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DPM’s Communication to the House on BAMSI

Published

12 years ago

on

Nassau, 11 Mar 2015 –

COMMUNICATION

BY

HON. PHILIP E. DAVIS
MEMBER OF PARLIAMENT
(CAT ISLAND, RUM CAY, AND SAN SALVADOR)
DEPUTY PRIME MINISTER
AND
MINISTER OF WORKS & URBAN DEVELOPMENT

CONCERNING

THE BAHAMAS AGRICULTURAL & MARINE SCIENCE INSTITUTE (BAMSI)

WEDNESDAY, 11th MARCH 2015

HOUSE OF ASSEMBLY
COMMONWEALTH OF THE BAHAMAS
NASSAU, NEW PROVIDENCE

As Delivered

Mr. Speaker
When I stood in this place to give my contribution to the Mid-Year Budget Debate, I determined and said that I would bring an update to the House on the project to construct the Bahamas Agricultural & Marine Science Institute (BAMSI) at North Andros. This communication meets that commitment.
Mr. Speaker
The Bahamas, not unlike the rest of the Caribbean, is faced with an exorbitant food import bill because we have traditionally neglected to work towards maximising our potential when it comes to feeding ourselves. The fact that we also have the added burden of literally feeding our tourism product worsens the whole issue of food imports as the challenge here is to feed others as well.
As a Government, we can sing our praises forever, but when it comes to validation, the eye of an objective outsider rings truth. Most recently, the Director General of the International Labour Organisation (ILO), Mr. Guy Ryder, in referring to the creation of the Bahamas Agriculture and Marine Science Institute (BAMSI) said that The Bahamas has ‘gotten the message’ and is on the ‘right track’ for sustainability.
Mr. Speaker
The message was also echoed several days earlier by the Director-General of the Food & Agriculture Organisation (FAO) José Graziano da Silva, when he urged Heads of Government at the Caribbean Community (CARICOM) Summit to strengthen support to agriculture, to contribute to job creation and tourism revenues, and to protect our economy from external price shocks.
Mr. Speaker
As it stands, The Bahamas imports 85% of the food products it consumes taking our food import bill to nearing US$1 billion. This is a consequence of failure of successive governments to address the circumstance which negatively impacts our economy. When you consider what we have and will potentially lose in terms of jobs and foreign exchange; when you consider that the profits derived from tourism are substantially expended on food imports, there can be no more innovative mechanism to turning our circumstance around than BAMSI.
While we cannot get away from the vulnerabilities which stem from our national composition of many islands, we cannot sit idly by and not make significant strides toward reducing our dependence on food imports.
Mr. Speaker
When this Progressive Liberal Party campaigned for office, our bold statement in our Charter for Governance was: “Now is the time to lay the ground work for a more healthy and secure nation.” Prior to this Government coming to office, two decades saw virtually no public sector investment in infrastructural upgrade, manpower development and public/private sector partnership of food production. Agriculture was on the decline in terms of interest, acreage, and farmers.
BAMSI represents tangible and meaningful steps toward realising a long-held dream of food production, independence, and security for our country. It is mobilising the core ideal of the Progressive Liberal Party that agriculture is an integral part of our sustainable economic development. BAMSI was and remains this Government’s step in the right direction to maximise our national potential and to materialise this goal.
That is the bigger picture, Mr. Speaker
But, if we refine the focus to North Andros alone, Mr. Speaker, we are able to see the awakening of the proverbial sleeping giant. Local Government Administrator Ivan Ferguson reports that his office is bustling since the BAMSI project came to town. Government revenues have increased as more residents are applying for business licences and building permits. Applications for building permits have in fact quadrupled! Residents are busy clearing land! They are building! Indeed, Androsians are positioning themselves to take advantage of the economic benefits that BAMSI will bring.
I am advised that one is hard-pressed to find accommodations because everywhere is occupied – small hotels and apartments. Apartments that have been sitting unused for years have tenants – mostly contractors and their employees. Car rentals have outpaced anything that the area has ever seen. In fact, entrepreneurs have had to secure more rental franchises to meet the demand for transportation.
Mr. Speaker
I am also advised that the shipping industry is reaping major benefits – transporting goods and services directly and indirectly related to BAMSI. Airlift, particularly the air charter business, is equally as profitable with the movement of people attached to BAMSI. I am told that the Ministry of Tourism held a reception for winter residents of that area and that the attendance was greatest ever – and invariably, they all were excited about BAMSI.
Mr. Speaker
The excitement about BAMSI is even more tangible among the locals. Store owners are having good sales. More restaurants are opening. Those that exist are taking in the largest sales ever. Farmers that had just about given up on the industry have gone back to cultivating their farms.
This, Mr. Speaker, is the Big Picture!
