Dear Editor,

I stand corrected but I believe that it was 2014 that mention was made by the then police chief, that there were no statistics on crime in St. Maarten of the year before. From then already I expected our government (whichever one) to do whatever any self-respecting government does. Over the years I have discussed this with conscientious persons, who shared my view on this matter.

To say it simply, “your statistics can tell you a story”. In this case the decrease, stability or increase for instance in crime. Also, crimes in specific areas. Which can be an indicator for adverse behavior.

For example types of crime. I am mentioning this to alert those who decided, if elected they would be able to at the least assist in guiding the progress of the country in the right direction.

People to whom I speak sometimes think that I am the smartest person in the world, what I categorically deny. I was fortunate to be permitted to carry out and perform the best job in the world. And because of that, I would openly declare that “anyone who has worked for 15 years or more as a police officer and remained a fool, it is because that person was born to be a fool.” The police officer is the only person who finds him-/herself directly or indirectly involved with about 95% of whatever is happening in the country.

Not too long ago I mentioned, “… we run things.” A lady called me and told me, “I wish it was so fo true. Tings would’a be better.” But practically speaking, that is what it is (used to be) because the laws are made by the politicians in government, but it is the police who physically make sure that they are carried out. I would even go a little further as to mention that if the police performed their duties in an optimal way, the prosecutors would have time to doze off.

Calling people’s attention to their shortcomings was an intricate part of the police officer’s job. Serving the community is disbursing information, but also correcting negative behavior of others. But I have to emphasize that the police officers of late are bringing criticism on themselves and that is the fault of the police management (exceptions taken into consideration), not the Minister of Justice.

Proof of part of this is because of what was said to me in confidence by someone whom I know for years as a law-abiding citizen. I was shocked, but honestly speaking, I was hurt when this person said to me that he lost all respect for the police officer on a bike, to whom bystanders pointed out a traffic violation while it was being committed, who responded quite audibly, “All you alright, I can't bother myself with these people.” On thinking of what could be the cause of that kind of recalcitrant behavior, I came to the conclusion that that police officer (and possibly more of them) is (are) frustrated not with the public but perhaps with the lack of knowledge how to take action and describe that infraction. Or how to go about correcting that situation.

While writing this, the word “bridle” came to mind, because that is what our mentors used to say about some of us in our rookie years: “We have to put a bridle on he.” When we went on the road for the first time in 1966, we were equipped to individually handle any situation. What to do while awaiting personnel from the department which was specialised in handling the situation at hand. We were well versed in the traffic ordinance as well as the General Police Ordinance (no loitering, no public use of obscene language, etc.); how to handle a detainee who tried to resist arrest, in the correct manner to avoid the offence which was committed being declared null and void.

In the beginning of this letter I wrote that it hurt because more and more I hear the same thing: “The police are not going to do anything.” So, like I stated in the beginning of this letter, it is the statistics. Without doing anything, and no statistics which should tell the story, there is no comparison possible. And, this not the Minister of Justice’s duty, this falls under the chief of police. If I see a dump-truck being driven carelessly on the road, and notice that it is my brother behind the wheel, should I really turn a blind eye? Could it be possible that tomorrow that same dump-truck runs into me?

Russell A. Simmons

Dear Editor,

Philipsburg, the capital of St. Maarten, serves not only as a political and administrative center but also as a cultural and economic hub. Transforming Philipsburg into a municipality could enhance local governance, improve service delivery, and contribute to the overall prosperity of St. Maarten. This suggestion explores the potential pros and cons of this change and examines the benefits it could bring to the visionary future of St. Maarten.

Pros of municipal status for Philipsburg

* Enhanced local governance: Municipal status would empower local officials to make decisions that are more attuned to the specific needs and preferences of the Philipsburg community. This localized governance can facilitate faster responses to community concerns and ensure that services such as waste management, public safety, and infrastructure development are tailored to the unique context of the town. A local Council of Officials headed by a Mayor would be responsible for daily governance, under the umbrella of the Ministry of TEATT [Tourism, Economic Affairs, Transport and Telecommunication – Ed.].

* Economic development: As a municipality, Philipsburg could create targeted economic strategies to promote tourism, retail, and commerce. Local government can leverage its authority to attract investments, promote small businesses, and enhance the town’s appeal as a tourist destination, thereby boosting local revenue and employment opportunities.

