Saint Lucia will soon have the ability to settle commercial disputes with the appointment of a judge to rule on commercial matters in a timely manner. High Court Judge -Justice Cadie St. Rose- Albertini was appointed to preside over such matters effective July 1, 2015 for the next three years. The Government of Saint Lucia has identified the establishment of a Commercial Division to its High Court as a high priority reform which will ultimately impact Saint Lucia’s competitive position and its overall development. In the 2013/2014 Budget Address, the Honourable Prime Minister endorsed the Division and partnered with the Compete Caribbean Program for funding support in its implementation.
This ongoing project is coordinated by the National Competitiveness & Productivity Council and the Ministry of Legal Affairs in collaboration with the Eastern Caribbean Supreme Court. Last year, the NCPC with support from Compete Caribbean embarked on the design of the Commercial Division to the High Court based on the experiences of a similar court in the British Virgin Islands which has been internationally recognized as a good model. The design is now complete and the NCPC as well as the Ministry is in the process of taking the necessary steps to establish the Division.
Additionally, the establishment of this mechanism will increase Saint Lucia’s competitiveness in the regional and international market. The World Economic Forum defines competitiveness as
“The set of institutions, policies and factors that determine the level of productivity of a country.”
Therefore, the presence of a set of institutions in a country that support businesses results in increased productivity and competitiveness. Thus, the operations of a Commercial Division can impact the competitiveness of a country through the promotion of business and investment prospects. The Commercial Division may contribute to a healthy investment climate which encourages investment into the country thus leading to economic growth.
This project will mark the start of enhancing the World Bank’s Ease of Doing Business Ranking for Saint Lucia and the overall business climate, through the Enforcing Contract indicator. For a number of years, this has been one of Saint Lucia’s worse performing indicators. That is, in 2015 Saint Lucia ranks 145 out of 189 economies on this indicator. On average, it takes 635 days and 46 procedures to settle a commercial dispute. Saint Lucia’s low ranking on this indicator is mainly due to the long delays in the trial and judgment phase. Frequently, after a case is filed, the parties have to wait over a year for a court date.
In general, the hiring of a Resident Judge to rule on commercial disputes will result in the speedy and efficient resolution of commercial disputes permits the court to be competitive and to support the business sector. In countries where contract enforcement is efficient, businesses are more likely to engage borrowers and customers which will translate to more business activity for firms.
It is expected that the new Division will be formally opened by the end of this year. It is anticipated that the Division will increase the efficiency of the legal system to settle commercial matters including contract enforcement.
The establishment of the Commercial Division cannot be realised without the associated legislative amendments or changes. It is expected that amendments will be made to the Code of Civil Procedure and the Civil Code as well as other pieces of legislation pertinent to the operations of the Commercial Division. Compete Caribbean has provided support for the revision of these pieces of legislation and will also assist in equipping the court.
Carry Out A Productive Job Search
In the interim, ensuring positive results begins with a ‘productive’ job search.
A productive job search must be handled like a full time job, with schedules and varying strategies being adopted. The process may be time consuming and a little stressful, but the end result will be well worth it as the objective is to ensure that the job seeker gets employed.
There are ten basic parts to a successful and productive job search. They include:
- Networking; Maintaining current contacts and making new ones.
- Monitoring of Online Presence; Most companies effect online searches on their prospective employees therefore it is important that your online profile exhibits a positive portrayal of yourself.
- Searching For Jobs; An active effort must be made to constantly check listings and other avenues for employment opportunities and job openings.
- Researching Companies; Be knowledgeable of the companies for which job openings exist. Ensure that you align yourself with the work of the company and its vision.
- Updating Resumes; Your resume must be constantly updated to include new and relevant information.
- Writing Cover Letters; Your resume must be accompanied by an eye-catching, well written cover letter. This document must articulate your potential as the right candidate for the job.
- Applying To Jobs; Unwavering pursuit of employment must be evident in the approach to writing and dispatching job applications – remain actively engaged in this practice.
- Following Up on Applications; Never assume that your application was received. Follow up with a short email or a phone call to confirm receipt.
- Interviewing For Jobs; Be readily available when called upon for job interviews.
- Following Up on Interviews; Always thank the organisation for having made the time to see you and enquire about the next stage of the hiring process.
Alongside the aforementioned, there are other strategies that aid in making the process of looking for a job more productive. For example, a job seeker should:
- Make Plans
Allocate certain days for certain activities and stick to the schedule. For example make Mondays, and Wednesdays the days to follow up with networking contacts and Tuesdays and Thursdays the days to research new companies worth applying to. Fridays could then be reserved for following up on any job applications sent off the previous week.
