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News Article

June 12, 2012
It's time to raise the standards

Many Bahamian businesses are holding on by a thread and seeking answers on how to survive this seemingly never-ending recession.
Many are complaining and feeling the pressures brought on by a sluggish economy, but I ask you, how many of us are really willing to do what it takes to not only survive, but to thrive? In this new arena several factors have become crystal clear:
o Business as usual is a thing of the past, get over it!
o Self-perseverance is the name of the game, the strong survive, the weak will be swallowed up!
o Survival depends on making the tough decisions that will enable you to adapt to the ever-changing landscape and remain competitive.
o New visions will have to be outlined and current strategies redefined, while still remaining open to new and emerging opportunities, for example, the demand for new products and services or just the ability to cheaply acquire the assets of a distressed competitor.
o Organizations will need agility, the ability to quickly spot and snatch opportunities before the competitors do.
And I can hear some of you crying right now, Stacia I hate change. Trust me I know you do. The reality is, the more successful you become in your career or business, the harder it is to change, since all of the learning that has led to your success thus far, has been implicitly coded in your brain and works against your ability to unlearn. So believe me, I understand why change is difficult, but consider this, the new normal and #1 rule for business survival in this new arena is simple, adapt or die! And in the words of former U.S. Army Chief of Staff General Eric Shinseki, "If you don't like change, you're going to like irrelevance even less." If you don't learn how to embrace change my friend you run the risk of your products and services becoming obsolete!
Tough times call for tough measures. Here are a few of my suggestions for your business survival:
o As business owners and executives, you need to ensure that everyone drinks the Kool-Aid, that you and your employees are on the same page. Your strategy is not a military secret, your employees need to understand it as clearly as you do! So even If you've said it before, you need you to say again. Tom, Sue, Maryjoe, Shaquita, this is where we are, this is where we are going, and here is what we need you to do to help make his happen. And when we are successful in achieving our goals, here is what the benefits will look like.
How many times do you have to tell them? As many times as it takes because execution is crucial to your survival. Without a doubt it is imperative for your employees to understand your highest priorities, and know what they are supposed to do to achieve them.
o I said it before I'll say it again, the success of your organization lies in the hands of the people you hire. So don't compromise, hire right the first time and make sure that you have the right people involved in the recruitment process. Outsource this function if you must because here is what I need you to always remember:
A level employees hire other A level employees.
B level employees hire C level employees.
C level employees, well they just hire losers so with a bunch of losers running around your company's survival is slim to zero.
o My people, my people, we've got to raise the standards, as a people our brand is too low, our work ethic is almost non-existent, we've grown too comfortable, entitled and lazy. Comfort leads to stagnation and I just don't know when we will realize that not doing more than average is what keeps the average person down. We really need a paradigm shift! We have to change our work ethic. Clients with choices will refuse to put up with crap and you know exactly what crap I'm talking about: Showing up late, missing deadlines, inferior work, "ducking clients", over promising, fluff with out substance, etc. It's time to stop this nonsense! We must learn to stamp everything that we do with excellence. We must absolutely improve the quality of our goods and services. We must improve our level of professionalism.
o Hold people accountable for their performance. Reward those who execute, especially your superstars (since they are not equal to your average worker), coach those who don't, and if they still don't get it my friend it's time to separate. Employees must come to the place where they realize that everyday they must earn the right to be employed. They must bring value or their services are not required! Don't be afraid to make the tough decisions, understanding that your employees either add to or detract from your success.
Finally, I want to leave you with the words of Jack Welch, former CEO of GE.
"The winners will be those who search out and participate in the real growth industries and insist on being number 1 or number 2 in every business that they are in, the number one or number two leanest, lowest-cost worldwide producers of quality goods and services, or those who have a clear technological edge, a clear advantage in the market niche.
"Where we are not number one or number two and don't have, or can't see a route to technological edge, we've got to ask ourselves Peter Drucker's very tough question: If you were not already in this business, would you enter it today?
And if your answer is no, face that second difficult question: what are you going to do about it?"

Stacia Williams offers keynotes, workshops and personal coaching on a wide range of personal branding, image management, customer service, leadership, business etiquette and international protocol topics.
You can contact Stacia Williams at 325-5992 or email or visit

