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7 years ago

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#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:

  1. The effect the disaster event has on the customer base.
  2. The kinds of products or services the business provides.
  3. The business’ inability or unwillingness to respond appropriately to the new, post-event environment.
  4. The overall financial strength and stability of the business before the event.
  5. 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

  1. 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.
  2. You can reestablish your business at the same location or you can relocate your business. (Some loans and grants have conditions that prohibit relocation.)
  3. 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

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

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

  1. You can sell or transfer the business to your children. (If they are interested in running a business.)
  2. You can sell or transfer the business to a competitor.
  3. 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.

 

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Garvin Thomas Attains Master’s Degree in Quantity Surveying

Published

2 days ago

on

January 12, 2025

By

Public Service Times Spotlight

 

Turks and Caicos – Meet Garvin Thomas, the Director of the Public Works Department. He is originally from South Caicos and was inspired by his parents, Wilfred and Naomi, to value hard work and community service. He began his career in Architecture and Construction Management, apprenticing with Simon Wood & Associates, before joining the Civil Service in 2001.

Over the years, Garvin progressed within the Public Works Programme Management Department, managing the TCI National Stadium project as Project Coordinator and later serving as Director since April 2020.

The Public Service Times interviewed Mr. Thomas about his recent educational pursuits.

Could you share a bit about yourself, your career journey with the Public Service, and some of your hobbies?

My name is Garvin Thomas, and I was born and raised in South Caicos by my dedicated parents, Wilfred and Naomi Thomas, who instilled in me a strong work ethic and a deep sense of community involvement and responsibility. My professional journey began in Architecture and Construction Management, where I developed foundational skills as an apprentice architect with Simon Wood & Associates for four years. In 2001, I joined the Civil Service and embarked on a career with the Public Works Programme Management Department (PWPMD), advancing through various roles. Initially, I served as an Assistant Architect from 2001 to 2010 before being promoted to Project Coordinator from 2011 to 2014. In this role, I managed one of the country’s largest and most groundbreaking projects, the TCI National Stadium, now renamed the “Corena Capron-Walkin” National Stadium, marking a significant milestone in my career.

In late 2014, I was promoted to Assistant Deputy Director, where I supported the Director in overseeing departmental management. My career progressed further in 2018 with a promotion to Deputy Director, and in April 2020, I assumed the role of Director of PWPMD, overseeing strategic and operational responsibilities. I hold an Associate Degree in Architecture from the University of the Bahamas, Nassau, a Bachelor’s Degree in Design Architecture from Florida International University, and a recent Master’s Degree (Distinction) in Quantity Surveying from the University of Portsmouth in the United Kingdom. Throughout my tenure, I have also pursued various certifications and specialized training in project management and FIDIC contract administration to further support my professional development. Beyond my career, I am committed to community service, mainly supporting vulnerable elderly residents in my hometown through the civic group South Caicos Hope. I also find joy in arts and crafts, creating keepsakes from conch shells, and I find fulfilment in spending quality time with friends and family.

How has your Master’s Degree in Quantity Surveying influenced your approach to managing public works projects within the department?

My Master’s degree in Quantity Surveying has profoundly enhanced my approach to managing Public Works Programme Management Projects by equipping me with advanced technical, financial, and strategic competencies critical to effective project management. Through specialized coursework and practical application, I gained a deeper understanding of cost estimation, budget control, and contract administration, all essential to optimizing project outcomes and ensuring that public resources are managed responsibly and transparently. This expertise allows me to approach projects with a sharper focus on cost-efficiency and risk mitigation, making informed financial decisions to maximize value without compromising quality all of these experiences I have gain while studying in the UK.

Furthermore, my studies exposed me to contemporary best practices in construction law, procurement strategies, and sustainable construction methods, of which I will integrated into the department’s project workflows. This knowledge will improved our approach to selecting contractors, negotiating contracts, and implementing monitoring processes, thereby reducing the likelihood of costly delays or disputes. Ultimately, my Master’s degree will transformed my approach by enhancing our department’s capability to deliver complex projects on time and within budget, improving accountability and transparency, and elevating our commitment to sustainable, high-quality public infrastructure.

