Caribbean Exporters Tap Into Cosmetics Boom

THE STAR BUSINESSWEEK AUGUST 31, 2019

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CARIBBEAN EXPORTERS TAP INTO COSMETICS BOOM

Exports of essential oils from the Caribbean are soaring, reaching over EUR32 million last year according to trade agency Caribbean Export. With the European cosmetics market growing at an annual rate of 8-10% and worth over EUR77 billion, this is a rich avenue for Caribbean producers who can capitalise on the region’s natural biodiversity to offer not just essential oils but other unique and healthy products that tap into the lucrative natural cosmetics market.

BY CATHERINE MORRIS, STAR BUSINESSWEEK CORRESPONDENT

SBW THE STAR BUSINESSWEEK

St. Lucia Stars Booted From CPL: What’s Next For Caribbean Cricket In mid-August it was announced that the Saint Lucia Stars’ participation agreement with the Caribbean Premier League had been terminated.

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Jofra Chioke Archer is a Barbadian-born English cricketer who plays internationally for England and in English domestic cricket for Sussex County Cricket Club. In April 2019, Archer was selected to play for the England cricket team in limited overs fixtures against Ireland and Pakistan.

Is the Caribbean Ready for the Next Zika Outbreak?

The most terrible chapters of the Zika virus in the Caribbean are considered behind us. Yet this is a region of the world that knows in its heart and soul how a calm may just be the eye of the storm.

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All natural beauty products from Sugar Town Organics, based in St Kitts and Nevis.

Photo courtesy Caribbean Export

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CARIBBEAN PRIVATE EQUITY

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FIRST ROCK MAKES FIRST FOREIGN ACQUISITIONS PLANS TO LIST ON JSE

BY YEAR END

BY AVIA COLLINDER

President and CEO of First Rock Capital, Ryan Reid.

R

yan Reid, president and CEO of First Rock Capital, is set to travel to Costa Rica this week to oversee a residential transaction in that country valued at US$3 million.

Pierre Shirley, vice-president in charge of real estate business, is in Guyana overseeing another deal.

Those excursions follow disclosures by the company last Friday of the purchase of five residential units in West Bay Cayman and two units in a luxury high-rise in Brickell, Miami, in the United States – acquisitions into which First Rock has pumped US$4 million.

First Rock hung its shingle in 2018 as an investor in income-producing

“Looking at the opportunities now on the table, we have quite a few. Our pipeline is now at US$100 million,” said Reid.

real estate and other companies. Since then, it has executed deals worth close to US$20 million inside and outside Jamaica, and has earmarked funds for other investments.

The start-up investment company, which has committed 80 per cent of capital to real estate projects, is also preparing to go public and list on the main market of the Jamaica Stock Exchange by year end, Reid disclosed.

The current round of deals is First Rock’s first outside of Jamaica.

“We are informed by our capital allocation limit for each jurisdiction.

Guyana is a jurisdiction on our radar,” said Reid. “We will only deploy capital in economies or jurisdictions that exhibit economic growth. There are certain places you won’t see us, for instance, like a Barbados.”

He did not elaborate, but Guyana has struck oil and is expected to grow its economy as a result, while Barbados is in economic crisis and attempting to reform its economy.

Reid said First Rock was reviewing a pipeline of US$100 million in prospective deals.

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CRICKET

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ST. LUCIA STARS BOOTED FROM CPL: WHAT’S NEXT FOR CARIBBEAN CRICKET

BY ED KENNEDY, STAR BUSINESSWEEK CORRESPONDENT

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n mid-August it was announced that the Saint Lucia Stars’ participation agreement with the Caribbean Premier League had been terminated.

Since then we’ve learned that the Saint Lucia Zouks will replace them. The Stars remain a team but will not be taking to the field in the new CPL Twenty20 season starting on September 4.

At time of writing, the reason the Stars have been ejected from the competition remains undisclosed.

Reports elsewhere have indicated financing issues as the most likely culprit. Team financing issues are something that can embattle many sports leagues yet, whenever they arise, questions are invariably asked about both the team and the league in which it played.

So, where do the Saint Lucia Stars go from here? And what must cricket fans know about the state of cricket in the Caribbean right now?