The Opposition went on a fishing expedition to BAMSI the other day. What a production they made about their experience there. What they didn’t talk about was the excellent workmanship that the contractors have displayed in their construction. They have not said that these men and women – all Androsians or rooted in Andros – are creating what will be the wonder of the Caribbean. When you go into those buildings, you see the work of ace contractors – men like Solomon Roberts, Bennett Knowles, Prince Mackey, Hugh Fowler, Cecil Marshall, Sidney Cargill, McGregor Russell, and Brudienell Kelly, among others.
Not one word did they utter about BAMSI having already established 68 acres of banana, papaya, plantain, peanut, coconut, and lime crop in the ground and moving the economy. They are not interested in the fact that harvesting has started with banana yielding over 5,000 pounds per week and papaya yielding 6,000 pounds per week. These two products alone have generated revenue in the amount of approximately $7,500 weekly. When these crops have expanded in acreage and the additional crops introduced, the projected weekly revenue is expected to be $52,000. But they are not interested in that!
They have not told us about the land that is being cleared to accelerate the crop production programme, where 150 new acres of crop including banana, papaya, pineapple, and lime. They have not talked about the additional acreages for navel oranges, mangoes, avocado, and sour sop.
I know they have not been listening for any good that this Government can bring, so they missed the fact that an aggressive intercropping programme is on the way to produce acres and acres of watermelon, cantaloupe and honey dew melons.
In total, Mr. Speaker
The area under crop cultivation by the end of June will be 450 acres of crop with 200 acres for the rotation cycles and 90 acres in inter and companion cropping. 650 acres will be fully occupied. That is the big picture!
I have not even gone into the livestock, poultry and fisheries aspect of BAMSI, Mr. Speaker, and the excitement generated by this revolutionary project is already immeasurable.
We have only just begun with BAMSI and five farmers have already been granted licenses to produce under the BAMSI label. These farmers are producing vegetables such as tomatoes, cabbage, onion, sweet pepper and hot pepper. This is the big picture!
We have only just begun and there are 39 students enrolled at the Institute in various programmes and skills training. There are also 50 Androsians fully employed at BAMSI.
That is the big picture!!
But, Mr. Speaker
Chuck Palahniuk once said that “the trick to forgetting the big picture is to look at everything close up.” So it is with BAMSI and the consequential position of the male dormitory that was gutted by fire, the work of an arsonist. The political pundits and supporters now offer the distraction of chatter concerning the fire. Notwithstanding, we are not distracted and we are not deterred. We will rebuild; and from the ashes of that fire, BAMSI is rising to continue our push forward to feed ourselves.
Mr. Speaker
I know that it is of paramount importance that I should give accurate and truthful information to Parliament, correcting any inadvertent error at the earliest opportunity. When I last spoke, my advice was that “at the contract’s signing, the contractor [for the male student dormitory at BAMSI] had everything that was required to contract work with my Ministry, including Contractor’s All-Risk Insurance.”
Mr. Speaker
The files in relation to this contract was provided to me on Monday, 2nd March 2015. I have reviewed them and the following details are now presented as verifiable facts.
On 30th January 2014, Government approved construction for the BAMSI project and noted that the construction of the student dormitories, among other buildings, was critical to the Institute’s opening for September of that year.
Consequently, on 6th February 2014, my Ministry issued a Letter of Intent to contract Mr. Audley Hanna, trading as Paradigm Construction, to build the male student dormitory for the base amount of B$2.6Million. The contractor was notified that formal contract documents would be prepared; and that mobilisation payment would be processed as soon as the Ministry was in receipt of the contractor’s Business Licence, All Risk Insurance and National Insurance Compliance Letter.
On 10th February 2014, the contractor requested 20% mobilisation payment. The normal course of action provides that at mobilisation, that is the first payment toward satisfaction of a contract, the following must be available:
A Contract or Letter of Intent duly signed by the Permanent Secretary;
The original claim letter from the contractor, requesting payment. The letter shall be duly signed by the contractor;
A copy of the Bill of Quantities/Scope of Works/Schedule of Works, which is part of the contract document;
The original “Contractors All Risk Insurance”, including Public Liability of not less than $1,000,000.00;
Copy of current business license;
Current “National Insurance Board” (NIB) compliance letter; and
The original Contractor’s Performance Bond, if applicable.
The contract was duly executed on 21st February 2014 at North Andros.
Mr. Speaker
There were several indicators that led me personally examining the relevant file concerning the insurance of the male dormitory. I am now in a position to say that the contractor provided all that he was required, save a certificate for All Risk Insurance. What the contractor did provide was only a quotation of cost from RoyalStar Assurance for All Risk Insurance for a six-month period from commencement of the project. It is noted that mobilisation was issued thereafter. What the file does not tell me is who took the decision to advance the mobilisation without the requisite insurance, what intervention, if any, was made to ensure that this requirement was met once identified, and why the contract, which has been substantially delayed, was allowed to continue without this critical requirement.
