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.