- Maintain a Spreadsheet of Activities
Information spreadsheets are a vital aid for jobseekers. They help by keeping them up to date and on track of where they are within the whole job seeking process. Included should be all information relating to all jobs applied to. Note down the names of the companies contacted, the date applications were sent off, the individuals contacted and the dates when follow up activities should begin. It is also advisable to have a networking spreadsheet which should contain all relevant information pertaining to all networking carried out.
- Always Rework Resumes and Cover Letters for Specific Jobs
It may not be necessary to rewrite an entire resume and cover letter for every job, but certain keywords, the summary of qualifications, and the letter’s content should be updated for each job. This will take longer than sending out the same standard cover letter and C.V but applications will be much more targeted, making them more effective.
Anyone who has ever been unemployed would agree that when looking for a job, it can be disheartening when applications are continuously sent out with there being little to no positive feedback. However, the key is never to give up! Persistence coupled with a productive action plan will help bring about a productive output. One which will give rise to the right person being hired for the right position, within the right organisation.
Maintaining A Productive Staff Does Not Have To Be Hard Work
That having been said, a conscientious manager is one who is also aware of the fact that employees fall into varying categories, each needing to be managed and held accountable to high standards. When individuals are not held to the same high standards as their colleagues, team morale is destroyed and productivity is weakened.
In his article ‘Getting The Best From Your Staff’, Ian Ferguson, contributor to the Bahamas Tribune lists the categories that employees fall into as being,
- The Highly Motivated and Competent Employee
- The Highly Competent and Discouraged Employee
- The Hard Working and Dedicated, Yet Low Skilled Employee and
- The Low Skilled, Low Productivity Employee.
The Highly Competent and Motivated Employee
These individuals are seen as being the prized jewel within any organisations crown. They give 100% effort, are self-starters and have a lot to offer. They enjoy their work and so they give their all when trying to achieve company objectives.
Even though this category of employee contains highly competent individuals, they should still be given the opportunity to grow through new assignments, expanded roles and positive reinforcement.
The Highly Competent but Discouraged Employee
The highest number of employees fall within this category. These individuals have a lot to offer, but their attitude towards work has become jaded. This has resulted in their resolve being to do the bare minimum.
There are many reasons why an employee might find themselves within this category. From disillusionment to boredom, the cases vary. Regardless of the reason, these employees must be identified and communicated with. Quick action can result in them becoming some of the most valued assets to a company. Strides must be taken by those in charge to re-engage them within meaningful tasks, with their efforts being applauded along the way.
The Hard Working yet Low Skilled Employee
Many leaders make the mistake of confusing hard work, commitment and dedication with efficiency and competence. Some would actually argue that it is so rare to find people with good work ethic these days that once found these employees should simply be rewarded for their efforts. This is not always the best approach. A hard working dedicated employee who is low skilled should be encouraged continuously to improve on their competency. An individual such as this is indeed a credit to any organisation, but imagine how productive a worker they would be within the company if they were fully trained within their role. These employees must be inspired to engage in talent development initiatives and supported along the way. This will bring about a proficient and well-rounded employee.
The Low Skilled, Low Productivity Employee
There will always come a point in time when a business owner or supervisor will find this individual under their directive. It often baffles onlookers as to how these employees have been allowed to continue within their role without reprisal. The fact is that their lack of productivity is noted, yet many in a leadership role believe that it is only fair to give them the chance to improve on their performance. Opportunities given are seldom ever taken however.
Ferguson states’
‘Companies must make the sometimes difficult yet necessary decision to release such employees, once every effort has been made to build capacity and provide training and learning opportunities for them.’
Keeping this type of employee on as part of any working team often leads to a drop in morale amongst other more productive and committed members of staff. It would be wrong to ever let this happen.
Differing personalities make up the staff of any given company or organisation. Each has within them their own level of dedication to the organisation and as such they each deliver a varied level of service. By knowing the staff that work alongside them on a day to day basis, their personalities and their skills, a good manager is able to motivate each individual in the right way. This in turn bringing about a high level of productivity from all in employ.
Are you a planner, prioritizer, visualizer or an arranger
An element that continuously needs to be assessed is that of the company’s staff. The presence of a variable, competent and capable staff can at times make or break an institution. Many a time, it is the way in which staff carry out their day to day tasks and implement innovative ideas that guarantees success. However, not all staff members are the same. Individuals often have their own work style and it is an amicable mix of these work styles that often gives a business its distinct competitive edge.
