Editorial | The test of Harmony Cove

When Prime Minister Andrew Holness cut the ribbon last week to launch Phase one of the Harmony Cove resort in Duncans, Trelawny, it was more than a ceremonial gesture. It was a national inflection point – a moment for Jamaica to confront its development maturity.

After nearly two decades of anticipation, setbacks, and shifting expectations, Harmony Cove is finally moving from concept to construction. But the ribbon is only the beginning. Real tests lie ahead.

First proposed in the early 2000s by the Patterson administration, along with point man Kingsley Thomas, it was envisioned as a transformative, world-class resort destination – complete with luxury hotels, a casino, a Tiger Woods-designed golf course, and an entertainment village. It was to be Jamaica’s answer to Cap Cana in the Dominican Republic and Baha Mar in The Bahamas. The project was meant to elevate Jamaica’s tourism sector into the premium league, attracting high-end visitors and generating deep economic linkages through job creation, supply chain development, and regional uplift.

Yet for nearly 20 years, Harmony Cove remained stuck in limbo. Global financial crises, bureaucratic inertia, and drawn-out negotiations stalled progress. The project became emblematic of Jamaica’s development challenges, an ambitious vision hampered by institutional fragmentation, overreliance on foreign capital, and political discontinuity. In many ways, Harmony Cove became less a resort and more a mirror, reflecting both the aspirations and limitations of Jamaica’s political economy.

NEW MOMENTUM

Several key developments have given Harmony Cove new momentum. The first is political maturity. The prime minister emphasised, the agreement was reached “without undue incentives,” signalling a departure from past practices of concessionary desperation.

The second development which propelled the project relates to the legal reforms. The passage of the Large-Scale Projects and Pioneer Industries Tax Relief Act introduced a transparent, standardised framework for mega-investments. This legislation reduced reliance on ad hoc incentives and brought predictability to the negotiation process, an essential ingredient for investor confidence.

The third driver for moving the project forward is the innovation around a more inclusive financing model. The proposed IPO, structured to allow Jamaicans to invest at US$1,000, $5,000, and $10,000 tiers, represents a step toward democratising ownership. By listing on the Jamaica Stock Exchange, the project will gain regulatory oversight and public accountability, rooting it more firmly in the national psyche.

Finally, private sector financial commitment became much clearer. Lead investors Tavistock and Nexus have pledged over a billion dollars to the project.

Two decades of delay have not come without cost. Lost employment opportunities, foregone tourism revenue, and diminished public trust have left scepticism. But these setbacks also offer valuable lessons that must inform future national projects.

IMPORTANT ELEMENTS

These are all important elements of national industrial policy for development is not just about roads and buildings. It is also about institutional synergy. Government agencies and private actors must operate as a cohesive, networked system, not isolated silos.

Second, protecting the National Interest is vital. Jamaica must resist the temptation to trade long-term value for short-term expedience. Past mega-deals often left the country disadvantaged.

The third lesson to note is that legislative readiness matters. The 2025 tax act shows how timely, targeted policy instruments can enable development rather than obstruct it.

Finally, it is necessary to recall that people are central to the development process. Local employment, skills training, and public ownership are not peripheral, they are foundational. A resilient development model must include the people it aims to serve.

The ribbon-cutting is a milestone, but it is not a measure of success. It marks the starting line. What happens next will determine whether Harmony Cove becomes a transformative national asset or another unfinished dream.

We recommend that attention be paid to the following steps going forward:

• Before inviting public investment in the proposed IPO, the physical groundwork must be visible – roads, utilities, drainage, and broadband. Tangible progress builds trust.

• Publish a transparent timeline. The public deserves clarity. What is being built, when, and by whom? Performance must replace slogans.

• Surrounding parishes – Trelawny, St Ann, and St James – must be active partners. Arrangements around employment, SME participation, and cultural integration should be made public. Development must be inclusive.

• Protecting the environment must be non-negotiable. The Duncans coastline is ecologically fragile. The National Environmental and Planning Agency has to enforce sustainability standards.

• Harmony Cove cannot be the victim of political expedience. Up to now it has enjoyed the support of both major political parties. This should continue.

The bottomline: success will not come through ceremonies or speeches. It will come through concrete, coordination, and civic involvement.

In this sense, Harmony Cove is more than a resort. It is a test of whether Jamaica has outgrown its ribbon-cutting culture and matured into a nation that delivers on its own ambitions.