3. Working For The People
Governing Programme 2012-2014
A Publication by the Government of Sint Maarten
For more information please visit: www.sintmaartengov.org
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4. Contents
Introduction 5
Vision 6
1 A New Approach 7
1.1 Evidence Based & Synchronized Policy Making 7
1.2 Vibrant Districts 7
1.3 Community Schools 7
1.4 Funding of Social Agenda 8
1.5 Participatory Governance 8
2 Vibrant & Caring Communities 9
2.1 Social Security & Labour 9
2.2 Integrated Neighborhood Development Plan (INDP) 10
2.3 Community Policing 10
2.4 Housing: District Improvement 11
2.5 Youth Development 11
2.5.1 Guardianship and Protection 12
2.6 Improved Wellness & Health Care 12
3 Public Safety & Security 13
3.1 Solving Crime 13
3.1.1 Youth Crime 13
3.1.2 Sports Development 13
3.1.3 Voluntary Corps of St. Maarten (VKS) 13
3.1.4 Immigration 14
3.1.5 Integration 14
3.1.6 Combating Drug & Human Trafficking 15
3.1.7 Financial Intelligence Unit (MOT) 15
4. Creating a 21st Century Competitive Workforce & Entrepreneurs 16
4.1 Technical Vocational Education & Training (TVET) 16
4.2 Ensuring Quality & Relevance in Education 17
4.3 Special Needs Education for Gifted & Disabled Students 17
4.4 Teacher Training 18
5 Enabling a Competitive Business Climate 19
5.1 Creating the Appropriate Environment for a Sustainable Economy 19
5.2 Creating Investment Climate for the Development of Tourism & Small Business 19
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5. 5.3 Small Business Development 20
5.3.1 Agriculture /Aquaponics 20
5.4 Financial Management 21
5.4.1 New tax System & E-zone 21
5.4.2 E-zone 21
5.4.3 Tax Information Exchange & Partnerships 21
5.4.4 Budgetary Matters 21
5.4.5 Monetary Matters 22
5.5 Stronger Relationships with French St. Martin & Partners Abroad 22
5.5.1 Strengthening Foreign Relations 23
5.5.2 Effective Cooperation with French St. Martin 23
5.5.3 Caribbean 24
5.5.4 European Union Relations 25
5.5.5 Priorities and Profile for 2012-2014 in Foreign Relations 25
6 Effective Government 27
6.1 Integrity Project 27
6.2 Recruitment & Promotion Policy 27
6.3 Public Service Center 27
6.4 Capacity Building 28
6.5 E-Government & Strong ICT Systems 28
6.5.1 Digitalization & Documentation 29
6.5.2 Introduction of Cloud Technology & VOIP Services 29
6.5.3 Introduction of Online Services 29
6.5.4 Introduction of the Intranet & Base Registration Tables 29
6.6 Meteorogical Department 29
7 Sound Infrastructure & Environment 30
7.1 Road Network & Improvements 30
7.2 Zoning Plan Project 30
7.3 Environment 31
7.3.1 Garbage disposal 31
7.3.2 Green Agenda 31
7.4 Priorities 2012-2014 31
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6. Introduction
A short 19 months following the birth of the country St. Maarten, a shift in the first Parliament evoked a change in the constellation
of the government, which had taken office on October 10, 2010. The National Alliance and the Democratic Party along with 3 in-
dependent members of Parliament, viz. Mr. Romain Laville, Mr. Patrick Illidge and Mr. Frans Richardson, together representing 10
of the 15 parliamentary seats, joined forces and as of May 21, 2012 formed the new government coalition under the theme:
“Working for the People.”
True to its theme, the NA/DP/I-3 government in its governing plan has prioritized those areas impacting the very existence of the
members of our society in modern day St. Maarten and has directed its focus toward the enhancement of the quality of life of our
people.
This focus is outlined in the government declaration, signed by the party leaders and independent Parliamentarians forming the
new governing coalition on May 2012, where the following areas of “initial concentration to be developed in an action plan” were
cited.
• EDUCATION
• INFRASTRUCTURE, DISTRICT IMPROVEMENT AND HOUSING
• HEALTH CARE AND SOCIAL WELFARE
• ECONOMY AND ENVIRONMENT
• SAFETY AND SECURITY
Leading up to the transition date of 10-10-10, great emphasis was put on ensuring that the constitutional foundation of the new
country was a solid one and it is the belief of this government that much has been achieved towards this goal. However, the world
has not stood still. To the contrary, in the last 2 years leading up to the watershed “Constitution Day” of October 10, 2010, the
world was thrown into a financial turmoil, the end of which is not yet in sight, as the financial “melt-down” which started in the
United States of America in 2008, is still reverberating throughout the Eurozone. For the Dutch Kingdom, this is particularly telling
as any expectations of financial support for the new countries have been dashed. Stronger yet, the plans for the termination of
Dutch development aid via agencies such as USONA and AMFO, are in full execution.
It is within this framework that the government of St. Maarten must research creative and innovative ways of:
• keeping its most important economic pillar vibrant;
• seeking new complimentary industries;
• establishing an enabling social environment and social safety nets for those segments of the population, that need such.
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7. Vision
The tourist-based open economy of St. Maarten continues to receive pressure from the volatile global environment of weak growth,
recurring high fuel costs and persistent financial fragility. These external developments negatively impact the financial and economic
situation of our island, which in turn adversely affect the quality of life of our people. The ambition of this government is to mitigate
these effects by working towards providing our citizens access to:
• Outstanding health care;
• A sound and relevant education system tailored to the needs of our human resource development;
• Safe, peaceful and environmentally friendly living conditions.
This ambition is guided by the vision of this government that:
- Our island nation will consist of a united, prosperous, happy and healthy people, that are well-educated and productive,
self-reliant and disciplined, with a commitment to excellence.
Essential to the realization of government’s vision is a cohesive national society. It is government’s policy, as part of its nation
building efforts, to strengthen awareness of and pride in being a St. Martiner. Culture as a unifying factor represents our identity
as a people. It is the foundation upon which we must build our St. Maarten Nation. We must therefore through the education of
our people and the establishment of the related infrastructure preserve our culture. Actions in this regard include:
• Promotion of knowledge and proper use of our national symbols, such as our flag and anthem;
• Recognizing and protecting our national monuments;
• Building of a National Museum;
• Building of a National Theatre for the Performing Arts of St. Maarten;
• Building the archives of our historical and cultural heritage in recognition of our National Heroes.
• Promoting recognition and development of national artists;
• Building awareness of and pride in being a St. Martiner and/or a citizen of St. Maarten through educational and promotional
campaigns in schools and the community;
• Promotion of programs designed to develop youth in leadership roles in order to enable them to actively participate in
dialogue with government regarding collaborative efforts to strengthen their sense of pride in and responsibility for their
community, the preservation of its monuments and intangible cultural heritage;
• Promotion and support of the development of performance, visual, literary, and creative arts, Culture and Sports from
recreational to competitive on St. Maarten using the schools, community centers and NGO’s in the districts as spring
boards.
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8. 1. A New Approach
Thinking outside the proverbial box and displaying resourcefulness, characterize the government’s first months in office. While pri-
orities have been shifted in some instances, in others, government has given its support to ongoing initiatives, to avoid potential
litigation and stagnation of other vital activities, such as employment creation, etc.
1.1 Evidence Based & Synchronized Policy Making
In the area of policy development returning themes have been those of evidence-based policy making, as well as multi-sectoral
policy synchronization. While some areas required immediate action, such as the district programs, government has opted to
embark on pilot programs, while simultaneously developing the framework for the collection of data (evidence) to guide future ac-
tions. This modus operandi, known as evidence based policy making, is clearly visible from the approach to neighborhood devel-
opments, a central theme to this government’s activities.
Government has also chosen to initiate synchronization and harmonization of policy development across the different ministries
in government’s organization in order to maximize results. The multi-sectoral policy development approach is a form of cooperation
between departments within different ministries to respond to a particular need within the communities. Besides offering the ad-
vantage of a more holistic approach to the challenges in the communities, the multi-sectoral approach also strengthens and har-
monizes policy initiatives spread out over the various ministries. An added and significant benefit is that this approach relieves the
pressure on government’s limited financial and human resources as well as provides the opportunity to match different policies at
an early stage in order to prevent negative side effects of policy development in one domain on another.
The community help desk model has been implemented in order to respond to the immediate needs in the community; however
further activities will be based on the results of the needs assessment study conducted to assess challenges, the consistency and
magnitude thereof as well as the number of vulnerable groups.
1.2 Vibrant Districts
Community policing is a direct response to the expressed need of residents to experience the presence of police in the districts.
