Anchored in Progress – Continuing the Journey with Governor Bryan’s Legacy

Governor Albert Bryan Jr.’s final State of the Territory address on January 26, 2026, celebrated the Virgin Islands’ journey from crisis to stability and charted a course for the future. As a strategic advisory firm with a vested interest in the U.S. Virgin Islands and a focus on federal–territorial alignment, The Woolf Group welcomes this opportunity to reflect on his remarks and spotlight the opportunities ahead to sustain and build upon his legacy.

Progress Worth Noting

Governor Bryan framed his tenure as a journey from fiscal crisis to stability. He pointed to a significant increase in gross domestic product (from roughly US$3.9 billion in 2018 to about US $5 billion in 2025) and a drop in unemployment to 3.6%. He highlighted that the government’s outstanding debt fell from US $2.2 billion to US $1.6 billion. These gains are real and reflect discipline in budgeting, hard-won federal partnerships, and an economy returning to life after successive crises.

Infrastructure and public services also feature prominently in the governor’s narrative. The administration is finalizing contracts for a new Juan F. Luis Hospital and plans to reopen the Charlotte Kimelman Cancer Center as part of a unified territorial hospital system. Projects such as the Arthur A. Richards K-8 campus, the first new public school in the territory in decades, and investments in smart meters and renewable-energy capacity at WAPA demonstrate tangible steps toward modernizing our infrastructure.

Furthermore, Bryan applauded affordable-housing developments and the VI Slice homeownership program that has helped dozens of families purchase their first homes. He also announced the deployment of new ambulances, drone-assisted emergency response, and e-citation systems to improve public safety. These initiatives, backed by federal funds and local commitment, are changing lives now and establishing a foundation for the future.

Opportunities for Continued Progress

While the address celebrated progress, it also prompted constructive feedback from leaders and citizens who are eager to see the territory build on these successes. Delegate Stacey Plaskett emphasized the importance of expanding mental-health services and addressing homelessness. Senators applauded achievements but encouraged more specifics on final-year deliverables and highlighted areas such as agriculture, youth programs, and continued workforce development as opportunities for investment. Labor leaders underscored the need for continued dialogue around workplace conditions and contract negotiations. Residents have voiced their desire for greater energy reliability and relief from the high cost of living.

These perspectives should not be seen as criticisms but as a roadmap for sustaining momentum. By embracing them, policymakers can ensure that the governor’s legacy of fiscal discipline and infrastructure renewal evolves into a broader agenda that meets community needs and strengthens institutional resilience. Investing in people and processes such as mental-health professionals, teachers, nurses, procurement systems, and maintenance crews will be just as important as building roads and schools.

Why the Permanent Rum Cover Revenues Matter

Among the address’s highlights was the permanent rum cover revenue stream secured in partnership with Congress, which ensures that a portion of federal excise taxes on rum manufactured in the territory will flow back to the islands. This win establishes a reliable source of funding to underpin hospital operations, infrastructure maintenance, and long-term planning. The Woolf Group is proud to have supported stakeholders in achieving this outcome, and we believe it exemplifies how deliberate engagement with federal systems can yield structural benefits for the territory.

Future leaders must steward this revenue with transparency and strategic restraint. We encourage policymakers to link rum revenues to measurable outcomes such as a stronger healthcare workforce, modernized utilities, resilient roads, and bridges. Clear reporting and accountability will build public trust and ensure that this historic gain delivers on its promise.

Looking Ahead: Building on Bryan’s Legacy

1. Align the hospital merger with federal standards. A single territorial hospital board can improve efficiency, but success hinges on sound governance and compliance. The plan to reopen the cancer center is a chance to adopt best-practice management and to invest in training and telehealth. Recruitment and retention of healthcare professionals should be central to the agenda.
2. Modernize the energy grid. Bryan’s call for a pivot toward solar, battery storage, and smart meters is welcome; however, the territory must address regulatory oversight and financial restructuring at WAPA to ensure reliability and fair rates. Public-private partnerships and performance-based contracts could accelerate progress.
3. Invest in human capital. New schools and housing are crucial, but improvements in education outcomes and workforce development will determine whether our economy can diversify. Policymakers should prioritize programs that build skills for sectors such as healthcare, technology, and renewable energy.
4. Engage labor and communities. Ongoing engagement with labor unions and community groups will strengthen social cohesion and institutional legitimacy. Transparent negotiations and prompt grievance resolution will help maintain a motivated workforce.
5. Maintain fiscal discipline and transparency. While the government has reduced debt and increased tax refunds, cash-flow challenges remain. A credible budget, timely payments to vendors, and clear communication about financial risks will preserve confidence among investors, federal partners, and citizens.

The Woolf Group’s Commitment

As an advisor working at the intersection of federal requirements and territorial realities, The Woolf Group understands that progress is fragile unless anchored in execution. We specialize in aligning local priorities with federal decision-making, assessing execution feasibility, sequencing initiatives to manage risk, and preserving institutional credibility. Our involvement in securing permanent rum cover revenues and other funding victories reflects this focus.

Our commentary is meant to spark dialogue and support leaders who want to convert momentum into lasting change. We welcome the opportunity to work with government agencies, public authorities, businesses, and nonprofit organizations to build systems that are resilient, compliant, and responsive to the people they serve.

The Woolf Group
January 27, 2026