Within her article ‘Your Team May Have Too Many Prioritizers and Planners’ in the Harvard Business Review, author Carson Tate lists the four types of workers needed in a successful company. They are planners, prioritizers, arrangers and visualizers. Planners and prioritizers can be described as individuals who are analytical, linear and data and detail orientated. They pride themselves on their ability to be undoubtedly organized, precise and committed to honouring deadlines. Whilst arrangers and visualizers are supportive, expressive, and emotionally intelligent big-picture thinkers. They generate ideas and take risks.
In a recent assessment conducted by the Harvard Business Review over 46,000 people were evaluated to identify their personal productivity style. Specific questions were asked to help people to self-analyse and recognise how they think, learn and communicate best. On evaluating the results certain trends were found. Forty-seven percent (47%) of participants were recognised as Prioritizers, whilst thirty-seven percent (37%) illustrated the traits of Planners. These work styles align with the expectations and key drivers of performance in many of today’s leaner, more streamlined organisations, therefore they are a necessity. Easily recognisable for their abilities, prioritizers and planners are usually the most likely to get promoted.
Only 19% of those assessed turned out to be Arrangers, whilst 18% demonstrated Visualizer tendencies. However, companies need people of all types. Due to this Arrangers and Visualizers also have their importance. Think about it, if companies are unable to connect with their customers offering break through products and services, no amount of prioritizing and planning will ensure the long term viability of the company.
Managers and supervisors as leaders need to know and understand their own work style and those of their employees ensuring a balance of thinking and approaches. Realistically, most organisations probably won’t have a team in which Prioritizers, Planners, Arrangers, and Visualizers are all equally represented. However, new people or outside experts can be brought in to bridge the gaps. In preparation for this it is important to find out what work styles the workers in the workplace presently exhibit. By giving each person a new project to work on, their work style can be determined. On receiving information about the new task each staff member will have questions of their own pertaining to it. The questions asked will give some indication as to what category they fall under.
Faced with a new project, for example, Prioritizers would ask:
- What is the goal?
- What is the deadline?
- What data or facts are necessary?
- What metrics will be used to evaluate success?
Planners would ask:
- How will the project be delivered?
- How will the project be completed? Is a project plan necessary?
- How will information about the project be communicated?
Arrangers would ask:
- Who are the project stakeholders?
- Who else needs to be involved?
- Who can support you in achieving the goals of the project?
Visualizers would ask:
- What are the gaps between where you are today and where you want to be at the end of the project?
- Why does this project matter to the team and the organization?
- What barriers can you foresee that will need to be addressed as you implement this project?
If you’re leading a team that is heavily weighted toward one or two work styles, recognize the value in rebalancing it. Work style diversity is the making of a productive team that will focus on all aspects – the big picture and the details, ideas and execution and purpose and profits.
In March 2015, the Government approved a Public-Private Partnership (PPP) Policy framework for Saint Lucia. The Policy which details the criteria for engaging in PPPs will provide an alternative source of funding to the Government in meeting the infrastructure and public sector needs while at the same time ensuring fiscal and debt sustainability.
A Public-Private Partnership (PPP) is defined as a “long term contract between a private party and a Government agency, for providing or managing a public asset and associated services, in which the private party bears significant risk and management responsibility.
PPPs can help increase the availability, quality and resilience of infrastructure and other public assets, and associated services while reducing fiscal commitment and risk involved in providing them. PPPs can help mobilize additional funding and financing sources for infrastructure and public services. In addition to providing value for money, PPPs provide for adequate maintenance funding, innovation and efficiency, focus on services delivery and accountability.
With the approval of the Policy, the Government will now be able to engage in long term contractual relationships with private sector entities which will introduce resources and expertise into the delivery of public assets and services.
Assistance for the Policy was provided by the World Bank and consultations were held with both the private and public sectors in its formulation. This initiative was coordinated by the National Competitiveness and Productivity Council (NCPC) in collaboration with the Department of Finance.
The Policy has several objectives as follows:
- providing value for money – PPPs will be structured to achieve the optimal combinations of benefits and costs to the Government and users;
- fiscal responsibility where the impact of PPP projects is well understood, expected costs are affordable and the level of fiscal risk is acceptable;
- transparency and probity in how PPPs are identified, developed, procured and managed;
- environmental and social sustainable impacts of PPP projects will be carefully assessed and managed appropriately; and
- partnership and inclusiveness where PPPs meet and balance the objects of all interested parties – the government agency and its private sector partner, end users, employees and other stakeholders. It is expected the PPPs will be managed through a spirit of partnership and cooperation to achieve common goals of improved infrastructure.
