 8. Introduce legislation to control procedures in connection with dispensation of pharmaceutical drugs and avoid duplication.

Plan 9. Consider amending legal drinking age to 21.

Plan 9. Enact legislation to ensure mandatory drug testing in High Schools.

STRATEGY IV. FAMILY.

Plan 3. Enact relevant laws, regulations and policies to establish a unified Family Court.

Plan 8. Enact and/or enforce laws to protect the handicapped and elderly against all forms of abuse.

STRATEGY VII. LITTLE CAYMAN.

Plan 1. Incorporate into legislation the revised 1991 Recommendations Document.

Plan 1. Incorporate the specified list into the newly developed Planning legislation.

Plan 5. Change law to require a standard of pre-dive briefing.

Plan 5. Action Step 2 will require amendments to various laws.

Plan 23. Amend Planning legislation to require EIA's and to restrict coastal development.

STRATEGY 8. OPEN AND ACCOUNTABLE GOVERNMENT.

Plan 2. Enact Fiscal Responsibility Law.

Plan 4. Enact legislation to enshrine Freedom of Speech.

Plan 5. Pass Freedom of Information Law and amend existing laws to comply with its terms.

Plan 6. Pass legislation re ethical standards for public officials.

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Plan 6. Amend Campaign Funding Law. Plan 7. Enact legislation to provide for an Ombudsman.

Plan 8. Amend Referendum legislation. Ensure by legislation that public funds are not used to influence the outcome of any referendum.

Plan 9. Enact legislation to recall MLA's by Petition.

STRATEGY IX. INFRASTRUCTURE.

Plan 18 Amend Planning Regulations re Parking.

STRATEGY X. GROWTH MANAGEMENT.

Plan 2. Enact legislation to create Growth Management Board.

Plan 6. Amend Planning Law to provide framework and necessary tools for growth management.

Plan 6. Amend Planning Law & Regulations to provide more land for public purposes.

Plan 6. Review Building Code.

Plan 6. Amend planning legislation to eliminate illegal construction.

Plan 6. Amend Marine Conservation Law to manage and regulate growth management.

Plan 7. Draft an Impact Assessment Law.

STRATEGY XI. NATURAL ENVIRONMENT.

Plan 1. Enact or amend legislation to create a National Registry of environmentally protected areas etc.

Plan 2. Enact legislation for an Environmental Trust Fund.

Plan 4. Review and amend Planning Regulations re run-off into North Sound.

Plan 5. Amend Marine Conservation Law to facilitate conservation of fisheries etc.

Plan 4. Establish legislation giving the right to set carrying capacities.

Plan 5. Enact legislation to ensure waterfront developments provide proper sewage, garbage and waste oil/fuel removal facilities.

Plan 6. Amend Planning Law to require EIA's.

Plan 8. Require by law, all commercial tourism development to mitigate for any loss of wild life habitat etc.

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Plan 8. Amend Planning Regulations to require retention of maximum amount of mature, indigenous vegetation.

STRATEGY XII. INFORMATION TECHNOLOGY.

Plan 1. Revise and amend scope of current laws to cover all appropriate aspects of IT.

Plan 1. Enact legislation to establish a Statutory Authority for Information Technology.

Plan 3. Enact legislation or regulations re communications service providers.

Plan 6. Enact, review, revise legislation to provide for the conduct of business in a global digital environment.

Plan 6. Implement Regulations permitting the electronic distribution and filing of various documents.

Plan 8. Introduce legislation to encourage the private sector to operate in an electronic business environment.

Plan 11. Enact a simplified version of the U.K. Data Protection Act.

Plan 11. Enact legislation similar to U.K. Computer Misuse Act 1990.

STRATEGY XIII. THE ECONOMY.

Plan 2. Update Statistics Law.

Plan 6. Revise Hotels Aid Law. Draft Tourism Aid Law.

Plan 7. Amend Monetary Authority Law. Amend Banks & Trust Companies Law.

Plan 8. Establish through legislation the mandatory provision for EIA's.

Plan 8. Amend Planning Regulations re landscaping.

Plan 8. Review & Update legislation in regard to environmental protection for coastal zones and waters etc.

Plan 10. Provide legislation to promote and develop e-commerce.

STRATEGY XV. CONTINGENCY PLANNING.

Plan 1. Establish legislation to set up an Emergency Management Agency.

Plan 2. Pass legislation for the setting up of a National Disaster Fund.

Plan 3. Review & revise Development Planning Law and Regulations pertaining to natural disasters.

Plan 3. Establish legislation empowering the Department of Environment to ensure proper coastal zone management.

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STRATEGY XVI. IMMIGRATION.

Plan 1. Review Immigration laws, regulations and directives.

Plan 3. Establish legislation specifying maximum lengths of permits and contracts.

Plan 5. Remove Section 14(d) from Law and policies.

Plan 6. Enact legislation to ensure all aspects of immigration and labour policies apply equally to private sector and Government.

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Appendix 4 – Plans identified as being required in the Action Plans

Revised Education Development Plan .................................................................................III 1 & 2

Cayman Brac Marketing Plan .................................................................................................... VI 3

Cayman Brac Development Plan................................................................................................ VI 5

Public Education Plan on Open and Accountable Government ...............................................VIII 1

Comprehensive Multi-Year Rolling Strategic National Plan ...................................................VIII 3

Revised Development Plan for Grand Cayman..............................................................X 6 & XV 3

Revised Tourism Development Plan .................................................................................XIII 5 & 6

Long-term Economic Growth Plan ..........................................................................................XIII 6

Integrated Coastal Zone Management Plan..............................................................................XIII 9

Plan for Managing Marine Parks and Marine Sites..................................................................XIII 9

Revised National Strategic Health Plan ........................................................................... XIV 1 & 2

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Documents

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