What specific skills or knowledge have you acquired through your professional development that you find most advantageous in your current role?

Through my professional development, I have acquired several key skills and areas of knowledge that have proven invaluable in my current role. Project management expertise, particularly in planning, scheduling, and resource allocation, has been fundamental to successfully managing complex public works projects. My training in FIDIC contract administration and Joint Contracts Tribunal (JCT) contracts (training I recently obtained in the UK) has also provided me with an in-depth understanding of contract terms, risk allocation, and dispute resolution procedures, allowing me to navigate contracts effectively and minimize potential legal or financial risks.

Additionally, my professional development in cost control and budget management, particularly through Quantity Surveying principles, has refined my ability to estimate accurately, track expenses, and manage budgets effectively to ensure that projects are both cost-efficient and financially accountable. My continuous learning in sustainable construction practices has further equipped me to integrate environmentally responsible approaches into project planning and execution, aligning our department’s work with modern sustainability standards. Finally, my leadership training has enhanced my skills in team management and stakeholder communication, enabling me to build strong, collaborative teams and maintain transparent communication with stakeholders, both of which are essential for the success and integrity of our projects.

In what ways do you plan disseminate your new knowledge among your team and foster collaboration across different areas within your Department?

To effectively share my new knowledge with the team and foster collaboration within the department, I plan to implement a multi-faceted approach centred around structured training, collaborative workshops, and open communication channels. First, I intend to organize regular training sessions and knowledge-sharing workshops where team members can learn specific skills, such as advanced construction risk management (my favourite), cost management, contract administration, and sustainable construction practices. These sessions will provide targeted learning and encourage team members to ask questions, share insights, and discuss how they might apply these skills in their roles.

Additionally, I aim to establish cross-functional project teams that bring together professionals from various areas within the department—such as project management, maintenance, and mechanical- all of which operate within the confines of procurement. By working on joint projects, team members can leverage each other’s expertise and develop a more holistic understanding of our projects. To support this, I will implement an open communication platform where updates, challenges, and best practices can be shared freely among team members. This setup will facilitate real-time problem-solving and foster a culture of continuous improvement, ensuring that new knowledge is disseminated and actively applied to strengthen collaboration and innovation across the department.

Considering your advanced education, what future trends in quantity surveying do you anticipate will impact public works initiatives, and how should the department brace for these changes?

With advancements in the field of quantity surveying, I anticipate several key trends that will significantly impact Public Works Programme Management initiatives. The integration of Building Information Modeling (BIM) and digital construction tools is one such trend, transforming how we manage project data, estimate costs, and collaborate across departments. BIM allows for enhanced visualization and real-time data sharing, making cost estimation and project adjustments more accurate and efficient. To prepare, the department should invest in BIM software, train staff in its use, and encourage early adoption to ensure we’re well-positioned to manage complex projects with increased precision and coordination.

Another emerging trend is the growing emphasis on sustainable construction and green building practices, driven by regulatory requirements and societal expectations for environmentally responsible development. This shift will require quantity surveyors to evaluate projects in terms of cost and their environmental impact, life-cycle costs, and resource efficiency. To align with these demands, the department should adopt sustainable procurement practices, ensure project materials meet green standards, and invest in professional development so that staff stay updated on sustainable methodologies. Lastly, as data-driven decision-making becomes central to project management, it will be essential for the department to build analytics capabilities, allowing us to gather and analyze data for more informed project decisions and better risk management. Preparing for these trends by embracing digital tools, sustainable practices, and data analytics will enable the department to deliver high-quality, cost-effective public infrastructure aligned with future industry standards.

How has this educational experience shaped your career aspirations and your vision for the future of the Public Works Department?

