News

Press Release Chamber of Commerce

Published

7 years ago

September 15, 2017

Deandrea Hamilton

#TurksandCaicos, September 15, 2017 – Providenciales –

After the Disaster . . . What Should I Do Now?

Information to Help Small Business Owners Make Post-Disaster Business Decisions

By Daniel J. Alesch, James N. Holly, Elliott Mittler, and Robert Nagy

University of Wisconsin-Green Bay Center for Organizational Studies

Published by the Public Entity Risk Institute On the Web at: www.riskinstitute.org

Public Entity Risk Institute

The Public Entity Risk Institute’s mission is to serve public, private, and nonprofit organizations as a dynamic, forward thinking resource for the practical enhancement of risk management. PERI pursues its mission by:

Facilitating the development and delivery of education and training on all aspects of risk management, particularly for public entities, small nonprofit organizations, and small businesses.

Serving as a resource center and clearinghouse for risk management, environmental liability management, and disaster management information.

Operating an innovative, forward-looking grant and research program in risk management, environmental liability management, and disaster management.

For complete information on PERI’s programs and information services, visit our Web site at www.riskinstitute.org.

To access a wealth of risk management intelligence, visit the Risk Management Resource Center, at www.eriskcenter.org, a collaborative Web site operated by PERI, the Public Risk Management Association (PRIMA), and the Nonprofit Risk Management Center (NRMC).

Public Entity Risk Institute

11350 Random Hills Road, Suite 210

Fairfax, VA 22030

Phone: (703) 352-1846

FAX: (703) 352-6339

Gerard J. Hoetmer

Executive Director

The Public Entity Risk Institute (PERI) provides these materials “as is,” for educational and informational purposes only, and without representation, guarantee or warranty of any kind, express or implied, including any warranty relating to the accuracy, reliability, completeness, currency or usefulness of the content of this material. Publication and distribution of this material is not an endorsement by PERI, its officers, directors or employees of any opinions, conclusions or recommendations contained herein. PERI will not be liable for any claims for damages of any kind based upon errors, omissions or other inaccuracies in the information or material contained on these pages. PERI is not engaged in rendering professional services of any kind, and the information in these materials should not be construed as professional advice. Users bear complete responsibility for any reliance on this material, and should contact a competent professional familiar with their particular factual situation if expert assistance is required.

Business Survival is not Assured by Reopening the Doors

During a PERI-funded research project, we worked with more than 120 small business owners and managers of not-for-profit organizations all across the country to understand what happens to them following various natural disasters.

We’ve talked with some a few months after the disaster, with some as many as seven years after the event, and, with still others, every year for five years after the disaster.

We’ve reached several important conclusions that should weigh heavily on any business owner’s decisions about what to do with his or her business in the aftermath of a major disaster:

First, we have concluded that disaster events cause problems for businesses unrelated to the amount of direct damage they sustain from the event and from related events, like fire following an earthquake.

Second, we found that, unless the business owner makes good decisions about recovery, the largest losses to the business come in the years after disaster and not from the direct damage of the disaster itself.

Third, we found that, following any large scale disaster in a community, things never get “back to normal.” The community almost always changes permanently, ______________________This article is a supplement to a research project report — Organizations at Risk: What Happens When Small Businesses and Not-for-Profits Encounter Natural Disasters — written by the same authors and published by the Public Entity Risk Institute (PERI).

The research project was supported with a grant from PERI. The complete report is available at no charge on the PERI Web site, at www.riskinstitute.org. It is located in the Publications, Tools, Resources section of the site, in the list of Disaster Management materials.

Printed copies of Organizations at Risk, also available at no charge, can be requested through the Web site, or by contacting PERI at:

Public Entity Risk Institute

11350 Random Hills Rd., Suite 210

Fairfax, VA 22030

Phone: (703) 352-1846

Fax: (703) 352-6339

Creating a new business environment in which doing business the old way often results in operating at a loss for years and, then, when all equity in the business is used up, going out of business.

Finally, we found that it is possible, if an owner takes the right steps, to not only survive a major natural disaster, but to achieve real business viability in the postevent environment.

Among the factors that significantly contributed to business failures are:

The effect the disaster event has on the customer base.
The kinds of products or services the business provides.
The business’ inability or unwillingness to respond appropriately to the new, post-event environment.
The overall financial strength and stability of the business before the event.
The owner’s inability or unwillingness to recognize the options available.

What to Expect in the Weeks and Months Following the Disaster

Your personal life will become stressful and uncertain following the event, even if you did not lose anyone close to you in the disaster. You are likely to experience considerable ambiguity, particularly if both your home and your business were damaged. For many business owners, stress will come simply from memories of the experience. You, or members of your family, may experience difficultly sleeping soundly. Much of the stress will come because your primary source of income is gone, at least temporarily. Some stress will be passed on to you from stressed employees. There will be stress around insurance delays, questions about coverage, and settlements. You may find yourself stressed about things you wish you had done, but there is little to gain in “I wish I woulda . . .” laments. Finally, all the stress around the business and loss usually leads to increased stress at home.

