Mr. Chairman - The Royal Gazette

Government of Bermuda
Ministry of Community and Cultural Development
House of Assembly
BUDGET BRIEF 2013- 2014
Heads 71, 20, 23, 55, 52 and 56
Monday, 4 th March 2013
(10:00 am)
Presented by
The Hon. R. Wayne Scott, JP MP
Minister of Community and Cultural Development
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Mr. Chairman, the Ministry of Community and Cultural Development
plays a lead role in the social development of Bermuda, in particular
responding to the need to address serious social issues such as family
dysfunction, economic hardship, and at-risk children and youth.
Mr. Chairman, the Ministry is comprised of Ministry Headquarters
which includes the Mirrors programme, the Department of Financial
Assistance, the Department of Youth, Sports and Recreation, the
Department of Child and Family Services, the Department of Human
Affairs and the Ministry has been expanded to include the Department of
Community and Cultural Affairs, the Department of the Rent
Commissioner, and also has assumed responsibility for the Bermuda
Housing Corporation. It is hoped that these changes will create
opportunities for synergistic action and collaboration, leading to more
efficient and effective delivery of social services.
Mr. Chairman, the Ministry of Community and Cultural Development
is committed to fulfilling its critical social mandate notwithstanding an
extremely challenging economic climate. Just as importantly, Mr.
Chairman, the Ministry supports the principle of fairness and equality –
we are against discrimination in any form. We will strengthen
Bermuda’s commitment to human rights for all, prohibiting
discrimination on the basis of age and on the basis of sexual orientation.
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Where possible, we will continue to support programmes to protect the
most vulnerable in the community.
Mr. Chairman, the 2013/2014 fiscal year Budget Estimates located in
the “Approved Estimates of Revenue and Expenditure for the Year
2013/14” Book on pages B-231 to B-267 for the Ministry of Community
and Cultural Development is eighty-six million, four hundred and nine
thousand, three hundred and ninety-nine dollars ($86,409,399)
representing a minimal increase of one point three percent (1.3%), which
is primarily attributed to a forty-nine point one percent (49.1%) increase
in the grant provided to the Bermuda Housing Corporation (BHC). The
other seven (7) Departments within the Ministry have reduced their cash
limits.
Mr. Chairman, the Ministry’s Capital Development budget for the year
2013-14 on page C-7 stands at nine hundred and thirty-four thousand
dollars ($934,000) represented by eight hundred and seventy-four
thousand dollars ($874,000) in capital spending for remaining works on
the National Sports Center’s Pool and Aquatics Project while sixty
thousand dollars ($60,000) is budgeted for the resurfacing of the W E R
Joell Tennis Courts. The remaining works are necessary to have the
pool fully operational by May this year in order to facilitate two (2)
mandatory regional meets prior to the July Island Games. The courts
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should be resurfaced well in time for the hosting of the International
Tennis Federation’s Junior Tennis Tournament to be held in June.
The revised estimates for 2012-13 show six million dollars ($6,000,000)
budgeted for major works to complete the pool. There is no spillover of
these works into 2013/14 fiscal year.
Mr. Chairman, the Ministry’s budget for Capital Acquisitions for 2013-
14 as seen on page C-15 is projected at two hundred and twenty-four
thousand dollars ($224,000), representing ninety-seven thousand dollars
($97,000) for one (1) vehicle and heavy equipment, seventy-seven
thousand dollars ($77,000) for office equipment and computers, and fifty
thousand dollars ($50,000) for software development specifically related
to upgrade of the system used for processing Financial Assistance
Grants and Child Daycare. The increase of one hundred and seven
thousand dollars ($107,000) over the 2012-13 approved budget became
necessary to improve operations and efficiency, as well as to ensure the
safety of staff. We do not anticipate the larger of these budget items to
recur in the short or medium term.
Mr. Chairman, before I get into the detailed expenditures, I wish to
provide a brief synopsis of the financial year 2013/14 expenditure level
for each of the Ministry’s six (6) heads to be discussed today and to
highlight that there is an overall three point one nine percent (3.19%)
across the board decrease in Departmental budget allocations within the
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Ministry which has been achieved through realignment of programs and
by marginally decreasing the amount of grants, awards and
administration costs.
Mr. Chairman, as with most Ministries this Budget Estimate has been
prepared on the basis that our Ministry must do “more with less”. In that
regard, the Department of Youth, Sports and Recreation (Head 20)
decreased its budget by three point two percent (3.2%) in that they
received a budget allocation of eleven million, six hundred sixty-one
thousand, eight hundred and fifty-two dollars ($11,661,852) as
compared to their 2012-13 amount of twelve million, fifty-two thousand,
eight hundred and forty-eight dollars ($12,052,848).
The Department of Youth, Sports and Recreation’s key funding amounts
include grants to host major sporting events such as the NatWest Island
Games in July 2013, and the International Cricket Council Pepsi World
Cricket League Tournament in April/May 2013. The National Sports
Centre (NSC) grant allocation was increased from six hundred fifty
thousand dollars ($650,000) to one point two five million ($1.25M) in
order to contribute towards operational expenses, challenging the NSC
to derive any shortfall through enhanced fundraising and/or revenue
creation schemes. Six hundred thousand dollars ($600,000) of this
operating grant is targeted towards expenses associated with the new
Aquatics Centre.
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Mr. Chairman, the Department of Community and Cultural Affairs
(Head 52) 2013/14 budget is three million, seven hundred twenty-nine
thousand, two hundred and thirty-eight dollars ($3,729,238) as opposed
to three million, eight hundred fifty-two thousand, two hundred and
fifty-three dollars ($3,852,253) for 2012/13. This amount also represents
a three point one nine percent (3.19%) decrease.
The Department of Human Affairs (Head 56) three point two percent
(3.2%) decrease is represented in their 2013/14 allocation as two
million, two hundred and sixty-nine thousand, two hundred and ten
dollars ($2,269,210) as opposed to two million, three hundred and fortyfour
thousand and sixty-eight dollars ($2,344,068) in 2012/13.
Mr. Chairman, the Department of Financial Assistance (Head 55),
2013/14 budget allocation is thirty-nine million, four hundred seventysix
thousand, three hundred and forty-two dollars ($39,476,342) a
decrease of zero point nine percent (0.9%) over their 2012/13 amount.
Mr. Chairman, the actual annual expenditures for that Department
between 2001 and 2012 show a general increasing trend in expenditures
together with an increase in the numbers of financial assistance clients.
The Department will continue making changes to the eligibility
requirements to ensure that those most in need get help, to make it more
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difficult to defraud the system, and to help and provide a way out for
those in need.
Mr. Chairman, it is interesting to note that the number of financial
assistance clients now stands at about two thousand, one hundred and
sevety-four (2,174), the highest ever recorded since the programme
began. These numbers do not include the two hundred and eithgy-three
(283) clients in the Child Day Care Allowance programme. Historically,
the combined number of applicants who are seniors and persons with
disabilities have accounted for at least two-thirds (2/3) of all financial
assistance applicants. Able-bodied unemployed persons and persons
with low earnings now account for approximately fifty percent (50%) of
all applicants.
Mr. Chairman, the budget allocation for Ministry Headquarters (Head
71) represents the largest decrease in budget allocation for the Ministry
as its 2013/14 budget estimate is four point one percent (4.1%) less than
its 2012/13 budget allocation.
Lastly, Mr. Chairman, the budget estimate for 2013/14 for the
Department of Child and Family Services (Head 23) is eighteen million,
one hundred forty-eight thousand, three hundred and sixty-six dollars
($18,148,366). This Department is charged with the responsibility of
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preserving and protecting the best interest and social well being of
children, adolescents, adults and family and has achieved a budget
reduction of two point eight percent (2.8%).
Mr. Chairman, we at the Ministry of Community and Cultural
Development are doing our part within the framework of the sober
reality of the current state of affairs of our Islands finances.
Mr. Chairman, I will now present the Budget for each Head being
debated within the Ministry of Community and Cultural Development
individually. The Department budgets will be presented in the following
order-
Head 71, Ministry Headquarters;
Head 20, Department of Youth, Sport & Recreation;
Head 23, Department of Child and Family Services;
Head 55, Department of Financial Assistance;
Head 52, Department of Community and Cultural Affairs; and
Head 56, Department of Human Affairs.
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HEAD 71: Ministry of Community and Cultural Development
Headquarters
Mr. Chairman, Ministry Headquarters is responsible for the budget of
two (2) areas, Administration, consisting of mainly salaries and
administration costs and the Mirrors Programme.
Mr. Chairman, the Ministry Headquarters’ budget (pages B-231 to B-
234) will be reduced from two point four six million ($2.46) to two point
three six million ($2.36) during the upcoming fiscal year, a reduction of
four point one percent 4.1% (page B-231). This reduction is further
broken down between cost center 81000 – Headquarters with sixty-three
thousand, four hundred thirty-five thousand dollars ($63,435) or a five
point five percent (5.5%) decrease and 81020 – the Mirrors Programme
with thirty-eight thousand, three hundred and three dollars ($38,303) or
two point nine percent (2.9%). As regards Headquarters, the decrease is
the result of a reduction in consultants’ fees as well as discretionary
grants and contributions, while the reduction in the Mirrors Programme
is the result of conscientious savings in the Residential Intensive
Programme.
Mr. Chairman, the budget for staff salaries shows an increase of sixtyone
thousand dollars ($61,000) or four percent (4%) from one point four
two million dollars ($1.42M) in fiscal year 2012-13 to one point four
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nine million dollars ($1.49M) in fiscal year 2013/14 (page B-233). This
is due to the addition of one (1) summer student for Mirrors along with
normal increments in salaried staff for the entire Department. You
should note that this increase, is outstripped by decreases in virtually all
categories of expenditure hence the overall reduction of one hundred one
thousand, seven hundred and thirty-eight dollars ($101,738) for the
Ministry’s Headquarters.
Cost Centre 81020: The Mirrors Programme
Mr. Chairman, the Mirrors programme was established in 2007, as a
response to the antisocial behavior by at risk youth known to the helping
professions in the community. The programme aims to increase human
capital at the societal level by providing alternative programming
through transformation training and coaching for youth and adults with
the goal of producing positive life outcomes for youth in education,
employment and the criminal justice area.
Mr. Chairman, the current allocation for the Mirrors programme cost
centre 81020 is located on page B-232 and is one million, two hundred
sixty-three thousand dollars ($1,263,000) for fiscal year 2013/2014,
which represents a decrease of thirty-eight thousand, three hundred and
three dollars ($38,303) or two point nine percent (2.9%) less than the
2012/2013 fiscal year. The current allocation will allow Mirrors to hold
one (1) intensive residential cycle for the fifteen (15) to eighteen (18)
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year old participants, which is considered a community programme, and
two (2) middle school programmes under the Coaching for Success
programme. The current allocation requires community support to
execute the residential intensive programme in 2013/2014.
Mr. Chairman, Mirrors has slightly increased the salaries budget for
2013/2014 and intends to better manage the workload through
secondments, the use of summer students and overtime payment for
critical periods of programming. Additionally, Mirrors will utilize a
part-time (6 month) volunteer manager. The team has reorganized their
duties to support volunteer enrollment for the remaining six (6) months.
Mr. Chairman, Mirrors has been creative in using community resources
and ‘in kind’ services from vendors to support their programming, which
has resulted in a decrease in training and programmes for the upcoming
year. This reduction will require community support to deliver an
effective community programme for 2013/2014. Additionally, funds
have been allocated to untilize rental facilities for training (see page B-
233).
Mr. Chairman, the Mirrors performance measures as outlined on page
B-234 show that they have held one (1) personal transformation
Intensive Intervention Residential; two (2) middle school programmes
with associated teacher training; two (2) primary school programmes
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with associated teacher training and a two (2) three (3) day ‘Coaching
for Success’ training programmes.
Mr. Chairman, I would like to highlight some of the major
achievements of the programme over the past year.
Mr. Chairman, the results from the 2011/2012 ‘Coaching for Success’
programme, at Sandys and Whitney middle schools were impressive, as
a hundred percent (100%) of eighty-four (84) students who enrolled in
the programme passed at the fourth (4 th ) marking period in June 2012.
Mirrors enrolls approximately fifty (50%) of the year level and having a
hundred percent (100%) of the students pass the benchmark within the
education system is rewarding as academic failure is a predictor of the
major problem behaviors in our community. The middle school
programme has a prevention focus aimed at strengthening academic
outcomes in the long term.
Mr. Chairman, the student impacts have resulted in a request to service
two (2) additional middle schools in this current budget year, Dellwood
and Clearwater middle school and one (1) primary school, Victor Scott
school. The Mirrors team utilized support from the community to
implement a modified programme at Dellwood and launched a
mentoring programme for Clearwater and Victor Scott in February 2013.
These programmes allow interventions with students and an opportunity
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to engage parents to make connections with each other, other schools
and community resources. On average, approximately seventy-seven
percent (77%) of participant parents attend Mirrors meetings after
enrollment including the monthly or bi-monthly meetings over the
course of the programme.
Mr. Chairman, the community has responded to the Mirrors
programme through volunteering to support these students for at least
one year. As such, sixty-four (64) of the adults trained are supporting
the middle school programmes, and another training session was held on
February 23, 2013, to service Clearwater middle school and Victor Scott
primary school. The remaining volunteers support the monthly follow
through sessions and the Community Programme for fifteen (15) to
eighteen (18) year olds.
Mr. Chairman, Mirrors cannot perform their work without the support
of volunteers. They are appreciative of the time and energy that the
volunteers contribute towards making a difference in the lives of our
youth.
Mr. Chairman, two (2) staff members are eighty-five percent (85%)
trained to deliver the ‘Coaching for Success’ component of the
programme with expected certification in November 2013, in order to
deliver the full ‘Coaching for Success’ middle school curriculum. The
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trained staff represent the growth in service delivery locally at the
middle school and primary school levels. The overseas consultants are
therefore transitioning into an advisory role for this component of
programming.
Mr. Chairman, Mirrors continues to collaborate with the Scholar,
Athletic/Arts Leadership Academy at Sandys 360 to coordinate
resources for strengthened academic outcomes for males and also to
explore joint data sharing opportunities comparing the long term results
of males that participated in one (1) or both programmes against those
that did not receive those services. This type of data creates the
opportunity to replicate the programme in other school clusters with a
focus to improve the desired outcomes for males.
Mr. Chairman, Mirrors is seeking additional community support to
analyze the extensive data of the one hundred and ninety-five (195)
students that have completed the programme to determine the direction
of the organization and future programming.
Mr. Chairman, Mirrors provided training to two hundred and sixty four
(264) adults in 2012. This increase in adults served in the budget year
2012/2013 is reflective of the reinstatement of the Community
Programme and expanded services to additional schools. Of the two
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hundred and sixty-four (264) adults, one hundred and sixty (160) adults
are volunteers, thirty-five (35) parents and sixty-nine (69) teachers.
Mr. Chairman, in the last two (2) years Mirrors has had a partnership
with the New Beginnings Trust opened by a Mirrors volunteer, Ms.
Kerry Judd, to offer educational and vocational scholarships to youth.
This partnership continues to develop allowing for private donations and
collaboration at the community level.
Mr. Chairman, Mirrors received in kind services from over forty (40)
organizations last year and funding from another three (3) organizations
totaling over one hundred thousand dollars ($100,000). The Bermuda
Police Service in particular, has donated training space throughout the
year and allows Mirrors to store supplies with them since the closure of
the Willowbank Resort. Other organizations have provided donations.
The Mirrors Alumni, New Beginnings Trust, the Emperial Group and
Mirrors continue to work together to ensure our young people have
access to educational grants, community resources and programming.
Those organizations will continue to collaborate on fundraising activities
and volunteerism for the betterment of our entire community.
Mr. Chairman, seventy-nine (79) of the two hundred and sixty-four
(264) adults trained by Mirrors are teachers and youth professionals.
Sixty-nine (69) individuals completed training in February 2013, and ten
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(10) completed training to support the middle schools programmes.
Additionally, Mirrors provided an introductory training session to
seventeen (17) Bermuda Cricket Board National Academy players and
Mirrors were asked to expand training for coaches and parents in
2013/2014 budget year. The focus of the training was ‘Creating a
Winning Attitude in Sports’. The players were provided with feedback
that they are able to incorporate in their lives beyond sport.
Mr. Chairman, Mirrors has collaborated with the Bermuda Police
Service to deliver gang prevention awareness presentations to over three
hundred (300) teachers. They have successfully completed diversion
services with two (2) clients; been involved with Spanish
Town/Emperial Group community events, and participated in
interventions for youth in collaboration with Pastor Leroy Bean. They
were also involved with other helping agencies strategic planning and
community collaborations and continue to work with other organizations
at the community level to safeguard Bermuda’s youth and to strengthen
our community.
Mr. Chairman, between the launch of Mirrors in April 2007, and the
most recent financial year 2012/2013 the Mirrors programme has
worked with five hundred and fifty-three (553) young adults. Sixteen
(16) young adults completed the residential training in November 2012,
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and it is important to note that participants are reporting an increased
affiliation with gangs.
Mr. Chairman, the demographics of the students in the Mirrors
programme are diverse and these individuals have expressed a desire to
work on the following life goals: completing high school, improve
family relationships, handling their anger and to improve their work
skills.
Mr. Chairman, in terms of risk factors, Mirrors continues to see school
suspensions, an increase in gang affiliations, depression, criminal
activities, alcohol and drug use, and anger issues or violent outbursts as
the primary risk factors experienced by participants. Mirrors works with
young adults with varying levels of risk factors and their focus is on self
reflection to change the mindset, develop insights and motivation to shift
risky and anti-social behaviors.
We are pleased to report that twenty-two percent (22%) of the Mirrors
high school graduates are attending higher education.
Mr. Chairman, as regards the criminal offending status of past
participants as of November 2012, ninety-seven percent (97%) had not
offended six (6) months post programming covering seven (7) groups,
ninety-six percent (96%) for seven (7) groups at the one (1) year post
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programming mark and ninety-one percent (91%) for five (5) groups at
the two (2) years post programming mark.
Mr. Chairman, the employment status of young adults is a major area
of concern as they are the least likely to be hired in the current economic
environment. Forty-four percent (44%) of participants were employed
as of November 2012. Mirrors will continue to refer young adults to
entry level positions, career fairs and workshops held throughout the
community.
Mr. Chairman, the former volunteers continue to access resources in
the community to support all current and past participants. Our young
adults utilize the Mirrors office for ‘drop in’ services for issues such as
job leads, resume updating, emergency services, housing, individual
coaching, completing applications and to report their ongoing successes.
Family members experiencing challenges with their children also visit
the office for support, and coaching is offered with an occasional home
visit to engage the young adult or to address the specific challenge or
explore the possibility of participating in future programmes or even to
make referrals to other community programmes.
Mr. Chairman, Mirrors has developed an environment which is
responsive, engaging and supports youth and families. Approximately
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one hundred and sixty-six (166) hours of drop in services are provided
monthly.
Mr. Chairman, in January 2013, Mirrors utilized the services of coach
Alfred Powell, a motivational speaker and Adjunct Associate Clinical
Professor at the School of Social Welfare, State University of New
York, to work with the prison population and engaged an audience of
thirty-eight (38) offenders and eight (8) prison officers.
Mr. Chairman, the programme continues to be a paper driven process
at all levels of programming and efforts to automate the process have
been unsuccessful due to lack of resources. Mirrors programme will
continue to seek private support for this area during the 2013/2014
budget year.
Mr. Chairman, I would like to take this opportunity to thank everyone
on the Mirrors team including the volunteers who have worked so hard
to safeguard Bermuda’s youth. Like many in our Ministry, they are at
the forefront of youth issues and advocates of change in our community.
Mr. Chairman, this ends my presentation on Head 71, Ministry
Headquarters, including the successful Mirrors Programme.
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HEAD 20: The Department of Youth, Sport and Recreation
Mr. Chairman, I will now focus on the 2013/14 estimates of
expenditure and revenues for Head 20, the Department of Youth, Sport
and Recreation, which are found on pages B-235 to B-241 of the
Estimates Book.
Mr. Chairman, the estimates of revenue of seven hundred and eleven
thousand dollars ($711,000) and expenditure of eleven million, six
hundred sixty-one thousand, eight hundred and fifty-two dollars
($11,661,852) for the Department of Youth, Sport & Recreation
provided in this 2013-2014 budget is for nine (9) programmes.
The total estimated revenue for the upcoming year is seven hundred and
eleven thousand dollars ($711,000) a decrease of twenty-two percent
(22%) from last year, while the estimated level of expenditure is eleven
million, six hundred sixty-one thousand, eight hundred and fifty-two
dollars ($11,661,852), which is three hundred ninety-one thousand, nine
hundred and ninety-one dollars ($390,991) less than last year’s budget
allocation of twelve million, fifty-two thousand, eight hundred and
forty-eight dollars ($12,052,848), which is a decrease of three percent
(3%). The Department also has a capital acquisitions budget of forty-six
thousand, five hundred dollars ($46,500) and a capital development
budget of nine hundred thirty-three thousand, six hundred dollars
($933,600).
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The Department of Youth, Sport and Recreation is responsible for nine
(9) programmes including Administration; Sport Development; Sports
Incentives and Awards; Sport Facilities Management; Youth
Development; Community Centres; Camping; School Age Activities;
and the After School Programme.
Mr. Chairman, a large proportion of the budgeted five million, five
hundred ninety-one thousand, nine hundred and forty-five dollars
($5,591,945) is budgeted for wages and salaries for one hundred and
sixteen (116) public servants, industrial and part-time workers. A total
of two million, five hundred thirty-two thousand, six hundred and sixtynine
dollars ($2,532,669) has been allocated to sports grants. This
represents a decrease of two hundred thirty-two thousand, three hundred
and thirty-one dollars ($232,331) from the previous year. The remainder
of the budget provides funding for existing programmes such as Sports
Development, Sports Incentives and Awards Programme, Sports Facility
Management Programme, Youth Development, Community Centres,
Camping, School- Age Activities and After- School Programmes.
Mr. Chairman, administratively the Department is responsible for nine
(9) programmes which are as follows:
2001. Administration
2002. Sport Development
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2003. Sports Incentives and Awards
2004. Sport Facilities Management
2005. Youth Development
2006. Community Centres
2007. Afterschool Programme
2008. Camping
2009. School Age Activities
Mr. Chairman, I will now discuss the detailed business of the
Department of Youth Sport and Recreation, by cost centres and under
the appropriate programmes.
Programme 2001 – Administration (page B-236)
Mr. Chairman, the objective of this Programme is to advance amateur
sport, recreation and youth development for all – from leisure activity to
athletic excellence, and to strengthen the significant contribution that
these initiatives make towards the enhancement of the quality of life for
the total community.
Mr. Chairman, the budget for the general Administration section is one
million, four hundred thirty-eight thousand, seven hundred and sixty-two
dollars ($1,438,762). These funds provide for the administration and
operations of the Department of Youth, Sport & Recreation’s
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headquarters located in the F.B. Perry Building on Church Street,
Hamilton.
This estimate sustains the Department’s administrative staff salaries and
wages, staff training, office rent, programme advertising,
communications, materials and supplies. The Administration section
provides administrative support for the other eight (8) programmes
within the Department.
Mr. Chairman, this section is responsible for the monitoring of the
departmental spending to ensure that the proper policies and procedures
are adhered to so that tax-payers money is used as effectively and as
efficiently as possible.
Programme 2002 – Sport Development (page B-236)
Mr. Chairman, the objectives of this programme is to work with
community sports clubs to establish a national system of effective sports
development and management; to work with community sports clubs to
encourage family and community use of sports facilities; to support the
creation of a system for local coaches to provide specialized instruction
and to support, through grants, community organizations concerned with
sport.
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Mr. Chairman, this programme estimate provides of two million, six
hundred forty-two thousand, one hundred and sixty-nine (2,642,169) for a
number of Government sports initiatives, including the annual grants for the
National Sports Governing Bodies, the 2013 NatWest Island Games and the
Bermuda Sports Anti Doping Authority in the amount of two million, one
hundred thirty-two thousand, six hundred and sixty-nine dollars ($2,132,669).
In addition, there are funds for the Bermuda Football Association (BFA) of
four hundred thousand dollars ($400,000), and a Government grant of
twenty-five thousand dollars ($25,000) for the National Sailing and
Swimming programmes. The sum of fifty-nine thousand, five hundred
dollars ($59,500) has been allocated to cover costs related to local training,
recreational services and supplies, sports promotion travel cost and Bermuda
Day.
Programme 2003 – Sports Incentives and Awards (page B-236)
Mr. Chairman, the objective of this programme is consistent with the
Departments mission and were the focus is on support and the
recognition of significant annual sports achievements and contributions;
programs that permanently chronicle, acknowledge and memorialize the
outstanding performances and contributions of Bermudians in Sport, as
well as programs and activities that support high performances athletes,
and junior development initiatives.
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Mr. Chairman, this programme provides encouragement and incentives
to our athletes, both senior and junior, to strive for excellence in their
personal development. An estimate of one hundred thousand dollars
($100,000) is provided to the Bermuda Olympic Association (BOA) for
the benefit of those athletes meeting the required standards to receive
assistance from this fund. This programme is managed by the BOA who
prescribes the requirement for athletes to receive funding having met a
local A, B or C standard in their development. Junior athletes are
provided assistance through the Junior Athlete Sponsorship Fund and
fifty thousand dollars ($50,000) is provided to one (1) athlete per sport
who is presented to the Department as the most promising junior athlete
in their sport who should be exposed to overseas training, coaching or
competition to enhance his/her further development.
Programme 2004 – Sport Facilities Management (page B-236)
Mr. Chairman, the objective of this programme is to focus the
Department’s support on the acquisition, development, maintenance,
administration and operation of public sport and recreation facilities, and
to assist with the upgrading of sport and recreation facilities.
The budget allocation for 2013/14 is:
Sports Facilities $1,344,374
WMC Preece Softball Stadium $ 141,366
WER Tennis Stadium $ 321,657
Motor Sport Park $ 69,000
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Sports Community Fields $ 82,188
Total allocation: $1,958,588
Mr. Chairman, this estimate provides funding for the National Sports
Centre’s operational grant of six hundred and fifty thousand dollars
($650,000). The additional six hundred thousand dollars ($600,000) is
allocated for the operation and maintenance of the Aquatics Centre,
which will be functional later this year. This funding will also provide
for the maintenance of the Department’s recreational fields. These costs
include eighty-two thousand, one hundred and eighty-eight dollars
($82,188) for cleaning supplies, trash receptacles, trash bags, field
marking paint, agricultural supplies and specialized equipment needed
for the upkeep of these facilities.
Mr. Chairman, note should be made of the increase of twenty-five
thousand dollars ($25,000) to allow the Department of Youth, Sport and
Recreation to address maintenance needs to government’s community
fields. The WMC Preece Softball Stadium estimate of one hundred
forty-one thousand, three hundred and sixty-six dollars ($141,366)
provides for one (1) full time and one (1) part-time employee to
maintain the grounds and includes materials, supplies and electricity.
The WER Joell Tennis Stadium employs three (3) full time and four (4)
part-time employees. Maintenance materials, supplies, electricity
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including flood lights are also included in this estimate of three hundred,
twenty-one thousand, six hundred and fifty-seven dollars ($321,657).
Mr. Chairman, the following information is a summarized report on the
events that took place within the Sports Development Section during the
2012 – 2013 calendar year. The year started off on a very positive note
despite the economic challenges. This section of the Department
received a total budget allocation in 2012/13 of four million, one
hundred fifty-nine thousand, three hundred and seventy-four dollars
($4,159,374).
However, Mr. Chairman, when looking at these figures closely, it is
important to note that two million, eight hundred and fifteen thousand,
dollars ($2,815.000) has been assigned to the Department grants process.
These funds were allotted to (20) twenty National Sports Governing
Bodies. Cricket and football combined received a total of six hundred
thousand dollars ($600,000). The 2012 CARIFTA Games and the
NatWest Island Games combined received eight hundred and ninety-one
thousand dollars ($891,000). The Bermuda Sports Anti Doping
Authority received six hundred and fifty thousand dollars ($650,000).
When reviewing these five (5) grant allocations; it represents sixty-seven
percent (67%) of the grant allotment. The sum of six hundred and
seventy-four thousand dollars ($674,000) was allotted to the other
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eighteen (18) National Sports Governing Bodies (NSGB). This
represents twenty-four percent (24%) of the grant allotment.
Mr. Chairman, despite these challenges, the Department was able to
assist those NSGB’s that actually applied for funding. Under the strict
control of the Sports Development section, the Department continues to
ensure that the funds allotted to the NSGB’s were used for the
development of Bermuda’s junior athletes.
In addition to the grant process they were able to provide funding to the
Bermuda Sports Anti Doping Authority for Drug Free Sports. This
agency under the control of the World Anti Doping Agency (WADA) is
probably one of the most important financial items within the Sports
Development section. WADA’s function as outlined in their mission
statement is to provide for the coordinating, development and
implementation of programs and policies associated with achieving a
sporting environment, free of illicit substance abuse, including
counselling, research, education, appeals and arbitration.
Mr. Chairman, without the functional presence of this organization in
Bermuda, it would simply mean that as a country would not be able to
participate in any international sporting events abroad or be able to host
any international sporting events locally.
28

