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Richard Frederick’s abrupt vacation makes next steps easier

 Highlights

    • No ministerial duty or authority
    • No attendance at cabinet meetings and executive decisions of state
    • SSDF to undertake audit
    • Are the next steps: Resignation? Or You’re fired?
    • Will there be a backbencher in parliament with no government office, cabinet position, or opposition leadership role?
    • What will a parliament transformation feel like: 15 – 1 – 1?

By Special contributor 

CASTRIES, St Lucia – The Office of the Prime Minister (OPM) made a procedural declaration that resonates more profoundly, as a special announcement on July 24, to which Richard Frederick, Minister for Housing, Local Government and Urban Renewal, “has proceeded on annual vacation leave until 27 August 2026.”

Of particular importance is the phrase –has proceeded” – but not declared – presumable from July 13 to August 27, 2026.

Routine matters of administration call for structure and open disclosure of timelines, schedules and sequence of events. Thus, what transpired since July 2, 2026 and what happens on or before August 28, 2026, that led to an abrupt vacation is of national concern.

The significance

    • Are the next steps: Resignation? Or You’re fired?
    • Will there be a backbencher in parliament – (no government office, cabinet position, or opposition leadership role).

On July 2, 2026, the government of Saint Lucia was notified that Richard Frederick, “had been detained for questioning as part of an ongoing matter and subsequently released. As this remains an active process, we will not comment on issues that may prejudice or interfere with any lawful process.”

    • Detained is to temporarily hold a person in police custody (not free to leave) while officers investigate “reasonable suspicion.”

As of publication on July 27, the Royal Saint Lucia Police Force (RSLPF) has not stated reasonable facts of law permissible to the general public. Nor has there been basic communication or clarification; why minister Frederick was detained for questioning and released.

    • That’s unusual in many aspects, suggestive of external factors that foreign agencies have and/or intervene. Probable cause resulting from an investigation per being detained – can reflect the causality of an arrest.

On the evening of July 2, upon release by police, minister Frederick confirmed, via his television talk show, Can I Help You, that law enforcement visited his premises in the early morning hours, and he was taken to a police facility for questioning and later released. However, his cellphone was not returned. More interesting: what about the claim of FILES BIG SO? [No update has been forthcoming.]

Meanwhile, the display of St Lucia Social Development Fund (SSDF) cheques on social media alongside comments and commentary has been explosive. Multiple accusations have been wild and furious. The display of presumptive body parts and perceived acts of creation are egregious. The voice notes tell a story of “profound sadness and exploitation”, even in the era of Artificial Intelligence (AI) – currently referenced in the Saint Lucian vernacular as “Actual Intelligence.”

The commonality of an SSDF exhibition depicts SSDF cheques, signatures, and personnel that extends beyond – he say – she say (circumstantial) – but rather illustrates an apparent point of physical, direct information, object of human ecology and science.

In the outplay of the SSDF scenario, the cabinet of ministers are entangled by virtue of collective responsibility and cabinet solidarity.

The difficulty lies when ministers must maintain high ethical standards and avoiding conflicts of interest between their private affairs and public duties. Thus, the current interpretation, where it is characterised as a “plot” – hitherto –  in the hustler economy and the politics of dependency, resonates with the term and cultural acceptance – “PASS IT” and “FOR A CUT.” 

With the support of benefactors, SSDF provides services that will facilitate the highest social and economical well being of disadvantaged citizens and marginalised communities, through beneficiary involvement, the efficient use of resources, fostering social integration, towards social cohesion and national prosperity.”

    • A Saint Lucian society where socio-economic vulnerability and imbalances in communities and families are reduced. ~ SSDF.

Conversely, the issuance of cheques that align with support services, including – education assistance, housing assistance, our boys matter and Koudmein Ste Lucie –  “allow families access to essential services and opportunities to get out of poverty.”

  • There is nothing outwardly wrong with SSDF cheques issued within policy and public accounting management guidelines.

The issue arises should the parameters of accountability, procedural and representation be breached, and therein, meet the definition of “serious misconduct and breach of duty.”

Amid the depictions and acquisitions, it is the duty of good governance to warrant an immediate audit and review of personnel at the SSDF, including the board of directors.

    • On a point of enlightenment, per Caribbean News Global (CNG) inquiries, the government is proceeding to action a full audit of the SSDF and to get a complete understanding of what transpired.

The fault lines nevertheless speak to the deficiency of SSDF to communicate a statement of fact that reinforces its vision and mission in the provision of support services to the people of Saint Lucia.

It is juvenile for a government institution to hide behind the presumption of an “investigation.” In law, business and government, good faith matters! Meanwhile, the image and reputation of the government institution SSDF is trashed globally, and benefactors are taking note.

Something is procedurally erroneous! Heads should roll!

Ministers of government are expected to hold the highest standards in public life, summed up as accountability, transparency, fairness, independence, responsibility, and ethics. Additionally, as subscribed (Section 66, Constitution of St Lucia), the oath of allegiance, office and secrecy.

Professionals, lawyers, accountants, CEO’s, the clergy, entrepreneurs, business executives, etc., answer for every action, mistake, or policy choice made.

Ethics in politics and business focus on core values of integrity, accountability, and transparency. It shapes how leaders behave and use their power.

Principles form the foundational guidelines of best practices, like the United Nations ESCAP guidelines on participation, rule of law, transparency, responsiveness, and accountability.

  • In keeping with these rules of engagement, honourable, respectable and responsible politicians and business executives own up and answer to the minimum of discretion and suspicion, offering their resignation.

It is the proper display of respect and courtesy to political leadership, business and institutions. In politics, this is paramount, in particular when much privilege of preference is awarded against the advice of the knowledgeable.

It takes honour among men with moral courage and mental stewardship to distinguish and accept the reality of Karma! And that the point of atonement appears at hand!

Frederick’s abrupt vacation amid unresolved allegations awaits the RSLPF pronouncements, based on the preponderance of evidentiary particulars of law – nothing else! Notwithstanding, no charges have been knowingly filed, and no official statement has been made. Neither have the optics (that are hard to ignore) been refuted. The jury is still out! Meanwhile, the reputation of government and governance hangs on the scale of justice.

In a statement on July 3, the OPM said:

“The government reaffirms its respect for the independence of the RSLPF and the rule of law. We remain committed to ensuring that all lawful processes proceed without interference and in accordance with the Constitution and the Laws of Saint Lucia.” And that, “The government remains committed to transparency, accountability, and keeping the public appropriately informed as official information becomes available.”

In Frederick’s case of “unresolved matters with the RSLPF and external agencies, as alleged,” Prime Minister Philip J Pierre has the restraint to be counselled by the strict conformity of the laws and the Constitution of Saint Lucia, including Chapter IV, The Executive, and due process, as explained to CNG.

The OPM press release on July 24 announced the “temporary assignment” of responsibility for the portfolios of housing and urban renewal to Shawn Edward and local government to Stephenson King.

    • CNG inquiries confirmed that Frederick has not been a participant in or attended cabinet following July 2, 2026, since “… detained for questioning as part of an ongoing matter and subsequently released.”

In the execution of normal procedures, attention to detail is paramount. Language, precedent, and, in this case, the executive authority of Prime Minister Pierre, vested in the Constitution of Saint Lucia, is sovereign.

At present, examination of consequential temporary acting ministerial appointments “has proceeded on annual vacation leave until 27 August 2026” and “ … will act as minister for housing and urban renewal and local government from July 13 to August 27, 2026.”

The next phase

The action of an SSDF audit and personnel review is relevant to good governance – public accountability, financial and managerial processes leading to enhanced public management practice.

The reorganisation and deployment of urban renewal and local government is instructive and should be scaled. Transition arrangements should consider the future structure of service delivery – currently underperforming.

Despite several previous opportunities, housing development is dismal. Reforming the existing housing arrangement and development must be centred and transparent in the public interest.

