GOVERNMENT OF THE ANGUILLA
STATUTORY BODY INCOME AND EXPENDITURE DETAILED SHEET
THE ANGUILLA TOURIST BOARD 2026
PLEASE DO NOT EDIT ANY LINE ITEM IN THIS TEMPLATE
2024 2025 2026 2027 2028 Variances
Revised 2025 Approved Budget VS 2025 Forecast Outturn VS
Unaudited Actuals Approved Budget Budget Forecast Outturn Estimate Forward Estimate Forward Estimate 2026 Estimate 2026 Estimate
Operational Fees 1,285,707 1,091,314 1,285,301 1,432,604 1,432,604 1,432,604 31% 11%
Fees, Dues and Charges
Interest Income
Rental Income
Other Operational Income
GST Refund
Sale of Goods
Subvention from GOA 8,351,723 8,234,273 9,734,273 9,534,273 9,534,273 9,534,273 16% -2%
Donations and Other Grants
Transactions between Statutory Bodies
Pension and Benefit Contributions (ASSB & PSPF)
TOTAL INCOME 9,637,430 9,325,587 - 11,019,574 10,966,877 10,966,877 10,966,877 18% 0%
Salaries 1,378,730 1,491,012 1,262,480 1,590,600 1,590,600 1,590,600 7% 26%
Wages 16,909 21,600 16,909 30,000 30,000 30,000 39% 77%
Pension and Gratuities 76,139 92,246 76,139 95,291 95,291 95,291 3% 25%
Social Security Contributions 49,154 62,138 49,154 66,756 66,756 66,756 7% 36%
Allowances 123,211 105,200 120,523 69,200 69,200 69,200 -34% -43%
Staff Medical Insurance 62,265 74,751 62,265 80,076 80,076 80,076 7% 29%
Rewards & Incentives 20,000 23,000 23,000 23,000 15%
Other 118,296 29,000 6,244 50,000 50,000 50,000 72% 701%
Total Personnel Costs 1,824,704 1,895,947 - 1,593,714 2,004,923 2,004,923 2,004,923 6% 26%
Advertising and Promotions 6,284,075 4,530,218 6,364,075 5,862,327 5,862,327 5,862,327 29% -8%
Auditing and Accounting 58,092 221,776 58,092 112,500 112,500 112,500 -49% 94%
Bad Debt write off/ increase provisions
Bank Charges 30,495 36,000 30,495 36,000 36,000 36,000 0% 18%
Board Expenses
Communications Expenses 65,073 49,300 65,073 54,000 54,000 54,000 10% -17%
Computer License Software and Hardware Maintenance
Debt Service Interests
Depreciation and Amortization 188,303 188,303 189,540 189,540 189,540 1%
Directors' fees and expenses 72,900 72,000 72,900 72,000 72,000 72,000 0% -1%
Expenditure paid to other Government Entities
Hosting and Entertainment 101,058 112,904 101,058 78,441 78,441 78,441 -31% -22%
Insurance 18,144 17,837 18,144 17,497 17,497 17,497 -2% -4%
International Travel and Subsistence 681,444 503,764 601,444 548,148 548,148 548,148 9% -9%
Local Travel and Subsistence
Maintenance Expenses 62,047 31,000 61,804 31,000 31,000 31,000 0% -50%
Office Expenses 23,613 15,000 18,376 15,000 15,000 15,000 0% -18% Other Operating Expenses 1,177,489 1,310,859 1,177,489 1,299,875 1,299,875 1,299,875 -1% 10%
Other Supplies, Materials and Equipment
Pension & Long Term Benefits (ASSB & PSPF )
Professional and Consultancy Services 125,516 127,360 125,516 127,360 127,360 127,360 0% 1%
Rental of Equipment 3600.17 1,000 1,000 1,000 1,000 0%