In your business neighborhood, there will almost always be an underlying assumption on the part of business people, property owners, and public officials that “things will get back to normal soon,” but they will not. We found that there is often social pressure from other business people in the damaged area to get back into business and to make things like they were before.

You will receive little information about rebuilding plans from the city or from owners and much of that information will be contradictory or wrong. State and local governments may be slow to respond with needed variances and recovery policies.

Many people who lived in the damaged area and either lost their homes or experienced other losses will move away, many of them permanently. Volunteers and others will be there to help clean up, but they, too, will disappear as the physical evidence of the disaster is trucked away.

Fundamental changes in the community will already have begun. Neighborhood trends that had started before the event are likely to speed up. The neighborhood will change forever, even if the buildings are put back just the way they were before the event. A new set of relationships, new neighbors, and new business patterns will develop.

The businesses that survive will be those whose owners and managers understand and adapt to the new business environment.

Options to Consider and Questions to Answer Before You Spend a Lot of Money to Reopen Your Business

Perhaps the most difficult factor for a business owner to deal with is recognizing the available options. In our research, we found that many owners failed to see that they had alternatives available to them; in so doing, they severely limited themselves and their potential responses to the disaster. Too many business owners simply continued, after a disaster event, to do what they had done before the disaster event. Their failure to consider the available options made it difficult to respond appropriately to the new, post-event environment. Most of these businesses fell by the wayside.

However, a few entrepreneurs did consider the options available to them. In doing so, they were able to devise or, in some cases, they just happened upon, recovery strategies that enabled them to avoid almost certain failure. These strategies frequently led to profitable futures.

The suggestions included here for post-disaster business recovery are predicated on your willingness to consider the options available to you as a business owner and your desire to make informed business decisions.

We’ve put together, based on our research, a series of things to consider and questions to answer that will help you develop a sensible post-disaster strategy. That strategy is intended to increase the probability that your firm can become financially viable in the post-event environment.

FIRST, REALLY UNDERSTAND YOUR BASIC OPTIONS

After a major disaster, almost every small business owner says, “Wow, that was quite a bump in the road. Time to get back to business.” And then he or she continues doing the same things in the same way, assuming things will get back to normal.

Following major disasters such as a strong earthquake, a major hurricane, widespread flooding, rioting and civil disruption, or a devastating terrorist attack, things change forever. What that means is that your business environment is changed and that what worked well in the past may not work at all now, especially in your current location.

When a major disaster affects you, your financial survival depends on how well you make decisions in the new environment. One of the very first things you should do is identify the basic options that are available to you. It is not good enough to say, “Well, this business is what I do. It is the only thing I know.” You have to consider other things.

We think that, initially, you have at least three basic options available to you.

Option One – You can reopen your business.

Option Two – You can close your business.

Option three – You can (try to) sell or transfer the business to someone else.

Too often, in the stressful aftermath of disaster, a business owner chooses to reopen his or her business without considering or even knowing about the alternatives available, factors to consider, or the potential consequences of his or her actions. Some additional information about how to pursue each option, which may influence your choice of options, is provided below. This additional information should be studied before any decision is made. (The advantages, disadvantages and other issues to consider when deciding whether or not to reopen your business after a disaster are discussed in the next section of this article.)

Option One – Reopen Your Business

You can finance your business reopening with company assets, personal saving, low-interest loans, traditional loans, insurance proceeds, investment, family loans, credit cards, and so forth.
You can reestablish your business at the same location or you can relocate your business. (Some loans and grants have conditions that prohibit relocation.)
You can reopen your business offering the same products and services you provide before the disaster event or you can change, in part or entirely, the products and services you provide.

Option Two – Close Your Business

You can walk away.
You can liquidate the business
You can start a new business with new product/services or the same product/service you previously provided.
You can go to work for someone else.
You can retire.

Option Three – You Can (Try To) Sell or Transfer the Business to Someone Else

You can sell or transfer the business to your children. (If they are interested in running a business.)
You can sell or transfer the business to a competitor.
You can turn over the business to a relative or former employee.

These options are not singular or mutually exclusive. For example, you may walk away from one business and start a new business, in a new location, that provides products and services, which may be the same or different from your previous business.

Very likely, you will be able to think of other options. The three basic options we’ve outlined are just for starters – something to get you thinking.

SECOND, ANSWER THESE QUESTIONS BEFORE DECIDING WHETHER TO REOPEN YOUR BUSINESS

What Happened and What Is Happening?