    • Will there be a backbencher in parliament with no government office, cabinet position, or opposition leadership role?
    • What will a parliament transformation feel like: 15 – 1 – 1?

The die is cast! A “pound of flesh” is sizzling! No word on the preferred juiciness levels of well done, medium or rare! The sound of Donald Trump can be picked up, but preferably shunned – You’re Fired!

CARICOM tax administrators meet in July: Guyana finance minister, CARICOM secretary-general to speak at opening session

By Caribbean News Global

GEORGETOWN, Guyana – Tax administrators and revenue management experts will gather in Georgetown, Guyana, later this month for the 27th General Assembly and Technical Conference of the Caribbean Organisation of Tax Administrators (COTA).

Senior minister within the office of the president of Guyana with responsibility for finance, Dr Ashni Singh, will be the featured speaker.

Caribbean Community (CARICOM) secretary-general, Dr. Carla Barnett will deliver remarks at the opening session at the AC Hotel by Marriott, Guyana, where tax administrators and revenue management experts in CARICOM will gather for five -days of deliberations.

The event will bring together representatives of CARICOM member administrations as well as regional and international partners to examine the future of tax administration in an increasingly digital and data-driven world.

The General Assembly and Technical Conference will be hosted collaboratively by the CARICOM Secretariat and the Guyana Revenue Authority. The theme is ‘Future-Ready CARICOM Tax Administration – Smart, Data-Driven and AI-Enabled for Sustainable Revenue’. GRA Commissioner General, Godfrey Statia, will deliver the keynote address at the beginning of the technical sessions immediately after the opening.

The Guyana Revenue Authority (GRA), one of the 24 member administrations of COTA, will host the General Assembly and Technical Conference from 27-31 July which will be held under the theme ‘Future-Ready CARICOM Tax Administration – Smart, Data-Driven and AI-Enabled for Sustainable Revenue.’

A high-level regional meeting on tax and development, will be held in collaboration with the Organisation of Economic Cooperation and Development (OECD) and other regional and international partners in the taxation arena, will also be held during the week.

Matters for discussion at the Technical Conference include how technology, advanced analytics and artificial intelligence can strengthen tax administration, improve compliance, enhance taxpayer services, and support efficient and sustainable revenue mobilisation across the Community.

That meeting will provide a strategic forum for dialogue on opportunities and challenges confronting CARICOM economies and their tax systems in an evolving global tax landscape.

Participants will explore topics including how technology, advanced analytics and artificial intelligence can strengthen tax administration, improve compliance, enhance taxpayer services, and support efficient and sustainable revenue mobilisation across the Community.

The staging of the COTA 27th General Assembly and Technical Conference, reinforces a shared commitment to build resilient, efficient and future-ready tax administrations that can support sustainable development throughout the Caribbean Community.

Caribbean Organisation of Tax Administrators (COTA)

COTA was established in 1971 at a meeting of the heads of regional tax administration convened in Saint Lucia when its Constitution was ratified. The Constitution was subsequently approved in October 1972 by the standing committee of ministers of finance in Trinidad and Tobago. The year 2002, therefore, marks the thirty-second anniversary of the establishment of COTA.

The COTA Newsletter Issue No. 1 commenced in 1985; the COTA Newsletter was introduced to replace the COTA Quarterly Journal.

Resolution passed in The General Assembly and approved by ministers of finance 1983, the Constitution was amended to provide for Assemblies to be convened biennially and to increase the membership of the Executive Council from a President and three members to a president and four members.

Why is the IEA questioning the reliability of Gulf producers?

By HE Haitham Al Ghais

In an interview with the newspaper, The National, on 8 July 2026, when talking about the Strait of Hormuz situation, Dr Fatih Birol, the executive director of the International Energy Agency (IEA), said that Gulf oil exporters “need to regain their reputation as reliable exporters.”

This description of producers amounts to a value judgement. Gulf producers, according to Dr Birol, are no longer trustworthy suppliers of oil. It is a statement that makes for an easy headline, but one that has several flaws.

OPEC does not dismiss the challenges related to a full reopening of the Strait. That said, others should not dismiss historical context and evidence with rhetoric and sweeping statements. This perspective matters.

For decades, the Strait of Hormuz has been a vital waterway for global trade and OPEC Gulf producers have been reliable suppliers of oil and petroleum products to consumers. They have supplied crude oil and refined products through multiple global and regional crises, including during some of the most turbulent events in the twentieth and twenty-first centuries.

This can also be viewed in the region’s producers investing heavily in upstream capacity, refineries, export terminals, pipelines and storage solutions to ensure that crude oil reaches global markets reliably. Regional producers have held spare capacity too, at a cost to themselves, which has been leveraged at times of past crisis. This has proven particularly beneficial to consumers.

Their reliability is also reflected in trade patterns that made the Strait of Hormuz so important. To suggest that their record has been fundamentally undermined by one crisis, which is still ongoing, is to pass judgement on long-term performance based on short-term turmoil.

Indeed, many of these producers have been at the forefront of actively seeking solutions that aim to reinforce security of supply. The totality of a country’s performance as a reliable supplier, backed by hard evidence and decades of data, should be the basis of any judgements.

For example, Europe status as an industrial powerhouse cannot be judged solely by the destruction of its manufacturing base in World War Two.

It is also important to accurately depict the nature of the disruption. The current crisis arose from military conflict and its impact on a maritime transit route. It is a systems-level vulnerability, not evidence that producers have failed to honour contracts.

A sound energy-security assessment would centre on the security arrangements around this vital sea route, rather than singling out producers to “repair their reputation.”

International and intergovernmental organisations should be a bridge between producers and consumers, providing shared reference points and analysis. This bridging role is hard to reconcile with public moralising about ‘trust’ in media interviews.

Dr Birol’s trust narrative is also almost entirely framed from the perspective of consumers, despite the fact that robust analysis requires a holistic view. While buyers’ concerns are real, producers have a vital interest in stability too.

Casting doubt on the reliability of producers only a few months into a crisis caused by a temporary closure of a waterway is not beneficial to anyone. It can also potentially have real-world consequences, particularly if it impacts investments.

The Strait remains important, and no-one should question the reliability of Gulf producers. In fact, the IEA should view them as active partners in seeking a secure resolution, not parties who need to ‘repair trust.’

DHS – S&T announces new Genesis Mission Challenges to safeguard America’s future

WASHINGTON, USA – The Department of Homeland Security (DHS) Science & Technology Directorate (S&T) announced a bold set of new national challenges – part of the Genesis Mission – aimed at strengthening the United States’ security, resilience, and global leadership in critical technology domains. These challenges focus on advancing software assurance for national security and driving innovation in biotechnology, including early detection of biological threats.

Software understanding for National Security

DHS S&T is joining a national initiative to address the risks posed by widespread reliance on third-party and legacy software in critical infrastructure and mission systems. This challenge seeks to develop advanced AI-driven tools that can autonomously analyse, verify, and assure the safety and security of software-controlled systems. By leveraging agentic AI and formal methods, DHS aims to revolutionise software supply chain assurance and reduce mission risk across the nation’s most vital assets.

Early detection and attribution of biological threats

DHS S&T is also collaborating across federal agencies to deploy AI-enabled platforms to rapidly detect, characterise, and attribute emerging biological threats, safeguarding public health and the bioeconomy. These capabilities will shrink detection and response timelines, deter adversaries, and protect Americans from misuse of biotechnology.

This initiative leverages the United States’ unparalleled biological data resources, national laboratory infrastructure, and cross-agency expertise to drive innovation and secure America’s technological future.

“America’s security and prosperity depend on our ability to understand and control the technologies that underpin our critical infrastructure and bioeconomy,” said DHS under secretary for science and technology Pedro Allende. “By launching these new challenges, DHS is taking decisive action to ensure our nation remains resilient against evolving threats and continues to lead in scientific innovation. Our investments in software assurance and biotechnology will provide lasting advantages for national security, public safety, and economic competitiveness.”