THE STARS ALL OUT For the Zouks, their return to the CPL is a homecoming. The Zouks were an original franchise when the League first launched in 2013, and were then replaced in 2016 by the Stars. Now the tables have turned once more.

To Saint Lucians who are casual cricket fans and just want to ensure a local team is represented, the news may simply seem akin to a ‘name change’. Even so, such a change can see a slew of problems, from logistical challenges to a drop in brand value, to litigation afoot that distracts the League. Indeed, at time of writing it appears a formal legal challenge is on the cards.

As Royal Sports Club chief executive and owner of the Saint Lucia Stars Jay Pandya told ESPN in recent days: “CPL Limited has absolutely no basis, legal or otherwise, to terminate our contractual rights to operate St Lucia Stars,” and that, in turn, “We vehemently dispute CPL’s decision and will use all means necessary to vindicate our rights.

This is an attempt to bully us, plain and simple. We are confident in our position and look forward to securing justice against CPL’s blatantly illegal act, in the appropriate court of law.”

AN EVEN PLAYING FIELD The past month has seen cricket fans around the world reflecting fondly on the 2019 ICC World Cup, especially the final between England and New

Darren Sammy is unable to contain his disappointment—St. Lucia Stars have been axed from the Caribbean Premier League, and the franchise will not be participating in CPL 2019 as the Stars. On August 7, CPL Limited terminated the participation agreement between it and the Royal Sports Club, LLC, the entity that operated the St Lucia franchise.

Zealand which many have called the greatest game of cricket ever. As we detailed last month in Businessweek’s ‘What The 2019 ICC Cricket World Cup Shows Us About Hosting Major Events’, the success of the ICC also showed that cricket globally has been enjoying great growth in recent times. Yet, although the sport’s popularity is growing around the world, it’s not growing equally. In some respects, this is unavoidable. After all, with cricket the most popular sport in India’s nation of 1.3 billion people, that country’s capacity to grow the game will always outpace a nation with a smaller population.

Even so, there are still many pitfalls for leagues, big or small. This was seen in 2018 with the failed attempt of Cricket South Africa’s T20 Global League. It’s understood that the reason the League stalled was the inability to secure an adequate TV deal that would drive revenue.

The CPL is a young competition, less than a decade old. As distinct from other leagues that are much older, some teething problems can be anticipated. There’s also the question of structural stability.

If the Saint Lucia Stars have gone bust because of their inability to manage the chequebook, that’s one thing; if the structures of the League itself contributed to their demise, then all CPL fans will worry that other teams may follow the Stars out of the CPL. The reality is that the League established a strong and profitable

competition in the region, with research revealing it generated US$166 million during 2014, and a 2016 report citing a net benefit of $102,670,565 to Caribbean nations who host a CPL team.

However the League spins it (and this remains an unfolding story), fans and commercial supporters will certainly regard teams being added as a success, just as their departures under a cloud of intrigue can damage the League, and confidence in it.

PLAYING A STRAIGHT BAT The consequences of upheaval in a local league also go beyond dollars and cents,

For the Zouks, their return to the CPL is a homecoming. The Zouks were an original franchise when the League first launched in 2013, and were then replaced in 2016 by the Stars. Now the tables have turned once more.

and can impact the competitive performance of the West Indies on the field. This is why it’s important that local leagues are strong. It’s not only great for the fans, but for the cricket community as a whole. It helps ensure local homegrown talent features in the local leagues.

The recent tale of Jofra Archer is a key example of this. The past couple of weeks have seen Archer put on a sensational bowling masterclass during the Ashes series between England and Australia. Barbadianborn Archer spent the majority of his formative years in the Caribbean, before relocating to England. There’s a lot of water under the bridge in Archer’s story, with controversy surrounding his faster eligibility to play for England resulting from a recent rule change by English cricketing authorities.

It’s also believed that Archer harbours a grudge against the West Indies for cutting him after he played for them in Under-19s three times in 2014. Yet unquestionably, the lure of England, and its capacity to be a springboard to lucrative opportunities, has played a role.

The Caribbean Premier League does not need to match dollar for dollar salaries on offer elsewhere to keep local players playing locally.

Like many pro athletes in other leagues, they feel the lure of home, and desire to contribute to the game where they grew up by playing in their home country, or at least nearby in the region. Just the same, there does need to be a compelling proposition put forward.