* Improved public services: Municipal status can lead to increased funding and resources for public services, such as education, health care, and public transportation. With a dedicated budget, the local government can prioritize initiatives that directly benefit the residents and improve their quality of life.

* Civic engagement: A municipal council would encourage greater civic engagement, allowing residents to participate in decision-making processes. Enhanced transparency and accountability can foster a stronger sense of community and involvement among citizens.

* Branding and identity: Establishing Philipsburg as a separate municipality could strengthen its identity and brand, helping to differentiate it from other towns on the island. This could be particularly effective in promoting its unique culture, history, and attractions, ultimately enhancing its status as a key tourist destination.

Cons of municipal status for Philipsburg

* Increased bureaucracy: Transitioning to a municipal government structure may introduce additional layers of bureaucracy. This could slow down decision-making processes and complicate governance, especially during the transition phase.

* Cost of implementation: The establishment of a municipal council would require upfront investment. This includes setting up administrative bodies, hiring personnel, and establishing infrastructure, which could strain local finances initially.

* Potential for inequities: There is a risk that resources could be disproportionately allocated within the municipality, potentially neglecting less affluent areas or marginalized communities. Careful planning is necessary to ensure equitable service distribution.

* Political fragmentation: Creating a municipal council may lead to political fragmentation, with overlapping jurisdictions and responsibilities that could hinder collaboration with the national government. This might result in conflicts or competition for resources.

* Resistance to change: Residents and stakeholders may resist changes to the current governance structure due to fears of losing benefits or influence. Gaining buy-in from the community will be essential for a successful transition.

Benefits for the visionary prosperity of St. Maarten

Making Philipsburg a municipality has the potential to significantly contribute to the visionary prosperity of St. Maarten in several ways:

* Fostering sustainable development: A municipal framework can promote sustainable development practices that balance economic growth with environmental stewardship. Philipsburg could lead the way in implementing green initiatives and preserving its natural beauty, vital for tourism.

* Strengthening local economy: Empowering Philipsburg as a municipality can stimulate local entrepreneurship and diversify the economy, reducing reliance on tourism alone. This can ensure long-term economic resilience and stability for St. Maarten.

* Civic pride and community building: A strong local government can evoke civic pride among residents, encouraging community involvement and fostering collaboration on community issues. This sense of belonging can contribute to a stable and harmonious society.

* Attracting investments: A well-managed municipality can be more attractive to investors looking for opportunities, leading to increased funding and infrastructure development that benefits the entire island.

* Regional leadership: As Philipsburg develops its governance model, it can serve as a model for other areas of St. Maarten, promoting best practices in local governance and potentially influencing broader regional policies.

Conclusion

Transforming Philipsburg into a municipality presents both opportunities and challenges. The potential benefits in terms of enhanced governance, economic development, and improved public services could significantly contribute to the visionary prosperity of St. Maarten. However, careful planning and community engagement are crucial to address the possible drawbacks. With a proactive approach, Philipsburg could emerge as a leader in local governance and sustainable development, setting a positive example for the entire nation.

Something to think about as we enter into a New Year, with a new government in place.

Brian Meade (A Philipsburg fan)

Dear Editor,

With continued support and the belief that she will be an exemplary public official, allow me to congratulate our newly appointed Minister of Justice Nathalie Tackling for accepting the offer to direct this very diverse and interesting ministry – the administrative sector that is responsible for upholding the rule of law, regardless of the gravity of the situation.

Minister Tackling (although I like chairlady), to pursue the role of a public executive is never an easy commission for someone who chooses to dedicate his or her life to the advancement of the people, and country, in which he or she is summoned to serve. Your decision is admirable, but the journey ahead will be extremely challenging, due to the bureaucracy that is designed to maintain the highest level of checks and balances.

This position will test your integrity to the limit, whether it’s by your own account or from people with ulterior motives. But try your utmost not to ever lose control of your ministry. Set the tone from the start to become known for your principle of impartiality; so that when the tiny irritations begin to emerge, every decision that you make will be from a place where these evaluations were carefully considered.

Not every day will be the same. At times the trajectory to your goals may be hindered by unforeseen circumstances. But you have to recognize the elements that will allow you to manoeuvre effectively, through this vast and complex administrative system – a network that requires advance knowledge, your value of self, intention, wisdom, intuition and integrity – factors that are intertwined, to keep the circle complete.