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News Article

January 07, 2014
Bahamas urged to actively seek out Chinese investment

Bahamian companies and the government have been urged not to take a "passive approach" to efforts to tap into private Chinese wealth, with one top local realtor suggesting that even as the appetite and capacity to invest abroad grows within the Asian giant, the Chinese know little about this country.
Fresh from helping to coordinate Mario Carey Realty's (MCR) participation in a luxury property showcase for high-net-worth Chinese, Danny Lowe, a Beijing-based consultant for MCR, noted that many countries are far ahead of The Bahamas in channelling Chinese investments abroad.
Speaking with Guardian Business after returning from the Shanghai Luxury Property Show, where 5,000 high-net-worth individuals (HNWIs) who were "hand-picked" to attend the event were invited to view a presentation he conducted on The Bahamas, Mario Carey said his experience in the country taught him that The Bahamas is "not well known there".
"They want to know where The Bahamas is, so we use reference points like New York City, Toronto, places they would know, because they have no idea," said the realtor, who has concluded over 100 sales transactions in Ocean Club Estates on Paradise Island.
His comments come as recent surveys suggest that Bahamian sectors such as real estate, tourism and financial services stand to benefit from becoming better known in China.
In 2013, a comprehensive survey revealed that the number of HNWIs in China has more than doubled in the past four years to 700,000.
One in three wealthy Chinese have investments abroad, and of those, 60 percent would like to increase their overseas holdings, according to the survey from China Merchants Bank and Bain & Company released in mid-2013.
That's roughly double the number of HNWIs who reported making similar investments in 2011.
Meanwhile, in 2013, around 60 percent of HNWIs reported some interest in moving abroad.
Some commentators have noted that this interest is increasing as China seeks to shift its economic model away from that which made many of its super wealthy rich, to one that seeks to even out some of its inequality. This could lead to higher taxes for the wealthy, along with other changes that could threaten their wealth.
Other surveys have revealed significant "anxiety" among Chinese entrepreneurs about the security of their investments, based on concerns about the rule of law and lack of regulated business norms.
In the China Merchants Bank and Bain & Company report, the most prominent issues concerning Chinese who are considering moving or investing abroad are environmental issues like air pollution and the low quality of drinking water and food safety.
Many people are also worried about the education of their children as well as their own retirement plans.
Lowe, who speaks fluent Mandarin and specializes in Chinese and Asian consumer behavior, said that there is a lot of competition for private Chinese investment.
While the relationship between the Export-Import Bank of China, the China State Construction and Engineering Corporation and Baha Mar has played a role in informing mainland Chinese residents about The Bahamas, there is more that could be done by both the public and private sectors to raise this country's profile in the Asian giant, said Lowe.
'Passive approach'
"The Bahamas is thinking that once Baha Mar comes they will come; that's a passive approach, why not move ahead instead of waiting for Baha Mar?
"There are a lot of competitors for the Chinese dollar. We definitely need to get a foot out there in getting ourselves known so that the Chinese know there is a paradise on this side of the world," said Lowe.
"At the trade show there were so many other countries there promoting themselves and they are way ahead of the curve in attracting the Chinese consumer."
Carey agreed, adding that a promotional campaign in China would be money well spent for this country.
"I think The Bahamas, the government, the ministries of tourism and finance, need to think about increasing the presence of this country there through a marketing campaign in that market. If there is anywhere we could be spending the money, I think we would benefit from it there," said Carey.
The promotion does not necessarily have to sell something new to Chinese, but elaborate on and illuminate what The Bahamas already has to offer, said the realtor.
"What we already have works. We just need to let them know what differentiates us. We are English-speaking, the dollar is on par with the U.S. dollar, and you can become a permanent resident if you invest over a certain amount."
"Bahamians have this misconception that the Chinese will come and buy up everything but the government has policies in place for that."
Visa exemption
On the plus side, the mutual visa exemption agreement between The Bahamas and China, signed last month, is a major step forward for encouraging tourism, and potentially investment, said Lowe.
"The Chinese usually find it very attractive that they can enter into another country without a visa; it shows on a political level that the country's ties are stable and furthermore they want to do these things on the fly.
"Although the Bahamian embassy in Beijing, China does facilitate visas it's much more convenient that they wouldn't need to be processed and can come directly," said Lowe.
Carey said he has received some very positive responses from potential investors following MCR's presentation and meetings in China.
"Based on what I've done, I'm already getting some tremendous feedback from it. I think it will pay off.
"I've been nurturing this for a while. We have our website in Mandarin, we have Danny in China as our Chinese consultant; it's a determined strategy and it's starting to pay off, so the next step now is to create business opportunities, form partnerships."
Down the line, the realtor anticipates one day having an office in the Asia-Pacific region.
"It's safe to say we could have an office in the Asia-Pacific region; that's one of the goals we have. Why wouldn't MCR take advantage of having Bahamians (students) there? The culture and etiquette are very important when dealing with clients on a global level, so its important that they can see Bahamian people taking time out to reach out to them," he added.

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News Article

July 13, 2012
An opportunity to push sustainable tourism

Guardian Business: Can you briefly describe your experience in the tourism sector and what your role is today?