Make an effort to understand what happened and what is happening as a consequence of the event. This is a difficult assignment because everything will be in flux, surrounded in ambiguity, and changing rapidly. Information will be unreliable. That means that one quick look around will not be enough. The problem is that you need accurate, reliable information on which to make sensible decisions about your business in the post-disaster environment. You will have to be engaged in a continuous effort to know what is going on in your neighborhood, your business community, and your local jurisdiction.

What Happened to Your Customers?

If you are in manufacturing or wholesaling, it is likely that your customer base is geographically dispersed. Only a few of them may have suffered losses from the event. In that case, it is important for you to do what is necessary to ensure that you meet your customers’ continuing needs.

If you suffered significant losses and will have to be closed for some time, it is important to learn what your customers are doing during the time it takes you to reopen. If your customers did not suffer major losses, they may change their buying habits and you may have to fight an uphill battle to win them back. Do your customers still want or need your product or service? Can they afford it?

Whether it makes sense to reopen your business depends mainly on what happened to your customers as a result of the event. If all or most of your customers suffered large losses as a consequence of the disaster, there is little reason for you to reopen quickly, unless you have something they need desperately. For example, it usually makes sense for lumberyards and building supply, pharmacies, physicians, furnishings and appliances, construction, dry cleaning and laundry, and grocery stores to reopen quickly.

However, if you sell goods and services that come from discretionary money, your customers may not be able to afford what you have to offer as they attempt to pick up the pieces. We found that people who had big losses put off spending money at the optometrist, at specialty restaurants, for things like recreational gear, and for jewelry and expensive gifts. Sometimes, your customers may move away. In that case, reopening is like starting over.

How Much Did You Lose and Where Will the Money Come From to Reopen?

If you suffered losses and were not insured, where will the money come from to reopen? Most business owners we talked with used their life savings, borrowed from relatives, used their credit cards, got a little help from suppliers and/or customers, or got loans through the Small Business Administration or from conventional lenders. A few got loans or grants from local government. Do not expect any money from FEMA, the Red Cross, or other disaster assistance organizations – small businesses and small business owners usually are not eligible for that kind of assistance.

Before you decide to use your life savings or borrow money from organizations that require you to use your home and other personal assets as collateral, it makes sense to take a very serious look at your business prospects in the post-disaster environment. There is a very good chance that your old business plan is no longer viable, depending on what happened to you and your customers.

We talked with dozens of small business owners who used all their savings to reopen a business that went nowhere in the post-disaster environment. They lost their savings and the business. Often, reopening after a major disaster is like starting a new business. Banks and the SBA will probably be willing to loan you money to reopen based on your experience before the disaster, but, before you make that commitment, make sure you have a solid business plan for the post-disaster environment.

Before you reopen, understand fully that things will never be the way they were before. Last year’s business plan is dead as a dodo. It is time to conduct a new feasibility analysis and to rebuild your pro forma and cash flow analysis before committing any cash to the new venture. If you can reopen without putting any significant amount of money into the venture and you have good reason to expect your customers to be there, then go ahead. But, unless you have a service or product that people need desperately, expect that your business will not be what it was before the event for a long time.

In any event, it makes sense to be cautious. Be cautious about how you use your insurance proceeds; don’t confuse cash flow with investment. Be wary of taking loans that require you to use personal assets, like your home, as collateral. Be wary of taking loans that will be forgiven if you stay in the same business in the same location. You may be far better off moving to a new location.

If you are at or near retirement age, you will want to think particularly carefully about reopening the business. Many people we interviewed put their savings back into a business that did not survive the next five years. You may be better off liquidating your business assets and putting your money in safer investments. Sometimes, even if your alternatives look bleak, it still makes sense to walk away.

If you had insurance that covered most of your losses, you are in the minority of small business owners. Many small firms will have experienced uninsured disaster related losses from damage to their plant or equipment, their inventory, and to the building they rent or own. Many more lose money from uninsured business interruption in the chaotic period following the disaster.

How Strong Was Your Business Before the Event?

How Well Is Your Firm Positioned with Regard to the Dominant Trends in Your Industry? Even if your organization was doing well before the disaster, it is important for you to take a hard look at where your firm is with regard to dominant trends in the area where you do business. Retail patterns are, of course, changing. Small town, downtown merchants are having a tough struggle against giant chain retailers located on the outskirts of town. If your firm is positioned favorably with regard to industry trends, your chances of surviving a disaster are much better than if your firm is in an uphill fight against major trends.

Only you will know how strong your business was before the disaster. If you were losing out to the competition before the disaster, there is no reason to believe you can do better after the disaster. If your firm was doing well, growing and becoming more profitable each year, chances are you can do well after the disaster, provided you can retain your customers in the unsettled times after the event.