Rental of Property 89,835 103,056 89,835 116,660 116,660 116,660 13% 30%
Short Term Benefits (ASSB)
Subscriptions and Contributions 169,093 50,000 140,857 163,980 163,980 163,980 228% 16%
Subscriptions, Periodicals, Books, etc. 12,072 26,882 16,744 17,000 17,000 17,000 -37% 2%
Sundry Expenses 52,760 34,900 24,251 28,260 28,260 28,260 -19% 17%
Training 38,609 80,784 38,609 54,000 54,000 54,000 -33% 40%
Uniforms & Protective Clothing 10,386 45,000 10,386 65,000 65,000 65,000 44% 526%
Utilities 53,627 60,000 53,627 60,000 60,000 60,000 0% 12%
Water Production Costs (WCA)
Operating Costs 9,318,231 7,429,640 - 9,257,078 8,949,588 8,949,588 8,949,588 20% -3%
Total Expenditure 11,142,934 9,325,587 - 10,850,792 10,954,511 10,954,511 10,954,511 17% 1%
Operating Deficit/Surplus before Capital Projects (1,505,504) - - 168,783 12,366 12,366 12,366 #DIV/0! -93%
Capital Projects 12,366
Operating Deficit /Surplus after Capital Projects (1,505,504) - - 168,783 0 12,366 12,366 #DIV/0! -100%
Government Transfer (Statutory transfers of Surpluses)
Net Surplus/Deficit after GoA Transfer GOVERNMENT OF ANGUILLA
Estimate of Human Resources for 2026
THE ANGUILLA TOURIST BOARD
2026 2025
THE ANGUILLA TOURIST BOARD Grade Human Payroll Cost Human Payroll Cost
Resources Estimate Resources Estimate
Director 1 1 153,252 1 153,252
Deputy Director 2 1 141,528 1 141,528
Corporate Affairs Executive Assistant 14 1 50,784
Chief Marketing Officer 2 1 137,364 1 137,364
Manager Destination Experience 5 1 108,180 1 108,180
Tourism Assistant Destination Experience 14 1 53,904 1 53,904
Marketing Officer - Destination Local and Regional 6 1 96,012 1 96,012
Accountant 4 1 112,572 1 112,572
HR Manager \Office Manager 4 1 115,992 1 115,992
Accounts \ Procurement Officer 5 1 106,056 1 106,056
Coordinator International Markets 6 1 96,012 1 96,012
Data Marketing Intelligence Officer 1
Tourism Assistant/ Marketing 14 1 96,012 1 96,012
Office Assistant 13 1 55,548 1 55,548
Tourism Information Officer 14 1 48,804
Taxi Dispatcher (4)
Taxi Dispatcher Supervisor
Financial Services Officer 5 1 111,468 1 111,468
Financial Services support Staff 14 1 1
Photographer\Videographer 5 1 107,112 1 107,112
Salary Staff 17 1,590,600 16 1,491,012
[LIST NAME OF POSITIONS]
Temporary Cleaner
Waged Staff 0 - 0 -
Custodian 21,600 21,600
THE ANGUILLA TOURIST BOARD 17 1,590,600 16 1,491,012 GOVERNMENT OF ANGUILLA
Programme and Performance Indicators for 2026
THE ANGUILLA TOURIST BOARD
STATUTORY BODY SUMMARY
MISSION:
To provide leadership in the development and marketing of Anguilla as the Caribbean’s premiere tourism destination, offering a dynamic variety of vacation experiences; quality
accommodations; easy accessibility; rest, relaxation, and rejuvenation; attractions, activities, amenities and services that celebrate our people, our culture and heritage whilst exceeding
the diverse needs of our visitors.