Why Barbados built an instant payment system, and why the central bank had to do it

By Kevin Greenidge – Governor, Central Bank of Barbados

On June 12, 2026, the central bank switched off the payment system this country had run on for a generation, and switched on another. That was a deliberate choice, and it is worth explaining why we made it.

What we turned off

What BiMPay replaced was the previous ACH and RTP rails. The ACH was a batch system: payments were gathered up, sent in files at fixed times, and settled over the following days. If you missed the cut-off on a Friday, your money moved on Monday, or Tuesday. A supplier waited. A worker waited. A small contractor who had done the work and issued the invoice financed the gap out of their own pocket, or borrowed to cover it.

We had grown used to this. We should not have been. Waiting three days for money that has already left one account and not yet reached another is not a law of nature. It is a design choice, and it was made when the technology to do better did not exist.

It costs real money too. Delay is why so much of this economy still runs on cash and cheques, and cash is expensive to move, count, guard and insure. Those costs do not disappear. They are recovered from customers.

What we turned on

BiMPay moves money between accounts at any of the nine participating institutions in seconds, at any hour, on any day. The Scheme Rulebook fixes a time limit, measured in seconds, on every stage of a transfer: the interval within which the system must receive the instruction, the interval within which the receiving institution must verify and respond, and the interval within which each institution must credit or debit its customer’s account. Those are not aspirations. They are obligations on every participant, and the bank measures performance against them.

Six banks and three credit unions are on the same rail, on the same terms. That last point matters more than it may appear. A credit union member in this country now sends and receives money on precisely the same infrastructure, at the same speed, as the customer of the largest bank. We did not build a system for the banks and invite the credit unions to observe.

Why this could not be left to the market

Why should a central bank build this? Why not leave it to competition among institutions?

Because a payment system is not a product. It is a network, and networks have an economics of their own. A payment rail is worth almost nothing unless everyone is on it, which means no single institution can build one and no group of them will build one alone. Each would be investing to make it easier for its own customers to be paid by, and to move to, its competitors. Every institution has a rational reason to wait for someone else to go first, and so nobody goes.

The market here compounds the problem. Fewer than 300,000 people cannot support nine competing payment infrastructures, and several of our largest institutions answer to parent companies whose investment priorities are set in other countries and weighed against other markets. Waiting for that alignment to occur spontaneously was not a strategy. It was a hope.

There is also a matter that only a central bank can settle. Final settlement between institutions happens in central bank money, on the Central Bank’s books. That is what makes a payment irrevocable rather than a promise between two commercial parties. A shared national rail requires an operator that every participant must trust and that no participant can capture. In every economy that has built one, that operator has been the central bank or an entity it stands behind.

So the choice was not between the bank acting and the market acting. It was between the bank acting and nothing happening.

  • A duty placed on the bank by parliament

None of this was left to the Bank’s discretion. Parliament decided it. Section 3 of the National Payment System Act, 2021-1 sets out the purpose of the Act: to provide a payment system that is safe, efficient, resilient and competitive, through the management of risks, the maintenance of financial stability and the protection of the interests of consumers. Section 4(1) charges the Bank with the oversight, regulation, monitoring, and safe and effective operation of the National Payment System, and with the reduction of inefficiencies and potential risks within it. Section 52(1) of the Central Bank of Barbados Act, 2020-30 provides that the Bank shall have sole authority for the supervision, operation and administration of the National Payment System.

Read together, those provisions do more than permit the Bank to act. They require the bank to modernise the national payment system, to protect consumers, to ensure that the system runs efficiently, and, where it is necessary, to operate a system itself. It is a solemn responsibility that we do not take lightly nor resile from.

  • The lesson of 2015

There is a more specific reason, and it comes from our own recent history. In April 2015 the central bank stopped setting the minimum rate that commercial banks had to pay on savings deposits. The reasoning was orthodox: let competition, rather than an administered floor, determine what a deposit is worth. Interest paid on savings deposits fell from $99.2 million in 2014 to $2.9 million last year. The aggregate outcome was a sharp movement towards very low deposit rates, with little evidence that competition produced materially better returns for depositors. Deposits grew anyway, because Barbadians had nowhere else to put their money.

The same failure appeared on the lending side. The institutions had argued that the deposit floor was a fixed cost built into what they charged borrowers, yet in the four years after it was removed the cost of deposits fell by 82 basis points while the implied yield on lending rose by 26. Rates on loans did eventually come down, but four to five years later, and the spread between the two remains wider today than before deregulation.

That is the lesson we as regulators carry into this work. Removing a restriction does not create a market. Competition requires that a customer can see what they are being charged, compare it against the alternative, and act on the comparison without losing their salary deposit, their direct debits and their payment history in the process. Where moving is difficult, price competition does not emerge, whatever the rulebook permits.

An instant payment system is the infrastructure that makes moving possible. That is the sense in which BiMPay is not primarily a technology project. It is competition policy delivered through plumbing.

What it took, and what it cost

We certified every institution before go-live, issued directives requiring the necessary standards of readiness, and held institutions to remediation where functionality was incomplete. Some of that work continues under close supervision, and the bank publishes what it can as it goes. A cutover of this kind, with no legacy system to fall back on, concentrates the mind of everyone involved, which was precisely the intention.

The alternative, a phased migration running two systems in parallel, sounds prudent and is not. It doubles cost, halves urgency and gives every participant a reason to keep one foot in the past. We had seen enough programmes in this region drift for years in that posture.

What has to happen next

Building the rail was the easier half. Every participant must file its BiMPay fee schedule with the Central Bank by 31 July 2026. No institution may charge a cent on the new system until the Bank has given its non-objection and customers have been given notice of what they will pay. The bank will assess those schedules against the cost of providing the service. Cheaper infrastructure that arrives at the customer as the same charge under a new name would be a failure, and I have said so to the institutions directly.

Beyond price, the work is to make switching real: comparable published fee schedules, straightforward account portability, and no penalty for a customer who decides another institution serves them better. A rail that moves money in ten seconds is of limited use to someone who needs three weeks and a stack of forms to move their banking relationship.

Why it matters

A payment system is public infrastructure in the same sense as a road or a port. It determines whether a small business survives the gap between doing the work and being paid for it. It determines whether a worker paid on Friday can meet an obligation on Friday. It determines how much of the national income is consumed simply by moving money from one place to another.

For a generation we accepted that this cost was fixed, and that the pace of payment was whatever the system happened to allow. It was not fixed. It required someone to decide that the country would build something better and to accept responsibility for the disruption of doing so.

That is why the central bank took action

BiMPay is Barbados’ national instant payment system, launched on 12 June 2026 with nine participating institutions. Deposit and interest figures are drawn from the aggregate returns of the commercial banking sector to the Central Bank of Barbados.

Flagship Funds: Investment platforms for scaling infrastructure

 – These vehicles channel institutional savings into PPP projects through long-term financing in local currency. In addition to mobilising resources, they help standardise risks, strengthen governance, and build a more robust financial ecosystem for infrastructure development in the region.

CARACAS, Venezuela – CAF-AM’s flagship funds are long-term closed-end investment funds that channel institutional capital into public infrastructure projects developed under PPP schemes. Through project finance strategies backed by stable and predictable cash flows—often associated with availability payment mechanisms—these vehicles offer financing in local currency, with terms aligned with the useful life of the assets and on terms that are competitive with traditional financing alternatives.

Their objective is to bridge a structural gap present in many markets across the region: the difficulty of accessing long-term financing in local currency for the development of infrastructure projects. This need has begun to be explicitly recognised in various Latin American countries, where fiscal constraints and the limitations of traditional private financing have driven the search for new infrastructure structuring models that view the private sector as a source of financing and, in turn, require specialised instruments.

One of the greatest challenges associated with infrastructure projects often relates to how to transform initiatives into assets and how to enable them to attract institutional capital on a sustained basis. This is where flagship funds come into play.

