STRATEGIC OWNERSHIP GOALS. The key strategic goals and objectives for the Cayman Airways Limited for the 2013/14 financial year are as follows: • The mission of Cayman Airways is to be the premier choice of safe, reliable, and enjoyable air transportation to all markets we serve, in the best interests of the Cayman Islands. A national airline of which we can all be immensely proud of, one which reflects a top quality airline, delivering top quality service; an organization which is attracting the best and brightest Caymanian talent and developing its people and the airline to reach their full potential. • The Airline is major employer within the Cayman Islands and must strive to attract and develop the best and brightest Caymanian talent. The Airline offers several unique employment opportunities in specialised fields and will continue to create an environment of opportunity for Caymanians. This role has an immeasurable socio-economic impact on the Cayman Islands and is crucial to continued national development and growth. The Airline will therefore, as it continues to target cost reductions, do so in a manner that places emphasis on the retention and provision of services and employment locally, versus overseas when possible. • The Airline will continue the process of restructuring and operational reform in order to drive revenue, reduce costs, and achieve the maximum levels of efficiency where possible. • Utilizing the Airlift Framework as a funding model, the Airline and Government shall have a common objective to ensure that the Airline is adequately funded to undertake the core and strategic roles defined in the Airlift Framework. Adequate levels of Government funding and the Airline’s continued efforts to operate at maximum efficiency are necessary to ensure that no deficit between revenue and expenses arises. • After years of historical losses, the Airline is faced with a severe deficiency of working capital. The Government and the Airline must together strive to create adequate levels of working capital in order to ensure that Airline has the ability to invest where necessary to improve efficiency and viability. This working capital deficiency may from time to time require external borrowings or equity injections from the Government in order to ensure the Airline’s continued viability. The Airline therefore aims to have its historical debt (formal and informal), refinanced in a manner that improves cash flow and provides adequate levels of working capital to be realised, in ...
STRATEGIC OWNERSHIP GOALS. The key strategic goals and objectives for the Cayman Islands Development Bank for the 2013/14 financial year are as follows: Strategic Goals • To continue to operate as a prudently managed, efficiently operated and highly respected development financial institution while producing sound financial and operating results. • To focus on the development of the Islands by identifying, funding and implementing programmes, projects and services that will assist Caymanians in improving themselves and their communities especially those with bankable propositions who do not have ready access to conventional financing.
STRATEGIC OWNERSHIP GOALS. The key strategic goals and objectives (from an ownership perspective) for The CIAA for the 2013/14 financial year are as follows: PROVIDING AN EXCEPTIONAL CUSTOMER EXPERIENCE • Develop standards of performance in customer service • Improve and enhance facilities of the airports • Creating and maintaining a culture of service excellence GROWING THE BUSINESS • Enhance revenue opportunities • Improve efficiency of processes so as to reduce costs • Utilize benchmarking and surveying processes so as to maintain competitiveness CREATING A SAFE AND SECURE ENVIRONMENT • Maintaining and exceeding compliance with international regulations • Develop more cost-effective and efficient provision of security services • Develop the cultures of safety and security DEVELOPING QUALITY TALENT MANAGEMENT • Develop a comprehensive training program • Develop a talent management program • Develop a reward and recognition program
STRATEGIC OWNERSHIP GOALS. The key strategic goals and objectives for the Cayman Islands Airports Authority for the 2015/16 financial year are as follows: PROVIDING EXCEPTIONAL CUSTOMER SERVICE Develop standards of performance in customer service Implement operational and quality metrics (quality management) and set target levels of performance Improve facilities at the airport – interim and final plans for relieving congestion Create and maintain a culture of service excellence GROWING THE BUSINESS Develop standards of performance in business development Implement operational and quality metrics (quality management) and set target levels of performance Develop a revenue growth plan and set targets of achievement Develop a marketing plan that will drive business growth and customer satisfaction CREATING A SAFE AND SECURE ENVIRONMENT Maintain and exceed compliance with international regulations Developing Operational Efficiencies Develop an airport emergency response plan Develop the cultures of safety and security throughout the organisation DEVELOPING QUALITY TALENT MANAGEMENT Implement the approved organisation chart Develop a comprehensive training program Develop a talent management program Develop a reward and recognition program EMPLOYEE ENGAGEMENT Implement standards and metrics around employee engagement and set target levels of performance Establish and cement a performance management process with clear levels of performance Establish management routines that drive employee engagement SOLID MANAGEMENT ROUTINES Develop the team concept at leadership level and drive throughout the organisation Measure, report, act Review policies and processes throughout the business to ensure proper rules are in place and required governance is established and maintained. Ensure that the management team of the organisation is aligned in all they say and do. BUSINESS CULTURE Establish regular financial performance discussion at management level Drive a culture of cost efficiency Develop and maintain business processes around procurement, spend management, revenue collection and revenue growth
STRATEGIC OWNERSHIP GOALS. The key strategic goals and objectives for the Auditors Oversight Authority for the 2013/14 financial year are as follows: • Establish the Rules governing Recognised Auditors; • Develop the oversight system for Recognised Auditors and conduct, or arrange to have conducted on the Authority’s behalf, inspections of Recognized Auditors; • Become a member of the International Forum of Independent Audit Regulators; and • Pursue third country equivalency status with the European Union and the Financial Services Agency/Certified Public Accountants and Auditor Oversight Board, Japan.