Government is showing keen interest in the districts on St. Maarten by strengthening neighborhood organizations such as commu-
nity councils and assisting these councils in getting the residents to buy into several district programs. It is government’s conviction
that residents must take responsibility for their neighborhoods, thereby contributing to an improved feeling of livability. Dialogue
is necessary in the apparent disconnect between residents and community councils in some districts where these councils are
active in varying degrees. Yet, where there are none, residents lament the void. This is a challenge recognized by government as it
seeks to engage the residents in neighborhood initiatives in order to create a vibrant district.
A vibrant district is one where people will enjoy living; businesses will set up shop, and children will grow up happy. On a macro
level, this will translate into love for and pride in the country we all call home. Youth facilities in the districts are another focal point
for government. Continued support for after-school programs and the upgrading of sport facilities, form part of government's dis-
trict improvement plans. Engaging districts and other non-governmental organizations in government’s development plans will re-
quire a dedicated program of capacity building, which will be provided by government.
1.3 Community Schools
In the area of education and youth affairs, the community approach is also pursued. In the belief that it takes a village to raise a
child, parents are encouraged to have their children attend the schools within their community and the community school project,
piloted in five schools in different districts will be expanded to include more schools. A community school is both a place and a set
of partnerships between the school and other community resources. Its integrated focus on academics, health and social services,
youth and community development and community engagement leads to improved student learning, stronger families and healthier
communities. These schools offer afternoon activities and meal programs.
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9. 1.4 Funding of Social Agenda
To aid in the task of obtaining financing for social projects within the communities and to ensure continuity after the discontinuation
of the AMFO funding, government established the St. Maarten Development Fund. AMFO managed a portfolio of approximately
5 million guilders, which will now no longer be available.
In addition to the funding aspect, government's actions are geared towards engendering a common social agenda to be planned
through multi-sectoral policy development and executed in a harmonized manner.
In developing this agenda and building on the Multi-annual Integrated Social Development Plan of the nineties, recent studies and
surveys suggest that high on the list of needs are: a juvenile justice facility (halfway house) and reintegration programs; special ed-
ucation, adult education, improved technical vocational education and programs; guided living projects and psychiatric services.
The phenomenon of unemployed youth within the different districts has government’s ongoing attention and efforts will be inten-
sified through multi-sectoral policy initiatives and public-private funding to significantly lower the numbers in this area.
The UNESCO funded analysis of youth and women issues illustrates the critical juncture at which our country finds itself where it
pertains to social challenges. The disintegration of families and the related loss of family values are cited in the report, along with
the need for the integration of the "new" St. Martiner into society. It recommends that there should be more focus on the youth
and that accessibility to education must be available to all. Government will identify funding to alleviate the identified social chal-
lenges and with the shifting of the traditional financing paradigms, will seek to partner with civic and business societies to come
to a broad common agenda for sustainable development.
1.5 Participatory Governance
Integrated national development planning, management, execution and budgeting with a strong focus on the development needs
of this new nation will serve as an umbrella for promoting good governance at different levels of society. Strengthening governance
capacities through a democratic dialogue process that brings together government, the public and private stakeholders will create
social cohesion, which in turn will strengthen the nation.
The fundamental objective is to reach agreements and consensus with the citizens, which would guarantee capacity in institutional,
administrative and political terms. This will serve as preparation for nation building, driven by the people of St. Maarten in part-
nership with government. Throughout the entire process a communication strategy will be executed to create awareness and in-
volvement of stakeholders and the general public.
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10. 2. Vibrant & Caring Communities
St. Maarten’s Social Agenda forms a focal point of this government with priorities in the areas of social safety nets, social-economic
and community development as well as empowerment of people in our districts. In living up to international standards and adopted
international treaties in areas such as the Millennium Development Goals (MDG’s), human, social and cultural rights, St. Maarten
will institute various platforms for dialogue, advice and new initiatives with partners to improve the quality of life of its residents.
This government will ensure the establishment of a Council for the Elderly, a Human rights platform and other forms of social dia-
logue to enable initiatives based on consensus and consultation. Furthermore, a second phase of programs will be planned and in-
troduced, based on the first lessons learned from programs such as the Integrated Neighborhood Development Program (INDP,
also known as Community Help Desk) and the Crisis Care Intervention Program for social services.
2.1 Social Security & Labour
Government’s focus on the development of the economy will provide sustainable and well-paying jobs. Employers should offer job
opportunities with attractive terms in decent work environments. The rights of the workers and employers must be upheld and
the environment must be safe. Government’s ultimate goal is full employment in all sectors for the citizens of St. Maarten, enabling
them to be self-reliant and less dependent on its financial aid program.
A large percentage of our labour force consists of foreign workers. Now that the Brooks Tower Accord registration drive is behind
us, government can focus on an effective border control system and labor market management. The impact of the registration of
thousands of illegally residing persons on the social and other public services has government’s attention.
On short term, the revision of the foreign employment policy will take place. This will be done in tripartite dialogue, taking the
needs of social partners and stakeholders into consideration. Other areas of the labour market under review are the dismissal law,
employment agencies, curbing the use of 6 months contracts and mechanisms such as a labor market information system to guide
policy decisions and adjustments. Government continues to actively stimulate the entry of those persons who are unemployed,
but with some coaching and training can again be active participants in the labour market.
Government believes that sound and healthy public-private labour relations are essential to creating a good investment climate
Similarly, to boost the levels of investment and employment, a sound human resource development program as well as the pro-
motion of efficient and appropriate use of technology should be embraced. The development of wide-spread training in the separate
areas of technology, entrepreneurial skills and hospitality will be government’s multi-sectoral approach to unemployment.
In spite of government’s efforts, there will be vulnerable groups and persons living on the brink of poverty, who will require social
services. In general, this government’s aim is to make social services more accessible, transparent, fair and sustainable while tar-
geting those groups most in need.
In the INDP Assessment Report, a subjective poverty line of NAf. 1.500, -- is used, with a resulting 20% of the assessed households
falling below this line. Social security policies and legislation that require urgent attention in support of the MD goals and objectives
have been reviewed and the outcome of the proposed revisions will be decided on in 2012. Government will introduce a revised
financial aid ordinance that adjusts the benefits to the cost of living, and will ease current bureaucracy, simultaneously combatting
abuse of the system.
The results of extensive research and consultations indicate that St. Maarten should also take the factors of aging and a sustainable
social security into consideration. Pension reform will be prepared with a first phase of adjustments in the AOV-legislation to increase
the pension age to 62 and adjust benefits to pensioners.
The introduction of the new National Health Insurance Law, will eliminate the current medical assistance legislation. Present ben-
eficiaries of this medical aid will receive the health care package and services similar to persons falling under the new health insur-
ance legislation.
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11. Emphasis will be placed on the prevention of poverty, but also on individual and social responsibility, self-empowerment and gender
equity. In addition to the above-mentioned programs and policies, this government will support NGO’s with tasks and services in
the areas of social safety nets such as the Safe Haven Foundation and the Anti-Human Trafficking Foundation in various ways. Similar
to NGO’s in the areas of health, subsidized social organizations will be invited to consider new and more efficient governance struc-
tures. This will take place by means of the introduction of centralized boards and well defined management agreements to ensure
that subsidized activities are organized and meet the targets for the populations they serve. Further research will be conducted in
two critical components of government’s Social Agenda: a debt analysis study and a poverty research.
2.2 Integrated Neighborhood Development Plan (INDP)
It has been established that there is a reasonable level of involvement in the communities by residents of different nationalities.
This involvement is especially evident in religious organizations, education institutions, families and social circles. There is however
the need to promote more cohesion in the districts of St. Maarten and on St. Maarten in general. Government intends, through an
integrated neighbourhood development plan, to build peaceful, safe and environmentally friendly communities, engaging the di-
versity and creativity of its residents.
The Integrated Neighborhood Development Program, or INDP, is a project that is responsible for the improvement of the quality
of life of the people living in the neighbourhoods. In short, it is designed to be a proactive process of integrating social, cultural,
economic and environmental planning to build community capacity and ownership. The plan aims to bring social services from
government and social partners to the neighborhoods by creating Community Help Desks and assisting NGO’s to enhance their
services. Presently three help desks have been established in the areas of Cole Bay, St. Peters and Dutch Quarter and at least seven
more are expected in other neighborhoods. The needs assessment survey, referred to in the introduction of this program, has
been conducted and the results compiled. Involved NGO’s are invited to propose projects that are sustainable, collaborative and
aimed at structural improvement of the social aspects of the neighborhoods.
It is the intention for community development to take shape through a combination of simultaneous activities in the Integrated
Neighbourhood Development Plan. This is a process of integrating social, cultural, economic and environmental planning. The
first phase of the multi annual program will be concluded with an evaluation report of the three established community help desks.