Unlike other financing structures, these vehicles are designed to operate at scale. Their purpose is not merely to finance specific projects, but to build investment platforms capable of channeling resources toward multiple assets based on consistent criteria for risk, governance, and performance.

This characteristic is particularly relevant in Latin America. The region continues to face significant infrastructure gaps and, at the same time, holds substantial volumes of institutional savings managed by pension funds, insurance companies, and other long-term investors. However, the connection between these two worlds remains limited. Projects often lack the scale, standardisation, or financial structure necessary to meet the requirements of these investors.

CAF-AM’s flagship funds seek to bridge this gap through an investment strategy and professional management that result in appropriate asset aggregation, efficient risk diversification, and robust standardised governance frameworks. This helps lower barriers to entry for institutional investors and generate performance track records that facilitate new capital allocations.

Their contribution, however, goes beyond financing. By demonstrating that it is possible to channel institutional savings into infrastructure under competitive terms, these vehicles help expand the sources of financing available to the sector and build capabilities that can be replicated by other actors.

From this perspective, the value of a flagship fund is not measured solely by the resources it mobilises or the projects it finances. It is also reflected in its ability to strengthen the financial ecosystem that enables long-term infrastructure development.

Is the ‘lump of labor fallacy’ actually a fallacy in developing economies

By Fiona Stewart

There is a persistent and intuitively appealing idea that haunts labor market policy debates in developing economies: that jobs are a fixed pie, and if an older worker keeps a slice, a young person goes hungry. In countries where youth unemployment is stubbornly, painfully high – think Morocco at over 35 percent for those aged 15-24, or Brazil’s substantial informal workforce – it can feel almost morally obvious that older workers should step aside and make room.

Economists have a name for this idea: the “lump of labor fallacy.” However, in emerging markets, with their segmented labor forces, thin pension coverage, and vast informal sectors, does the theory actually hold?

The answer, drawn from data across Brazil, Morocco, and a global sweep of low- and middle-income countries, is: yes, it is still a fallacy. But understanding why matters enormously. Getting the reasons right is the difference between labor market policy that works across generations and well-intentioned reform that misses the mark.

The seductive logic of the fixed pie

The lump of labor fallacy rests on a simple, static view of the economy: there are only so many jobs to go around, so any group that occupies more of them leaves less for everyone else. By this logic, raising the retirement age as Morocco did in 2016 (from 60 to 63 for civil servants) and Brazil did in 2019 (introducing a minimum retirement age of 65 for men and 62 for women) would be expected to impact youth employment. It did not.

Brazil’s natural experiment is particularly striking. Tracking over 5.3 million observations from a decade of labor market data, researchers tracked what happened to youth employment (ages 18-29) as the share of workers aged 55 and older rose from 23.1 percent to 24.4 percent and among those aged 55-59, from 64.8 percent to 71.3 percent. The effect on youth employment? Statistically indistinguishable from zero. In rural areas, the effect was mildly positive, suggesting that when older workers remain economically active, they generate demand that can benefit younger workers too. Labor markets are not zero-sum.

Morocco tells a similarly instructive story. After the 2016 pension reform kept civil servants working longer, youth unemployment trends remained decoupled from the rising retirement age. When youth unemployment did spike in 2020 and 2021, the causes were COVID-19 and severe drought, and not a 63-year-old teacher staying in post a few extra years.

Why the fallacy still fails, Even where it feels real

If the lump of labor is a fallacy, why does it feel so real in places like Morocco, where nearly 80 percent of the workforce operates informally and only 23.4 percent of workers have any pension coverage at all?

The answer lies in the structure of the labor market. In developing economies, older and younger workers are not, by and large, competing for the same jobs. They inhabit different economic worlds.

Older workers in Morocco are concentrated in informal agriculture and small-scale self-employment. These are sectors that require the accumulated financial and social capital that comes with age. Young, educated Moroccans, meanwhile, are queuing for formal private-sector service jobs in cities. These are jobs that do not exist in sufficient numbers, regardless of the work pattern of older workers. The frustration is real and the unemployment is real, but this is a supply and demand mismatch, not an intergenerational battle.

The cross-country data confirms it. In Japan, older workers shift into lower-wage roles after 60, creating a segment that barely overlaps with where younger workers are trying to enter. In Europe and Central Asia, older worker participation rose from below 50 percent in 2010 to around 65 percent by 2024, the strongest upward trend globally, without crowding out youth.

The picture that emerges from the data is consistent: countries with higher older-worker participation tend, if anything, to have higher youth participation too. Iceland exemplifies the high-high equilibrium; Türkiye the low-low. Employment, when the economy is expanding, lifts multiple boats.

Where policy should focus

None of this means that our labor markets are working smoothly for everyone. Youth unemployment in emerging markets is a genuine crisis with real human costs. But the evidence points firmly away from older workers as the culprit and toward structural failures in job creation, education, and the design of social protection systems.

In Morocco, weak formal private-sector development and a mismatch between educational outcomes and employer needs are the core problems. In Brazil, the design of social protection, including the complementary role of Bolsa Família in allowing young people to invest in skills rather than rush into low-quality informal work, matters as much as pension reform itself. In both countries gender-based exclusions and regional disparities compound the problem in ways that early retirement schemes would do nothing to address.

The policy implication is clear, if not always politically easy: the answer to youth unemployment is expansion, not redistribution. Governments need to grow the size of the jobs pie, not focus over how to divide it. That means investing in formal private-sector job creation, designing apprenticeships and vocational pathways that match where labor demand actually is, and building pension systems that are generous enough that older workers can retire with dignity, rather than working out of necessity and being blamed.

For older workers themselves, the right tools are flexible retirement ages, phased retirement options, and lifelong learning programs that allow skills to stay relevant. These are not gifts to one generation at the expense of another. They are investments in the productivity of an entire economy across its full working life.

The ladder must hold

Research like this raises as many questions as it answers. At a firm level, do the aggregate findings hold, or are there sectors where older workers staying on does constrain hiring? How will AI impact intergenerational employment trends, especially given emerging evidence that it indeed has most impact on younger workers?

These are the right questions to keep asking. World Bank President Ajay Banga often talks about getting your hands on the bottom rung of the ladder so you can climb. Labor market policy needs to also ensure the ladder doesn’t get pulled away halfway up — that healthcare, pensions, and job markets continue to work for people as they move through life. That is not a promise that any one reform can deliver. But it is the standard every reform should be measured against.

‘I consider it a miracle’: Pregnant woman pulled from post-quake rubble in Venezuela

 CARACAS, Venezuela – When a 12-story apartment building pancaked in La Guaira, Venezuela, following two powerful earthquakes late last month, panic ensued to save people injured or trapped under the rubble.

“I saw the building collapse, floor by floor. You could hear people screaming and calling for help,” said Roberto Rodríguez, 24, who survived two catastrophic earthquakes of magnitudes 7.2 and 7.5 that struck the central-northern region of Venezuela on 24 June.

Having just returned home, he had yet to reach his apartment.

“Bricks and pieces of debris started falling on me. I took off running, saw other people and shouted, ‘run, run!’ At that very moment, the entire building came crashing down,” he said.

Pinned down in the rubble

“My partner was trapped under the rubble,” Rodríguez said. “She was pinned down from her feet downward, and the neighbours immediately began helping to get her out. It took us about two hours to free her.”

Although Dayra Morales, 20, was found and treated for her injuries, both Rodríguez’s father and young sister died in the disaster.

Almost 5,000 people have been killed and over 16,000 injured, while thousands still remain unaccounted for and an estimated 18,000 people have lost their homes, with temporary shelters set up for those displaced.

Hope amid turmoil

Rodríguez and Morales are currently staying at one set up at the José María Vargas sports complex along with over 1,000 other displaced people.

Having received medical care and health and sanitary supplies from the UN’s sexual and reproductive health agency, UNFPA, Morales also got a welcome surprise.

“While we were here, on 2 July, my father’s birthday, we found out through my partner’s medical examinations that she is pregnant,” said Rodríguez.