When teams are cut loose or leagues struggle, that not only undermines the game in the present, but impacts its future. However it’s considered, while many cricket fans in the Caribbean continue to wish Jofra Archer well personally, on a professional level, events that have seen him suit up for England over the West Indies have been called a tragedy among some quarters; someone who has the makings of a generational talent, lost to his team of origin.

The Caribbean Premier League Twenty20 season runs from September 4 to October 12. For now, the future of the Stars remains up in air. The League is bigger than any one team, with the previous exit and now subsequent return of the Zouks showing that. But for a league that aspires to go from strength to strength, any team’s departure will always reflect SBW badly on the CPL.

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CARIBBEAN EXPORT MARKETS

CARIBBEAN EXPORTERS TAP INTO COSMETICS BOOM Continued from page 1

ALL NATURAL Cosmetics are one of the largest markets in the world, and especially profitable in Europe – one of the region’s biggest trading partners. And European clients are more distinguishing than most.

Around half of British customers prefer to buy cosmetics with natural ingredients, according to Caribbean Export and sales of natural/organic beauty products grew 14 per cent last year to reach GBP86.5 million.

“More and more people are conscious not only about what they put into their bodies, but also what they put on their skin,” says Damie Sinanan, Manager of Competitiveness and Innovation at Caribbean Export. “People are realising that the skin is a major organ and harmful chemicals can penetrate through their skin, causing major harm in a similar manner to habitually ingesting unhealthy food. Therefore people are looking to not only be healthy on the inside, but also on the outside.

“There is a great opportunity for Caribbean producers to capitalise on this growth trend and market to the European consumer.”

Natural cosmetics may be a niche within the wider industry, but it still has many applications and opportunities. Essential oils are one of the fastest growing areas – with exports from CARICOM to the EU growing by 33 per cent in the past year. These include bay oil, allspice and pimento among others. Essential oils have a myriad of uses. They can be used in aromatherapy or as ingredients in moisturizers, shampoos, face wash and other beauty products.

The movement towards wellness and health has transformed markets worldwide, and the cosmetics industry is no different. Consumers check labels for all sorts of reasons – health concerns, allergies, environmental issues, a desire to promote ethical agriculture. The terms ‘organic’ or ‘fairtrade’ now have a currency of their own, and manufacturers are looking overseas to find unique ingredients that are grown sustainably and with strong environmental credentials.

In the Caribbean, this provides an opportunity across the entire agricultural sector. Coconut oil, the stalwart of the market, has always been a popular export thanks to its moisturizing properties but is now gaining more attention as its antibacterial and antimicrobial characteristics become more well-known.

Another big earner in the region is castor oil, long used as a moisturizer, skin soother and hair conditioner.

“We believe aloes and coconuts would be two of the key ingredients that are seeing huge demand. Also products such as black castor oil, found in Haiti and Jamaica,” says Sinanan who points out that this demand creates space for all types of sectors from tourism to agriculture. “This is a huge opportunity for the Caribbean to play a part in all areas of the value chain.

Jamaican company Your True Shade demonstrates their line of natural cosmetics at a Caribbean Export business forum. Photo courtesy Caribbean Export.

From an agricultural point of view, for the farmers to grow and harvest the natural products in sustainable and organic ways.

Manufacturing in the region, producing the cosmetics, essential oils and natural foods and finally, from a tourism point of view, the tourist coming to the region to detox and spend time away in retreats where they have a truly natural, holistic experience. The Caribbean is a prime location for this kind of tourism.”

“More and more people are conscious not only about what they put into their bodies, but also what they put on their skin,” says Damie Sinanan, Manager of Competitiveness and Innovation at Caribbean Export

GETTING THE WORD OUT Caribbean cosmetics may have a growing foothold in the European market, but there is still plenty of untapped potential in the sector. One of the most challenging obstacles for producers is ensuring that products meet international packaging and labelling requirements. Sinanan explains: “This is critical because otherwise your product may not be able to be sold in certain channels such as retail or wholesale.

This will limit manufacturers to direct consumer sales.” He also points to the challenge of capacity, with some smaller businesses unable to fulfill orders, meet deadlines or afford shipping and other logistics costs.