The Community Help Desk for the Elderly and Disabled, scheduled to be opened shortly, will mark the introduction of the second
phase of the Community Help Desk Program.
2.3 Community Policing
In keeping with government’s vision that elevating the quality of life in the districts will improve the general well-being of the
citizens of our island, the concept of community policing has been introduced. There will be a consistent police presence in our
neighbourhoods, which will bring the respective community police officers closer to the residents. Community policing is a system
that has been researched and proven to be effective over a long period of time and its popularity is increasing everywhere in the
world. Of course the citizen who seeks assistance may go to the Police Station, but it begins with the specially trained CPO (Com-
munity Police Officer). He knows his district: he scans and analyzes it as to its strengths and weaknesses. The CPO knows the social
composition, risk areas and much more of the neighborhood he patrols. He is both the focal point for the citizens of his district as
well as the supplier of vital information for investigations and for the creation of new policies. A CPO will be visible in each district
within short and will also be meeting with community organizations, associations and other interest groups on a regular basis.
CPO’s will also be in close contact with neighbourhood schools. Government is certain that this project will increase the feeling of
general security and safety in the communities and offer citizens a sense of peace.
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12. 2.4 Housing: District Improvement
The provision of affordable living accommodations in various districts is a core element in government’s program to work for the
people. It is the goal of this government to provide each resident of this island with access to clean, safe and affordable housing.
Housing, however is one of the areas, where government faces the challenge of obtaining funds under conditions that would make
and maintain the project affordable. Government realizes the importance of making affordable housing available as a means to
combatting poverty for those who have to rent. Home ownership is a much sought after objective of those who, under the right
conditions, can afford a mortgage and will be facilitated by this government.
Government is still very much committed to pursue public–private partnerships in the further eradication of shanty-towns. Faced
with the reality of practically no remaining domain land, government has to concentrate on buying land and or (co) developing
small lots. In cases where persons are not financially able to develop their properties, government will co-develop the property,
creating income for the landowner through rent/lease and asset-building for the St. Maarten Housing Development Foundation.
The redevelopment of these districts in partnership has several social benefits in addition to providing persons with decent living
accommodations. Social cohesion and integration will be encouraged by programs that uplift the districts through decent homes,
adequate infrastructure and overall cleanliness. Government’s project for construction of 2, 3 and 4 bedroom homes has
already started with the target group being young professionals. This program can be kept affordable with the cooperation of the
commercial banks on
St. Maarten. Families (parents with working adult children) amongst themselves can enter into legally binding arrangements, with
the view towards the eventual ownership by the children as part of their inheritance.
Different units in various areas should be for sale for young professionals with possibilities of 100% financing, with the SMHDF serv-
ing as guarantor. Profit of the sale of the homes will go to co-finance the realization of social homes. As one of the focal groups for
this government, further expansion of the home program for Senior Citizens will be realized with 24 additional homes in Belvedere.
This program is to be extended to other districts through public private partnerships, as outlined above. Home construction will
receive a boost with the elimination of the backlog in building permits.
This approach to district improvement through the construction of new homes will also serve to give unemployed youth a new
lease on life, making government and community co-responsible for their districts.
2.5 Youth Development
Addressing the high level of youth unemployment and youth crime is a matter of priority for this government. Convinced that there
is a causative relationship between both phenomena, government supports an integrated and multi-sectoral approach to youth
development. Hence government will continue to encourage integrated initiatives to this end taken by departments within the
Ministry of Education, Culture, Youth and Sports, the Ministry of Health, Labour and Social Affairs and that of Justice.
Through its Department of Youth Affairs government will continue to enable youth serving organizations and other institutions to
address the special needs of the youth in areas of education, family life, health and employment. Focus will be placed on empow-
ering the youth, through the involvement in leadership development programs, to demonstrate a greater sense of civic duty and
responsibility in first instance for their community and subsequently extending to the community at large.
With the enforcement of compulsory education until the age of eighteen, government has created the opportunity for our youth
to make use of the schooling and training available on our island. The Education Management Information System (EMIS), to be in-
troduced by government at the beginning of 2013, will measure the enrolment of students at education institutions of all levels
and types, enabling the monitoring of such by government departments.
Many of our youngsters possess an enormous amount of undeveloped talent. Consistent with government’s quest to provide these
youngsters with opportunities to reach their highest potential in the area of culture, sports and artistic development, the Charlotte
Brookson Academy for the Performing Arts has recently opened its doors with government’s support. It is expected that this academy
through its education program and strong emphasis on developing the talents of each individual student, will contribute to the
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13. professional development of the arts and sports on our island. Government’s scholarship program for talented students, its plans
to build a National Theatre for the Performing Arts, to upgrade sport facilities, and strengthen the capacity of community councils
and centers, should enable our youngsters to actively and successfully participate in national, regional and international cultural,
artistic and sporting events.
Investing in the development of our youth is safeguarding the sustainability and longevity of government’s investments in all other
domains.
2.5.1 Guardianship and Protection
Government’s vision is to protect and support children who are threatened by moral and spiritual ruin and to contribute to their
safety and development to adulthood and full citizenship in society. Prevention of problems in the upbringing of children is para-
mount. Placing at-risk minors under supervision and/or protection is key in the fight to alleviate youth delinquency. The S.J.I.B.
and Court of Guardianship will continue to be responsible for the proper placement of children in safe and healthy environments.
These institutions will also continue to provide guidance, counseling and mentorship to youth with social, behavioral or financial
problems.
2.6 Improved Wellness & Health Care
Government’s vision for its people in the area of health is that all citizens should have access to the most recent and appropriate
medical treatment in patient care, disease prevention management and treatment.
Good health is a basic condition for people to grow and develop. To promote and protect the health, safety and general well-being
of all St. Martiners, government is engaged in health care policy reforms. These reforms include preparations for the phased intro-
duction of a new health insurance system. The National Health Insurance legislation, based on the philosophy of equal access to
essential health services, will be presented for decision making in 2012. Additionally government is preparing a new law to secure
quality care by strengthening controls on the qualifications, registration and training requirements of medical professionals.
It is a global trend that health care costs are continuing to rise due to various factors. As a result government, to secure the sustain-
ability of the health care system and services, is investing consistently in prevention and primary health services. Government is
therefore committed to projects and programs such as:
• “Nutrition and Physical education”
• “Get checked”
• “Health Observances Days”
These programs are designed with a community and outreach approach to create healthy lifestyles and an awareness of various
health topics. They are also intended to register and screen populations and vulnerable groups and foster partnerships with NGO’s
such as the St. Maarten AIDS Foundation, the Diabetes Foundation and the Alzheimer’s Foundation.
As part of its investments in public infrastructure, government will increase the level of its expenditures in the infrastructure of
public health and health care systems. In concrete terms, government will continue to ensure that the St. Maarten Medical Center
meets the needs of a growing and changing St. Maarten demography as well as expands its services to accommodate more medical
specialties and support services. In addition, government intends to pursue the development of medical tourism on St Maarten.
Simultaneously, government will also strengthen its control and supervisory capacity in this area by placing emphasis on an effective
Inspectorate of Public Health.
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14. 3. Public Safety & Security
It is government’s vision that St. Martiners must feel confident in government’s ability to effectively deal with matters of national
and personal security. Our people must feel safe in their homes, neigbourhoods, recreational areas, their own businesses as well
as in their places of work. They should also be able to socialize freely in public places, without having to live in fear that they will
become victim of crime at any given time. Parents should be able to feel assured that their children can safely play and congregate
in public places. In order to provide our citizens with feelings of safety and security, government is currently upgrading its police
force and its related infrastructure.
The main task of the Police Force is the protection of citizens on the street and keeping the community safe not only against criminals
but also all other offenders.
Natural disasters such as hurricanes can cause much suffering. Although the Police cannot prevent the occurrence of such natural
phenomena it can minimize the impact on society through the implementation of safety measures. Besides our citizens, tourists
also have the right to feel safe on St. Maarten. Tourism is the main pillar of our economy and government must ensure that our vis-
itors feel protected and secure.
3.1 Solving Crime
Although crime is prevalent in most societies around the world including St. Maarten, Government is giving much attention to
solving murders and other serious assaults. Especially on such a small island, serious and violent crimes negatively affect each and
every citizen. Our police force is continuously working toward solving crimes effectively and being visible in the community. This
government will continue to work towards improving the capacity and resources of the Police Force.