STRATEGIC PRIORITIES:
Strengthen institutional capacity and financial governance
Deepen digital transformation and brand modernization
Enhance international PR and market visibility
Strengthen destination experience and product quality
Build data intelligence and market analysis capacity
EXPENDITURE - BY PROGRAMME
Programme/Department 2024 2025 Approved 2025 2025 Forecast 2026 Budget 2027 Forward 2028 Forward
Operating Expenditure $ 11,142,934 $ B9u,d32g5e,t587 $ Revised- $ O1u0t,t8u5r0n,792 $ E1s0t,i9m5a4t,e5s11 $ Es1t0im,9a5t4e,s511 $ Es1t0im,9a5t4e,s511
Capital Expenditure $ - $ - $ - $ - $ 12,366 $ - $ -
TOTAL AGENCY BUDGET CEILING $ 11,142,934 $ 9,325,587 $ - $ 10,850,792 $ 10,966,877 $ 10,954,511 $ 10,954,511
STATUTORY BODY STAFFING RESOURCES – Actual Number of Staff by Category
Executive/Managerial 7 6 6 6 6 6
Technical/Front Line Services 8 5 4 5 5 5
Administrative Support 3 4 3 4 4 4
Wages Staff 1 1 1 1 1 1
TOTAL AGENCY STAFFING 19 16 0 14 16 16 16
PROGRAMME PERFORMANCE INFORMATION
KEY PROGRAMME STRATEGIES FOR 2026 ACHIEVEMENTS/PROGRESS IN 2025
In 2026, the Anguilla Tourist Board (ATB) will prioritize targeted initiatives to In 2025, the Anguilla Tourist Board (ATB) advanced its market diversification strategy through a series
capture emerging markets while reinforcing its core North American and UK of high-impact collaborations with global travel industry leaders such as Virtuoso, Internova, American
visitor base. Focus will be placed on expanding awareness in regions such as Airlines Vacations, Expedia, and Airbnb. These partnerships not only elevated Anguilla’s visibility within
Canada, Latin America, and select European markets through localized key distribution networks but also enhanced consumer access to the destination through targeted digital
campaigns, digital storytelling, and collaborative partnerships with trade and and trade-driven campaigns. The ATB deepened its engagement with the accommodations and
media allies. Simultaneously, the ATB will enhance its presence in the MICE experiences sector, while also expanding its reach into emerging markets including Canada, South
(Meetings, Incentives, Conferences, and Exhibitions) sector, positioning Anguilla America, and select regions of the U.S. Northeast and West Coast. This strategic expansion, supported
as an exclusive, high-value destination for corporate retreats and executive by refined market intelligence and localized messaging, strengthened Anguilla’s brand positioning as a
gatherings. These efforts will be supported by strengthened air access, premium luxury yet accessible destination and generated new opportunities to attract diverse traveler segments
accommodations, and refined destination services that extend visitation beyond across romance, wellness, family, and adventure tourism.
traditional peak periods. Despite financial and operational challenges, the ATB maintained strong collaboration with both public
Aligned with Anguilla’s sustainability priorities, the ATB will advance eco- and private stakeholders to sustain momentum across all marketing programs. Emphasis was placed
conscious programs that emphasize community involvement and conservation. on developing the Meetings, Incentives, Conferences, and Exhibitions (MICE) segment to capture
Efforts will include encouraging green certifications among local businesses, higher-value visitation, particularly during the shoulder and off-peak seasons. At the same time, the
promoting sustainable dive and marine tourism, and developing community- organization leveraged virtual and hybrid engagement models to maximize reach while maintaining
based experiences that reflect the island’s authentic character. To support these fiscal prudence. Through adaptive marketing, stakeholder cooperation, and consistent digital
goals, the Board will modernize its digital infrastructure to provide seamless user storytelling, the ATB continued to build Anguilla’s reputation as an aspirational, sustainable, and high-
experiences across all online platforms, improve the functionality of its quality destination. These efforts not only preserved brand equity but also laid a stronger foundation for
destination website, and enhance communication tools connecting travelers and data-driven marketing, enhanced return on investment, and continued resilience heading into 2026.
advisors. Through data analytics and performance tracking, the ATB will
continuously refine its strategies, ensuring that its marketing, stakeholder
engagement, and sustainability initiatives generate measurable long-term returns
for Anguilla’s tourism economy.