Caribbean Export works with regional firms to support them as they take their products beyond borders. The group provides mentoring, technical support, information on market demand and valuable exposure in the form of trade shows and forums. The 4th CARIFORUM-EU Business Forum takes place in Frankfurt in September and 18 Caribbean cosmetics and neutraceutical firms are set to attend, including St Lucian success story Natmed which was

founded by naturopathic doctors and produces skincare, suncare and herbal products.

“The business forum is really about enabling Caribbean companies to meet with buyers and also consumers,” says Sinanan. “From a buyer’s perspective, while they may like the idea of travelling around the Caribbean to source new products, having a range of companies from across the region all in one place makes it easier for them.

They get to see multiple products, speak to companies directly and make buying decisions in a much more costeffective manner. Events in the target markets are important, not only for relationship building but also because firms get the opportunity to get direct consumer feedback. This is invaluable market research.”

Sinanan predicts a profitable future for the natural cosmetics niche, provided Caribbean firms can achieve more recognition in the market and capitalise on their strengths, saying: “The natural cosmetics market is definitely growing and will continue to grow. It’s up to the Caribbean to be a part of this growth and position itself to leverage demand.”

FOREIGN POLICY / USA

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AMERICA IS REKINDLING ITS RELATIONSHIP WITH THE CARIBBEAN, BUT IS IT TOO LITTLE TOO LATE?

BY CATHERINE MORRIS, STAR BUSINESSWEEK CORRESPONDENT

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rade wars with China, diplomatic gaffes and polarised politics– the United States has been making plenty of waves on the world stage since President Trump took office. AmericanCaribbean relations are only growing stronger however, as the superpower looks to ward off possible threats to the relationship by building links in security, energy investments, public health and disaster resilience.

PRIVATE SECTOR INVESTMENT Late last month, Congress received the US-Caribbean 2020 Report, which outlines America’s activities and plans for the region. US engagement in the Caribbean occurs through a number of channels but mostly via the US Department of State, the US Agency for International Development (USAID) and the private sector vehicle, the Overseas Private Investment Corporation (OPIC).

OPIC seeks out opportunities for US investors and has been active in the region for over 30 years. The group’s Caribbean portfolio currently includes more than $250 million in initiatives covering SME development, power generation, agriculture and other sectors.

When OPIC Acting President and CEO David Bohigian visited St Lucia in May, he called the island a “critical partner” and spoke of further collaboration in infrastructure, security and energy.

Later this year, OPIC is undergoing a transformation – becoming the US International Development Finance Corporation (DFC) which will expand its activities and nearly double its investment capacity to US$60 billion.

The DFC is set to launch in October and is expected to continue OPIC’s projects in the Caribbean by making further inroads into infrastructure, business development and energy.

The latter is a particular area of interest for the US which is already funnelling US$2 million into the Caribbean Energy Security Initiative. These funds will be used to identify projects “where US development finance can spur private sector investment”. In addition, USAID has mobilised US$96.8 million in clean-energy investment through the Caribbean Clean Energy Program while financing the drafting of policies, laws and regulations in seven government agencies spread throughout five countries.

When the OPIC delegation visited Castries, energy was on the agenda with discussions on how to meet St Lucia’s green goals and a particular focus on LNG as a possible avenue of interest.

By promoting green energy and reducing the region’s reliance on fossil

US Deputy Secretary of State John Sullivan meets with foreign ministers from Caribbean Community countries, on the margins of the United Nations General Assembly in New York City, held in September 2018. Photo courtesy US State Department

fuels, the US is hoping for two-fold success – firstly by creating a market for US natural gas exports, as well as clean energy expertise and technology, and secondly by weakening the region’s dependence on Venezuelan oil.

DIPLOMATIC MANOEUVRING When superpowers build links with less privileged nations, there are always various factors at play. Shoring up ties with the Caribbean isn’t just about identifying economic opportunities and disbursing aid for the US; it’s about building security and enforcing geopolitical boundaries. In recent years, China has been buying influence in the region with aid, infrastructure investments and collaborative initiatives – putting Washington on edge.