Mr. Speaker
In the Construction Industry, large-project contractors generally maintain some type of all risk insurance – even when not engaged in any projects – so as to ensure that when an opportunity arises, he is ready for competition. Smaller contractors, on the other hand, are usually not able to afford continual insurance as many of them live from project to project and those projects may be few and far between. They, therefore, tend to engage insurance on a project-by-project basis, lasting the projected length of a contract.
Mr. Speaker
This Government has historically been about giving those in need a hand up. However, there can be no plausible explanation for an administrative error such as that which has occurred in this case. I should not speculate that any agreement existed, but if there was an agreement for the Ministry to advance the premium to the insurance company from the contractor’s mobilisation payment, this should have been done. I mention this because I am advised that this has been done in the past to assist contractors’ qualification for contractual works. In this case, however, it was incumbent on the contractor, having been paid full mobilisation, to ensure that the insurance premium, which was a mere $23,746.65, was paid immediately. If he had done so, a certificate of insurance would have been included on our file. From the outset, therefore, the contractor was in breach.
So, Mr. Speaker
This is where we are. Given the fact that the dormitory was not complete and has not been turned over to the Government, by contract, the contractor stands fully liable for the construction outlay to date, which totals $2,550.864.15. My Ministry is now making a determination as to how we will recover this loss from the contractor.
Since the fire, two options have been determined. The first is to gut the building to its foundation and rebuild, given the fact that the fire tested the entrails of the building. The second is total demolition to rebuild a new structure. Estimates in hand target the reconstruction cost at around $5.5Million. The increase in cost takes into consideration the cost to reconfigure the units from single to double occupancy, ordinary inflation, and VAT.
Consequently, the net cost to Government will be the cost of reconstruction, less the expenditure for the structure destroyed by fire. That is to say, just under $3Million.
Mr. Speaker
I am constrained to call out the actions of technical officers whose duty it is to be good stewards of the people’s money and to lessen Governments’ exposure to potentially embarrassing situations.
Given the experience of my technical team and the checks and balances of our bureaucracy, there was no reason to suppose that such an administrative error would be missed for so long. Beyond that, the public fully and rightly expects all Government officials to be above reproach in protecting the public’s interests. These citizens, our constituents, depend on officials to act in the public good, to know their roles well, to do their jobs efficiently, and to be honest in their handling of public resources, avoiding even the opportunity for, or the appearance of, impropriety. The Public Service provides the remedies that should ordinarily flow from matters such as this, particularly how best to manage them and how best to learn from them.
For my Ministry, notwithstanding its difficulty, I should hope that this matter is taken as a learning tool. Bringing BAMSI to the point of service as initially envisioned by Government remains our top priority. Taking in the holistic challenge presented by the BAMSI project, my Ministry has engaged the service of a Project Management firm and is in the process of engaging an Employer’s Representative to guide this process to completion expeditiously.
Mr. Speaker
While what has transpired is an avoidable error on the part of the Ministry, I do not think that any reasonable person would find malicious intent. On the other hand, that cannot be said with respect to the arson, which, if proved, was criminally intended to deprive the Bahamian people of the full benefit and impact of a vision that is becoming reality.
But try as they may, Mr. Speaker
This Government’s visions and dreams and hard work toward realising them will not be destroyed. BAMSI’s dawn has been unveiled. We look forward to it reaching its full potential, contributing to the change that we envision for The Bahamas and the Bahamian people.
Mr. Speaker
As I conclude, for the sake of transparency, I table copies of the following documents:
The Contract for the Construction of the Male Student Dormitory for the Bahamas Agriculture & Marine Science Institute with Paradigm Construction Company
Mobilisation Payment Certificate Routing Sheet with its annexes to include:
Letter of Intent to Contract Works
Letter of Acceptance from Contractor
Letter from Contractor Requesting Mobilisation
Business Licence for Paradigm Construction Company Ltd
National Insurance Board Letter of Good Standing
Contractors’ All Risk Insurance Quotation from RoyalStar Assurance
Architectural Unit Request for Mobilisation; and finally
Balance Sheet for Male Student Dormitory at BAMSI (Paradigm Construction) from commencement to the date of the fire.
Thank you, Mr. Speaker.