Are You Able to Give What It Is Going to Take?

It takes a lot of energy and commitment to start a new business. You know that. You’ve done it. Remember that, following a real disaster, it usually takes that same level of commitment and energy to revitalize a business that has suffered a disastrous event. Ask yourself whether you still have the drive needed to do it again. If so, good luck with your venture. If not, it makes a lot of sense to reconsider your options.

Government

OFFICE OF THE DEPUTY PREMIER & MINISTRY OF PHYSICAL PLANNING & INFRASTUCTURE DEVELOPMENT

Published

3 mins ago

April 19, 2024

Deandrea Hamilton

File Photo

Ministerial Statement April 18^th, 2024

Mr. Speaker, fellow colleagues, strangers in the gallery, and the citizens of our great nation, it is indeed a great day here in these islands and certainly a privilege to be in the Nation’s Capital, here in the people’s house to deliver on behalf of the people of this country. Mr. Speaker, I align myself with the condolences expressed, particularly to the Freites family here in Grand Turk, especially Ms. Elizabeth whom we work very closely with in the Premier’s Office.

Proverbs 21:5 reads; “The plans of the diligent lead to profit as surely as haste leads to poverty.” Mr. Speaker, this scripture emphasizes the importance of careful planning and diligence in managing the finances of this country. We are fully cognizant, Mr. Speaker, that the public purse belongs to the people and so we have diligently strategized how we will not only spend but invest every cent into the development of this country and its citizens. As I rise today, Mr. Speaker, I am excited as Minister of Physical Planning & Infrastructure Development, imbued with a profound sense of responsibility and a distinct vision for the future of our country’s infrastructure. Our mandate is clear: to build and maintain the physical foundation upon which our society thrives. Our commitment is to enhance the quality of life for each citizen, to develop our communities, and to strengthen the backbone of our economy; our infrastructure.

Mr. Speaker, there are several Departments under our Ministry’s purviews. Allow me to take this Honorable House through our achievement and our goals over the next fiscal year.

*Department of Planning: **

The Department of Planning is tasked with formulating comprehensive and sustainable development plans across the country. In our quest to make services more accessible and transparent, the department will enhance data collection, analysis, and stakeholder engagement to ensure that our planning processes are inclusive and responsive to our citizens’ needs. Mr. Speaker, this new application system will enable the Department to automate plan submissions, review and approve during the processes. Users will be able to import plans and supporting documents directly into the system where they are automatically organized and routed to the appropriate viewers. Through these efforts, community development and infrastructure initiatives will be accelerated. This new electronic plan review system will transform the planning process and support efficient collaboration and improve public transparency. This initiative will enable us to build more resilient and vibrant communities for the future. This, Mr. Speaker, is the work of a progressive Government.

Over the past year, The Department has been working closely with the informal settlements unit to address these settlements within our communities. One hundred and sixty-five (165) structures have been identified for demolition, two hundred and eighteen (218) enforcement notices have been issued, three cases progressed before the court and twelve (12) penalty fines distributed totaling seventy-five thousand dollars. Mr. Speaker, this is a government in action.

Mr. Speaker, we have made progress in advancing the review and amendment of the National Physical Development Plan 2020 to make changes to the zoning of specific parcels. These amendments will facilitate sustainable urban development while ensuring compliance with local regulations and addressing community needs as they arise. This has already been noted in Cabinet and will progress to the next stages. They say the proof is in the pudding? Well, it just got sweeter because we are delivering for the people and doing more in 2024.

**Department of Housing and Community Renewal: **

Affordable housing and community renewal are key priorities for our government. The Department of Housing and Community Renewal will receive significant funding to support the development of affordable housing projects, improve community infrastructure, and revitalize blighted areas. We are committed to ensuring that all our citizens have access to safe, decent, and affordable housing options. Mr. Speaker, following the successful launch of the National Housing Policy, the Department has made significant strides in achieving its objectives. The application process was opened to the public and eleven (11) applications were received for program 1, three hundred and thirty-two (332) applications under program 2 and thirty-eight (38) expressions of interest in program 3. Of the 332 applications received, 289 were shortlisted. These applications have been grouped into batches and repairs for the first batch of applicants are due to commence shortly. The Cabinet has approved the proposal to streamline the allocation of Crown Land for Housing Development from recommendations made during the public consultation. Vehicles for this department have been tendered and we hope to have them mobilized very soon to assist with conducting site inspections during the construction phase of these projects. The Department has proposed a detailed concession package for developers under our program 1 which will incentivize their participation along with other benefits. Mr. Speaker, I know some people here are like doubting Thomas; they need to see it to believe but things are happening in this department. We are developing an online application portal to streamline the submission process of applications where the public and potential developers can upload all attachments from one location, minimizing errors and improving efficiency. Mr. Speaker, an affordability index is also being developed by the Housing Department to determine what constitutes affordable housing across the various islands and constituencies considering factors such as housing costs, household size etc. and this is being done in collaboration with the Statistics Authority. It’s been a long time coming but change is here.