3.1.1 Youth Crime
The level of youth crime on our island is a matter of grave concern to our government. Once a minor has been prosecuted within
the Courts, he is placed in a rehabilitation program at a youth development foundation. If the crime the minor has committed is
deemed a severe one, he is transported to the House of Detention at Pointe Blanche. In the realization that it is preferable not to
have young offenders housed in the same facility as adults in order to prevent recidivism, government plans to build a youth cor-
rectional facility. The establishment of a separate women facility is also currently being looked into. The addition of those facilities
will allow for increased and more efficient care and rehabilitation for troubled youth and female offenders.
3.1.2 Sports Development
This government recognizes the important role which sports plays in the life of the individual and as such intends to design a struc-
ture that meets the needs of all. Such a structure will be supported by the implementation of the integrated sports policy framework
and other sports policies and guidelines which will form the basis for the governments’ sports program.
A sports development foundation will be established and charged with the implementation of the sports policy amongst others.
The foundation will also be charged with coordinating sports and or recreation activities for children, men and women in general
and in particular, the coordinating of national interscholastic sports competitions, sports related activities for the physically and
mentally challenged, the elderly and those who perform at the elite level.
In order to increase the quality of the sporting facilities, extensive maintenance of the various sports facilities will also be a priority
for this government as is the raising and distributing of funds for sports related activities from both government and non-govern-
mental sources.
3.1.3 Voluntary Corps of St. Maarten (VKS)
Since 10-10-10, the VKS has become an executing agency within the Ministry of General Affairs. The formalization of the VKS has
recently been arranged by government through the National Decree VKS, in which the VKS has been formally designated as a para-
military force.
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15. Government is working on establishing various rules and regulations for the corps, as well as creating the Foundation VKS that will
be charged with the management of the finances and materials of the VKS.
The task of the VKS is to assist the authorities with maintaining public order and safety in normal times and in particular during dis-
aster situations. Over the years the VKS has been providing support to the St. Maarten Police Force and the Prison on a daily basis
and has manned shelters during hurricanes. Government expects that in the near future the VKS will be trained to assist the Customs
and the Coast Guard as well.
3.1.4 Immigration
The social landscape of St. Maarten has changed over the past decades. The continuous influx of immigrants has called for govern-
ment’s immigration policies to be revised and adapted to match the current realities. This rapid change in population demanded
the development of an organization, separate from the Police Force, to focus solely on border control and the admission and ex-
pulsion coordination.
The Immigration Department’s main work has always involved entry, admission, residence, surveillance and expulsion. Government
will continue to restructure the Immigration Service in order to provide the necessary adjustments, which will lead to quality im-
migration service delivery and effective border control. In the area of policy making, government is presently designing new policies
to reflect St. Maarten’s current needs and to improve the public service being offered to permanent and temporary residents alike.
3.1.5 Integration
Integration of persons living and working legally on the island for a long time is currently one of government’s focal points within
the Immigration Service. Government has eased certain restrictions that have hampered progress in this area for some time.
These include lowering the total household income requirement commensurate with the cost of living and a change in permanent
residence eligibility. Another measure taken by government in this regard is the reintroduction of the partnership agreement in
keeping with current family situations not only on St. Maarten, but worldwide.
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16. These policy changes will not only ease the burden on residents who have called St. Maarten their home for many years, but also
ease the administrative strain the Immigration organization faces due to bureaucratic and outdated processes.
With these modifications counterbalancing any negative side-effects will be critical. Stricter enforcement of admission and expulsion
regulations will come to the forefront. Stricter border control will also be exercised, in particular with the addition of a mobile sur-
veillance unit to patrol communities. Technology will also play an instrumental role in improving current immigration regulations
and control, as all systems at our ports of entry will be upgraded. A greater emphasis on control and law enforcement, in order to
better serve the community, will make St. Maarten a more progressive and secure place for all residents.
3.1.6 Combating Drug & Human Trafficking
As a leading tourist destination, the government welcomes legitimate travelers and trade. However, there are a number of persons
who seek to enter our borders illegally or perform illicit activities in our waters. The Caribbean is seen as a popular transit point for
the trafficking of narcotics and other illicit substances. Government will dedicate itself to being a partner in the fight against this
form of organized crime, which threatens public order and safety on St. Maarten. This will be realized through the Ministry of Justice
and its various services, such as the Customs Department and Immigration Border Control. These Departments, reinforced by the
Dutch Caribbean Coast Guard, secure our borders by controlling and safeguarding against the illegal entry of persons and goods
into St. Maarten.
3.1.7 Financial Intelligence Unit (MOT)
Crime, associated with money laundering and fraud over time has the potential to devastate St. Maarten’s economy and community.
Government will, through the Financial Intelligence Unit (MOT), report unusual transactions in compliance with the rules of the Fi-
nancial Action Task Force (FATF). The FATF is an international and intergovernmental body, which aims to set standards and en-
courage effective execution of legal, regulatory and operational measures for fighting money laundering, terrorist financing and
other related threats to the integrity of the international financial system.
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17. 4. Creating a 21st Century Competitive Workforce & Entrepreneurs
Education is one of government’s most important national priorities since it is the foundation for development and serves to alleviate
many of the social ills in our society. The vision for education is that government will provide strategic leadership in the process of
preparing its citizens to become independent thinking, productive, wholesome, confident, useful and valued members of society.
The realization of the vision will be accomplished by government being responsive to the needs of stakeholders and working col-
laboratively, efficiently and effectively to educate and develop intelligent, versatile, productive and well-rounded individuals.
The collaborative effort, expressed in the vision for education, will involve the execution of several crucial development initiatives
by different Ministries, private and public entities, which aim to improve the collective development of St. Maarten’s human re-
sources in key areas. These areas include Technical and Vocational Education, Financial Services, Health Services, the Hospitality
Sector and Information and Communication Technology.
In the execution of its vision for the development of St. Maarten’s human capital government will continue to invest heavily in ed-
ucation as to ensure all citizens of a sound, relevant education system, tailored to meet the human resource needs of a modern,
dynamic, progressive and technically advanced island nation.
In addition, government is particularly committed to increasing the number of secondary and tertiary level students with appropriate
knowledge, skills and competencies. This will enable the to either successfully enter the job market or to actively pursue an oppor-
tunity for self-employment. It is this commitment that led to the construction of St. Maarten’s long awaited Institute for Polytechnic
and Entrepreneurial Development (IPED) in Cay Hill. A new concept within this institute will be the emphasis on the entrepreneurial
aspect of the training provided, which should lead to a greater participation of our people in the private sector on our island. The
incubation section added to the Institute will give graduates access to the basic equipment and guidance, necessary to start their
own businesses until such time that they have become established and are able to operate independently. It is expected that the
Institute in the long term will greatly contribute to meeting the capacity needs of St. Maarten’s labour force as well as to the de-
velopment of locally owned small businesses on the island. The intention is to develop this institute into a state of the art institution,
financed through Public Private Partnership and the attraction of students from the region.
Consistent with its approach to other areas of development, government will embark on a multi-sectoral approach to the plans for
the long term development of its human capital, culminating in a Human Resource Development Plan, which will be realized through
a collaborative effort between the Ministry of Education, the Ministry of Economic Affairs, the Ministry of Labor and the Ministry
of General Affairs. The Human Resource Development Plan should form an integral part of the National Development Plan, which
is currently being developed by the Ministry of General Affairs.
4.1 Technical Vocational Education & Training (TVET)
The sustainability of our economy requires that St. Maarten follows and remains current with the global trends and technology of
the 21st century. This requires a workforce equipped with essential technological knowledge as well as relevant skills and attitudes.
The development of Technical and Vocational Education is key to St. Maarten’s Human Resource Development.
It is a reality on our island that the majority of our students after completing elementary education enter Vocational Education at
some level or another. Yet, to date many employers turn towards immigration to fill the need in our labour market for skilled
workers. This has greatly affected the demographics of our island and inflated government’s budget in the area of immigration,
social services, health and education.
It is the opinion of this government that with an improved technical vocational education program the need for trained workers
can be met, gradually phasing out the importation of foreign labour. An additional benefit of this program will be a reduction in the
number of unemployed youth.
Cognizant of the need for a paradigm shift from the manner in which technical and vocational education has been viewed over
past decades on St. Maarten, government will set out to create the awareness in public and private sector as well as civil society
that:
• a well-developed TVET program is critical for economic and technological development as well as social transformation;
• TVET and skills training are important for job and business creation and the empowerment of young people;
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18. • TVET will contribute to the mitigation of the threat of social upheaval due to high levels of youth unemployment;
• TVET is indispensable to the building of a competitive, knowledge driven and entrepreneurial workforce on our island.