Mr. Chairman, this year marked the thirty-first (31 st ) Anniversary of
the Government’s Sports Awards. This year, the Sports Awards
Committee selected a male and female senior and junior athlete of the
year; seven (7) athletes received achievement awards and one (1) special
recognition award. In addition to these awards, the Department
presented fourteen (14) junior athletes with sponsorship awards to assist
in their sports development.
In conjunction with the Bermuda National Athletics Association
(BNAA) formerly the Bermuda Track and Field Association (BTFA),
the Department of Youth, Sport and Recreation played a major role in
supporting the forty-first (41 st ) Lime CARIFTA Games. This event
brought the country together during these hard economic times. The
island was thrilled as young Justin Donawa captured a gold medal in the
Under seventeen (17) boy’s triple jump, the first (1 st ) in ten (10) years
Mr. Chairman, during the 2013-2014 budget year, the Department
intends to continue focusing on the development of our athletes by
supporting their National Sports Governing Bodies. The role the
National Sports Governing Bodies play is paramount in the development
of our senior and junior athletes. The Department also plans to host a
conference and workshop that will amplify the importance of good
governance in the sporting arena, particularly with community clubs.
The Department will continue to work with other government agencies
to maintain the Department’s sporting and recreational facilities, as it is
29

important to address the conditions of Bermuda’s facilities. If we
develop our facilities, we will raise the standards of our athletes and this
is critical if we wish to see our athletes reach the highest levels.
Mr. Chairman, the Department will continue to host sporting events,
for example this year the WER Joell Tennis Stadium in conjunction with
the Bermuda Lawn Tennis Association will host the ITF Junior Tennis
Championship in June. This event will see the best junior tennis players
in the region compete for honours. The NatWest Island Games will also
be hosted in Bermuda and again we will witness the true spirit of
sportsmanship and competition.
Mr. Chairman, the Department will also attempt to finalize their
presentation of the Sports and Recreation Policy. It is their plan to meet
with the major stakeholders and obtain feedback that will lead to a
policy that fosters a new generation for sports in Bermuda.
Mr. Chairman, the Youth Development Programme (2005) on page
B-236 consists of:
Youth Development Administration;
Youth Services Development; and
Youth Grants.
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The Youth Development section is headed by the Senior Youth
Development Officer who manages eighteen (18) full time staff and
approximately ninety-one (91) part-time staff.
Mr. Chairman, this section overseas the development and delivery of
youth services to both government and private sectors. The section is
guided by a strength based approach to youth development and utilizes
the forty (40) Developmental Assets and Character Counts models to
support its programmes. Workshops, conferences and other promotions
are used to spread the positive message of youth development in the
community, during 2012/13 a total of 9 (nine) workshops were
conducted by the in-house Youth, Sport and Recreation trainers. The
youth programme delivers in-house services through the afterschool
programme and the Community Centres and provides external support to
the youth service sector through the Youth Grants and Youth Services
cost centres.
Mr. Chairman, the budget allocation for 2013/14 for this programme is
Youth Development Administration $355,646
Youth Grants $178,907
Youth Services $ 81,153
Mr. Chairman, the Youth Development section includes salaries to
support the Youth Development units full time staff, afterschool
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programme support staff, and special events such as the annual Summer
Fest and Winter Fest programmes as well as a budget to prepare staff for
the challenge of developing young people. This cost centre ensures that
the staff and the stakeholders we serve are provided with sound and
effective administrative support.
Mr. Chairman, with regards to Youth Grants the Department of Youth,
Sport and Recreation continues to support youth and families in the
community through vital funding for Youth Services agencies. An
application process, terms and condition and Memorandum of
Understanding (MOU) documents are combined with mid-term reports
and checks to ensure the grants are being used in the most effective and
efficient manner. Mentor Agencies, Uniform Service Agencies, Faith
Based Initiatives and Community Youth Support Groups are examples
of agencies being supported by the Department of Youth, Sport and
Recreation. A reduction of fifty thousand dollars ($50,000) in funding
for 2013/14 has occurred due to the challenging economic conditions
being faced on the island. This leaves the Youth Grant budget at one
hundred seventy-eight thousand, nine hundred and seven dollars
($178,907). However, the Youth Development unit is also able to offer
in-kind services of character training, strategic planning assistance and
collaborative facilitation with a hope to offset this loss in funding.
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Mr. Chairman, Youth Services promotes the development and
advancement of youth services agencies both within government and the
private sector. These funds support workshops, conferences and the
promotion of positive youth issues. Youth policy development is
overseen by the senior officer within this unit. The reduction of funds in
this cost centre is related to the removal of redundant posts as per the
directions from the Ministry of Finance for 2013/14 budget process.
Mr. Chairman, as regards Programme 2006 - Community Centres
(page B-236): the objective of this programme is to work to contribute
to the physical, emotional and social growth and development of the
community by offering a varied range of recreational experiences.
Mr. Chairman, the Community Centres offer structured out of school
programmes for the community. Each Centre offers an after school
programme for primary school aged children: Summer, Mid-Term and
Winter Camps. All of the aforementioned programmes are based on the
“Character Counts” themes and the forty (40) developmental assets for
children. The Summer and Winter Camps are also extended services to
middle school aged children. In addition all three Centre facilities
provide space for rent for functions, community meetings and all have
an active drop in service where community members can congregate for
recreational activities.
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Mr. Chairman, the budget allocations for the Centres are as follows:
The Centre Hamilton $513,502
St. Georges Community Centre $553,103
Sandys Community Centre $557,313
Mr. Chairman, the Centres have funds to support full time and part
time employees to deliver recreational programmes. They have funds
allocated for recreational supplies, recreational services to support the
delivery of afterschool; mid-term and summer camps; music, senior’s
and evening programmes offered to the community.
Mr. Chairman, all three (3) Centres have funds allocated to the
promotion of music appreciation and theory. Each Centre is tasked with
offering music services that assist the surrounding community. Current
music offerings vary from; piano or keyboard, vocal, digital recording
studio, DJ, small band, guitar, etc. Additional funds are also allocated
for the operating costs of the facilities, electricity, internet, cleaning
supplies and maintenance.
Mr. Chairman, the Centre in Hamilton is building on the success of a
partnership with the Family Centre, the Bermuda Police Service and the
Economic Empowerment Zone to support the Safe Zone initiative. This
initiative has already produced the Youth Police Initiative (YPI) the
Youth Leadership Academy (YLA) and a triage system, where families
34