**Department of Estates Management: **

The efficient management of government estates is essential for the effective delivery of public services. The Department of Estates Management will receive additional resources to maintain and upgrade government buildings, improve efficiency, and ensure a conducive working environment for civil servants. We will also explore opportunities to optimize the use of government assets. Mr. Speaker, our public service is growing, Ministries and Departments are outgrowing their current workspaces, and Estates Management must move quickly to secure comfortable working environments for staff across the Government. To this end, a sum of $5.4M has been allocated for rental spaces to ensure that our people are in suitable environments to carry out the work that they are expected to produce. This is an increase of 15% over last year’s outturns. Mr. Speaker, within the last fiscal year, attempts were made to privatize janitorial services, however, because we are a government who seeks to do things and do it well; we’ve met some challenges during the process and therefore made the decision to delay this project until the appropriate mechanisms have been established.

**Public Works Department: **

The Public Works Department which is responsible for the construction and maintenance of public infrastructure have an allocated sum of over $7M to support the rehabilitation of critical infrastructure, expand access to underserved areas, and enhance resilience in infrastructure projects. Our goal is to create a robust and reliable infrastructure network that supports economic growth and social development.

**Mechanical Department: **

The Mechanical Department plays a crucial role in maintaining and repairing essential mechanical systems in government buildings and infrastructure. We have allocated funds for the procurement of new equipment to improve the standards of the mechanical workshops across the islands by conducting repairs to the facilities and procuring heavy duty and specialist equipment. Training of personnel, and the implementation of preventive maintenance programs to ensure the efficient operation of mechanical systems across the country is also a priority for this division. We have commenced the preparation for a new government fleet which will include streamlining the procurement process, reviewing the existing fleet and preparing for the support of plug-in hybrid units and eventually move towards electric capabilities. Mr. Speaker, we are currently working assiduously to finalize the vehicle policy that will apply to ministries across government. It has already been drafted and circulated and will move to its final stages to be submitted to Cabinet for approval.

**Project Management Department: **

Effective project management is essential for the successful implementation of infrastructure projects. The Project Management Department will receive increased funding to strengthen project oversight, improve coordination among stakeholders, and enhance the monitoring and evaluation of projects. We are committed to delivering projects on time, within budget, and to the highest quality standards. Mr. Speaker, this budget allocation will facilitate training and certification of our staff compliment in FIDIC contracts, project management PMI and PMP from the project Management Institute, RICS for quantity Surveyors and Estimators, and other technical areas across various disciplines to ensure they remain current with standard procedures and industry practices.

**Maintenance Department: **

The Maintenance Department plays a vital role in ensuring the ongoing upkeep and maintenance of public infrastructure assets. We have increased funding for routine maintenance activities, repair works, and asset management programs to prolong the lifespan of infrastructure assets and reduce long-term maintenance costs. We are committed to ensuring that our infrastructure remains safe, functional, and sustainable for years to come.

Firstly, Mr. Speaker, the maintenance of schools and other public buildings is not just an investment in bricks and mortar; it is an investment in our future generations. Therefore, we are dedicating a significant portion of our budget to ensure that our educational facilities are not only safe and conducive to learning but are also equipped to inspire and nurture the leaders of tomorrow. We will be upgrading classrooms, improving sanitation facilities, and ensuring that our schools are technologically ready to meet the demands of modern education.

Secondly, Mr. speaker, we are acutely aware that our nation is no stranger to the wrath of nature. Hurricane shelters are a critical aspect of our disaster preparedness strategy. This year, we are increasing funds allocated to the strengthening and expansion of our hurricane shelters. These sanctuaries must be capable of withstanding the severest of storms, offering a haven to those whose homes are threatened.

In the realm of road maintenance, our budget reflects an understanding that well-maintained roads are the arteries of our economy facilitating daily commutes. We are earmarking substantial resources for the repair and resurfacing of roads, and the implementation of modern traffic management solutions to reduce congestion and enhance safety. Mr. Speaker, $2M has been allocated for the initial phase of solar streetlights across constituencies, $2M for road paving and grading, an additional $1.35M in the Framework Agreement to aid in the delivery of the Public Work Ordinance. We aren’t talking small change Mr. Speaker; we are spending big money.

Moreover, community enhancement is a testament to our belief in not just the functionality, but also the spirit of our public spaces. We are significantly increasing the budget to beautify parks, create public recreational facilities, and revitalize communal spaces. These projects are designed to foster community pride, encourage social cohesion, and promote improved family lifestyles.