Your worth is your strength. So, the value that you place on yourself will be the anchor that will keep you grounded. So, if at any time you feel that you’ve lost your tactical initiatives for your various objectives, just access your spiritual domain – the divine territory that would give you a deeper understanding of the situation and the assurance that you’ve got the team to help you recalibrate your approaches and policies.

As indicated in the previous paragraph, your value of self is your power; therefore, your success will come from your efforts and determination, to preserve this quality. Keep your eyes open in your immediate surroundings and beyond; but always trust your intuition, because it is the built-in mechanism that is similar to a compass, but is much more powerful than what the eyes can perceive.

As the weight of responsibility continues to increase, always welcome the learning experience, because there is always something to discover. On your path of discovery, identify the vulnerable areas within your ministry, and tap into every resource that can help you steer the department into the direction that will elevate the ministry, the people, and the country.

In your pursuit to enhance the ministry, stand by your principles, because the bureaucracy of government is designed to maintain the highest level of checks and balances. You will make mistakes, and every time you do, the experience will help you to assess and persevere; but try as much as possible not to bring your integrity into question.

The pressures of public life can be overwhelming at times. To ease the frustrations that will emerge from this bureaucratic system, always take time for yourself. Do not hesitate to leave the office and go for a walk to rejuvenate the body, mind and spirit. But more importantly, try to avoid taking work at home. When you are done with the office, leave your administrative mind behind. Unless there is an emergency, your personal life takes precedence.

I truly hope that you could maintain that grace and excellence that you’ve exhibited during the process of this year’s August 19 elections, when you held the position as Chairlady of the Main Voting Bureau (I’m still waiting for my snacks). If I were you, I would have contracted a small group of experts for about 3 months, just to delve into matters that concern the police force, coastguard and the prison.

As you proceed on your journey of discovery, may the God of the universe continue to direct your thoughts and shower you with the wisdom that you will need to guide your decisions, knowing that all of your plans are only as good as those who are tasked to execute them.

Joslyn Morton

Dear Commandant,

It is with sadness to hear of your passing, as this moment gives us reason not only to mourn, but to reflect on your tenure and your legacy as we have witnessed it over the years.

I joined the VKS in 2001 with no military experience, and I can remember the first meeting with you in the small Madame Estate office between the laundry mat and Chinese restaurant, where you welcomed my application with the same serious manner you handled all applicants at that time.

From that time forward you built your reputation of being a calm person, who says less words, but with each word carrying more weight. You also showed a commanding presence without raising your voice or threatening punishments. Your word was enough to ensure that tasks would be completed, and your demeanour never changed whether you were addressing your officers or your newest (and confused) soldiers. It goes without saying that the highest ethics and morality were expected of all members, not only because of the Korpstucht (our governing rule book), but because you, the commander, was a living example.

You took a chance with me, allowing me to attend officer training in the VKS, even considering my age and lack of Dutch proficiency. That faith in me was appreciated and it gave me reason to develop more and even seek more leadership training in the formal military. I took special note of your clear written style of official notices, and your ability to maintain a force by growing it slowly and surely as opposed to pushing drastic ideas and changes that could have threatened the long-term sustainability of the organisation.

Your deep connection with the core of St. Maarten's population through church, charitable foundations, your previous professional expertise, and even domino skills, and your close impartial rapport with politicians from all parties when necessary proved to be an asset.

Most importantly in my life was the level of respect my father had for you and your organisation and his admiration for the end result of your hard work. As a fellow high ranking officer in his former years, he was well aware of your hurdles and challenges to keep this ship afloat, and moving in the right direction.

I would like to close this letter by acknowledging your safety measures during your life of service. During your reign as commander of the new and growing Korps (and let us be humble and thank God for this), the result was no on-the-job deaths, no excessive uses of force reported, and no negligent discharge of firearms resulting in injuries to your members while working as armed law enforcement.

I estimate that in the past decade close to half of a million individual man-hours of service were rendered to St. Maarten under your command with minimal incidents, and at a huge savings and necessity to the government.

Although you have now taken your last earthly breaths, we accept your continued guidance for us via your memories and accomplishments.

Respectfully,

A lieutenant in the VKS

Name withheld at author’s request.