KEY PERFORMANCE INDICATORS 2024 Actual 2025 Planned 2025 2025 Outturn 2026 Estimate 2027 Estimate 2028 Estimate
Output Indicators (the quantity of output or services delivered by the programme) Revised
Website
Conduct regular website updates and audits to ensure core
information remains accurate. 226 231 231 231 231 235 240
Build foundational SEO structure to improve Anguilla’s
dInistrcoodvuecreabbialistyicoannlinaely.tics tracking to measure visitor sessions 226 231 231 231 231 235 240
and bounce rates. 226 231 231 231 231 235 240
Update stakeholder content quarterly to maintain relevance post-
rebrand. 226 231 231 231 231 235 240
Create simplified booking pathways linking to major
accommodation partners. 226 231 231 231 231 235 240
Digital
Develop and post 150+ digital creatives annually focused on
brand storytelling. 240 247 247 247 247 255 262
Maintain consistent social media posting (3–4 times weekly) to
sustain engagement. 240 247 247 247 247 255 262
Focus on organic reach growth of 3% annually during rebranding
phase. 240 247 247 247 247 255 262
Launch one major digital campaign annually showcasing
'Exclusively Yours'. 240 247 247 247 247 255 262
Introduce baseline performance analytics to assess engagement
effectiveness. 240 247 247 247 247 255 262
International PR Secure at least 15 earned media placements annually in niche
luxury publications. 22 23 23 23 23 23 24
Host one small media familiarization visit per year with 5–6
participants. 22 23 23 23 23 23 24
DBuisiltdribruetlaetiqounasrhteiprslywpirtehs5s0r+elkeeaysejosutronakleisytsmaacrrkoestss Aponsgtu-rilelab’rsacnodr.e 22 23 23 23 23 23 24
markets. 22 23 23 23 23 23 24
Begin tracking PR value equivalency using a simplified reporting
template. 22 23 23 23 23 23 24
Trade/Consumer & Roadshows
Participate in 6–8 key tradeshows annually, prioritizing core
markets. 9 9 9 9 9 10 10
Conduct one domestic roadshow targeting local travel partners. 9 9 9 9 9 10 10
Collaborate with at least 10 travel trade agencies per year for
destination sales. 9 9 9 9 9 10 10
Implement post-event feedback surveys to measure trade
engagement quality. 9 9 9 9 9 10 10
Focus on targeted attendance and deeper follow-up rather than
volume. 9 9 9 9 9 10 10
Sales, Seminars & Training Presentations
Deliver 25–30 targeted sales presentations to trade partners
annually. 50 51 51 51 51 52 53
Introduce online training resources for international
representatives. 50 51 51 51 51 52 53
Develop a standardized ATB presentation deck for uniform
messaging. 50 51 51 51 51 52 53
Facilitate one internal staff training workshop per quarter on
marketing best practices. 50 51 51 51 51 52 53
Track participation and feedback to guide improvements in
training sessions. 50 51 51 51 51 52 53
Relationship Building
Conduct 8–10 annual stakeholder meetings to reinforce 9 9 9 9 10
collaboration. 9 9
Develop two key local partnerships to support joint marketing 9
initiatives. 9 9 9 9 9 10
Host one annual public-private roundtable to align destination 9 9 9 9 10
strategies. 9 9
Formalize quarterly check-ins with the Ministry of Tourism for 9 9 9 9 10
updates. 9 9
Create a stakeholder communication calendar to maintain 9 9 9 9 10
transparency. 9 9
Familiarization Visits
Host 6–8 trade FAMs focusing on top-producing agencies. 18 19 19 19 19 19 20
Invite limited media groups annually to maintain controlled 18 19 19 19 19 19 20
exposure.
Gather qualitative feedback from all FAM attendees to refine 18 19 19 19 19 19 20
itineraries.
Partner with small hotels to co-fund media trips to stretch budget 18 19 19 19 19 19 20
impact.
Ensure at least 75% satisfaction rating from FAM participants. 18 19 19 19 19 19 20
Tourism Awareness Initiatives
Conduct 8–10 school outreach projects promoting tourism
careers. 17 18 18 18 18 18 19
Support reactivation of 3–4 Tourism Action Clubs islandwide. 17 18 18 18 18 18 19
Host an annual youth tourism awareness competition. 17 18 18 18 18 18 19
Collaborate with Department of Education to update school
tourism modules. 17 18 18 18 18 18 19