Disaster Management & Emergencies

As Minister with responsibilities for the Department of Disaster Management, I am pleased to report Mr. speaker that we have given this Department two new homes in both Grand Turk and Providenciales through the purchase of a building that will serve as the headquarters and office space and the eminent relocation. Now the team will have adequate space for effective coordination of responses to emergencies. Strategic investments are at the core of this government, focusing on long-term benefits rather than short-term gains.

Mr. speaker with a designated $1.4M for generators and housing we are ensuring that the department is equipped with the necessary resources to effectively navigate any potential adverse outcomes. We are also relocating the Grand Turk team to their new office space. The budget delineates clear priorities, earmarking funds for crucial sectors such as disaster management; considering the investments outlined earlier along with significant funding for the maintenance and upkeep of our registered shelters.

Policy, Planning & Technical Support

In alignment with our national vision and development goals, we have formulated robust policies aimed at guiding the sustainable growth and modernization of our ministry’s capabilities. We have adopted a comprehensive approach and recognized that the successful implementation of our ambitious agenda requires not only vision but also technical expertise. Therefore, $1.8M earmarked for professional and consultancy affords us the opportunity to provide greater support to projects going forward.

Mr. Speaker, economic projections suggest that the implementation of this budget will lead to job creation, increased productivity, and a more robust economy and so we will improve efforts to engage contractors with periodic training sessions throughout the year equipping them with the skillset to prepare proper bids for both recurrent and capital projects. The intention is for these sessions to be hosted on all islands. Our upcoming 3^rd annual contractor’s symposium will further solidify their knowledge enabling our local contractors to participate in works issued by our ministry. Mr. speaker, our aim is to create a skilled workforce with our contractors, establishing a balanced system and minimizing deficiencies in the process. We have also made progressive plans for increased media and communication competencies to keep the public informed of the various programs and expected deadlines.

Capital Projects

Despite the size of the budget, fiscal responsibility remains a foundation of our financial strategy. While there have been several capital projects re-tendered, there is still a significant number of projects that fall within this budget cycle:

Boats for Police (Lot 2)
Boats for Police (Lot 3)
CCTV for Police
Purchase of Patrol Vessel – Regiment
DECR Equipment – Vessel
DECR Equipment – Outboard Engines
Drainage and Site Works HJRHS
Highway and Road Improvements-GDT
Remediation Works to Ponds and Bridges – West Road and Church Folly
Remediation Works to Ponds and Bridges – Ponds for GDT
Housing Project Initiative – Program 2
Digitization Phase 2 – Consultancy for National Identification System – Stage 1a
Land Registry Digitalization Project
Crown Land Project
Climate Resilience Coastal Management
Bridges, Ponds and Roads – GDT Roads
Consultancy Framework Agreement for Public Works
Construction of Warehouse Building in Grand Turk
Consultancy for Geodetic Global Navigation Satellite Systems
Community Parks Development – Five Cays and Kew Town
Repairs to RGHS Art Block
Back-up Generators including Housing
Biosecurity Unit
Purchase of Incinerator
Ambulances for Islands (8 Ambulances)
Community Roads All Islands – Providenciales
Leeward Highway Rehabilitation Works

Mr. Speaker, the $1.8M in technical support will aid in these projects being delivered on time, within budget and with maximum return for our citizens.

Community Enhancement Program/ C.E.P

The budget for the works program in this fiscal year is ambitious; but necessary. I assure you that every dollar invested in this program has been carefully considered to improve the quality of life for our citizens, to stimulate economic growth and prepare this country for the challenges and opportunities of the future. Mr. speaker, this program has extensive cost benefits and reflects the strategic priorities of this government. In the last financial year, our efforts yielded much success through the following initiatives:

GRAND TURK:

Construction of two (2) gazebos to the amount of $80,000.00
Construction of Lunch Shed at HJRHS to the amount of $86,869.00
RFP for the beatification of the Grand Turk sign to the amount of $37,560.00
Verge Cleaning works in the amount of $90K

SALT CAY:

Construction of fencing around landfill/dump site to the amount of $98k.
Verge cleaning: $37K
Works to water depot: $9K
Back-up Generator R.O Plant: $214K
Deans Dock Repairs: $70k
Gazebo – North District: $52,500.00
Gazebo – South District: $47,501.00
Refurbishment of pool area – Duncombe Point – $9,325. 00
Garbage receptacles x 4 – $36,582.00
Duncombe point $8,895.00
Hurricane Shelter – $9,449.00
Airport – $9,298.00
Dean’s Dock – $8,940.00
Fencing to Salt Cay Clinic – $5.849.85
Refurbishment works to Salt Shed $70k

SOUTH CAICOS:

Construction of Boat slip/ramp to the amount of $46K
Construction of Drainage cover to the amount of $36K

MIDDLE CAICOS:

Demolition Works to the amount of $150K.