in crisis are directed to support services. All these occur at the Hamilton
Centre which serves as a hub for the Safe Zone project.
The Western Community Centre will be partnering with the Somerset
Economic Empowerment Zone to infuse new services and programmes
into the Springfield facility.
Mr. Chairman, there are funds in the Sandys budget, which supports
the development of the Boaz Island Recreational facility and includes
funds for staffing and operational costs of this facility.
Mr. Chairman, Program 2007 – The Afterschool Programme
located on page B-237.
is
Mr. Chairman, this programme is designed to provide structured
programmes for the clients, which include sport and recreational
activities. They encourage an appreciation for new experiences and
lifetime skills in a protective, healthy and safe environment. The
Department of Youth, Sport and Recreation’s Afterschool Programme
continues to serve as the largest and most affordable programme in
Bermuda for primary school aged children. There are eleven (11)
Afterschool Programmes operating in eleven (11) public primary
schools with approximately five hundred and fifty (550) participants
registered. The Afterschool Programme follows a universal structure
35

throughout the eleven (11) public schools and is based on the principals
of ‘Character Counts’ and the forty (40) Developmental Assets.
Mr. Chairman, the Afterschool Programme has a solid structure in
place that is standardized across all eleven (11) of our programmes.
This structure includes the vital elements of healthy living through
organized play and recreation, universal programmes of jump rope,
walking and badminton clubs as well as a firm use of the ‘Sports for All’
concept programmes. The Afterschool Programme will also continue its
use of the healthy food snack policy for all children; this policy fully
supports the efforts of the Education Ministry to ensure that the right
“fuel” is being put into children’s bodies. To support the Government’s
goals of fighting early childhood obesity and diabetes, every child
participating in the Afterschool Programme will receive a minimum of
three (3) hours of physical fitness a week.
Mr. Chairman, the fitness programme is based around fun motor skill
development, which is the recommended activity for children at this age.
The Afterschool Programme is focused on exposing children to a wide
range of sporting pursuits, limiting competition and developing fine
motor skills. Despite the economic challenges, the Afterschool
Programme continues to offer the most affordable out of School Care
Programme on the island. In conjunction with the Department’s
Summer Day Camp Programme and Community Centres, we are
36

developing happy, healthy children who will become caring adults in the
community.
Mr. Chairman, the budget allocation for the Afterschool Programme is
one million, two hundred eighteen thousand, two hundred and seventysix
dollars ($1,218,276). These estimates provide for staffing,
communications materials and supplies for eleven (11) Afterschool
Programmes at Government primary schools.
This budget supports a maximum of five hundred (500) primary school
aged children across eleven (11) schools and employs approximately
seventy (70) part time workers, the reminder goes to materials and
supplies to support each program.
The programme operates in tandem with the normal school year between
the hours of 3:30 pm to 6:00 pm Monday to Friday. A staff ratio of one
to ten (1-10) worker to students is maintained to ensure that individual
attention and safety are always paramount.
Mr. Chairman, this cost centre also ensures that children with special
needs are given the opportunity to participate and provided with one-onone
workers. The one-on-one workers are provided to children
identified by the Education Department and have specialized training in
areas of behavioral issues, ADHD, ADD and other challenges.
37

Mr. Chairman, students in the programme occupy their time by being
engaged in organized health and fitness initiatives such as the Walking
Club, Jump Rope Club as well as an exciting partnership initiative with
the National Sport Governing Bodies to introduce a variety of local
sports to the children and identify particular children with the potential
talent to be developed.
A club system further provides the children with opportunities for
character development, volunteerism and community development.
Children who attend the afterschool programme are able to participate in
such clubs as: gardening, recycling, reading, musical theatre, etc.
All Afterschool Programme sites receive training in ‘age appropriate’
programming, group management and other strength based youth
training. These sites strictly adhere to a policy and procedure manual for
their day to day operations.
Mr. Chairman, Programme 2008 – Camping this Programme
provides support for local and international camping and supports the
acquisition, development maintenance, administration and operation of
public sport and recreation facilities.
The budget allocation for this programme is as follows:
Administration $ 107,135
Darrell’s Island $ 367,611
Messina House $ 207,410
Ports Island $ 141,739
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Total $1,193,235
Mr. Chairman, the budget estimate for the Camping Programme
provides for the staffing, operation and administration of five (5)
camping facilities, including maintenance, repairs, supplies, energy, fuel,
wages and the marine vessels’ operations. The Camping Programme
employs twelve (12) staff who maintain facilities and the marine vessels.
The Camping facilities include:
Darrell’s Island which is our largest facility that accommodates
fourteen (14) rustic campsites, which can accommodate thirty (30)
campers at each site. Also, it houses a building which
accommodates thirty (30) campers.
Messina House is our only land-based campsite. This site is
located in Boaz Island, Sandys and can accommodate a maximum
of thirty (30) campers.
Paget Island is located in St. George’s harbour and is our largest
building or single campsite, accommodating a maximum of ninetyfive
(95) campers.
Ports Island is our oldest camping facility. It houses a building
which accommodates a maximum of forty-five (45) campers.
Basic rustic camping is also very popular on this island.
Mr. Chairman, as regards Programme 2009 – School Age Activities
(page B-236), this is a Programme designed to promote and support
39

leisure activities through recreation and to support local day camping
during school breaks.
Mr. Chairman, the budget allocation for this Programme is as follows:
Summer Day Camps $720,425
Teen Camps $100,776
Total: $812,191
Mr. Chairman, the budget estimate for the School Age Activities
Programme is eight hundred twelve thousand, one hundred and ninetyone
dollars ($812,191), which provides for various programmes that run
during the school break. This is a six (6) week camp during the summer
for preschool, primary and teen age students. The programmes include a
variety of recreational activities, such as sports, music, arts and crafts,
dance, and educational tours for young people of school age. There are
a number of special events such as the Mini Cup Match, a Family Fun
Day, and Camp-A-Rama that are especially popular in these
programmes.
This programme supports up to eight hundred (800) school aged
children and is housed at various preschools, primary and middle
schools throughout the island. Additionally, there is a Special Needs
Programme that provides one-on-one care for special needs children.
The Special Needs Camp is incorporated in the School Age Camps and
allows for total inclusion of all students. Approximately one hundred
40

and seventy (170) part time employees conduct this programme and are
supervised by qualified teachers. It should be noted that eighty percent
(80%) of the part time staff are university, college and high school
students, many who are with the programme year after year.
Mr. Chairman, the School Age Activities Programme also includes
within its budget funds to operate three (3) preschool age camps.
Children in these programmes are in their final year of preschool.
The camp is very successful and is created especially for the transition
of these young people from preschool to their first year in primary
school. This estimate provides for the staff, materials, supplies and
equipment required for the programme.
A budget of one hundred thousand, seven hundred and sixty-six dollars
($100,766) is provided for Specialty Camps for middle school age
children. This program supports up to one hundred and fifty (150)
middle school age children. These camps are primarily concerned with
the social and unique development of students at this age. This funding
provides for staff, books, materials, visits to business and community
helping services, supplies and equipment that helps to develop the whole
child.
Mr. Chairman, as regards Programme 2009 – School Age Activities
the following information is a summarized report on the events that took
place within the Recreation Development Section during the 2012 –
41

2013 calendar year. The Department of Youth, Sport and Recreation
hosted its forty-first (41 st ) Summer Day Camp Programme. The
Summer Day Camp Programme is a day of learning activities offered to
children between the ages of four (4) to fifteen (15) years. The camps
were operated for six (6) weeks during the school’s summer break.
There were three (3) preschools; five (5) elementary school aged camps;
one (1) special needs camp and; three (3) teen camps.
Mr. Chairman, the objectives of the Summer Day Camp Programme
are to provide child care services at an affordable price; to provide a
positive, safe and supervised environment for children; to offer a range
of activities and real-life experience that will enhance their daily lives; to
provide a quality program that will develop an understanding and
appreciation for Summer Day Camp and to also provide employment for
secondary school and university students seeking careers in child care
related professions.
Mr. Chairman, the theme for the 2012 Summer Day camp Programme
was “Character Counts ... every where all the time!”. The Character
Counts Programme gave counsellors and campers a supporting structure
for virtuous living. The campers were engaged in a variety of activities
and learning experiences that adopted the six (6) pillars of Character:
trustworthiness; respect; responsibility, fairness, caring, and citizenship.
The Summer Day Camps were held in various Government schools
42

throughout the island and the location of each camp and their official
names were:
Warwick Preschool
Smart Start
Devonshire Preschool
Head Start
Francis Patton Primary (Preschool)
Fresh Start
Gilbert Institute Primary
Chameleon
Victor School Primary
Bermudez
West Pembroke Primary
Pontoon
Prospect Primary
Hibiscus
Francis Patton Primary
Kiskadee
Dellwood Middle School
Boys II Men
Dellwood Middle School
Girls II Ladies
T.N. Tatem Middle School
Camp Champions
West Pembroke Primary (Special Needs) Camp Paw Paw
Mr. Chairman, as regards Workshops & Training in 2012, the
CedarBridge Academy was the venue for staff training. All persons
employed in the Summer Day Camp Programme were required to
participate in workshops that were designed to prepare all staff, with
strategies and plans that could be used to implement effective
programmes at their various camp sites. All staff attended three (3)
nights of training which included a two (2) hour workshop on Respect in
the Work Place presented by Ms. Laurie Shiell and Fire Safety in
Summer Day Camps by the Bermuda Fire Service. There was a
43

workshop presented by Ms. Letia Outerbridge, training and development
officer with Residential Treatment Services on Therapeutic Crisis
Intervention. Ms. Outerbridge provided valuable information and
guidelines on the importance of dealing with children who present a
crisis for either themselves or other children in the camps. The final
workshop was presented by Ms. Tresca Trott, a school counsellor in the
Bermuda education system, on dealing with bulling in the Summer Day
Camp. The Summer Day Camp supervising staff conducted the final
workshop on scenarios pertaining to issues that may arise during the
programme and proper dress attire and the professional behaviour
expected from employees. There were also four (4) training sessions in
CPR and first aid training for staff to receive their certification.
Mr. Chairman, the highlights of the Summer Day Camp Programme
included:
The Family Fun Day held on Darrell’s Island on Sunday, July 8,
2012, where one hundred and seventy four (174) people attended.
A Seniors’ Tea was hosted by the Boys II Men and Girls II Ladies
Teen Camps, it was held at the Whitney Institute middle school’s
auditorium on Friday, July 19, 2012. The theme was “Stepping
Out in Senior Style”.
The twenty-first (21 st ) annual Mini Cup Match was held for the
first time at the West Pembroke primary school field on Thursday,
July 26, 2012. The cricket match was won by St. George’s Cricket
Club.
44

The Pre-School Fun Day was held at the St. John’s pre-school on
Tuesday, July 31, 2012. Our youngest campers were engaged in a
variety of activities at different stations. The activities included
team building activities and fun castles.
A Six-A-Side football tournament was held at the West Pembroke
primary school.
Camp-A-Rama was held for the second (2 nd ) year running at the
Shelly Bay field in conjunction with the Moonlight Movie Series.
This year’s Camp-A-Rama was dedicated to and in honour of Mr.
Trevor Smith, the former art coordinator, who dedicated twenty
years (20) of service to the Summer Day Camp programme. Over
one thousand (1,000) people were in attendance to see the campers
perform; to see the various art displays and to watch the movie
“Big Watch”.
Mr. Chairman, this concludes my presentation of Head 20, and I wish
to thank the Director and his staff for their dedication and commitment
to our youth and to sports in Bermuda.
HEAD 23: Department of Child and Family Services
Mr. Chairman, I now wish to present the 2013/14 estimates of
expenditure for Head 23: the Department of Child and Family
45

Services, which are found on pages B-242 to B-248 of the Estimates
Book.
Mr. Chairman, the Department of Child and Family Services is
responsible for promoting and protecting the best interest of children,
adolescents, adults and families in order to enhance their social
functioning and their quality of life. This Department provides day care
services, care and protection services for children, residential, and homebased
assessment and intervention services for children, adolescents and
families.
Mr. Chairman, the current account estimates for Head 23, the
Department of Child and Family Services, begins on page B-242 of the
estimates book. A total of eighteen million, one hundred forty-eight
thousand dollars ($18,148.000) has been allocated to Head 23 for
2013/2014. This represents a decrease of three percent (3%) of the
revised budget for 2012-2013.
The Department of Child and Family Services continues to focus on
developing an integrated service that allows children, adolescents and
families to receive services that are appropriate and coordinated, thus
meeting the needs of families and assisting them with the diverse
challenges they face. These challenges include but are not limited to
46

lack of parenting, social and life skills, the ability to maintain housing,
secure employment, effectively budget, the abuse of substances,
involvement in anti-social behavior, cognitive deficits, educational
challenges, mental health issues and anger management, which all
contribute to these diverse challenges that are now seemingly
exacerbated by these challenging economic times. The Department of
Child and Family Services is charged with the responsibility of
promoting and protecting the best interest and social well being of
children, adolescents, adults and families.
Mr. Chairman, in order to meet these responsibilities, the Department
operates four (4) programmes:
Programme 2301 – Services to Children and Young Persons
Programme 2302 – Services to Individuals and Families
Programme 2303 – Residential Treatment Services
Programme 2304 – Administration
Mr. Chairman, in the fiscal year 2012 - 2013, the Department of Child
and Family Services expanded its efforts of providing a seamless
continuum of services to children and families by examining and
redeploying resources to meet changing programme and client needs.
These changes continue to be implemented based on a performance
47

quality improvement focus that is consistent with best practice
standards. These standards are defined by accreditation requirements in
the area of human service provision. Service improvements have been
achieved by the Department implementing a strategy that begins with a
comprehensive assessment that ensures clients receive the appropriate
service from the appropriate agency. This process reduces referral
duplication, closes previously identified gaps in service delivery and
increases overall effectiveness and efficiency of programmes.
Utilization of this strategy has resulted in an improved, comprehensive
service delivery system that has increased response time to initial
referrals. It enhances appropriate prioritizing of referrals according to
risks; and ensures that the highest risks are addressed first resulting in
better responses and positive outcomes for clients.
A notable quotation by Peter Senge eloquently describes the Department
of Child and Family Services….
“… an organization where people continually expand their capacity to
create the results they truly desire, where new and expansive patterns of
thinking are nurtured where collective aspiration is set free, and where
people are continually learning to see the whole together.”
Mr. Chairman, as regards Programme 2301 – Services To Children
And Young Persons (on page B-243) the Happy Valley Child Care is
48

covered under this Programme. The estimate for the fiscal year 2013-
2014 is nine hundred seventy-three thousand, three hundred and twelve
dollars ($973,312). The output measures for The Happy Valley Child
Care programme are found on page B-246 of the Estimates Book.
Mr. Chairman, the Happy Valley Child Care Center is the only
Government operated child care centre. Childcare is provided for
children from infancy to four (4) years old and the centre can
accommodate forty (40) children. The majority of the children live in
Pembroke, but the centre also has an intake of children from other
Parishes. Government has mandated that priority be given to children
referred by helping agencies such as Family Services, Teen Services,
Financial Assistance, Department of Health, and the Child Development
Program, under the administration of the Ministry of Education. These
agencies along with families experiencing various challenges account
for sixty percent (60%) of the child care centre’s intake.
Happy Valley Child Care Center uses a means assessment in order to
determine the monthly fees attached to each child; fees range from one
hundred dollars ($100) to two hundred and fifty dollars ($250) per
month. If the child is in the care of the Director of Child and Family
Service, they do not qualify for the Child Day Care Allowance and as
such their costs are absorbed by the Department.
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Mr. Chairman, during the fiscal year 2012-2013, the average number
of children in attendance at the Happy Valley Child Care Centre was
forty (40). The amount of fees collected in 2012, was ninety-six
thousand, three hundred and ten dollars ($96,310). It’s important to note
that the cost per child is higher than the fees currently paid by parents,
this is because the Happy Valley Child Care Centre, a first class facility
is specifically designed for young children. It provides an extensive
curriculum of high academic standards with trained teachers who are
continuously involved in professional growth and development. Happy
Valley Child Care Centre offers enrichment programmes that encourage
parental involvement and growth development to strengthen family
functioning and improve child development.
The Happy Valley Child Care Centre offers comprehensive services
including an assessment and intervention programme, a nutritional
programme that provides breakfast, lunch and afternoon snacks that is
monitored and approved by the Health Department’s Public Health
Nutritionist. This year the Happy Valley Child Care Centre received a
certificate of excellence from the Department of Nutrition Services for
consistent provision of healthy meals. The Happy Valley Child Care
Centre also provides laundry services and mandatory parenting classes
and involvement. Carpentry, dance classes, computer activities, reading
and writing, science, riding and swimming lessons, and swimming
50