Develop a community radio segment to share tourism insights
monthly. 17 18 18 18 18 18 19
Visitor Satisfaction
Conduct 150–200 visitor satisfaction surveys annually at ports
and hotels. 250 255 255 255 255 260 265
Maintain ≥85% satisfaction rate as minimum service standard. 250 255 255 255 255 260 265
Introduce simple digital survey kiosks at arrival hall by 2027. 250 255 255 255 255 260 265
Analyze top feedback themes quarterly for reporting. 250 255 255 255 255 260 265
Share key findings with stakeholders for service improvement. 250 255 255 255 255 260 265
Industry Based Training
Conduct 10–12 hospitality training workshops across tourism 30 31 31 31 31
sectors. 31 31
Collaborate with ACC or CFBC for joint certification modules. 30 31 31 31 31 31 31
Deliver one leadership development session annually for mid- 30 31 31 31 31
level staff. 31 31
Introduce a local mentorship program for tourism students. 30 31 31 31 31 31 31 Maintain participant satisfaction rate of ≥85%. 30 31 31 31 31 31 31
Events and Festivals
Support 6–8 annual festivals with technical and promotional 10 10 10 10 10
assistance. 10 10
Create one small signature cultural event to complement rebrand 10 10 10 10 10
messaging. 10 10
Collaborate with the Department of Culture on annual calendar 10 10 10 10 10
alignment. 10 10
Develop baseline event tracking (attendance and economic 10 10 10 10 10
impact). 10 10
Build capacity in event management among local organizers. 10 10 10 10 10 10 10
Enhancement Projects
Support 3 eco-tourism site enhancements aligned with
sustainability goals. 4 4 4 4 4 4 4
Introduce 2 heritage signage or preservation projects per year. 4 4 4 4 4 4 4
Develop 3 sports tourism collaborations with local associations. 4 4 4 4 4 4 4
Pilot one new culinary experience event annually. 4 4 4 4 4 4 4
Engage youth volunteers in small-scale beautification initiatives. 4 4 4 4 4 4 4
Cruise Sector
Coordinate 10–12 cruise-related activities annually. 2 2 2 2 2 2 2
Develop 25 packaged tours suitable for small-ship passengers. 2 2 2 2 2 2 2
TCroalilnab2o0r+atveewnidthorEsCaCndAAguaidnedsreingsioenravilccerueisxecenlleetnwcoerkasnntoually. 2 2 2 2 2 2 2
improve logistics. 2 2 2 2 2 2 2
Monitor cruise visitor spend and satisfaction annually. 2 2 2 2 2 2 2
Financial Services 2026
Track the number of leads generated through marketing
campaigns and other initiatives. 150 200 250
Measure the percentage of leads that convert into customers,
indicating the effectiveness of marketing efforts in driving sales. 2% 3% 4%
Calculate the total cost of acquiring a new customer, including
marketing and sales expenses. TBC TBC TBC
Assess the financial return generated from marketing
investments compared to the costs incurred. 120% 150% 180%
Evaluate the percentage of the target market reached to assess
brand awareness and market share. 3% 4% 5%
Monitor the percentage of existing customers retained, reflecting
satisfaction and loyalty. 70% 72% 75%
Measure brand awareness through surveys or analytics. 5% 7% 9%
Track engagement rates on platforms (website, social media,
email). 1.5% 2% 2.5%
Monitor website traffic and user behavior (bounce rate, pages
per session, duration). 1,000 1,500 2,000
Evaluate campaign success using pre-defined criteria (reach,
engagement, conversion). 2% 2% 2%
Market Development 2026
Percentage increase in new customers from proposed new
markets. 10% 12% 15%
Number of new partnerships or collaborations formed. 3 4 5
Digital Campaigns (inclusive of social media marketing) 2026
Improve by
Increase website Traffic 10% Improve by 12% Improve by 15%
Maintain a CTR rate for Google Ads Above 3% Above 3.5% Above 4%
Maintain high engagement rates for socials Above 0.6% Above 0.7% Above 0.8%
The number of leads that convert into inquiries or bookings TBC TBC TBC
Updated and dynamic creatives and content 2026
Create a refreshed , updated bank of new images to facilitate 47 54 54
updated creatives on a weekly basis
Frequency of use of new or updated content across marketing Consistent Consistent Consistent
channels.