“Nothing happened to the baby, even after she fell from the sixth floor of a 12-story building and was trapped from the waist down under so much rubble. I consider it a true miracle.”

Support networks hold communities together

Now, Morales is among those receiving prenatal care from a UNFPA-supported clinic in the shelter.

In coordination with national authorities, UNFPA is providing sexual and reproductive health services across three shelters in Caracas, La Guaira and Miranda, including prenatal consultations, distribution of contraceptive methods, testing for sexually transmitted infections and referrals to hospitals for obstetric emergencies.

Among the volunteers is Yoseys Escalona, 40, who is also sheltering at the José María Vargas sports complex along with her husband and son.

“In the tent I’m staying in, 12 families live together. The number varies. Some have 15, others 20, and some have as many as 25 families.”

‘One family’ helping each other

Escalona described her group as “one family”, with the women leading efforts to help people get back on their feet.

“We are always looking for ways to help and support one another,” she said. “So many women keep moving forward despite the pain, even after losing their homes, even after losing a family member.”

Like most survivors of the earthquakes, more than two weeks later, Escalona has yet to return home. Over 20,000 people have sought refuge in more than 100 temporary shelters, where overcrowding, limited essential services, family separation and rising psychosocial distress are exacerbating protection risks.

Tackling gender-based violence

As the designated representative of her tent, Escalona has become an ally in raising awareness of gender-based violence.

Through information sessions held by UNFPA and partners, she has learned about the services available to survivors and where to take them to access treatment, psychosocial support, case management and legal counselling.

Eugenia Sekler, head of UNFPA’s office in Venezuela said that, as in all humanitarian crises, strengthening gender-based violence prevention and ensuring safe access to survivor-centred services is critical.

“We are distributing medical supplies to health providers for the clinical management of rape, as well as undertaking assessments at the shelters and working with the Government and partners to strengthen safety measures,” she said.

From response to recovery

At the same time, Escalona fears the wider ramifications of the crisis will ripple on much longer still.

“There are mothers here who have lost everything,” she said. “And when I say everything, I mean everything: their home, their mother, their children and their husband. Some are completely alone. Now they don’t have a home, they have nothing, but they’re alive.”

To sustain its interventions for the first three months of the emergency response, UNFPA is calling for $10 million. In addition to ensuring critical health services and gender-based violence protection, shipments of essential reproductive health supplies and medical equipment are being mobilised to support affected communities.

Brazil – IICA to strengthen agricultural innovation in the Caribbean through a hub of excellence in Guyana

    • The agreement builds on the commitments set out in the Letter of Intent signed in June 2026 by Brazil, Guyana and IICA, which promotes the establishment of a Sustainable Agriculture Hub of the Americas in the Caribbean country.

SAN JOSE, (IICA) – Brazil’s Ministry of Agriculture and Livestock (MAPA) and the Inter-American Institute for Cooperation on Agriculture (IICA) signed an agreement to accelerate the transfer and adaptation of technologies, strengthen scientific capacities and promote innovative solutions for tropical agricultural systems, with a particular focus on the Caribbean region.

The agreement builds on the commitments established in the Letter of Intent signed in June by MAPA, the ministry of agriculture of the cooperative Republic of Guyana and IICA, under which the parties agreed to promote the establishment of a Sustainable Agriculture Hub of the Americas in Guyana. The Hub is envisioned as a regional platform for technical cooperation, science, technology and agricultural innovation.

The agreement was signed by Cleber Soares, Brazil’s deputy minister of agriculture, and Muhammad Ibrahim, director general of IICA, during the meeting of the Institute’s Executive Committee, the governing body composed of ministers of agriculture from countries across the Americas, held in San José, Costa Rica.

The agreement will strengthen coordination among MAPA, the Brazilian Agricultural Research Corporation (EMBRAPA), IICA and other regional partners, including the National Agricultural Research and Extension Institute of Guyana (NAREI), the Caribbean Agricultural Research and Development Institute (CARDI) and the Caribbean Community (CARICOM).

“Through this Hub, EMBRAPA and Brazilian experts will contribute their experience, technologies and knowledge across a range of crops and production systems so that, together, IICA, Brazil and the Government of Guyana can advance the development of agriculture and livestock production in the Caribbean and Central America,” said Soares.

The IICA director general emphasised that the center of excellence to be established in Guyana will leverage Brazil’s extensive experience as a global leader in tropical agricultural innovation.

“As outlined in the Institute’s 2026-2030 Medium-term Plan, approved by the ministers of agriculture during this executive committee meeting, technical cooperation will be tailored to the diversity of production systems across the Americas, with particular emphasis on the transfer of innovations, technologies and science-based solutions,” Ibrahim added.

The agreement identifies several priority areas for cooperation, including research and technology transfer for sustainable tropical agriculture; strengthening technical capacities; enhancing food security, productivity and production diversification; agricultural risk management; the sustainable use of natural resources; agricultural health; the prevention of transboundary pests and diseases; and collaboration with technical organizations in the Caribbean and other regions.

It also establishes mechanisms to facilitate the participation of additional institutions and the incorporation of new areas of work, with the goal of consolidating a stable and replicable cooperation platform capable of addressing the challenges facing tropical agriculture.

The proposal to establish the agricultural innovation Hub in Guyana was presented in June to the country’s president, Mohamed Irfaan Ali.

At the time, president Ali said the initiative seeks to position Guyana as a major food supplier for the Caribbean and to accelerate the transformation of agriculture in both Guyana and the wider region through new technologies that create added value, strengthen climate resilience, support seed production and build a technical ecosystem that enhances food security.

African Development Bank – Biovac signs $15 million agreement to advance Africa’s first end-to-end cholera vaccine production

  • Financing will help triple Biovac’s annual production capacity up to 500 million doses, create 340 jobs, and strengthen South Africa’s role as a continental vaccine manufacturing hub

PRETORIA, South Africa – The African Development Bank Group has finalised a loan of up to $15 million to the Biologicals and Vaccines Institute of South Africa Ltd (Biovac) to support a new multi-vaccine manufacturing facility in Cape Town that will significantly expand Africa’s domestic capacity to produce vaccines.

The financing forms part of an expansion programme that will raise Biovac’s total annual manufacturing capacity up to 500 million doses. Once complete, Biovac is expected to become Africa’s first end-to-end producer of oral cholera vaccine and South Africa’s first locally produced inactivated polio vaccine, and the first on the continent to produce inactivated polio vaccine through technology-transfer partnerships with Sanofi, the International Vaccine Institute, Biological E Limited, EuBiologics, and Bharat Biotech. For more than two decades, Biovac has been South Africa’s primary vaccine supplier,

Africa currently imports more than 99 percent of the vaccines it uses, even though the continent carries a disproportionate share of the world’s vaccine-preventable disease burden. In response, the African Union aims to produce 60 percent of the continent’s vaccines locally by 2040. Beyond vaccines, the project is projected to create around 340 full-time jobs, with an estimated 43 percent of these roles going to women and 30 percent going to youths. Biovac, which already employs more than 300 staff — half of them women — will also expand training in vaccine manufacturing, quality control, and regulatory science in partnership with local universities and other regional training institutions.

“This investment in Biovac is about much more than expanding vaccine production capacity. It is about building Africa’s health sovereignty, strengthening regional value chains, and creating industrial capabilities that will enable the continent to respond more effectively to future health emergencies,” said Solomon Quaynor, the Bank Group’s vice president for private sector, Infrastructure and Industrialisation. “By supporting Africa’s first end-to-end oral cholera vaccine manufacturing facility and the continent’s first local production of inactivated polio vaccine, we are helping transform Africa from a consumer of imported vaccines into a producer of critical health solutions.”