Sonia: I had the privilege of working for the Atlantis resort on Paradise Island from 2002-2005. It was a breakthrough opportunity for me after serving seven years at the Ministry of Works as a design engineer and project manager. In the role at Atlantis I drew on my project management skills, as I had responsibility for executing an annual multi-million dollar capital budget for all the senior vice presidents of the company who were at the time my internal customers. Unlike in the public sector I was given a lot of autonomy to run the projects department. I, of course, closely coordinated with the heads of the facilities division but felt empowered, and I was expected to succeed.
I currently own and operate a full service mechanical and electrical engineering consultancy and, as it turns out, my major project is the Baha Mar Development resort being undertaken on Cable Beach. Graphite Engineering Ltd. has been selected as the Mechanical and Electrical Engineers of Record for this project.

GB: Why did you choose to work in tourism as a career?

Sonia: I did not choose tourism specifically as a career, but as a consequence of what was available in the economy. An opportunity in tourism presented itself and I was pleased to embrace it. Bahamian engineers continue to be under represented in major tourism projects at the level of design and onwards. This will only change if we continue to build capacity and, when given an opportunity, we provide stellar service.

GB: What has been your most memorable moment?

Sonia: My team was given the opportunity to oversee the renovation of the Crown Ballroom. By dollar value it was the largest project given to our department. It was not a technically challenging assignment but we had a very short time frame to deliver the project, and we were able to get it done.

GB: Has the industry changed since you started your career? How?

Sonia: As it specifically refers to the engineering services in hotels, there have been a myriad of changes because the mechanical and electrical systems that support these buildings, keeping them lit and cool, continue to be more sophisticated.

GB: What should The Bahamas focus on to stay competitive?

Sonia: We are currently sitting on an opportunity to aggressively push sustainable tourism and make this a given for any property in The Bahamas. We should require that our hotels in the first instance be high performance buildings, with excellent carbon footprints. We should be reusing, recycling and cutting waste. If we can do this without hurting our cost competitiveness we would set ourselves apart from the pack and demonstrate that we really care about our country.

GB: What advice would you give to a young person who is considering a career in tourism?

Sonia: Do your homework, literally. There a lot of opportunities very high up in the food chain of these resorts that Bahamians can fill. We must accept the fact that a lot of the developers are multi-national companies and it means we may be competing with international persons for jobs at home. This means we need to get international exposure and experience, and be prepared to function at the top of our game.

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News Article

January 19, 2012
Don't be afraid to dismantle the box

Industry position:
Attorney at Law / Chairman of the Bahamas branch - Charted Institute of Arbitrators/London
What attracted you to the sector?
I became interested in pursuing a career in diplomacy while studying French at La Sorbonne, Paris, France.  My deceased brother, Richard Cooper, himself a lawyer, encouraged me to read law after I had finished my tertiary education in France. I studied for the LLB  in London, while simultaneously working as a full-time officer at The Bahamas Maritime Office. My primary duties were in the areas of registration of mortgages, an area of ship finance, which firmly established my interest in the financial sector.
How long have you been involved in financial services?
Following my call to the Bar in 1993, I practiced over a broad range of areas in the law, but my primary interest was in corporate and commercial laws. I became actively interested in financial services about one decade ago, and have been involved in the sector since then.
What keeps you motivated?
We all know that life is full of challenges.  I meet these challenges, and bring stability to my professional and personal like by drawing inspiration, strength and hope from God.  My conviction of The Bahamas' potential to be a premier international arbitration center in the Americas with capacity to complement other arbitral seats around the globe particularly motivates me.  Ensuring that there are successors in the industry in 2030 and beyond is also an important motivating factor for me.
Why do you think you have been successful?
I attribute my success to the favor of God and the kindness of persons that have touched my life.  My parents, especially my father the Late Rev. Dr. R. E. Cooper Sr. made huge sacrifices for my education and instilled in me a determination and appreciation for life and the opportunities it brings.  Along the way, persons have sowed into my success. For example, my benefactor the late Frank Lloyd was instrumental to my completing my studies in France and England after my father's death.  Of course, it was left to me to embrace the opportunities afforded to me, and as with others, hard work, dedication and a fearless determination to re-start from ground zero all contributed to where I am today.
Did mentoring play a part in your success?
Yes, I consider mentoring critical.  Friends, family and associates have mentored me over the years in areas as wide as business etiquette, diplomacy, and in the legal and financial sectors.  I do believe, however, that mentoring should start at home; my parents were my first mentors.  I have also found that mentorship is not hinged on age, but rather experience and a willingness to share.
What qualifications do you feel are the most useful in helping you perform in the sector?
Fluent knowledge of the French language has enabled me to provide professional services to the francophone community. Additionally, obtaining my Series 7 has given me the investment knowledge and exposure to respond effectively to a dynamic and evolving marketplace and particularly to the business needs of my clients.
Training with The Chartered Institute of Arbitrators in London has allowed me to provide the option of  Arbitration/Alternative Dispute Resolution to clients who are keen to conduct business in The Bahamas, and want a commercially viable option to settle disputes.
What has been the biggest challenge in your career?  How did you overcome it?
The biggest challenge in my career has been staying innovative and seeking new opportunities within the global community.  This is a continuing challenge.  In order to meet the challenge, I regularly attend legal and financial conferences  all over the world, to remain on the cutting edge of what is happening internationally, and to be familiar with what others globally perceive as the future of the financial industry. Also, I research market developments and remain abreast of the global financial regulatory climate.
What advice would you give young people just starting out in the industry?
I would say to young people that they should learn how the financial markets operate.  I strongly advise them to read and research to understand national, regional and international economies.  Exposure by means of travel or internships whether in The Bahamas, regionally or worldwide would prove to be very strategic for future networking, and the establishment of a competitive curriculum vitae.  I advise young people that becoming fluent in a foreign language in which business is conducted is more pertinent today than it was when I was studying.
I also encourage young people to pursue their vision with laser focus and not to be afraid of dismantling "the box" and embracing the global market.

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News Article

September 17, 2012
Seeking foreign saviors in the cancer fight

Dear Editor,

I write this letter with deep consternation after reading this Komen blog ( and the press reports on the Susan G. Komen and Ministry of Health announcement of a $100,000 gift to launch a breast cancer program yesterday, September 12.
It also strikes me as so ironic that, exactly one month away from Christopher Columbus' "Discovery" date we, who are supposedly an "independent" nation, are still looking to a "savior" from outside the country to "discover and rescue us". See what you lookin' at, Bahamas - wake up, and stop perpetuating this nonsense.
The Cancer Society of The Bahamas (CSB) was formed in 1976 by a small but fiercely dedicated group who worked relentlessly to form an organization dedicated to educate the public about cancer so that it may be prevented, diagnosed and treated in its early stages, to be of service to cancer patients and their families, and to raise funds to support these programs; and after close to 40 years of sacrifice, hard work and struggles in the original trenches of the cancer fight, they have built an organization that assists the local population all over The Bahamas with all forms of cancer, breast cancer being one of their primary targets.
I know the story intimately because I helped to write it as a 30-year breast cancer survivor and a past president and board member of the society. Although I have long retired from the society I still keep in contact with all of the many entities that deal with cancer care in this country.
Here is my story: When I was only 31 years old, it was the late Dr. Poad who accurately diagnosed my cancer as soon as he saw it, and referred me to the outstanding Bahamian surgeon, Dr. Earle Farrington who performed my biopsy and mastectomy at Princess Margaret Hospital with the late Dr. Wavell Thompson as the anesthetist, after the specimen was correctly diagnosed as stage one Piaget's Disease by Bahamian lab technicians and pathologists, and I recuperated in PMH with Bahamian nurses, the late Lillian Thompson and Susie Mae Lockhart, taking excellent care of me.
This was 30 years ago when we did not have all of the experts, equipment, nor amazing technology that we have today and I am still alive. So don't you think Bahamians knew what they were doing then and are doing now?
I joined the society when they were in the process of purchasing the first ever mammogram machine for The Bahamas which was donated to Princess Margaret Hospital. We knew then that "early detection was the best protection". That was our motto 30 years ago when Komen was just being formed and we were working closely with the American Cancer Society, who embraced the CSB with open arms, asked us what we needed and then shared their services, expertise and resources freely with us so that we could adapt it in whatever way we thought necessary to appeal to the Bahamian public.
We knew 30 years ago that Bahamian women's breast cancer developed at an earlier age than the U.S. statistics showed and that it was more aggressive. We might not have had the scientific data to show it, but our doctors had the empirical knowledge to advise us it was needed, so the CSB was advocating monthly breast self-examination and mammogram screenings at an earlier age decades ago.
In contrast, the Komen organization is only 30 years old and entered the Bahamian cancer scene a mere four years ago. The correct story is that they were introduced to The Bahamas through the auspices of the Bahamas Breast Cancer Initiative (BBCI) that was formed by the wife of the then U.S. Ambassador to The Bahamas, Stephanie Siegel, herself a breast cancer survivor.
Members from the Sister, Sister Breast Cancer Support Group, the Cancer Society of The Bahamas, me, and a group of extremely qualified Bahamian cancer specialists - Dr. John Lunn, Dr. Theodore Turnquest, Dr. Larry Carroll, Dr. Corrine Sinquee and Dr. Devaughn Curling - were invited by Siegel to work along with the BBCI to advance cancer care in the country. We, the Bahamians, were their respected consultants and were asked for our advice on how to achieve this.
We are the ones who have been in the trenches and on the ground from the outset; we are the ones who know our people and our country; we are the ones who patients turn to for assistance; we are the ones who have the right to set the policies and procedures because we know the story. This is our country and we must demand the respect that we deserve. Visitors to our country should have the decency to ask our permission to participate, not barge in and try to take over. But as in all such cases, if the donkey lets you get on his back, in so doing it gives you the right to ride him.
It was the BBCI who invited the Komen organization to partner with it to assist in the fight against breast cancer here in The Bahamas. It was the BBCI who informed Komen about the genetic study which was developed by most of the same brilliant Bahamian cancer specialists listed above who worked along with their colleague, Dr. Judith Hurley out of the United States, and this study was also assisted financially by the highly successful and locally organized annual cancer fundraiser Ride for Hope. I trust that these persons and organizations will also write in to elaborate on "how the story go" since many of them were not mentioned in the press reports.
I resigned from the BBCI because I was not prepared to bow to Komen's control. I refused to be told by them how and what to do to develop educational programs for women in The Bahamas based on the standards and statistics of a group who "just reach". It appears that too many people are not aware that slavery and colonialism are dead and I, for one, refuse to dance to the beat of someone else's drum especially since I was involved in writing the music "in the first beginning".
In these days and times, no person or organization should be allowed to come into the country purporting to be our "savior" with the presumption that they have the right to impose their standards unequivocally upon us, telling us how and what we must do in order to conform to their guidelines. Allowing persons to dictate their terms of engagement just because they can write a fat check is no better than prostitution and I cry shame on those who perpetuate this pathetic behavior.
I am a Bahamian first and foremost and I believe in the Bahamian people. I have respect for the successes of the Bahamian people who work hard and I have no hesitation in speaking out in their defense - so should we all.
I am therefore outraged that the Ministry of Health would deny and ignore the cancer achievements of our historical past and "diss" our own organizations and professionals by saying they want to partner with a entity from outside the country to do the very things which these organizations have already developed and have been doing for years.
This is ridiculous and a total waste of time and energy. Furthermore, just how many digital mammogram machines do we need in the country anyway, especially if we do not intend to also invest in properly training the personnel to operate and maintain them? We also refuse to enact legislation that will guarantee quality and consistency in standards of diagnosis or even enforce existing legislation that is already on the books that will protect our women from poor quality diagnosis and care.
Before independence in 1973, many of us might have been poor in the material sense, but we were richer in spirit and creativity. We were more self-sufficient and proud because we relied on our own selves and our community to sustain our existence.
Do we wish to continue to be like Oliver Twist? When we are hungry, do we want to continue to cower and plead, "Please, sir, may I have some more?" Or do we want to ask our neighbor to help us plant a seed to grow a tree that we can eventually stand next to and lift up our heads to pick the fruit to feed ourselves for generations to come? Bear in mind that this process takes time and serious nurturing with plenty of hard work and patience, but such is the long and winding road to success.
How in the world are we ever going to regain our self-respect and dignity if we continue to put out our hand in supplication instead of in collaboration? Collaboration embodies mutual respect - supplication perpetuates dependence. Ask yourself: What position and condition would you wish to encourage?

- Pam Burnside

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News Article

April 10, 2012
Talent is one thing, patience is another

Industry position: Technical Support Officer, Underwriting, Bahamas First General Insurance

What attracted you to the sector?

Initially I desired to be a teacher. During my high school years, however, I developed a love for economics. After summer jobs at Lloyd's and Commonwealth Bank, I became interested in banking, particularly trust administration.

How long have you been involved in financial services? What keeps you motivated?

I have been involved in financial services for the last 10 years

and have been employed at Bahamas First General Insurance for seven-and-a-half years.

I am motivated by the person that I know that I am and the potential that lies within me, along with my desire to be the best and to truly be a person of excellence. I must be my best not because someone is watching but because of me. I do not judge myself based on others' actions. I am also motivated by the support I receive from those around me. Knowing that persons are pushing you to succeed is great motivation.

Why do you think you have been successful?

I have been successful predominantly because of the favor of God.

As I reminiscence, I realize that throughout my life He has allowed me to "stand out" with various key persons who have presented me with opportunities and caused me to gain the necessary exposure.

My "success" is also due to the hard work of my parents, Bradley Pratt and Theresa Hopkins. They ensured that I was educated and that I had the tools needed to succeed. I watched them push to success in spite of obstacles. Beyond that, they loved me and pushed me to success. Just about every person that I have come into contact with has believed in me, sometimes beyond what I believed in myself. This provided a great impetus and I was driven to discover what they saw in me; in other words, to see if I could actually do and achieve what they thought I could.

Finally, I would not downplay my hard work, discipline and determination.

Did mentoring play a part in your success?

It sure did. In the personal arena, I was mentored by the late Ruthmae Bonnie Miller and I continue to be mentored by Kelson Miller. Careerwise, Oscar Sawyer "took me under his wings" when I first arrived at Bahamas First and continued to ensure that I had a firm foundation and understanding of policies throughout his time at the company.

Bonnie Nguyen may not know that I consider her a mentor but she is to me. She has helped me to grow in confidence and challenges me to perform many tasks that I would not "take on" without her guidance.

What qualifications do you feel are the most useful in helping you perform in the sector?

All of my post secondary education was geared toward financial services. I knew that I wanted to be a part of the industry. The CII courses which I became involved in after my official entry to the sector were a tremendous source of knowledge and greatly assisted my understanding, paticularly of the insurance sector.

What has been the biggest challenge in your career? How did you overcome it?

This is somewhat of a hard question for me.

My biggest challenge in my career to this point, I would say, has been wanting to be promoted too quickly. Because I know who I am and what I can do, I sometimes become frustrated with where I am. I have learned to remember that some things take time and that continued diligence, efficiency, initiative and excellence in my work and personal life will take me to where I need to be in time.

What advice would you give young people just starting out in the industry?

I would tell young people that this is definitely an interesting industry. I particularly like insurance because it "touches on" many different sectors, law, medicine, construction.

I would encourage them to work hard, work well, not get caught up in office politics, contribute and participate in work related social activities as it helps to deepen your commitment to the job and wanting to see your company succeed.

Having an open mind and believing in themselves can position them to take advantage of the many wonderful opportunities that will be presented to them.

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News Article

June 19, 2012
What is URCA's role in BTC's system upgrades

Dear Editor,

The Utilities Regulation and Competition Authority (URCA) came into existence on September 1, 2009. URCA replaced the Public Utilities Commission and the Television Regulatory Authority. URCA is supposed to act as an independent body and its main purpose is to regulate the telecommunications industry.
On its website, when clicking on the consumer section, there are five main points that URCA is supposed to ensure that competitors in the telecommunications industry execute to protect consumers. These are listed below:
o Ensuring that the quality of your utility services are satisfactory
o Ensuring that prices for utility services are reasonable
o Promoting and protecting your interest
o Promoting competition in the utility sectors
o Publishing reports on the utility sectors.
I ask the question then: What is URCA doing to ensure that the consumers of cellular services receive satisfactory service? BTC's announcement that it is upgrading its network and that there are going to be outages is not good enough. Certainly, URCA has a much bigger role to play, but as it is supposed to be an independent body, why isn't it publicly coming to the defense of the consumer?
Friday, June 15, 2012 was another day in which many businesses lost thousands of dollars because cellular services were disrupted. This in my view is unacceptable. Where is the redundancy in BTC's network? Shouldn't capabilities exist so that when the primary system is down, that the secondary system is booted up to handle all the network traffic?
If these capabilities do not exist now, I hope URCA has demanded that BTC put these systems in place for future upgrades. We have had a horrific experience with the New Providence Road Improvement Project (NPRIP) and now the upgrades at BTC are proving to be moving along the same trend. These examples are certainly not the best way to execute projects.
Maybe BTC and the decision makers of the NPRIP can look at the execution of the Nassau Airport Development Company (NAD). They are rebuilding Lynden Pindling Airport, but the airport has remained open and is still providing its core service which is to ensure that consumers depart and return to the airport safely.
Bahamians now know better and these companies who take the unpopular approach to projects without carefully considering the negative effects to its consumers had better get on with it and rethink their strategies. I say to URCA that BTC's outages are planned and the question to ask is why these planned outages can't be completed between 12 a.m. - 6 a.m.
I say to URCA, that "independent body", to please regulate and protect the consumers.

- Dehavilland Moss

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News Article
Hon. Fred Mitchell Mid Year Budget Debate 11th Mar 2013
March 11, 2013
Hon. Fred Mitchell Mid Year Budget Debate 11th Mar 2013

Intervention by Fred Mitchell MP Minister for Foreign Affairs and Immigration Mid-Year Budget statement

House of Assembly Nassau 11th March 2013 CHECK AGAINST DELIVERY

I wish to thank the leaders of my constituency branch for their support. I looked at them on Saturday as they worked the souse out on the Fox Hill Park and admired them all for their hard work and dedication: Charlene Marshall, Altamese Isaacs, Deidre Rolle, Hazon Pinder, Sherene Glinton Armbrister, and Ellamae Collie. Took time out from their leisure Saturday to make sure the branch is funded. We must do something for them. I wish to extend condolences to the Member for Golden Gates on the passing of his mother. I wish to recognize the passing of T Baswell Donaldson, the former Central Bank Governor whose funeral I attended on Saturday.

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News Article

June 21, 2012
Caribbean governments killing the hotel sector 'golden goose'

Each of the Caribbean hotel investment conferences held in April and May this year included sessions to encourage closer cooperation between the public and private sector but, immediately prior to the Caribbean Tourism Summit in mid-June, the governments of Jamaica and of Antigua and Barbuda announced significant new airport arrival taxes, with a new hotel occupancy tax also added in Jamaica. The Caribbean hotel industry's greatest fear now is that other governments will follow.
These extra charges target the region's highest spending visitors - the stay-over guests. While everyone understands the difficulties that island governments currently face in trying to balance their own budgets in times of world economic uncertainty and with increasingly youthful populations, it is a fact that much of the region's hotel industry is in deep financial crisis and has been for some considerable time. The region's largest employer and biggest direct and indirect taxpayer cannot be "the cow you take to market and milk it twice".
Today, most lower and middle market Caribbean hotels, which have significant bank loans, are in default to some degree or other. Energy and water costs on many islands are as high as US$40 per day per occupied room - with little actual utility cost differential per day per room between budget hotels charging US$80 a night and luxury resorts charging US$800 a night.
Reservation systems, like Expedia, and tour operators continue to negotiate aggressively low hotel room rates, such that Smith Travel Research projects that average room rates in the Caribbean will not recover back to 2007 dollar levels until 2014.
My own research suggests that lower end hotels will not even achieve that level of rate recovery. More tour operators are pressuring hotels for all-inclusive rates, where meals become part of the tour operator's "commissionable" package, but Caribbean hotel restaurants are already incurring operating losses in the face of escalating world food prices. Inevitably, hotel refurbishment and marketing budgets continue to be cut.
Prior to this year's two hotel investment conferences, I researched opinions from the hotel sector, relative to its perceived needs from Caribbean governments, and the following points summarize the concerns and suggested requests.

Hotel taxation
Review taxation structures for new and existing hotels, "in their role as the region's biggest export industry and foreign currency generator". Many hotels currently require major re-investment and are struggling with bank debt and increased operating costs.
Without new thinking, continuing low levels of inward investment in the sector and a downward spiral of standards are resulting in a consequent loss of global competitiveness for the overall Caribbean hotel product. At least a certain percentage of hotel taxation should go directly towards generic Caribbean global marketing in order to create world class campaigns of adequate scale.
If taxes are reduced on the hotel sector - the current principal direct/indirect "tax cow" - governments should seek to derive compensating levels of tax revenue from the following alternative targets: much higher cruise ship port fees; effective taxation of private condo/villa rental income; a wider property tax base; corporation tax increases paid by a wider range of businesses; abolish duty-free concessions for car rental companies. Governments should also take steps to re-invigorate and grow the region's agriculture and fishery industries as major components in sustainable economic activity - for export and for direct supply to the hotel/restaurant sector and to other local consumers.

Duty-free incentives
Governments should simplify and improve duty-free import concessions for refurbishment of existing hotels and for development of new hotels - but also expand them to include incentives for furnished condos and villas, providing that those units are in a hotel managed formal rental program that generates taxable income on island.
This latter action will speed up the recovery of the leisure real estate market, provide construction work, ultimately generate additional tax revenue and create new fresh resort inventory with extra earning potential for the region's hotel companies. In general, current fiscal incentives are significantly better in many Central American tourism destinations than in most Caribbean countries.

Food cost
In the light of rising world food prices, there is a need to eliminate import duties for hotels on all food items - not available from local sources -- and governments should actively encourage the growth potential for local food supply.

Utility costs
Reduce utility costs through part/full privatization of existing electricity companies in order to finance investment in better infrastructure: the proposed gas pipeline from Trinidad or on-island LNG trans-shipment facilities; replacement of old diesel generators with efficient gas turbines, hydro, wind and tidal generators.
Similar privatization of water companies should be undertaken for greater efficiency through re-investment in updated and extended infrastructure. Given likely increases in long-term energy and water demand, this is a safe investment for the region's social security funds, insurance companies, unit trusts, credit unions and private conglomerates - many of them still too risk averse to invest directly in the Caribbean hotel industry.

Human resources
Re-invigorate human resources within the hotel sector and improve the industry's profile as a career choice. Governments and the hotel sector should cooperate in developing and resourcing better, larger management and operative level training facilities throughout the region. Speed up and expand CSME to effectively allow CARICOM citizen managers and specialists to work anywhere within the region. In the meantime, expeditiously grant medium-term work permits for other skilled personnel from outside the region - where their expertise helps to drive world class standards and disseminates their specialist knowledge.

Air services
All stay-over visitors to the Caribbean (except yachtsmen) arrive by air. Greatly increased UK airline and regional airport taxes continue to have a significant negative impact on air travel to, and within, the region. The UK's APD tax was highly discriminatory and costly for the Caribbean but lobbying by the public and private sector has been completely ineffective to date and must be more vigorously pursued with the UK government.
The Caribbean Diaspora in Britain can be a powerful lobby at the next UK general election, if the APD issue is successfully communicated to them. The region now faces additional potential negative effects from the proposed European Union's airline "carbon tax" and must avoid further increases in regional airport taxes.
Almost all Caribbean-based airlines are currently loss making but their ticket prices (including taxes) are some of the highest in the world per seat/mile. The private and public sector across the region should work together to help create, finance and under-write a viable pan-Caribbean international and regional carrier, which will genuinely "partner" with the rest of the Caribbean tourism industry. Meanwhile, the cruise sector, which operates in the region virtually tax free and increases its "Caribbean hotel market share" year on year, must also be forced to make its fair share contribution to government tax revenues in the region.
I do not pretend that this commentary from the Caribbean's hotel sector represents a panacea, but the region's most vital industry is on a slippery slope, with a significant part of it in danger of being decimated by strengthening world-wide competition.
It seems very likely that middle market hotels on the islands with a lower cost base, like the Dominican Republic and Cuba, will survive. Highly likely too that the region's luxury resorts will survive, but what are the survival chances for some of the rest of the Caribbean's hotels, particularly older properties with significant debt finance? Some of the dominoes are already falling.
Governments and the hotel sector should communicate quickly and effectively to act together with the greatest sense of urgency. Arguably, the French market has already left for the Indian Ocean and most of the Germans for South East Asia. And some people still think, "These islands market themselves!"

o Robert MacLellan is CEO of MacLellan & Associates, the largest hospitality, tourism and leisure consultancy based in the Caribbean. He has 18 years experience in the hospitality industry in the Caribbean and was a cruise ship hotel officer and vice president, hotel services, of a cruise line earlier in his career. Printed with the permission of

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News Article

March 08, 2012
Riviere: Nothing will be handed to you

When Joyce Riviere graduated from college nearly four decades ago, she took a job at RBC Royal Bank at the clerical level.
The financial institution may have changed over the years, but according to Riviere, the path to becoming a top executive is consistency.
Exceeding the expectations of superiors and being willing to take on new and challenging roles have helped this leader at RBC Royal Bank achieve her career ambitions.
For International Women's Day, Riviere, area vice president of personal banking for the Family Islands, shared with Guardian Business a few inspirational words for young women with similar hopes for the future.
Education and academic qualifications are one thing, she said.
Ultimately, what it comes down to is your commitment to the profession.
"Always do your best and make sure your expectations are higher than what is expected by your organization," Riviere said. "Performance on the job is everything."
Heading a business network that spans six islands, the RBC executive is accustomed to sacrifice and getting the job done.
She told Guardian Business that over her career she has "moved around a lot", and would encourage young Bahamians to do the same.
Experience in the Family Islands, she explained, can provide employees with the opportunity to shine in smaller environments. This exposure and the chance to "stand out more" make positions in more scenic locations a smart long-term investment.
In 1999, Riviere accepted the opportunity to work as manager of the Abaco branch, a position she held for 10 years. Now, she provides leadership and support for all Family Island units.
"Some people are comfortable and do not want to compete to work at another branch. But I'm always open to taking on new and different responsibilities."
In other words, expanding horizons is another key component to success.
What is expected today might not be expected tomorrow, she explained, and it's important to apply yourself to every challenge that might come.
In addition to her work on the Family Islands, Riviere's career has been particularly dedicated to coaching and team building.
In turn, satisfaction among clients remains a top priority as employees work together to ensure a superior client experience.
"These days, you are expected to spend more time coaching. It's important to find out what is going well, what we can provide you to deliver on your job and what you want to deliver personally," she told Guardian Business.
On the client side, asking the extra questions and stepping up the presentation of financial advice are ongoing goals for RBC Royal Bank, whether the client is a young college student, a young professional or someone on the brink of retirement.
In the 1970s, when she first joined the bank, Riviere remembered that everything you needed to know could be found in books and binders. Today, the rise of electronic information and processes is perhaps one of the most profound changes in her long career.
And that trend is expected to continue in 2012.
"We are seeking to deliver more opportunities for personal clients through electronic banking as opposed to having to enter a branch. That can come in many different forms. In 2012, personal clients will have another means of conducting personal transactions without having to some into a branch," she said.
Another change she has seen over the years is the role of women.
More women are entering the financial services field than ever before, she said. If you were to look around the leadership tables of The Bahamas, at least half of those chairs, or more, are filled by women.
That said, Riviere wished to stress RBC Royal Bank's commitment to diversity and the opportunities available to women.
While the economy might not be ideal, opportunities exist for those that wish to seize them.
"Amid stiff competition, you really have to put your best performance forward," Riviere said. "If you do that, there remains a lot of opportunities. Nothing will be handed to you. You must recognize the opportunity and position yourself."

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