Dear Editor,
As St. Maarten stands at a critical juncture, the need for a transformative and visionary outlook becomes ever more apparent. Claude Wathey’s vision, though once relevant and beneficial to the island, has now reached its limits. The time has come to make a very important decision. We can either follow the same old path, fading into obscurity and slowly losing our regional uniqueness, or we can boldly embrace a new direction – one that champions progress, sustainability, and long-term development to shape the next 50 years of our nation’s history.
In this article, we embark on an exploration of a grand and ambitious vision that can serve as the driving force behind our nation’s growth. By uniting our goals, decisions, and values under this aspirational framework, we will ensure our resilience and unlock our true potential for success.
So, what does this grand new vision entail? As the title may have hinted, it aims to position St. Maarten as a prominent innovation hub in the Caribbean. This bold and expansive vision embraces various approaches to innovation, allowing each individual to reach their highest potential and surpass it, without limitations on our thinking. To achieve this, my advocacy revolves around sustainability, pioneering revolutionary energy solutions, harnessing the power of blockchain technology, and fostering a culture of continuous learning and collaboration. These transformative endeavors will pave the way for a prosperous and dynamic future, re-establishing our position as trailblazers in the region.
Becoming the most sustainable island in the Caribbean
Innovation opens doors to a multitude of possibilities, and for St. Maarten, a visionary leap into the green energy race sets the stage for a sustainable future. With the goal of becoming the most sustainable island in the Caribbean, embracing renewable energy sources like solar, wind, and ocean energy, alongside innovative waste management and water conservation practices, will significantly diminish our environmental footprint.
Picture GEBE pioneering as the world's first electricity company that operates solely as a grid facilitator and marketplace, not producing any electricity itself, but instead revolutionizing how energy is bought and sold. Leveraging cutting-edge blockchain technologies such as Energy Web Token enables this transformative energy ecosystem, where we, the people, can empower ourselves by generating and trading renewable energy.
As an advocate of clean energy and the proud owner of a small solar installation, I can attest to the empowering feeling of generating my own power. However, the absence of net metering (being able to offset my electricity bill by providing excess energy back into the grid) leaves me disheartened, seeing surplus energy go to waste.
Energy independence is of paramount importance, as it not only lowers our electricity costs but also opens up new avenues for competition and progress. We must act swiftly to secure our place in this transformative era.
Curaçao has recently entered a partnership with the Netherlands to build an offshore wind farm and continue to invest in solar panels, with the goal of converting surplus energy into hydrogen. This serves as an important reminder that because we’re standing still, we’re actually falling behind. Hydrogen is increasingly sought after as nations and industries strive for cleaner alternatives to fossil fuels. The demand for hydrogen is set to soar in the coming years, and if we seize this opportunity now, we can position St. Maarten at the forefront of the energy revolution.
By embracing clean energy initiatives and investing in our technological prowess, we can embark on a journey towards a sustainable and thriving economy, not solely reliant on tourism. This transition will diversify our economic landscape, creating a solid foundation for long-term growth and prosperity.
Nurturing Innovation, Entrepreneurship and Continuous Learning
To propel St. Maarten into an esteemed innovation hub, we must cultivate a supportive ecosystem that fosters creativity, entrepreneurship, and a thirst for knowledge. It needs to become a part of our culture! By establishing startup incubators, innovation centers, and funding mechanisms, we can attract and retain our skilled and highly educated locals. No longer will they need to live abroad enriching other nations with their knowledge and experience; instead, we would be offering them dynamic fields to develop and grow personally and professionally.
With a focused vision, we can align our educational system to focus on developing the skills needed for the future, such as smart grid maintainers, hydroponics farmers, medical specialists, project managers, and more. This long-term planning and preparation are prerequisites for achieving successful results and putting our own in positions of power, guiding these transformative initiatives to their fruitful conclusions.
Emphasizing continuous learning, we encourage curiosity and provide ample opportunities for personal development in areas of individual interest, nurturing a culture of continuous improvement. Collaborative partnerships between local entrepreneurs, international investors and research institutions will further stimulate the growth of innovative industries, culminating in a vibrant innovation ecosystem teeming with potential.
Collaborative partnerships for regional impact
Achieving our grand vision hinges on collaboration, recognizing that St. Maarten’s success is intertwined with the prosperity of our French counterparts, neighboring islands, and kingdom partners. Engaging proactively with our kingdom partner, the Netherlands, unlocks a treasure trove of expertise and potential access to EU funding for a multitude of sustainable development projects.