The PPP Policy sets out the following:
- The definition of PPP and the essential features of PPP contracts;
- The objectives and scope of the PPP programme, in the context of Saint Lucia’s developmental objectives, and the specific objectives of this PPP policy;
- Processes by which PPP projects will be identified, developed, procured and managed – including how the Government will treat unsolicited proposals;
- Institutional responsibilities for the PPP Programme, and for developing, implementing, and approving PPP projects;
- Key commercial principles by which PPP contracts will be structured;
- The right approach to managing the fiscal implications of PPP projects
- Mechanisms for ensuring transparency and accountability in the PPP Programme.
The work of the PPP focal team will be strengthen by technical support through the Caribbean Development Bank.
Competitiveness refers to is the ability of a country to export goods and services, while increasing the incomes of its citizens. Therefore, competitiveness focuses on developing optimum conditions in the country to promote economic growth. In turn, these conditions would be ideal for producing quality exports of goods and services that create economic growth through job creation, increased foreign exchange, the creation of new businesses, increased sales for domestic businesses etc.
A country should focus on its competitiveness in order to survive both in the domestic and international arena. It is critical that policymakers focus on increasing Saint Lucia’s competitiveness as the country has experienced consecutive years of negative growth and high rates of unemployment. It is therefore important to learn important lessons from our neighbours that have attempted to a certain extent to increase their levels of competitiveness. These lessons can be tweaked to suit the local Saint Lucian economy.
The Global Competitiveness Report prepared by World Economic Forum (WEF) annually measures the level of competitiveness of 144 countries by focusing on the pillars which are crucial in achieving national competitiveness. The 2014-2015 WEF Competitiveness Report ranks Barbados (55), Trinidad and Tobago (86) and Jamaica (89) as the top Caribbean countries on the list. These countries continue to implement a number of reforms to increase the competitiveness of their economies. While Saint Lucia is not included in this ranking, we can learn from some of the reforms undertaken by these economies to improve Saint Lucia’s economic standing in the global and regional market.
Barbados has scored fairly well in terms of having a fairly skilled labour force due to a high-quality education system and high enrolment rates in secondary and tertiary education. It also has solid infrastructure and generally well-functioning institutions.
Currently, Barbados is in the process of implementing a Competitiveness Program which seeks to address some of the key areas that have constrained the improvement in the competitiveness profile of Barbados over the years. The program consists of several sub components that are currently being implemented. One of the projects that have made significant progress is the establishment of the Electronic Single Window. This system will allow traders to submit all required documents through a single electronic gateway, instead of submitting the same information numerous times to different government entities.
Although Trinidad has implemented a number of reforms aimed at enhancing its competitiveness. One project that is on-going which can be tweaked to suit Saint Lucia‘s case is a Foresight and Innovation Network. This project involves the development of an online social network to engage and connect champions of innovation, critical thinking, creativity and entrepreneurship in Trinidad. The project seeks to build a new generation of people with the right attitudes and mind set to build a competitive economy. The results of the program so far are as follows:
- Eleven business investment projects have been supported by this project.
- Youth between the ages of 15-18 years have received training in developing their critical thinking skills.
- An Entrepreneurship and Innovation Club was established with over 1,320 members.
- Several networking sessions for entrepreneurs have been organised.
The Government of Jamaica has focused on developing the competitiveness of its people through a number of initiatives aimed at helping students become problem solvers and innovators. Some of the initiatives launched by the education ministry include: Jamaica Tablet Program, Start –up Weekend Jamaica, Digital Jam Apps Competition and Kingstoon Animation Festival. As such, a brainchild developed by two students is the AgroCentral app. This app minimizes produce waste and supports food security.
Local farmers who cultivate top-quality produce often have a hard time selling their entire crop to the market and have to deal with spoilage. To solve this, the app serves as the first ever digital clearing house in Jamaica. It links hotels and restaurants directly with small farmers. Therefore, clients are able to identify and purchase large quantities of produce. The young entrepreneurs plan to launch this app outside of Jamaica.
The Government of Saint Lucia established the National Competitiveness & Productivity Council (NCPC) to advocate and monitor actions that affect Saint Lucia’s competitiveness. One of the first competitiveness projects spearheaded by the NCPC is the establishment of a Commercial Court. The Commercial Court is expected to deliver an expeditious and cost effective mode of resolving disputes that directly affect the commercial and financial sector in Saint Lucia. The NCPC intends to work with agencies both in the public and private domain to advocate on projects that would enhance the country’s competitiveness.