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Building a Stronger Royal Turks and Caicos Islands Police Force through Change and Capacity Building

Published

6 days ago

on

September 4, 2026

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Turks and Caicos, September 4, 2026 – As the world continues to advance, the nature of policing continues to evolve. Criminals are becoming more sophisticated, technology is changing rapidly, and the expectations placed upon law enforcement agencies have never been greater. If we are to remain effective in protecting our communities, we must be prepared to evolve alongside these changes.

It is against this backdrop that the Royal Turks and Caicos Islands Police Force has embarked on a journey of organizational transformation and modernization. Change is not always comfortable, nor is it easy. It requires us to challenge old ways of thinking, review longstanding practices, and sometimes make difficult decisions in pursuit of a better future.

We recognize that change often brings uncertainty and resistance. However, strong institutions cannot remain static. They must continuously adapt to changing circumstances while remaining true to their core mission and values. Our responsibility as a Police Force is to build structures, systems, policies, and capabilities that will endure long after any individual officer leaves the organization.

This transformation is not simply about responding to today’s challenges. It is about building an institution that is resilient, sustainable, and capable of serving future generations.

Central to this transformation is capacity building.

For too long, discussions about organizational effectiveness in policing have focused primarily on equipment and infrastructure. While these remain critical, true organizational strength comes from knowledge, competence, leadership, and institutional capability. Our objective is not merely to fill positions but to develop professionals who possess the expertise, confidence, and leadership skills necessary to navigate increasingly complex policing environments.

The Royal Turks ans Caicos Islands Police Force have made substantial investments in training, leadership development, specialist expertise, and knowledge transfer across the Force.  ACP Dr. Terrance Bent, drawing on more than 30 years of policing experience and professional knowledge, will play a pivotal role in driving this organizational transformation. These investments are intended not only to enhance individual capability and performance, but also to strengthen the institutional resilience and effectiveness of the Force. Every officer who undertakes advanced training becomes a valuable source of expertise, mentorship, and leadership, creating a lasting ripple effect that benefits colleagues, teams, and the wider organization.

In this way, capacity building becomes far more than professional development. It becomes the foundation upon which long-term organizational success is built.