The US-Caribbean relationship was also threatened earlier this year when instability in Venezuela forced Caribbean nations to take a diplomatic stand. While the majority of CARICOM remained neutral and advocated for talks, the five Caribbean leaders who supported the US-backed Venezuelan opposition leader Juan Guaido were invited to meet with President Trump in March. The delegation of leaders from St Lucia, The Bahamas, Jamaica, Haiti and the Dominican Republic held closed door sessions that apparently focused on greater investment in their countries. Returning from the meeting, Prime Minister Chastanet told local media that discussions specific to St Lucia centred on trade, security, making it easier for St Lucians to obtain US visas and establishing pre-clearance facilities in the upgraded Hewanorra airport.

CARICOM, however, was less positive.

The meeting drew heavy criticism from

President Trump greets Prime Minister Chastanet in March 2019, as he meets with Caribbean leaders in Florida. Photo courtesy White House/Shealah Craighead

elsewhere in the region with Antigua and Barbuda Prime Minister Gaston Browne commenting: “I feel embarrassed for those weak-minded leaders who allowed themselves to be used by carrying out the agenda of others.” St Vincent and the Grenadines Prime Minister Ralph Gonsalves also entered the fray, saying: “We in CARICOM have to be very alive to the mischief that some persons may be up to, to seek to divide us and therefore reduce the extent of our work.”

Creeping Chinese influence and divided loyalties. In this context, it’s not surprising that the US is looking for not just greater economic and diplomatic influence, but also a heightened security presence in the region. Congress has appropriated almost US$617 million for the Caribbean Basin Security Initiative (CBSI) since 2010, and will divulge US$58 million for the programme in 2020. St Lucia is a member of the CBSI which aims to reduce trafficking and enhance crime prevention methods, and has received funding for justice sector reforms, educational opportunities for

In recent years, China has been buying influence in the region with aid, infrastructure investments and collaborative initiatives – putting Washington on edge.

at-risk youth, and training and equipment for corrections management, though U.S. special assistance to St. Lucia’s police force has been suspended by the State Department since 2013 as a result of alleged ‘gross human rights violations’ by the Royal St. Lucian Police Force.

ALIGNED INTERESTS The US is the Caribbean’s biggest trading partner, it’s also a huge contributor to its tourism industry and has longstanding cultural ties to the region. In 2016, 14 million US tourists visited the Caribbean and 11,042 Caribbean students went to study in the States.

In launching its 2020 Caribbean strategy, the US is seeking to tap into the growing Caribbean diaspora to promote its goals – proclaiming June Caribbean-American Heritage Month and using social media platforms to engage with the expat community.

While the US enjoys closer relations with those islands directly neighbouring its borders, such as The Bahamas, it is looking to expand further into the Eastern Caribbean and hopes to unlock funding to increase its physical presence in the subregion with more permanent diplomatic missions and consulates.

According to the US-Caribbean 2020 Report: “The Trump administration has prioritized greater pursuit of robust and regular interaction between Caribbean governments and the US to advance US national interests and shared regional interests.

“We see synergies in ongoing efforts and are launching more new initiatives in the Caribbean. Opportunities abound for deepening relations with Caribbean nations.”

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CARIBBEAN PRIVATE EQUITY / COMPANIES OFFICE

FIRST ROCK MAKES FIRST FOREIGN ACQUISITIONS - PLANS TO LIST ON JSE BY YEAR END Continued from page 2

First Rock, which arrived on the scene last year, has two prongs to its strategy – as an equity investor in incomeproducing real estate, whether commercial or residential; and doing private equity deals in which it takes a “majority” equity stake in other companies, according to co-founder and CEO Ryan Reid.

In March, the company raised J$2.5 billion of capital from private investors, which translates to US$19.8 million. Its financing deals since then have included a mix of debt and equity.

“Looking at the opportunities now on the table, we have quite a few. Our pipeline is now at US$100 million,” said Reid.

“What it allows for us is to cherry-pick opportunities. It’s a good problem to have.

We have more opportunities than money.”

The pending initial public offering (IPO) of shares in First Rock will give the company additional capital for

project financing.

“That process we expect to take a couple months. The details of that we are deliberating on internally. But that process is to commence soon,” he said.

The company is yet to select a broker to arrange the offer. As to the IPO target, Reid said that would be determined by the company’s pipeline of deals and was yet to be finalised.