classes are also offered to assist in the overall development of the
children at the centre.
Mr. Chairman, in 2012, fifteen (15) children graduated from the
program and were well prepared to attend pre-school. Happy Valley
Child Care Centre consistently utilizes child assessment outcomes for
classroom planning and individual intervention activities. The
implementation of the High Scope Assessment tool reflected outstanding
results and validated Happy Valley Child Care Centre’s commitment to
an inclusive learning model. The results for infants, toddlers and
preschoolers mapped steady improvements in all areas of developmental
growth.
Mr. Chairman, there continues to be a demand for child care placement
at the Happy Valley Child Care Centre, as well as parents requesting
their children remain until they have completed the preschool year and
graduate from the centre at the age of five (5) rather than four (4).
Parents have expressed the transition from child care to government
preschool then onto elementary school can frustrate children. Concerns
of children having either regressed, not being academically challenged
or in need of the comprehensive services provided by the center have
been bought to the Department’s attention. The inability to
accommodate increasing demands accompanied by the care required for
special needs children remain ongoing challenges.
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Mr. Chairman, parents are actively involved in parenting classes,
school activities and social interaction opportunities with their children.
An increased number of extended family members have been positively
involved in the centre’s programme as well. Positive male role models
continue to offer sessions addressing parenting, relationships and other
gender specific issues aiming to enhance parenting and social capacity.
Mr. Chairman, the Happy Valley Child Care Centre continues to
uphold its commitment to partner with government and community
resources. During the last budget year a Memorandum of Understanding
(MOU) was signed with the Child Development Programme (CDP).
This MOU established a working relationship with CDP as relates to the
provision of assessment and intervention services provided to the
children and their families. These services include: two (2) year old
assessments being conducted at the centre, intervention services and
parenting classes are also provided by CDP on site.
The Happy Valley Child Care Centre serves as an internship site for
Bermuda College students enrolled in the child care certificate program
as well as a community service site for public and private schools. In
addition, Cedarbridge Academy students also use Happy Valley Child
Care Centre as a site for their intervention program. These initiatives
have proven to be positive partnerships for all involved. A broad range
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of community involvement activities are designed as a means of
enriching the educational exposure and experiences of the children.
Mr. Chairman, such activities include visits to historical and cultural
sites, the preschoolers participating for the second year in the IBC Front
Street Pee Wee race on the preschool’s strider bikes. The children are
taught the importance of giving back to their community and taking care
of their elders. Annually, the children, along with family and staff
provide fresh produce and dry goods to the elderly at Elizabeth Hills
Residential complex.
Mr. Chairman, community resources that annually support the
children’s learning on site include the dental nurse Mrs. Joanne Fox,
who provides the children with a visual hands-on presentation about
good dental care, the Bermuda Sun Smart, Mrs. Rhonda Smith-
Simmons, provides an interactive presentation about practicing good sun
protection habits, and reading experiences from Bermuda’s local author,
Joan Aspinall, and the Honorable Michael Dunkley and Susan Roberts-
Holshouser, who come and read to the children for World Book Day.
Mr. Chairman, Happy Valley Child Care Centre underwent a total face
lift in 2012. Works and Engineering painted the entire school inside out
and did extensive work in and around the school. The centre had
wonderful murals capturing Bermuda culture and traditions, painted on
53

the outside of the school by Mr. Antione Dillas. We would like to thank
Works & Engineering’s for their commitment and supportive services to
Happy Valley Child Care Centre and Mr. Antione Dillas, a talented,
young, Bermudian man for his artistic work.
Happy Valley Child Care Centre endeavors to maintain a first class
facility while educating children in a safe, healthy and caring
environment.
Mr. Chairman, in October 2012, under the new leadership of Mrs.
Andalyn Swan, and her staff, Happy Valley Child Care Centre
successfully obtained accreditation for excellence in child care services
from the Bermuda National Standards Committee (BNSC). This
committee is an affiliate of the Council on Accreditation and associated
with the Child and Welfare League of America.
Mr. Chairman, in January 2013, Happy Valley Child Care Centre
collaborated with web designer, Mrs. Gwen Mapp, to initiate a long time
goal, for Happy Valley to have a presence online. Within a month
Happy Valley Child Care Centre launched its website;
www.happyvalleychildcarecenter.bm. Thanks to Gwen Mapp who made
this possible. In February, Happy Valley Child Care Centre had an
excellent turn out at their Open House.
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A number of people from the community and various Government
departments saw first-hand the first class program and services the
centre provides. Pictures of the Centre’s past and present program were
on display highlighting the improved services that have developed over
the forty-two (42) years of servicing young children and their families.
Happy Valley Child Care Centre continues its journey towards
excellence with their first class curriculum, partnering with the
community and interdepartmental sections to further provide additional
workshops, sessions, special events and fine arts activities for their
parents and their children and extensive training locally and overseas for
their staff.
Mr. Chairman, as the Minister of Community and Culture
Development, I would like to thank all the staff at the Happy Valley
Child Care Center, their active Parent Teacher Association (PTA), their
volunteers and community partners for their continued dedication to
Bermudas most valuable resources; Our Children , Our Future.
Mr. Chairman Programme 2302 – Services To Individuals and
Families (page B- 243). The activities covered in programme 2302 are
Family Services, Foster Care and Bermuda Youth Counselling Services.
The estimate for these activities for the fiscal year 2013 - 2014 is six
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point four five million dollars ($6.45). This represents a decrease of
three percent (3%) compared to the 2012 - 2013 budget allocation.
Mr. Chairman, Family Services provides care and protective services
to the children of Bermuda. This is achieved through three (3)
specialized units – the Intake Unit, the Intervention Unit and the Foster
Care Unit. The output measures for Family Services can be found on
page B-246 of the Estimates Book.
The Family Services Intake Team received seven hundred (700) new
referrals on children. As a result of the Performance Quality
Improvement (PQI) process, a fast track system introduced to reduce the
number of referrals to intake a decision was made to distinguish between
cases needing investigation and families requiring services. Seventy-one
(71) referrals were fast tracked, sixty-eight (68) to intervention and three
(3) to foster care. While the fast track system appears to be beneficial
and to have improved service response, in this budget year, fast tracking
will be better defined and include high, medium and low risk cases.
Mr. Chairman, during a review of their workload, the intake
coordinator estimated that the intake team social workers spend more
than fifty percent (50%) of their time in interviews with the police
dealing with just over ten percent (10%) of their cases. These are
frequently very high risk complex cases involving children. This is an
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area that needs to be addressed both internally by looking at current
caseloads in Intervention and at the Departmental level through the
development of the Strategic Plan for Department of Child and Family
Services.
Mr. Chairman, the Intake Team has continued to enjoy a positive
working relationship with the Police (Vulnerable Victims Unit) and
jointly investigated seventy-seven (77) cases involving physical and
sexual abuse, neglect and behaviour problems.
The intake team made significant strides working cooperatively with the
families they were investigating. This was achieved through the use of
safety plans, rather than the seeking of court orders to remove children
from their families. Intake social workers completed one hundred and
seventy-eight (178) safety assessments, which accounted for the
majority of the two hundred (200) children who were deemed to be high
risk. Out of this number only seven (7) children were removed from
their parents and placed on care orders. The majority of parents or
families signed safety plans and committed to providing a safe
environment for their children during the investigation. This is a drastic
progressive change from previous years when intake relied on gaining
compliance from parents through the use of court orders.
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Mr. Chairman, this is an on-going initiative and should result in a more
positive public image for the agency as well as better outcomes for the
children and families being serviced.
The intake team also completed risk assessments on all the forty (40)
children they transferred to other teams and completed a total of sixtyseven
(67) risk assessments.
Mr. Chairman, the intervention team’s focus is on connecting families
with community resources and providing intensive family support to
prevent the removal of children from their families. The team has
worked diligently to achieve these objectives and as a result of their
Intervention was able to close over fifty percent (50%) of their ninetysix
(96) cases last year. The intervention team provided services to one
hundred and seventy-nine (179) children from one hundred and seven
(107) families.
Mr. Chairman, the intervention team met their goal of a fifty percent
(50%) reduction in the risk rating by working closely with other
agencies such as the Cross Ministry Intervention Team (CMIT), the
Child Development Programme (CDP) and the Health Department. At
end of the year the intervention team fully transferred nine (9) families
to CMIT as the risk was reduced. A total of ninety-eight (98) families, or
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fifty-three percent (53%) of the one hundred and seventy-nine (179)
open cases in intervention had their risk reduced.
The Intervention Team also met their goal of increasing monthly contact
with their clients and recorded five hundred and twenty-nine (529) face
to face contacts with children. This mode of communication has
enhanced the social workers relationships with the children in their
caseloads.
Mr. Chairman, the intervention team works closely with community
organizations such as the Health Department and Financial Assistance to
ensure their clients are connected to helping services. In addition, the
intervention team provided food vouchers, clothing and baby supplies
for clients who were experiencing temporary challenges in providing for
their children. At Christmas, the intervention team personally delivered
food hampers to all high risk families.
Mr. Chairman, the Foster Care Section of Family Services is
responsible for providing alternative living arrangements for children
under the age of eighteen (18) who are in need of home placement. The
team was responsible for a total of one hundred and six (106) children,
their parents and foster families during the last budget year, fifty-seven
(57) females and forty-nine (49) males. This represents a substantial
decrease in the number of foster children in the system in 2011.
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At the end of 2012, a total of thirty-two (32) children left foster care.
Eighteen (18) children returned to one (1) of their parents or to their
parents and two (2) to a relative; seven (7) aged out of the system; three
(3) were transitioned and two (2) children were adopted by their foster
parents.
The Foster Care Coordinator recruited six (6) new foster parents this
year. As the community changes, it has become increasingly difficult to
recruit foster parents. Although, the foster parents who are being
recruited are of a higher caliber and willing to work in partnership with
Foster Care, this has resulted in a reduction in placements. Only eleven
(11) children moved into placements. As the Department becomes
increasingly committed to family preservation, fewer children are being
placed in foster care.
Mr. Chairman, many of the children who are in long term foster care or
kinship care, have a sibling or siblings also in care, which reflects the
need to target services to specific families. Long term foster children are
gradually ageing out of the system and this is reflected in the smaller
percentage of older children in care compared to the previous year.
In May 2012, Foster Parent Awareness Month, the foster care team
arranged a luncheon to honour all foster parents as part of Foster Parent
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Month. Each foster parent was presented with a plaque and a certificate
by the Minister of Youth, Families and Sport. The keynote speaker was
a former foster child, Lavonne Lee. She paid tribute to her foster family,
particularly her foster mother who was in the audience. Her message
was that foster parents should never give up because they do make a
difference in a child’s life. The audience was very moved by her
impassioned speech.
Mr. Chairman, the Department would like to acknowledge the foster
parents of Bermuda, our unsung heroes, who provide loving, stable
homes to children who have experienced significant trauma as a result of
abuse and/or neglect. Every day they make a foster child’s life a little
better by their numerous acts of care and kindness.
Also, the Department would like to acknowledge the Foster Parent
Association, in particular the executive, who work in partnership with
the foster care team to support foster parents and provide the funds to
enable foster children to participate in educational trips, attend
specialized recreational programmes and to resource lap-tops for school.
Mr. Chairman in November 2012, Family Services, on behalf of the
Department of Child & Family Services, hosted the Young Citizen
Awards at the Fairmount Hamilton Princess. Thirty-eight (38) schools,
public and private participated by nominating students from primary,
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middle and secondary schools for these humanitarian awards. Every
student received a plaque and an award. Many awardees were singled
out because they stood up against bullying and looked out for students
with special needs.
The Department would like to take this opportunity to acknowledge each
and every student who received an award along with their parents.
During a time where there is a lot of negative publicity about our young
people these students stand out as leaders, postive role models and
ambassadors.
Mr. Chairman, at this time the Ministry also acknowledges the hard
work and dedication of the Family Services Staff.
Mr. Chairman, the Bermuda Youth Counselling Services (BYCS) or
Family Treatment System is a section within the Department of Child
and Family Services. This section of the Department focuses on the
fulfillment of its mission in the provision of services to individual clients
and families. This team is committed to strengthening and transforming
the lives of young people, their families, and ultimately the community
at large. Individually and collectively the staff at BYCS address the
needs of people who may be directly or vicariously affected by social
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issues related to familial crisis, emotional difficulties, behavioural
issues, and in some cases the use of illicit substances.
BYCS is designed to help families navigate the turbulent, confusing and
occasionally frustrating teen years when decision making can often be
far from optimal. BYCS provides families with a supportive,
confidential, non-judgmental environment for the exploration of feelings
where self-efficacy is key in mastering a successful destiny.
Mr. Chairman, the Bermuda Youth Counselling Services or Family
Treatment System/High Risk Intervention Team is comprised of thirteen
(13) highly skilled individuals who provide assistance to young people
and their families in the form of assessments, prevention work, case
management, individual and family therapy and make recommendations
and referrals when necessary.
Information derived from stakeholder and client surveys have been used
to evaluate the performance of BYCS and to improve their
organizational culture. Both clients and stakeholders expressed an
appreciation for the provision of services at BYCS or FTS during the
previous year.
Mr. Chairman, 2012 saw a significant increase in the number of
referrals received and clients serviced. Although it has been a challenge
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to meet the needs of a substantially greater number of clients, BYCS
counsellors, case managers and therapist have been dedicated and have
pressed on through these challenges in the current social and economic
climate to meet the needs of our young people and their families. The
Family Treatment System has provided quality family assessments and
crisis intervention for families who are confronted with imminent danger
and seem to be experiencing perpetual crisis. They additionally focused
on decreasing the participation of youth in gang activities or other at risk
behaviours.
Mr. Chairman, the Bermuda Youth Counselling Services and the
Family Treatment System receive referrals for counseling, family
assessments, group intervention, in school life skills group participation,
and individual and family therapy. The sources of our referrals are
corrections, private and public schools, Court Services, interagency
referrals, parents and guardians and self-referrals.
Mr. Chairman, statistics for services provided to adolescents and their
families for the fiscal year 2012 - 2013 are as follows:-
Bermuda Youth Counselling Services and the Family Treatment System
Number of Clients admitted to the programme – one hundred and
sixty one (161);
Number of Assessments Completed – one hundred and forty eight
(148);
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Number of Clients completing the programme – ninety nine (99);
Clinical Assessments – one hundred and thirty nine (139); and
Family Conferences – one hundred and sixty eight (168).
Group Work (Caron & Active Parenting)
Consultations – twenty (20);
Referrals- twenty-five (25);
Clinical Assessments – thirty (30); and
Family Conference – thirty (30).
Mr. Chairman, without hesitation, it can be said that, during this fiscal
year BYCS has entered a phase of tremendous growth and has aligned
itself with experts in the field of adolescent recovery. BYCS and The
Adult Education School have partnered. Additionally, BYCS and The
Caron Foundation’s partnership continues to focus on transforming ideas
into reality through evidenced based curricula that is making a real
impact in the area of youth recovery. Together, Caron Bermuda and
BYCS represent an innovative public- private partnership. BYCS
realize that their partnerships with other community professionals is key
to unlocking aspiration, increasing knowledge, leading towards
achievement, and opening new possibilities for Bermuda’s youth.
The BYCS/Caron Foundation Adolescent Intensive Outpatient
programme (AIOP) has brought together a team of highly trained
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professional drug and alcohol counselors who are tenacious, optimistic,
and share common ideas, principles and goals rather than building
competing fractions.
These partnerships are insightful, fun, and transformative. Together
with Caron Bermuda and the Adult Education Centre, BYCS is
dedicated to ensuring that Bermuda’s youth are supported appropriately.
Mr. Chairman, the BYCS team is one of action and they bring vision to
life. They are a catalyst for change on behalf of Bermuda’s youth and
families who are dedicated, committed, accountable and constantly
inspiring young people and their parents towards hope and acceptance
and at this time the Ministry wishes to acknowledge their efforts and
extend our thanks.
Mr. Chairman, Programme 2303- Residential Treatment Services
(B-243). The activity covered in Program 2303 is Residential Treatment
Services. These services include the Brangman Home, the Oleander
Cottage, the Youth Development Centre and Administration. The
estimate for this activity for the fiscal year 2013/2014 is four million,
two hundred thirty-three, six hundred and seventy-seven dollars
($4,233,677). This represents a decrease of nine percent (9%) of the
2012 - 2013 budget allocation.
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Residential Treatment Services provides a continuum of intervention
services to children between the ages of twelve (12) and eighteen (18)
years old. These are adolescents who are deemed by Family Court to be
at risk in the community and require care and protection in a safe and
structured environment. All children placed in this service are on care
orders and as such become the responsibility of the Director of Child
and Family Services.
Mr. Chairman, the Residential Treatment Services program provides a
twenty four (24) hour community based residential response. Brangman
Home services the young ladies while the young men receive services at
the Youth Development Centre (YDC). YDC provides services for
young men who can be effectively managed in the open cottage; need
“one to one” or “two staff to one child” and special management of
residents based on their needs as indicated by ongoing evaluation.
Mr. Chairman, since January 2011, Youth Development Centre funds
have been used to initiate the piloting of a more secure twenty-eight (28)
day intake and assessment unit. The YDC programme has been
enhanced significantly over the past year. Through our collaboration
with the Department of Education, there is now a specialized teacher
who provides one to one services to young people experiencing
challenges in the mainstream academic settings. Services include an
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initial academic assessment, followed by Cambridge Curriculum classes.
In this setting the classroom has an ipad and two (2) laptops to maximize
technology to support today’s active and technologically savvy youth.
Mr. Chairman, to meet the vocational needs of our young people, a
carpentry program has been introduced to provide basic instruction on
woodwork. This program has included the repair and maintenance of
small projects in the cottages. For example, the young people of YDC
built a chicken coup to house chickens and collect their eggs; they cut
observation windows in the cottage doors and inserted plexi-glass for the
safety and well being of each child and staff; they also designed, built
and decorated a float which was entered in the 2012 Bermuda Day
parade, which placed third.
Mr. Chairman, RTS has taken the step to teach its young people how to
do repairs themselves under the instruction of a certified carpenter.
Further enhancements to the programme include the introduction of both
a maintenance and food service program. Our maintenance program
allows each young person to be assigned to the RTS maintenance worker
who instructs them on minor cottage projects, including: repairing dry
wall, painting, sanding wood frames, minor plumbing and the
reinstallation of windows.
Mr. Chairman, the YDC motto is “You break it, we’ll teach You to fix
it.” Our food service program has also blossomed, the RTS cook
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provides workshops on menu planning, budget preparation, which
includes young people in the grocery shopping experience, and
assigning young people to assist with meal preparation and meal
service.
Mr. Chairman, recreation therapy is yet another service provided to the
young men and women at RTS. We are mindful to encourage our young
people not to engage in drug use and/or associate themselves with the
gang culture. It is our collective responsibility to support each young
person’s choice to live positively by replacing those destructive
behaviours with more meaningful, long term alternatives. The RTS
recreation manager meets with each young person upon enrollment into
the RTS program and together, they design an individualized recreation
plan for the young person both while at RTS and during their transition
back into the community. To embrace the needs of the entire family,
this service is offered not only to the individual child but to the family as
it grows from strength to strength. Spiritual support is also offered as a
wrap around to provide the young person and family balance. All
services available to RTS young persons are also available their
families, for example, if an unemployed father is willing and able, he
can join his child as he or she participates in academic classes,
carpentry, maintenance, food service etc. The willing parent or guardian
will find RTS provides many opportunities for families to bond and
develop their academic and vocation skills.
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Mr. Chairman, The Youth Development Centre initiatives remain
consistent with the long term goal of providing a more appropriate
environment to conduct a thorough assessment for both male and
females in our care. The provision of these services, which are not
available elsewhere on the island on one campus, has resulted in the
hiring of vendors to support the services and needs of our young people.
Longer periods of service and, in some cases, re-enrollment has been
what is needed to address the comprehensive needs of our children. The
increase in community violence has shifted the profiles of the young
people referred to RTS and has also necessitated a more intensive
response to youth at risk.
Mr. Chairman, the RTS has improved its clinical program to better
provide intensive services to our young people in 2013. At the start of
this year, a clinical manager was hired to manage RTS’s assessment and
treatment program, which is serviced by social workers, with one
focused solely on family support, and case management officers. In
addition to treatment, this team supervises RTS’s curfew program and
urine screening. The clinical team meets regularly with parents and/or
guardians to help them develop an understanding of the trauma related to
their child’s previous history and educate them on diagnosis and, if
need be, provide education on the benefits and side effects of
medications. A medical nurse has also joined the team to ensure best
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practices are followed in the administration and monitoring of
medications.
Mr. Chairman, Residential Treatment Services is committed to the
inclusion of family. When this is not possible, referrals are made to
services available within the community to best assist families based on
their needs, the need of the court, and recommendations of assessments.
The program at Residential Treatment Services also includes the
monitoring of clients in transition in preparation for family reunification.
The goal is to have children transition within twelve (12) months of
placement or to implement an individual plan that may include local or
overseas placement. Overseas placement is sought based on the needs
of the client when resources have been exhausted locally. Once a child
has the benefit of receiving overseas treatment, RTS extends its services
to include working with families who remain on island while their child
is overseas, preparing for reunification.
Residential Treatment Services and the Cross Ministry Intervention
Team (CMIT) continue to work closely together to improve services to
children transitioning back into the community, as well as those eligible
for discharge. This has resulted in a more seamless response to clients
and families and sustained reunification.
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Mr. Chairman, Residential Treatment Services (RTS) offers group
living, individual and group counseling, family assessments and
interventions, parent groups, vocational and educational planning, and
life skills development. Aftercare and interagency interaction services
are based on the individual needs of the adolescent.
Residential Treatment Services provided intervention for 37 (thirtyseven)
adolescents and their families in 2012. This total included
twenty-three (23) males and fourteen (14) females. Client services
included case management of children locally as indicated by individual
assessments and service plans. Local interventions include
comprehensive assessments, cottage programs, transition, family
reunification and aftercare.
There have been occurrences when both male and female youth have
had a greater need for placement in overseas therapeutic community
settings. The young men and women involved in overseas placements
had a broad range of individual needs that required specialized programs
designed to address their issues. Whilst the child is overseas their
families are provided with local services to support the immediate needs
of these families.
Mr. Chairman, client profiles continue to indicate that one hundred
percent (100%) of adolescents involved in the services had family
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elationship issues; the majority of male and female children had
experienced childhood trauma, including abandonment, abuse, grief and
domestic violence. This data is used to identify the wide range of
specialist services required for dealing effectively with children and
families in need of services.
In light of the ongoing client data, staff continue to utilize their training
in Family Solutions, Therapeutic Crisis Intervention (TCI), Children and
Residential Experiences (CARE) and ARISE Life Skills. These
programs are the core of the RTS programme and client, family and staff
feedback continues to support these interventions.
Mr. Chairman, in view of the present economic climate and, focusing
on the best interests of the clients, RTS continues to work with other
agencies and community resources to streamline services and to
maximize the use of existing resources.
Over the previous year RTS has successfully met the majority of the
