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Getting to know the Destination Management Organisation

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Dana Malcolm’s Q&A with Josephine Connolly, TCI Minister of Tourism

 

Q:  In terms of the partnership, who has the controlling stake?  Private sector or government?

A: The TCI Destination Management Organisation (DMO) is a Non-Profit Organisation (NPO) whose governance will be under a Board of Directors.  It will be staffed and run on a day-to-day basis by a management team and support staff.

There will be an Assembly of all partners, which will have the role of identifying and appointing the members of the Board of Directors.

The Board of Directors will be composed of 15 members including the Chairman. These members must come from the public and private sectors.  The recommendation is that at least 7 members must be representatives of the public sector.

It is important to note that tourism policy is set by the Government. That will not change. That’s the role of Government. In addition, a Department of Tourism Regulations will be created within the Ministry of Tourism which will be responsible for the certification of the tourism businesses and will assist the Minister in the definition of new tourism policies and regulations.  This new Department will have a staff of 10.

How the funds allocated to the DMO are spent will be based on recommendations from the Board and presented to the Minister in formal detail.  The Permanent Secretary in the Ministry of Tourism will be on the Board of Directors by virtue of his/her office.

The DMO will follow the TCI Public Management Funds Ordinance which all entities receiving public funds must follow.  The DMO must produce an Annual Report about on the objectives achieved, any deviation from the objectives, and how the financial resources have been used. That report will be submitted to the Minister of Tourism for verification and final approval.

Remember too, that the DMO is a Non-Profit Organization.  Under the law, no profit-sharing and no dividends can go to any members. Some activities of the DMO will generate income.   Any profits made by the DMO must go back into the DMO’s operations and marketing of the destination.

Q: What will the structure of the DMMO look like? Will TC Islanders be well represented?

A:  The DMO will operate through four different Departments that have specific duties. These departments – Marketing, Destination Development, Finance & Operations, and Quality Assurance – will implement activities that will benefit all tourism businesses and stimulate the sustainable tourism development of the entire country.  For the operation to be effective and totally inclusive, Tourism Improvement Districts have been identified, encompassing every segment of TCI and each District will have a seat on the Board of Directors.  The entire operation is designed to be inclusive of the population of TCI.  Total staff of the DMO, excluding Assembly and Board of Directors, will be 25 highly qualified specialists the first year up to 49 when the DMO is fully operative at year 5.

 

Q:  Who are the consultants working on the project currently?

A:  TCIG has contracted Target Euro Srl to assist the Government in the transition from the Tourist Board to the Destination Management Organisation and the Department of Tourism Regulation.

Target Euro Srl is an Italian consultancy firm, founded in 1997, specialised in the realisation of multi-disciplinary projects with an emphasis on tourism and economic development.

The firm has developed and/or assisted 13 DMOs and Tourism Regulatory Authorities in Latin America, the Caribbean and Europe (see map).

In addition, Target Euro Srl has implemented more than 30 tourism development projects in Latin America and the Caribbean region, and more than 120 tourism development projects worldwide.

For this project, Target Euro Srl has organised a multidisciplinary team composed of 15 international and national highly qualified experts (see organogram below).

Government

$94.1Mfor Health; Knowles Pushes to Keep Care at Home

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Turks and Caicos, April 25, 2026 – A major shift in how healthcare is delivered in the Turks and Caicos Islands is at the center of the Government’s latest budget, with a focus on reducing reliance on overseas treatment and strengthening services at home.

Presenting his contribution to the national debate, Kyle Knowles outlined a strategy aimed at building a more sustainable healthcare system—one that allows more residents to access quality care within the country.

The health sector has been allocated $94.1 million, making it one of the largest areas of public spending in the $550.8 million Budget passed on April 23.

Central to the Minister’s approach is a restructuring of the Treatment Abroad Programme (TAP), which has grown significantly in recent years as more patients are sent overseas for specialized care.

The Government now aims to reverse that trend.

“We are reforming healthcare to ensure long-term sustainability,” Knowles indicated, pointing to efforts to strengthen local services and reduce the need for travel.

The strategy includes improving healthcare infrastructure, expanding services available within the islands and increasing efficiency through the digitization of medical records.

Digitization is expected to support better coordination of care, reduce delays and allow for more accurate tracking of patient needs—part of a broader effort to modernize public services.

The Minister emphasized that the goal is not only cost control, but improved access.

“No family should have to leave home to get quality care,” he said, underscoring the Government’s intention to refocus healthcare delivery on local capacity.