Our small island nation can benefit immensely from forging strong alliances that leverage the collective knowledge, resources, and networks of our regional and global stakeholders. Key here is that we take ownership of those partnerships and therein dictate how we effectively want to leverage those resources offered to us, creating win-win situations as opposed to it being dictated to us and leading to less effective results.
By embarking on collaborative regional projects and pooling resources, we can harness the collective potential of the Caribbean, ushering in mutual benefits and shared prosperity for all. With a clear and defined goal, we set all noses pointed in the same direction, fostering collaboration instead of the individualistic pursuits that we see today and yield little to no results.
Embracing the role of digital pioneer in the Caribbean
St. Maarten’s distinct advantage lies in its smaller population, setting the stage for groundbreaking strides in data management and blockchain technology. Taking cues from Estonia's model, where each citizen possesses a secure digital ID, we can adopt a similar system, utilizing blockchain technology to safeguard personal data and empower our residents with comprehensive control over their information.
A visionary approach to data management not only fosters data-driven decision-making but also ushers in a range of benefits that cater to the needs of our society. By harnessing blockchain's potential, we revolutionize administrative processes, enabling faster access to essential services. Imagine a streamlined process for bank account openings, facilitated address changes, effortless tax filings, and swift employer permit submissions.
As we advance toward digital frontiers, we establish a foundation that champions inclusivity, transparency, and efficiency, eradicating illegality and ensuring the collective contribution of all. This transformation heralds an era where St. Maarten's digital journey propels us toward a future where processes are optimized, society is more united, and prosperity is shared by all.
Conclusion
The above examples merely scratch the surface of the many ideas and opportunities that await us with this grand vision. From waste management and recycling to leveraging AI technologies for educational advancements, from specialized hurricane-resistant structures, or reincorporating more greenery into our communities, to exploring innovative land-expansion techniques, the possibilities are only limited by one’s imagination.
St. Maarten finds itself on the verge of a profound transformation, driven by the aspiration to become the Caribbean’s foremost innovation hub. Embracing the insights shared in this article, we have the power to unite and collaborate harmoniously, propelling us towards a brighter and promising future. In part three we’ll delve into how this can be achieved, as lofty dreams are just that if you don’t plan to achieve them.
David Salomon
Dear Editor,
What is the job of the Economic Controllers when they go into supermarkets? I ask this because this letter was prompted by two occurrences that I have witnessed. On two separate occasions in two separate supermarkets I have seen controllers (who we all know) show up to a supermarket, wait for a few minutes, then are escorted by the manager or owner to an office, then they leave right after without doing a control.
Now I’m not accusing anyone of anything but that kind of behaviour looks very suspicious and only adds to the ongoing rumour of rampant bribery by supermarket owners to controllers as an incentive to not execute any controls and look the other way. So, I immediately wondered what is the role of these controllers and when do they actually carry out controls? Because honestly, I have never seen them doing that job in person.
Another thing that jumped out at me is the following. Many people complain about food prices and supermarkets not following the law and regulations regarding maximum prices. So while standing there wondering if rumours might be true, I also wondered about how many fines have economic controllers issued in the last two years.
This is information the public should know in order to be assured that supermarkets are being held accountable and that maximum prices are being adhered to. Do not tell me that with all the complaints, no fines have been issued. So, I would like to know how many complaints have been received and how many fines were issued.
Finally, whoever is in charge at the government, you need to tell your controllers to stop meeting with store owners so suspiciously unless, of course, they are issuing fines?
A Concerned Citizen
~ Its historic significance is everlasting ~
Dear Editor,
The former government administration building wasn’t just a structure. Located in Philipsburg opposite a parking lot, it was a place where many civil servants and government officials spent a significant portion of their adult lives serving the citizens and residents of St. Maarten. It was a site that held the power brokers of decisions that affected the level of the quality of the lives of the people of St. Maarten.
The derelict structure was an eyesore for many years destroyed in the aftermath of Hurricane Irma in 2017. The location is finally cleared except for parts of a few leftover structures, making way for what is alleged and projected to be the site for the new Parliament building of St. Maarten.
I support this notion for the simple reason that Parliament must be situated prominently and accessibly for the people it serves.
Our island administration’s constitutional – and administrative history has seen many personalities pass through the corridors of the building. These include but are not limited to figures such as Dr. Claude Wathey, Clem Labega, Sam Hazel, Vance James Jr, Joseph “Joe” Richardson and Rene Richardson, Abby Richardson, Ms. Elaine Vlaun-Gumbs, Mario Hodge, William Marlin, Sarah Wescott-Williams, Theo Heyliger.
Island Secretaries included Vacueqlin Connor, Mervin Scott, Raphael Boasman, Joan Dovale-Meit. Amador Muller. Former Lt. Governors include Mr. Max Pandt, Mathias Voges, Russel Voges, Dennis Richardson and Mr. Franklyn Richards.
A political icon still among us who graced the halls of the government administration building with his larger-than-life personality is former Minister of Justice of the Netherlands Antilles Mr. Leo “Captain” Chance.
The Island Secretariat was the center of operations of the government administration that administered to both the Island Council (now Parliament) and the Executive Council (now Council of Ministers).
The monistic system of government, meaning that members of the Executive Council were also members of the Legislative Council made way on October 10, 2010 for the more democratic, dual system of government through the separation of these powers. Noteworthy is the fact that Island Council members received a monthly stipend of NAf. 2,000 guilders for this (part-time) representation.
The Department of General Affairs was led for many years efficiently and effectively by the late Mr. Louie Duzanson and staff.
Many historical decisions were taken in the A.C. Wathey Legislative Hall of the government administration building. Among others:
* Island Council resolution to organize the 1st Constitutional referendum held on October 14, 1994. The resolution called to hold the 2nd Constitutional Referendum of June 2000 that cleared the path towards our current new constitutional status.
* Establishment of the Permanent Committee for Constitutional Affairs (PCCA) and Work Group Constitutional Affairs (WGC).
* It is the location where historic and heated meetings were held on the November 2007 Constitutional draft agreement leading to the disolution of the Country Netherlands Antilles and the creation of a new Constitutional status for St. Maarten.
* The first Initiative law is presented to establish the Ombudsman office.
* It is the place where the last Island Council members took their oaths of office prior to October 10, 2010 (10-10-10). It is the place where the first Parliament meeting of Country Sint Maarten was held.
I have been privileged to be part of this history previously outlined in this article, including being chairwoman of the first referendum committee and as President of the Parliament of Country St. Maarten.
It is incumbent upon the historians and new generation of researchers to peruse and record our constitutional history. Like a sphinx rising from the ashes, so will there be a new structure fit for future generations of great leaders and public administrators.
A new House of Parliament that will be surrounded by a clean and green environment and built to last generations and includes a state of the art library and a flawless administrative system. It’s time to make St. Maarten beautiful again.
Let’s make way for a place where elected and appointed decision-makers are held accountable for their actions, execution of their tasks and responsibilities on behalf of the people of St. Maarten with integrity, good governance, transparency and accountability heeding the mistakes of the past.
Gracita Arrindell
Honorable Minister Richardson,
We write to you on behalf of the dedicated and hard-working Customs agents who have committed themselves to safeguarding our nation’s borders. It is with a deep sense of concern that we address the continuous cycle of unfulfilled promises originating from your esteemed office and the Justice Department.
The past years, our Customs agents have persevered through a work environment that has proven to be nothing short of toxic. Despite ongoing discussions and assurances, the promises to rectify these issues have been consistently empty, causing frustration and disillusionment amongst the ranks.
The Customs agents’ steadfast dedication has been met with six persistent challenges, which, regrettably, remain unresolved:
1. Solving the toxic work environment: The well-being of our Customs agents is paramount. Addressing the toxic work environment, which has persisted for an unacceptably long time, is vital to ensuring their mental and emotional health.
2. Completion of the Function Book: The absence of a comprehensive and up-to-date function book has impeded the Customs agents’ efficiency and adherence to established protocols. Its timely completion is essential for the seamless execution of their duties.
3. Criteria to become a team leader: We would like to add that it should be mentioned that 2 team leaders were appointed by Bernadina/the Ministry of Justice who do not meet the
criteria for the position. Said position was already placed in the hands of SOAB with the result that no one was qualified for the function. We would like to know the following:
What criteria were used for the 2 candidates to be chosen as team leaders?
Did these candidates undergo a security screening before becoming eligible for the position?
Dutch Team leaders and coaches are currently on the island assisting/assessing these 2 candidates, whereby more candidates could have been part of this training as well.
The truth should be made known to the minister that over the span of barely 2 years more than 18 persons left the department and the reason was not mainly the salary, because one is aware before signing their contract what their salary entails.
We have reached a crucial point where for weeks there is mostly 1 person on duty or 2 including the Dutch.
4. Salaries and Salary Scales: The issue of inadequate remuneration persists, eroding the morale and commitment of our Customs agents. The urgency of rectifying salary discrepancies and establishing equitable salary scales cannot be overstated.
5. Acquisition of work dogs: Trained work dogs play a vital role in detecting contraband items and safeguarding our borders. The acquisition of these assets is essential to augment the Customs agents’ capabilities.
6. Uniforms: Uniforms not only serve as a symbol of identity but also contribute to the professionalism of the Customs agents. Swift provision of appropriate uniforms is crucial to maintaining their appearance and morale.