“We welcome the African Development Bank as a partner in this landmark project and are proud that an institution so central to Africa’s development sees in Biovac the same opportunity we see, a chance to fundamentally shift the continent’s relationship with its own health security,” said Biovac chief executive officer Morena Makhoana. “The project will shift the narrative from majority-imported vaccines to majority-exported vaccines. This is part of changing that reality permanently. This is what Africa’s health sovereignty looks like in practice, and we are honoured to be building it.”

The Bank Group’s support for Biovac aligns with its broader commitment to developing Africa’s pharmaceutical and vaccine manufacturing ecosystem, creating quality jobs, fostering innovation, and advancing African Union targets.

“This project allows one of Africa’s most experienced manufacturers to scale up exactly where the need is greatest: vaccines that protect children from cholera, polio, pneumonia and meningitis,” said Kennedy Mbekeani, the Bank Group’s director general for Southern Africa, and country manager for South Africa.

The expansion project is also designed to plug directly into the continent’s emerging vaccine-financing architecture, including Gavi’s African Vaccine Manufacturing Accelerator (AVMA), a $1.2 billion mechanism that rewards African manufacturers with milestone payments once they reach WHO prequalification, plus a per-dose top-up on vaccines supplied through UNICEF tenders.

Biovac’s new facility is expected to be completed by 2028 and will initially produce vaccines for cholera (oral) and subsequently for polio (IPV), pneumonia (PCV), and meningitis (MenX).

The bank joins a syndicate of development finance institutions backing the project. The syndicate is led by the International Finance Corporation (IFC) and supported by a long-term quasi-equity facility from the Human Development Accelerator (HDX) programme, a European Union-backed initiative implemented by the European Investment Bank in partnership with the Gates Foundation. The package is complemented by grant funding and support from other global health partners for technology transfers that will bring new vaccines into Biovac’s portfolio.

Biovac is a South African biopharmaceutical company established in 2003 in partnership with the South African government to develop local vaccine manufacturing capability. Based in Cape Town, it currently manufactures and supplies much-needed routine paediatric vaccines and has delivered more than 450 million vaccine doses to countries across Southern Africa, including COVID-19 vaccines.

Why is transit in goods free but trade is not?

By Robert Staiger

In my previous two posts on the value of the World Trade Organization (WTO), I argued that when governments set trade policies independently, they focus on domestic effects but often overlook the costs imposed on trading partners. International trade agreements help governments take account of these cross-border spillovers (terms-of-trade externalities) by encouraging reciprocal negotiations over trade policy. While these negotiations will reduce trade protection, they will not necessarily lead to free trade. But if governments do not generally commit themselves to free trade, why has freedom of transit for goods been seen differently?

Why – from an economic perspective – should ships passing through the Strait of Hormuz or goods crossing a country’s territory enjoy a near-unconditional right of transit while tariffs remain the subject of lengthy negotiations?

This puzzle is clearly visible when comparing the WTO with other areas of international law, such as the regimes of maritime passage under the United Nations Convention on the Law of the Sea (UNCLOS). UNCLOS treats free transit for goods through straits used for international navigation as close to an unconditional entitlement.

The puzzle also appears inside the WTO. Article V of the General Agreement on Tariffs and Trade (GATT) – “Freedom of Transit” – requires that traffic merely passing through a member’s territory – goods that begin and end their journey beyond that member’s frontier – “shall be exempt from customs duties and from all transit duties” apart from charges for transportation or charges commensurate with administrative expenses or the cost of services actually rendered. An imported good is treated differently. A WTO member may set a tariff and remain in full compliance with the GATT; it may not impose a comparable transit duty on goods that simply cross its territory on their way elsewhere.

So, the same puzzle appears twice: once with reference to the WTO and UNCLOS regimes of maritime passage, and once again within the GATT itself. Why would international law allow negotiated tariffs in one situation while imposing an essentially unconditional rule of free transit for goods in another?

The answer lies in the same economic logic developed in my previous posts. This post looks at the puzzle in three steps. First, it revisits the issue of tariffs and market power that underlies the terms-of-trade theory of the GATT/WTO (i.e. when a government raises a tariff, it can affect not only domestic prices and the quantity of imports but also the prices received by foreign exporters). Second, it applies that logic to taxes and other restrictions on goods that merely pass through a territory. Finally, it explains why the same economic reasoning leads to negotiated tariff commitments in one case but to a simple rule of free transit in the other – and why the GATT contains both approaches side by side.

Tariffs, market power and the “political optimum”

The terms-of-trade theory of the GATT/WTO developed in Bagwell and Staiger (1999) starts from an observation already introduced in my previous post: a tariff imposed by an economy with market power does not affect only its own consumers and import-competing firms. It can also depress the price received by foreign exporters, shifting part of the cost of protection onto trading partners. Because governments have an incentive to exploit this effect, unilateral tariff setting can lead to outcomes that are collectively inefficient. This is the cross-border spillover that, as argued in my previous post, the GATT/WTO exists to help governments “negotiate away”.

The important question is what remains once that cost-shifting incentive has been removed. Bagwell and Staiger refer to this as the political optimum: the tariff a government would choose on purely domestic grounds, absent any ability to shift costs onto foreigners. This tariff need not be zero. Even if a government faces all of the costs of its actions, it may still want to set a tariff to raise revenue where other forms of taxation are costly to administer, to protect a sector for domestic political reasons, or to address a domestic market failure when it lacks better policies to do so.

This helps explain why the objective of GATT/WTO negotiations was never free trade as such. The negotiating rounds documented in my previous posts were a process through which governments exchanged reciprocal reductions in the component of their tariffs driven by terms of trade considerations, not a mechanism for reducing every tariff line to zero. Reciprocity – a balanced exchange of market access commitments – helps neutralize the incentive to manipulate terms of trade, while the non-discrimination principle of most-favoured nation (MFN) – where all WTO members are treated equally – helps ensure that the resulting commitments extend across the WTO membership. What remains, in principle, is each government’s own domestic political optimum – and because that optimum differs across economies and products, there is no single tariff level to which the system is expected to converge.

This is also why tariff negotiations are important. The outcome is not predetermined. Governments must use the negotiations to find a set of mutually acceptable commitments, taking account of their own domestic objectives as well as the reciprocal concessions offered by others.

What the same logic implies for goods that are only passing through

Now suppose the same logic is applied to a different policy instrument: a tax or charge imposed on goods that merely pass through a jurisdiction. The goods begin their journey elsewhere and are destined for somewhere else. They are not imported for domestic consumption, and they do not compete with domestic producers.

What is the political optimum for such a charge?

The answer turns out to be different from the tariff case. A tariff can retain a domestic component once the motive of cost-shifting to the foreign party has been removed: it may raise revenue from domestic sources, protect a domestic sector, or fulfil other domestic policy objectives. A pure transit charge for goods has no equivalent domestic dimension. The goods are not consumed in the transit economy, do not compete with its industries, and do not generate a domestic policy rationale comparable to the one that may justify imposing a tariff.

The direct burden of a transit charge falls completely on foreign parties: exporters, importers, carriers, or even consumers in third economies. The cost-shifting motive remains, but the domestic component that might otherwise still exist after reciprocal bargaining – the political optimum – disappears. In that sense, the terms-of-trade externality associated with a transit charge appears in unusually pure form.

This is the key difference. For the imposition of a tariff, international bargaining removes the incentive to shift costs abroad while leaving room for legitimate domestic objectives. For a pure transit charge, there is no comparable domestic objective to preserve. The same logic that can justify negotiated tariffs therefore suggests a zero charge on goods traffic that merely passes through a jurisdiction.

Seen in this light, GATT Article V’s flat exemption of transit traffic from customs duties and transit duties reflects the fact that the underlying economic situation is different from the tariff case. UNCLOS reaches a similar result for international straits used for goods navigation. The same economic structure helps explain why both legal regimes converge on a strong rule of freedom of transit for goods.

A tariff, however, is not the only instrument that can have an economic impact on goods traffic. Unnecessary delays at customs, excessive documentation requirements, customs escorts, guarantee deposits and other procedural burdens can reproduce similar effects without being labelled as charges.

