Sheneil Angelique Archer

The Person Behind the Vision

My Journey, My Purpose, My Commitment

I am an educator with 14 years of experience in Creative Arts, specialising in Music, Theatre Arts and Health and Family Life Education (HFLE). My professional experience has strengthened my commitment to developing people, encouraging creativity and creating environments where individuals can discover and build on their potential.

Leadership, collaboration and service have been consistent parts of my journey. Since becoming a member of JCI St. Lucia in 2023, I have had the opportunity to contribute to the organization as Protocol and Training Officer (PTRO) and, subsequently, as Executive Vice President for 2026.

These experiences have deepened my appreciation for the value of personal development, active membership and purposeful leadership. As a candidate for Local Organization President, I bring my experience as an educator, my commitment to service and my belief in the potential of JCI St. Lucia to continue developing leaders and creating meaningful impact.

My Vision

A JCI St. Lucia where members feel connected, valued and empowered to lead; where leadership is shared, opportunities are accessible, and our work creates lasting impact.

My vision for 2027 is to build a stronger, more united and member-focused organization that develops leaders, strengthens fellowship, improves its systems and creates sustainable community impact.

As your President, I will build on existing achievements, recognize the contributions of members, and ensure that successful initiatives have the opportunity to grow beyond a single term.

Our Three Priorities

Our 2027 Roadmap

Our First 90 Days — From Vision to Action

The first 90 days of my presidency will focus on establishing a strong foundation, strengthening member engagement and moving our key priorities from vision to implementation. With preparation completed before January, the focus will be execution, accountability and early results.

Days 1–30 | Unite and Establish

• Launch the STAR Member Recognition Programme, including scoring criteria, monthly tracking and recognition framework.
• Communicate the first-half organizational calendar: meetings, training, fellowship and major projects.
• Meet with Board members and project chairpersons to confirm responsibilities, expectations and targets.
• Begin the Each One, Bring One membership drive with clear recruitment and retention targets.
• Reconnect with past presidents, JCI senators and alumni to encourage mentorship and involvement.
• Initiate discussions with prospective corporate partners and sponsors.

Days 31–60 | Train and Mobilize

• Conduct the first leadership and project management development sessions for members and chairpersons.
• Begin formal partnership negotiations, working towards two agreements within 90 days.
• Advance CYE implementation and establish clear objectives.
• Organize the first fellowship or team-building activity.
• Begin preparations for Her Path to Leadership and LACES Walk.
• Review the first month’s STAR participation records and provide feedback.

Days 61–90 | Deliver and Evaluate

• Secure the targeted two corporate partnership agreements, subject to successful negotiations.
• Conduct the first quarterly STAR review and recognize outstanding member contributions.
• Evaluate recruitment and retention progress against annual targets.
• Launch or execute the first major community initiative of the year.
• Review project progress with chairpersons and ensure documentation is maintained.
• Present a 90-day progress report to the general membership.

Accountability and Measuring Progress

Clear expectations and consistent reporting will help members understand what is being achieved and where further work is required. I will uphold the JCI St. Lucia Constitution and applicable procedures through properly recorded minutes, timely reports, documented decisions, clear responsibilities and regular follow-up.

The STAR scorecard will support this by providing a consistent record of members’ service, training, attendance and recruitment contributions.

Progress will be reviewed against

• At least 35 active members by the end of 2027 and a target of 90% member retention.
• A functioning STAR Member Recognition Programme with monthly tracking and quarterly recognition.
• At least five members attending each national and international JCI conference or convention.
• Two corporate partnership agreements targeted within the first 90 days, subject to negotiations.
• Continued CYE, Her Path to Leadership and LACES Walk initiatives.
• Continuing Bingo Bonanza as an annual fundraising activity.
• Progress towards introducing JCI TOYP.
• Quarterly community initiatives, with a goal of reaching at least 1,000 Saint Lucians.
• Consistent reporting, project evaluation and documented handover procedures.

A Shared Commitment

Progress requires more than a list of projects. It requires members who feel they belong, leaders who develop others, and systems that allow good work to continue beyond one term.

My commitment is to lead through collaboration, encourage open communication, recognize the contributions of those who have laid the groundwork and create meaningful opportunities for members to grow.

Together, we can build an organization that develops its people, strengthens its partnerships and serves its community with purpose. This is not about one person doing everything; it is about building a team that can achieve more together.