7. Training and Specialization: To effectively respond to evolving border security threats, our Customs agents require specialized training. Immediate measures should be taken to provide relevant training programs that enhance their expertise.
8. Non-functional management team: The current management team exists of 1 person, which is Bernadina, Judy LaPaix is out on suspension, Johishi Romney hasn't been seen in office for the past months and there is no way on earth that a management team exists of 4 persons including the department head who is solely responsible for the entire department. This is currently the problem where there is 1 person abusing his power in the Customs Department; a solution needs to come sooner than later.
9. No Customs pass: Customs officers do not have a pass that indicate that they are a Customs officer. ( Legitimatie bewijs)
Months of dialogues have failed to yield concrete solutions, leaving us with no choice but to firmly declare that this status quo can no longer be tolerated or deferred. Therefore, we respectfully insist that viable solutions to these pressing concerns be presented as soon as possible. It must be emphasized that the top priority is the amendment of salaries. There will be no possibility to negotiate at the table, since that has been done before and no solution reached.
We are hopeful that you recognize the gravity of this situation and will respond promptly to address these critical issues. Our Customs agents’ continued dedication hinges upon your commitment to their welfare and the enhancement of their working conditions.
Sincerely,
Members of the Custom Department of St. Maarten
Dear Editor,
I have to laugh when people, especially those from abroad, ask me: “On what side do you live, French or Dutch?” The question comes across as a confession of faith, or way of letting me know that the person is aware of the border which divides the 37 square miles in two.
“I live on St. Martin,” I respond, because it is really one island. I reside at the border, technically in country Sint Maarten, but I buy my bread in French Oyster Bay, work on Pond Island, do my staple food shopping at Super U in Hope Estate, and swim regularly at Orient Bay and Grand-Case. I may be employed or have my legal residence on one side, but I live on both.
I avoid Simpson Bay as much as possible and rarely eat at restaurants there, as “Dutch side” waiters expect a 15-20% tip because their salaries can be as low as US $4.50 per hour; whereas one kilometre up the road minimum wage is 14 euros per hour. And I have friends who reside in the northern half, sending their kids to school on the southern half; working in the Dutch Kingdom, while collecting welfare benefits from the French Republic because that is their human right. This is the one island I am talking about.
In terms of cultural production, the southern part of the island is more happening. Large events like Carnival, or the Oualichi Festival, where guests from abroad like Machel Montano play, assert a strictly Caribbean identity; not French, not Dutch but Caribbean, and the crowd is mostly Black. Philipsburg is where the National Institute of the Arts and Cultural Centre are located. If I want to see a French comedy performed by white people and mulattos from Guadeloupe, I go to Village D’Orient. Happy Bay is where the techno SXM Festival takes place.
Perhaps because some of us we live under the illusion of being an autonomous country, Soualigan identity is breathed on the streets of Great Bay, St. Peters and Dutch Quarter. At the same time, when an Arrindell, Hodge or Lake wants to feel closer to the ancestors, they go North to Colombier or Rambaud, located in the Collectivité de Saint-Martin.
There is no denying that most of the island’s population has their roots elsewhere, but that should not give impetus to invisibilise the autochthonous people of St. Martin. A people whose migratory character testifies to the existence of a nation. Joseph Lake Jr., born in Aruba, is the son of the late José Lake Sr., born in the Dominican Republic. Each of these and their offspring maintain their national identity, referring to St. Martin as their home. Not a place just to make a buck, to work and play harder; rather, a land, a patria to love.
These are the descendants of Africans enslaved under the Dutch Kingdom and French Republic, continuously colonised and speaking S’maaten English on both sides of the border. One St. Martin written in English, or One SXM, really does exist. It is an Afro-Caribbean nation peppered with descendants of Scandinavia, Ireland and Britain in Simpson Bay; Cantonese speaking people in supermarkets and restaurants, and Sindi merchants and their children at Cay Hill. Let us not forget the entanglement of Spanish-speaking Dominicanos. St. Martin is diverse but not disincarnated.
One SXM is a minority but not just a fantasy. It can also be interpreted as a vision for further development. It can be a strategy to eradicate poverty or synchronise public and social services to ensure equity. It can liberate the toiling masses, some of which live without running water in their homes and have sewage streaming at their front door. One SXM, the thought-dream-experience, can implement one equal healthcare system or one university with full time faculty, where the students do not have to work full time in order to pay for tuition. One SXM makes sense once it is understood, not as a fantasy but as a movement for social transformation.
Dr. Antonio Carmona Báez
President of University of St. Martin