Regular Exercise
In his article ‘Exercise Increases Productivity’ within The Huffington Post, Robert Pozen states,
‘A habit of regular exercise will help keep you mentally sharper throughout your entire life. As you age, your body generates fewer and fewer brain cells (a process called neurogenesis). However, early research in mice suggests that exercise can help prevent this slowdown. In other words, by the time they reach their 50s, 60s, and 70s, people who exercise might have more brain cells than their more sedentary peers — giving them a major advantage in the workplace.’
Over a shorter time-frame, regular exercise has been proven to provide energy to the body throughout the day. Our cells contain components called mitochondria, often referred to as the cell’s “power plant.” Mitochondria in turn produces the chemical that our bodies use as energy, known as ATP. Physical exercise stimulates the development of new mitochondria within our cells, so that our bodies produce more ATP over time. This gives us more energy to exert ourselves physically, but it also means more energy for the brain, boosting mental output.
If you do not regularly exercise don’t panic however as it is not necessary to sweat up a storm to achieve these benefits. In a randomized controlled trial, researchers from the University of Georgia split people into three groups: low-intensity exercise, moderate-intensity exercise, and a control group who did not exercise at all. During the six-week experiment, both “exercise” groups reported growing levels of energy (compared to the control group). Notably, there was no substantial difference in results between the moderate- and low-intensity exercise groups.
This experiment suggests that exercise can make you feel more energized within a few weeks. By contrast, the effect of exercise on your mood is immediate. When we exercise, our body releases several different chemicals within our brain. Collectively these are known as neurotransmitters. Although the mechanisms aren’t fully understood, these neurotransmitters seem to reduce the discomfort of exercise and create the sensation often referred to as “runner’s high.” Yet, despite all of this many people still find it hard to exercise regularly. When this is the case it is often suggested that individuals should organize a group of friends or family members to work out with.
Pozen continues,
‘Fortunately, working out with others is also more fun, as researchers found by studying elite male rowers at Oxford University. The rowers first exercised on a rowing machine in the company of their teammates; the next day, they performed the same workout at the same intensity, but by themselves. After each session, researchers tested the pain tolerance of each of the athletes, finding a higher pain tolerance when the rowers worked out together. The researchers concluded that exercising with others enhances the release of the pain-suppressing (and happiness-inducing) chemicals in your brain.’
Therefore, the evidence is compelling. A modest exercise habit can help keep you sharper into old age, give you more energy to take on the day, and improve your mood, all in all helping to improve your productivity. So stop making excuses, find a group of like-minded peers, and start exercising today!
Saint Lucia Postal Service was recently announced as one of eight countries out of 192 member countries of the Universal Postal Union (UPU) – an intergovernmental organization and the main forum for the cooperation between governments, posts and other stakeholders of the worldwide sector – to receive an award for Express Mail Service (EMS) delivery for 2014.
Each year, countries are recognized by UPU for excellent performance, with 3 levels of performance awards: Gold, Silver and Bronze. To receive such an award member countries must meet the performance standards and prerequisites set by UPU, all aimed at providing customers worldwide with a high quality and competitive express mail service. The performance standards are independently monitored and compiled by Pricewaterhouse Coopers.
On 9 April 2015, Saint Lucia Postal Service was the proud recipient of the much sought after Gold award and is ranked number one out of 192 countries for its performance in the handling and delivery of EMS items for 2014.
Saint Lucia has been awarded in the past, the latest being a silver award for 2013 – the sole award for a Caribbean country that year. However this award is particularly meritorious and gratifying as it is the first ever Gold award received by Saint Lucia Postal Service. Even more remarkable is the fact that Saint Lucia is again the only Caribbean territory to receive an award in 2014 and is also ranked number one in the world for the aforementioned period.
Five other Gold awards were given to the following countries Hungary, Hong Kong China, Azerbaijan and Singapore, Silver to Moldova and Norway, and Bronze to Israel.
Achieving this milestone is commendable as the management and staff work assiduously to sustain the future of the postal service amidst rapid falling letter mail volumes. Efforts are geared at innovation, which include the recently launched online shopping service and the soon to be launched postcode development to assist in a more efficient mail delivery.
Management thanks the staff for their exceptional diligence and illustrious performance, and in addition, congratulates the team on the attainment of this august award.