The percentage of audience interactions (e.g., clicks, likes, Requires beta Requires beta Requires beta
shares, or comments) with updated creatives across channels testing. Avg. at testing. Avg. at testing. Avg. at
compared to previous versions 60% difference 60% difference 60% difference
Public Relations 2026
Number of media mentions Above 100 Above 120 Above 140
Estimated audience size reached through PR efforts Median of 500 Median of 600 K Median of 700 K
More positive media sentiment scores K80% + 85% + 90% +
Tradeshows and Roadshows 2026
Total Number of tradeshows (active participation and/or 15 18 20
rTeoptraelsneunmtabteiorno)f niche related tradeshows - MICE, Dive, 4 5 6
SInutrsotdauincaebAilitnyg,uMillualtrigoeandshows (trade and consumer) with media 1 2 2
Pcoromppoosneednntuinmabteleraosfttr2adgeroswhothwasnadnndurrotuardesmhoawrksetthsat will be 10 10 10
collaborated with stakeholders etc. Familiarization Visits 2026
Restructure FAMs process to ensure strategic alignment Started Started Started
Proposed number of trade FAMs organized and completed 6 7 8
Proposed number of media FAMs organized and completed 5 5 6
Average satisfaction score based on participant feedback 80% + 85% + 90% +
Niche Pillar – MICE, DIVE, Sustainability, Multi- Generational 2025
Did IMRs worplans include specific marketing tactics related to Yes Yes Yes
tNhuemsebeforcoufsleedadpsilloarrsinquiries from niche-focused activities Avg 590 Avg 650 Avg 750
Travel Agent Training and Engagement 2026
Procurement of online training programme TBC TBC (dependent TBC (dependent
Total number of sales presentations in market (Mdienpimenudmen1t2on oMninRimFuPmpr1o2cess) oMninRimFuPmpr1o2cess)
Number of hosted webinars by ATB Minimum 4 Minimum 4 Minimum 4
Total number of travel agents who complete training sessions 90.00% 90.00% 90.00%
Percentage of active participation and engagement during 90.00% 90.00% 90.00%
training sessions.
Percentage increase in bookings or inquiries attributed to trained Above 40% Above 40% Above 40%
aDgaetantIsntelligence and Data Analysis 2026
Procurement of online data intelligence, analysis tool TBC TBC (dependent TBC (dependent
(dependent on on RFP process) on RFP process)
RFP process)
Actionable insights from the processing of raw data Weekly - 47 Weekly - 47 Weekly - 47
Availability of information related to best performing markets Daily - 220 Daily - 220 Daily - 220
Competitive Analysis (with simialr destination brands) Weekly -47 Weekly -47 Weekly -47
Performance measurement by market and trip purpose Weekly - 47 Weekly - 47 Weekly - 47
Regional Marketing 2026
Implementation of regional marketing plan 66% 66% Contingent 66% Contingent
Number of activities for collaboration with industry colleagues in C5ontingent on o5n budget and o5n budget and
similar regional markets
Destination Experience 2026
Analyze the percentage of visitors who take desired actions, 66.00% 70.00% 85.00%
such as signing up for a newsletter, usage of App or booking a
tour, to evaluate the effectiveness of the unit.
Monitor engagement, reach, and feedback on social media Above .09% Above .09% for Above .09% for
platforms to understand visitor sentiment and preferences for Facebook Facebook Facebook
Assess usability, accessibility, and the overall user experience 80% and 80% and Above 80% and Above
for visitors engaging with the Destination Experience (E.g. Above
Welcome Receptions)
Evaluate the volume of traffic to the unit's App and how visitors 400 800 1600
interact with the available content and features.
Measure the growth in the number of visitors taking day trips to Median: 65% - Median: 65% - Median: 65% -
the destination. 75% 75% 75%
Where feasible, calculate the revenue generated from day trip Increase Increase revenue Increase revenue
visitors. revenue from from 2026 by from 2027 by
2025 by 75% 25% 55%
Outcome Indicators (the planned or achieved outcomes or impacts of the programme and/or effectiveness in achieving programme objectives)
Percentage of policy recommendations adopted and 70.00% 70.00% 70.00% 70.00% 70.00% 70.00%
implemented from the ATB
Percentage increase of partners receiving tourism training 50.00% 50.00% 50.00% 50.00% 50.00% 50.00%
Programs
Percentage increase in businesses participating in Tourism 20.00% 20.00% 20.00% 20.00% 20.00% 20.00%
Training Programs
Number of people trained in customer service 60 60 60 60 60
Number of new tourism business start-ups by local residents 10 5 5 5 5 5
Number of Festivals celebrating Anguilla’s Cultural Heritage 8 5 5 5 5 5
Development of a 3 - 5 year strategic management plan 1 1 1 1 1 1
Number of publications on Tourism Matters 1 1 1 1 1 1
Number of new platforms launched to increase the profile of the 2 2 2 2 2 2
ATB
Number of existing polices reviewed 5 5 5 5 5 5
Number of new polices recommended 3 4 4 4 4 4