The investment in Cayman was done through subsidiary First Capital Cayman Limited. The residential complex is under construction and scheduled for

completion in February 2020.

The acquisitions in Florida were made through First Rock USA LLC. First Rock’s foray into Miami comes as another Jamaican real estate company, Kingston Properties Limited, is reducing its footprint in that market.

Reid acknowledged the withdrawal but noted that First Rock, a company he cofounded, sees geographic diversification as important to its business strategy and sees opportunity in the United States market.

“We, being a new entity, one of our objectives is cross-jurisdictional exposure as a part of our risk-mitigation strategy,” he said.

“The US market is mature, sophisticated and predictable. Our acquisitions are primarily based on cash flows and not speculation on appreciated values.”

Inside Jamaica, First Rock is weighing two private-equity transactions in the financial services sector. At least one should close before year end, Reid said.

Its local real estate portfolio is weighted towards commercial holdings, with limited residential holdings restricted to the luxury short-term rental market and property bought pre-construction for capital appreciation.

The first commercial property, located near Half-Way Tree in Kingston, was acquired for US$3 million and is fully tenanted, said Reid, who declined to name the property, saying it would disclose the identity of the seller.

“The return on equity for that is just north of 10 per cent,” he said.

First Rock has also purchased a 1.5acre property in Barbican, Kingston, and has hired contractor Relmac Construction Company to construct a four-to five-floor commercial building to be marketed as office space. The is valued at US$5 million and due for delivery in 18 months, Reid said.

Three luxury villas on the north coast were purchased for just under US$1 million. Five residential units – luxury townhouses and apartments – were acquired pre-construction in Barbican for more than US$2 million and are due for completion in 2020.

Reid said that the two private-equity transactions being pursued would give First Rock a majority stake in each company.

Originally published in the Jamaican Financial Gleaner

The Saint Lucia Registry of Companies & Intellectual Property Company Incorporations Name: Elite National & Land Tours Inc.

Name: Velocity Power Sports Inc.

Description: Water sports and tours

Description: Water sports, rentals and tours

Directors: Ossie James, Jyoti Michael

Directors: John Hill, Markel Francis

Date Incorporated: 25/7/19

Date Incorporated: 8/8/19

Chamber: John & John Inc.

Chamber: Amicus Legal

Name: UB Tours Ltd. Description: Land and sea tours Directors: Paul Chitolie

Name: Garmaz Ltd. Description: Holding company Directors: Tristan Alvarado, Laura Fonseca Date Incorporated: 13/8/19

Date Incorporated: 26/7/19

Chamber: Corporate Services St. Lucia

Chamber: SEDU

(1996) Limited

Name: Castang 5 General Construction Ltd.

Name: Data Point Solutions Inc.

Description: General construction

Description: Data processing & statistical analysis

Directors: Henry Lawrence Date Incorporated: 5/8/19 Chamber: SEDU

Directors: Edwin St. Catherine, Bretney Anthony Date Incorporated: 13/8/19 Chamber: self-encorporated Name: Crave Interiors and Exteriors Limited

Name: Mangal Trading Inc.

Description: Interior and exterior

Description: Agriculture produce and sales

design and decoration

Directors: Nila Mangal

Directors: Carol Henry, Vera Dolor- Henry

Date Incorporated: 6/8/19

Date Incorporated: 13/8/19

Chamber: SEDU

Chamber: self-encorporated

PANDEMIC PREPAREDNESS

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IS THE CARIBBEAN READY FOR THE NEXT ZIKA OUTBREAK?

BY ED KENNEDY, STAR BUSINESSWEEK CORRESPONDENT

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he most terrible chapters of the Zika virus in the Caribbean are considered behind us. Yet this is a region of the world that knows in its heart and soul how a calm may just be the eye of the storm. With the worst of Zika over, many governments around the region have now switched gears and returned to the day to day, bread and butter issues as their key focus.

What lessons need to be learned from the outbreak of Zika? And what do many people, even today, fail to understand about the unique terror of a pandemic in the 21st century?

THE TOLL OF ZIKA The passage of the Zika through the Caribbean in 2015 and 2016 was one of indiscriminate carnage. An estimate 800,000 people were infected. So severe was the outbreak that in February 2016 the World Health Organization declared it a Public Health Emergency of International Concern, a rare event that placed Zika in the same league as Swine Flu and Ebola as illnesses that represent a borderless threat.