planned outcomes. Statistical data and the performance quality
improvement process has been consistently used to monitor quality and
to determine changes needed to improve the service provided.
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Mr. Chairman, the 2013-2014 budget is designed to assist in
maintaining resources that allows this program to provide a quality
service to children and families based on the established client focus.
The Department wishes to acknowledge the hard work of the staff of
RTS who provide twenty-four hour service to our children three hundred
and sixty-five days a year.
Mr. Chairman, the budget allocation for the Cross Ministry
Intervention Team (CMIT) is located on page B-243, as a part of grant
funding under cost centre 331300. This is the Home Based Programme
of the Department of Child & Family Services and an intensive family
intervention program developed to service clients referred from the
following Departments: Child & Family Services, Financial Assistance,
Court Services and the Bermuda Housing Corporation. CMIT is
designed to intensively work with clients who have demonstrated an in
ability to independently provide the basic needs for their families and/or
have demonstrated poor compliance with the requirements of the
existing support systems to provide these basic needs.
Mr. Chairman, over this past reporting period CMIT has implemented
evidence based objective structured decision making assessment tools as
part of its intervention in order to effectively assess client need, tailor
intervention and monitor client performance. This has allowed them to
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objectively assess family risk for child abuse and/or neglect and measure
the progress of intervention. Seventy-five percent (75%) of CMIT cases
consist of high risk clients.
The following information represents the progression of risk ratings over
the reporting period from January 1, 2012 to December 31, 2012;
‣ Twenty-nine percent (29%) or ten (10) families with
decreased risk;
‣ Twelve percent (12%) or four (4) families with no change in
risk level;
‣ Twenty-nine percent (29%) or ten (10) families with
increased risk levels who tended to increase at higher levels
during the early stages of intervention when clients are more
resistive to change initiatives;
‣ Twenty-three percent (23%) or eight (8) families within the
initial assessment period; and
‣ Six percent (6) % or two (2) families with incomplete
assessments.
CMIT intervention is geared towards transitioning clients toward
improved family functioning, thus reducing child welfare risks to their
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children. Employment stability is one key factor of functional need with
CMIT clients. Fifty-one percent (51%) or nineteen (19) individual adult
clients were employed at 31 st December 2012.
‣ Fourteen percent (14%) or five (5) gained or improved
employment over the 12 month period;
‣ Thirty-eight percent (38%) or fourteen (14) maintained
employment over the period;
‣ Thirty-two percent (32%) of CMIT clients were unemployed
at year end December 2012:
• Fourteen percent (14%) or five (5) losing established
employment;
• Nineteen percent (19%) or seven (7) remaining
unemployed from the previous year;
‣ Five percent (5%) or two (2) of CMIT clients are disabled
and unable to work; and
‣ Eleven percent (11%) or four (4) were minors.
Mr. Chairman, a reduced dependence on Financial Assistance is an
ongoing goal for CMIT, however the household composition dynamics,
levels of education, and the cost of living on the island make full
independence from Financial Assistance a challenge. The Department
continues to strive to guide our clients toward improving their outcomes,
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however the challenge remains. Twenty-one percent (21%) or seven (7)
of the CMIT caseload are financially independent and never required
Financial Assistance. As of 31 st December 2012, seventy-nine percent
(79%) of CMIT clients required Financial Assistance due to insufficient
income to meet their basic needs.
Mr. Chairman, these clients were either receiving the assistance or
were at that time suspended due to non compliance with Financial
Assistance procedures. One matter to celebrate over the past reporting
period is that seven percent (7%) or two (2) CMIT clients who were
once on Financial Assistance have become financially independent of
Financial Assistance. Both clients moved from unemployment to
employment. One client obtained her GED and is currently in her
second year at Bermuda College obtaining Geriatric Aid certification
partially sponsored by a private donor in the community. Both have
improved their housing status and both have children returned to their
care from fostercare.
Mr. Chairman, otherwise-
‣ Fifty-six percent (56%) or fifteen (15) families maintained
their Financial Assistance
‣ Twenty-two percent (22%) or six (6) families who were not
previously on Financial Assistance are now on FA.
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‣ Fifteen percent (15%) or four (4) families were suspended
from Financial Assistance due to non compliance.
Equipping clients with the tools to manage their finances and reduce
crippling debt is also a key function of the CMIT intervention. Clients
with poor money management skills and credit debt that prevent them
from accessing basic needs such as housing or electricity are key
variables in the ability of parent/parents to ensure the welfare of their
children.
Mr. Chairman, during the last budget year:
‣ Thirty-eight percent (38%) or thirteen (13) of CMIT families
were involved in the CMIT Money Management/Debt
Reduction Program. Ninety-two percent (92%) of these
clients are also recipients of Financial Assistance.
‣ There was an eighty-four percent (84%) positive progress
with the Debt Reduction Program with thirty-eight percent
(38%) of those participating in the program clearing all debt,
and forty-six percent (46%) reducing debt. Only fourteen
percent (14%) increased their debt.
CMIT is organized into two (2) components – residential and non
residential. The residential component of the program, which
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commenced in 2006, consisted of ten (10) three bedroom units was
reduced to three (3) three bedroom units in 2011, due to budgetary
constraints. Although the number of families serviced through the
residential program decreased, the three (3) units have afforded CMIT
the opportunity to provide housing stability while working with the
families to address social deficits that have inhibited them from
productively sustaining themselves and their children in the open
housing market.
Mr. Chairman, the majority of clients referred to CMIT’s Residential
program have demonstrated an inability to secure housing in the open
housing market or through the Bermuda Housing Corporation due to
poor rental histories or high credit debt which has prevented them from
being successful in securing adequate housing for their families. Some
residential clients have previously been evicted from Bermuda Housing
Corporation rental units due to nonpayment of rent resulting in high bad
debt rental arrears. Clients in the Residential programme are coached on
being accountable for their spending habits and decision making. Clients
are also required to participate in parenting or life skills groups, money
management training and counseled on tenant responsibilities.
Mr. Chairman, housing stability is a necessary foundation when
addressing social challenges facing our families. Participation in
structured debt reduction/money management planning is mandatory
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activity for all residential clients. Compliance is mandatory in order to
remain eligible for continued placement in the residential programme.
Nineteen (19) families have been serviced through the CMIT
residential programme from inception in 2006 to date;
Length of time in the residential program has ranged from thirty
(30) months to fifty-five (55) months;
There are currently three (3) families occupying CMIT
residential units;
Forty-two (42%) or eight (8) families have successfully
completed the residential program clearing all outstanding debt
and restoring their credit status prior to graduating from the
programme. All secured stable, appropriate housing upon
transition and remain in those units in good financial standing:
‣ Four (4) were housed by Bermuda Housing Corporation as
per the partnering agreement between BHC and CMIT;
‣ Three (3) declined the BHC offer and secured their rental
housing in the private sector; and
‣ One (1) family relocated to the United States.
CMIT facilitated two (2) evening parenting groups during 2012.
‣ The first a fifteen (15) week Nurturing Families Parenting
Group. This group is for parents with children between the
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ages of five (5) years to eleven (11) years of age.
Nurturing Parenting Programs are recognized
internationally by the OJJDP (Office of Juvenile Justice &
Delinquency Prevention), SAMHSA (Substance Abuse &
Mental Health Services Administration) and NREPP
(National Registry of Evidence-Based Parenting Programs)
as effective in the prevention and treatment of child abuse
and neglect. The program’s long term goals are to prevent
recidivism in families receiving social services and stop the
intergenerational cycle of child abuse by teaching positive
parenting behaviors.
‣ The second group was a ten (10) week Family Solutions
Parenting Group, which is a parenting intervention
program for pre adolescents, adolescents and their
families/parents. The “program allows families to work
together in structured activities and facilitated discussions
to improve communication skills, practice anger control
techniques, foster positive parenting skills and good youth
decision making skills”.
Mr. Chairman, CMIT is designed to challenge individuals to address
issues that have historically prevented them from providing or
maintaining stability in meeting the basic needs of their families.
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Change is often difficult and sustaining change is often a challenge.
Clients must be motivated to change their circumstances in order to
continue the challenging journey to effect lasting change and
improvement for their families. Motivation is sometimes difficult to
attain for some clients.
CMIT staff have become more proficient in the assessment of client
functioning affording them the opportunity to look beyond the behaviors
being exhibited and increasing their understanding of the reasons for the
behaviors.
Of concern is the increasing number of clients with lower cognitive
functioning and past trauma that are impacting upon their motivation,
mental health and level of functioning as adults, thus impacting on the
welfare of their children. CMIT have an increased number of clients
engaged in counseling and therapy which makes the length of time in
CMIT intervention longer, however the probability of long term positive
outcomes is higher.
Mr. Chairman, in the upcoming budget year 2013 - 2014 CMIT will
endeavor to continue to enhance the intervention services provided to
clients. The review and enhancements of policies and procedures will
continue. Enhancement of staff skills to meet the demanding needs of
our clients will also continue and CMIT will continue to provide life
skills and parenting groups for parents and children. The department
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also endeavors to strengthen collaboration with other support agencies
both within government and the community for the wellbeing of the
clients they serve.
Mr. Chairman, the activity covered in Programme 2304 is
Administration (page B-243). The estimate for this programme for the
fiscal year 2012 - 2013 was nine hundred thirty-five thousand, nine
hundred and nine dollars ($935,909). The estimate for 2013/2014 is one
million, twenty-one thousand, nine hundred and nine dollars
($1,021,909), reflecting a budgetary change of a nine point two percent
(9.2%) increase.
Mr. Chairman, the Administration section of the Department is
responsible for the general supervision of the agencies within the
Department. All staff development and training is delivered via this
section and as previously highlighted, training in all sections of the
Department have been purposefully aligned with the overarching goal of
providing a comprehensive, seamless continuum of services that meets
the complex needs of our client population.
Mr. Chairman, all Departmental complaint investigations are
conducted through the administration section, and any client, be it parent
or child has the opportunity to register any and all complaints with this
section for resolution.
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The Administration section is responsible for reviewing all policies and
procedures and making the necessary recommendations that will expand
the capacity, scope and quality of our social service delivery system.
Given the current fiscal restraints coupled with the increase in demand
for more specialized and therapeutic services, the Administration section
undertook an internal review of all its resources and has embarked on a
strategic planning process that will restructure the client flow within the
department. Although in its initial stages, staff are fully engaged in the
process as they are committed to closing the identified gaps, eliminate
duplication, meet the demand for relevant, effective and efficient
services and improving the services to and the experience of children
and families.
Mr. Chairman, in this budget year the administration section will
continue with the implementation of its strategic plan and examine its
resources and look for opportunities of performance quality
improvement while focusing on enhancing its strategy of providing
comprehensive assessments of all referrals so that clients receive the
appropriate service from the appropriate agency thereby reducing
referrals and enhancing outcomes.
The lack of an integrated database for the Department of Child and
Family Services remains an on-going challenge as the department moves
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forward. The Director has been actively researching this issue with the
intent of identifying a comprehensive, integrated system and phasing it
in over the course of the next few budget cycles.
As regards the Psycho-educational Programme during the course of
2012 - 2013 budget year a total of thirty-four (34) clients were serviced
overseas in therapeutic placements for a complexity of issues identified
across the Diagnostic and Statistical Manual of Mental Disorders (DSM)
IV Criteria of Mental Disorders. The purpose of the DSM IV is to
provide clear descriptions of diagnostic categories in order to enable
clinicians to diagnose and treat people with various mental health
disorders. Each client received an assessment from local service
providers that determined an individualized treatment plan and intensive
interventions, according to the diagnostic categories defined by the DSM
IV.
Mr. Chairman, unfortunately, several Psycho-Ed Clients were referred
without an accurate diagnosis or a clear cut treatment plan of what was
to be gained by the overseas treatment placement. Consequently, the
Psycho-ed Committee in the best interest of the child utilized an
overseas service provider that specialized primarily in providing Clinical
and Comprehensive Assessments at a University hospital. The
Implementation of such an assessment was utilized to assist the
Department of Child and Family Services in obtaining a clear and
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comprehensive understanding of the needs of the referred psycho-ed
clients without an identified diagnosis or those that did not engage at all
with local service providers. The comprehensive overseas assessment
assisted in the development of a dynamic, individualized treatment plan
that has facilitated the most appropriate match of local community
resources or an overseas therapeutic placement that will meet the client’s
specific need.
Mr. Chairman, a total of eleven (11) Psycho-Ed Clients, thirty-three
percent (33%), were approved for an overseas placement at the
University of Neuro-Psychiatric Institute for a comprehensive overseas
assessment. The Comprehensive Assessment and Treatment (CAT)
program at the University Neuropsychiatric Institute, located in Utah,
offered our clients a four (4) – six (6) week, comprehensive clinical
evaluation in a safe and secure environment. The multi-disciplinary
treatment team assessed psychiatric and medical conditions, provided
behavioral & educational assessments, psychological testing, therapy,
and when necessary, addressed chemical dependency issues.
The program included Psychiatric evaluations provided by board
certified Child and Adolescent Psychiatrists with diagnostic expertise in
major depression, bipolar, schizophrenia, ADHD, reactive attachment,
autistic spectrum disorders and substance abuse. The CAT programme
conducted full psychological and neuropsychological testing and therapy
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provided by PhD psychologists. Most importantly, CAT utilized a
collaborative approach constructed by a complete multi-disciplinary
team consisting of child psychiatrists, pediatricians, psychologists,
nurses, licensed clinical social workers, recreational therapists, art
therapists, music therapists and education specialists.
Mr. Chairman, all eleven (11) psycho-ed clients who completed the
CAT programme were recommended for treatment in an overseas
therapeutic placement that matched the determined diagnoses and other
treatment recommendations. A definitive and comprehensive report
inclusive of a summary of findings, clinical treatment plan and
recommendations to meet the clients’ specific needs was provided to the
Department of Child and Family Services, immediately upon discharge,
in a book format.
The current data revealed that of the thirty-four (34) children receiving
treatment seventy-six percent (76%) were male and twenty-four percent
(24%) were female; the majority of the clients presented significant
problems in three (3) out of the five (5) DSM IV multi-axial
classifications.
Mr. Chairman, this data is identical to the data collected for 2011-
2012 budget year. Also, identical was that all psycho-ed clients had an
Axis IV Diagnoses categorized as psychosocial and environmental
problems. A psychosocial or environmental problem was defined in
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terms of a negative life event, an environmental deficiency, a familial or
other interpersonal stress, an inadequacy of social support or other
problem relating to the context in which a person’s difficulties
developed.
Mr. Chairman, all psycho-ed clients serviced overseas received the
Global Assessment of Functioning (GAF) with a scoring range of thirty
(30) to fifty (50). A score of fifty (50) is defined as having serious
symptoms or serious impairment in social, occupational or school
functioning and twenty (20) is defined as having danger of hurting self
and/or others. The result of low Global Assessment of Functioning
(GAF) scoring required that all psycho-ed clients receive intensive
clinical treatment and a longer duration of treatment options coupled
with one (1) to one (1) staff interventions, psycho tropic medications,
frequent team meetings, psychiatric hospitalizations, family intervention
programmes and therapeutic visits, all of which have increased and
impacted the program’s cost significantly. This Global Assessment of
Functioning scoring continues to be identical to the scoring of the 2011 -
2012 budget year.
Notably, eight (8) male psycho-ed clients serviced overseas, who were
diagnosed as conduct disordered, involved in anti-social and criminal
behaviors in the community had GAF scores ranging from forty-eight
(48) to fifty-one (51) with a mean of fifty (50). This data correlates
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directly with the definitions outlined, hence demanding that the
Department of Child and Family Services provide specific intensive
clinical treatment for a longer period of time as well as an intensive
local family support plan. This data too, was similar to that of 2011-
2012 with seven (7) male psycho-ed clients serviced overseas.
Mr. Chairman, the Ministry of Education (MOED) continues to lack
resources and is not equipped to service clients who are conduct
disordered and high risk in the community. Consequently, applications
are made to the psycho-ed committee each month requesting an overseas
placement for a young person that is involved in anti-social and criminal
behaviors and not able to be serviced in a traditional school
environment. A total of twenty-three (23) psycho-ed clients, seventynine
percent (79%), received alternative education due to huge
educational gaps prior to being enrolled in an overseas therapeutic
placement. The MOED has had an increased demand to continue to
seek alternate educational placements with local vendors in the
community prior to referring a child to psycho-ed for services overseas.
Large demands continue to be placed on the Family Treatment System
as a result of MOED lack of resources and the overall inability to service
children in a traditional school setting. The High Risk Intervention
Team (HRIT) has had an increase in referrals for family assessments and
school support. The HRIT continues to provide, long term intervention
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plans to support families. Also, there has been no relief in the time spent
preparing court documents to support care and supervision orders.
Consequently client contact time continues to decline due to the
demands of the Family Court process, guidelines and overall
expectations.
To date, there are twenty-eight (28) clients overseas; twenty (20) males,
eight (8) females and one (1) psycho-ed referral pending a review by the
psycho-ed committee. The ranges in age are fourteen (14) to eighteen
(18) years old with the median age being fifteen (15) years old.
Mr. Chairman, at this time we would like to thank the staff within the
Department of Child and Family Services for their dedication to
providing effective services to those families requiring the array of
services they provide.
HEAD 55: Department of Financial Assistance
Mr. Chairman, I would now like to provide you with 2013/14
Estimates of Expenditure for Head 55 the Department of Financial
Assistance, which are found on pages B-260 to B-263. The current
account expenditure estimates for the Department of Financial
Assistance Head 55 are found on page B-261 of this year's estimates.
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Mr. Chairman, thirty-nine million, four hundred seventy-six thousand,
three hundred and forty-two dollars ($39,476,342) has been allotted in
this year’s estimates for the continued provision of the services of the
Department of Financial Assistance. This is a decrease of three hundred
sixty-eight thousand, seven hundred fifteen dollars ($368,715).
This year’s budget will continue to provide for the financial framework
to sustain the Financial Assistance Programme, which encompasses:
o A continued increase of clients with requests for financial
awards to be used for items for a basic standard of living;
o the need to provide funding for the cost of HIP and
FutureCare premiums;
o the cost of rest or nursing home care;
o the cost of home or adult day care.
It also provides the financial framework to sustain the Child Day Care
Allowance Programme, and salaries to sustain the staff to assist with
increased clientele for both Financial Assistance Programmes.
Mr. Chairman, the mandate of the Department is to ensure that
individuals with insufficient financial resources have access to services
in order to gain, maintain, or regain a minimum standard of living while
encouraging personal and economic independence. These services will
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also encourage the development of personal skills and resources to
ultimately foster financial independence from receiving assistance.
The Department of Financial Assistance also provides income
maintenance to Bermuda’s neediest families and does so in the most
effective manner. This is achieved through the commitment and
diligence of the staff of the Department of Financial Assistance.
Mr. Chairman, a belief in the integrity and dignity of the individual and
the recognition that members of society are interdependent for their well
being are the fundamental principles on which the programme is based.
A number of precepts flow from this belief, which serves to guide the
policy and practices of the Department of Financial Assistance.
First, that every individual has the right and an obligation to take
responsibility for seeking a solution to his or her own problems. This
responsibility includes finding and holding employment and verifying
the need for financial assistance services. Second, no individual is
required to meet a test of moral worthiness in order to receive financial
assistance services. Third, individuals eligible for financial assistance
maintain the right to make decisions affecting their lives as long as the
interests of their dependents are not adversely affected. Fourth, eligible
individuals are entitled to receive assistance in an amount sufficient to
provide a standard of living consistent with what is considered to be
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asic necessities of life for themselves and their families. Fifth, the
confidentiality of the circumstances of individuals receiving or applying
for services at financial assistance must be respected and guarded. And
finally, individuals seeking or receiving services at financial assistance
have the right to appeal any decision made related to their application or
service.
Mr. Chairman, the Department has two (2) cost centres:-
65050 - Grant Administration (on page B-261) is where the bulk of
budget is located. Thirty-six million, three hundred seventy-three
thousand, four hundred and fifty-two dollars ($36,373,452) is a decrease
of one hundred ninety thousand, five hundred and forty-eight dollars
($190,548) from the 2012/2013 allocation of thirty-six million, five
hundred sixty-four thousand dollars ($36,564,000). This funding, to the
general population, is for financial awards, which covers rents; food;
utilities; medications and medical supplies, premium payments for HIP
and FutureCare, etc; as well as funding for our Grant recipients, which