Government will set up clear policies to mandate and guide strategic direction for TVET. Through the setting up of a National System
of Vocational and Technical Education and Training government will ensure that young people, their parents, policy makers and
the community at large view vocational education as challenging and worthwhile and no longer as bound for second class citizen-
ship.
4.2 Ensuring Quality & Relevance in Education
In order to assure that the quality of our education system meets international standards, benchmarks such as those set by UNESCO
will serve as a guide for the development of national standards. These standards will apply to curriculum, quality of education and
special education, quality of educators, at primary, secondary and tertiary levels and will be enforced through legislation and edu-
cation policies.
Prior to the constitutional change of 10-10-10, the development of our human capital was driven by legislation and policies, drafted
and implemented by a central government on Curacao, with little regard for the needs of the St. Maarten stakeholders in education
and its labor force. A draft for an amended education legislation will be updated and presented to all stakeholders for input within
short.
Evidence based policy development in education will be driven by data garnered through the Education Management Information
Systems, which is presently being developed and should be in place by the beginning of 2013. The data provided by EMIS will facil-
itate the monitoring of compliance with national standards, with the registration requirements for schools and with the education
legislation. It will also enable the reporting to UNESCO on the level of compliance with the “Education for All” goals.
4.3 Special Needs Education for Gifted & Disabled Students
In its education development program government will place particular emphasis on meeting the special needs of disabled as well
as gifted students. St. Maarten at this moment has a single school for Special Education. The school houses clusters of students
with differ-ent types of learning disabilities and special needs. Government believes that children with disabilities possess the ca-
pacity to learn and that they deserve the opportunity to develop their potential to become contributing members of the society.
As part of the ongoing efforts to provide these special students with a vibrant learning environment, that will inspire them toward
independence and integration into society, plans are being finalized to renovate and expand the school, so that it will also meet
the needs of students with physical disabilities.
The Ministry of Education has assigned an interdepartmental working group to review the present special education program and
curriculum in order to formulate an improved special education policy, tailored to the needs of these students. Until now special
needs education at a primary level, was geared solely towards meeting the needs of students with characteristics that affect their
ability to learn and who require adapted teaching and learning conditions to effectively educate them.
It is government’s intention to expand its special needs program to include special programs for students, who are gifted and should
be able to receive education that supports their exceptionality. These students will participate in special programs in their respective
schools.
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19. 4.4 Teacher Training
Teachers are in a position to greatly influence the future of our island as they affect the performance, quality and output of our ed-
ucation system, which in turn shape the citizens of St. Maarten and determine the capacity of our human resources. There is an
acute shortage of teachers on St. Maarten and government and school boards alike have been filling that void through recruitment
from abroad.
A study by the Ministry of Education indicated that a mere 16.1% of our teachers are homegrown, while 18.25% is Surinamese,
12.88% is from the Netherlands, 11% is from Aruba and 10% is Guyanese. In the realization that presently 83% of our teachers are
recruited from abroad, government has assigned the Ministry of Education the task to devise strategies and policies to encourage
students graduating from secondary education to aspire to enter the teaching profession. Through incentives and the exemption
of students from the Dutch nationality requirement to qualify for study financing, once they are desirous of pursuing a degree in
education, government has set out to increase the interest in the teaching profession. Simultaneously concerns have been expressed
regarding teacher training on St. Maarten and government is collaborating with the University of St. Martin to enhance its Teacher
Education Program to meet international standards and gain international accreditation.

20. 5. Enabling a Competitive Business Climate
Government’s competitive business concept is predicated on the vision that it should play a leading role in mitigating the effects of
the changes in the international market economy through diversification of St. Maarten’s tourism-based economy. The diversification
will take place through the stimulation of industries and services which are complementary to our tourism-based economy. These
will include finances, entrepreneurship, agriculture and market type tourism such as medical, VIP clients, niche markets, ecological
and marine. Government will then further develop our tourism sector, the foundation on which our economy is built, through
active enabling and efficient facilitating. This will be done by putting in place the necessary infrastructure and legislation to support
its growth.
To that end it aims to implement policies that stimulate and facilitate sustainable economic development and strengthen regional
and international relationships. Government’s financial management will be elevated to the level of best practices in order to
comply with the norms as set forth in the Financial Supervision Regulation.
5.1 Creating the Appropriate Environment for a Sustainable Economy
The mainstay of St. Maarten’s economy is tourism, which relies heavily on clean beaches and healthy waters, reinforcing the need
to protect the environment. Several NGOs have been working in the area of environmental preservation and management. One
such foundation is the Nature Foundation St. Maarten (NAFSXM), established in 1997, with the objective of enhancing the envi-
ronment through effective management, education, awareness and protection of natural resources. NAFSXM has worked very hard
over the last years and has seen a greater awareness developing on the part of the population, demonstrating that the community
cares about conservation efforts. The main thrust of the NAFSXM recently has been the establishment of a Marine Park. The initially
proposed Marine Park surrounded St Maarten’s entire Dutch side from Oyster Pond in the East to Cupecoy Bay in the west, stretching
from the average high water line to a depth of 60m (200ft). Through various consultations and meetings between the various stake-
holders it was decided to implement Marine Conservation on St. Maarten in stages, of which the establishment of the Man of War
Shoal Marine Park is the first and most important step.
Laws are currently being drafted to include the protection of beaches, coral reefs, turtles, mangroves, sea grasses, and other species
that are indigenous to the area. Further rules and guidelines are also being written and adopted to define the nature of recreational
activities within the boundaries of the Man of War Shoal Marine Park. In addition to the Man of War Shoal Marine Park, a Terrestrial
Park that will offer protection to the island’s indigenous terrestrial flora and fauna whilst allowing sustainable recreation, is in the
planning.
There is currently no management of the catchments on St Maarten that drain into the marine environment. Integrated catchment
and coastal management is essential for the future wellbeing of St Maarten’s natural resources, since activities on land directly
affect the water around St Maarten. Government will support NAFSXM’s desire of securing a long term management agreement
to protect the environment within the Simpson Bay Lagoon, which is considered a severely depleted ecosystem but which has the
potential to recover considerably.
Changes in the constitutional framework and legislation, along with changes in leadership, have underlined the need for a man-
agement planning process and document to clearly define the goals and objectives of the Man of War Shoal Marine Park, and state
the management objectives and strategies which will allow the Man of War Shoal Marine Park successes to be highlighted and its
management effectiveness to be assessed.
The management plan will also ensure continuity of management efforts and allow stakeholders and other interest groups to un-
derstand and participate in the planning process. According to the IUCN, management plans are an essential step towards ensuring
the proper management of protected areas. The management plan must be submitted within three months of the management
contract being signed between Government and the Nature Foundation.
5.2 Creating Investment Climate for the Development of Tourism & Small Business
To realize its vision of bringing prosperity to the people, government will reform the management of the local tourism industry by
establishing the St. Maarten Tourism Authority as of January 1, 2013. Through this vehicle, in conjunction with the private sector,
government’s initiatives to realize year round tourism will be pursued. For year round occupancy, government will engage in ag-
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21. gressive tourism promotion and the exploring of markets other than the traditional ones. Our natural hub assets, such as location
and accessibility will be maximally exploited in attracting the regional traveler. These assets also make our island a preferred des-
tination for off-shore educational and medical facilities, attracting a “new” type of tourism. Diversification and serving up market
type tourism (medical, VIP clients, niche markets, ecological and marine tourism) may possibly be a policy recommendation for
reinventing the economy as promoted by economic diplomacy in the region. Investing in facilities for cricket and drag-racing as
well as the upgrading of the existing sport-facilities will encourage sports-tourism. The visitors that St. Maarten seeks to attract are
those who stay longer, repeat their visit and spend more. Towards this end, accurate statistical data collection is key.
Going back to the days when the St. Maarten hospitality worker was one of our greatest assets is possible with training and locally
creating an awareness of the importance of the tourism industry as the mainstay of our economy.
5.3 Small Business Development
The central objective of government’s economic policies is to create jobs in support of the education and social agenda. As such
government will support initiatives with an emphasis on promoting and supporting entrepreneurship and small business develop-
ment. In collaboration with the banking sector, an incubation program and bridge financing will be arranged for small entre-
preneurs. There is the distinct possibility for small industries, such as small and medium-size canning and distribution companies
and sewing centers. Government has not abandoned the intentions to make e-commerce and e-zoning attractive for investors.
This will form part of a special incentive package for qualifying investors. The agriculture and fishery sectors will be boosted by the
creation of an agriculture and fishery department, promoting the use of modern technology.