Especially harrowing in this outbreak was the revelation that around 4,000 newborns sustained serious brain damage as a result of it. This drove home the reality that thousands of people in the Caribbean family would not have the prospect to ever fully recover, but would instead face lifelong challenges. It’s also a long road to recovery, even for those who have that option available.

Around 20% of those who contract Zika are still unable to walk some six months after the first diagnosis.

Unsurprisingly, such an enduring and powerful illness that delivers symptoms such as this, at the scale of a public health emergency, can place an immense strain on a nation’s healthcare sector. For countries with small populations and embattled healthcare sectors, effectively combatting Zika is a cause where there’s zero room for failure,

Significant research has been done following the Zika outbreak in the Caribbean, but have governments done enough to combat a future outbreak? (Image Source: Pixabay)

especially considering the threats posed beyond the hospital doors to a nation’s sustainability.

STOPPING THE SPREAD The outbreak of Zika beyond its traditional confines is testament to the need for strong national approaches to combatting it. Zika was originally found in the African and Asian region but its emergence in Yap Island, Micronesia in 2007 was the first time it had been detected elsewhere. Recent local history might have been very different if that nation of 113,000 had been able to quarantine and contain Zika in its territory. The failure to do so ultimately saw the disease spread to over 65 countries with some two million people contracting the illness.

There are complicating factors of modern life that encourage the spread of disease. The trend towards urbanisation has seen more people move to cities, and the resulting higher urban density means more of us now live in close quarters. For the Caribbean, there is a particular vulnerability; not only is the shift to cities growing, but international travel too, especially as tourism is often the lifeblood of the economy. Anyone anxious about the emergence of another outbreak will view the otherwise positive

news of tourism growth with some apprehension because Zika and diseases like it can now spread more easily than ever before. .

LESSONS LEARNED AND IMPLEMENTED? As identified in the USAID and Knowledge for Health summit ‘Learning from Zika: Lessons for future public health emergencies’ in Washington in June, harmonising collaboration across relevant sectors and refining knowledge management processes are key battlegrounds in combatting any future pandemic that arises. In turn, the difference between a pandemic successfully contained, or enabled to spread, often comes down to the capability of authorities to respond rapidly. The capacity of a nation to combat a future pandemic depends on its complete preparation today.

Just as businesses are forever spouting the benefits of a lean and agile business model, public authorities will succeed or fail in combatting outbreaks based upon their preparations beforehand, and the ability for their plan to be successfully rolled out speedily. Like any other emergency service, this requires subjecting response plans to constant

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stress tests now, to ensure that when the need arises, a battle-proven plan can be implemented.

This approach is not a new one.

In fact, it’s one that was identified as crucial prior to Zika’s outbreak in the region. As Mensua, MounierJack and Coker cited in 2009’s ‘Pandemic influenza preparedness in Latin America: analysis of national strategic plans’: “A number of plans remain developmental in nature and, as elsewhere, more emphasis should be placed on strengthening the operability of plans, and in testing them.”

Governments caught by surprise by Zika were woeful; any government caught in future by surprise would be unacceptable, especially because, nationally and regionally, there remain areas of defence with glaring issues but straightforward solutions.

Chief among these is the variance in reporting standards across the region.

As the World Health Organization noted in July, some nations in Latin America only report lab-confirmed Zika outbreaks whereas others declare probable and suspected cases, making it difficult to obtain a clear picture of each nation’s battle with the virus.

A CARIBBEAN COMMUNITY The first duty of governments is to protect their people. Governments and public authorities must fire on all cylinders to effectively combat the risk of another pandemic. The failure to do so is something voters will have far less patience for than the day-to-day bluster and stonewalling of progress in other areas of policy. It’s here that governments in the region share a national and collective self-interest, especially as it’s relatively easy to make strong inroads in bolstering defences against pandemics.

Action starts with harmonising data sharing; it continues with optimising co-ordinated responses.

It must be pursued overall with a recognition that future pandemics will test and strain societies in ways like never before. That’s why the Caribbean family is not unreasonable in expecting stronger and more effective partnerships between SBW public institutions.

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