GOVERNMENT OF THE ANGUILLA
STATUTORY BODY INCOME AND EXPENDITURE DETAILED SHEET
PUBLIC UTILITIES COMMISSION 2026
PLEASE DO NOT EDIT ANY LINE ITEM IN THIS TEMPLATE
2024 2025 2026 2027 2028 Variances
Unaudited Approved Revised Forecast Forward Forward 2025 Approved Budget VS 2025 Forecast Outturn VS
Actuals Budget Budget Outturn Estimate Estimate Estimate 2026 Estimate 2026 Estimate
Operational Fees 1,103,207 1,032,812 1,032,812 1,041,470 1,086,623 1,093,143 1% 1%
Fees, Dues and Charges
Interest Income 2,426
Rental Income
Other Operational Income 224
GST Refund
Sale of Goods
Subvention from GOA
Donations and Other Grants
Transactions between Statutory Bodies
Pension and Benefit Contributions (ASSB & PSPF)
TOTAL INCOME 1,105,858 1,032,812 - 1,032,812 1,041,470 1,086,623 1,093,143 1% 1%
Salaries 386,196 386,196 386,196 386,196 386,196 386,196 0% 0%
Wages 20,623 13,288 13,288 13,288 13,288 13,288 0% 0%
Pension and Gratuities 38,920 70,415 38,920 38,920 38,920 38,920 -45% 0%
Social Security Contributions 13,173 14,371 14,371 15,024 15,677 15,677 5% 5%
Allowances 28,800 28,800 28,800 28,800 28,800 28,800 0% 0%
Staff Medical Insurance 15,845 17,442 17,442 17,442 17,442 17,442 0% 0%
Rewards & Incentives
Other
Total Personnel Costs 503,557 530,512 - 499,017 499,670 500,323 500,323 -6% 0%
Advertising and Promotions 1,250 6,000 1,000 4,000 4,000 4,000 -33% 300%
Auditing and Accounting 84,367 80,000 95,000 100,000 105,000 110,000 25% 5%
Bad Debt write off/ increase provisions
Bank Charges 575 1,200 1,000 1,000 1,200 1,200 -17% 0%
Board Expenses
Communications Expenses 7,701 8,000 7,400 8,000 8,400 8,820 0% 8%
Computer License Software and Hardware Maintenance 2,519 4,800 4,900 5,000 5,000 5,000 4% 2%
Debt Service Interests
Depreciation and Amortization 11,284 7,000 50,454 20,000 20,000 20,000 186% -60%
Directors' fees and expenses 58,400 61,800 60,000 61,800 61,800 61,800 0% 3%
Expenditure paid to other Government Entities
Hosting and Entertainment 6,068 10,000 10,000 10,000 10,000 10,000 0% 0%
Insurance
International Travel and Subsistence 79,772 70,000 80,000 90,000 100,000 100,000 29% 13%
Local Travel and Subsistence
Maintenance Expenses 1,500 - -100%
Office Expenses 7,782 10,000 10,000 10,000 10,000 10,000 0% 0%
Other Operating Expenses 11,030 10,000 10,000 10,000 10,000 10,000 0% 0%
Other Supplies, Materials and Equipment
Pension & Long Term Benefits (ASSB & PSPF )
Professional and Consultancy Services 66,803 80,000 70,000 80,000 100,000 100,000 0% 14%
Rental of Equipment
Rental of Property 63,707 74,000 74,000 74,000 74,000 74,000 0% 0%
Short Term Benefits (ASSB)
Subscriptions and Contributions 18,597 18,000 18,000 18,000 18,000 18,000 0% 0%
Subscriptions, Periodicals, Books, etc.
Sundry Expenses
Training 12,074 40,000 18,000 30,000 40,000 40,000 -25% 67%
Uniforms & Protective Clothing
Utilities 13,861 20,000 17,500 20,000 18,900 20,000 0% 14%
Water Production Costs (WCA)
Operating Costs 445,792 502,300 - 527,254 541,800 586,300 592,820 8% 3%
Total Expenditure 949,349 1,032,812 - 1,026,271 1,041,470 1,086,623 1,093,143 1% 1%
Operating Deficit/Surplus before Capital Projects 156,509 0 - 6,541 - - - -100% -100%
Capital Projects 60,000 55,000
Operating Deficit /Surplus after Capital Projects 156,509 (60,000) - 6,541 (55,000) - - -8% -941%
Government Transfer (Statutory transfers of Surpluses)
Net Surplus/Deficit after GoA Transfer GOVERNMENT OF ANGUILLA
Estimate of Human Resources for 2026
PUBLIC UTILITIES COMMISSION
2026 2025
[NAME OF STATUTORY BODY] Grade Human Payroll Cost Human Payroll Cost
Resources Estimate Resources Estimate
Executive Director 1.5 1 157,476 1 157,476
Executive Assistant 3.1 1 107,472 1 107,472
Chief Professional 2.1 1 121,248 1 121,248
Salary Staff 3 386,196 3 386,196
Cleaner 1 9,288 1 9,288
Temporary Staff 1 4,000 1 4,000
Waged Staff 2 13,288 2 13,288
PUBLIC UTILITIES COMMISSION 5 399,484 5 399,484 GOVERNMENT OF ANGUILLA
Programme and Performance Indicators for 2026
PUBLIC UTILITIES COMMISSION
STATUTORY BODY SUMMARY
MISSION:
To build an independent regulatory body by recruiting and developing professional staff capable of providing sound and unbiased decisions in a timely and transparent manner;
facilitating expansion and free and fair competition in the liberalized telecoms sector; and working with operators, government and the general populace towards the creation of
appropriate service standards in the various utility sectors.