includes, the Salvation Army, Care of the Blind; Meals on Wheels,
Summerhaven, Teen Haven, and for the Child Day Care Allowance
Programme. Even though there has been a slight decrease this fiscal
year, it adequately reflects the amount required to service persons who
are in need of financial assistance, under the current legislation, in order
to maintain a basic standard of living through these harsh and
challenging economic times.
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Mr. Chairman, amendments will be made in the near future to the
Financial Assistance Act 2001, the Financial Assistance Regulations
2004, the Child Day Care Allowance Act 2008, and the Child Day Care
Allowance Regulations 2008, with a view to revamping the current
criteria and to impose additional conditions in order to increase client
responsibility and accountability.
To further encourage our able-bodied clients to shorten the length of
time on assistance, the Department will continue to work with the newly
renamed, Department of Workforce Development formerly, the
Department of Labour and Training, to increase our collaboration in
empowering our clients to seek and find gainful employment with
anticipation of them being able to either decrease their need for
assistance or to eliminate the need all together.
65080 - General Administration (page B-261) this Programme
provides funding for the general administration of the Department and
includes salaries. This year the Department budgeted for three million,
one hundred and two thousand, eight hundred and ninety dollars
($3,102,890), which is a decrease of five point four percent (5.4%) or
one hundred seventy-eight thousand, one hundred and sixty-seven
dollars ($178,167) from the last fiscal year.
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Mr. Chairman, there was a noticeable increase in persons applying for
assistance over this past fiscal year. The increase may be directly
contributed to the shrinking of financial resources in our current
economic climate. The majority of the clients, serviced through this
Department, however, continue to be seniors, disabled and persons with
special needs. The Department endeavours to meet the needs of these
populations.
Mr. Chairman, the Department of Financial Assistance operates under
the Financial Assistance Act 2001 and Financial Assistance Regulations
2004 and subsequent amendments made in 2004, 2008, 2011 and 2012.
As a result of the amendments, seniors and disabled persons are afforded
the opportunity to be assessed separately and independently from any
household in which they may reside. This, in conjunction with the
recommendation to assess seniors/disabled separate and independently,
continues to keep many seniors in their own homes, or in the homes of
their loved ones, rather than being displaced and or admitted into a Rest
home or Nursing home.
Mr. Chairman, the Department strives to become a more standardized,
streamlined, and a client friendly service. Our pre-screening component,
which eliminates the need for anyone to request an appointment,
continues to work extremely well. Feedback from our clients continues
to be positive, as they can be seen on an almost immediate basis.
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To begin the assessment process, a person simply needs to present
themselves to the office of the Department of Financial Assistance, and
they will be introduced to the Pre-screener on duty. The Pre-Screeners
are our Clerks. There are currently seven (7) Clerks. Four (4) are
assigned to each of our four (4) teams, one (1) is assigned to work with
our Social Work/Investigative Officer component; the remaining two (2)
Clerks are the assigned Pre-Screeners.
Mr. Chairman, the Pre-Screeners explain the procedure for assessment,
and inform the applicants of the necessary information/documentation
needed to complete their file in order for it to be assigned to a Financial
Assistance Case Worker for their assessment to take place. The onus
remains on the applicant to return the requested information; the sooner
it is returned, the sooner the file can be processed.
The Department’s full staff compliment is thirty-three (33) full time
employees which consists of twelve (12) Financial Assistance Case
Workers, seven (7) Clerks; four (4) Managers; four (4) Social Workers;
two (2) Investigative Officers; one (1) Administrative Officer; one (1)
Receptionist; one (1) Secretary and a Director. Each worker maintains
approximately one hundred and sixty (160) to two hundred (200) clients,
an increase of about twenty (20) to forty (40) clients over last year.
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Mr. Chairman, if for any reason, a person ‘in need’ is unable to present
themselves at our office, the Pre-screen process can be completed within
the confines of the home of the applicant or wherever the applicant may
reside.
Mr. Chairman, the Department notes that their statistics reveal that
over the last fiscal year, approximately one thousand one hundred
(1,100) persons have been pre-screened. This was an increase of three
hundred and fifty (350) persons and averaged about ninety-two (92)
persons monthly, which is ten (10) more monthly than last year. This
influx is viewed as unsustainable.
Once all documentation is returned by the applicant, they are assigned to
a Caseworker who determines eligibility. If they are eligible, they
become a client. Once approved, clients should be processed to receive
assistance within five (5) to ten (10) working days.
Mr. Chairman, the policy of home visits continues to be very fruitful.
This is used to cover several fronts. Firstly, to ascertain the validity of
the information submitted; secondly to evaluate the living conditions of
our clients, and to note any issues or concerns that may better promote
our clients best interest, and thirdly, to reduce any chance of fraud or
misuse of funds. Subsequent and on going home visits are completed
while clients are on assistance in order to maintain a worker/client
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elationship, and to ensure that any in home services funded by the
Department are being performed as prescribed.
Mr. Chairman, Financial Assistance Case Workers continue to
complete home and site visits and to work closely with their clients and
their family members. They try to ensure that all clients have been seen
within their home environments at least once yearly.
These visits are sometimes made in conjunction with other Government
Departments and quango’s such as, the Bermuda Housing Corporation;
Environmental Health Officers; Community Health Nurses, and the
National Office for Senior’s and the Physically Challenged. The
Department of Financial Assistance will continue to be proactive by
ensuring that every household that receives a financial award will be
visited by a representative of the Department. This indicates the
Department’s continued commitment to fulfilling the requirements of
the legislation.
Mr. Chairman, the Department, through constant monitoring of its
clients and their needs, continues to provide assistance for our neediest
persons and households.
The Department assesses persons based on the formula indicated in our
2004 Regulations, where eligibility for an award will be established
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when the amount of allowable expenses of the person exceeds the
amount of qualifying household income of the person/household for that
period and the value of investments (whether located in Bermuda or
elsewhere) owned by the person does not exceed five hundred dollars
($500) in the case of persons under the age of sixty-five (65) and five
thousand dollars ($5,000) for persons over the age of sixty-five (65).
Mr. Chairman, the Department of Financial Assistance extends an
invitation to those members of the general public who may be aware of
anyone who may be abusing the system, to report any possible misuse of
Government funds by persons receiving assistance, directly to the
Financial Assistance office.
Mr. Chairman, there has been an increased demand for financial
assistance during this past fiscal year. The total number of clients
serviced has continued to increase monthly, between one thousand, eight
hundred and eighty-four (1,884) to two thousand, one hundred and
seventy-four (2,174). This is an increase of approximately three hundred
(300) more persons over this time last year.
The largest categories of clients that are serviced by financial assistance
remain seniors, approximately six hundred and ninety-three (693) per
month. The next largest group would be disabled with approximately
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six hundred and thirty (630) persons. The remainder of clients are the
able bodied unemployed group of four (353) and individuals with low
income being represented by four hundred and twenty-one (421) people.
Although they may still require assistance, they now require less of a
financial award from the Department. Due to the continued economic
crisis, it has been noted that the categories of able-bodied unemployed
and earnings low persons have more than doubled over this last year.
Mr. Chairman, the Child Day Care Allowance Programme was
officially launched in November 2008, and is guided by the Child Day
Care Allowance Act 2008 and Regulations 2008. To date, the
expenditure has ranged from two hundred twenty-five thousand, one
hundred and eighty-three dollars ($225,183) to two hundred forty-four
thousand, eight hundred dollars ($244,800) monthly, with an average
monthly award of approximately seven hundred and ninety-three dollars
($793.00) per child.
Mr. Chairman, most parents on the Programme are single; employed
and with one child in a child day care environment. The average savings
per household could range anywhere from between seven thousand,
three hundred and five dollars ($7,305) to nine thousand, six hundred
dollars ($9,600) yearly (per child).
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Mr. Chairman, the Department recognizes that its relationship with the
Child Day Care Providers continues to be paramount in the successful
delivery of the Programme; it is anticipated that together, they can work
out any existing or anticipated pitfalls.
The Department continues to look forward to strategically working with
and developing the saving and spending habits of those working parents
enrolled in the Programme and to encourage a better sense of financial
control and autonomy.
Mr. Chairman, the Government of Bermuda remains committed in
assisting parents with the high cost of child day care. To date, the Child
Day Care Allowance Programme has paid out over twelve point four
million dollars ($12.4M) towards this worthy cause which, has benefited
over two thousand, two hundred and fifteen (2,215) children, and
continues to lessen the financial burden of their parents/guardians.
Mr. Chairman, the money management service provided by the
Department of Financial Assistance consists of providing support,
information, advice and resources to assist families in regaining control
in managing their finances. There has been a shift from the original
‘budget counselling’ terminology, which was found to carry a negative
connotation to ‘money management’ which has been received in a more
positive light.
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Mr. Chairman, the Department receives referrals from current and past
clients, financial assistance caseworkers, Family Services, the Bermuda
Housing Corporation and other non-government organizations.
Money management is a service that is still evolving to meet the needs
of any person needing assistance with managing their money and/or
organizing their finances and the services are available to individuals
whether or not they are recipients of financial assistance. The
Department continues its focus on money management by counselling
people in groups. The goals/objectives are: to educate our clients about
money management; to encourage/promote self sufficiency; to reduce
and eventually eliminate financial debt and to promote and foster self
confidence. There will be six (6) groups run throughout the year each
comprising of two (2) all day sessions. The groups will be made up of
ten (10) to fifteen (15) clients who have demonstrated that they are able
to function in a group setting. The groups will be interactive and feature
guest speakers who will impart informative and important information.
Mr. Chairman, as regards the grants and contributions made by the
Department, it is noteworthy that a significant number of individuals
serviced by the grant receiving agencies are elderly. Further, most of the
agencies provide residential care to their client population. Due to the
current economic crisis, grant recipient financial awards remain
consistent to what they were last year. In addition to the grant provided
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to each agency the average monthly assistance paid to rest homes
towards residents’ care is four thousand dollars ($4,000) to five thousand
dollars ($5,000). This applies to seniors in Public or Private Rest
Homes, and Nursing Homes, but does not include Lefroy House or the
Continuing Care Unit at KEMH.
In addition to assistance provided for rest home or nursing home care,
the Department also supports family members who qualify to keep their
senior resident in the household. This assistance, while cost effective to
Government, provides a much needed boost for seniors to spend time
with their families, and to remain in the households of their loved ones.
This benefit is called Home Care Allowance and this support is provided
at a cost of two thousand dollars ($2,000) monthly.
Mr. Chairman, currently there are approximately six hundred and
eighty (680) seniors’ serviced by the Department of Financial
Assistance, approximately one hundred and thirty-five (135) are in
rest/nursing homes; ninety-nine (99) are living in Bermuda Housing
Trust properties. The remaining seniors reside alone or with family
members.
The Department also pays for HIP Insurance for all of their clients, with
the exception of those clients who are employed, but receive assistance
due to their earnings being low. Currently all seniors and disabled client
premiums are paid at the rate of three hundred and seventy-five dollars
($375) for seniors, and three hundred and ninety dollars ($390) for
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disabled under the age of sixty-five (65). These rates, however, tend to
increase annually.
Mr. Chairman, the establishment of an investigative officer position
within the Department continues to be of tremendous benefit. The
investigative officer looks into any concerns raised by the financial
assistance Case Workers or Managers around suspected client fraud or
misuse of funds.
The investigative officers act as a buffer between clients who have been
previously known to be non-compliant with the policies of the
Department and the staff. The investigative officers also randomly
review case files as an internal scan to reduce the level of risk in-house,
and may liaise with other Departments and non-governmental
organizations to ensure that policy is being adhered to and that client
needs are being met.
Additionally, cases of clients having undisclosed funds continue to come
to light with investigation revealing that proper disclosure would have
found them ineligible. The involvement of the Investigative Officers
results in recouping overpayment of financial awards where clients have
not been truthful or forthcoming with credible information.
Mr. Chairman, the Department was owed approximately one hundred
eighty-four thousand, four hundred and ninety-nine dollars ($184,499).
Investigative Officers have collected one hundred fifty-one thousand,
seven hundred and thirty-four dollars ($151,734), this is a forty-four
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percent (44%) increase over the amount collected in the prior fiscal year.
The outstanding amount due for collection is approximately thirty-three
thousand dollars ($33,000). These figures represent in-house collections
and debts only.
Mr. Chairman, the Department continues, with enthusiasm, to be a
contributing member of the Cross Ministry Intervention Team, (CMIT)
to provide a safety net and knowledge base that will afford their clients
the opportunity to gain a better understanding and operational use of
financial options that work. This continues to be an extremely
successful initiative.
The Department takes pride in its liaisons and relationships with other
Government Departments, KEMH, Mid-Atlantic Wellness Institute and
other non-government organizations.
Mr. Chairman, the Department of Financial Assistance is committed to
be ‘at your service Bermuda’ in a most effective, efficient and client
friendly manner. In this regard, staff continue to upgrade their skills and
training, as well as network with other Government Departments and
non-government organizations.
Mr. Chairman, the Department will, in the upcoming year, focus on
internal strategies to ensure that their clients can benefit from enhanced
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in-house services, as well as outreach services around issues dealing
with minimizing or eliminating financial strife.
Mr. Chairman, the staff of the Department of Financial Assistance
should be commended for their commitment and efficient manner in
which they carry out their duties and responsibilities.
Mr. Chairman, this concludes my comments on Head 55, the
Department of Financial Assistance.
HEAD 52: THE DEPARTMENT OF COMMUNITY AND
CULTURAL AFFAIRS
Mr. Chairman, my focus now turns to the 2013/14 estimates of
expenditure for Head 52 the Department of Community and Cultural
Affairs, which are found on pages B-252 to B-258. The total
expenditure for 2013/14 estimates is three million, seven hundred
twenty-nine thousand, two hundred and thirty eight dollars ($3,729,238)
a decrease of three point two percent (3.2%) from the 2012/13 revised
estimates.
Mr. Chairman, the Department’s mission is to improve individuals’
sense of belonging to the Bermuda community through selected
community-based activities, and to foster and develop a greater sense,
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understanding, appreciation and value for Bermuda’s culture, traditions
and folklife; and to cultivate unity and pride in our identity as a people.
The Department of Community and Cultural Affairs plays a critical role
in upholding Government’s commitment, to cultivating community
development as well as supporting our young people and families –
Bermuda’s most precious resources.
Mr. Chairman, the Department’s objectives are to provide grants to
organizations that promote the visual and performing arts as well as
those organizations that help to promote Bermuda’s cultural heritage; to
promote and increase an understanding of Bermuda’s cultural identity
through education, research, publications and enrichment programmes
for both locals and visitors; to stimulate the development of the arts
through a variety of programmes and initiatives; and finally to offer
Community based personal and professional courses that promote lifelong
learning through the Community Education and Development
Programme.
Mr. Chairman, the Department of Community and Cultural Affairs
have three (3) Programmes 5202, 5203, and 5204.
Mr. Chairman, as regards Programme 5202 on page B-253 the
estimated expenditure for that Programme, which includes grants to
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organizations is two million, one hundred and seventy-five thousand
dollars ($2,175M), which is a twenty-six percent (26%) decrease from
the 2012/13 budget allocation. The organizations receiving grants are as
follows: Bermuda Historical Society; Bermuda Heritage Museum;
Bermuda National Gallery; Bermuda National Trust; Bermuda Arts
Council; St. George’s Historical Society; St. George’s Preservation
Authority/Cultural Legacy Fund recipients.
Mr. Chairman, the Department produced six (6) TV programmes as a
part of the Learn-a-Lots Series. Through this family-oriented TV series
the Department not only exposes our children but the community at
large to many aspects of our culture; and makes clear that culture –
which extends beyond the bounds of the arts – is dynamic, current,
engaging and all encompassing. The topics covered were as follows:
Bermuda’s Discovery;
Our Early Development;
Slavery Begins;
Farming the Land;
First Visitors in Changing Times; and
War and the Development of Tourism.
Mr. Chairman, the Department organizes educational programmes that
commemorate the 1834 emancipation of enslaved people in Bermuda.
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Having as its theme in 2012, “The Trail of Our People: the Social
Dynamics of Self-reliance”, the Department focused on and raised
community awareness about local heroes of the past who have made
lasting and significant contributions to their respective local
communities and who embodied the concept of selflessness, selfreliance
and resilience.
The main event took place at Sandys Secondary Middle School’s
Amphitheatre in July and featured the unveiling of Banners for each of
the eighteen (18) individual heroes and five (5) groups. Included in the
programme were dance performances by Donquili, and those associated
with choreographer Eric Bean; solo by Madree Musson; and a
drumming tribute by Warwick Gombeys.
Given the theme for the year and the desire to maintain some visibility
throughout the year, two (2) forums were held. The first (1 st ) took place
in April 2012, at the Warwick Workman’s Club; whilst the other took
place in February 2013, at the Leopard’s Club in Hamilton. The ideas of
economic empowerment and entrepreneurship were the foci.
Mr. Chairman, a Gombey Festival is held annually to provide exposure
to the folk art and traditions of an important Bermudian icon. The 2012
Gombey Festival was held for the first (1 st ) time at the W. E. R. Joell
Tennis Stadium. All active Gombey Troupes participated and these
included:
H & H Gombeys;
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Richardson’s Gombey Troupe;
Places New Generation Gombeys;
Warner Gombeys;
Warwick Gombeys;
Roots Gombeys; and
Gombey Warriors.
Annually, the Gombey Festival is designed so that each troupe dances
for fifteen (15) to twenty (20) minutes; and these performances are
interspersed with excerpts of Gombey tales and the history of the
Gombey troupes. Each troupe is also provided with space to display the
uniqueness and the history of their particular troupe and this takes place
in the form of an exhibition, which features fun treats and crafts of the
Gombeys.
The Department of Community and Cultural Affairs annually selects a
tradition bearer of the Gombey Art form to be honoured. The 2012,
Gombey Festival honorees were Mrs. Janice Warner-Tucker and her
brother Mr. Llewellyn “Termite” Warner. These siblings are both
masters of their particular art form and they continue to carry out the
traditions of costume making and dance which began over seventy years
ago under the guidance of their parents – Mrs. Iona Warner and Mr.
John James Warner.
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Mr. Chairman, an added feature of the programme were two (2) stiltwalkers
or Mock-a-Jumbie dancers from St. Kitts who were invited to
participate and share their tradition of dance with our performers – thus
highlighting Bermuda’s cultural and historic connections with the
Caribbean.
As anticipated, the change of location from the City Hall Car Park to the
W. E. R. Joell Tennis Stadium made Gombey Festival 2012, a roaring
success.
Mr. Chairman, the theme for Heritage Month 2012, was “Celebrating
Hospitality Through The Ages”. This theme helped to remind us of the
importance of welcoming visitors to our shores and providing many
ways to be hospitable – through entertainment, transportation, and
sharing the best of our environment and our people. This theme clearly
linked culture with tourism and gave a renewed focus to our Tourism
Industry. We were reminded of the role every Bermudian must continue
to play as we strive to rebuild the services we offer our visitors and the
general public.
The opening event for Heritage Month therefore put the spotlight on the
Hotel Industry and a weekly focus was provided by seven (7) different
hotels – the Fairmont Hamilton Princess, Rosedon, the Elbow Beach
Hotel, the Rosewood Hotel, The Reefs Hotel, Grotto Bay Hotel and
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Cambridge Beach Hotel. Each hotel provided the opportunity for an
‘Open House’ and at times offered a drink demonstration or an afternoon
tea as a special incentive. This was quite appreciated by both guests of
the hotels and the local residents.
Further, Mr. Chairman, the Department of Community and Cultural
Affairs partnered with the Bermuda Hospitality Institute to promote a
Hospitality Trail. Each week a different area of the island was featured
and businesses and organizations located in the Central, Eastern and
Western parishes of Bermuda offered tours and a complimentary
service.
The public was invited to participate in all activities along the
Hospitality Trail. This provided exposure for the many varied aspects of
this industry – the hotels, restaurants, entertainment, water sports,
golfing, walking trails, water tours, etc.
Mr. Chairman, the other events held during Heritage Month 2012,
included the first (1 st ) Annual Dr. Pauulu Kamarakafego Memorial
Lecture - a “Face Of The Pond” Walking Tour, which began and ended
at the Victor Scott primary school.
An evening cruise, was held especially for the seniors, and departed
from Albuoy’s Point. The seniors had the opportunity to participate in a
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number of fun quizzes and shared tales of yester-year. Small prizes were
handed out to the winners and entertainment was provided by James
Martinez, the steel pan musician.
Finally, Mr. Chairman, on Sunday, May 20, 2012, the “Shake, Rattle
and Roll: The Bermuda Railway Journey” programme was presented in
partnership with the Bermuda Archives and consisted of a talk given by
Mr. Simon Horn (a visiting researcher of this topic). Local participants
included Mr. Gerald Simons and Mr. George Leon Burt. These
gentlemen shared many wonderful stories of the era of the railway and at
the end, the public was offered a train tour of the former route the
Railway took through the City of Hamilton as well as viewed an
exhibition of Bermuda’s train memorabilia held in trust at the Bermuda
Archives.
Mr. Chairman, the theme for the 2012 Bermuda Day Parade was also,
“Celebrating Hospitality Through The Ages.” The Bermuda Regiment