5.3.1 Agriculture /Aquaponics
The St. Maarten Aquaponic Farm will be established in 2012/2013 consistent with the diversification of the economic activities in
the country. This Farm will showcase the possibilities of agricultural endeavors, providing means for cheap and healthy food, and
provide yet another opportunity to educate youngsters on how to start and maintain a business. The aquaponic farm will grow and
sell local vegetables, tilapia and eventually shrimp while at the same time train students in business administration, management
and agricultural production. Simultaneously, the general public will be shown that St. Maarten can offer more than just tourist
attractions.
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22. 5.4 Financial Management
Government is determined to enhance St. Maarten’s financial situation by improving the functioning of the Tax Authority and ren-
dering it more effective and efficient in the execution of its tasks. This will be accomplished through implementing a revised tax
system that is fair, simple, competitive and economically sound for businesses and individuals alike. Government will also ensure
that all necessary laws and regulations, as it pertains to Financial Management are in place.
5.4.1 New tax System & E-zone
To realize its objectives and associated investments, government is working on a phased overhaul of the tax-system and developing
a related multi-annual financial plan. This will ultimately result in a simpler system, in which citizens and companies all pay their
fair share. In doing so St. Maarten will move away from direct taxation to indirect taxation which will stimulate investments and
the economy in general.
In the meantime, Flat taxes will be introduced, both in the income tax and profit tax areas. The ToT will remain in place, and a so-
called “sin” tax on alcohol and tobacco will be introduced. Certain taxes will also be combined, and as a result of this, the adminis-
trative burden and costs of filing taxes will be decreased, especially for small businesses. Prior to the introduction of this new
system, a clean-up of the tax registry will take place, including writing off of debts older than 6-7 years.
The first phase of the overhaul, which is planned to go into effect in 2013, will result in providing direct financial relief and more
spending power to those citizens who earn a maximum of ANG. 5.000,00 per month. A complete proposal with all the different op-
tions to achieve this is being prepared by the Department of Fiscal Affairs for handling by the Council of Ministers and Parliament.
The next phase is scheduled to go into effect in 2014. The government is preparing a change to the vehicle tax ordinance as well.
This will eliminate the need for changing number plates every year. It will also be a cheaper, more efficient and environmentally
friendly way of paying vehicle tax, and will go into effect in 2013.
The IT systems in government will be improved, linked, and streamlined in order to make it possible to pay taxes and apply for
certain permits online. Furthermore, linking different databases in and outside of Government will make the application procedures
much shorter and easier.
5.4.2 E-zone
The E-zone project is intended to boost the investment climate of St. Maarten, create employment opportunities, and broaden the
tax base by developing the off-shore business sector. An Economic Zone (E-Zone) is a specially designated area or space where busi-
ness offering off-shore services can establish at preferred tax rates. Companies within the e-zone will be taxed at 2% (surtax included)
until January 1, 2026. There are no import duties or turnover tax due for goods and services that are rendered within the E-Zone.
By doing so, economic growth will be stimulated using modern techniques such as e-commerce and social networking.
5.4.3 Tax Information Exchange & Partnerships
St. Maarten is currently under the OECD’s Phase 1 peer review on transparency and exchange of information for tax purposes.
Several amendments in the Tax Code (General Tax ordinance) and Civil Code have been made in order to meet the OECD-standards
on transparency and effective exchange of tax information.
Priority is given to enter into a double taxation convention with French St. Martin and with the countries of the Kingdom of the
Netherlands. Several other countries have approached St. Maarten with requests to enter into tax treaties as well. This will be
worked on during 2013 and 2014.
5.4.4 Budgetary Matters
Along with its reforms on the revenue side, government is working on making improvements to the budget process and its financial
management. The budget cycle will be streamlined, and the budget will be more substantiated in order to provide a clearer picture
of how Government arrives at the figures that are presented. This will make the budget more realistic, and also allow for better
management of Government’s finances.
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23. In addition, government will continue with the implementation of the “PEFA” improvement program. This will lead to a streamlined
and accurate financial administration. Both the government and the general public will be the beneficiaries of these improvements.
Citizens will be provided with better and faster service, and government officials will be able to monitor and manage government’s
financial affairs. The automated systems will be upgraded, linked, and improved, and the staff will be provided with educational
opportunities to increase their knowledge, productivity, and thus job satisfaction.
Both the internal control and the treasury functions within government will be strengthened, in cooperation with the Dutch gov-
ernment and the Central Bank. A restructuring of the administrative processes within government and the use of more E-technology
will cut down the “red tape”. This will result in quicker decision-making processes, and improved transparency and service to the
public.
An amended subsidy policy is in the making, which will make it easier for smaller foundations to comply with the rules and regu-
lations. Also, a dividend policy for government-owned companies will be implemented, which will take the companies’ investment
strategies and debt ratios into consideration. This policy is needed to bring government and its companies in compliance with the
requirements of good corporate governance.
5.4.5 Monetary Matters
Government will continue working to improve the functioning of the local branch of the Central Bank of Curacao and St. Maarten,
enabling this institution to meet the demands of and play its rightful role in the community and financial system of St. Maarten.
This will be facilitated by cooperation between the two countries. Local professionals will be given the opportunity to staff the local
branch, thus building up capacity over the years. The physical structure of the building will be improved to meet the demands for
increased staff. Government will commission a study in order to make an informed decision on which currency is best suited for St.
Maarten. The study should be a comprehensive one, taking into account different national and international factors that have an
effect on the currency.
5.5 Stronger Relationships with French St. Martin & Partners Abroad
“Working for the people” expresses a desire to work together in the interest of St. Maarten. This interest is served by sound inter-
national relations as an autonomous country within the Kingdom. Dependent on the world economy and simultaneously bordering
EU territory with French St. Martin, both economies are intrinsically connected. This serves as a unique selling point, adding to St.
Maarten’s profile and identity in the region.
Moreover, St. Maarten must position itself as a reliable and stable business partner by offering a comprehensive, transparent and
effective program to weather international turmoil and anticipate external shocks such as those that have recently impressed the
world.
Government is taking note of global trends and international standards. Although the financial crisis in the USA in 2008 caused
major concerns, US and Canadian visitors flow has not dried up. Monetary and economic crises in Europe, however, will affect the
area and shifts in migratory patterns are a daily concern to St. Maarten.
Environmental depletion has an impact on tourism. Adherence to international treaties and regulations are to be observed, but
they also are crucial for the protection of a small and open economy like ours. Similarly, compliance with safety protocols in border
areas, coasts or airports, air traffic regulations, fighting organized and international crime and trafficking, are all priorities to ensure
the quality of this society and promote a positive image abroad.
Progress is noticeable as we all step up the level of service to the people of St. Maarten, foreign investors and visitors. We must
take advantage of international opportunities by defining a selective series of choices in international associations and memberships.
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24. While representing St. Maarten abroad is key, interdepartmental streamlining is also needed to ensure that signals sent abroad are
consistent and coherent. An international affairs commission (CIEB) is envisaged to detect, analyze, advise and strategize global
trends that affect St. Maarten.
Environmental depletion has an impact on tourism. Adherence to international treaties and regulations are to be observed, but
they also are crucial for the protection of a small and open economy like ours. Similarly, compliance with safety protocols in border
areas, coasts or airports, air traffic regulations, fighting organized and international crime and trafficking, are all priorities to ensure
the quality of this society and promote a positive image abroad.
Progress is noticeable as we all step up the level of service to the people of St. Maarten, foreign investors and visitors. We must
take advantage of international opportunities by defining selective series of choices, also in international associations and mem-
berships. While representing St. Maarten abroad is key, interdepartmental streamlining is also needed to ensure that signals sent
abroad are consistent and coherent. An international affairs commission (CIEB) is envisaged to detect, analyze, advise and strategize
global trends that affect St. Maarten.
5.5.1 Strengthening Foreign Relations
The new governing program embraces a dynamic strategy to anticipate rather than merely respond to change by making choices
and developing a regional identity that fits and marks our presence as a niche player. One of the tools has been the establishment
of the new Directorate of Foreign Relations (DBB). DBB is a government department which provides advice, deals with international
treaties, protocol services, and consular services and is the focal point in communication of the St. Maarten government with other
governments. It constitutes the liaison with international organizations, within the framework of the Charter of the Kingdom. In
order to achieve a solid foreign strategy and service, the government supports the further strengthening of DBB.
5.5.2 Effective Cooperation with French St. Martin
Stepping up effective cooperation with French St. Martin certainly is an important priority. The government values the partnership
with our French neighbors and sees the intrinsic interdependence of both economies. Economies of scale can be reaped in cross
border cooperation in important areas. Quick wins can be achieved to improve the quality of life of the people of St. Maarten/St.
Martin. First steps have been taken on priorities, which signal the implementation phase of many projects in which the principle of
subsidiarity will be the new direction in island cooperation.