This educational experience has significantly sharpened my career aspirations and my vision for the future of the Public Works Programme Management Department. Through advanced study in Quantity Surveying, I’ve gained a deeper understanding of strategic project management, cost control, and sustainable construction—all essential components in building efficient and impactful public infrastructure. This knowledge has not only reinforced my commitment to delivering high-quality and cost-effective projects but has also broadened my vision for the department to one that embraces innovation, transparency, and sustainability.

My vision for the Public Works Programme Management Department (PWPMD) is to establish a robust health and safety framework that ensures the well-being of our staff across all government construction sites and workplaces, rooted in a firm commitment to Occupational Health and Safety. I am dedicated to positioning PWPMD as a regional leader in sustainable, data-driven project delivery by fostering a culture of continuous learning, digital innovation, and environmental stewardship. Key initiatives will include the integration of digital construction technologies, green building standards, and advanced project analytics, allowing us to optimize resources, enhance accountability, and set a high standard for public infrastructure that serves both community and environmental priorities. Additionally, I aim to establish a PWPMD Ordinance to clarify departmental roles and responsibilities in the construction and maintenance of roads, government buildings, and other infrastructure assets while also defining regulations for utility companies regarding their use of all TCIG’s infrastructure assets.

As a leader, how do you intend to mentor younger professionals in quantity surveying and promote their ongoing professional development?

As a leader, I am committed to mentoring younger professionals in quantity surveying by creating a supportive and structured environment that prioritizes hands-on learning, continuous feedback, and professional growth opportunities. I intend to implement mentorship programs that pair junior staff with experienced Royal Institute of Chartered Surveyors (RICS) professionals, providing them with direct guidance on technical skills, project management, and industry best practices. Through regular workshops and training sessions, I will encourage them to deepen their knowledge in areas like cost estimation, contract management, and sustainable construction, ensuring they are well-equipped to meet modern industry demands.

To promote ongoing professional development, I plan to advocate for access to relevant certifications, professional memberships, and advanced training courses, allowing them to build expertise and stay current with industry trends. Additionally, I believe in fostering a culture of open communication and knowledge-sharing, where young professionals feel encouraged to ask questions, take initiative, and contribute ideas. By creating clear pathways for growth within the department, I aim to inspire and empower these emerging professionals to pursue excellence and advance in their careers within quantity surveying.

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Dr. Raven A. Saunders Attains Master’s Degree in Public Health

Published

2 days ago

on

January 12, 2025

By

Public Service Times Spotlight

 

Turks and Caicos – Dr. Raven A. Saunders is a Grand Turk native and dedicated medical professional. She graduated from H.J. Robinson High School and the Turks and Caicos Islands Community College before earning a double major in Biology and Biochemistry from the University of Massachusetts Dartmouth. Dr. Saunders completed her Medical Degree at the University of the West Indies in 2018. She began her career as an intern at St. Ann’s Bay Hospital and later worked as a Senior Health Officer in Jamaica. After returning home in 2020, she served as Clinic Manager and Family Doctor at Omnicare and ACCU Diagnostics.

In February 2021, Dr. Saunders joined the COVID-19 response team and became Deputy Chief Medical Officer in July 2023. In her free time, she enjoys reading and watching films.

Dr. Saunders shared her academic journey and future plans with the Public Service Times.

Could you share a bit about your background, including where you’re from, your academic journey, current job title, and some of you hobbies?

I am a native of Grand Turk, a graduate of H.J. Robinson High School and the Turks and Caicos Islands Community College. I continued my studies at the University of Massachusetts Dartmouth, where I graduated with a double major of Bachelor of Science in Biology & Biochemistry with Magna Cum Laude. In 2018, I successfully completed medical school at the University of West Indies in Kingston, Jamaica. I was able to garner a wealth of medical experience as a medical intern at the St. Ann’s Bay Hospital, where I was trained in multiple disciplinaries. Then, I got to further enhance my skills by working as a Senior Health Officer in multiple clinics throughout the North East Regional Health Authority in Jamaica.