This is where the WTO framework becomes especially useful. GATT Article V establishes the basic principle of freedom of transit but Article 11 of the Trade Facilitation Agreement goes further by disciplining the formalities, documentation requirements and customs procedures applied to goods in transit. The economic argument is straightforward: once direct transit duties are prohibited, complex procedural practices should not become an indirect substitute for seeking the same type of economic gain. This can be understood as the transit-law counterpart of the concern raised by James Meade, and discussed in my first post in the value of the WTO series.(1)

Charging for specific services

Of course, none of this implies that goods transit need be entirely costless. Moving goods safely and efficiently across a jurisdiction may require infrastructure, border facilities, customs administration, etc.

This point is reflected in GATT Article V. While transit duties are prohibited, the Article allows charges for transportation and charges commensurate with administrative expenses or the cost of services actually rendered. The same point is made in the law of the sea. UNCLOS does not prevent coastal states from charging for specific services they provide, such as pilotage, towage or port facilities. Under separate legal arrangements, tolls charged by the operators of constructed waterways, such as the Suez and Panama canals, are also permitted. All of these share a feature that a pure transit tax lacks: the objective is not to prevent governments from recovering legitimate costs, but to distinguish such charges from measures whose purpose is to seek economic benefits from goods simply passing through the territory.

This is the same distinction made by the GATT in the case of tariffs, and it is worth noting how closely the two texts track each other, despite having been drafted decades apart by different negotiators for different purposes. A tariff that funds a public good or reflects a government’s domestic preferences for income distribution has a legitimate claim to be part of a GATT/WTO trade bargain, because a real domestic cost or benefit underlies it. A transit charge that reflects a real cost of service has an equivalent claim to exist under GATT Article V or under UNCLOS.

What these regimes rule out, each in its own domain, is the component that exists only to seek economic benefit from a foreign party who bears the cost of the policy but has no seat at the bargaining table of the transiting jurisdiction or the tariff-setting government.

Main takeaway

The comparison between tariffs and goods transit illustrates the broader logic of the terms-of-trade theory developed in my previous posts.

The GATT/WTO is not designed simply to promote free trade. Rather, it seeks to remove governments’ incentives to shift the costs of their trade policies onto others while preserving room for legitimate domestic policy objectives. In the case of tariffs, this means negotiated commitments that reflect each government’s own domestic priorities once the terms-of-trade motive has been neutralized.

Transit of goods is different. Because goods merely passing through a jurisdiction have no domestic economic implications, there is no rationale for imposing taxes or unnecessary restrictions on them. The same economic logic that supports negotiated tariffs, therefore, justifies a general rule of free transit for goods.

Viewed from this perspective, the strong protection of freedom of transit found in GATT Article V, reinforced by the disciplines of the Trade Facilitation Agreement and echoed in the international law governing sea navigation, is not an exception to the economic logic of the multilateral trading system. It is one of its clearest applications.

My next post will be the latest instalment in the Value of the WTO series, where I will look at the results from a quantitative trade model to consider the implications of abandoning MFN.

MPAAI calls for unified Caribbean approach to AI

PORT OF SPAIN, Trinidad – The Ministry of Public Administration and Artificial Intelligence (MPAAI) has called for stronger regional collaboration to support the responsible adoption of Artificial Intelligence (AI) across the Caribbean.

Delivering the feature remarks on behalf of senator Dominic Smith, minister of public administration and artificial intelligence, Jaya Ramoutar, executive portfolio manager at the MPAAI, said greater cooperation could help Caribbean countries improve public services, strengthen institutional capacity and support the responsible implementation of AI.

Addressing regional and international stakeholders under the theme “AI for Caribbean Transformation: Governance, Innovation and Resilience for a Shared Digital Future,” Ramoutar highlighted the need for reliable digital infrastructure, appropriate governance frameworks and sustained investment in skills development. She noted that approaches to AI should be informed by the region’s circumstances, development priorities and institutional capacity, while maintaining transparency, accountability and inclusion.

Ramoutar also provided an overview of Trinidad and Tobago’s national digital transformation agenda, including VerifyTT, Community AI Centres and digital skills training for public officers. She noted that these initiatives are intended to support more efficient public services and strengthen the country’s capacity to adopt emerging technologies responsibly.

Ramoutar said closer regional cooperation could help Caribbean countries address common challenges associated with AI adoption. She identified opportunities for collaboration in areas such as policy development, digital public infrastructure, technical expertise, skills training and investment planning. She added that sharing knowledge and experience could help countries avoid duplication, build on successful initiatives and contribute more effectively to discussions on global AI governance.

“Regional collaboration gives Caribbean countries an opportunity to share expertise, learn from one another and develop approaches to AI that are practical, responsible and suited to our circumstances,” Ramoutar said.

The Caribbean Artificial Intelligence Forum, hosted by the Caribbean Telecommunications Union (CTU) in collaboration with The University of the West Indies, St Augustine, brought together government officials, policymakers, academia, industry leaders and international partners to explore the role of Artificial Intelligence in advancing sustainable development across the region.

The forum underscored the importance of continued regional collaboration as Caribbean nations work together to harness Artificial Intelligence for sustainable economic growth, resilient public services and improved quality of life.

PAHO supports transition from emergency response to long-term health recovery

 USA / VENEZUELA – One month after a powerful earthquake doublet struck its north-central region, the Pan American Health Organization (PAHO) has reaffirmed its commitment to supporting the country’s health recovery. Although the immediate aftermath of the disaster has passed, the health emergency continues, with the response now entering a critical phase focused on restoring services, preventing disease, and supporting long-term recovery.

“Our thoughts remain with the families mourning the loss of their loved ones, with those who continue to recover from their injuries, and with the thousands of people whose lives changed in a matter of seconds,” said PAHO Director, Dr Jarbas Barbosa.

The scale of the disaster has been profound. According to official reports, the catastrophic events resulted in 5398 confirmed deaths, 16,740 injuries, and 17,907 people displaced, with over 23,335 individuals currently living across 107 transitional camps. Initial estimates indicate direct physical damage to infrastructure totalling billions of dollars, affecting hundreds of buildings, including vital hospitals and health facilities.

In a video message to mark the day, Dr Barbosa expressed his “most sincere gratitude to the healthcare workers, first responders and humanitarian personnel from PAHO” who have worked tirelessly since the onset of the crisis.

“From initial rescue efforts to ongoing care in hospitals, health centers, and temporary camps, your commitment has helped save lives and ease the suffering of thousands of people,” he said.

PAHO’s longstanding presence in Venezuela enabled the Organisation to respond from the earliest hours of the emergency. Working side by side with the Ministry of the People’s Power for Health (MPPS), UN agencies, and humanitarian partners, PAHO has supported the national response from day one.

To date, PAHO, which is also the Regional Office for the Americas of the World Health Organization (WHO) has mobilised 33.5 metric tons of medicines, medical equipment and essential supplies to support health services in affected areas and coordinated the deployment of 22 operational Emergency Medical Teams (EMTs), 14 of which are currently operational. These specialised teams have delivered 23,779 consultations, including 200 major and 238 minor surgical procedures, helping relieve pressure on damaged and understaffed health facilities so affected communities continue to receive essential care.

Preventing disease and restoring essential care

Although the acute trauma phase is passing, public health risks remain high due to displaced populations, damaged water and sanitation infrastructure, and overcrowded temporary shelters.

“The health emergency continues, and we must now focus on restoring and maintaining essential health services, including mental healthcare,” said Dr Barbosa. “Beyond treating physical injuries, we must address the deep psychological impact of this tragedy and ensure the continuity of care for people with chronic illnesses, as well as maternal and child health.”