Among mutual priorities in cooperation are joint road projects, transportation and vehicle registration, recognition of licenses,
drinking water production, waste management and garbage handling, sewerage, drainage, agriculture initiatives, exchange of data
among hos-pitals, education cooperation and aspects related to safety, welfare improvements and regulations that matter to the
people but also discourage fraud. In view of this, a promising start has been made with joint passenger immigration control at
Juliana Airport and cross border police cooperation.
The recession in Europe, affecting trade with the USA, China and the weakening of the Eurozone do not leave St. Maarten unaf-
fected.
Additional aspects to be considered are the consequences of ‘dollarization’ and the future of the Central Bank of Curacao and St.
Maarten. The informally applied 1:1 rate of the Dollar to the Euro is indicative of the harsh reality of the economic struggles of en-
trepreneurs in Marigot. Given the interdependence, the French St. Martin economy must not be perceived as merely on the re-
ceiving end of St. Maarten tourism; it must be assessed and appreciated as a vital and equally important partner to reach benefits
of scale.
Mobile media is eroding the power base of undemocratic regimes; it exposes banking and business, makes money volatile and
allows speculative capital flows to influence the stability of entire systems. Reputations built over decades can now be destroyed
with a simple click of the mouse. Mayor geopolitical issues, economic shifts in the balance of power, political democratization and
power struggles in the middle-east affect energy prices, primary resources, and our food and import prices.
The redefinition of the EU’s LGO policy and availability of funding, in which St. Maarten will have to position itself, may be very well
inspired by the budgetary crisis in the Eurozone. In this respect St. Maarten’s government is to define priorities and partner in new
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25. initiatives in close cooperation with Marigot, in European projects. St. Maarten, with 1,5 million cruise passengers a year, seems
less affected by the global downturn than initially feared. However, we must not forget that we are at a crucial point in the process
of building St. Maarten’s institutions, its economy and welfare system, its human capacity and perspectives for the youth.
Foreign policy shall offer the framework to cope with the many consequences of the international crises. At this point foreign policy
and economic policies overlap. Diversification and serving up market type of tourism (medical, VIP clients, niche markets, ecological
and marine tourism) may possibly be an economic policy recommendation for reinventing the economy as promoted by economic
diplomacy in the region.
5.5.3 Caribbean
Caribbean Countries share historical, social and cultural ties that bind them together. Despite these ties, there are also common
challenges associated with the islands’ smallness in geographic size and population; heavy reliance on imports of goods, services
and energy; vulnerability to external shocks and ecological fragility. The Government of St. Maarten attaches great importance to
regional cooperation as it is viewed as a tool to assist Caribbean countries in coping with these challenges. To this end, Government
has taken up and considers membership in regional organizations that will:
• help with institutional building;
• provide opportunities for social and economic progress;
• facilitate transfer of knowledge and best practices;
• offer technical / financial assistance in specialized areas;
• serve domestic goals such as migration, social development, justice and diversification.
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26. Currently St. Maarten is a member of the Caribbean Financial Action Task Force Agency (CFATF), Caribbean Organization Tax Ad-
ministrators (COTA), Caribbean Tourism Organization (CTO), Caribbean Telecommunication Union (CTU) and Caribbean Association
of National Telecommunication Organizations (CANTO). Government is also exploring potential membership in the Economic Com-
mission for Latin America and the Caribbean (ECLAC), Pan-American Health Organization (PAHO) and Caribbean Community (CARI-
COM).
5.5.4 European Union Relations
St. Maarten forms part of the European Union’s Overseas Countries and Territories (OCTs) grouping. The association of the OCTs
with the Union stems from the constitutional relations that these countries and territories have with the 4 Member States. The
EU-OCT relationship is legally based on Part IV of the Treaty on the Functioning of the European Union (Articles 198 to 204 of the
TFEU) and the detailed rules and procedures governing this relationship are provided for by 2001 Overseas Association Decision
(OAD) (2001/822/EC). The OAD will expire on December 31st, 2013. The European Commission delivered a proposal for a new leg-
islative package to the Council during the summer of 2012. The new Decision will reflect a modernized relationship between EU
and OCTs that is characterized by a shift from classical development (with a focus on poverty reduction) to one based on a model
that conciliates economic activities and social well-being in the long run, while preserving natural resources and ecosystems for fu-
ture generations.
For St. Maarten, these aspects are strongly anchored in the ambitions of the National Development Plan that will be drafted in
close cooperation with UNDP. The Government of St. Maarten recognizes that regional cooperation within the EU framework is
critical to the economic progress of the country. For this purpose, St. Maarten is participating in European Development Fund (EDF)
regional projects related to HIV/AIDS, small and medium enterprise development and disaster risk reduction initiatives (R3I). The
Government has also signed its Single Programming Document for the 10th EDF of which the country’s allocation is 4.75 million
Euros that will be used for the Dutch Quarter Sewage and Drainage Project. It is the intention of the Government to dedicate more
resources to further strengthen the coordination and management of mentioned and future EU projects. This has become even
more important given impending plans for the termination of Dutch develop-ment cooperation funding via agencies such as USONA
and AMFO.
5.5.5 Priorities and Profile for 2012-2014 in Foreign Relations
St. Maarten, as part of the Kingdom of the Netherlands, adheres to several international conventions and treaties. As a very small
country, St. Maarten has insufficient political and economic leverage to influence global activities. Hence government has decided
to rely on diplomacy in cooperation with Kingdom partners and other States to pursue its external interests. Against this backdrop
it has set the following priorities for its international relations agenda in order to optimally represent St. Maarten’s interests abroad:
• Engage foreign policies as a tool to reach the ambitions of the government’s ‘working for the people plan 2012-2014’
within the realm of Kingdom agreements;
• Host and consult (incoming) diplomats, trade and business representatives, NGO’s and international organizations’ stake
holders and selectively commit to international platforms;
• Promote sustainable development and liaisons strengthening HUB potential;
• Establish the Interdepartmental Foreign Policy Committee (CIEB);
• Act as Caribbean business intermediary and partner for the Kingdom in Latin America and regional trade;
• Consult and fine tune joint interests with Kingdom Partners, yet develop a St. Maarten regional profile in the region;
• Facilitate timely and accurate reporting on Human Rights, Human Trafficking, Financial compliance and other international
obligations;
• Promote regional cooperation serving domestic goals: migration, social development, justice and diversification;
• Decide on membership, association and determine or negotiate fees with the prioritized international organizations;
• Explore promising areas of growth and opportunity;
• Seek alliances to ensure reliable and reasonably priced import of goods, fruits and vegetables;
• Secure a French-Dutch cooperation policy including EU project engagement with the French partners;
• Synchronize when appropriate, foreign travel agendas with Kingdom ministerial travels to get most out of joint efforts and
trade missions;
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27. • Structure feedback mechanism of results from foreign missions to build country and sector dossiers on a centralized level
in St. Maarten;
• Consult regularly with Aruba, Curacao and the Hague on common foreign policy interests;
• Establish action lists on treaties and make an inventory of departmental follow up for enactment in St. Maarten laws;
• Ensure that St. Maarten channels its policy priorities to Kingdom embassies, so that these can properly serve and represent
the interests of St. Maarten abroad.

28. 6. Effective Government
Governments throughout the world are supporting good governance by strengthening the capacity and quality of their public agen-
cies through public sector modernization and improved financial management. Good governance, including good corporate gov-
ernance, is also highly considered in the decision-making processes of this government. Laws governing corporate governance were
established by the island territory of St. Maarten. After the constitutional change those laws obtained the status of national ordi-
nance.
In 2009, the Corporate Governance Council was installed as an advisory board for the government on decisions concerning gov-
ernment owned companies. The premise for the decision making concerning the government owned companies and the tasks of
the Council are mentioned in the Corporate Governance Code, also established in 2009.
In working for the people this government views integrity as a critical component of good governance and the delivery of quality
public service as essential to effective government. In order to accomplish both, government has set out to improve the quality
and capacity of its public institutions. Mindful of the importance of good governance to our social and economic development as
well as our international standing, this government underscores the need for our civil service to operate according to international
standards while effectively managing the islands resources. Hence, the St. Maarten government has made a conscious choice as
an organization to consistently act according to applicable rules, norms, values and ethical standards and laws, and to this end has
embarked on an ambitious integrity project.
6.1 Integrity Project
The Integrity Project of St. Maarten encompasses a wide range of activities that together will contribute to the ultimate goal of
drafting a comprehensive Integrity Policy for St. Maarten and the successful execution and implementation of the Integrity Program.