The shift comes as rising healthcare costs continue to place pressure on public finances, with overseas treatment representing one of the most expensive components of the system.

By investing more heavily in domestic services, the Government is seeking to reduce that burden while improving outcomes for residents.

While the direction is clear, details on timelines and the pace of expansion for local services were not fully outlined in the presentation.

Still, the emphasis on sustainability, access and modernization signals a strategic pivot in how healthcare is expected to evolve in the Turks and Caicos Islands.

Angle by Deandrea Hamilton. Built with ChatGPT (AI). Magnetic Media — CAPTURING LIFE.

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Premier Defends Budget Strategy, Rejects Claims of Inefficiency

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Turks and Caicos, April 25, 2026 – Premier Charles Washington Misick has pushed back against criticism of the Government’s newly passed budget, defending both its direction and execution as deliberate and necessary for national development.

Wrapping up debate on the $550.8 million Budget, passed on April 23, the Premier dismissed concerns raised by the Opposition about inefficiency, rising costs and gaps in delivery, insisting the Government’s approach is measured and focused on long-term growth.

“This budget is about delivering for our people,” Misick said, as he reinforced the administration’s commitment to infrastructure, healthcare expansion and broader economic development.

Opposition Leader Edwin Astwood had earlier challenged the Government’s performance, pointing to unfilled posts, delayed projects and what he described as weak execution despite increasing allocations.

In response, the Premier rejected the notion that the Government is failing to deliver, instead arguing that building national capacity takes time and sustained investment.

He maintained that staffing challenges are being addressed and that improvements across ministries are ongoing, even as demand for public services grows.

The Premier also defended the scale of spending, framing it as a necessary step to support development across the islands, rather than unchecked expansion.

“We are investing in the future of this country,” he said, pointing to continued funding for infrastructure, community development and public services.

On the question of equitable growth, Misick reiterated his administration’s focus on balanced development, including ongoing investments in the Family Islands.

He argued that progress is being made, even if transformation is not occurring as rapidly as some would like.

Throughout his closing remarks, the Premier leaned on the country’s economic fundamentals—highlighting strong cash reserves, stable growth projections and international confidence in the Turks and Caicos Islands’ fiscal management.

While the rebuttal addressed criticism head-on, it did not significantly alter the structure of the budget or introduce major new measures in response to concerns raised during the debate.

Instead, the Government’s position remained consistent: the plan is in place, the investments are targeted, and delivery will continue.

The exchange underscores a clear divide—between an Opposition pressing for faster, more measurable results, and a Government maintaining that its strategy is already on course.

Angle by Deandrea Hamilton. Built with ChatGPT (AI). Magnetic Media — CAPTURING LIFE.

PHOTO COURTESY OF THE OFFICE OF THE PREMIER

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Digital Government Push Advances, but Reliability and Security Details Remain Unclear

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Turks and Caicos, April 25, 2026 – There was no mistaking the enthusiasm of the Minister of Finance, Investment and Trade, E. Jay Saunders, as he laid out his vision for a more digitally driven Turks and Caicos Islands—one where services are faster, systems are connected, and doing business is easier.

But within that forward-looking presentation, what remained notably absent were clear timelines and defined measures to ensure data security and system reliability.

“We are moving toward a fully integrated digital government,” Saunders told the House, as he outlined a future where public services are delivered seamlessly through technology.

With responsibility for the country’s economic and digital transformation, Saunders pointed to several areas expected to be reshaped by the rollout of e-government systems, including revenue collection, business licensing, customs processing and access to public services—all designed to reduce delays, improve compliance and streamline transactions.

The vision is one of convenience and efficiency: fewer lines, faster approvals, and systems that communicate across departments rather than operate in silos.

Within the framework of the Government’s $550.8 million Budget, passed on April 23, the digital push is positioned as a key driver of modernization and improved service delivery.

However, for many users, the experience of government systems today remains inconsistent.

Periodic outages, payment disruptions and service downtime continue to affect daily transactions, raising practical concerns about how quickly the country can transition to a fully digital model.

Despite the scale of the ambition, the Minister’s presentation did not directly address how system reliability will be strengthened or how data will be protected as more services move online.

Those elements—uptime, security and resilience—are critical to public confidence, particularly as businesses and residents become increasingly dependent on digital platforms to access government services.

The direction is clear, and the potential impact is significant.

But as the country moves closer to greater digital dependence, the success of that transformation will ultimately rest not just on what is promised—but on whether the systems can be relied upon when they are needed most.

Angle by Deandrea Hamilton. Built with ChatGPT (AI). Magnetic Media — CAPTURING LIFE.

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