TCI News
TCI: Press Statement from the Leader of The Opposition – Boomerang Politics
#Providenciales, July 25, 2018 – Turks and Caicos –
OFFICE OF THE LEADER OF THE OPPOSITION
N.J.S. Francis Building
Pond Street, Grand Turk, Turks and Caicos Islands
Telephone: (649) 338-3706, Email: cwmisick@gov.tc
Providenciales Turks and Caicos Islands – July 24, 2018
Press Statement from the Office of the Leader of the Opposition
Service Charge and Boomerang Politics.
The following opinion by the Leader of the Opposition appeared in Volume 31 No. 26 page 10 of Turks & Caicos Weekly News – see link
https://issuu.com/tcweeklynews/docs/july_1-7__2017_-_all_pages.
Service Charge Debate – Deceit or naivety
The confusion around the equitable distribution of what has become known as ‘service charge’ is caused by a combination of the inexcusable deceit and naivety by some politicians who have misled hospitality workers and the public for their own ends. On this issue, the Premier prevarication is most offensive to a block of voters who she unequivocally pledged to ensure that 100% of the service charge is given. Since it is now clear that she has wised up to the fact that that promise was impractical, and not one that she can deliver – the poetry of campaign must now give way to the prose of governing. That requires a clear policy decision anchored in legislation.
The truth is that today’s ‘service charge’ defined in the Ordinance as ‘Any amount of money charged over and above the price of accommodation in a hotel, or the selling price of a meal or intoxicating liquor or beverage purchased by a customer, for service to a guest or customer, in a hotel or restaurant, but does not include any tax to be paid under any ordinance’ is an amalgamation of two add-ons to the published rates for the provision of hospitality services provided by some establishments prior to January 2004. In any case there were no obligations by establishments to collect or pay neither gratuity nor service charge to employees; and in fact, all-inclusive properties did not collect nor pay gratuity to employees before 2004.
To remove subjectivity from the system the Ordinance made it mandatory that all-inclusive properties levy and pay a 10% service charge to their employees. At the same time, recognizing the practice of other categories of hotels (that levied a 10% charge broken down into a 6% gratuity and a 4% resort fee) it left it to the discretion of management of the individual hotels to collect a service charge. However, the Ordinance does provide that if a service charged is collected 60% must be paid to employees. This reasoning is flawed – unless of course those establishments levy a charge sufficiently above 10% so that the 60% equate to the rate paid by the all-inclusive. Considering that all employers are required to pay the minimum wage whether all-inclusive or otherwise, and assuming parity of wage rates and other benefits across categories of employment obtains those persons working in non-inclusive hotels may very well be at a disadvantage.
The existing legislation is clear that the service charge levied by non-all-inclusive hotels is intended to be shared at minimum in the ratio 60:40 to employees and the business – reflecting the practice of many hotels at the time the ordinance was introduced. Establishments that are not adhering to the law are committing an offence. On the other hand, there is much confusion over the definition of the terminologies: gratuity, service charge and tips.
It is therefore necessary to contextualize the argument and suggest possible solution by defining the terms. Gratuity (tip) “a voluntary payment by patrons to service professionals as an expression of gratefulness for extraordinary service”. Albeit the subjectivity of the judgement of patrons impacts the aggregate amount of gratuity available to be shared among the staff. While a service charge is also additional payment on a service provided by a service professional it is mandatory rather than elective and may or may not deliver additional pay to the service professional who provides the service unless required by law.
In my view, the provision of hospitality services is a profession like any other, and it is right that it should not be left up to the discretion of patrons or hotel operators to, effectively set the pay for hospitality employees. Therefore, the idea of legally establishing an add-on to guests bills ringed fenced for hospitality workers is reasonable. On the other hand, a cover charge to a hospitality service establishment is standard in the industry; additionally, in a high-end tourism destination where customized service is demanded the level of hidden cost to a business is high; Allowance should also be made for non-cash benefits to employees including meals, transportation, uniform and training. Under those circumstances businesses not only earn a legitimate claim to a portion of the service charge but it is necessary for them to compete and prosper. We must remember that our survival depends on our ability to compete.
Finally, the current range of service charge in the TCI varies from 10% to 18% depending on the establishment – with all-inclusive properties pegged at 10% of which 100% goes to the employee. It therefore stands to reason that the amount paid to employees ought to be synchronized at an effective rate of 10% across categories of properties. This effective rate may be achieved through benefits in cash and kind. A commonsense compromise among all stakeholders encourages productivity, improve customer satisfaction and improves the bottom line of the business. Employees should not have to wait until Christmas for the necessary adjustment. The necessary amendment to the legislation to achieve a win-win solution should be done imminently.
Stifling of debate by the majority on issues it deliberately misrepresented does not of itself dispose of the problem, especially one that relates to the life-blood of the economy and the livelihood of people they purport to represent. Tourism and the welfare of hospitality workers should never be treated as a game of cricket. While I understand that the Premier faced batting from a self-inflected sticky wicket it is disappointing that she pulled up her stumps instead of defending her wicket.
Boomerang Politics
Fast forward to July 2018 the Premier created a smoke screen to walk back her ridiculous promise when in fact little will change for the hospitality worker, except now the discretion levy a service charge is remove and replaced with a legal obligation to do so. There will be no real appreciable 
change in the take home pay of an employee. The share of the service charge paid to employees by an establishment now applying a service charge of 15% to its bills, the proceeds of which is split 60:40 equates to 9% of the total bill; by the same token, an establishment charging 18% service charge pays its employees 10.8% of the total bill. Under the government’s proposal employees in the 15% scenario gets an uplift of 1% and employees in the 18% scenario losses 4/5th of 1%
The decision by the Government to cast in legislation a common rate for participation by all hospitality workers adapts my opinion in July 2017 and is the right thing to do. The bill is otherwise unnecessarily intrusive and in principle interferes with the invisible hands of the free market to the extent that it seeks to restrict what individual operators can charge for adding extraordinary value to their service delivery. This makes the assumption that service quality is homogeneous and it encourages the commoditization of the service that otherwise thrive on differentiation.
Without making the poacher the game-keeper, the Government having waited this long should take seriously the advice of all stakeholders including operators, customers and workers to ensure unintended design flaws do not negatively impact the industry causing another boomerang effect.
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.
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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