Between October 2025 and August 2026, the RTCIPF delivered 63 training courses and programmes, recording 1,289 participant attendances across a broad range of professional development initiatives.

The Junior Command Programme, our flagship leadership development initiative, continues to strengthen supervisory and leadership capacity and offers certification and accreditation for further learning opportunities.  Four(4) cohorts have successfully completed the programme since its reintroduction, with the fifth cohort scheduled to conclude on 11 September 2026. To date, fifteen (15) persons from the RTCIPF and the Turks and Caicos Islands Border Force have completed the programme, while six participants are currently undergoing training. An additional 32 personnel remain engaged in ongoing professional development activities.

These investments in our people are already producing measurable results. We are building stronger leaders, enhancing operational capability, improving investigative capacity, and creating a more professional and adaptable workforce. These improvements are helping us create a police service that is better equipped to meet today’s challenges while preparing for those that lie ahead.

Encouragingly, these efforts are being reflected in our operational outcomes. Over the past year, the Royal Turks and Caicos Islands Police Force has recorded a steady decline in serious reported crime, including significant reductions in violent offences and homicides. Murders have fallen from a record high of 48 in 2024 to 27 in 2025, and to just three(3) recorded murders by the end of August 2026. This represents a reduction of 43.8% in 2025 and 93.8% in 2026 when measured against the 2024 baseline. Collectively, this equates to approximately 66 fewer homicides recorded over the period compared to what would have occurred had the 2024 murder rate continued.

Serious crime has also continued on a downward trajectory, decreasing from 551 offences in 2024 to 502 in 2025, with 210 offences recorded by the end of August 2026. Based on current trends, serious crime is projected to end 2026 at approximately 315 offences, representing a reduction of 42.8% compared with 2024.

These achievements are a testament to the dedication of our officers, the support of our partners and the cooperation of the communities we serve. The results demonstrate the positive impact of sustained investment in our people, targeted enforcement initiatives, intelligence-led policing and strong community partnerships.

While we are encouraged by this progress, it would be disingenuous not to acknowledge the challenges that remain.

Our officers continue to operate under demanding circumstances. There are genuine concerns regarding facilities, technology, equipment, uniform supplies and other resources necessary to support effective policing. These are not mere inconveniences; they are operational realities that can affect our ability to deliver services at the standard both the public and our officers deserve.

We acknowledge these concerns and are committed to addressing them.  To support this effort, the Force has engaged Mr. Rohan Richards as Chief Operations Officer.  Drawing on his extensive expertise and operational experience, Mr. Richards will provide strategic guidance and oversight to identify areas for improvement, strengthen organizational efficiency, and help drive the changes necessary to enhance the effectiveness, resilience, and capability of the Force.

The acquisition of modern technology, fit-for-purpose workspaces, specialized equipment and adequate operational resources remains essential to achieving our modernization objectives. Budgetary constraints continue to present challenges, and we will continue to advocate strongly for the investments required to equip the Force for the future.

However, while we pursue the resources we need, we cannot allow the absence of resources to define who we are. Our identity is shaped not by the equipment we possess, but by the professionalism, dedication, and resilience of the people who serve.

Every success achieved by this Force has been made possible through the determination, commitment, and sacrifice of the men and women who serve this organization and by extension, the people of the Turks and Caicos Islands.

Too often, the public sees the uniform but not the person behind it. They do not always see the long hours, the missed family occasions, the difficult decisions, or the emotional burden that policing can impose. Yet every day, our officers continue to answer the call of duty with professionalism, courage, and unwavering commitment.

As an organization, we have a responsibility to support our people by investing in their development, recognizing their contributions and creating opportunities for growth. Morale is strengthened when individuals feel valued, respected and empowered to succeed.

That is why our modernization programme places people at its heart. Every course completed, every skill acquired, every leadership opportunity created, and every improvement in working conditions is an investment in the people who make this organization successful.
While building capability and reducing crime remain essential priorities, public trust and police legitimacy are equally important.

