A recent labor force survey in the U.S. Virgin Islands highlights several strategies to strengthen and expand the territory’s shrinking workforce.

Economic disruptions from the 2017 hurricanes, the closure of the Limetree Bay refinery, and the Covid-19 pandemic have led to a declining population, reducing the available labor pool. Currently, the unemployment rate stands at approximately 3.2 percent.

The survey results, presented to the Committee of Education and Workforce Development by Collin Perciballi, a consultant with labor market analytics firm Lightcast, identified key approaches to address these challenges. Perciballi emphasized the importance of aligning career and technical education with cross-cutting skills, advocating for a workforce trained to be flexible and capable of filling various roles. Additionally, foundational skills, including computer literacy, should be integrated into K-12 and adult education programs.

Addressing the “enrollment decline” in schools, a byproduct of population decrease, is also crucial. Lightcast recommended offering scholarships to Virgin Islander families who have moved away.

High living costs, particularly energy expenses, deter people from returning to the territory. Perciballi noted that reducing these costs could encourage repatriation and expand the workforce pipeline. Energy, healthcare, and education gaps have long been barriers for Virgin Islanders in the diaspora.

Labor Commissioner Gary Molloy described the current job market, where available positions outnumber available workers, as a “job seekers market.” With over 6,000 workers in the public sector, Lightcast’s report suggested transitioning talent to the private sector without layoffs, proposing that for every new government hire, two positions should transition to the private sector.

Lightcast also urged the territory’s leaders to facilitate entrepreneurship by removing processing delays and high fees associated with starting businesses. They recommended a comprehensive regulatory review and overhaul.

The consultants advocated for establishing a remote work culture, suggesting policies to make the Virgin Islands a remote-friendly destination. This could attract talent to the territory.

Additionally, workforce development should target forward-looking sectors such as the blue and green economy and tourism. Training in solar energy maintenance and agro-processing can support these industries. Financial services, particularly on St. John, also hold promise.

With an aging population, there will be an increased demand for retirement and healthcare services. Lightcast suggested long-term care initiatives and training nurses to support the University of the Virgin Islands’ nursing faculty shortage.

Contracted by the Virgin Islands Workforce Development Board, Lightcast’s study aims to meet U.S. Department of Labor requirements to evaluate the territory’s labor market. Board Chair Michael Carty emphasized that the territory is at a pivotal moment and that comprehensive workforce development strategies are essential for sustainable growth.

Actionable solutions, he noted, will bridge gaps, attract talent, and bolster sector resilience.

The Humane Society of St. Thomas (HSST) is navigating through tough economic waters by making difficult, yet necessary adjustments to its workforce. This strategic move comes after a detailed financial analysis revealed that the shelter must reduce its workforce to continue its mission.

Randolph Knight, the President of HSST, shared that this decision was not made lightly. A comprehensive review of the shelter’s finances made it clear that to sustain the care for the increasing number of animals and offset a downturn in donations, staffing changes were inevitable.

The society, a cornerstone in the St. Thomas community for animal welfare, has faced challenges like many non-profits, balancing the care of more animals with fewer resources. The decision to reduce staff is aimed at maintaining the shelter’s operations and ensuring the animals receive the care they need.

Knight expressed deep regret for the impact of these layoffs on the dedicated employees and their families, acknowledging their commitment and contributions. He reassured that those affected would be supported through this transition, including receiving information about COBRA for health insurance continuation.

Despite these changes, Knight remains optimistic about the future of HSST. The organization is actively seeking new funding sources and is committed to its mission of caring for animals in need. He highlighted the resilience of the remaining team members and volunteers, whose dedication ensures the shelter’s activities will go on.

Knight also encouraged open dialogue, offering contact details for those with questions or concerns about the staffing adjustments.

As a 501(c)(3) non-profit, the Humane Society of St. Thomas continues to be a vital part of the community, demonstrating unwavering dedication to animal welfare even in the face of economic adversity.

The Virgin Islands Water and Power Authority (WAPA) is facing critical scrutiny for its handling of key projects aimed at modernizing the territory’s energy infrastructure. During a recent Public Services Commission meeting, significant concerns were raised about the protracted delays in completing essential studies for solar and wind energy projects, as well as the problematic performance of the advanced metering infrastructure (AMI) system.

Commissioner David Hughes highlighted the inefficiency with which WAPA has approached the integration of renewable energy sources into the grid. Despite engaging consultants for six years, the completion of a crucial interconnection study has been delayed for over a year. Hughes pointed out the financial impact of these delays, costing ratepayers around $3 million every month, underscoring the urgency for WAPA to prioritize renewable energy integration to alleviate costs for customers.

WAPA Executive Director Andrew Smith committed to concluding the study for the solar site at Petronella by late February but did not provide timelines for other projects. This lack of coordination and progress drew criticism from Commissioner Raymond Williams, who emphasized the high costs borne by ratepayers due to inefficient generation and the slow pace of transitioning to a renewable energy portfolio.

Furthermore, discussions surfaced regarding a lease necessary for a wind power project, revealing a staggering $9 million wasted during the wait, as highlighted by Hughes. WAPA’s legal team is actively finalizing the lease, aiming to expedite the process.

The AMI system, intended to enhance billing accuracy and grid reliability, has unfortunately not lived up to expectations, with over 60% of meters failing to meet industry standards. Factors such as hurricane damage and the challenging climate of the Virgin Islands have been cited for the reduced lifespan of these meters, leading to costly replacements. The Commissioners expressed frustration over the lack of tangible benefits to customers from this multi-million dollar investment and questioned WAPA’s maintenance capabilities.

In response, Smith suggested transitioning to an “AMI as a service” model to offload the responsibility of meter maintenance and replacement to the service provider, acknowledging WAPA’s current limitations in managing the system’s upkeep.

The Public Services Commission is now contemplating an investigation and the establishment of performance standards to ensure WAPA addresses these issues promptly, emphasizing the importance of reliable and cost-effective energy solutions for the territory’s ratepayers.