STRATEGIC PRIORITIES:
1. Regulatory Compliance: Ensuring that all utility providers comply with relevant laws and regulations
2. Empower and Protect Customers: Ensuring that consumers have access to fair pricing, reliable services, and the information they need to make informed decisions
3. Promote Effective and Fair Competition: Encouraging competition within the utility sectors to improve service quality and efficiency
4. Ensure Security of Supply: Guaranteeing that utilities like water, electricity, and telecommunications are consistently available to consumers
5. Innovation and Adaptation: Adapting to new technologies and market changes to improve utility service
EXPENDITURE - BY PROGRAMME
Programme/Department 2024 2025 Approved 2025 2025 Forecast 2026 Budget 2027 Forward 2028 Forward
Budget Revised Outturn Estimates Estimates Estimates
Budget
Operating Expenditure $ 949,349 $ 1,032,812 $ - $ 1,026,271 $ 1,041,470 $ 1,086,623 $ 1,093,143
Capital Expenditure $ - $ 60,000 $ - $ - $ 55,000 $ - $ -
TOTAL AGENCY BUDGET CEILING $ 949,349 $ 1,092,812 $ - $ 1,026,271 $ 1,096,470 $ 1,086,623 $ 1,093,143
STATUTORY BODY STAFFING RESOURCES – Actual Number of Staff by Category
Executive/Managerial 1 1 1 1 1 1 1
Technical/Front Line Services 1 1 1 1 1 1 1
Administrative Support 1 1 1 1 1 1 1
Wages Staff 1 1 1 1 1 1 1
TOTAL AGENCY STAFFING 4 4 4 4 4 4 4
PROGRAMME PERFORMANCE INFORMATION
KEY PROGRAMME STRATEGIES FOR 2026 ACHIEVEMENTS/PROGRESS IN 2026
1. Strengthen capacity to respond to evolving utility sector challenges by 1. Currently reviewing applications submitted by two prospective telecommunications service
developing a forward-looking strategic plan that aligns with national providers. This includes the assignment of spectrum and coordination with regional counterparts.
development goals, regulatory best practices, and stakeholder expectations.
2. Enhance regulatory oversight of public utilities and telecommunication 2. Commenced consultative review of licencing legislation to modernize the licensing framework to
providers to ensure safe, efficient, and responsive services that meet the accommodate new market entrants and emerging technologies, ensuring efficient spectrum use,
reasonable demands of consumers in Anguilla. regulatory clarity, and alignment with international best practices. To be completed in 2026.
KEY PROGRAMME STRATEGIES 2026 (Aimed at improving programme performance)
Strengthen organizational direction and sustainability by reviewing the company’s mission and vision, developing a 3–5 year strategic plan, and evaluating funding mechanisms to
support long-term goals.
Modernize the licensing framework to accommodate new market entrants and emerging technologies, ensuring efficient spectrum use, regulatory clarity, and alignment with
international best practices.
Enhance operational efficiency, agility, and service delivery by reviewing existing business processes and implementing digital transformation initiatives across key functions.
KEY PERFORMANCE INDICATORS 2024 Actual 2025 Planned 2025 2025 Outturn 2026 Estimate 2027 Estimate 2028 Estimate
Revised
Output Indicators (the quantity of output or services delivered by the programme)
1. Implementation Roadmap with mission, vision, and timeline
and action plan for executing strategic changes.
2. Implementation of Digital licensing platform to manage new
and existing licencees.
3. Draft Legislation for the updated National Frequency
Allocation Table by the end of Q4 2026.
4. Publication of Digital Transformation Strategy
Outcome Indicators (the planned or achieved outcomes or impacts of the programme and/or effectiveness in achieving programme objectives)
Public awareness of regulatory processes, timeliness of
regulatory decisions, and stakeholder confidence.
More efficient management of licences and an improved
application process.
Alignment of National Frequency assignments with regional and
international standards.
Increase in employee productivity and satisfaction