PROVIDENCIALES:

Construction of Sidewalks to the amount of $382K
Construction of gazebos to the amount of $42K
Construction of boat ramps to the amounts of $96K
Construction of Welcome Sign to the amount of $45K.

The Ministry has achieved remarkable milestones spearheading the country’s infrastructural transformation and development. Looking ahead to the new financial year, the Ministry is poised to embark on a rigorous agenda.

Mr. Speaker, we have several new and ambitious projects for the CEP and Capital Projects this year!

GRAND TURK

Grand Turk Market and Welcome Centre – $2.5M
Repairs to NJS Francis Park
Refurbishment of Lester Williams Park
Community Parks Development – North Back Salina Park
Refurbishment of West Road Park

SALT CAY

Works to Matthew Canal- Salt Cay – $800K
Refurbishment of the Cricket Field – $250K

SOUTH CAICOS

Improvement to Cockburn Harbour – XSC – $1M
Regatta Village – $1M
Conch Ground – $1.5M
Community Roads – $1.5M

North Caicos

Whitby Roads – XNC – $1.14M
Renovation of Whitby Community Center – $50K
Refurbishment of Hollywood Park – $40K
Refurbishment of Horse Stable Beach – $550K
Bottle Creek Community Centre – $3.2M

MIDDLE CAICOS:

Repairs to Lorimers Community Center – $100K
Refurbishment of Bambara Community Centre – $50K
Bambara Beach Project – $800K

PROVIDENCIALES:

Leeward and Long Bay (ED5)

Community Roads – $350K
Upgrade to Leeward Palms Park – $85K
Develop Long Bay Walking Park – $100K
Speed Tables – $50K

The Bight (ED6)

Speed Tables – $50K
Construction of Sidewalks $100K
Tower Drive Kids Park – $100K
Community Parks Development – Juba Sound – $85K
Upgrade the Bight Community Park – $650K
Community Centre- Bight – $1.5M

Cheshire Hall (ED7)

Community Roads – $400K
Speed Tables – $75K
Construction of Sidewalks $200K
Refurbishment of Gustavus Lightbourne Complex – $1.2M

Blue Hills (ED8)

Clementina and Fuller Walkin Park – $550K
Community Parks Development –Blue Hills – Multipurpose court, kids shaded area, fencing lighting and parking – $150K
Water Connections – $100K
Construction of Community Entrance Signs $150K
Mobile Clinic – Blue Hills – $450K

Five Cays (ED9)

Beautification to Main Entrance to Five Cays – $100K
Sidewalks – Chalk Sound – $250K
Sapodilla Bay Beach Project – $850K

Wheeland and West Caicos (ED10) Awarded/Commenced or Completed

Recreational Pavilion – $500K
Construction of Community Entrance Signs $100K

Mr. Speaker, the investments we are making today are not expenses; they are the seeds of our future prosperity. Each dollar spent is meticulously planned to yield tangible benefits for our communities. Our infrastructure is the stage upon which the story of our nation’s progress is enacted, and with this budget, we are ensuring that this stage is set for a stellar performance in 2024 and beyond.

In conclusion, the budget allocation for the Ministry of Physical Planning and Infrastructure Development reflects our commitment to promoting sustainable development, enhancing the quality of life for all citizens, and building a resilient infrastructure network for the future. We remain dedicated to efficient resource management, transparent governance, and stakeholder engagement to achieve our nation’s development goals.

Before I yield Mr. Speaker, I wish to reference a familiar scripture Matthew 6:21; “For where your treasure is, there your heart will be also.” How we allocate our resources reflects our priorities and values. Our infrastructure reflects our collective ambition. Through careful planning, strategic investment, and a relentless pursuit of development, we are not just building roads, schools, and shelters, we are building a nation.

I will continue to support the efforts of my PPID Team and work towards a prosperous and sustainable future for the Turks and Caicos Islands.

Thank you.

News

DR man rented Jet Ski nine days ago in Providenciales; where is he now?

Published

32 mins ago

April 18, 2024

Deandrea Hamilton

Dana Malcolm

Staff Writer

#TurksandCaicos, April 18, 2024 – NINE days after he was last seen, police have reported Edgar Miguel Veloz Tirado, a visitor to the Turks and Caicos Islands, missing.

Many are stunned at the time which has elapsed since the man was last seen alive – which was Monday April 8 – and have been vocal on social media.

When Magnetic Media queried the delay in reporting that the man had never returned to a jet ski operator with his rental, we were told Police were alerted when the owner lodged a report with the RTCIPF Police Control Room, that he rented a black and yellow jet ski to Mr. Tirado to visit a cay, which is a small island.