In 2020, I returned home and was initially working in the private sectors. I worked as the Clinic Manager and Family Doctor on Ambergris Cay for Omnicare and as the Family Doctor in Providenciales with ACCU Diagnostics. Both opportunities were extremely rewarding. However, in February 2021, I was delighted when I was offered a post with the COVID-19 response team at the Primary Health Care Grand Turk Clinic then appointed Medical Officer of the clinic. In July 2023, I became the Deputy Chief Medical Officer of the Turks and Caicos Islands.

Well, on most days, I’m a mild-mannered book reader and film buff. But in reality, I’m an undercover mystery solver. I constantly investigate obscure documentaries, analyze plot twists, and become way too invested in solving fictional crimes. My love of puzzles and mystery kept me pursuing medicine.

What inspired you to pursue a master’s degree, and how do you think it enhances your contributions with the Ministry of Health and Human Services?

My inspiration to pursue a master’s in public health came from a desire to address the systemic issues that affect health at a population level, particularly the health disparities that persist across different socioeconomic and demographic groups. Seeing the impacts of these inequities firsthand inspired me to gain the tools to create meaningful change and drive initiatives that reach people beyond traditional healthcare settings.

This degree enhances my contributions to the Ministry by providing a well-rounded understanding of public health policy, epidemiology, and health systems, allowing me to approach challenges with evidence-based strategies. Additionally, my studies have deepened my skills in program evaluation and data analysis, so I can assess current health initiatives’ effectiveness and identify improvement areas. This knowledge helps me propose solutions that are not only impactful but also sustainable, ensuring future health programs have long-term benefits for the populations they serve.

What is one key insight from your studies that you believe could significantly benefit the initiatives of the Ministry of Health and Human Services?

One important concept I learnt during my studies is the Stevens and Raftery’s model of healthcare needs assessment. This model attempts to achieve the greatest good for the most significant number by focusing resources where they achieve the most benefit for the patients. It intrinsically weaves the importance of need, supply and demand. The need is defined as the individual or population’s ability to benefit from healthcare. For instance, communities with high rates of chronic conditions like diabetes or heart disease have a greater need for preventive care, screening programs, and lifestyle interventions. Accurately assessing need is crucial for effective resource allocation, as it ensures that public health initiatives are targeted at the areas and populations where they are most beneficial.

The demand is the measure of what people want, and the supply is the health services currently provided to the country. Balancing need, supply, and demand is essential for creating an effective public health system. Misalignments, such as a high need for mental health services but limited supply or demand, can lead to gaps in care and worsen health disparities. Addressing these factors with coordinated strategies, data-driven resource allocation, and community engagement helps to build a resilient, responsive public health system that meets the Turks and Caicos Islands’ needs.

 How do you plan to apply what you’ve learned to improve efficiencies or strategies within the Ministry?

Building on my earlier answer regarding health care needs assessment, the Ministry can benefit from an updated assessment. Our country is evolving and embracing different cultures, demographics and with this more diseases, especially non-communicable diseases. We need to leverage data analytics to optimize resource allocation and identify areas for improvement. By conducting needs assessments and using predictive analytics, we can pinpoint regions with higher disease burdens or resource shortages and proactively address these gaps. Additionally, implementing regular program evaluations will allow the Ministry to monitor effectiveness, adjust real-time strategies, and reallocate resources to maximize impact.

Applying health equity principles will guide the Ministry in designing programs that are accessible and culturally sensitive to underserved communities. Through partnerships with local organizations and community leaders, we can co-create interventions that address specific needs and resonate with those we serve. This approach builds trust and improves the uptake of public health services, ultimately improving program efficiency.

In what ways did your education challenge your prior assumptions, and how will you leverage this new perspective in your work?

My studies in public health opened my eyes to a proper understanding of how crucial epidemiological studies are to managing diseases, especially on a population-based level. As a doctor, you are programmed to treat the individual. Now, as someone in a leadership role, I want to implement policies that can help the country collectively. This cannot really be achieved without updated data on the overall public health profile.