As a first step in the process it was important to assess the current situation as it pertains to the ethical climate standards and prac-
tices within the government organization. Research was done in the form of a self-assessment. From the beginning it was clear,
that to set a path to a comprehensive integrity policy, it was necessary to first establish a vision. This vision was created and approved
by the Council of Ministers in May 2012. In June 2012 the entire public service participated in Integrity Training, which included
all levels within government. The next step will be the presentation of a comprehensive integrity policy at the end of 2012. This
will form the basis for the tasks and responsibilities of the Integrity Bureau to be established as of January 1st, 2013. The Integrity
Bureau will safeguard the continuity and execution of the integrity vision after the current Integrity Project ends. This will be done
through, among others, a continuous awareness campaign.
6.2 Recruitment & Promotion Policy
Integrity will also be reflected in the manner in which new members of the civil service are recruited and current members are
promoted. Public service personnel should be qualified, well-trained, efficient and courteous. The existing recruitment policy will
be adjusted to accommodate the constitutional changes. The performance management system, selected by government as a
tool to measure and reward the performance of its personnel, will be reviewed in terms of relevance.
Subsequently, performance will be strictly monitored to ensure that promotion, compensation and recognition continue to be
effectuated according to performance and merit. Government’s aim is to keep its civil service motivated and productive through
high job-satisfaction. Conversely civil servants will be held accountable for their performance in the delivery of public services and
the relevant departments will be requested to devise and implement multi-sectoral strategies. The service to the public will then
be delivered in a more efficient manner, leading to less duplication of resources and the cutting back on the waiting time in public
offices. These strategies should lead to a more effective operation and ultimately to the concept of the Public Service Center.
6.3 Public Service Center
In 2006 the Government of St. Maarten invested in developing a new vision on Public Services. This vision is to implement a modern
service concept that will lead to high quality public services based upon two elements:
• Public services will be provided based upon a “one-stop-shop” philosophy;
• All public services will be accessible from a central location.
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29. In 2010 a project plan was approved to implement the new Public Service Center (PSC). The goal of the project was to set up a PSC
where all public services, government information and government products would be delivered in a client oriented fashion, based
on an integrated approach. In this manner public service delivery would take place more efficiently. In 2011 a GAP analysis was ex-
ecuted to analyze the gap between the initial goals, mission and vision as presented in the project plan and the actual situation at
all government counters. It was concluded that the PSC vision needed to be reviewed. The second element of PSC was changed
into “providing public services from different locations, operating as one department”. Simultaneous with the adjusting of the PSC
vision it was decided to establish a PSC in the Simpson Bay area. This new PSC in Simpson Bay will be the pilot project for all other
PSC’s, such as the PSC in the new administration building. All technical, ICT, organizational and process redesign solutions will be
installed and tested at the new location for the purpose of improving public service quality. These activities initiated the cycle of
continuous improvement of public services and will facilitate and expedite the establishment of other PSC locations.
6.4 Capacity Building
The government of St Maarten has initiated several projects to allow civil servants to acquire knowledge and skills, required to
function optimally in the new government structure. These projects constitute the program “Institutionele Versterking Bestu-
urskracht”, executed in cooperation between the Netherlands and St. Maarten, with funds managed by USONA.
The original objective of the project is to increase the knowledge, experience and skills of public servants through:
• Job-specific training;
• General training;
• Exchange programs.
6.5 E-Government & Strong ICT Systems
Government is committed, through e-government, to strengthen the capacity of its institutions to enable more effective, client
friendly service delivery to the public.
E-government includes the technologies and processes that enhance the delivery of information and services to the public and
improve the general internal operation of government. In order to realize this, government is focused on strengthening the ICT
systems across the organization, with an emphasis on mobile technology.
Going mobile means more than just e-mail access: through the use of tablets, smart phones, etc. we can improve productivity, re-
duce costs and improve our services to the public. Our workers must be able to do their jobs from more than a single location.
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30. Mobile technology can allow employees to react more quickly to customers concerns because they do not have to return to the of-
fice. This can build better relationships with customers. One of the most important steps in the mobilization plan of government is
profiling the different categories of workers in our organization to determine their priorities and the mobile solutions that will
meet their needs.
6.5.1 Digitalization & Documentation
By digitalizing the archives of the Civil Registry, the government of St. Maarten has made an important start in creating sustainable
data storage. Besides sustainable data storage a digital archive contributes to speedier, more customer friendly public services by
government. The activities as described in the original project plan were completed successfully. The ICT department has provided
the necessary hardware and the Civil Registry is using the digital archive on a daily basis. Since the project was executed more effi-
ciently than initially forecasted, there is budget remaining for additional activities. The activities include digitalizing even more doc-
uments and the purchase of scanners for the Civil Registry to keep the digital archive up to date. This project is only the beginning
and government will take further actions to set up a national archive, digitalize the archives of other departments and develop
policies regarding digitalizing and archiving in the future.
6.5.2 Introduction of Cloud Technology & VOIP Services
Through cloud technology government’s organization will deploy servers in a timely fashion, enabling the organization to function
in a more cost-effective and efficient manner. Presently government’s organizational infrastructure is divided over close to 16 sep-
arate physical locations. These locations have their own telephone systems, requiring subscriber lines for each location, which is
costly. To improve this situation, government, through the ICT Department, will connect the remote locations and implement a
VOIP system that will allow all employees to communicate from anywhere in the world.
6.5.3 Introduction of Online Services
The public will soon be able to request and pay for certain government services online. This will reduce the wait time and queues,
currently experienced by the citizens needing/receiving government services. The online services will not only cut down on man
hours but also on the use of supplies such as paper, staples, toner and other hardware. By providing for instance the tax forms
online, the citizen will have to print their own tax forms, allowing the organization to save on purchasing those forms. Also, allowing
the citizens to file their taxes online will make the organization more efficient as the processing of the taxes will be expedited.
Other online services will include access to business license applications and request forms for medical or financial assistance as
well as allowing for the lodging and acceptance of complaints. As government expands its services in the districts, consistent with
its community development approach, ICT will provide the necessary facilities required for such.
6.5.4 Introduction of the Intranet & Base Registration Tables
Government’s objective with the implementation of the intranet is to provide a single point of access to information in a quick and
easy manner. Intranet will facilitate the inter-sectoral approach by providing the means for ministers, secretaries general and man-
agers to connect with employees across various ministries and have access to a centralized directory. This will lead to increased in-
formation sharing and productivity. The intranet will be accessible from anywhere in the world, using government issued login
credentials. The identification and implementation of base registration tables will be the stepping stone for government to integrate
all of its systems, avoiding the current issue of “dirty” information (one person having different information in different systems)
and allowing the organization to become more efficient in performing its duties.
6.6 Meteorological Department
St. Maarten’s geographical location renders a Meteorological Department and its services critical to the protection and safety of
our people. Even though we currently make use of assistance from the Curacao meteorological office, government is working to-
wards making this service self-reliant in the shortest possible time. The following projects will be embarked on in this regard: setting
up the QMS (Quality Management System) and meeting ICAO requirements, as well as defining and installing the Climatology De-
partment.
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31. 7. Sound Infrastructure & Environment
Government is committed to resolving the congestion on our roads through the execution of the Comprehensive Road Network
Plan, aimed at eliminating a number of key traffic bottlenecks. Additionally, in supporting its infrastructure policies government is
moving forward with the zoning projects.
7.1 Road Network & Improvements
Government will realize the financing of the road network projects through a yet to be established Road Fund. The intention is that
the Fund would be fed by the road tax, currently collected by government. The legislation to be put in place will guarantee the rev-
enue stream for the Fund. The Fund will be responsible for construction, maintenance and development, not only of roads, but
also other public infrastructure such as signage, benches, receptacles etc. Insurance companies will be invited to participate in the
Fund and within 5 years the road network plan can be completed.
7.2 Zoning Plan Project
St. Maarten is a small nation island with a total area of 37 square miles. When the economic development started about 30 years
ago, new construction/developments didn’t require much regulation. However, with an ever growing economy and geographical
limits in some cases having been reached, it is becoming more and more urgent that government revisit the type of development
it desires and designate certain areas for that purpose.
Government’s process of zoning allocates areas for business activities, pleasure and leisure, residential living, and designates all
available square miles for a maximum of economic possibilities and a maximum of living pleasure on the island. The St. Maarten
Zoning Project aims to have all zoning plans covered by laws in 2014. Zoning plans are presently being presented to the communities.
Where the preservation of monuments is concerned, the purchase of the Emilio Wilson Estate will be formalized shortly. The in-
tention is to give the management of the Estate to existing organizations, which will come together and jointly look into the operation
of this area. While government takes steps towards the establishment of the Monument Council to manage our monuments, in
the absence of such, ad hoc committees will sit in for the Council.
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