Neither the jet ski nor Edgar Tirado returned at the agreed time and nine days later, the Turks and Caicos community is being asked to help. Police put out a MISSING PERSON alert on Wednesday April 17 and up to Thursday midday, there had been no feedback about the missing man.

Magnetic Media learned from the TCI Police, officers discovered the missing person had not checked out of a rented villa, and his belongings were still there.

Despite questions pressing the police on this bizarre case, there was no new information on the 41 year old Dominican who has not been seen since.

Caribbean News

AN EASTERN CARIBBEAN GEM IS UNEARTHED

Published

1 day ago

April 18, 2024

Deandrea Hamilton

~SANDALS® RESORTS OPENS ITS 18^TH RESORT IN SAINT VINCENT AND THE GRENADINES~

April 17, 2024, Montego Bay, Jamaica – In an intimate ribbon cutting ceremony commemorating Sandals Resorts’ entry into the largely undiscovered destination of Saint Vincent and the Grenadines, the only Caribbean born superbrand welcomed its first guests to a nature-forward experience brimming with island inspiration and stirring ‘Sandals Firsts’.

Witnessed by government officials, Sandals executives, guests and resort team members, an emerald green ribbon, representative of the island’s flag and lush surroundings, was cut signaling the official opening of Sandals Saint Vincent and the Grenadines.

Executive Chairman of Sandals Resorts International Adam Stewart, spoke on what the opening of the hotel chain’s 18^th resort meant for the brand, the island and the Caribbean at large. “This is a multi-generational act in the making that began with my extraordinary father Gordon ‘Butch’ Stewart and Prime Minister Gonsalves many years ago. They flirted heavily about flying the Vincy flag not only here but in all the other islands across the Caribbean that Sandals has its operations. Little did we know that 43 years later the Sandals brand would grow from one 99-room hotel in Montego Bay to a top 500 brand known on the world stage as a super brand. The only Caribbean born commercial super brand known across the United States, Europe and Canada with over 84% brand penetration and recognition,” he shared.

He expounded further on what he dubbed the Sandals Effect, a confluence of things that happen when Sandals comes to town. “First and foremost, we market the destination, both St. Vincent and the Grenadines. The landscape that makes up this incredible archipelago will benefit. Directly and indirectly for linkages, tour operators, taxi operators, restaurateurs, musicians, farmers, fishers, entrepreneurs, hardware store operators, the entire ecosystem and connectivity we plan to make sure that the entire world knows.”

With Sandals’ expansion to the island, airlift has increased exponentially with more availability on the horizon. According to Adam Stewart, numerous airlines have adjusted their schedules in anticipation for the demand. “American Airlines used to fly twice per week to and from the Argyle Airport, since April the airline has increase to four times per week and is expected to have daily flights by the end of 2024. Air Canada and Virgin have increased their airlift with JetBlue and United Airlines now flying to the island for the first time. Nationals and visitors will have the opportunity to fly more conveniently and we will continue to grow. ,” expressed Stewart.

The resort, in May 2024, is expected to host some 300 top travel advisors from around the world, the largest contingent of international travel professionals to ever visit Saint Vincent and the Grenadines.

Dr. The Honourable, Ralph Gonsalves, Prime Minister of Saint Vincent and the Grenadines, in his main address added further credence to the impact Sandals has on his country and the CARICOM community. “During COVID, unemployment went up, there was a decline in economic activity in the region. At the time we also had volcanic eruptions, Sandals came to us with a proposal to recruit Vincentians and send them to their resorts across the Caribbean to be trained. We had to evacuate 20,000 persons with some in shelters for four to six months. Along came a friend in Sandals who said they could ease some of the pressure providing opportunities for 500 people and these little things talk to me about partnership. This might have been small for Sandals but it was a huge thing for us in the condition in which we found ourselves and I want to thank Sandals and Adam.”

“It is an understatement really to call Sandals a brand. It has become an existential part of our Caribbean civilization. This civilization is tailor-made for tourism and Butch Stewart has helped to shape this aspect of the material to help sustain us. I think that when the history of the 20^th into the 21^st century is written, there would be a towering place for this legend,” The Hon. Gonsalves continued.

In honour of the late Gordon ‘Butch’ Stewart, Prime Gonsalves in opining that the relationship he enjoyed with the late founder made him “one of us” shared a remarkable plan to celebrate his memory and contributions to tourism and economic development in the region. “The government of Saint Vincent and the Grenadines had indicated to Sandals that we will build the road coming to the entrance of the hotel. Having built it, we will call it the Gordon ‘Butch’ Stewart Boulevard,” the Prime Minister announced proudly to stirring applause from the audience.

Sandals Saint Vincent and the Grenadines offers 301 rooms and suites across 50 lush-laden acres, authentically embracing its Saint Vincent location with an experience that is as thoughtful as it is meticulously local.