Health surveys, chronic disease studies and updated disease statistics are key passions of mine that have formed after my studies. As a society, we cannot continue to implement programs or policies if we do not know what the society needs; are there even a demand for these programs; and can we properly supply and maintained these programs.

What advice would you offer to colleagues contemplating a similar path for their professional advancement?

My main takeaway for persons wishing to pursue healthcare or any professional advancement is “to embrace lifelong learning”. This path requires a mindset of continuous education. Be open to learning from various sources—colleagues, communities, and research. Also, not all knowledge is earned in institutions, the co-worker with multiple years of experience has multitudes of wisdom to share. Public health, for instance, spans across social sciences, epidemiology, policy, and more, so staying curious and adaptive is crucial.

How do you envision the evolution of the Ministry of Health and Human Services, and what role do you see yourself playing in that transformation?

Strengthening the Primary Healthcare services is what I envision for the Turks and Caicos Islands. Developing more robust healthcare facilities equipped with modern technology to ensure quality care throughout the islands. Improving our clinics can shift the focus from reactive to preventative healthcare through public awareness campaigns, regular health screenings, especially for cancers predominantly in our population, and vaccination programs. This approach would aim to decrease the burden of chronic diseases, particularly at the hospitals and the need for treatment abroad. Secondly, building communication with our public and private healthcare sectors to better enhance community engagement and health outcomes.

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Caribbean News

U.S. Virgin Islands Sets New Tourism Record in 2024, Welcoming Unprecedented Visitor Numbers

Published

2 days ago

on

January 12, 2025

By

St. Thomas, U.S. Virgin Islands — The U.S. Virgin Islands Department of Tourism proudly announces new record-breaking passenger arrival numbers, which highlight the continued growth of St. Croix, St. Thomas, and St. John as a leading tourism destination.

Closing out the year on a high, December 28 recorded 4,606 passenger arrivals, surpassing the single-day arrival record set earlier in March 2024. This achievement also led to a new weekly passenger arrival record, with over 24,000 arrivals, marking a 5.92% increase over the previous record.

“As a destination, we continue to explore, elevate, and improve, which further supports the ongoing goal to build upon our commitment to be a premier Caribbean destination,” shares Commissioner Joseph Boschulte of the U.S. Virgin Islands Department of Tourism.

In 2024, combined airline arrivals at Cyril E. King Airport in St. Thomas and Henry E. Rohlsen Airport in St. Croix totaled 932,265 passengers. This figure surpassed the previous record set during the COVID-19 pandemic by over 100,000 passengers and represented a 16.5% increase compared to 2023.

The newly released numbers culminate a year of exponential tourism growth for the U.S. Virgin Islands, including a record-breaking month of arrivals in March with 106,026, and the introduction or return of airline routes from American Airlines, Cape Air, Delta Air Lines, Frontier, JetBlue, Spirit Airlines, Sun Country, and United Airlines.

The Territory also experienced a significant boost in cruise passengers, welcoming 1,770,922, resulting in a 9.8% increase compared to 2023. This growth was driven by the maiden voyages of several ships, including Scarlet Lady, Icon of the Seas, Disney Treasure, Explora I, Sun Princess, Explora II, Emerald Azzurra, Celebrity Apex, and Rhapsody of the Seas. The increase in cruise arrivals highlights the ongoing efforts of the Department of Tourism and local partners to strengthen and foster relationships across the industry.

In addition to welcoming more visitors, the territory also received several prestigious industry honors, including:

“As we look to 2025, we will continue to push the creativity of our marketing strategies, which includes advertising, social media, public relations, and partnerships to connect with and keep the U.S. Virgin Islands top of mind for new and returning travelers,” adds Commissioner Boschulte.

Commissioner Boschulte and the Department of Tourism team continue to set their sights on an ambitious future, positioning the U.S. Virgin Islands as the premier destination for travelers seeking natural beauty, cultural richness, and warm hospitality.

For more information about the U.S. Virgin Islands, please visit https://www.visitusvi.com/.

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