The appointment of an Inspector General Alison Woods reinforces our commitment to ensuring that accountability is not merely an aspiration but a reality. It provides an independent mechanism through which allegations of police misconduct can be examined fairly, impartially, and transparently. This oversight role strengthens public confidence while supporting the professionalism and integrity of the overwhelming majority of officers who serve honourably each day.

At the same time, it is important to recognize the dangers that officers continue to face in the execution of their duties. Criminals remain willing to confront law enforcement, particularly during responses to firearms-related incidents.

A recent shooting involving several underage males serves as a stark reminder of this reality. Incidents such as these highlight the complex environment in which officers must operate, balancing accountability and transparency while confronting individuals who are often armed and prepared to engage in serious criminal activity.

For this reason, our focus has increasingly shifted from short-term gains to long-term sustainability. The true measure of success is not whether crime falls during my tenure as Commissioner. Rather, it is whether the systems, structures, and capabilities we are building today are strong enough to sustain that success long after my tenure has ended.

Building institutional resilience also means investing in the next generation of police officers. While developing our existing workforce remains a priority, we continue to focus on attracting talented individuals from within our own communities. Recruitment remains an important part of this effort, and we continue to encourage suitably qualified Turks and Caicos Islanders, Permanent Residency Certificate holders and British Overseas Territories citizens to consider a career in policing.

The future of this organization depends on our ability to identify, develop and retain individuals who are committed to public service, professionalism and integrity. By bringing new talent into the organization while continuing to develop those already serving, we are creating a sustainable foundation for long-term success and ensuring that the progress we achieve today can be maintained well into the future.

My goal is clear: not simply to reduce crime today, but to create the conditions that will keep crime low, communities safe, and public confidence strong for years to come.

Change does not happen overnight. It requires patience, discipline, commitment and collective effort. It requires the support of our officers, our partners, our Government and the communities we serve.

As we prepare for the reopening of schools, the Royal Turks and Caicos Islands Police Force will maintain an increased presence on the nation’s roads to help ensure the safety of students, parents and all road users. Motorists are urged to comply with all traffic laws and exercise patience during peak travel periods. Drivers who create unnecessary congestion or are found in violation of traffic regulations may face enforcement action and prosecution where appropriate.

Together, we are building more than a modern police service. We are strengthening an institution, safeguarding our progress, creating opportunities for our young people, and laying the foundation for a safer and more secure Turks and Caicos Islands for generations to come.

The men and women of the Royal Turks and Caicos Islands Police Force are our greatest asset. They remain the driving force behind every success we achieve today and every success this organization will achieve in the future.

Stronger Together, serving the citizens, residents and visitors of these Beautiful by Nature Turks and Caicos Islands.

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Starlink Gets 15-Year TCI Licence; Commission Reveals Fees, Future Flow and Digicel Partnerships

Published

7 days ago

on

September 3, 2026

By

Deandrea Hamilton | Editor

 

PROVIDENCIALES, TURKS AND CAICOS ISLANDS — Starlink has been granted a 15-year telecommunications licence in the Turks and Caicos Islands, with the satellite internet provider required to pay an initial licensing fee of approximately $112,600, followed by annual payments tied to revenues and spectrum use.

The details were provided directly to Magnetic Media by Kenva Williams, Director General of the TCI Telecommunications Commission, following the August 27 formal licensing ceremony.

Williams said Starlink will pay seven per cent of gross annual revenues for its network licence, a $23,600 annual spectrum fee, and a further 1.8 per cent of annual gross revenues as a regulatory fee. The licence carries conditions and runs for the same 15-year period afforded other service providers.

The Telecommunications Fee Structure Regulation was also amended to create a category for satellite services.

For consumers, Williams confirmed that Starlink operates independently of Flow and Digicel, meaning residents do not require either provider to access its regular satellite internet service. He also confirmed that areas shown in blue on Starlink’s availability map indicate that service is available.

However, the relationship changes with Direct to Cellular (D2C) technology.

“For Direct to Cellular services, they will partner with Flow and Digicel,” Williams told Magnetic Media.