To address these evolving health needs, PAHO is supporting national authorities and partners in four key areas:

  • Health facility assessments and hospital recovery: Of 73 health facilities assessed so far, 38 reported earthquake-related damage and 3 remain non-operational. PAHO is assisting with hospital recovery planning, functional restoration, and long-term resilience.
  • Disease prevention and surveillance: Enhancing epidemiological surveillance, digital health information systems, public health risk assessments, and promoting access to safe water, sanitation, and vaccination to prevent outbreaks of communicable and vaccine-preventable diseases.
  • Mental health and psychosocial support (MHPSS): Implementing the national MHPSS operational plan and integrating community psychosocial support into primary care.
  • Health personnel protection: Supporting the physical and mental well-being of health workers through psychosocial support, occupational safety measures, and initiatives to protect their families.

Ensuring future health resilience 

To sustain this critical work, PAHO launched a US$24 million emergency appeal to support the first six months of the health response. While contributions from partners and donors have helped advance urgent interventions, continued financial support remains essential to address evolving health needs, restore services, and accompany Venezuela through the recovery process.

As international attention shifts, the PAHO director underscored that the Organization’s commitment to Venezuela remains unchanged. Through its country office, PAHO will continue working alongside national authorities to restore essential health services, strengthen referral networks, and help build a more resilient health system for the future.

“Even as public attention fades, the needs of affected communities remain,” Dr Barbosa added. “PAHO will continue to stand with Venezuela, working alongside the Ministry of Popular Power for Health to ensure that people can access the care they need while supporting the country’s long recovery.”

He added that recovery is also an opportunity to strengthen the country’s health system and increase its resilience to future emergencies and “build back better.”

“Health recovery begins long before physical reconstruction ends,” he said. “It begins when a person regains access to their treatment, when a mother can give birth safely, when a hospital is fully operational again, and when families begin to recover hope. That is the commitment PAHO is making to Venezuela.”

From financing to impact: Three reforms reshaping the IDB

Highlights

  • Three major reforms are transforming how the IDB Group operates, enabling it to deliver more financing, offer faster and more flexible solutions, and generate greater development impact.
  • First, the IDB is now using its existing capital more efficiently, expanding its lending capacity without requiring additional contributions from shareholders.
  • Second, the Group has strengthened its ability to mobilise investment for development by modernising lending instruments for public-sector projects and adopting an originate-to-share model at IDB Invest to scale private-sector financing.
  • Third, the IDB Group is enhancing how it designs, monitors, and measures results, shifting the focus from project outputs to the outcomes that matter most for people and communities in Latin America and the Caribbean.

By Alexandre Meira Da Rosa

Latin America and the Caribbean are at a critical crossroads. Much of the region remains caught in middle-income trap dynamics, with low productivity constraining growth, challenges compounded by rising debt that is crowding out social spending and investment. At the same time, a once-in-a-generation regional value-chain integration opportunity is within reach, one that could help reshape the region’s development path, but seizing it will require major investments in infrastructure, skills, and institutions that governments cannot finance alone.

Therefore, the mandate that the G20 has placed on multilateral development banks (MDBs) — to lend more, mobilise more private capital, and deliver more impact per dollar — has landed on the Inter-American Development Bank (IDB) Group at a very critical moment.

That recognition shaped the IDB Group’s new institutional strategy in 2024 and subsequent reform agenda. The objective was clear but ambitious: transform how the IDB Group works so that it delivers more financing, faster and more flexible solutions, and demonstrably better results. In what follows, I focus on the three reforms that, in my view, are more effectively reshaping the institution and the value it delivers to its shareholders and borrowing member countries.

More financing with balance sheet optimisation

To increase financing for public-sector projects, the IDB has implemented reforms that enable the Bank to use its existing capital more efficiently and expand lending without requiring new shareholder contributions.

In practice, this meant three changes. First, the bank modernised its capital adequacy framework in line with G20 recommendations. Second, it expanded the use of risk-sharing and exposure-transfer mechanisms to reduce concentration risk and free up capital. Third, and crucially, it integrated concessional resources into the Bank’s capital — a structural shift that strengthens the IDB’s financial base while preserving the development purpose for those resources.

Together with disciplined long-term financial planning and close engagement with credit rating agencies and other MDBs, these reforms have raised the IDB’s biennial lending capacity for public sector projects from $25 billion in 2021-22 to $38 billion for 2025-26; an increase of approximately 52% achieved without a capital increase.

That outcome required navigating real trade-offs in capital headroom and single-borrower concentration. The approach to address such challenges was deliberate, designed to maximise the Bank’s impact, and was enabled by close coordination with the broader MDB community and shareholders.

Better financial solutions and greater private investment mobilisation

Beyond additional lending volume, the bank has modernised its lending instrument toolbox to better respond to the needs of borrowing member countries.

In practice, that means making the financing of public-sector projects more flexible, faster, and more programmatic. Our operations now combine more robust policy-based loans, investment lending, guarantees, and contingent instruments to support reforms, protect against shocks such as natural disasters and health emergencies, and deliver results at scale.

These changes — reflected in our new Unified Investment Lending Policy and Policy-Based Financing Policy — are designed to help countries respond more quickly to crises and to plan and implement a sequence of operations over the medium term, aligning financing more closely with priorities such as resilience, productivity, and long-term inclusive growth.

On the private sector side, IDB Invest was the first development finance institution (DFI) to adopt originate-to-share as its core business model. Under this approach, IDB Invest originates and structures private-sector projects with the explicit intention of sharing a sizable portion of the risk and financing with other investors, rather than holding the full exposure on its own balance sheet.

It retains a meaningful stake in each transaction to ensure strong development standards, while using risk-mitigation tools to make projects investable for institutional capital that has historically not flowed to parts of the region at scale.

The logic is simple but powerful: by distributing parts of its portfolio with institutional and private investors, IDB Invest recycles capital, finances new projects, and crowds in additional investment for development. Coupled with the IDB’s balance sheet optimization, the integration of public and private operations across IDB, IDB Invest and IDB Lab gives the Group a meaningfully larger footprint than the sum of its parts.

Other DFIs are now exploring variants of this model — a positive sign that originate-to-share is becoming part of the new default architecture for development finance.

Deepening our impact

More financing and greater mobilisation are necessary but not sufficient. The harder and, in many ways, more important task is delivering more development impact for every dollar invested. This is where I see the most substantial leap forward in the institution.

We are transforming how we design, monitor, and measure our projects, shifting the focus further from outputs to outcomes. At the design stage, we are moving toward a more programmatic and results-based approach, concentrating resources where they can deliver the greatest development impact, anchored in stronger diagnostics and an explicit theory of change that links interventions to measurable outcomes from the outset.

The more consequential change, however, comes during implementation. We are no longer solely focused on financial and procurement performance: we are actively assessing, on a regular cadence, the likelihood that each project will achieve its intended development outcomes.

This type of assessment carries real consequences for how we manage and adapt our operations, establishing a new operating discipline that goes beyond what we and other MDBs have practised in the past. It changes the conversation with country counterparts, with project teams, and with our Board, allowing us to credibly show that scaling lending capacity delivers increased impact rather than solely more disbursement.

This shift sits within the broader agenda that the Independent Expert Group convened by the G20 and other stakeholders has pressed on the MDB system: scale, impact, and financial innovation working together rather than in sequence. The IDB has chosen to advance all three simultaneously, with development effectiveness reform as the anchor that holds them together.

Moving ahead

2026 has been and will remain a demanding year for the IDB. Embedding these reforms across the institution requires upgrading internal monitoring systems, aligning operational practice with new policies, and strengthening institutional capacity at every level.

It will mark the first year in which the new development effectiveness framework begins producing results that can be rigorously assessed, and the first full cycle in which originate-to-share evolves from a pioneering business model into standard practice across IDB Invest’s portfolio.

These reforms are laying the foundation for a culture that embraces transparency, accountability, and evidence-based decision-making, a vision that IDB Group president Ilan Goldfajn has championed since taking the helm in late 2022.

This is the kind of culture that enables a development bank to respond faster, act smarter, and deliver greater impact for Latin America and the Caribbean. The work is far from finished, but the trajectory is clear, and the IDB Group intends to be measured by it.