led the parade from its starting point at Marsh Folly to the City Hall Car
Park. The Bermuda Regiment Band was followed by six (6) Grand
Marshals, honoured for their service to the community and to our
visitors . They were Mr. Herbie Bascome, Mrs. Hazel Lowe, Mr. Carvel
Van Putten, Mrs. Sandy Butterfield, Mr. Bryan Butterfield and Mr.
Clermont Roderick “Duke” Joell. Once the parade participants reached
the City Hall Car Park they performed and then dispersed. There have
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een several benefits realized by ending the parade at City Hall Car Park
including the reduction in the number of groups and improving the
‘flow’ of the parade.
Mr. Chairman, total of fifty-two (52) groups participated in the
Bermuda Day Parade. A special troupe led by Mrs. Norma Nottingham
in honour of the late Mr. Choy Aming and the late Mr. Walter “Dickie”
Greene, organizers and founders of the carnival feature ended the
Bermuda Day Parade.
It is important to note that funding was given to twelve (12) groups to
assist with costume making and float building and as a result, the 2012
Bermuda Day Parade saw a record number of various youth dance
groups. Public safety was given high priority and the day ended without
any negative incidents. Bermuda Day 2012, was smoothly executed. It
is hoped Bermuda Day 2013, will be just as entertaining and rewarding.
Mr. Chairman, the Department published two thousand (2,000) copies
of a book entitled, One Little Pawpaw: Bermuda Songs and Sketches
for All God’s Children by retired music teacher Mrs. Persis Butler.
Mrs. Butler has written more than seventy-five (75) original songs over
the course of her career, which have been Illustrated by Bermudian artist
Mr. Al Seymour Sr., the book was launched to a standing-room-only
crowd at the Bermuda National Gallery in December 2012, with
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performances by musicians, seniors groups, and local primary school
students.
The Department also published a book entitled, "I Wish I Could Tell
You": Bermuda Anthology of Children's Literature and Young Adult
Stories edited by 2011 Writer in Residence Lynn A. Joseph. The
material included in this anthology draws primarily from the writing
developed in the Writer in Residence workshop, and features a separate
section of work by emerging teen writers. The artwork for the anthology
primarily consists of images from the 2011 Masterworks Chairman Prize
exhibit. The Department printed one thousand five hundred (1,500)
copies and launched the book in June 2012, at the Bermuda Society for
the Arts.
Mr. Chairman, the Bermuda Literary Awards are administered by the
Department of Community and Cultural Affairs once every five (5)
years to honour excellence in Bermudian writing. The five categories
are Fiction, Non-Fiction, Children and Young Adult Fiction, Poetry and
Drama. There is a two thousand dollars ($2,000) cash award for the
winner of each category. This year’s winners are:
Fiction: Ms. Angela Barry;
Poetry: Mr. Paul Maddern;
Non-Fiction: Mr. Walton Brown, Jr.; and
Children and Young Adult Literature, joint prize:
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Nadia Aguiar-Hasselbring and David Chapman.
Mr. Chairman, the Government selected one (1) new National Hero for
2012 – Mary Prince. She was honoured in a ceremony held at Barr’s
Bay Park in June. The venue was considered most fitting because of its
association with the story of those on The Enterprise who came to
Bermuda in 1835.
Mr. Chairman, in December 2012, the Department hosted the twentyeighth
(28 th ) Annual Premier’s Concert which showcased outstanding
local young people in the visual and performing arts who are between
the ages of ten (10) and twenty (20) years. There were seventy-seven
(77) exceptional participants.
The Department of Community and Cultural Affairs has supported
programming to develop our literary arts and has, over the past few
years, hosted Writer-In-Residence workshops focusing on a variety of
genres. This year, the Department hosted a three (3) week Writer-In-
Residence programme focusing on the genre of memoir and creative
nonfiction held February 24 to March 16. We are very pleased that the
distinguished and award-winning Canadian-Jamaican writer Rachel
Manley, author of Drumblair, Slipstream, and Horses in Her Hair,
served as the instructor for this programme. Ms. Manley gave a public
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eading of her own work at the Bermuda National Gallery. She also
conducted two (2) writing workshops for students.
Mr. Chairman, the Historical Heartbeats Lecture Series, now entering
its tenth year, had a successful series of lectures in 2012. This year also
saw the continuation of the Winter Season in collaboration with the
Bermuda National Library and the Bermuda Historical Society, a
programme that extends the series to a full calendar year. This
programme highlights various aspects of Bermudian history and culture,
and aims for a presentation that is both entertaining as well as
educational.
Mr. Chairman, this year saw the launch of five (5) new full-length
documentary films as a continuation of the Bermuda Folklife
Documentary Series. These documentaries have been made available to
the public with a heavy rotation on CITV and copies sent to all public
and private schools. Filming has commenced on the next set of three
documentaries.
Mr. Chairman, the Cultural Affairs Digital Archive continues to
expand through the transcription and digital conversion of interviews
collected through the Folklife Documentary Series.
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The episode on Foodways features St. David’s cook Dolly Pitcher,
food historian Joe Gibbons, and renown Bermudian chef Fred
Ming.
Farming in Bermuda, the longest documentary produced in the
series to date at seventy-five (75) minutes, features interviews with
farmers Richard Bascome, Tom Wadson, and Carlos Amaral; dairy
farmer Harry Kromer; edible landscaper Omari Dill; and
gardener/teacher Frances Eddy.
Fitted Dinghy Racing chronicles the history, heritage and lore of
this aspect of Bermuda’s maritime culture and includes interviews
with Norman Roberts, Roger Mello, Mark Soares, and Dimitri
Stevens.
Beekeeping focuses on the apiary and honey production of
beekeepers such as Randolph Furbert, his apprentice Jennie Faries,
Quincy Burgess, and Tommy Sinclair.
Medicinal Uses of Plants explores Bermuda’s legacy of folk
medicine through interviews with Dr. Kuni Frith-Black, her
apprentice Zarinah Codrington, Neville Richardson, and Joann
Adams.
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This ongoing project is an important step towards the formal
documentation and preservation of the knowledge from our most
valuable natural resource - Bermuda's people. Transcripts from an
additional fifteen (15) interviews, totaling more than two hundred pages
(200), were added to the collection this year.
Mr. Chairman, the Department of Community and Cultural Affairs has
embarked upon the fifth (5 th ) year of the Folklife Apprenticeship
Programme, focusing on the transmission of knowledge and skills from
one (1) generation to the next. Five (5) tradition-bearers, in various arts,
have been selected for inclusion in the programme to work with one-onone
with a single apprentice for an average of eighty (80) hours.
Mr. Chairman, as regards Programme 5203 on page (B-253)
Community Services the expenditure for this Programme is a total of
four hundred and thirty-three thousand dollars ($433,000), which
includes two hundred and thirty-five thousand dollars ($235,000) for the
Bermuda Rendezvous Activities and one hundred and ninety-eight
thousand dollars ($198,000) for the senior citizen projects. The
Bermuda Rendezvous Activities consists of a variety of programmes,
which are designed to offer Bermuda’s winter visitors a choice of
entertainment and educational activities. This programme is organized
to run from November to March of each year. All programmes are
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offered free of charge and are quite popular with our visitors and
participating locals.
The Department of Community and Cultural Affairs has been most
successful in achieving its associated performance measures by
organizing, promoting and implementing the following activities:
Walking Tours of Dockyard, Somerset, Hamilton and St. Georges;
Visits to Dockyard and the Craft Market where craft-making;
demonstrations of a variety of souvenir items e.g. Cedar crafts,
Banana leaf dolls, pottery, glassblowing can be seen;
Tours of official and Government buildings;
Regiment Displays and Gombey Performances; and
Lectures/Talks at the Bermuda National Gallery and at the St.
George’s World Heritage Site.
Each of the above events has an assigned tour guide that shares important
and informative tales of Bermuda’s culture and traditions.
The attendance records submitted by each vendor/presenter are used to
monitor the success of each activity. The most popular include the
Walking Tour of the City of Hamilton, the Gombey Revue, the Bermuda
Cooking Demonstration, an informative talk about folk medicine which
demonstrates how our ancestors used herbs and local plants to encourage
wellness and the Craft Market’s, Taste of Bermuda. During this season, if
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funds allow, the Department includes the programme where they offer
train tours of the city which tell the story of important historical buildings
as well as identifing the heroes and heroines or the era of segregation in
North Hamilton.
With the down turn in our visitor numbers, attendance continues to
fluctuate. As a result the Department increased the number of ways to
promote these programmes. Advertisements take the form of large
newspaper adverts, posters, and brochures (which are delivered to every
hotel and guest house). With the support of local television programmes
we are able to showcase and advertise via the television and also right into
the hotel rooms of our guests.
Not only do our visitors benefit but also our locals and we continuously
encourage our local teachers and students to attend these events, as there
are wonderful opportunities to gain new knowledge of and appreciation
for Bermuda’s history, traditions and culture.
Mr. Chairman, there are several programmes that the Department
organized this past year for our elders who are repositories of
knowledge, life experiences and wisdom. Many of the events were held
under the umbrella of Seniors’ Week which took place from July 2 nd to
6 th 2012. The theme for that week was “Stay Active and Involved”. The
activities that made up Seniors’ Week included an Awards’ Ceremony
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during which seniors who had been nominated either by their respective
churches or seniors’ clubs were honoured for significant contributions
made. Other activities during that week also included a Seniors’ Gospel
Concert; Seniors’ Talent Show; Fashion Show and Tea; and a picnic and
Fun Day at Shelly Bay Park.
The Department continues to provide monthly seminars for Seniors.
This programme has proven to be very popular with our Seniors. Their
attendance at these seminars demonstrates their enthusiasm about
learning.
Mr. Chairman, the final Programme in this Department is 5204, which
is the Community Education Programme. The expenditures for this
Programme are found on page B-253 and the total estimate for 2013/14
is one million, one hundred and twenty-one thousand dollars ($1,121M)
a decrease of four percent (4%) as compared to the 2012/13 budget.
Mr. Chairman, the Summer Internship Programme Initiative targeted
fifteen (15) to eighteen (18) year old students. This initiative benefits
students, working parents, as well as the broader community including
businesses together with public and private sector organizations.
Mr. Chairman, this programme demonstrates the Department’s
support of and commitment to identifying and addressing the personal
and professional development needs of the community as they arise.
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The Community Education and Development Programme now provides
its brochures electronically in an effort to serve the community as
effectively as possible. The public may register on-line at
www.communityed.gov.bm for all courses and programme offerings
making our customer service product more accessible, user friendly and
convenient to the general public. Walk-in registration continues to be
the main means of registration at the three (3) office locations-East,
Central and West. Three (3) payment types: cash, cheques and/or credit
cards of which the latter is the most popular. In total a courtesy of eight
(8) convenient ways are available to register.
Mr. Chairman, the output measures for the Department of Community
and Cultural Affairs are located on pages B-256 to B-258 in the
Estimates Book.
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Mr. Chairman, we thank the dedicated staff of the Department of
Community and Cultural Affairs.
HEAD 56: DEPARTMENT OF HUMAN AFFAIRS
Mr. Chairman, finally I present to you the 2013/14 estimates of
expenditures for Head 56 the last Head to be debated in my Ministry the
Department of Human Affairs, which are found on pages B-264 to B-
267.
Mr. Chairman, the Department of Human Affairs has responsibility for
the Human Rights Commission, the Human Rights Boards of Inquiry
process, race relations and gender affairs in Bermuda. The Human
Rights Commission is governed by its own legislation known as the
Human Rights Act, 1981. The Act sets out the statutory functions of the
Commission and provides for the appointment of the Human Rights
Commissioners. The Commission’s staff is responsible to both the
Chairman of the Commission and the Director of the Department of
Human Affairs. Linkage back to Government is provided through the
Department’s central administration unit.
Mr. Chairman, the Administration Unit (page B-265) of the
Department of Human Affairs provides policy research and advice,
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technical and management support to the Minister of Community and
Cultural Development, the Permanent Secretary and to the Human
Rights Commission, whilst facilitating the work of the Bermuda
Women’s Council and monitoring compliance to relevant legislation,
mandates and international conventions, including CEDAW (the
Convention on the Elimination of all forms of Discrimination Against
Women). This Unit also administers and facilitates all human rights
Boards of Inquiry.
Mr. Chairman, the Human Rights Commission (page B-265) is a
statutory body established under the Human Rights Act 1981 and is
dedicated to thoroughly investigating genuine allegations of
discrimination, conciliating complaints arising from allegations of
discrimination, educating the general public and businesses on human
rights issues whilst increasing public awareness of human rights and
embracing the principles of diversity and equality.
Mr. Chairman, the Department of Human Affairs budget allocation of
two million, two hundred sixty-nine thousand, two hundred and ten
dollars ($2,269,210) for 2013 - 2014 represents an overall decrease of
seventy four thousand, eight hundred and fifty eight dollars ($74,858) or
three point two percent (3.2%) less than the revised budget for 2012-
2013. This decrease is as a direct result of less funds being allocated to
cover the anticipated cost of litigation brought against the government in
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the Supreme Court and the Court of Appeal relating to a long
outstanding decision of a previous Board of Inquiry.
As directed by the Ministry of Finance, the Department reviewed and
revised its budget in order to identify and make cuts where possible in
order to present a budget below the 2012-2013 cash limits.
Mr. Chairman, the manpower budget for the Department remains
unchanged. There are two (2) vacant posts - the former Administrative
Assistant and the Executive Officer of the now defunct Commission for
Unity and Racial Equality (CURE). These two posts remained in the
Department’s staffing list when the functions and staff of CURE were
transferred to the Human Rights Commission in 2010. The vacant
Executive Officer post is to be converted to a Technical/Legal Officer
post within the Human Rights Commission. The Administrative
Assistant position is required within the Administration Unit to assist
with the work of the Women’s Council and CEDAW and to fill the
receptionist front desk role since a void was created when the
Department’s accounts clerk/receptionist was transferred to the Ministry
Headquarters Finance/Comptroller’s section.
Mr. Chairman, a further staffing void was created on December 31 st
2011 when the contract for the Temporary Relief
Receptionist/Administrative Assistant who worked for CURE and
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moved to the Administration Unit upon the dissolution of CURE was not
renewed. This post was not renewed as a cost saving measure resulting
from the Government/Departments fiscal restraint policy.
Mr. Chairman, the intention is to fill both vacant positions as soon as
all of the job descriptions for the Department are reviewed and
revamped to reflect the substantial changes made to our processes and
procedures in 2012, by virtue of the Human Rights Amendment Act.
Mr. Chairman, the Department’s Budget allocations by Cost Centre are
as follows:
Administration $ 865,533
Human Rights Commission $1,403,677
Mr. Chairman, both the Administration/Business Unit and the Human
Rights Commission undertook Strategic Planning in 2012, to develop
new performance measures that are more relevant and meaningful to the
work of the Department. The Department’s performance measures, can
be found on pages B-267.
Mr. Chairman, for many years the Department of Human Affairs has
been the administrator for all Boards of Inquiry. Boards of Inquiry have
been empanelled to hear and adjudicate Human Rights cases which have
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een referred by the Human Rights Commission to the Minister to
determine the case. With the amendments to the Human Rights Act in
2012, the investigation, administration and adjudication of human rights
cases has changed. Boards of Inquiry have been transferred to a Human
Rights Tribunal and the Human Rights Commissioners role has been
converted from a screening role to an adjudication of complaints role.
The Tribunals have the same quasi-judicial authority and responsibilities
of the former Boards of Inquiry.
Mr. Chairman, complaints of discrimination will now be received,
investigated and adjudicated within the Human Rights Commission and
not be moved out of its jurisdiction to the responsible Minister and then
to the Department of Human Affairs to administer the Board of Inquiry
process, as is currently the case. The Tribunal will hear cases referred to
it by the Executive Officer and render decisions on the merit of the
complaint. These amendments became effective at the end of October
2012, and all cases going forward will now be adjudicated under the new
system.
There were four (4) Board of Inquiry cases ongoing in 2012, all in
various stages of the Inquiry Process. One (1) was settled before the full
Hearing took place and one (1) Hearing concluded in April with the
Decision rendered in July. The final two (2) cases under the “old
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system” had several Directions Hearings with the Full Hearings
scheduled in early 2013.
Mr. Chairman, as regards its gender mandate the Department continued
to provide administrative, technical and a limited amount of financial
support to the Bermuda Women’s Council.
The theme for International Women’s Day 2012, was Connecting Girls,
Inspiring Futures and the Bermuda Women’s Council celebrated with
the launch of an Extra Curricula Activities Scholarship for Girls. Seven
(7) girls were awarded the scholarships in September and this is helping
to fund their extracurricular activities during the 2012 – 2013 school
year.
Mr. Chairman, the Department continued its work to have CEDAW
extended to Bermuda however Constitutional questions remain and have
continued to delay the progression of this project.
The Department has been actively consulting with various stakeholders
including the business community with regard to adding age as a ground
of discrimination to the Human Rights Act. A public meeting was also
held in late September and was well attended.
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Mr. Chairman, the Human Rights Commission (B-265) received
approximately three hundred (300) complaints in 2012, and referred
individuals to the appropriate agencies where their complaints fell
outside the jurisdiction of the Human Rights Act.
The HRC received approximately three hundred (300) complaints in
2012, and referred individuals to the appropriate agencies where their
complaints fell outside the jurisdiction of the Human Rights Act.
Other particular achievements for the HRC in 2012 include:
Work on disability issues, including providing guidance on the
Unreasonable Hardship regulations to organizations and promoting
the rights of persons with disabilities in the workplace;
Spearheading the issue of non-Bermudian migrant worker abuse
through coordination of task force and the provision of information
sessions on human rights, employment rights and immigration
rights with partner agencies and individuals;
Engaging in roundtable dialogues with rights-based agencies and
government departments to build mutual understanding about
respective mandates and to improve referral services to the public;
Broadening outreach efforts by attending assemblies and providing
workplace presentations highlighting roles and responsibilities
under the Act;
Providing training and development for Commissioners and
Officers to promote best practice in the provision of human rights
support and protection to the public;
Collaborating with Two Words and a Comma, Amnesty
International and the Centre for Justice to streamline educational
efforts in support of amending the Human Rights Act to include
protection against discrimination on the basis of sexual orientation;
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Providing policy guidance and support to organizations to aid their
equality, anti-harassment and anti-discrimination policy
development efforts; and
Advocating for the expansion of protection afforded under the
Human Rights Act 1981, and as well, building understanding of
issue areas by facilitating public forums and responding to
individual requests for education.
In 2012, the Human Rights Commission continued to experience
significant changes which impacted staffing, processes and functions.
Despite the considerable changes, the HRC continued to strengthen both
the processes and procedures relating to its complaint management
practices, in addition to preparing to undertake the entire screening
function which was transferred to the office as a result of the passing of
the 2012 Human Rights (Structure and Functions) Amendment Act.
Mr. Chairman, some of the objectives of the Department of Human
Affairs for the budget year 2013/2014 include recommendations on the
addition of Age Discrimination to the Human Rights Act.
The Department and the Bermuda Women’s Council will jointly launch
a Community Driven Development Project to assist women who are
experiencing economic hardship to become self-sustaining. Community
Driven Development focuses on developing active community
ownership and encouraging social enterprise and community
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entrepreneurialism. Both the Department staff and Women’s Council
will be provided with training to help them in this endeavour.
Mr. Chairman, the Department will progress work on the development
of a national gender policy and towards the extension of the Convention
on the Elimination of all forms of Discrimination Against Women
(CEDAW) to Bermuda
Mr. Chairman, the Human Rights Commission continues to implement
the amendments affecting the Commissions functions as a result of the
2012 Human Rights (Structure and Functions) Amendment Act.
They also continue to implement critical plans to modernize its
processes and to establish best practice standards. Under the strategic
direction of the Executive Officer, the Human Rights Commission
recently conducted strategic planning to validate its vision and mission.
The strategic approach will be driven by the Commission’s vision for a
better Bermuda; “A community that honors and protects human rights
for all”. This vision will be achieved through its mission which, is “To
eliminate discrimination through advocacy, education and
enforcement”. The strategic plan sets out the Commissions priorities
and work programs for the next three (3) years and underpins four
strategic themes of focus: 1) To maximize the protection of human
rights, 2) To provide impactful awareness and education, 3) To ensure
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operational excellence, and 4) To expand capacity through increased
knowledge.
The Commission’s objectives include:
Increase stakeholder knowledge about their rights;
Inform and advise on best practice legislation and policy;
Increase stakeholder confidence in the complaint handling and
adjudication processes; and
Identify operational improvements and areas to reduce costs.
The implementation phase of the amendments affecting the
Commissions functions as a result of the 2012 Human Rights (Structure
and Functions) Amendment Act are well under which will include the
appointment of Human Rights Commissioners and the new Chair,
Lastly, legislative changes to the Human Rights Act will be forthcoming
as this Government intends to demonstrate its commitment to the
evolution of Human Rights not just in word but also by deed.
Mr. Chairman, before concluding I would like to thank the staff of the
Department of Human Affairs for diligently undertaking their respective
roles throughout the year. They are at the forefront of efforts to ensure
that the people of Bermuda are treated fairly, equally and without
discrimination and ensuring that their rights are protected.
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Thank you, Mr. Chairman this concludes my presentation of the
Departments under the Ministry of Community and Cultural Affairs
namely -
Head 71, Ministry Headquarters
Head 20, Department of Youth, Sport & Recreation
Head 23, Department of Child and Family Services
Head 55, Department of Financial Assistance
Head 52, Department of Community and Cultural Affairs
Head 56, Department of Human Affairs
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