The Director General described Starlink as a complement to terrestrial telecommunications, capable of facilitating internet access in locations and circumstances where conventional infrastructure has been difficult or impossible to deploy.

That need helped drive a licensing process Williams said took two years.

Speaking at the ceremony, he explained that the Commission found no Caribbean regulatory framework it could simply replicate and therefore undertook consultation with existing operators, satellite providers, stakeholders and the public.

Williams said a Commission survey found 80 percent of respondents wanted Starlink, but acknowledged concerns from existing operators about the impact of a global satellite provider entering the TCI market.

“We’re going to ensure that policies are in place to keep the terrestrial services alive,” Williams said, stressing that Flow and Digicel maintain critical physical and mobile infrastructure. He also urged government not to abandon plans for a national fibre network, describing it as “a must.”

For Starlink, however, the licence represents more than commercial entry into another market.

Rebecca Hunter, Director of Market Access for Starlink, described August 27 as “day one of our relationship with the Turks and Caicos Islands,” promising that the company intends to become a long-term community partner.

“We look forward to contributing in the proper ways, following all the rules and requirements… and we look forward to giving back to the community,” Hunter said.

She identified resilience, government continuity, maritime services, disaster management, healthcare and education among areas where Starlink believes its technology can contribute.

“However we can contribute, we want to be part of your story,” Hunter told the gathering.

The entry is particularly significant for an archipelago where smaller and sparsely populated islands have historically presented challenges for traditional telecommunications infrastructure.

For the Commission, Starlink therefore adds another layer of connectivity rather than replacing existing networks — expanding consumer choice today while creating future opportunities for satellite-to-mobile connectivity through TCI’s established operators.

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Flow Strengthens Network Leadership in TCI

Published

7 days ago

on

September 3, 2026

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Turks and Caicos Islands – Leading telecoms provider Flow TCI has announced enhancements to both its fixed and mobile networks, delivering faster speeds, expanded coverage and greater capacity for customers across the country.

The latest improvements include the activation of a new mobile site in Long Bay, enhanced broadband speeds for residential customers, and independent recognition from Ookla for the performance of the company’s fixed network.

“Together, these developments reflect our continued focus on building the digital infrastructure needed to support the evolving needs of households, businesses and the wider economy,” said Joanne Missick, Country Manager, Flow Turks and Caicos Islands.

“Our continued network enhancements are focused on delivering a better experience for our customers while ensuring that the Turks and Caicos Islands has the digital infrastructure needed to support economic growth, innovation and opportunity.”

The newly activated mobile site in Long Bay delivers improved coverage, increased network capacity and faster mobile connectivity to one of the fastest-growing communities in the Turks and Caicos Islands. Further mobile network expansion is planned through late 2026 and into 2027, strengthening Flow’s ability to meet growing demand and ensuring more communities can benefit from high-quality connectivity.

Flow has also enhanced the experience for its residential broadband customers. Effective August 1, eligible customers received significant upgrades, with internet speeds on selected plans doubled or tripled. Some customers also benefited from a reduction in their monthly bill.

The strength of Flow’s fixed network has also received independent international recognition. Flow Turks and Caicos Islands was awarded the Ookla Speedtest Award for Fastest Fixed Network in the Turks and Caicos Islands, based on data from Speedtest Intelligence.

The award provides independent validation of Flow’s network performance and gives customers tangible assurance that the network they rely on for work, entertainment, education and everyday life delivers leading speeds.

“Reliable, high-performing connectivity is no longer simply a convenience. It is fundamental infrastructure for modern life and for national development,” added Missick.

“The recognition from Ookla is particularly meaningful because it independently validates the performance of our fixed network. For our customers, it reinforces what these investments and enhancements are designed to deliver: faster, stronger and more dependable connectivity for the things that matter most in their lives and businesses.”

These network developments form the foundation of Flow’s new nationwide campaign, ‘This Is TCI’s Network’, which highlights the company’s long-term commitment to the Turks and Caicos Islands and its role in connecting communities and supporting the country’s continued development.

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