STRATEGIC OWNERSHIP GOALS. The key strategic goals and objectives for the Cayman Islands Monetary Authority for the 2016/17 financial period are as follows:
STRATEGIC OWNERSHIP GOALS. The key strategic goals and objectives for the Cayman National Cultural Foundation for the 2015/16 financial year are as follows: • Raise the profile and standards of CNCF’s contributions to cultural development and the arts, and increase opportunities for participation in its work and programmes by the general populace and visitors. • Actively participate in and support regional and international initiatives that promote and respect cultural diversity so as to significantly raise the regional and international profile of the arts and culture of the Cayman Islands. • Maintain a disaster response and recovery plan to ensure adequate protection is provided for CNCF relevant documents, products, collections and physical plant. • Advocate for and facilitate the development of effective partnerships with other cultural groups and Government, to pool information and resources and identify national priorities for culture and the arts. • Promote and defend the artist’s right to create and express freely, within the boundaries of the laws of the country. CAYMAN ISLANDS GOVERNMENT 2015-16 OWNERSHIP AGREEMENTS 228
STRATEGIC OWNERSHIP GOALS. The key strategic goals and objectives for the Cayman Turtle Farm (1983) Limited for the 2016/17 financial period are as follows: Tourist Attraction Provide a high-quality attraction for visitors to Grand Cayman offering display and interaction with sea turtles and other island wildlife. Sustain CTF admission market shares of stay-over and cruise visitors above 10% of visitors per annum in each category. Collaborate with other entities and entrepreneurs in the tourism industry to offer visitors “packages” incorporating a visit to Cayman Turtle Farm together with other products and services (e.g. transportation, visits to other attractions) thereby producing additional positive impact on the islands’ economy and employment. o Maintain and develop relations with tour bus companies, watersports companies, other attractions and other tourism service providers to offer “combination” packages for cruise shore excursions. o Maintain and develop relations with independent car rental companies, hotels and tourist condos to promote CTF visitation by stay-over visitors, through admission discount offers. o Pursue relations with taxis and restaurants that have a high percentage of tourist clientele, to promote visitation to CTF by offering CTF admission discount vouchers to their patrons. o Further develop relations for cross-promotion with Cayman Airways: o Conduct cross-promotion on social media and CTF admission discount to visitors on presentation of Cayman Airways boarding pass stubs o Offer CTF admission passes as prizes for in-flight “competitions”/raffles on inbound Cayman Airways flights from international gateways o Develop commercial arrangements with TAB aimed at cross-promotion with Xxxxx St.Xxxxx and Botanic Park o Offer CTF admission discount to visitors to those sites. o Offer CTF customers admission discount vouchers for those sites.
STRATEGIC OWNERSHIP GOALS. The key strategic goals and objectives for the Children and Youth Service (CAYS) Foundation for the 2016/17 financial period are as follows: CAYS implements programmes that address the care needs and the anti-social attitudes, beliefs and behaviours of its residents in a safe nurturing therapeutic environment. They will focus on changing resident’s attitudes and behaviours by working to build trusting relationships between them and their peers and a trusting relationship with their parents. This will assist residents to develop appropriate behaviours and coping skills that will assist with their reintegration into their family, school and community. CAYS implements programmes that promote the principles of individual growth, personal development and peer accountability. The programmes will assist residents in setting and meeting educational and vocational goals. CAYS assist residents with reintegration into the mainstream education system. This is accomplished by a treatment team meeting to develop a comprehensive plan. This team will consist of key stakeholders. CAYS address the vocational issues for residents and partners with the public and private sector to afford the residents every opportunity to participate in some form of vocational training. CAYS develops comprehensive treatment plans to address core issues, issues relating to drug and alcohol use, also education and vocational issues, family issues and aftercare plans. CAYS provides on-going training to staff to facilitate the delivery of strength-based, individualized treatment in order to ensure that the best practices are maintained. CAYS provide training to staff on treatment planning, to include emphasis on family treatment and aftercare planning. CAYS will enhance services to families by providing family education groups to help improve family dynamics and create more supportive and productive relationships. CAYS will continue to enhance relationships with private sector entities for fundraising and programme support. CAYMAN ISLANDS GOVERNMENT 2016/17 OWNERSHIP AGREEMENTS Government Obligations Nominate one of its officers to be the primary contact for the Government with the Foundation for the purpose of the programmes. Provide the Foundation with any policies, operational guidelines and documents held by the Government, which may be reasonably required by the Foundation to perform the services. Pay to the Foundation throughout the term of the agreement (so long as ...
STRATEGIC OWNERSHIP GOALS. The key strategic goals and objectives for the Civil Aviation Authority for the 2016/17 financial period are as follows:
