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Is Succession Planning in the Turks and Caicos Islands a Tangible Strategy or Mere Illusion?

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Ed Forbes | Concerned Citizen

 

Turks and Caicos – Once again, I feel compelled to revisit the pressing issue of succession planning in the Turks and Caicos Islands, particularly within our public institutions such as law enforcement and corrections.

In a country with some of the most educated and talented native population, despite continued discussions on capacity building and local empowerment, it seems progress remains elusive—if not stagnant.

A glaring example lies within our prison system. Over the past 15 years, no fewer than five superintendents have been imported to lead Her Majesty’s Prison in Grand Turk. To date, not a single TI descent or Belonger has been promoted to hold that position in a substantive capacity—only in acting roles.

This pattern raises critical concerns about our ability or willingness to nurture internal talent and prepare local professionals for leadership.

Even when foreign appointees arrive with sterling credentials and ambitious reform agendas, they too often find themselves encumbered by the same systemic challenges that have long plagued the institutions.

A few years ago, I had the opportunity to tour the prison and speak at length with then-Superintendent David Bowden—a seasoned professional with over three decades of service in Northern Ireland.

While he was open in discussing both the prison’s obstacles and some modest progress, I left the conversation wondering: Is there a succession plan in place? Was any local officer identified and prepared to eventually assume his role? Or will those aspirations fade as soon as his term ended?

Similarly, the trajectory of leadership within the Royal Turks and Caicos Islands Police Force paints a similar picture. In the same 15-year span, the territory has seen six Commissioners of Police, only one of whom was a direct successor—and none of TCI decent or Belonger status.

Who is responsible for conducting exit interviews for these departing leaders? Who evaluates the institutional support provided to them—or the lack thereof? More importantly, where is the accountability for their responsibility to mentor and prepare future leaders, with particularly attention on annual performance reviews?

If one looks hard enough, the private sector might reflect a comparable absence of local advancement. Some major employers have operated in TCI for years-yet few, if any, top-tier senior executives are of local descent.

While government cannot dictate private sector hiring, it can and should apply greater scrutiny by ensuring internships and leadership development programs are in place for natives. This should apply particularly to those tied to top leadership roles. Internally, our own public service should set a higher bar by embedding intentional succession strategies into departmental planning.

To be clear, I am not opposed to foreign expertise. In fact, in several areas of national development, it remains essential especially for those having vast knowledge and experiences. However, foreign appointments should never be a substitute for developing local leadership.

We put a lot of faith in these institutions. Henceforth, they must be deliberate in equipping our people with the skills, mentorship, and exposure necessary to rise to these roles.

Granted, the individual or individuals must have the desire and discipline to do so. If they do not, that’s ok- then we must ensure others in line are given the opportunity to move up the ranks.

Ultimately, a cultural shift is needed—one that prioritizes not only performance but also the transmission of knowledge and leadership. Succession planning should be both a short- and long-term strategic priority across all sectors and a roadmap should be unveiled for such.

Without this, we risk perpetuating a cycle in which leadership is always imported, and local potential is continually underdeveloped or overlooked.

We extend our sincerest well wishes to all those serving in leadership today. Yet, the true measure of our collective commitment, will determine whether we are genuinely devoted to uplifting our own or resigned to perpetually following the lead of others.

Ultimately, it will not be revealed through words or intentions. It will be revealed through the choices we make, the risks we take, and the actions we are willing to sustain.

Health

What to Look for with Self-Checks at Home

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February is National Self- Check Month and family medicine physician at Cleveland Clinic, OH, John Hanicak, MD, highlights why at home self-checks are extremely important when it comes to not just early cancer detection but identifying other illnesses too and offers tips on what to look out for.

“Sometimes Ilook at them as sort of like your check engine light on the car, just like therewould be a red flashing light that tells you that there’s something wrong with acar and prompts you to bring that in and get serviced. Your body does the samething. It gives you warning signs tolook intothat symptom a little bit further,” said Hanicak.

Dr. Hanicak saidself-checks are going to be a little different for everyone. 

However, in general, he recommends looking for anything that may seem abnormal, such asunexplained weight loss,blood in your urine, bumps and bruisesthat won’t heal,and changes in bowel habits. 

For example, if you suddenly start going to the bathroom a lot more than you used to, that could bea signof something more serious. 

He also suggestsdoing regular skin checksanddocumentingany molesor spotsthat start to look different. 

“Realize that you are your own person.There’s nobody else in the world exactly like you.You’ve got your own set ofideas, your own family history and your own genetics.Know what is normal for you, and when that changes, that’s the kind of thing thatwe would be interested in talking about,” said Dr. Hanicak. 

Dr. Hanicaknotes that self-checks are not meant to replace cancer screenings, as those are just as important to keep up with. 

Press Release: Cleveland Clinic

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Bahamas News

Groundbreaking for Grand Bahama Aquatic Centre

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PM: Project delivers on promise and invests in youth, sports and national development

 

GRAND BAHAMA, The Bahamas — Calling it the fulfillment of a major commitment to the island, Prime Minister Philip Davis led the official groundbreaking for the Grand Bahama Aquatic Centre, a facility the government says will transform sports development and create new opportunities for young athletes.

Speaking at the Grand Bahama Sports Complex on February 12, the Prime Minister said the project represents more than bricks and mortar — it is an investment in people, national pride and long-term economic activity.                                                                                                                                                    The planned complex will feature a modern 50-metre competition pool, designed to meet international standards for training and regional and global swim meets. Davis said the facility will give Bahamian swimmers a home capable of producing world-class performance while also providing a space for community recreation, learn-to-swim programmes and water safety training.

He noted that Grand Bahama has long produced outstanding athletes despite limited infrastructure and said the new centre is intended to correct that imbalance, positioning the island as a hub for aquatic sports and sports tourism.

The Prime Minister also linked the development to the broader national recovery and revitalisation of Grand Bahama, describing the project as part of a strategy to expand opportunities for young people, create jobs during construction and stimulate activity for small businesses once operational.

The Aquatic Centre, he said, stands as proof that promises made to Grand Bahama are being delivered.

The project is expected to support athlete development, attract competitions, and provide a safe, modern environment for residents to access swimming and water-based programmes for generations to come.

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

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Bahamas News

Tens of Millions Announced – Where is the Development?

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The Bahamas, February 15, 2026 – For the better part of three years, Bahamians have been told that major Afreximbank financing would help transform access to capital, rebuild infrastructure and unlock economic growth across the islands. The headline figures are large. The signing ceremonies are high profile. The language is ambitious. What remains far harder to see is the measurable impact in the daily lives of the people those announcements are meant to serve.

The Government’s push to secure up to $100 million from Afreximbank for roughly 200 miles of Family Island roads dates back to 2025. In its February 11 disclosure, the bank outlined a receivables-discounting facility — a structure that allows a contractor to be paid early once work is completed, certified and invoiced, with the Government settling the bill later. It is not cash placed into the economy upfront. It does not, by itself, build a single mile of road. Every dollar depends on work first being delivered and approved.

The wider framework has been described as support for “climate-resilient and trade-enhancing infrastructure,” a phrase that, in practical terms, should mean projects that lower the cost of doing business, move people and goods faster, and keep the economy functioning. But for communities, that promise becomes real only when the projects are named, the standards are defined and a clear timeline is given for when work will begin — and when it will be finished.

Bahamians have seen this moment before.

In 2023, a $30 million Afreximbank facility for the Bahamas Development Bank was hailed as a breakthrough that would expand access to financing for local enterprise. It worked in one immediate and measurable way: it encouraged businesses to apply. Established, revenue-generating Bahamian companies responded to the call, prepared plans, and entered a process they believed had been capitalised to support growth. The unanswered question is how much of that capital has reached the private sector in a form that allowed those businesses to expand, hire and generate new economic activity.

Because development is not measured in the size of announcements.

It is measured in loans disbursed, projects completed and businesses expanded.

The pattern is becoming difficult to ignore. In June 2024, when Afreximbank held its inaugural Caribbean Annual Meetings in Nassau, Grand Bahama was presented as the future home of an Afro-Caribbean marketplace said to carry tens of millions of dollars in investment. What was confirmed at that stage was a $1.86 million project-preparation facility — funding for studies and planning to make the development bankable, not construction financing. The larger build-out remains dependent on additional approvals, land acquisition and further capital.

This distinction — between financing announced and financing that produces visible, measurable outcomes — is now at the centre of the national conversation.

Because while the numbers grow larger on paper, entrepreneurs still describe access to capital as out of reach, and communities across the Family Islands are still waiting to see where the work will start.

And in an economy where stalled growth translates into lost opportunity, rising frustration and real social consequences, the gap between promise and delivery is no longer a communications issue.

It is an inability to convert announcements into outcomes.

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

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